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CHAPTER 1
INTRODUCTION









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INTRODUCTION

Welfare is comfortable living and working conditions. Employee
welfare means the efforts to make life worth living for workman. Welfare is comfortable living
and working conditions. People are the most important asset of an organization, and the
accounting profession has to assess and record the value and cost of people of an organization.
Once this is accepted, the need for measuring the value for recording it in the books of accounts
arises. The value of human assets can be increased substantially by making investment in their
training and welfare activities in the same way as the value of repairs/overhauling, etc.
While the cost on training, development, etc., can be recorded separately and to be within the
eventual, the expenditure on welfare activities can be added to the investment and the returns
judged. Unlike other assets which have depreciation value as years passes by, value of human
assets appreciates with passing years. The value can depreciate by aging process which is
generally hastened up by worries, unhealthy conditions, etc. once this process is slowed down, or
at least if the employee is made to feel young in spirits the value of this asset appreciates
considerably.
Any investment constitutes the assets of a company and therefore, any investment for welfare of
labor would constitute an extra investment in an asset. Industrial progress depends on a satisfied
labor force and the importance of labor welfare measures was stressed as early as1931, when the
Royal Commission on labor stated the benefits which go under this nomenclature, are of great
importance to the worker and which he is unable to secure by himself. The schemes of labor
welfare may be regarded as a wise investment which should and usually does bring a profitable
return in the form of greater efficiency.
The basic features of labor welfare measures are as follows

Labor welfare includes various facilities, services and amenities provided to workers for
improving their health, efficiency, economic betterment and social status.
Welfare measures are in addition to regular wages and other economic benefits available
to workers due to legal provisions and collective bargaining


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Labor welfare schemes are flexible and ever-changing. New welfare measures are added
to the existing ones from time to time.
Welfare measures may be introduced by the employers, government, employees or by
any social or charitable agency.
The purpose of labor welfare is to bring about the development of the whole personality
of the workers to make a better workforce
The concept of labor welfare is flexible and elastic and differs widely with
times, regions, industry, country, social values and customs, degree of industrialization, the
general socio-economic development of the people and the political ideologies prevailing
particular moments. It is also according to the age group, socio-cultural background, marital
status, economic status and educational level of the workers in various industries.
TITLE OF THE STUDY
A study on the Employee welfare measures and its analysis with reference to KERALA
AGRO MACHINARIES CORPERATION LTD

STATEMENT OF PROBLEM
The study is intended to analyze the Employee welfare measures in KERALA AGRO
MACHINARIES CORPERATION LTD.
Welfare includes anything that is done for the comfort and improvement of employees and is
provided over and above the wages. Employee welfare entails all those activities of employer
which are directed towards providing the employees with certain facilities and services in
addition to wages or salaries. It is a comprehensive term including various facilities, measures
provided to employees for increasing their health, efficiency, economic betterment, social status.





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OBJECTIVE OF THE STUDY
PRIMARY OBJECTIVE:
To study the employees welfare measures in KAMCO LTD ATHANI ERNAKULAM
SECONDARY OBJECTIVE
To identify the various welfare measures provided to the employees.
To know their satisfaction towards the welfare measures
To understand how welfare measures improve the motivation of the Employees.
To find out employees preference regarding welfare measures which they like to have
in future.
SCOPE OF THE STUDY
The present study has been undertaken to study find out effectiveness of employee
welfare measures in KAMCO LTD. To find out the practical difficulties involved in welfare
measures that can be evaluated through this study. The study can be used to bring out the
solution for the problem faced by the employees availing the welfare measures. Through the
study, company would be able to know the satisfaction level of employee on welfare measures.
IMPORTANCE OF THE STUDY
It helps in improving recruitment. Employers get stable labor force by providing welfare
facilities. Workers take active interest in their jobs and work with a feeling of involvement and
participation. It improves moral & loyalty of workers. It reduces labor turnover & absenteeism. It
helps in increasing productivity & efficiency by improving physical & mental health. It helps in
improving industrial relation & industrial peace.
PERIOD OF THE STUDY
The period of the study is 42 days.





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RESEARCH METHODOLOGY
Research refers to a systematic and a replicable process, which identifies and defines
problems, within specified boundaries. A research methodology defines what the activity
of research is, how to proceed, how to measure the progress, and what constitute success.
It is essentially a systematic enquiry seeking facts through objective variable methods in
order to discover the relationship among them. It comprises of defining and redefining
problems formulating hypothesis, suggested solution, collecting, organizing and
evaluating data...
a) Research Design
A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in
procedure. A research design is the logic frame work or plan for study the guides, the
collection and analysis of the data.
Primary data is known as the data collected for the first time through field survey.
Such data are collected with specific set of objectives to assess the current status of any
variable studied. The data regarding firm history and profile are collected through the
study of secondary sources and discussions with company officials.
DESCRIPTIVE RESEARCH
In this research it deals with descriptive research type. It includes surveys
and fact-finding enquiries of different kinds. The major purpose of
descriptive research is description of the state of affairs as it exists at
present.






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SAMPLE DESIGN
A sample design is a definite plan determined before any data are actually
collected for obtaining a sample from a given population. Sampling is used
to collect data from limited numbers whereas census is used for large
numbers. For the research, sampling method was used
There are different types of sample design based on two factor namely the
representation basis and the element selection technique .There are two main
categories under which various sampling method can be put. There are
1. Probability sampling
2 .Non probability sampling
In this particular research the study is on probability sampling. And in that
simple random sample is used.
PROBABILITY SAMPLING:
Probability sampling is based on the concept of random selection; the
sample may be either unrestricted or restricted. When each sample elements
is drawn individually from the population at large, then the sample so drawn
is known as unrestricted sample, where as all other forms of sampling are
covered under the term restricted sample. The most frequently used
probability samples are:
Simple random sample
Systematic sample
Stratified sample (proportionate & disproportionate)
Cluster sample



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NON- PROBABILITY SAMPLING:
Non-probability sampling is that sampling procedure which does not afford
any basis for estimating the probability that each item in the population has
of being included in the sample.
Judgment sampling
Convenient sampling
Quota sampling.
Snowball sampling
SAMPLING METHOD
In this research systematic sampling method is used to collect the
primary data by using questionnaire.

SYSTEMATIC SAMPLING
A Systematic sample is selected at random sampling. When a
complete list of the population is available, this method is used. If a
sample of 10 students is to be selected from 100 students, under this
method kth item is picked up from the sample frame and k is the
sample interval.
POPULATION SIZE
The overall population size is 700.
SAMPLE SIZE:
The total sample size of 110 has been taken for this study. Both male and female employees have
been interviewed




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Data Collection Methods
Data have been collected from both primary & secondary sources.
Primary Data.
Majority of the data are collected through questionnaire.
Discussions were held with different department managers & officers of the firm to get
general information about the firm & its activities.
Having face to face discussions with the firm officials.
By taking guidance from firm guide & departmental guide.
Secondary Data
Collection of data through firm annual reports, firm manuals and other relevant
documents.
By text books & journals.

STATISTICAL TOOLS USED
The tools used for the data analysis and interpretations are:
Percentage analysis
Weighted average
One way ANNOVA
RESEARCH INSTRUMENT
In this project, the data were collected through structured questionnaire.










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QUESTIONNAIRE
A questionnaire is a schedule consisting of a number of coherent and formulated series of
question related to the various aspects of the under study. In this method a preprinted list of
question arranged in sequence is used to elicit response from the important.
Types of questions
The following are the types of questions, which are used in research. They are:
a) Open ended questions
b) Close ended questions
a) Open ended questionnaire:
An open-ended question gives the respondents complete freedom to decide the form length and
detail of the form
. b) Close ended questionnaire:
The close-ended question is of two types they are as follows

Dichotomous question: This type has only two answers in the form of YES or NO, TRUE or
FALSE etc
ii) Multiple choice questions. In this case the respondents are offered two or more choices and
the respondent have to indicate which is applicable in the following cases

LIMITATIONS OF THE STUDY
The period of the study is the major constraint in the stud
Tools used to study have its own limitations.
The findings of the study are subjected to bias and prejudice of the respondents
Findings of the research may change due to area, demography, age condition of economy
etc.






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CHAPTER SCHEME
The study is organized into seven chapters:
CHAPTER I: Introduction which includes introduction to the study, statement of problem,
objective of the study, scope of the study, research methodology, period of study and limitation
of the study.
CHAPTER II: Industry profile. This chapter includes the history of agro machinery industry,
world scenario, Indian scenario, and state scenario.
CHAPTER III: Company profile. This chapter includes the details of the company, product
profile, and functional areas
CHAPTER IV: Review of literature which includes the details of the various project reports
based on similar topics
CHAPTER V: Theoretical background of the study which deals with theoretical background
about welfare measures and welfare measures in KAMCO LTD
CHAPTER VI: Data analysis and intrepretation
CHAPTER VII: Findings, suggestions and conclusions. This chapter deals with major findings
of the study, suggestions based on the study and the conclusion.








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CHAPTERII
INDUSTRY PROFILE











INDUSTRY PROFILE


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A very high proportion of the working population is engaged in
agriculture, which contributes a large share in national income. The share of income fro m
agricultural sector is less than the share of employment in agriculture. From the point of
occupation pattern, the Indian economy is primarily agriculture because agriculture contributes
nearly half of the national income.
Moreover, in the agricultural sector of the Indian economy, much larger
number of labors is engaged in production rather than is rarely needed. In other words, the
marginal product of labor in agriculture is often negligible; it may be zero or may even be
negative. The low productivity per hectare in Indian agriculture and the low level of productivity
per worker in agriculture and industry are largely a consequence of the low level of technology.
One of the major problems of the Indian economy is uncertainly of
agricultural production, since agriculture still gambling with the monsoons. Instability of output
of agriculture also results in causing instability in the related sectors. Thus, a major
development issue for the Indian economy is devises a strategy of agricultural development,
which can promise a steady growth of agriculture output.
The significance of Indian agriculture arises from the fact that it has the
source of supply of raw material to our leading industries cotton and jute textile industries, sugar,
vanaspati and other plantation, all these depend on agriculture directly. These are many other
industries, which depend on agriculture in an indirect manner. Handloom weaving, oil crushing,
rice husking - all these depend upon agriculture for their raw materials
Importance of Indian agriculture arises from role it place in Indias trade. Agriculture products
tea, sugar, oil seed, tobacco, spices etc contribute the main item of export of India. Roughly
speaking, the proportion of agricultural goods, which are exported, may amount to 50% of our
exports. This has great significance for economic development.


For, increased exports help the countries to pay for the increased imports of machinery and raw
materials.


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It is significant to note here that, it is the failure on the agricultural front, which
has upset the whole system of planning. There for it is clear that, agriculture is the back born of
Indian economy and prosperity of agriculture can also be largely stand for the prosperity of the
Indian economy. At the same time, it is true that per capita productivity in agriculture is less than
in industry.
The real problem of Indian agriculture is that there are too many people who
depend on agriculture. The natural increase in production could not be absorbed in industries and
even those who followed traditional handicraft have to give them up and adopt agriculture
overcrowding and the consequent pressure of population on land have led to sub division and
fragmentation of holding and decline in the area of land precipitate.
The Indian farmers are not motivated by the consideration of economic
progress. Unless this atmosphere that supports backwardness and stagnation is changed, there is
no possibility of agricultural progress. But the important thing is that, these conditions are
changing fast. Indian agriculture has suffered because of such non far mind services as
provision of finance, marketing etc.either these facilities are non existent or if they are available,
they are quite expensive to farmers.
One of the basic weaknesses of indian agriculture has been the most of the
farmers throughout the country, have to depend upon the rainfalla nd very few of them can avail
the facilities of irrigation. Besides this, indian farmers have been using old and inefficient
methods and techniques of production.
As a remedial measure to these problems attempts to
rejuvenate the indian agriculture were so many different forms. The introduction of new
agricultural strategy, known by the name GREEN REVOLUTION was hailed to solve indias
food problem. Agriculture efficiency and production largely depends upon the inputs and
investments in agriculture has resulted in increased agriculture production and



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reduction of costs. Besides, agricultural machineary has been useful in reclaiming barren lands.
Now there is a common belief that progressive agriculture is impossible without mechanization
of agricultural sector.
Mechanization of agriculture means the replacement of animal and human
power by machinery where ever it is possible. The tracters and tillers will be useful for
ploughing and transporting crops to markets, sowing and putting of fertilizers are to be done by
tillers and reaping and threshing by the combines harvest thresher. Thus the mechanization of
agriculture stands for the use of mechineary in all farming operation, ranging from ploughing to
the marketing of the product. Machines work faster works accurately. Farm machinery has led to
large - scale production. Huge plots of land can be done by machinery without any loss of time
and cost of production is reduced.
The rate of progress of mechanization in agriculture has been sufficiently
fastsince 1961. The use of tractors, oil engine for the irrigation purpose and electric pumps have
increased extensively. The production of tillers for agricultural purpose is another good
indication of growing use of agricultural machinery in the country.
To facilitate the purchase and distribution of tractors, power tillers, pump sets
and other items of agricultural machinery to farmers in their respective states, agro industrial
corporation have been set up in 1973. KAMCO has been one of the agricultural farming industry
in india since 1973. They were born with a vision to meet the needs of the farmers. So, KAMCO
pampered the earth, plough on it, sowed riches and reap gold.
KAMCO Limited is a fully owed public limited company. A public limited
company give more emphasis to the public interest. Its main aim is not profit maximization but
serving public interests. Thus it has very important role in the economy . there are two kinds of
public enterprises namely, those owned by central government and by the state government.
KAMCO Limited is a public limited company , which is fully owned and controlled by the state
government of kerala.




