EMPLOYEE WELFARE

The basic objective of the Employee Welfare Scheme Management is to uplift the
physical, mental and economic conditions of its employees in order to get the best out of
them in addition to fulfilling the social responsibility cast upon the organization.
It is a fact that the Industrial progress of the country depends on its committed labor.
In order to get the best out of a worker in the matter of reduction working conditions require
to be improved to a greater extent to achieve the objective of maximization of utilization
resources the workers should at least have the means and facilities to keep him in a state of
health and efficiency.
The work place should provide reasonable amenities for the essential needs and
worker should also be equipped with the necessary technical training and a certain level of
education.
Employee welfare is broad term covering social security and such other activities as
medical aid, crche, canteens, recreation, and housing, adult education arrangements for the
transport of labor to and from the place of workplace.

CONCEPT OF EMPLOYEE WELFARE

The subject matter related to Employees welfare and related terms have been
explained. The term employee welfare is flexible and elastic and differs widely with time,
regions, industry, country, social values and customs, degree of industrialization, the general
socioeconomic development of the people. It is also molded according to the age, group, sex,
socio-cultural background marital status and economic status and educational level of the
workers in industry. Welfare measures are a three dimensional concept like total, social and
relative.
The "total concept of welfare is the achievement of a desirable state of existence
involving physical, mental and moral and emotional.
The "social concept" of welfare involves the well-being of an individual and
harmonious relationship he establishes with his primary group-his family, his working group
- his colleagues, superiors and subordinates.
The "relative concept" of welfare involves relative to time, place and person.

NEED FOR EMPLOYEE WELFARE:

The need for the employee welfare measures arises because of the
nature of the industrial system, which is characterized by two basic
factors:
The conditions under which work is carried on are not congenial for
health.
When a employee joins an industry, he has to work in an entirely
strange environment, which creates problems of adjustment.
According to employee investigation committee "The provision of
canteens" improves the physique.

"Entertainments" reduce the incidence of serious accidents

"Medical aid & Maternity and child welfare" services improve the
health of the workers and bring down the rates of general, maternal
and infantile mortality.

"Educational facilities increase their mental efficiency and

economic productivity".

CONSTITUTIONAL PROVISIONS
Article 41:

"The state shall, within the limits of its economic

capacity and development, make effective provision for securing the

right to work, to education and to public assistance in case of
unemployment and in other case of underserved want".
Article 42: "The state shall make provision for securing just and
humane conditions of work and for maternity relief"

Article 43:

"The state shall endeavour to secure by suitable

legislation or economic organization or in any other way to all

workers, agricultural, industrial or otherwise work conditions of
work ensuring a decent standard of life and cultural opportunities
and in particular, the state shall endeavour to promoter cottage
industries or co-operate basis in rural areas.

OBJECTIVES OF EMPLOYEE
WELFARE MEASURES
a) ECONOMIC:
To increase their efficiency and effectiveness so that they can
perform better in different work situations; keep them contended and
reduce the chances of conflict.

b) HUMANISTIC:
To treat them as normal human beings by providing basic
facilities and amenities.

c) CIVIC:
To develop a sense of responsibility dignity of labour and

participatory culture among them.

PRINCIPLES OF
EMPLOYEE WELFARE
PRINCIPLE OF ADEQUACY OF WELFARE: Employee has a right to adequate wages. But high wages alone
cannot create healthy work environment. A combination of both - wages
and welfare measures would improve workers satisfaction, morale and
motivation.

PRINCIPLE OF THE SOCIAL RESPONSIBILITY

OF INDUSTRY: Industry has an obligation or duty towards its employees to look
after their welfare. Employee welfare is highlighted as a state policy in the
directive principles of Indian constitution.

PRINCIPLE OF EFFICIENCY:
Employees accept the responsibility for implementing such
employee welfare measures which they consider will increase their
efficiency.

PRINCIPLE OF RE-PERSONALIZATION: This principle emphasizes the development of human personality as

the aim of welfare measure. Necessary to implement Intra mural and extra
mural welfare services are implemented.

PRINCIPLES OF TOTALITY OF WELFARE: In this the necessity of employee welfare must be felt and convinced
by all levels of management. This requires reduction, retraining and reorientation of managers at all levels.

PRINCIPLES OF INTEGRATION AND

ORDINATION: -

CO-

The co-ordination approach is essential throughout the organization

so that fall benefit is derived out of welfare measures. This is through

systems approach where organization consists of subsystems integrated
together as one whole system.

PRINCIPLES OF PARTICIPATION: It highlights the democratic principles of mutual consultation

example; committees for canteens, sports etc.

PRINCIPLES OF RESPONSIBILITY:
Both employees and employee are responsibility for employee
welfare. Trade union leaders as the workers representatives must play a
positive role they must co-operate with management to provide essential
welfare measures without hampering the economic viability of the
establishment. Examples are union participation in committees like
canteen committee of welfare measures. Suitable
MIS can be installed success or this process can periodically
evaluate failure, accountability of failure can be fixed.

PRINCIPLES OF TIMELINESS: -

Welfare measures must be provided in time and when needed most;

untimely assistance is not only wasteful but antagonizes the workers. This
requires proper planning and control.

OTHER OBJECTIVES OF
EMPLOYEE WELFARE:
To give expression to philanthropic and paternalistic feeling
To win over employees loyalty and increase their moral.
To combat trade unionism and socialistic ideas
To buildup stable labour force, to reduce labour turnover and
absenteeism

 To save oneself from heavy taxes on surplus profits

To earn goodwill and enhances public image
To make recruitment more effective

DEFINITION OF
EMPLOYEE WELFARE
The term employee welfare, labour welfare or workers are related
terms. Employee welfare is defined as "The voluntary efforts of the
employees to establish within existing industrial system and sometimes
living and cultural of the employee beyond that which is required by low,
the custom of the industry and the conditions of the market.
The labour investigation committee has defined employee welfare as

"anything done for intellectual, physical, moral and economic betterment

of the workers whether by employees by government or by other agencies
over and above what is laid down by law or what is normally expected on
the part of the contractual benefit for which workers may have bargained.

International Labour Organization(ILO report refers to employee

welfare as:
Such services, facilities and amenities as may be established in or in
the vicinity of understandings to enable the performs employed in them to
perform their work in healthy, congenial surroundings and provided with
amenities conducive to good health and high morale".

FEATURE / CHARACTERISTICS
OF EMPLOYEE WELFARE: It is the work, which is usually undertaken within the premises or in
the vicinity of the undertaking for the benefit of the employee and the
members of his family.
The work generally includes those items of welfare, which are over

and above. What is provided by satisfactory provisions or required by

the custom of the industry or what the employee expects as a result of
a contract of service from the employees.
The purpose of providing welfare animates is to bring out the
development of the whole personality of the worker .his social,
psychological, economic, moral, cultural and intellectual development
to make him a good worker, a good citizen and a good member of the
family.
These facilities may be provided voluntarily by progressive and
enlightened entrepreneurs of their own accord out of their realization
of social responsibility to labour or statutory provisions may complete
them to make these facilities available or there may be there may be
the government or trade unions may undertake them if they have the
necessary funds for the purpose.
Employee welfare is a very broad term covering social security
activities as medical aid, crches, canteens, recreation, housing, adult
education, arrangements for the transport of employee to and from
the work place.
It may be noted that not only intra-moral but also extra-moral,

statutory as well as non-statutory activities undertaken by any of the

three agencies- for the physical and mental development of a worker.