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HISTORICAL PERSPECTIVE OF MANUFACTURING OF
AGRICULTURAL MACHINERY
Blacksmiths and carpenters have been the traditionalfabricators
of agricultural equipment in India. The earlyagricultural mechanization in India was greatly
influenced by the technological development in England.In 1889, Watts and Kaiser introduced
ploughs, corn grinders and chaff cutters Cawnpore (now Kanpur)Experimental Farm in Uttar
Pradesh. Sardar Joginder Singh (1897-1946), who was the Agriculture Minister in the Punjab
Government (1926-37), introduced the steam tractors in India in 1914 for reclamation of waste
land and eradication of Kans. Horse drawn and steam tractor operated implements were
imported during the latter part of the 19th century. The horse drawn equipment imported from
England were not suitable for bullocks and he-buffaloes used in India and thus, were suitably
modified by small scale manufacturers to suit Indian draught animals. With the establishment of
Allahabad Agricultural Institute, Allahabad in 1942, the development activities in agricultural
machinery accelerated and as a result bullock drawn Meston, Shabash and Wah-Wah ploughs
were introduced in UttarPradesh, manufactured by the Agricultural Development Society, Naini
in early forties. The Indian farmers gradually responded to farm mechanization technology
especially after Green revolution in 1960s. High yielding varieties with assured irrigation and
higher rate of application of fertilizer gave higher yields and better economic returns. This
enabled the farmers to start adopting mechanization.
The development of power thresher with integrated Bhusa making
attachment and aspirator blower and mechanical sieves for grain and straw separation in 1960s
was the major achievement of Indian engineers which was widely adopted by our farmers.
Gradually demand for other farm machinery such as reaper and combine harvester also
increased. Demand of tractors in the country was met through importation until 1961 when
Eicher Tractors Ltd. and Tractors and Farm Equipment Ltd started manufacturing tractors with
foreign collaborations. To meet the additional demand, importation continued up to 1977.
Meanwhile many other industries started





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manufacturing tractors with foreign know how such as Gujarat Tractors Ltd (1963), Escorts Ltd
(1966), International Tractors (India) Ltd. (1966), and Hindustan Machine Tools Ltd (1977).
Punjab Tractors Ltd. started their production with indigenous technology in 1974. Many more
industries started manufacturing tractors since then with
indigenous and foreign know how.

FARM MACHINERY INDUSTRIES IN INDIA

The adoption of mechanization technology dependsupon the local manufacture and after-sales-
services besides credit and financial incentive provided by the Government. The manufacture of
agricultural machinery in India is quite complex comprising from village artisans, tiny units,
small scale industries to State Agro Industrial Development Corporations and organized tractor,
engine and processing equipment industries. Traditional hand tools and bullock drawn
implements are largely fabricated by village craftsmen and small scale industries. Organized
sectors manufacture sophisticated machinery such as tractors, engines, mills and dairying
equipment. The small-scale industries seldom have R&D facilities and they depend upon public
institutions for technological support. They require not only drawings but also prototypes and
technical
guidance to manufacture the equipment. These industries however, upgrade the technology with
experience.

POWER TILLER IN AGRICULTURAL OPERATIONS
The agriculture industry is on the brink of revolution that will
modernize the entire food chain as the total food production in India is like to double in the
excellent export prospects, competitive pricing of agricultural products and standards that are
internationally comparable has created trade opportunities in the agro industry. This further has
enabled the Indian agriculture industry portal to serve as a means by which every importer and
exporter of India and abroad can fulfill. This Indian agro industry revolution brings along the
opportunity of profitable investment and agriculture industry in India provides you the



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B2B plat form with agro related catalogs, trade leads, exporters and importers directory etc. that
help you make your way to profit there are a lot of agriculture equipment producing companies.
A. STANDARD AGRICULTURE, ENGINEERING COMPANY (Ludhiana)
Exporters of agricultural equipments such as multi crop thresher, automatic feeding wheat
thresher, maize Sheller and vegetable seed extractor.

B. NEW BHARAT INDUSTRIES
Manufactures and exporters of agricultural equipments and irrigation machinery like pumping
sets, generating sets, maize sheller, multi crop thresher, paddy rice thresher, wheat thresher,
pumping sets and diesel engine.
C. G.S AUTO INDUSTRIES (Yamuna Nagar)
Manufacture and exporter of agricultural equipments and implements which include revisable
cultivator shovels, cultivator blades, rotator blades for rotary tillers, tines, shovel bolts, duck foot
sweep cultivator blades harrow disc etc
D. PROCESS EQUIPMENT ENGINEERS (Coimbatore)
Manufacturer and exporter of agricultural equipments like paddle mixer machine refractory pan
machine, coconut fiber machine, coconut palm leaves cutting machine, shot blasting equipment,
thrash cutting machine etc.
E. IGNITION PRODUCTS (INDIA) PRIVATE LIMITED, CHENNAI
Manufacturer and supplier of agriculture equipment like tea harvester, microlite tea harvester,
mechanized tea harvester, tea sprayers. Dusters and dryers to carry out agricultural operation like
plant protection liquid mist blowing dust blowing etc.




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The Power Tiller is one of the many farm mechanization inputs
being refinanced by NABARD. Unlike tractors, power tillers are non-controversial so far as the
displacement of labour is concerned. In fact power tiller sets all such controversies at rest since
it engages more labour per unit of land than tractor and bullock farms and is particularly useful
in the intensive cultivation of paddy as has been the experienced in Japan, Tiwan and some Far
East countries. This is the reason why NABARD is liberal in supporting power large so far.
Therefore, it is felt that various financial institutions and borrowers must be informed of the
interest NABARD takes in promoting power tillers especially considering the fact that the
majority of farmers are small with land holding below 2 hectare who can hardly afford costlier
tractors. Farmers particularly of paddy areas which comprise 28 % of the arable land in the
country face the challenging task of timely preparation of seed bed and transplanting
of paddy seedlings. The existing manual labour and animal power do not deliver the quality of
seed-bed which the genetically potential HYVs of paddy demand. Power tiller. Therefore, the
power tiller should become a popular device in the cultivation of paddy, in particular, and other
crops in general for the smaller farmers.

WORLD SCENARIO
Due to the effect of globalization foreign countries like china and Korea started to
introduce their product in the Indian market and as a result KAMCO products had to compete
with these foreign products. The product from china is a major threat for the company because of
its lower price. But when we consider the quality KAMCO comes in the first place. Kamco
exports its products mainly to countries. In international market the sales promotion of the
companys only through website and products are accepted all over the world.






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INDIAN SCENARIO
As independent India looked upon agriculture as the back born of its economy,
the establishment of KAMCO imparted momentum to the agricultural scenario in India.
KAMCO products are reaching all over India and are loved and adored by millions of farmers.
The company is engaged in manufacturing small agricultural machine mainly intended for the
small and marginal farmers in our country. For the last three decades KAMCO has been meeting
the needs and demands of Indian farmers. The company enjoys all India market through a
network about 45 dedicated dealers. The company slogan is A boon for the farmers , a gain for
the nation , which is really applied and justified.
STATE SCENARIO
The state of Kerala has peculiar state of affairs in its agricultural economy.
Being a consumer state, its depends largely on agricultural products from the neighboring state, it
depends largely on agriculture product from the neighboring states. It has tiny and small farm
lands owned by private land owners. Even those available lands are not fully utilized for
cultivation, owing to economic reason. Low productivity coupled with prohibitive cost of
cultivation has virtually driven the traditional farmers out of their vocation. Under this scenario,
mechanization of the farming is a non started proposition in the state. Barring traditional tools
and tackles employed by the farmers in the cultivation, there were no motorized or mechanized
equipments available in the state. KAMCO was adventurous enough to venture into this bleak
scenario, and introduced its power tiller and other medium and small sized mechanical aids of
cultivation. The Kerala farmers grabbed this opportunity, and made use of the benefits of
automation in their fields, which in turn made the entire operations of the KAMCO successful.
As of now, KAMCO is the one and only one industrial unit in the state which provides
machineries to the farming segment as an aid to their cultivation. Being a monopoly, KAMCO
controls the Kerala market in the suppliers of automated farming equipments.




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Other competitors are yet to step in to scene in the state. This industry is facing a great threat that
the changing of agricultural economy into an industrial economy.

Major players
Producers in the same industry in the world market are:-

1. KUBOTA POWER LTD, JAPAN
2. SUNTEC LTD ,SHENZHEN


Producers in the same indusrty in the domestic market are:-

1. VST TILLER LTD, BANGLORE
2. BULL AGRO IMPLEMENTS, COIMBATHORE
3. ASB GROUP, NEW DELHI
4. SOVZA SIFANG AGRO ENG.PVT. LTD, MAHARASHTRA
5. BANWAIT TRADE SERVICES, PUNJAB














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CHAPTER III
COMPANY PROFILE















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COMPANY PROFILE
HISTORY
KAMCO was established in the year 1973 as a wholly owned subsidiary of
Kerala Agro Industries Corporation Ltd. Trivandrum for manufacture of agriculture machinery
specifically power tillers. Subsequently KAMCO become a separate government of Kerala
undertaking in 1986. The objectives of the company are to manufacture in India, either in
collaboration with or otherwise or import and trade agricultural machinery like power tiller,
power reaper, combine harvesters, harvester transplanted accessories or spares thereto. The
objective also include establishment of engineering work shops repair shops, to undertake repair
and servicing of agricultural machinery or other machinery equipment implements and tools.
Assembly units was established in 1970 at Athani by Kerala Agro Industries Corporation for the
assembly of KUBOTA power tillers in technical collaboration with Kubota ltd Japan, the world`s
leading manufacturers of power tillers and other agricultural machinery. On the expiry of the
collaboration KAMCO manufactured power tillers with their own facilities.
KAMCO`s manufacturing facilities include special purpose machine specially built general-
purpose machines and imported machines. The inspection facilities include modern inspection
and testing equipment. KAMCO has their own methodology, calibration and engine testing lab.
KAMCO as ISO 9001:2000 Company is a fully owned Government of Kerala undertaking under
the ministry of agriculture. KAMCO is engaged in manufacturing small agricultural machine
mainly intended for small and marginal farmers in the country. Established in 1973, the company
has now completed 30 years of service. Company has got four manufacturing units now in
Athani, Kalamessey, both in Ernakulam district, Mala in Thrissur district and Kanjikode in
Palakkad district.
Athani unit is also the registered office of the company. At present
employees approximately 750 persons in four unites. The company is working in profitably for
the past 15 years. The company was incorporated with the intention of manufacturing and
marketing agricultural machines useful for small and marginal farmers.Company products now
are a 9-12hp diesel operated power tiller, a power reaper running on 3.2 hp kerosene. Athani,


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Palakkad and Kalamassery units manufactures power tillers and mala unit manufactures power
reapers the company enjoys the position of premier manufacturer in its field
The products manufactured are fully indigenized and there is no imported item in any content in
any of the items. The machines have acquired a reputation for quality providing quality products
at reasonable price to the satisfaction of its customers. Company all India sales through a
network of about 60 dedicated dealers. Products are sold a premium at several places. KAMCO
is also exporting product to certain countries. They have acquired a brand preference because of
high quality and reliability associated to each machinery.Power tiller is equipment suitable for
small farm holding for basic tilling operation instead of conventional plugging, the tiller breaks
the soil in to fine a part which is highly suited for paddy and wheat cultivation originally of
Japanese design; the machine has been modified latter to perfectly suit Indian conditions. Power
reaper is a new concept in the country recommended for harvesting of mainly paddy and wheat.
This is an economical machine, which runs on kerosene, which will do the job of 20 people very
fast. As far as the engine is concerned this is 9-12 hp horizontal single cylinder diesel engine
suitable for various purpose. It is radiator cooled and system efficiency is high.
VISION STATEMENT
KAMCO with over three decades of engineering excellence stands as the No.1
power tiller manufacturer in India. Not surprising, with four state of the art production plants, an
innovation R&D and stringer quality control system rated as one of the best in the country. The
technically competent dedicated management and workforce will go on to ensure that KAMCO
shall be the leader for several years to come.
MISSION STATEMENT
To be an innovative resourceful and profitable company.
To meet customers requirements of quality service and price consistently.
To make doing business with us easy and delightful to our customers.
To provide a congenial and entrepreneurial work environment in which employees can
respond to the needs of business and service earn fair rewards can be satisfied employees.


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OBJECTVE OF THE COMPANY
The objectives of the Company are to manufacture in India, either
in collaboration with or otherwise or import & trade agricultural machinery like Tractors, Power
Tillers, Power Reapers, Combine harvester, Transplanter, Diesel Engines, Pump sets,
Implements, accessories and spares thereto. The objectives also include establishment of
engineering workshops/repair shops to undertake repairs and servicing of agricultural machinery
or other machinery, equipment, implements and tools.
Assembly Unit was established in 1970 at Athani by M/s. Kerala Agro Industries Corporation for
the assembly of Kubota Power Tillers in technical collaboration with M/s.Kubota Ltd., Japan, the
world's leading manufacturer of Power Tillers and other agricultural machinery. On expiry of the
collaboration, KAMCO manufactures power tillers with their own facilities. KAMCO Power
Tillers have become the most sought after Power Tillers in India because of their quality and
reliability.
ACTIVITIES OF THE COMPANY
KAMCO's manufacturing facilities include Special Purpose Machines, Specially built General
Purpose Machines, and Imported machines. The inspection facilities include modern inspection
& testing equipment .KAMCO have their own Metrology, Calibration & Engine Test Lab.
The following are the main Activities of the Company
Manufacturing and marketing of Agriculture machines like Power Tillers, Tractors,
Power Reaper, Diesel Engines etc.
Power Tiller produced at Athani & Palakkad units. Major components for Power Tiller
are manufactured at Athani and all other components bought out from dedicated Venders
in India. There are around 250 vendors now.
Kalamassery unit produce Engine for Power Tiller
Power Reaper produced at Mala
Trading/manufacturing of other farm machines.


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MILESTONES OF THE COMPANY
Table No: 1 showing the mile stones of the company
1970 assembly unit was established at athani by m/s Kerala agro
Industries Corporation for the assembly of Kubota power
tillers in technical collaboration with Kubota limited Japan

1973 KAMCO limited was established as a wholly owned subsidiary of
KAIC.
1986 KAMCO become separate Government Of Kerala Undertaking
1992 Established second unit in kalamassery , Ernakulum
1995 Setting up of third unit of KAMCO at kanjikode in palakad District
1996 KAMCO got ISO 9002 certification
2000 Latest additional unit was being started in mala in Thrissur district
2002 KAMCO become an ISO 9001-2000 registered company by KPMG
quality registration accredited by Dutch council for certification
2003 fourth unit at KAMCO also got ISO 9001 certification
2010 Today KAMCO power tiller is the most sought after power tiller in
India. It is made possible by their precision and quality.
2011 KAMCO started tractor manufacturing.




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ACHIEVEMENTS AND AWARDS
KAMCO was established three main units. Kalamassery unit in Ernakulum
district, Kanjikode in Palakkad district, Mala unit in Thrissur district.
The kalamassery unit manufactures diesel engines, the kanjikode unit produces power tillers and
the mala unit manufactures power reapers.
A major mile stone for the company was the award of the international quality
excellence certificate under ISO 9002 in October 1996. KAMCO is the second public sectors
undertaking in Kerala which has obtained this coveted certificate and the only public sector
undertaking which has got ISO 9002 certificate justifying the high standard of their products.
From 15-03-2002 onwards KAMCO has been an ISO 9001-2000 registered company with
KPMG quality registration.
LEADING PLAYERS
During early periods KAMCO ruled the market. In India VST, Banglore is the major competitor
of KAMCO. Japan, Korea and China are also competing with KAMCO in the same market .
other competitors are Greaves and Srachi.

QUALITY STANDARDS
Quality standards for each and every component and product have been established by the
company and well documented. Vendors promises and their manufacturing facilities are also
periodically assessed. Functionally critical components are subjected to close inspection and
observation and are documented to ensure traceability at any time.
Quality assurance department is equipped with all modern facilities. Company
has a standard room for calibration of all measuring instruments. Fully documented history cards
of the measuring instruments are maintained so that periodical calibration of equipments is
carried out regularly. The company`s policy is to equip itself with all modern inspection and
testing equipments as addition as well as replacements. The products are subjected to running
tests for a pre-determined duration and only those, which pass the requirements, are accepted and
declared ready for dispatch.


27

QUALITY SYSTEMS AND CERTIFICATIONS
1. Quality Systems

Well defined quality system procedures adopted covering all activities to ensure quality
of products & customer satisfaction
Improvements are made on regular basis based on the feed back from the customers &
dealers
Regular interactions with all Venders including site visits to maintain and improve the
acceptance level of components
KAMCO Power Tiller certified for compliance with Minimum Performance Standards of
Govt. of India.
KAMCO Power Reaper has been tested by SRFMT&TI, Ananthapur of Govt. of India
ISO 9001 - 2000 Version
Improvement in the systems and improved Customer/Dealer satisfaction
Comply with the requirement of Customers and applicable statutory/regulatory
requirements.
Improvement in the effectiveness of the established quality systems
Addresses Customer, Dealer, Vendor, Society, Employees & Share holders - for their
requirement & satisfaction
Quality Policy
Total customer satisfaction through quality products and services with improved
technology and employee participation.
Comply with the requirements of customers and the applicable statutory / regulatory
requirements. The effectiveness of the established quality management system is
continually improved to enable achievement of the policy.


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1. Quality Objectives
To ensure that the quality requirements of the products and services offered are
maintained at all stages.
To create a culture among all employees towards total quality concepts and productivity
through total involvement and commitment of all employees
To create healthy working environment for attainment of quality goals with excellence
and to make quality a way of life
To detect and prevent non conformance and defects as early as possible and to eliminate
them through appropriate changes to the Quality Management System
To achieve and maintain Quality Leadership through continuous technology up
gradation, improvements in techniques, systems and procedures .
MARKETING NETWORK:
The marketing network of the company includes the following:
The company has 45 dealers all over India.
New dealers appointed to cover selected district in Tamilnadu, Karnataka, Maharashtra,
Orissa and Andra Pradesh.
Close interaction with government of India in the formulation of new schemes and
policies for mechanization.
Regular demonstration and service camps are being organized in various states.
KAMCO power reaper has been exported to Iran and Sri Lanka recently.
PRODUCT PROFILE
The major products produced by KAMCO are:
KAMCO POWER TILLER KMB200
KAMCO SUPER DI POWER TILLER
KAMCO POWER REAPER KR 120


29

KAMCO AGRIA 602 DE (06) POWER TILLER
KAMCO DIESEL ENGINE MODEL ER 90
KAMCO POWER STONE CUTTER
A. KAMCO SUPER DI POWER TILLER
KAMCO super direct injection combustion engine is the latest product. It creates an ideal
mixture of fuel and air with the swirl type Intel port. The combustion chamber is placed
in the cavity in the upper part of the piston itself to prevent heat loss and increase
efficiency.
Advantages are:
Economical power generation an automatic fuel control device prevent precious
fuel from being wasted. Since complete combustion is performed, there is no
annoying smoke or other forms of fuel loss; even the consumption of lubricating
oil is minimized to further reduce operating costs.
Adjustable Track Width wheel track can be easily adjusted to suit the crop.
Narrow track allow to plowing over them while wide tracks ensure stability on
slopes.
More power for heavy duty operations this compact engine is design to generate
continuously 12 HP of power for most demanding jobs, and with a lower weight
per output rating.
Low emission the engine is perfected for low smoke level to satisfy emission
norms conforming to even TREM -111 norms.
Versatile super DI power tiller general application is in tilling, ploughing,
pudding, leveling, ridging, weeding, pumping, spraying, transporting and hulling




30

B. POWER TILLER KMB 200
KAMCO power tiller is a versatile machine that has radically changed the old labor intensive. It
is primarily used for preparation of land for framing operations. With suitably method of
agriculture, by making almost all framing operations faster, cheaper and easier designed
accessories the machine can used for a large number of specific operations like tilling, plugging,
weeding, pumping, paddling, leveling, pulling, ridging etc. the design and specification can
change subject to the needs of the customers.
This is the main product produced by the company.Its performance on the years has gained
it the reputation of being a complete farming unit. Power tiller has following in built advantages
Simple movements and control for ease of handling
Perfectly balanced and vibration free engine to reduce operator fatigue
Fail safety devices to prevent accidents
Automatic fuel control to save energy
Distinctive radiator cooling system for continues operations
C. POWER REAPER KR 120
KAMCO power reaper is ideally suited for harvesting of paddy wheat and other crops. It
harvests and makes windrows at the rate of 3-4 hours per hour. Since the fuel used is kerosene
cost of operation is the lowest and it helps the farmers to harvest his field at the lowest ever cost.
Harvest faster
Make cleaner windrows for easier collection
Reduces loses during harvesting
KAMCO power repair harvests and makes windrows at the rate of 3-4 hrs/hectare. It is light
enough to be carried by 2 persons. Smooth chain conveyor action delivers plants gently making
clean windrows.


31

D. KAMCO AGRIA 602DE (06) POWER TILLER
KAMCO Agria power tiller is used ideal for paddy/wheat cultivation. It is also used for inter
cultivation applications land preparations at horticulture farms landscaping gardening and for
potato harvesting. The important specifications of this type tillers are low maintenance highfuel
efficient easy control and operations
E. KAMCO DIESEL ENGINE MODEL ER 90
A KAMCO ER 90 engine is equipped with radiator and specifically designed die
cast multi blade axial fan. The engine can operate continuously for several hours it can be used
as a prime mover either for stationary or for moving applications.
F. KAMCO POWER STONECUTTER
KAMCO stone cutter helps to cut great rock in the side of a big mountain and
cut out slabs for gravestone or for houses. Above all the power tiller as got as many as 800
different components, majority of which are supplied by dedicated small and medium scale
industries. Functionally critical components are manufactured in house. Company has got a
modern machine shop with special purpose machine which ensures conformity with prescribed
quality standards. Inspection at various stages of manufacturing is carried out, which helps in
reducing the process rejection to the minimum. The work force qualified and fully experienced
which makes the right contribution to the process.
The company has got a modem painting system for the
components and assemblies where uni- bake liquid paints are used. Seven tank system of pre
treatment is employed. Paints and chemicals needed for this system are procured only from well
known manufacture. The assembly line consists of an engine line and a tiller assembly line
where finished power tiller is produced.





32

FUNCTIONAL AREAS
HUMAN RESOURCE DEPARTMENT
KAMCO has been running on profit for the past 22 years. Behind these achievements,
these lay the co-operation and hardworking mentality of its employees. Without these dedicated
employees, KAMCO would have never reached the peak of success and achievements. About 15
employees are working in this department.
PRODUCTION DEPARTMENT
Production is an important aspect of every company. For a manufacturing company, the
primary objective is to produce maximum products with minimum cost. KAMCO is successful
in producing the quality product with minimum cost. Quality is the key factor that helps
KAMCO in achieving this success. KAMCO has well developed and equipped production
department. The company has been using Japan Technology in collaboration with KUBOTA of
Japan. The production is carried out with automated machines.
The production department does all the assembly work of different components of
Power Tiller with much perfection and using 750 components. Among these components, 15
components are being produced by the company itself and the remaining components are
supplied by various suppliers. These helped the company in reducing the cost. The company has
250 suppliers all over in India.
FINANCE DEPARTMENT
In KAMCO, finance department plays an important role because in public sector only
very few companies are earning profit. KAMCO have three units excluding headquarters
established with their fund. The main functions of the finance department are budget and
budgetary control, Management of receipts, management of payments, auditing ,costing and
statutory transaction.
MARKETING DEPARTMENT
A companys survival depends upon a better marketing
strategies adopted by the company. Surviving from a lot of difficulties KAMCO become no: 1
brand in the agricultural machinery market. Due to globalization KAMCOs products have to
compete with the international products. Due to the effect of globalization foreign countries like
China and Korea introduce their products in Indian market. Economically their products are very


33

cheap but when consider the quality KAMCO comes in the first place. By keeping the quality
KAMCO maintains their position. Still KAMCO exports their products to Srilanka, Iran, and
Haithei
QUALITY ASSURANCE DEPARTMENT
Company keep good quality in there all products with the help of quality
assurance department .for a company trying to more its presence felt in the international
marketer through quality product and service. The company follows its ISO 9001-2000
standards.
RESEARCH AND DEVELOPMENT DEPARTYMENT
One of the key factor behind the success of KAMCO is its innovative
research and development wing. KAMCO have a very intelligent research and development
team. Initially, KAMCO had started production of power tillers in technical collaboration with
one of the world leaders KUBOTA of Japan. With the strong backing of its in house R&D ,
KAMCO developed new blueprints for manufacturing advanced power tillers and reapers suited
for Indian conditions
ORGANIZATIONAL STRUCTURE
The Board of directors governs the company. Board of
directors includes the chairman, managing director and other directors. The government of
Kerala nominates the chairman of board. The chief executive of the company is the managing
director who shall exercise his power subjected to the overall control and supervision of the
board. The managing director is the top most official. Managing director is the operational head
of the company supported by the general manager and deputy general manager discharging
different functions. Manager and deputy manager assist the general manager and deputy general
manager. The various departments functioning in KAMCO are production, maintance, material
and purchase, quality assurance, research and development, finance, marketing, systems, and
Human resource department.