Maruti Suzuki India Limited, formerly known as Maruti Udyog

Limited, is an automobile manufacturer in India. It is a subsidiary of
Japanese

automobile

and

motorcycle

manufacturer Suzuki

Motor

Corporation. As of November 2012, it had a market share of 50% of the

Indian passenger car markets. Maruti Suzuki manufactures and sells
popular cars such as the Alto, Swift, Zen, Swift DZire, SX4 and Omni.
The company is headquartered at New Delhi. In February 2012, the
company sold its ten millionth vehicle in India.

HISTORY
Maruti Udyog Limited was established in February 1981, though the
actual production commenced only in 1983. It started with the Maruti 800,
based on the Suzuki. Alto kei car which at the time was the only modern
car available in India. Its only competitors were the Hindustan
Ambassador and Premier Padmini. Originally, 74% of the company was
owned by the Indian government, and 26% by Suzuki of Japan. As of May
2007, the government of India sold its complete share to Indian financial
institutions and no longer has any stake in Maruti Udyog.

CHRONOLOGY
UNDER THE MARUTI NAME
In 1970, a private limited company named Maruti technical services
private limited (MTSPL) was launched on November 16, 1970. The stated
purpose of this company was to provide technical know-how for the
design, manufacture and assembly of "a wholly indigenous motor car". In
June 1971, a company called Maruti limited was incorporated under the
Companies Act. Maruti Limited went into liquidation in 1977. Maruti
Udyog Ltd was incorporated through the efforts of Dr V. Krishnamurthy.

AFFILIATION WITH SUZUKI

In 1982, a license & Joint Venture Agreement (JVA) was signed
between Maruti Udyog Ltd. and Suzuki of Japan. At first, Maruti Suzuki
was mainly an importer of cars. In India's closed market, Maruti received
the right to import 40,000 fully built-up Suzukis in the first two years, and
even after that the early goal was to use only 33% indigenous parts. This
upset the local manufacturers considerably. There were also some concerns
that the Indian market was too small to absorb the comparatively large
production planned by Maruti Suzuki, with the government even
considering adjusting the petrol tax and lowering the excise duty in order
to boost sales. Finally, in 1983, the Maruti 800 was released. This 796 cc
hatchback was based on the SS80 Suzuki Alto and was Indias first
affordable car. Initial product plan was 40% saloons, and 60% Maruti Van.
[15]

Local production commenced in December 1983. In 1984, the Maruti

Van with the same three-cylinder engine as the 800 was released and the
installed capacity of the plant in Gurgaon reached 40,000 units.
In 1985, the Suzuki SJ410-based Gypsy, a 970 cc 4WD off-road
vehicle, was launched. In 1986, the original 800 was replaced by an allnew model of the 796 cc hatchbackSuzuki Alto and the 100,000th vehicle
was produced by the company.[14][dead

link]

In 1987, the company started

exporting to the West, when a lot of 500 cars were sent to Hungary. By

1988, the capacity of the Gurgaon plant was increased to 100,000 units per
annum.

MARKET LIBERALISATION
In 1989, the Maruti 1000 was introduced and the 970 cc, threebox was Indias first contemporary sedan. By 1991, 65 percent of the
components, for all vehicles produced, were indigenized. After
liberalization of the Indian economy in 1991, Suzuki increased its stake in
Maruti to 50 percent, making the company a 50-50 JV with the
Government of India the other stake holder.
In 1993, the Zen, a 993 cc, hatchback was launched and in 1994 the
1298 cc Esteem was introduced. Maruti produced its 1 millionth vehicle
since the commencement of production in 1994. Maruti's second plant was
opened with annual capacity reaching 200,000 units. Maruti launched a
24-hour emergency on-road vehicle service. In 1998, the new Maruti 800
was released, the first change in design since 1986. Zen D, a 1527 cc
diesel

hatchback

and

Maruti's

first

diesel

vehicle

and

redesigned Omni were introduced. The 1.6 litre Maruti Baleno threebox saloon and Wagon R were also launched.
In 2000, Maruti became the first car company in India to launch
a Call Center for internal and customer services. The new Alto model was
released. In 2001, Maruti True Value, selling and buying used cars was
launched. In October of the same year the Maruti Versa was launched. In

2002, Esteem Diesel was introduced. Two new subsidiaries were also
started: Maruti Insurance Distributor Services and Maruti Insurance
Brokers Limited. Suzuki Motor Corporation increased its stake in Maruti
to 54.2 percent.
In 2003, the new Suzuki Grand Vitara XL-7 was introduced while
the Zen and the Wagon R were upgraded and redesigned. The four
millionth Maruti vehicle was built and they entered into a partnership with
the State Bank of India. Maruti Udyog Ltd was Listed on BSE and NSE
after a public issue, which was oversubscribed tenfold. In 2004, the Alto
became India's best selling car overtaking the Maruti 800 after nearly two
decades. The five-seater Versa 5-seater, a new variant, was created while
the Esteem was re-launched. Maruti Udyog closed the financial year 200304 with an annual sale of 472,122 units, the highest ever since the
company began operations and the fiftieth lakh (5 millionth) car rolled out
in April 2005. The 1.3 L Suzuki Swift five-door hatchback was introduced
in 2005.
In 2006 Suzuki and Maruti set up another joint venture, "Maruti
Suzuki Automobiles India", to build two new manufacturing plants, one
for vehicles and one for engines.[16]Cleaner cars were also introduced, with
several new models meeting the new "Bharat Stage III" standards. In
February 2012, Maruti Suzuki sold its ten millionth vehicle in India. For
the Month of July 2014, it had a Market share of >45 %.

JOINT VENTURE RELATED ISSUES

Relationship between the Government of India, under the United
Front (India) coalition and Suzuki Motor Corporation over the joint
venture was a point of heated debate in the Indian media until Suzuki
Motor Corporation gained the controlling stake. This highly profitable
joint venture that had a near monopolistic trade in the Indian automobile
market and the nature of the partnership built up till then was the
underlying reason for most issues. The success of the joint venture led
Suzuki to increase its equity from 26% to 40% in 1987, and further to 50%
in 1992. In 1982, both the venture partners entered into an agreement to
nominate their candidate for the post of Managing Director and every
Managing Director would have a tenure of five years.

MANUFACTURING FACILITIES
Maruti Suzuki has two manufacturing facilities in India. Both
manufacturing facilities have a combined production capacity of 14,50,000
vehicles annually. The Gurgaon manufacturing facility has three fully
integrated manufacturing plants and is spread over 300 acres
(1.2 km2). The

Gurgaon

facilities

Seriesengines

annually.

The

also

Gurgaon

manufacture
Facilities

240,000 Kmanufactures

the 800, Alto, WagonR, Estilo, Omni, Gypsy, Ertiga, Ritz and Eeco.
The Manesar manufacturing plant was inaugurated in February 2007
and is spread over 600 acres (2.4 km2). Initially it had a production
capacity of 100,000 vehicles annually but this was increased to 300,000
vehicles annually in October 2008. The production capacity was further

increased by 250,000 vehicles taking total production capacity to 800,000

vehicles annually. The Manesar Plant produces the A-star, Swift, Swift
DZire, SX4, Ritz and Celerio. On 25 June 2012, Haryana State Industries
and Infrastructure Development Corporation demanded Maruti Suzuki to
pay an additional Rs 235 crore for enhanced land acquisition for its
Haryana plant expansion. The agency reminded Maruti that failure to pay
the amount would lead to further proceedings and vacating the enhanced
land acquisition. It plans to set up a plant in Gujarat and has acquired 600
acres of land.

INDUSTRIAL RELATIONS
Since its founding in 1983, Maruti Udyog Limited has experienced
problems with its labor force. The Indian labour it hired readily accepted
Japanese work culture and the modern manufacturing process. In 1997,
there was a change in ownership, and Maruti became predominantly
government controlled. Shortly thereafter, conflict between the United
Front Government and Suzuki started. In 2000, a major industrial relations
issue began and employees of Maruti went on an indefinite strike,
demanding among other things, major revisions to their wages, incentives
and pensions.

Employees used slowdown in October 2000, to press a revision to

their incentive-linked pay. In parallel, after elections and a new central
government led by NDA alliance, India pursued a disinvestment policy.
Along with many other government owned companies, the new
administration proposed to sell part of its stake in Maruti Suzuki in a
public offering. The worker's union opposed this sell-off plan on the
grounds that the company will lose a major business advantage of being
subsidised by the Government, and the union has better protection while
the company remains in control of the government.

The standoff between the union and the management continued

through 2001. The management refused union demands citing increased
competition and lower margins. The central government privatized Maruti
in 2002 and Suzuki became the majority owner of Maruti Udyog Limited.

MANESAR VIOLENCE
On 18 July 2012, Maruti's Manesar plant was hit by violence as
workers at one of its auto factories attacked supervisors and started a fire
that killed a company official and injured 100 managers, including two
Japanese expatriates. The violent mob also injured nine policemen. The
company's General Manager of Human Resources had both arms and legs
broken by his attackers, unable to leave the building that was set ablaze,

and was charred to death. The incident is the worst-ever for Suzuki since
the company began operations in India in 1983.
Since April 2012, the Manesar union had demanded a three-fold
increase in basic salary, a monthly conveyance allowance of 10,000, a
laundry allowance of 3,000, a gift with every new car launch, and a
house for every worker who wants one or cheaper home loans for those
who want to build their own houses.
According to the Maruti Suzuki Workers Union a supervisor had
abused and made discriminatory comments to a low-caste worker.[35] These
claims were denied by the company and the police. [31] Maruti said the
unrest began, not over wage discussions, but after the workers' union
demanded the reinstatement of a worker who had been suspended for
beating a supervisor.
The workers claim harsh working conditions and extensive hiring of
low-paid contract workers which are paid about $126 a month, about half
the minimum wage of permanent employees. Maruti employees currently
earn allowances in addition to their base wage. [36] Company executives
denied harsh conditions and claim they hired entry-level workers on
contracts and made them permanent as they gained experience. It was also
claimed that bouncers were deployed by the company.
The Police, in its First Information Report (FIR), claimed on 21 July
that Manesar violence is the result of a planned violence by a section of
workers and union leaders and arrested 91 people. Maruti Suzuki in its

statement on the unrest, announced that all work at the Manesar plant has
been suspended indefinitely. The shut down of Manesar plant is leading to
a loss of about Rs 75 crore per day. On 21 July 2012, citing safety
concerns, the company announced a lockout under The Industrial Disputes
Act, 1947 pending results of an inquiry the company has requested of
the Haryana government into the causes of the disorder. Under the
provisions of The Industrial Disputes Act for wages, the report claimed,
employees are expected to be paid for the duration of the lockout. On 26
July 2012, Maruti announced employees would not be paid for the period
of lock-out in accordance with Indian labour laws. The company further
announced that it will stop using contract workers by March 2013.

The report claimed the salary difference between contract workers

and permanent workers has been much smaller than initial media reports the contract worker at Maruti received about 11,500 per month, while a
permanent worker received about 12,500 a month at start, which
increased in three years to 21,000-22,000 per month. In a separate
report, a contractor who was providing contract employees to Maruti
claimed the company gave its contract employees the best wage,
allowances and benefits package in the region.
Shinzo Nakanishi, managing director and chief executive of Maruti
Suzuki India, said this kind of violence has never happened in Suzuki

Motor Corp's entire global operations spread across Hungary, Indonesia,

Spain, Pakistan, Thailand, Malaysia, China and the Philippines. Mr.
Nakanishi went to each victim apologising for the miseries inflicted on
them by fellow workers, and in press interview requested the central and
Haryana state governments to help stop such ghastly violence by
legislating decisive rules to restore corporate confidence amid emergence
of this new 'militant workforce' in Indian factories. He announced, "we are
going to de-recognise Maruti Suzuki Workers Union and dismiss all
workers named in connection with the incident. We will not compromise at
all in such instances of barbaric, unprovoked violence." He also announced
Maruti plans to continue manufacturing in Manesar, that Gujarat was an
expansion opportunity and not an alternative to Manesar.

The company dismissed 500 workers accused of causing the

violence and re-opened the plant on 21 August, saying it would produce
150 vehicles on the first day, less than 10% of its capacity. Analysts said
that the shutdown was costing the company 1 billion rupees ($18 million)
a day and costing the company market share. In July 2013, the workers
went on hunger strike to protest the continuing jailing of their colleagues
and launched an online campaign to support their demands.

PRODUCTS & SERVICES

Model

Launched

Category

Image

Omni

1984

Minivan

Gypsy

1985

SUV

WagonR

1999

Hatchback

Swift

2005

Hatchback

Grand Vitara

2007

Mini SUV

DZire

2008

Sedan

Ritz

2009

Hatchback

Eeco

2009

Hatchback

Alto K10

2010

Hatchback

Ertiga

2012

Mini MPV

Alto 800

2012

Hatchback

Stingray

2013

Hatchback

Celerio

2014

Hatchback

Ciaz

2014

Sedan

Baleno

2015

Hatchback

S-Cross

2015

Mini SUV

DISCONTINUED MODELS

Model

Launched

Discontinued

Category

Gypsy E

1985

2000

SUV

1000

1990

2000

Sedan

Zen

1993

2006

Hatchback

Esteem

1994

2008

Sedan

Baleno

1999

2007

Sedan

Versa

2001

2010

Minivan

Grand Vitara XL7

2003

2007

Mini SUV

800

1983

2012

Hatchback

Alto

2000

2012

Hatchback

Image

SALES AND SERVICE NETWORK

As of 31 March 2014 Maruti Suzuki has 933 dealerships across 666
towns and cities in all states and union territories of India. It has 3,060
service stations (inclusive of dealer workshops and Maruti Authorised
Service Stations) in 1,454 towns and cities throughout India. [48] It has 30
Express Service Stations on 30 National Highways across 1,436 cities in
India.
Service is a major revenue generator of the company. Most of the
service stations are managed on franchise basis, where Maruti Suzuki
trains the local staff. Other automobile companies have not been able to
match this benchmark set by Maruti Suzuki. The Express Service stations
help many stranded vehicles on the highways by sending across their
repair man to the vehicle.
In the year 2015 maruti suzuki launched a new premium sales
channel called NEXA. Maruti Suzuki India Limiteds Managing Director
& CEO, Kenichi Ayukawa said: NEXA provides a new experience of
hospitality from Maruti Suzuki. Indian market and Indian society are
rapidly changing and new segments of customers are emerging. We have

to take new initiatives to meet diversifying expectations from our

customers.