34









CHAPTER IV
REVIEW OF LITERATURE
&
THEORETICAL FRAMEWORK OF
STUDY






35

REVIEW OF LITERATURE
P.L. Rao, in his Labor Legislation in the Making, opines that professional bodies like
National Institute of Personnel Management should constitute a standing committee to monitor
the proceedings in the Parliament regarding the labor welfare measures.
Cooperative Unionism and Employee Welfare by Michael R. White, (University of Westminster
- Policy Studies Institute)Industrial Relations Journal, Vol. 36, No. 5, pp. 348-366, September
2005.
Using British national survey data, this article assesses the impact of unions on management
practices to reduce labor costs, implement high-performance work systems, and make employee
welfare provisions. Relative to non-union workplaces, those with unions are found to have
practices which are consistent with 'mutual gains' outcomes.Staff development and employee
welfare practices and their effect on productivity
Ghana Library Journal Vol. 19 (1) 2007 pp. 83-96
Staff development and employee welfare are valuable assets in an organization since an
organization's primary aims are productivity and profitability. Every organization primarily
needs committed and dedicated staff that will help the organization to meet its tactical and
strategic objectives. The study examines whether staff development policies exist in three special
libraries in Ghana, and whether training programmes are being offered to increase staff
competence, efficiencies and performance. It was also aimed at assessing staff welfare practices
and how these affect productivity and performance. In conducting the survey, two sets of
questionnaires were drawn up. One set was administered to management and the other set went
to Library staff. The survey revealed that all the organizations under study have staff
development policies and training programmes for staff to enhance their capabilities and
efficiency. Again, the survey revealed that staff welfare is catered for since several motivational
avenues and incentive packages are available to boost their morale





36

THEORETICAL FRAMEWORK OF THE STUDY
EMPLOYEE WELFARE
Human Resource Management is one of the most complex and challenging fields of
management. It deals with the 'People Dimension' in management. Human Resources play a very
important role in the development of the business. They constitute the organization at all levels
and are regarded as a dynamic factor of production. Labor is considered as a very dominant
factor of production for increasing productivity. In order to get best results from the employees,
management must be aware of what employees expect from their employees. It is for the
management to see that the workers get economic, social and individual satisfaction ,employee
welfare activities are under taken. The concept of ' employee welfare ' is flexible and elastic and
differs widely with time ,region, industry, social values and customs, degree of industrialization,
the general economic development of the people and political ideologies prevailing at a
particular time, it is also molded according to the age - group, sex, socio - cultural background,
marital and economic status and educational level of the workers in various industries.
Definition:
Employee welfare has been defined in various ways, though unfortunately no single definition
has found universal acceptance.
The Oxford dictionary defines labour welfare as efforts to make life worth living for workmen.
The Encyclopedia of social sciences defines it as the voluntary efforts of the employers to
establish, within the existing industrial system, working and sometimes living and cultural
conditions of the employees beyond what is required by law, the customs of the industry and the
conditions of the market






37

According to Arthur James Todd:
Labour welfare means anything done for the comfort and improvement, intellectual and social,
of the employees over and above the wages paid which is not a necessity of the Industry.

According to Industrial Labour Organization (ILO)
Labour welfare may be understood and including such services facilities and amenities which
may be established in vicinity of undertaking to perform their work in healthy and congenial
environment and to avail of facilities which improve their health and bring high moral
According N.M.Joshi, welfare work covers all the efforts which the employers make for the
benefit of their employees over and above the minimum standards of working condition fixed by
the factories act and above the provisionsof the social legislation providing against accident, old
age, unemployment and stickness
Employee Welfare Measures
The ILO report refers to labor welfare as such services, facilities, and amenities, which may be
established in, or in the vicinity of undertakings to enable persons employed therein to perform
their work in healthy and congenial surroundings and provided with amenities conducive to good
health and high morale. Employee welfare entails all those activities of employer which are
directed towards providing the employees with certain facilities and services in addition to wages
or salaries. Employee welfare has the following objectives.
To provide better life and health to the workers
To make the workers happy and satisfied
To relieve workers from industrial fatigue and to improve intellectual, cultural and
material conditions of living of the workers




38

.The basic features of employee welfare measures are as follows:
Employee welfare includes various facilities, services and amenities provided to workers
for improving their health, efficiency, economic betterment and social status.
Welfare measures are in addition to regular wages and other economic benefits available
to workers due to legal provisions and collective bargaining
Employee welfare schemes are flexible and ever-changing. New welfare measures are
added to the existing ones from time to time.
Welfare measures may be introduced by the employers, government, employees or by
any social or charitable agency.
The purpose of labor welfare is to bring about the development of the whole personality
of the workers to make a better workforce.
The very logic behind providing welfare schemes is to create
efficient, healthy, loyal and satisfied labor force for the organization. The purpose of
providing such facilities is to make their work life better and also to raise their standard
of living. The important benefits of welfare measures can be summarized as follows:
They provide better physical and mental health to workers and thus promote a
healthy work environment.
Facilities like housing schemes, medical benefits, and education and recreation
facilities for workers families help in raising their standards of living. This makes
workers to pay more attention towards work and thus increases their productivity.


Employers get stable labor force by providing welfare facilities. Workers take
active interest in their jobs and work with a feeling of involvement and
participation.
Employee welfare measures increase the productivity of organization and
promote healthy industrial relations thereby maintaining industrial peace. The
social evils prevalent among the labors such as substance abuse, etc are reduced to
a greater extent by the welfare policies.



39



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

LABOUR WELFARE MEASURES
Welfare activities may also be classified in to two:
I. Statutory welfare measures
II. Non-Statutory welfare measures
The welfare amenities provide under the Factories Act 1948 are given below:
I. STATUTORY WELFARE MEASURES
Employees in India are statutorily required to comply with the provisions of
the various welfare amenities under different labour legislations .There are
number of statutory welfare facilities provided under the Factories Act,1948.
The statutory welfare schemes include the following provisions:
Drinking water
At all the working places safe hygienic drinking water should be provided.
Facility for sitting
In every organization, especially factories, suitable seating arrangements are to be
provided.
First aid appliances
First aid appliances are to be provided and should be readily assessable so that in case of
minor accident initial medication can be provided to the needed employee and it is also


40

essential first aid boxes or cupboards-one for every 150 workers and ambulance facilities
,if there are more than 500 workers.
Latrines and Urines
A sufficient number of latrines and urines are to be provided in the office and factory
premises and are also to be maintained in a neat and clean condition

Canteen facilities
Cafeteria or canteen is to be provided by the employer so as to provide hygienic and
nutritious food to the employees. It is very essential if the employees are more than 250
workers.
Spittoons
In every work place, such as ware houses, store places, in the clock area and office
premises spittoons are to be provided in convenient places and same to be maintained in
hygienic conditions. It is also essential shelters, rest rooms, lunch rooms if employing
over 150 workers.
Lighting
Proper and sufficient lights are to be provided for the employees so that they can work
safety during night shifts.
Washing
Adequate washing places such as bathrooms, washbasins with tap and tap on the stand
pipe are provided in the port area in the vicinity of the work place.
Changing rooms
Adequate changing rooms are to be provided for the workers to change their cloth in the
factory area and premises. Adequate lockers are to also provide to the workers to keep
their clothes and belonging.
Rest rooms
Adequate numbers of rest rooms are provided to the workers with provisions of water
supply, wash basins, toilets and bathrooms etc.
Above to all crche, if employing more than 30 women and welfare officer, if employing
500 or more workers.

2) NON STATUTORY WELFARE MEASURES
Non statutory benefits are also called voluntary benefits. Non statutory welfare measures are
given below.
1) Personal health care(Regular medical checkup)


41

Some of the companies provide for extensive health checkup.


2) Flexi time
The main objective of flexi time policy is to provide the opportunities to employees to
work with flexible working schedules. Flexible work schedules are initiated by
employees and approved by the management to meet the business commitments while
supporting employee personal life needs.
3) Employee assistance programme
Various assistant programmers are arranged like external counseling service so that
employees or members of their immediate family can get counseling on various matters.
4) Harassment policy
To project an employee from harassment of any kind, guidelines are provided for proper
action and also for protecting the aggrieved employee.
5) Maternity and adoption leave
Employee can avail maternity or adoption leaves. Paternity leave has also been
introduced by various companies.
6) Medi claim insurance scheme
This insurance scheme provides adequate insurance coverage of employers for expenses
related to hospitalization due to illness, disease or injury or pregnancy.
7) Employee referral scheme
In several companies employee referred schemes is implemented to encourage employee
to refer friends and for employment in the organization.
8) Other benefits
Mon statutory benefits include loans for housing building, education of children, leave
travel concession, air price shops, loans for purchasing vehicles and a host of other
facilities which are provided.
Statutory measures are provided by the employees as per legislation. The employers must
study the perception of the employees relating to the welfare measures. This must be a
routine exercise on the part of the employers. Appropriate changes must be incorporated
in the welfare measures based on the employees perception. Welfare measures must be a
motivational force which would bring changes in the attitude of employees and result in
commitment to the workers. Committed worker is the human asset to the organization.





42


POLICIES PREVAILING IN KAMCO LTD
. WORKMEN CLASSIFICATION
Workmen shall be classified as:
i) Permanent
ii) Probationers
iii) Temporary
iv) Trainees
v) Apprentices
.a. A permanent workman is a workman who has been engaged on a permanent basis and
includes any person who has satisfactorily completed a probationary period of one year in the
same or another occupation in the industrial establishment and who has been confirmed by an
order issued by the appointing authority.
.b. A Probationer is a workman who is provisionally employed to fill up a permanent vacancy
in a post and has not completed the probationary service of a preliminary period of one year
subject to extension for a further period of six months, if necessary.
.c. A temporary workman is a workman who has been engaged for work which is of an
essentially temporary nature likely to be finished within a limited period not exceeding 179 days.
d. A trainee workman is a workman engaged for work to fill up a vacancy in any post either
permanent or temporary in nature and who has not completed the period of training as per the
Rules of the Company.
.e. An apprentice is a learner engaged to learn work under the Apprentices Act, 1961 or the
Apprentices (Amendment) Act, 1973 who is paid a stipend as per Rules and who has no claim
for being absorbed into the service of the Company.
WAGES FOR WORKMEN
All workmen will be employed on monthly wages and will be paid on a monthly basis.
ATTENDANCE CARDS
Every workman shall be given an attendance card containing his name, employee number etc.
Similarly every permanent and probationary workman shall be provided with an identity card
containing his stamp size photograph, name, employee number, date of joining service etc .


43


PUBLICATION OF WORKING TIME
The periods and hours of working time for all classes of workmen in each shift shall be exhibited
in English/Malayalam on Notice Boards maintained at the main entrance of the factory.
HOLIDAYS
Decision regarding holidays will be taken by the management in consultation with the
recognised trade unions as per the provisions of the National & Festival Holidays Act and Rules.
Notice specifying the days observed by the company as holidays shall be published on the said
Notice Board.
SHIFT WORKING
More than one shift may be worked in a department or departments or any section of a
department or the establishment at the discretion of the employer. If more than one shift is
worked, the workman shall be liable to be transferred from one shift to another. No shift
working shall be discontinued without two months notice being given in writing to the workmen
prior to such discontinuance provided that no such notice shall be necessary if the closing of the
shift is with an agreement with the workmen affected.
NOTICE OF CHANGE IN SHIFT WORKING
Any notice of discontinuance or re-starting of a shift working shall be in the prescribed form as
provided under the Kerala Industrial Employment (Standing Orders) Rules, 1958. The notice
shall be displayed conspicuously by the employer on the Notice Board at the main entrance of
the Company. Provided that where any registered trade union of workmen exists, a copy of the
notice shall also be served on the Secretary of such union.
ATTENDANCE AND LATE COMING
All workmen shall be at work at the establishment at the times fixed and notified by the
employer. Workmen attending late upto a period of half an hour shall be admitted for work and
such workmen are liable to the deductions provided for in the Payment of Wages Act, 1936.
Workmen reporting for work after half an hour will also be admitted to work if permitted by the
departmental head.
ABSENCE WITHOUT PERMISSION
.a. Any workmen who after presenting for work at the appointed place of work leaves his
section/department during any period of the working hours without permission or without any


44

sufficient reason, shall be liable to be treated as absent for such period. This is without prejudice
to the right of the management to initiate appropriate disciplinary action against him under the
provisions of the standing orders.
b. If, however, the workman leaves the premises of the company during working hours without
permission, he shall be liable to be treated as absent for the whole day in case his absence
commences before the recess period and for half a day in case his absence commences after the
recess period.
.c. If the workman leaves from the premises of the company with the permission of his
superiors, his wages for the actual period of absence only shall be liable to be deducted. The
deduction from wages to be made for the period of absence under this order shall be made in
accordance with the provisions of the Payment of Wages Act, 1936.
LEAVE
The following kinds of leave will be granted to the workmen.
1 Earned Leave (Leave with wages as provided under Chapter VIII of The Factories Act
(1948)
2 Casual Leave
3 Sick Leave (for those who are not covered under the ESI Scheme)
.4 Special Leave leave without wages
5 Maternity Leave will be granted as per the provisions of the Maternity Benefit Act to
whom not covered under the E.S.I. Act.
6 The administration of leave will be done as provided under the long-term settlements
between the management and the workmen in force from time to time.
ENTRANCE AND EXIT THROUGH PROPER GATE
The workman shall not enter or leave the premises of the Company except by the gate or gates
appointed, for the purpose.
SEARCH BY SECURITY STAFF
All male workers shall be liable, on leaving the premises of the Company to be searched by the
security staff and all female workers shall be liable to be detained by the security staff for search
by female searchers, if, acting without malaise, the security staff suspect the worker is in
wrongful possession of property belonging to the company. In case body search is required, the
same shall be conducted in the presence or two other persons of the same sex.