He added: The mission of NEXA is to offer innovative value and

direction so that we can adequately respond to the new segments of Indian
customers and offer them the experience which they value. While we will
of course continue to enhance customer satisfaction in our current
network, with NEXA, I am confident Maruti Suzuki will be able to cater to
a broader range of customers who value pampering, innovation and a
personal touch in their car owning experience.
S-Cross, Indias first premium crossover that debuts in August 2015
will be the first car to be sold under NEXA. Several new models will be
added to both channels as part of the Companys medium term goal of 2
million annual sales by 2020.

MARUTI INSURANCE
Launched in 2002 Maruti Suzuki provides vehicle insurance to its
customers with the help of the National Insurance Company, Bajaj Allianz,
New India Assurance and Royal Sundaram. The service was set up the
company with the inception of two subsidiaries Maruti Insurance
Distributors Services Pvt. Ltd and Insurance Brokers Pvt. Limited.

This service started as a benefit or value addition to customers and

was able to ramp up easily. By December 2005 they were able to sell more
than two million insurance policies since its inception.

MARUTI FINANCE
To promote its bottom line growth, Maruti Suzuki launched Maruti
Finance in January 2002. Prior to the start of this service Maruti Suzuki
had started two joint ventures Citicorp Maruti and Maruti Countrywide
with Citi Group and GE Countrywide respectively to assist its client in
securing loan.[55] Maruti Suzuki tied up with ABN Amro Bank, HDFC
Bank, ICICI Limited, Kotak Mahindra, Standard Chartered Bank, and
Sundaram to start this venture including its strategic partners in car
finance. Again the company entered into a strategic partnership with SBI
in March 2003[56] Since March 2003, Maruti has sold over 12,000 vehicles
through SBI-Maruti Finance. SBI-Maruti Finance is currently available in
166 cities across India.
Citicorp Maruti Finance Limited is a joint venture between Citicorp
Finance India and Maruti Udyog Limited its primary business stated by the
company is "hire-purchase financing of Maruti Suzuki vehicles". Citi
Finance India Limited is a wholly owned subsidiary of Citibank Overseas

Investment Corporation, Delaware, which in turn is a 100% wholly owned

subsidiary of Citibank N.A. Citi Finance India Limited holds 74% of the
stake and Maruti Suzuki holds the remaining 26%. GE Capital, HDFC and
Maruti Suzuki came together in 1995 to form Maruti Countrywide. Maruti
claims that its finance program offers most competitive interest rates to its
customers, which are lower by 0.25% to 0.5% from the market rates.

MARUTI TRUEVALUE
Maruti True service offered by Maruti Suzuki to its customers. It is a
market place for used Maruti Suzuki Vehicles. One can buy, sell or
exchange used Maruti Suzuki vehicles with the help of this service in
India. As of 31 March 2010 there are 342 outlets.

MARUTI ACCESSORIES
Many of the auto component companies other than Maruti Suzuki
started to offer components and accessories that were compatible. This
caused a serious threat and loss of revenue to Maruti Suzuki. Maruti
Suzuki started a new initiative under the brand name Maruti Genuine
Accessories to offer accessories like alloy wheels, body cover, carpets,
door visors, fog lamps, stereo systems, seat covers and other car care

products. These products are sold through dealer outlets and authorized
service stations throughout India.

MARUTI DRIVING SCHOOL

As part of its corporate social responsibility Maruti Suzuki launched

the Maruti Driving School in Delhi. Later the services were extended to
other cities of India as well. These schools are modelled on international

standards, where learners go through classroom and practical sessions.

Many international practices like road behaviour and attitudes are also
taught in these schools. Before driving actual vehicles participants are
trained on simulators.
At the launch ceremony for the school Jagdish Khattar stated "We
are very concerned about mounting deaths on Indian roads. These can be
brought down if government, industry and the voluntary sector work
together in an integrated manner. But we felt that Maruti should first do
something in this regard and hence this initiative of Maruti Driving
Schools."

OBJECTIVE OF THE STUDY

To study the HR policies in Standard Auto Agency.

Describe satisfaction of employees need in organization.

To study about the benefits given to employees in the organization.

To identified that employees benefits given to system leads to

natural understanding between worker and management.

EMPLOYEE WELFARE MEASURES

REIMBURSEMENT OF COLLEGE FEES FOR CHILDREN OF
THE STAFF MEMBERS.
The objective of the scheme is to provide a limited amount of
financial incentive and support to staff members and to encourage them to
allow their talented children to go in for college education. The scheme
covers reimbursement of college fees of two dependent children of staff
members (including permanent part time sub-staff drawing scale wages of
1/3rd and above). For the purpose of reimbursement under this scheme the
family is taken as one unit.

RELIEF TO FAMILY EMPLOYEES WHO DIE IN HARNESS.

The object of the scheme is to provide immediate financial relief to
the family of any employee who dies in harness. The scheme also aims at
bridging partly the time gap between the death of the employee and receipt
of provident fund and gratuity dues by his or her family and partly the
need gap by supplementing family income.

REIMBURSEMENT OF ADDITIONAL MEDICAL EXPENSES TO

EMPLOYEES/DEPENDS SUFFERING FROM ILLNESS LEADING
TO HOSPITALIZATION AND /OR DOMICILIARY TREATMENT.
The objective of this scheme is to provide reimbursement of medical
expenses to certain extent to employees/dependent, family members either
home or hospital over and above the amount sanctioned under the
hospitalization scheme of Bipartite / OSR.

HOSPITALIZATION SCHEME FOR PERMANENT PART-TIME

SAFAI KARMACHARIS (PTSK):
The objective of this scheme is to provide financial assistance in the
form of reimbursement of Hospitalization expenses incurred by Permanent
Part-Time Safai Karmacharis (PTSK).

REIMBURSEMENT OF EXPENSES FOR HEALTH CHECK-UP

FOR EMPLOYEE OR HIS/HER SPOUSE/DEPENDENT PARENTS
WHO ARE ABOVE 40 YEARS OF AGE.
The objective of this scheme is to enable them to take preventive
steps at the right time so that the staff and the bank may avoid incurring
huge hospitalization expenses at a later date besides endangering their

lives.

MEDICAL ASSISTANCE SCHEME TO RETIRED EMPLOYEES

REIMBURSEMENT

OF

MEDICAL

AID

TO

RETIRED

EMPLOYEES
The objective of this scheme is aimed at strengthening the continued
bondage between the bank and the employees even after their retirement
especially in wake of introduction of pension scheme in the bank. This
would enable the bank to get the assistance of such retired staff for bank
building activities.

TIE-UP ARRANGEMENT

IN

REPUTED

HOSPITALS

FOR

RESERVATION OF BEDS / CREDIT TIE UP ARRANGEMENT.

The facility should be available to all staff members and their family
members who are eligible for reimbursement of hospitalization expenses
under bipartite settlement/officers service regulations. In furtherance of
the welfare of the staff, a scheme for tie-up arrangement with reputed
hospital, viz. Madras Medical Mission for treatment of Cardio-Vascular
diseases for all the staff members and their dependents has been
introduced.

Need for the study

Welfare measures are measures, which promotes the physical,
psychological well-being of the working population. Employees are
recognizing the importance of employee welfare activities in India very
recently, government, by other agencies.

Encourage the employees.

Recruit and retain the best personnel to increase and improve employee
morale.

Develop employees economically and socially.

Provide primary needs.

Motivate employees for increasing efficiency.

Creating the sense of social goods.

Increase productivity and to maintain good industrial human relations.

Improve the standards of living of workers, housing, minimum wages and

other benefits are bound to create a feeling of satisfaction among the

workers and are therefore more helpful in reducing the extent of labor turn
over and absenteeism.

Provisions of good medical and working conditions, recreational,

educational are bound to increase the mental efficiency and economic
productivity of industrial workers.

Scope of Study
The issues of welfare measures are related to overall development of
workers both the physical and physiological being. Employee welfare
programs create a sense of belonging and adequacy that benefits the
organization in the long run.
Hence the major study includes scope of the study is related to the
employee welfare measures, like Medical facilities, Educational facilities,
Canteen facilities, Housing facilities and Transport facilities, the
innovative programs by the government for the workers through the
different mechanisms and how the welfare is implied in the organization to
the employees and their families which ultimately benefit the organization
in the long run.

Research Methodology
Both the primary and secondary research was conducted during the
study.

SOURCES FOR COLLECTION OF DATA :

PRIMARY DATA:
Primary data was collected by interviewing the employees through
Questionnaire from various cadres of personnel to find out the opinions
regarding labor welfare facilities; a Questionnaire is prepared so that they
can express their views.
SECONDARY DATA:
Data collected from books, annual Reports of the organization are
known as secondary data. Collection of other relevant information through
secondary sources like
Internal records and Journals booklets.
Reports and the manuals of the company

Sampling
SAMPLING TECHNIQUES: A simple Random Technique was used in
the research.
SIZE OF THE SAMPLE: A sample of 30 persons was chosen at random.
It includes all cadres of employees.

Measurement technique:
The questionnaire was used as primary data. A formalized
questionnaire was prepared which contains dichotomous questions, openended questions and multiple-choice questions to collect the opinion of the
employees. The data collected is represented in the form of tables, by
using tools such as column and Pie charts. These details are analyzed,
Interpreted and used for findings and suggestions

Limitations
The time allotted for project is very less.
Fear to give negative answers.
Some employees due to their busy schedules did not give opinion.
As they are bound with rules and regulations of their bank, they are
not able to reveal the facts.

CLASSIFICATION OF
EMPLOYEE WELFARE
The classification of employee welfare is based on dividing
industrial welfare into 3 categories, which are as follows:
Statutory
Non statutory / voluntary
Mutual

STATUTORY:Statutory facilities to those provisions, which redressed from the

concessive power of government. The government exacts legislations
regarding working and laying conditions, minimum wages, safety and
security such statutory provisions are gradually increasing along with
industrial development.

VOLUNTARY: -

A voluntary facility refers to those activities, which are undertaken

by employees for their workers. They primarily oriented to democratic
value system. Such welfare activities can increase the efficiency of
workers and reduce the chance of conflict between the employees and
employee.

MUTUAL: A mutual facility refers to those activities, which are initiated by

workers for their betterment in suitable manner. For instance unions
undertake certain welfare activities for social and economic betterment of
their members.
Welfare and Amenities with the precincts of the establishment :1. Latrines and urinals
2. Washing and bathing facilities
3. Crches
4. Rest shelters and canteens
5. Arrangements for drinking water
6. Health services including occupational safety
7. Arrangement for prevention of fatigue.
8. Administrative arrangements for the welfare of employee

9. Uniform and protective clothing

10.

Shift allowance

Welfare outside the establishment: 1.

Maternity benefit

2.

Social insurance measures (including gratuity, pension, provident

fund and rehabilitation)

3.

Benevolent funds

4.

Medical facilities (including programes for the physical fitness and

efficiency family planning and child welfare)

5.

Education facilities

6.

Housing facilities

7.

Recreation facilities (including sports, cultural activities, library,

reading rooms)

8.

Holiday homes and leave travel facilities

9.

Workers co-operative including consumers co-operative stores fair

price shops and co-operative credit and thrift societies.

10.

Vocational training for dependent of workers

11.

Other programme for the welfare of women, youth and children

FUNCTIONS OF
EMPLOYEE WELFARE
Supervision
Counseling workers
Advising management in some matters
Establishing liasion with workers
Establishing liasion with management
Working to maintain harmonious industrial relations in the
organization

 To improve productivity & produce effectively of the organization

1)

WORKING ATMOSPHERE

When the respondents are enquired about the working atmosphere,

the views are based on the age of the respondents, the following responses
are observed.
Age
Work
Atmosphere
Excellent

Below

25 35

25
0%

35

Above 45

Total

10%

20%

45
3%

7%

Good

0%

10%

37%

30%

77%

Average

0%

0%

3%

0%

3%

Poor

0%

0%

0%

0%

0%

Total

0%

13%

47%

40%

100%

Working Atmosphe re

0%

50%
45%

0%

40%
35%
30%
% of Respondents
Poor

25%

Average

Good

37%

30%

Excellent

20%
10%

0%
10%

5%

3%

15%

0%

0%
Below 25

7%

25 - 35

35 - 45

Age

INFERENCE:

10%
Above 45

When respondents a asked about the working atmosphere and they

are viewed based on the age, most of the respondents agreed that they are
provided with good working atmosphere and some of the respondents
agreed that they are provided with the excellent working atmosphere.
INTERPRETATION:
77% of the respondents of all age groups agreed that the working
condition is good while 20% of all the age groups agreed that the working
atmosphere is excellent where as 47% of the respondents of the age
between 35 45 and above 45 agreed that the working atmosphere is good
and only 13% of the respondents of the age below 35 agreed as good, as
they compared with the facilities provided by private bank and hence the
respondent showing poor is nil.

2)

NUMBER OF EMPLOYEES AWARE OF FACILITIES

When Respondents were asked to give their views pertaining to

awareness of various Facilities, following responses were observed.

Awareness of facilities

Yes

No

No of Employees

22

% Of Employees

73%

27%

AWARENESS OF FACILITIES

27%
Yes

No
73%

INFERENCE:
When Respondents were asked to give their views pertaining to
awareness of various facilities, most of sample respondents agreed that
they are aware of various facilities.
INTERPRETATION:

73% of the sample respondents felt that they are aware of various
Facilities; whereas 27% of the respondents are not aware of these
facilities.