45

PAYMENT OF UNCLAIMED WAGES
Any wages due to a workman, but not paid on the usual pay day on account of various reasons
which are being unclaimed, shall be paid by the employer on such unclaimed wage pay day in
each month as may be notified to the workmen.
STOPPAGE OF WORK
The employer may at any time in the event of fire, catastrophe, break-down of machinery or
stoppage of power supply, epidemic, civil commotion or other causes beyond his control stop
any section or sections of the establishment wholly or partially, for any period or periods without
any notice. In such cases workmen will be laid off from work and due compensation will be
paid to them, if eligible, as per the provisions of the Industrial Disputes Act, 1947. However,
there will not be any deduction from wages for the first day in the circumstances where the
workmen have to be laid off for more than a day.
MISCONDUCT
The following acts and omissions on the part of workmen shall amount to misconduct:
1 Willful insubordination or disobedience, whether alone or in combination with others, of
any lawful and reasonable orders of a superior.
182 Theft, fraud, dishonesty or misappropriation in connection with the business or
property of the company.
183 Willful damage to or loss of goods or property of the firm.
4 Taking or giving bribe or any illegal gratification
5 Habitual absence without applying for leave or continuous absence without taking leave
for more than ten days.
6 Habitual late attendance
7 Habitual breach of any law or rules or orders etc.
8 Drunkenness, riotous or disorderly behaviour during working hours within the premises
of the establishment or any act subversive of discipline.
9 Negligence or neglect of work
10 Repetition of any act or omission for which fine may be imposed under the Payment of
Wages Act, 1936.
11 Striking work or inciting others to strike work in contravention of any provisions of law or
rule having the force of law.


46

12 Collection or canvassing for the collection of money within the premises of the company
for purposes not sanctioned by the management.
13 Over-staying of sanctioned leave without proper authority or satisfactory explanation.
14 Engaging in trade, money-lending or any other business within the premises of the
company.
15 Smoking within the factory premises where it is prohibited.
16 Distribution or exhibition of any notice, hand bills, posters, pamphlets or any other type of
literature which are defamatory to the establishment within the premises of the company without
the sanction of the management.
17 Holding or attempting to hold meetings within the premises of the company without the
sanction of the management.
18 Gambling within the premises of the company
19 Sleeping while on duty
20 Intimidating, assaulting, threatening or abusing any person including workmen and
officers within the premises of the company.
21 Malingering
22 Insolvency
23 Failure to report to the management the occurrence of any contagious or notifiable disease
to himself/herself
24 Loitering or absence without leave from the place of appointed work without obtaining
permission from the superiors.
25 Refusal to be searched by the Security Personnel.
26 Interference with the safety devices installed at the company premises or contravention of
any safety rules.
27 Furnishing false information in respect of details about himself/herself, family members,
age, qualifications, previous service etc.
28 Entering or attempting to enter, leaving or attempting to leave the company premises
except through gages or routes specified for the purpose.
29 Manufacturing or attempting to manufacture unauthorised articles within the company
premises or divulging any secrets or confidential matters of the company to others interested in
them.


47

30 Conviction by a Court of Law for a criminal offence.
31 Habitual breach of any rules or instructions for the maintenance and running of any
department or maintenance of cleanliness of any portion of the premises of the company.
32 Engaging directly or indirectly in any private trade or business or accepting any
employment without the previous sanction of the Managing Director.
PROCEDURE FOR DEALING WITH MISCONDUCTS
1 No order of punishment shall be made unless the workman concerned is informed in
writing of the alleged misconduct and is given a reasonable opportunity to explain the
circumstances alleged against him.
2 If the explanation submitted by the concerned workman is found satisfactory by the
management, further proceedings against him shall be dropped. If the explanation is found
unsatisfactory, he may be charge-sheeted by the management as per the provisions of these
standing orders and an impartial domestic enquiry shall be instituted.
3 A workman may be suspended from service without wages and allowances pending domestic
enquiry into the charges levelled against him. An order of suspension pending enquiry shall be
in writing and shall take effect immediately on its delivery to the workman such orders shall set
out in detail the alleged misconduct and the workman shall be given a reasonable opportunity to
explain the circumstances leading to the charges alleged against him. If on enquiry the
misconduct is proved, the workman shall be deemed to have been absent from duty for the
period of suspension and shall not be entitled to any wages other than subsistence allowance as
per the provisions of the Kerala Payment of Subsistence Allowance Rules, 1974, for such period.
If not, the workman shall be deemed to have been on duty during the period of suspension and
shall be entitled to the same wages and allowances as he would have received if he had not been
suspended.
4 In awarding punishment under these standing orders, the management shall take into account
the gravity of the misconduct, the previous records if any of the workman and any other
extenuating or aggravating circumstances that may exist. A copy of the order passed by the
management shall be served on the workman concerned. If on the conclusion of the enquiry the
workman has been found guilty of the charges levelled against him an order of punishment shall
be issued after giving him a reasonable opportunity of making representation on the punishment
proposed.


48

RETIREMENT AND SUPERANNUATION
Every workman shall retire from service on attaining the age of 60. He will be relieved from
service on the last working day of the month in which he completes his sixtieth year of age. In
the event of the day of completion of the age of 60 years falls on the first day of a month, he
shall be relieved on the last working day of that month only.
RESIGNATION
Workmen who wish to leave the service of the company shall give 30 days notice to the
management provided that when such notice is given the management is entitled to accept it with
immediate effect or from any time before the expiry of the notice.
CERTIFICATE ON LEAVING SERVICE
A workman leaving the service of the company shall be entitled to receive a certificate of service
from the company.
KAMCO WELFARE CENTER MEASURES
THE OBJECT FOR WHICH THE CENTRE IS ESTABLISHED ARE:
To promote and diffuse knowledge on farm machanisation, agriculture development,
production technology and other related subject.
To promote education and development of work culture among the community.
To establish and inculate educational research programme into the public.
To promote family planning measures among the community in the area.
To establish a family support service programme to help families of the employees.
To extend medical relief by providing medical facilities supply of medicines to the
workers of KAMCO, their family members and the community to which they belong.
To render financial assistance to the residents of Nedumbassery Panchayath for the
following purposes as decided by the Managing committee:-


49


a. For promoting Family Welfare Programme sponsored by the Government or
Local Self-Government authorities.
b. For Cancer detection camps organised by the Government or Government
agencies.
c. For Eye treatment camps organised by the Government or Government agencies.
d. For arranging noon meals for poor school children in the said Panchayath Area.
e. For providing text book/uniforms to the economically backward children in the
said Panchayath Area.
f. However rehabilitation programme for mentally retaired which is sponsored by
Government/Government Agencies.
g. However these provisions shall be subject to such limitation and guidelines as
may be decided unanimously by the Committee and Management.
viii. To promote, facilitate and to aid any other objects of general public utility
beneficial to the employees, members of their family and the community to which they belong
without any motive for profit.
ix. Further to the objects mentioned in sub clause (i) to (viii) of clause 3 the
Welfare Centre shall carry out the objects for which it is established as per the decision taken by
the Managing Committee for which they have been authorised.
The activities of the Centre shall be charitable and its beneficiaries shall be members of the
general public without any distinction whatsoever. The Executive Committee of the Centre shall
not be entitled to any remuneration out of or from the Centres fund and properties. If any one of
the objects specified in clause 3 of these presents are held not to be objects of a public charitable
nature, the Executive Committee shall not carry out such object or objects as if the same are not
incorporated in these presents, but the public charitable purpose shall not be affected in any
manner



50

MEDICAL REIMBURSEMENT
1. Eligibility:
All employees of this Corporation to whom the Staff Bye-laws should apply (vide bye-law
2 of Part I) other than temporary and provisional employees (as defined in the Staff Bye-laws)
and employees who are not covered under E.S.I. Scheme are eligible for reimbursement of
medical expenses. Employees on deputation to the Corporation may opt to be governed by the
rules applicable to them in their parent organisation or to be governed by these rules but the
option once exercised shall be final during the entire period of deputation. Option in this case
may be given on plain sheet to the Secretary & Admn. Officer.
2. Definition of Family:
The term of family will mean family as defined in the staff bye-laws. However, if any member
of the family is employed in Govt./quasi Govt./other organisation, public or private, which
provides medical facilities to its employees, the medical expenses incurred for such member will
not be eligible for reimbursement. Any additions or deletions to the family should be reported in
Form B appended to these rules immediately.
3. Medical Attendance:
Medical attendance means the professional advice and care during sickness or injury whether at
an approved medical institution or at the residence of the employee or at the consulting room of
the authorized Medical Attendant. It includes such pathological, bacteriological, radiological or
other methods of examination for the purpose of diagnosis as are available in any of the
approved medical institution and are considered necessary by the authorized Medical Attendant
and also such consultation at any place with a specialist or other medical officer as the authorized
medical attendant certifies to be necessary to such extent and in such manner as the specialist or
medical officer may in consultation with the authorized medical attendant determine.
4. Authorised Medical Attendant: For the purpose of the rules, authorised medical
attendant includes:


51

(i) All medical officers in Govt. Service.
(ii) All medical officers attached to the approved medical institution.
(iii) All A class registered medical practitioners in Allopathic, Ayurvedic and
Homeopathic medicines.
5. Approved Medical Institution:
(1) All Government Hospitals, Government Ayurvedic and Homeopathic
Institutions, Public Health Laboratories and special institutions like T.B. Sanitorium, Leprosy
Asylum and other hospitals and medical institutions maintained by Government for providing
medical relief, diagnosis or relief.( list attachd) and such other medical institutions as may be
approved by Managing Director from time to time.
6. Autherised purposes of reimbursement:
Under these rules reimbursement will be made for the following purposes:
1. Fee for consultation/medical attendance
2. Cost of medicines etc.
3. 50% of the rent paid for pay ward in an approved medical institution.
4. Fee for pathological, bacteriological and other clinical tests paid to laboratories.
5. X-ray charges
6. Operation charges
7. Charges for extraction/filling/fitting of teeth etc.
8. Medicines cost of which are reimbursable:



52

Medicines do not include proprietary preparations for which equally effective alternative
preparations are available, primary foods, tonics, dentures, spectacles, toilet preparations or
disinfectants. Items which are not considered as medicines by the State Govt. will also not be
considered as medicines for the purpose of these rules.
9. Fee for consultation:
Consultation fee for authorised medical attendant shall not exceed Rs.15/- per consultation. For
continued medical treatment the fee paid to the medical attendant shall not exceed Rs.60/- for
one ailment.
10. Availing of medical attention/treatment:
Though medical attention/treatment will be permitted under allopathic, homeopathic and
Ayurvedic system no employee will be entitled to such attention/treatment under more than one
system for one ailment.
11. Consultation with specialists:
(1) If the authorised medical attendant is not in a position to diagonise or to treat any ailment,
the employee/his family may consult or take treatment from a specialist on proper certification
from the authorised medical attendant.
(ii) The medical expenses made for such consultation/treatment including cost of
medicines purchased for that purpose will be reimbursed to the employee subject to other rules.
12. Financial limit:
Total medical reimbursement in a financial year to an employee will be limited to Rs.500/-
provided that Managing Director may at his discretion sanction the claims towards
reimbursement of medical expenses over and above the normal limit mentioned above in
appropriate warranting cases. The unutilized portion of the amount in the financial year will not
be carried over to the next financial year.