3)

AWARENESS OF VARIOUS FACILITIES

When the respondents were enquired about the various
facilities they were aware of, the following responses were observed.
a) Educational Facilities
c) Housing Facilities
e) All facilities

b) Medical Facilities
d) Canteen Facilities

% Of
Facilities

No of Respondents

Respondents

A, b & c

9%

A, b, c & d

23%

B, c & d

14%

A& d

9%

Only e

10

45%

% of Respondents

9%
a,b & c

45%

23%
a,b,c & d

b,c & d

9%

a&d

only e

14%

INFERENCE:
When respondents were asked to know the facilities they are aware
of, it is concluded that most of the respondents are aware of all the
Facilities provided by the bank.
INTERPRETATION:
45% of the respondents are aware of all the facilities provided by the
organization where as 23% of the respondents are aware of Educational

facilities, Medical facilities, Housing facilities & Canteen facilities while

14% of the respondents are aware of Medical facilities, Housing facilities
& Canteen facilities and 9% of respondents are aware of Educational
facilities, Medical facilities, Housing facilities & Canteen facilities.

4)

WELFARE MEASURES FOR THE BETTERMENT OF THE

ORGANIZATION.
When respondents were asked to rank whether the employee
welfare measures work for the betterment of the organization.

Ranks
1

33%

43%

20%

4%

0%

0%

14%

43%

23%

20%

4%

7%

10%

20%

60%

4%

23%

10%

43%

20%

60%

13%

17%

10%

0%

Views
a) To improve efficiency of
the employees
b) To build up the
organization
c) To achieve only tangible
and temporary benefits
d) To retain skilled
employees
e) To build up human assets
and employee loyalty to
achieve the long-term goals
INFERENCE:
When respondents are asked to rank, how these employee welfare
measures work for the betterment of the organization, most of the

respondents ranked to achieve only tangible and temporary benefits and to

build up human assets & employee loyalty to achieve the long-term goals.
INTERPRETATION:
60% of the respondents ranked, to achieve only tangible benefits and
temporary benefits and to built up human assets & employee loyalty to
achieve the long term goals, while 43% of the respondents ranked, to
improve efficiency of employees, to build up the organization and to retain
skilled employees.

5)

MOTIVATION OF EMPLOYEE THROUGH EMPLOYEE

WELFARE MEASURES
When sample respondents were enquired whether these
employee welfare measures help the organization to motivate its
employee so that these valuable human resources can be effectively
utilized for improving the performance of
following responses were observed.

the organization, the

% OF
S NO

VIEW

RESPONDENTS

True

73%

True to some extent

20%

Not possible at all

7%

Not possible without employee will to

4

excel

0%

INFERENCE:
When respondents were asked to give their opinion regarding the
employee welfare measures, most of the respondents are accepting that
these employee welfare measures help the organization to motivate its
employee so that these valuable human resources can be effectively
utilized for improving the performance of the organization, while some of
the respondents are accepting to some extent.
INTERPRETATION:
73% of the respondents felt that it is True i.e. these employee
welfare measures help the organization to motivate its employee so that
these valuable human resources can be effectively utilized for improving
the performance of the organization, where as 20% of the sample felt that
it is true to some extent and 7% of the sample respondents are felt as Not
possible at all.

6)

EMPLOYEE SATISFACTION ON EMPLOYEE WELFARE

MEASURES
When respondents were enquired on the Satisfaction level of
Employee Welfare Measures, the following responses are observed.
Satisfied to
Some

Cannot Dissatisfied to Totally

some extent Dissatisfied
say

Schemes

Satisfied

extent

Loan Facilities

90%

10%

0%

0%

0%

Medical Benefits

37%

57%

0%

3%

3%

Other Benefits

50%

33%

7%

0%

10%

General Facilities

43%

43%

7%

7%

0%

100%
90%
80%
70%
60%
50%

50%
43%

57%

43%

40%

Loan Facilities

30%
20%

Other Benefits

10%

10%
0%

Medical Benefits

0%
90%
37%

33%

7%
7%

0%

General Facilities

3%
0%

7%

0%

10%
3%

0%

0%

INFERENCE:
When Respondents were enquired about the satisfaction level, most
of the respondents are fully satisfied with the loan Facilities, some of the
respondents are satisfied to some extent, while some of the respondents are
satisfied with the Medical facilities.
INTERPRETATION:
90% of the respondents are satisfied with the loan facilities, where as
57% of the respondents are satisfied to some extent with the Medical
Facilities, 7% of respondents are dissatisfied to some extent with the

General Facilities and 10% of the respondents are totally dissatisfied with
the other benefits.

7)

SENSE OF SECURITY
When respondents are enquired that whether these welfare
measures provide sense of security, the following responses were
observed.

Sense of Security

20%
Yes

May Be

No

80%

INFERENCE:
Most of the respondents viewed that these Employee Welfare
Measures provides the sense of Security.
INTERPRETATION:
80% of the respondents agreed that these Employee Welfare
Measures provide the sense of security, while 20% of the respondents
agreed that these measures provide the Sense of Security.

8)

EDUCATIONAL FACILITIES
When respondents were enquired about the Satisfaction level
on the Educational Allowance for Children and for Self-Education,
the following responses are observed.

Satisfie Satisfied to
Education d
Cannot
al
Some
say
Allowance
extent
For
children
For self
education

Dissatisfie Dissatisfie
d to
d to
Some
extent

Some
extent

Totally
Dissatisfied

33%

37%

7%

13%

13%

10%

27%

40%

10%

10%

10%

13%

45%
40%
35%

37%
33%

30%Satisfied

Satisfied to some extent

27%

Cannot say

25%
20%
15%
13%
Dissatisfied to some extent 10%Totally dissatisfied
10%

13%
10%

7%

5%
0%
For children

40%
For se10%
lf education

INFERENCE:
Most of the respondents are viewed that, the Educational allowance
provided for Children Education and for Self Education are satisfied to
some extent.
INTERPRETATION:
37% of the respondents are satisfied with some extent and 33% of
the respondents are satisfied with the educational allowance provided for
children where as 40% of the respondents are satisfied to some extent and
27% of the respondents are satisfied with the educational allowance
provided for self-education.