53

13. Hospitalised treatment:
(i) In case of hospitalised treatment of the employees as well as his family in an approved
medical institution, reimbursement of medical expenses be allowed in excess of the normal limit
indicated above. The claim preferred in this behalf should be supported by evidence to prove
hospitalisation for the period of claim preferred in respect of the person on whose behalf the
claim is preferred. If deemed necessary, the competent authority for passing the claims may call
for further proof or certification or make a reference to the hospital concerned.
(ii) But separate limits for non-hospitalised treatment is not admissible. The financial limit
of Rs.500/- can be exceeded only for hospitalised treatment. In case a claim preferred initially
by an employee is for hospitalised treatment and he has availed of the amount within the limit,
his further claim for non-hospitalised treatment exceeding the financial limit of Rs.500/- will not
be admitted.
(iii) The limits and restrictions laid down regarding reimbursement of fee paid for consultation,
hospital rent paid, cost of primary foods, tonics, dentures, spectacles, toilet preparations or
disinfectants etc. applicable in the case of reimbursement of medical expenses for non-
hospitalised treatment would be equally applicable in the case of hospitalised treatment also.
14. Limit for preferring claims:
Claims for reimbursement of medical expenses under these rules should be presented before
the expiry of one month from the last date of treatment. The last date of treatment for the
purpose of preferring claim will be the last date of purchase of medicines, shown in the cash bills
produced in support of the claim bills. If treatment spreads over two financial years, the claim
shall be preferred separately for expenses in each financial year and the claim for the period
ending 31st March, shall be presented before 30th April following. No relaxation of this rule
will be allowed in any case, except when the employee is able to prove that it was physically
impossible for him to prefer the claim within the time limit above prescribed.
15. Preferring of claims and method of passing the claim:


54

(i) The claims for medical reimbursement under these rules shall be preferred in form No. A
appended to these rules. This should be supported by cash receipts/ cash bills for the purchase of
medicines and other charges. The medical attendant who prescribed the medicines must
countersign the cash bills/cash receipts and the essentiality certificate at the foot of the form
should also be signed by him. Only cash bills/cash receipts in printed form will be entertained
for medical reimbursement.
(ii) The claim should invariably contain the details of medicines administered on the patient for
scrutinising the admissibility as per the stipulations laid down in the medical reimbursement
rules.
(iii) The claim bills preferred as per the above rules should be presented to the Admn. Dept. by
the concerned employee. The Admn. Dept. will scrutinise the bills regarding the admissibility of
the claims preferred and will forward the same to the Internal Audit for audit. The internal Audit
Dept. will audit the claim preferred and return the same to the Admn. Dept. The audited claim
bills will be passed by the officer authorised by the delegation of powers ad the same will be
forwarded to the Accounts dept. for effecting payment.
16. Reference to claimant/medical attendant:
If any doubt arises to the admissibility of a claim on account of the kind of medical
attention/treatment availed or as regards reimbursement of the cost of any item of medicine, the
same shall be referred by the officer passing the claim to the claimant/medical attendant
regarding the bonafides of the claim, or he may ask the employee to give such further
information or details as he may require for such purposes


55


LEAVE RULES FOR WORKERS
I General Rules
1. Classification of Leave
(1) Subject to provisions of the certified standing Orders and long term settlements
between the Management and workmen in force from time to time the workmen of
KAMC Ltd. may be granted following kinds of leave.
(a) Casual Leave.
(b) Earned Leave (Leave with wages as provided under Chapter VIII of
the Factories Act 1948)
(c) Half Pay leave (for those who are not covered under ESI Scheme)
(d) E.S.I. C. Leave
(e) Special Leave
(f) Maternity Leave (as per Maternity Benefit Act 1961) and
(g) Leave for Foreign Assignment.
2. Prior sanction necessary
Except in the case of leave on medical grounds, workmen shall not avail himself of leave
of any nature or absent himself from duty without prior sanction. If any workmen absents
himself on medical grounds, the sanctioning authority may refuse to sanction the leave
unless a certificate from an authorised medical practivitioner is produced showing a
reasonable justification for the absence on medical grounds.
3. Grenthing of leave and Recalling from leave
The Managing Director, or any officer to whom this power has been delegated by him
may grant leave to a workman and may also cancel it subsequently before the workman
has proceeded on leave. A workman, who has already proceeded on leave may be recalled
by the authority competent to sanction the leave.
4. Leave Address
A workman shall, before proceeding on leave, intimate to the authority granting the leave
his address while on leave, and shall keep the said authority informed of any change in the
address previously furnished.


56

5. When to apply
i. Application for Earned leave, Maternity leave and Extra-ordinary leave shall be
submitted at least 15 days before the date from which leave is required (in the case of
Maternity leave, the probable date by which leave might be required), provided that
the sanctioning authority may sanction the leave not with standing the application
being submitted date.
ii. Application which do not satisfy the requirement of Clause (i) of this Standing
Orders may be refused without reason being given.

6. Commencement and termination of leave
i. The first day of a workmans leave is the working day on which he makes over charge
if he does so in the F.N. and , if he makes over charge in the A.N., the succeeding
working day.
ii. The last day of a workmans leave is the working day on which he returns to duty if
he does so in A.N. and, if he returns to duty in the F.N. the proceeding, working day.
7. Earlier return from leave
Unless he is permitted to do so by the authority competent to grant his leave a workman
on leave other than casual leave shall not return to duty before the expiry of the period of
leave granted to him.
8. Station of return from leave
A workman on leave shall unless instructed to the contrary, return for duty to the place at
which he was last stationed.
9. Certificate of fitness
The Officer who sanctioned the leave may require a workman who has availed himself of
leave for reasons of health, to produce a medical certificate of fitness before he resume
duty even if such leave was not actually granted on a medical certificate.
10. No leave during suspension
Leave may not be granted to a workman under suspension or against whom proceedings
are pending under Rule 19.3 of the Standing Orders of the Company.
11. When payable
The leave wages due to a worker for the period of Earned leave or Maternity leave
properly sanctioned to him/her may be disbursed on the day on which he/she proceeds on


57

leave or on any subsequent day as provided under the Factories Act 1948 or Maternity
Benefit Act 1961.

II General conditions/Extend of different kinds of leave
1. Leave Claim
Leave cannot be claimed as a matter of right. When the exigencies of a workmans
service require, discretion to refuse or revoke leave of any description is reserved
to the authority empowered to grant it. The nature of leave due and applied for by
a workman cannot be altered at the option of the sanctioning authority and while it
is opened to the sanctioning authority to refuse or revoke the leave due any
applied for, it is not open to him to alter the nature of such leave.
2. Casual leave
A workman (other than temporary/casual contract) who has completed 6 months of
continuous service or has actually worked for 120 days whichever is earlier may be
granted 12 days casual leave with full wages per Calendar year. Casual leave may be
taken for half a day or multiples of half a day, but shall not be taken for more than 5
days at a time. Holidays occurring during and at either end of a period of casual leave
shall not be treated as days spent on casual leave. Casual leave cannot be no form of
leave can be combined with casual leave, either continuously or connected by a holiday
or holidays. Casual leave will be treated as duty and a worker may drawn pay and
allowances during days spent on casual leave in the same manner as duty.
Workmen in provisional service and temporary/contract workmen during the 1
st
year of
service shall avail of casual leave only after it is earned at the rate of 1 day for each
completed month of service, a month being reckoned from the date of joining service to
the corresponding date in the subsequent calendar month.
3. Earned Leave
Subject to the provisions contained in the certified Standing Orders and Memorandum of
settlement between the management and Trade Unions from time to time all workmen
(except temporary/casual/contract) covered under the Standing Orders will be credited
Earned Leave with full wages at the following rate every Calendar year.
For every 10 days work upto 240 days : 1 day
For every 8 days work over 240 days : 1 day



58

In the case of Temporary/Casual/Contract workman earned leave with wages will be
credited at the rate of 1 day for every 20days of work performed.
The maximum number of earned leave that can be earned by a worker during
A calendar is 30 days.
Earned leave can be taken only for complete days. Holidays occurring during or at the
end of each period of leave will be left out for the purpose of reckoning the days
of earned leave. Whenever leave is applied for on medical ground, the sanctioning
authority may insist on the production of a certificate from a registered medical
practitioner or E.S.I. Doctor detailing the circumstances for the leave.
Earned leave can be carried over from one calendar year to the next subject to maximum
leave prescribed under rule.
Earned leave cannot be combined with Casual leave, but may be combined with other
forms of leave.
Earned leave may be accumulated upto 300 days and a permanent workmen will be
allowed to surrender earned leave to his credit only once in a financial year the
maximum of which shall not exceed 20 days in a year and on such surrender he will be
paid cash emolument for leave so surrendered equal to the leave wages admissible date
of surrender.
Earned leave cannot be retrospectively or prospectively surrendered.

4. Half-Pay leave
a. Half Pay Leave means leave earned in respect of completed year of service.
b. Completed year of service means a period of 12 months from 1
st
of January to
31
st
December every calendar year.
c. Half pay leave can be taken for a day or multiples of half a day.
d. Half Pay leave as provided under the rule may be availed of on private affairs or on
medical certificate.
e. (1) During the full period of service, a permanent workman other than the workmen
covered under E.S.I. Scheme may be granted Half Pay Leave in lieu of sick
Leave for a period calculated at the rate of twenty days for each completed
calendar year of service.
(2) A workman on behalf half pay leave is entitled to leave wages equal t o half of
the basic pay and full allowances entitled to him on the day before the day on
which the leave commences, provided that where a workman has served the


59

Corporation for at least a period of five years, he may if he so requests, be
permitted to avail himself of Half Pay at full pay for a period not exceeding
half of the number of days of Half Pay leave already earned by him, such
leave being entered as twice the period of leave taken in his Half Pay leave
account. When commuted leave is granted, twice the amount of such leave
shall be debited against Half Pay leave due.

5. E.S.I. Leave
A workman will be granted E.S.I. leave for the period and in accordance with the
Employees State Insurance Scheme. The employee will not be entitled to any wages
from the company during the period of Such E.S.I. Leave.
6. (i) Special Leave
No workman is entitled to any leave other than those enumerated above. However,
the management at its option and discretion may grant any number of days of
special leave to any workman on special grounds such as enabling a workman, to
attend to sports or games attend Seminars and other similar events in which the
Company is interested etc. Special leave for accident occurred inside the
Company premises will be considered only when employee does not have any
other leave to his/her credit based on the merit of the case.
(ii) Blood Donation
Special leave may be granted to a workman of the Corpn. Who actually donate
blood for a maximum number of 2 days in a calendar year subject to production
of the certificate from authority concerned.

(iii) Workman of the Company who attend to various programms relating to Peoples
Campaign of the Govt. shall be eligible for a maximum of 10 days duty leave
during a calendar year long as the Peoples Campaign linked with Five year plan
exists in Govt. provided necessary certificate is produced from competent
authority. It is further provided that the workman who desires to attend the
Peoples Campaign Programs should obtain prior permission from the Company.
7. Maternity Leave
A woman worker who is not covered under E.S.I. Scheme will be granted Maternity
leave for a maximum period of 84 days subject to rules provided under the Maternity
Benefit Act 1961.


60

Maternity leave cannot be combined with casual leave but may combined with other
forms of leave. An application for availing of Maternity leave shall be submitted in the
prescribed form at least 15 days before the date on which the worked proposes to proceed
on leave.

8. Leave for Foreign Assignment
Workers covered by the Standing Orders will be granted leave without pay not exceeding
3 years for foreign assignment. However extension of leave shall be granted beyond
three years and up to 20 years with the prior approval of the Govt. This will be granted to
the workmen concerned subject to availability of substitutes and capability of the Corn.
To spare the service of these employees and to subject to rules issued from time to time.
1. Classification of employees
Grade I Posts in the scales of pay of Rs.800-1350 and above.
Grade II Posts in the scale of pay of Rs.675-1315
Grade III All other employees other than those covered by the Standing
Orders.
2. Appointment
i) All appointments to posts in Grade I & II shall be made by the Managing
Director on the basis of the selection made by the Board.
ii) Appointment to posts in Grade III shall be made by the Managing Director
on the basis of the selection made by himself or by officers nominated by him.
3. Re-appointment
i) No person who has been dismissed or discharged from the service of the
Corporation due to misconduct, inefficiency or in-subordination may be re-
employed without the specific approval of the Board.
ii) Except as otherwise provided by the Board at the time of his re-
employment, these Bye-laws shall apply to a person who is re-employed in the
Corporations service as if he had entered the service for the first time on the date
of his re-employment.
4. Kinds of Service
The kinds of service may be:
(a) Provisional (b) Temporary (c) Probationary (d) Officiating and
(e) Permanent


61

5. Provisional Service
i) Provisional service shall expire on the date mentioned in the appointment
order or on the happening of the event, which is mentioned in the appointment
order as the occasion for the termination of service, such as the P.S.C. recruit
reporting for duty etc. Provisional service may also be terminated by the
Managing Director before the expiry of the above period at any time without
notice and without giving any reason, whether or not such a clause is incorporated
in the appointment order.
ii) Provisional appointment will not be on probation. No employee can be
confirmed while on provisional service. The provisional employee cannot also be
permitted to officiate in any other post; but if such an event is desired, the
provisional appointment in the earlier post should be terminated and fresh
provisional appointment made in the higher post.
iii) Provisional service in any post will not confer on the employee any claim
for future appointment either of a provisional character or otherwise nor will this
service be counted in the total service of the employee, in case the employee
happens to be subsequently appointed in a temporary or permanent post.
6. Temporary Service
i) Temporary service shall expire on the post ceasing to exist.
ii) Appointment to a temporary post will not be on probation. No employee
can be confirmed in a temporary post. An employee who is confirmed in one
grade may be promoted to officiate in a temporary post, in which case, he shall
revert to his confirmed grade on the post ceasing to exist unless he is reverted
earlier as per Bye-laws 13 in this part.
iii) Temporary service will not confer on the employee any right for continued
service or for appointment in the same or any other post under the Corporation.
7. Probation
An employee recruited to the Corporations service on a permanent basis shall, unless
specifically authorised by the Board, be on probation for a period, which shall not be less
than one year initially, subject to extension for such further periods as may be found
necessary; provided that, in the case of persons who serve the Corporation on deputation
initially are later on opt for and get absorbed in the regular service of the Corporation
without a break of service, the period spent on deputation may be treated as period of
probation. Provided further that in the case of employees of the Corporation selected
by direct recruitment to higher post, such employees may be allowed the benefits of
casual leave, earned leave and sick leave earned during their past service as per these
bye-laws during their service to the higher post.


62

8. Seniority
The seniority of any employee in a grade shall be reckoned in the following manner:
a) Subject to clause (b) below in accordance with the date of commencement of
his service in the grade i.e. one who commences his service earlier will have
seniority over another who commences service later.
b) If more than one employee are appointed through recruitment or by
promotion according to the ranking given to them at the selection or promotion.
9. Promotion
i) No employee has any right for promotion to any post solely on the ground
of his seniority in service or in any grade or on the ground of his having held
additional charge of that post or having acted in that post or on any other
ground. Promotions will be governed by special rules issued by the Board.
ii) An employee who is promoted shall be holding the post to which he is
promoted in an officiating capacity for a period, which shall not be less than six
months, subject to extension from time to time; provided that, in the case of a
person who serves the Corporation on deputation, on getting promoted to a higher
post during the period of deputation, whether on not he is allowed the benefit of
the scale of pay of the higher post, and who, later opts for and gets absorbed in the
regular service of the Corporation, without a break of service, the period spent on
deputation in the higher post may be treated as officiating service in the higher
post.
10. Confirmation
At the end of the probationary period or the period of officiating in a permanent post
(which shall be counted after deleting periods spent on leave) an employee shall be
confirmed if his performance was satisfactory. Otherwise, he shall be discharged if the
service was probationary or reverted to the lower confirmed post if the service was
officiating. The Managing Director, or any Officer to whom this power has been
delegated by him may order confirmation of an employee. However, no employee who
has been promoted during probation shall be confirmed in a higher post before
confirmation is due as per these Bye-laws in the lower pot and is given.
An employee of the Corporation directly recruited to a higher post and appointed on
probation to such post may be discharged if his performance was not satisfactory and he
may be allowed to be reverted to the lower confirmed post, if any, he had prior to his
direct recruitment to such higher post.
11. Additional Charge
The Managing Director, or any Officer to whom this power has been delegated by him,
may order an employee to hold additional charge of any other post, and on such an order


63

he shall attend to the duties of that post in addition to the duties of his own post and shall
also be responsible for the due discharge of those duties.
12. Acting in a higher post
The Managing Director may order an employee in a post in a lower scale of pay to act in
a post with a higher scale of pay and, if he does so, the employee shall continue to be in
the lower scale of pay, not withstanding that he attends to the duties of the higher
post. This arrangement may be terminated at any time by the Managing Director. An
employee will not be entitled to any right for promotion to a post by reason of his having
acted in that post previously.
13. Reversion other than asa disciplinary measure
An employee, who has been posted to officiate in a higher post, shall be liable to be
reverted at any time without notice and , on such reversion, he has no right of whatever
nature on any future occasion on the ground of his having officiated in the higher post.
14. Resignation
i) An employee shall not leave or discontinue his service in the Corporation without
giving prior notice in writing to the Managing Director of his intention to leave or
discontinue his service, provided that the Managing Director, or any officer to
whom this power has been delegated by him, may waive such notice. The period
of such notice, shall not be less than
a) Provisional and temporary Service - 24 hours
b) During Probationary period - 15 days
c) After confirmation in any post - 3 months in the case of Officers in
Grade I and one month in the case of
the other employees
ii) The Managing Director, or any Officer to whom this power has been delegated by
him, may permit an employee to leave or discontinue his service by paying a sum equal
to his pay for the period of notice required of him in lieu of notice.
15. Termination of service other than by may disciplinary measure
i) The Managing Director, or any officer to whom this power has been
delegated by him, may terminate the service of an employee in provisional or
temporary service by giving 24 hours notice or one day pay in lieu of notice.
ii) An employee, who is on probation, may be discharged from the
Corporations service by the Managing Director, or any officer to whom this
power has been delegated by him, at any time during the period of probation or on
the completion of the period of probation by giving him 15 days notice or paying


64

him 15 days pay in lieu of notice; provided that in the case of officers in Grade I
no such notice of discharge shall be issued without the prior approval of the
Board.
iii) An employee who has been confirmed in a permanent post may be
discharged from the Corporations service on abolition of the post: provided that
any discharge order under this clause shall be issued only in accordance with the
principles of seniority.
16. Superannuation
i) Every employee shall retire at 60 years of age on the last day of the month
in which the employee completes his/her retirement age provided that the Board
may, at its discretion, sanction from time to time extension of his
employment. An employee may at his discretion retire from service at any time
after 15 years of service with the consent of the Managing Director in the case of
Officers belonging to Grade III and the Board in the case of Officers of higher
grades.
ii) Not withstanding anything contained in bye-law 16(I) or any other
provisions of these bye-laws or any other law, or order or in any contract,
agreement or other document the Board of Directors of the Corporation may, in
the interest of the Corporation, order that an employee may be compulsorily
retired at any time after he has attained the age of 48 years. In calculating gratuity
or other retirement benefit sanctioned by the Board, all employees so retired
compulsorily, the qualifying service shall be reckoned, if he/she had retired at the
normal age of super annuation specified in bye-law 16(I) or in any other contract,
agreement or documents, as the case may be.
17. Record of Service
i) A record of service in such form as may be prescribed by the Managing
Director from time to time shall be maintained in respect of each employee of the
Corporation.
ii) Separate files may be maintained in respect of each employee, in which all
important papers pertaining to his service shall be filed, and this file shall be
retained till three years after the termination of srvice of the employee.
DEARNESS ALLOWANCE AND DEARNESS PAY
Scale
Dearness Allowance shall be paid to all the employees of the Corporation who are placed
on time scales of pay in the same scale as is applicable to the employees of the State
Government. If any portion of the Dearness Allowance is mentioned in the State
Government rules to be treated as Dearness pay, the same portion will be treated in these


65

Bye-laws also as Dearness pay. If at any time, due to pay revision or otherwise, the
scales of dearness allowance undergone any change in the State Government, the revised
scales of Dearness Allowance shall apply to the employees of the Corporation service
also within effect from the date on which the change has been made in the State
Government; provided that if at the time of making such a change any portion of
the Dearness Allowance previously being drawn by the employees of the State
Government is allowed to be merged with pay, the same portion of the Dearness
Allowance of the Corporation employees will also be allowed to be merged with their
pay and the scale of pay shall automatically stand revised to that extent.
2. When payable
Dearness Allowance shall be drawn in the same bill and disbursed at the same time as the
basic pay.
3. Non-eligibility to posts carrying consolidated pay
No Dearness Allowance shall be paid to an employee of the corporation, who is
appointed against a post carrying a consolidated pay, unless the Board specifies a rate of
Dearness Allowance for such post.

HOUSE RENT ALLOWANCE

1. Scale
House Rent Allowance will be paid to the employees of the Corporation in the same scale
and under the same conditions as is applicable to the employees of the State
Government. Any revision in this that may be made by the State Government would
automatically be applied to the employees of the Corporation.
2. When Payable
House Rent Allowance shall be drawn in the same bill and disbursed at the same time as
the basic pay.
3. Non-eligibility to posts carrying consolidated pay
No House Rent Allowance shall be paid to an employee of the Corporation, who is
appointed against a post carrying a consolidated pay, unless the Board specifies a rate of
House Rent Allowance for such post.







66















CHAPTER V

DATA ANALYSIS AND
INTERPRETATION






67

INTRODUCTION
The word analysis literally means to break in two parts. The employees analysis is the process
of breaking down a complex set of feelings or attitude in to simple words in order to have a better
understanding. The term interpretation literally means to explain. Interpretation means
explaining the meaning and significance of data. Analysis and Interpretation are two different
processes. Analysis is the process of breaking down a complex set of feelings into simple terms
to have a better understanding. Analysis and interpretation are interrelated .It is because
interpretation is not possible without analysis and without interpretation analysis has no value or
meaning.
PERCENTAGE ANALYSIS
Percentage refers to a special kind of ratio. Percentage analysis test is done to find out the
percentage of the response of the respondents. In these tool various percentage are presented by
the way of Bar-diagram, Pie charts in order to have better understanding of the analysis.
FORMULA:
Number of respondents
Percentage = ------------------------------------------------100
Total number of respondents
















68

Table5.1





CHART 5.1

INTREPRETATION
From the above table, it is inferred that, 26% of respondents belongs to 26-35 years, 41% of the
respondents belongs to 36-50 years, 9% of respondents belongs to 21-25 years, and 25%of the
respondents belongs to above 50 years, 0% of respondents belongs to less than 20 years






0
5
10
15
20
25
30
35
40
45
<20 Years 21-25 years 26-35 years 36-50 years >50 years
AGE OF EMPLOYEES
PERCENTAGE
AGE NO OF RESPONDENTS PERCENTAGE
<20 Years - -
21-25 years 9 8
26-35 years 29 26
36-50 years 45 41
>50 years 27 25
TOTAL 110 100


69

TABLE 5.2
GENDER OF THE RESPONDENTS
GENDER NO OF
RESPONDENTS
PERCENTAGE
(%)
MALE 74 67
FEMALE 36 33
TOTAL 110 100


CHART 5.2



INTREPRETATION
From the above table it is inferred that out of 110 respondents, 67% were Male and 33% were
Female.


0
10
20
30
40
50
60
70
MALE FEMALE
PERCENTAGE (%)
PERCENTAGE (%)


70

TABLE 5.3
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
EDUCATION NO OF
RESPONDENTS
PERCENTAGE
Degree/Diploma 65 60
Post graduate 39 35
Others 6 5
Total 110 100

Chart5.3
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

INTREPRETATION
From the table, it was inferred that 60% of respondents fall in the category of Degree/Diploma,
35% of respondents fall in the category of Post graduate, 5% of respondents fall in the category
of others.



0
10
20
30
40
50
60
70
Degree/Diploma Post graduate Others
EDUCATIONAL QUALIFICATION
PERCENTAGE(%)


71

TABLE5.4
YEARS OF SERVICE OF THE RESPONDENTS
YEARS OF
SERVICE
NO OF
RESPONDENTS
PERCENTAGE (%)
1-5 YEARS 24 22
6-10 YEARS 10 9
11-20 YEARS 33 30
ABOVE 20 YEARS 43 39
TOTAL 110 100


CHART5.4
YEARS OF SERVICE OF THE RESPONDENTS

INTREPRETATION
From the above table it is inferred that 9% of respondents have 6-10 yrs experience, 30%of
respondents have 11-20 yrs experience, 22% of respondents have 1-5 yrsexperience, and 39% of
respondents have above 20 yrs experience.



0
5
10
15
20
25
30
35
40
45
1-5 YEARS 6-10 YEARS 11-20 YEARS ABOVE 20 YEARS
PERCENTAGE


72

TABLE 5.5
MONTHLY INCOME OF THE RESPONDENTS
MONTHLY INCOME NO OF RESPONDENTS PERCENTAGE
10000-20000 17 15.45
20001-30000 42 38.18
30001-40000 37 33.64
40001-50000 0 0
>50000 14 12.73
TOTAL 110 100

CHART5.5
MONTHLY INCOME OF THE RESPONDENTS

INTREPRETATION
From the above table it was inferred that 38.18% of respondents are having income 20001-
30000/month, 33.64% of respondents are having income 30001-40000/month,15.45% of
respondents are having income 10000-20000/month, 12.73% of respondents are having income
>50000/month and 0% of respondents having income above40001- 50000/month.


0
5
10
15
20
25
30
35
40
45
10000-20000 20001-30000 30001-40000 40001-50000 >50000
MONTHLY INCOME OF THE RESPONDENTS
PERCENTAGE


73

Table5.6
AWARENESS ABOUT WELFARE MEASURES
Awareness about
Welfare measures
No of Respondents Percentage (%)
YES 80 72.73
NO 30 27.27
TOTAL 110 100

CHART5.6
Awareness about welfare measures


INTREPRETATION
From the above table it is inferred that 72.73% were aware of various welfare measures provided
by the company and 27.27% were not aware of various welfare measures provided by the
company.