09)

MEDICAL ASSISTANCE SCHEMES

Totally

Medical Facilities

Satisfie
d

Satisfied
to Some
Extent

Canno
t Say

Dissatisfie
d to some
extent

Dissatisfie
d

a) Medical aid as a
lump sum amount

3%

54%

3%

10%

3%

b) Hospitalization
Expenses for self

47%

50%

3%

0%

0%

c) Hospitalization
Expenses for
dependents

33%

57%

7%

3%

0%

d) Medi-Claim
insurance card for
self

3%

7%

30%

27%

33%

e) Medi-Claim
insurance card for
Dependents

3%

10%

27%

33%

27%

f) Transit homes for

other places while
in Medical
treatment

27%

50%

13%

3%

7%

g) Medical aid on
Retirement

20%

30%

24%

13%

13%

h) Hospitalization
Expenses for self
after Retirement

23%

23%

27%

17%

10%

When the sample respondents were enquired about the

Medical Assistance schemes provided by Bank, the following

Medical Assistance Schemes

100%
90%

3% 0%
3% 0%
3%
7%
10%
3%

80%

57%

54%

50%
Totally
Dissatisfied to some extent
% ofDissatisfied
Respondents
40%
30%
20%

27%

13%

10%

13%

17%

24%

27%

50%

70%
60%

33%

7%
3%
13%

27%
Cannot say

47%

10%
0%

50%

Satisfied to some extent

30%

27%

7%
3%

10%
3%

33%

30%

33%

27%

Satisfied

30%

23%

20%

23%

Schemes

INFERENCE:
Most of the respondents are satisfied to some extent with the
Hospitalization expenses for self and for dependents, Medical aid, and
Transit Homes, while some of the respondents are satisfied with the
Medical aid on Retirement and hospitalization expenses for self after
Retirement, while some dissatisfied with the Medi-claim insurance card
for self and for dependents.
INTERPRETATION:
57% of the respondents are satisfied to some extent with the
Hospitalization expenses for dependents, 50% with the Hospitalization
expenses for self, 54% with the Medical aid, 50% with the Transit home
and 30% with the Medical aid on retirement, where as 23% of the
respondents are satisfied with the Hospitalization expenses for self after

Retirement, while 33% of the respondents are totally dissatisfied with the
Medi-claim.
10)

TRANSPORT FACILITIES
When the respondents were asked about that the transport
facilities and the satisfaction level on Conveyance allowance
provided by organization the following responses were observed

S NO

VIEW

% OF
RESPONDENTS

Satisfied

63%

Satisfied to some extent

17%

Cannot say

0%

Not satisfied

17%

Dissatisfied to some extent

3%

63%

70%
60%
50%

40%
1 Satisfied 2 Satisfied to some extent 3 Cannot say 4 Not satisfied 5 Dissatisfied to some extent
30%

17%

17%

20%
10%

0%

3%

0%

% of respondents

INFERENCE:
Most of the respondents are satisfied with the Transport facility and
the Conveyance allowance, while same number of respondents is satisfied
to some extent and not satisfied with the Conveyance allowance provided
by organization for the purpose of transport.
INTERPRETATION:

63% of the respondents are satisfied with the Conveyance allowance

while 17% of the respondents are satisfied to some extent and not satisfied
with the transport facility and Conveyance allowance provided by
organization.

11)

CANTEEN FACILITIES
When respondents were enquired about their views pertaining
to canteen facilities, the following responses are observed.

Canteen Facilities
60%
60%
50%
30%
2 Good

40% 1 Excellent

3 Average

4 Not Good

30%
20%
10%

3%

7%

0%
% OF RESPONDENTS

INFERENCE:
When the respondents were asked to give their views pertaining to
canteen facilities, most of the sample respondents agreed that the canteen
facilities are average and some of the respondents agreed that the canteen
facilities are good.
INTERPRETATION:
60% of the respondents agreed that the canteen facilities were
average and 30% of the respondents agreed that canteen facilities were
good and 3% of the respondents agree that the canteen facilities are
excellent.

12)

GENERAL FACILITIES
When the sample respondents were asked to give their views
regarding the general facilities like drinking water, First aid box etc,
the following are the responses observed.
S NO VIEW

% OF
RESPONDENTS

YES

90%

NO

10%
% OF RESPONDENTS

10%

90%

INFERENCE:
When the sample respondents are asked about the views pertaining
to general facilities like drinking water and first aid box, most of the
respondents agreed that they are satisfied with the general facilities.
INTERPRETATION:

90% of sample agreed that they are provided with satisfied general
facilities like, drinking water, First aid box where as 10% of the sample are
not satisfied with the general facilities.
13)

WELFARE AND SOCIAL MEASURES CONVEYED BY THE

MANAGEMENT.
When the respondents are enquired about the welfare and
social measures conveyed by the management, the following
responses are observed.
77%
80%
70%
60%
50%

Great Extent

Satisfactory

40%

Limited Extent

23%

30%
20%
10%

0%

0%

% OF RESPONDENTS

INFERENCE:
When respondents were asked about the views pertaining to the
Welfare and Social Measures conveyed by the management, most of the
respondents agreed that the Welfare and Social Measures conveyed by the
management are to the great extent.
INTERPRETATION:

77% of the respondents agreed that the Welfare and Social Measures
conveyed by the management are to the great extent, while 23% of the
respondents are agreed that these Welfare and Measures conveyed by the
management.
14)

EFFECTIVENESS OF WELFARE MEASURES

When the sample respondents are enquired about the views
pertaining to the Effectiveness of Welfare measures, the following
responses are observed.
% OF
S NO

VIEW

RESPONDENTS

Sufficient

80%

Fully Effective

7%

Hardly

13%

Effectiveness

7%

13%

80%

INFERENCE:
When the sample respondents are asked about the views pertaining
to the Effectiveness of welfare measures, most of the respondents viewed
that the effectiveness welfare measures are Sufficient and some of the
respondents viewed as Hardly.
INTERPRETATION:
80% of the sample respondents were agreed that the Effectiveness of
Welfare Measures were Sufficient, where as 13% of the respondents
agreed that the Effectiveness of Welfare Measures were hardly, while 7%
of the respondents agreed that the Effectiveness of Welfare measures are
Fully Effective.

INTERPRETATION:
TITLE
Working Atmosphere

INTERPRETATION
Some of the respondents of all age groups
agreed that the working atmosphere is
excellent and most of the respondents of all
age groups agreed that the working condition
is good and the respondent showing poor is
nil.

No of employees aware 73% of the sample respondents felt that they

of facilities
are aware of Facilities are provide by Bank;

Awareness of various
facilities

Most of the respondents are aware of all the

facilities while some of the respondents are
aware of only Educational facilities, Medical
facilities and Housing facilities.

Welfare measures for

the betterment of the
organization

Most of the respondents ranked, to achieve

only tangible benefits and to build up human
assets while some of the respondents ranked,
to improve efficiency of employees.

Motivation of
employee through
employee welfare
measures

Most of the respondents felt that employee

welfare measures help the organization to
motivate its employee so that these valuable
resources can be effectively utilized for
improving
the
performance
of
the
organization.

TITLE

INTERPRETATION

Employee satisfaction
on employee welfare
measures

Most of the respondents are satisfied with the

loan facilities and Medical facilities and some
of the respondents are satisfied to some extent
with the general facilities.

Sense of security

Most of the respondents felt that these

employee welfare measures provide the sense
of security.

Educational Facilities

Medical Assistance
schemes

Transport Facilities

Canteen Facilities

Most of the respondents are satisfied to some

extent with the Educational allowance
provided for children and some of the
respondents are satisfied with the Educational
allowance provided for self-education.
Most of the respondents are satisfied to some
extent with the hospitalization expenses for
dependents and hospitalization expenses for
self after retirement and some of the
respondents are dis satisfied with the Mediclaim insurance card for self and for
dependents
Most of the respondents are satisfied with the
conveyance allowance provided by Bank, as
there is no transport facility.
Most of the respondents are of the opinion that
the canteen facilities are average and some of
the respondents agreed that the canteen
facilities are good.

TITLE

INTERPRETATION

General Facilities

Most of the respondents agreed that they are

provided with satisfied general facilities like
drinking water, First aid box etc.

Most of the respondents agreed that the

Welfare and social
Welfare and social measures conveyed by the
measures conveyed by management are to the great extent.

management

Effectiveness of
Welfare measures

Most of the respondents felt that the

effectiveness of welfare measures are
sufficient and some of the respondents felt it
hardly.

OBSERVATIONS:
The observations made in this chapter and analysis thereof are based
on a questionnaire which covers the following major areas.

1.

Working atmosphere

2.

Number of employees aware of facilities

3.

Awareness of various facilities

4.

Welfare measures for the betterment of organization

5.

Motivation of employee through employee welfare measures

6.

Employee satisfaction on employee welfare measures

7.

Sense of security

8.

Educational Facilities

9.

Educational loans provided by Bank

10.

Medical Assistance Schemes

11.

Is Medical risk for his/her family covered by Bank

12.

Housing Facilities

13.

Satisfaction level on benefits provided by Bank

14.

Transport Facilities

15.

Canteen Facilities

16.

General Facilities

17.

Welfare and Social Measures conveyed by the management

18.

Effectiveness of Welfare Measures

19.

Whether the Welfare measures are periodically reviewed

SUGGESTIONS

Expect the management to cover all ailments including Dental.

Hospitalization expenses can be increased.

Tie-ups should be made with Hospitals and good Educational
Institutions.

Increase in House rent Reimbursement

To increase quantum of Medical coverage.

While sanctioning of loans, there should not be take home pay
condition.

There should be a park for recreation to the member of staff

and their family where the staff and then families meet
regularly.

Creation of panel of specialized Doctors.

Hospitalization bills in total to be reimbursed.

Reimbursement of expenses and grant of incentives lump
sum or otherwise for acquiring professional qualifications like
ICWA, ACS, MCA, MBA.

The amount reimbursed under educational allowance for

children should be enhanced substantially.

Frequent interaction with the staff member feedback.

Improvement of Medical aid and relaxation in LTC schemes.

Canteen facilities are to be improved.

CONCLUSION
The development and survival of any organization is
influenced by a vital factor HUMAN RESOURCE. So every firm
should maintain proper welfare measures and norms in order to achieve
its goals. In this process it must provide sophisticated facilities to the
employees so that they can completely dedicate their services to the
firm. And this project is one that explains the methods and
implementation of HUMAN RESOURCE.

ANNEXURE
1)

Employee name (name optional):

2)

Designation:

3)

Department:

4)

Qualifications:

Grad ____________

PG

__________________
Any others (please specify): __________________
5)

Service Completed:

6)

Age (please tick):

a) Below 25

b) 25-35

7)

Marital status:

8)

No of dependents:
a)

Nil

________ years

c) 35-45 d) Above 45

a) Married b) Unmarried

b) 1-2

9) How is your work condition?

c) 3-4

d) above 4 (please tick)

10)

a) Excellent

b) Good

c) Average

d) Poor

Are you aware of various employee welfare facilities provided by

the organization?
a) Yes

b) No

If yes, please tick the following welfare measures you are aware of
a) Educational facilities

b) Medical facilities

c) Housing facilities

d) Canteen facilities

e) All facilities
If No, any specific reasons for not knowing
How the same can be popularized:
11) How these employee welfare measures work for the betterment of
the organization.

[Please give rank 1, 2, 3, 4, and 5].

a) To improve efficiency of the employees

[ ]

b) To build up the organization

[ ]

c) To achieve only tangible and temporary benefits

[ ]

d) To retain skilled employees

[ ]

e) To build up human assets and employee loyalty to achieve the long

term goals

12) Employee Welfare Measures help the organization to motivate its

employee so that these valuable human resources can be effectively
utilized for improving the performance of the organization:
a) True

b) True to some extent

c) Not possible at all

d) Not possible without employee will

to
excel.

13) Whether these welfare measures provide you a sense of security

a) Yes

b) May be

c) No

Educational facilities:
14)

Please rate your satisfaction levels towards different Educational

facilities being provided by the organization. Please tick among the
following

Educational
allowance

For children

Satisfie
d

Satisfie Canno
d
to t say
some
extent

Dissatisfie
d
To
some
extent

Totally
dissatisfie
d

For
selfeducation
Others
(specify)

Medical facilities:
15) Are you happy with the benefits of medical assistance scheme
provided by organization?
Medical
Assistance
schemes

Medical aid as
a lump sum
amount
Hospitalization
expenses
for
self
Hospitalization
expenses
for
dependents

Satisfied Satisfied Canno

to some t say
extent

Dissatisfie
d
To
some
extent

Totally
dissatisfie
d

Medi-claim
insurance card
for self
Medi-claim
insurance card
for dependents
Transit homes
for other places
while
in
medical
treatment
Medical aid on
Retirement
Hospitalization
expenses
for
self
after
retirement
Others (specify)

16)

Do you think medical risk for you & your family is covered with the
available facilities?
a) Yes

b) No

Transport facilities:
17)

Do you have any transport facility in your organization?

a) Yes

b) No

If no, whether any conveyance allowed paid to you

a) Yes

b) No

Canteen facilities & General facilities:

18)

How are the canteen facilities in your organization?

a) Excellent

b) Good

c) Average

D) Not good

20) Are you satisfied with general facilities like Drinking water, First Aid
a) Yes
21)

The Welfare & Social measures conveyed by the Management are

a) Great extent

22)

b) Satisfactory

c) Limited extent

How effective do you think is the welfare measures?

a) Sufficient

23)

b) No

b) Fully effective

c) Hardly

Any expectations you have from the organization in the near future
_________________________________

24)

Would you like to suggest any Measures for improvement of

existing welfare _______________________________________schemes:

25)

Would you like to suggest any other innovative Welfare Measures to

be introduced?

Name of the new scheme

Reasons for suggesting the same

SIGNATURE

BIBLIOGRAPHY
S.N
O
1

TITLE OF THE
BOOK
DYNAMICS OF
INDUSTRIAL
RELATIONS
PERSONAL
MANAGEMENT
INDUSTRIAL
RELATIONS

NAME OF
THE
AUTHOR

PUBLISHER

MAMORIA HIMALAYAPUBL
&GAGKAR ISHERS (14TH
EDITION)
N.G.
NAIR&LAT
HA NAIR

----------------------

P.NO

351-393

326-329

243-264

2.

INDUSTRIAL
RELATIONS &
LABOR LAWS
DYNAMICS OF
INDUSTRIAL
RELATIONS IN
INDIA

FACTORIES ACT
IN A.P

S.C.
TATA MC
SRIVASTAV GRAWHILL (12TH
A & ARUN EDITION)
MONAPPA
MEENA
C.B.
PANDEYS (5TH
MEMORIA EDITION)
& S.V.
GANKAR
SUBHASH
GOGIO (1ST
A.SUBRAM EDITION)
ANYAM

WWW.GOOGLE.COM

175-205

231-287