0
10
20
30
40
50
60
70
80
YES NO
Awareness about welfare measures
Percentage (%)


74

TABLE5.7
RATING OF FACILITY BENIFITS
FACILITIES
1 Perce
ntage
(%)
2 Perce
ntage
(%)
3 Perce
ntage
(%)
4 Perce
ntage
(%)
5 Perce
ntage
(%)
Medical 50 49.5 25 22.72 20 18.18 6 5.45 9 8.18
Education 6 5.45 9 8.18 6 5.45 50 49.5 39 35.45
Housing 9 8.18 6 5.45 9 8.18 40 36.36 46 41.81
Travelling 20 18.18 50 49.5 25 22.72 9 8.18 6 5.45
Recreation 25 22.72 20 18.18 50 49.5 5 4.54 10 9.09
Total 110 100 110 100 110 100 110 100 110 100

CHART5.7
RATING OF FACILITY BENEFITS

INTREPREATATION
From this table it is inferred that 49.5% of the respondents rated medical facility as the first most
benefitted facility, 49.5% of the respondents rated travelling facility as the second most
benefitted facility, 49.5% of the respondents rated recreation facility as the third most benefitted
facility, 49.5% of the respondents rated education facility as the fourth most benefitted facility
and 41.81%% of the respondents rated housing facility as the fifth most benefitted facility.
MEDICAL
MEDICAL
MEDICAL
MEDICAL
MEDICAL
5.45
8.18
5.45
35.45
HOUSING
HOUSING
HOUSING
HOUSING
18.18
49.5
22.72
8.18
5.45
0
10
20
30
40
50
60
1 2 3 4 5
Rating of facility benifits


75

TABLE5.8

Chart 5.8






A
6.36
A
14.55
A
50.9
A
22.73
A
5.45
B
54.55
B
29.09
B
9.09
B
7.27
C
11.81
C
45.45
C
27.27
C
9.09
C
2.72
0
10
20
30
40
50
60
HIGHLY
SATISFIED
SATISFIED NEUTRAL DISSATISFIED HIGHLY
DISSATISFIED
ROUTINE CHEKUP(A)
FIRSTAID(B)
MEDICINE SUPPLIED
MEDIAL
FACILITIES
HIGHLY
SATISFIED

SATISFIED

NEUTRAL

DIS
SATISFIED
HIGHLY
DISSATISFIED
Routine
checkup
7 16 56 25 6
Percentage (%) 6.36 14.55 50.9 22.73 5.45
First aid 60 32 10 8 -
Percentage (%) 54.55 29.09 9.09 7.27 -
Medicine
supplied
13 50 30 10 3
Percentage (%) 11.81 45.45 27.27 9.09 2.72
Ambulance - - - -
Percentage (%) - - - -


76

INTREPRETATION

From the above table it is inferred that for routine check up 6.36 % of the respondents are highly
satisfied, 14.55 % of the respondents are satisfied,50.9 % of the respondents are neutral,22.73 %
of the respondents are Dissatisfied and 5.45 % of the respondents are highly dissatisfied, For
First aid 54.55 % of the respondents are highly satisfied, 29.09 % of the respondents are
satisfied, 9.09% of the respondents are neutral, 7.27% of the respondents are Dissatisfied and 0%
of the respondents are highly dissatisfied, for medicine supplied 11.81% of the respondents are
highly satisfied, 45.45 % of the respondents are satisfied, 27.27 % of the respondents are neutral,
9.09 % of the respondents are Dissatisfied and 2.72 % of the respondents are highly dissatisfied.




















77

TABLE5.9
OVERALL SATISFACTION TOWARCS MEDICAL FACILITIES PROVIDED
OVERALL
SATISFACTION
NO OF RESPONDENTS PERCENTAGE (%)
YES 90 81.82
NO 20 18.18
TOTAL 110 100

CHART 5.9
OVERALL SATISFACTION TOWARDS MEDICAL FACILITIES PROVIDED


INTREPRETATION
From the table it can be inferred that 81.82% of employees are satisfied with the medical
facilities provided by the company and the remaining 18.18% were not satisfied.



0
10
20
30
40
50
60
70
80
90
YES NO
PERCENTAGE(%)


78

TABLE5.10
SATISFACTION LEVEL TOWARDS CANTEEN FACILITIES
Canteen HIGHLY
SATISFIED

SATISFIED

NEUTRA
L

DIS
SATISFIED
HIGHLY
DISSATISFIED
TOTAL
Quality of
food
60 35 5 5 - 110
Percentage
(%)
54.54 31.81 4.54 4.54 - 100
Quantity of
food (%)
45 45 10 10 - 110
Percentage
(%)
40.90 40.90 9.09 9.09 - 100
Price 70 30 10 - - 110
Percentage
(%)
63.63 27.27 9.09 - - 100

CHART5.10
SATISFACTION LEVEL TOWARDS CANTEEN FACILITIES



A
54.54
A
31.81
A
4.54
A
4.54
B
40.9
B
40.9
63.63
27.27
C
9.09
0
10
20
30
40
50
60
70
HIGHLY
SATISFIED
SATISFIED NEUTRAL DISSATISFIED HIGHLY
DISSATISFIED
QUALITY OF FOOD(A)
QUANTITY OF FOOD(B)
PRICE( C)


79



INTREPRETATION
From the above table it is inferred that for quality of food 54.54 % of the respondents are highly
satisfied, 31.81% of the respondents are satisfied, 4.84 % of the respondents are neutral, 4.4.84
% of the respondents are Dissatisfied and 0 % of the respondents are highly dissatisfied, for
quantity of food 40.09 % of the respondents are highly satisfied, 40.09% of the respondents are
satisfied, 9.09% of the respondents are neutral, 9.09 % of the respondents are Dissatisfied and0
% of the respondents are highly dissatisfied, for price of the food 63.63 % of the respondents are
highly satisfied, 27.27 % of the respondents are satisfied, 9.09 % of the respondents are neutral,
0% of the respondents are Dissatisfied and 0 % of the respondents are highly dissatisfied.



















80



Table5.11
OVERALL SATISFACTION LEVEL TOWARDS CANTEEN FACILITIES
OVERALL
SATISFACTION
NO OF RESPONDENTS PERCENTAGE (%)
YES 100 90.90
NO 10 9.09
TOTAL 110 100

CHART5.11
OVERALL SATISFACTION LEVEL TOWARDS CANTEEN FACILITIES


INTREPRETATION
From the above table it is inferred that 90.09% of respondents are satisfied with the overall
canteen facility provided and 9.09% of the respondents are not satisfied with the overall canteen
facility.

90.9
9.09
YES
NO


81



Table5.12
RECREATION FACILITY THAT VALUES MOST
Recreation Facilities No of Respondents Percentage (%)
Holiday Homes 20 18.18
Clubs 80 72.72
SPORTS EVENTS 10 9.09
TOTAL 110 100

CHART5.12

INTREPRETATION
From the above table it is inferred that 18.18 % of the respondents values Holiday Homes as
beneficial, 72.72% of the respondents values clubs as beneficial recreation and 9.09 % of the
respondents values sports events as a beneficial recreation.



18.18
72.72
9.09
Percentage (%)
Holiday Homes
Clubs
SPORTS EVENTS


82



TABLE5.13
RATING FOR INTRAMURAL FACILITIES
FACILITIES 1 2 3 4 5 6 7 8 9 10 TOTAL
DRINKINGWATER 66 16 14 5 4 1 2 2 0 0 110

PERCENTAGE%

60

14.55 12.73 4.55

3.64

0.91

1.82

1.82

0.00

0.00

100
SEATING
ARRANGEMENTS

51 35

11

2

2

3

1

2

1

2

110



PERCENTAGE%


46.36



31.82



10.00



1.82



1.82



2.73



0.91



1.82



0.91



1.82


100
FIRSTAID
APPLIANES

12 16

20

26

14

4

5

3

6

4

110

PERCENTAGE%

10.91 14.55 18.18 23.64 12.73 3.64

4.55

2.73

5.45

3.64

100

LATRINES&URINALS 5

12

20

25

15

15

5

9

0

4

110

PERCENTAGE%

4.55

10.91 18.18 22.73 13.64 13.64 4.55

8.18

0.00

3.64

100

SPITTOONS

5

6

14

15

12

11

15

8

8

16

110

PERCENTAGE%

4.55

5.45

12.73 13.64 10.91 10.00 13.64 7.27

7.27

14.55

100

LIGHTING

45

18

13

10

13

2

5

1

1

2

110

PERCENTAGE%

40.91 16.36 11.82 9.09

11.82 1.82

4.55

0.91

0.91

1.82

100

WASHINGPLACE

5

7

7

12

18

19

20

10

7

5

110

PERCENTAGE%

4.55

6.36

6.36

10.91 16.36 17.27 18.18 9.09

6.36

4.55

100

HANGINGROOMS

2

10

3

5

9

10

17

27

14

13

110

PERCENTAGE%

1.82

9.09

2.73

4.55

8.18

9.09

15.45 24.55 12.73 11.82

100

RESTROOMS

3

7

5

6

8

10

9

20

23

19

110

PERCENTAGE%

2.73

6.36

4.55

5.45

7.27

9.09

8.18

18.18 20.91 17.27

100


83

CHART5.13
RATING FOR INTRAMURAL FACILITIES


INTERPRETATION
From the table we can infer that 60% of respondents rated drinking water as first and 14%,
12%,4% of respondents gives its rating as second, third, and fourth respectively. In the case of
seating arrangements 46.36% of respondents give first rating and 31% gives second. 23.64% of
respondents rated first appliances third whereas 10.91% rated it as first. In the case of latrines
and urinals highest percent of respondents is for fourth rank and that is 22.73%. For spittoons
13.64% of respondents rank it as fourth. 40.91% of respondents rank lighting first. 16.36% of
respondents ranks washing place as fourth. For hanging rooms highest percent of employees
ranks it as eighth and that is 24.53%. For restrooms highest percent is for ninth rank and in the
case of canteen majority of respondents gives first rank.



0
10
20
30
40
50
60
70
1
2
3
4
5
6
7
8
9
10

CANTEEN

20

15

9

9

7

15

6

4

9

16

110

PERCENTAGE%

18.18 13.64 8.18

8.18

6.36

13.64 5.45

3.64

8.18

14.55

100


84



TABLE5.14
BENEFITS OF EMPLOYEEWELFARE
BENEFITS 1 2 3 4 5 TOTAL
CREATES
EFFICIENY

58

30

5

7

10

110
PERCENTAGE (%) 52.72 27.27 4.54 6.36 9.09 100
IMPROVE
PHYSICAL&
MENTAL
HEALTH
HEALTH


29



44



19



12



6



110
PERCENTAGE (%) 26.36 40 17.27 10.90 5.45 100
INCREASE
STANDRDOF
LIVING


34



38



24



10



4



110
PERCENTAGE (%) 30.90 34.54 21.81 9.09 3.64 100
LOYALTY
TOWARDSTHE
WORK



27



33



14



21



15



110

PERCENTAGE
(%)

24.55

30

12.72

19.09

13.63

100

PROMOTE
HEALTHY
INDUSTRIAL
RELATIONS


28



22



27



23



10



110

PERCENTAGE
(%)

25.45

20

24.55

20.90

9.09

100








85



CHART5.14
BENEFITS OF EMPLOYEE WELFARE

INTREPRETATION
From this table it is inferred that for 52.73% of respondents welfare creates efficiency towards
work, for40% of the respondents welfare improves Physical and mental health, for 24.55%of
therespondentswelfarepromoteshealthyIndustrialrelationship, for19.09% of the respondents
welfare creates Loyalty towards the work and for 4%ofrespondents welfare increases standard of
living.






52.72
27.27
4.54
6.36
9.09
26.36
40
17.27
10.9
5.45
30.9
34.54
21.81
9.09
3.64
24.55
30
12.72
19.09
13.63
25.45
0
10
20
30
40
50
60
1 2 3 4 5
CREATES EFFICIENCY TOWARD
WORK
IMPROVE PHYSICAL AND
MENTAL HEALTH
INCREASE STANDARD OF LIVING
INCREASE LOYALITY TOWARD
THE WORK
PROMOTE HEALTHY
INDUSTRIAL RELATIONS


86



Table5.15
WELFARE PROVIDES MOTIVATION:
Motivational Factors No of Respondents Percentage (%)
YES 72 65.45
NO 38 34.55
TOTAL 110 100


CHART5.15
WELFARE PROVIDES MOTIVATION

INTREPRETATION
From the above table it is inferred that for 65.45% of respondents welfare act as a motivational
factor and for 34.55% of respondents welfare is not acting as a motivational factor.


65.45
34.55
MOTIVATIONAL FACTORS
YES
NO


87



TABLE5.16
FREQUENCY OF GETTING FEEDBACK
Frequency of Getting
feedback
No of Respondents Percentage (%)
OFTEN 20 18.18
OCCASSIONALY 74 67.27
NEVER 16 14.55
TOTAL 110 100

CHART5.16

INTREPRETATION
From the above table it is inferred that 67.27% of respondents are occasionally asked for the
feedback about the welfare measures, 18.18% of respondents are often asked for the feedback
and14.55 % of the respondents are never asked for the feedback.


18.18
67.27
14.55
Frequency of Getting feedback
OFTEN
OCCASSIONALY
NEVER


88



TABLE5.17
MODE OF DETERMINING WELFARE REQUIREMENTS
MODE OF
DETERMINATION
No of Respondents Percentage (%)
OBSERVATION 20 18.20
SUGGESTIONS 60 54.54
PERFORMANCE 15 13.63
INTERVIEW 15 13.63
TOTAL 110 100

CHART5.17
MODE OF DETERMINING WELFARE REQUIREMENTS


INTREPRETATION
From the above table it is inferred that 18.20% the welfare requirement is determined by
observation, 54.54% the welfare requirement is determined by suggestion, 13.63% the welfare is
determined by interview and 13.63% the welfare requirement is determined by performance.
18.2
54.54
13.63
13.63
MODE OF DETERMINATION
OBSERVATION
SUGGESTIONS
PERFORMANCE
INTERVIEW


89



TABLE5.18
SATISFACTION OF OVERALL WELFARE MEASURES:
SATISFIED WITH
OVERALL WELFARE
MEASURES
No of Respondents Percentage (%)
YES 72 65.45
NO 38 34.55
TOTAL 110 100

CHART5.18

SATISFACTION OF OVERALL WELFARE MEASURES:


INTREPRETATION

65.45
34.55
OVERALL SATISFACTION OF WELFARE
MEASURES
YES
NO


90

From the above table it is inferred that 65.45% of the respondents are satisfied with overall
welfare measures provided and 34.55% of the respondents are not satisfied with overall welfare
measures provided.

STATISTICAL ANALYSIS
WEIGHTED AVERAGE
Mean in which each item being averaged is multiplied by a number (weight) based on the item's
relative importance. The result is summed and the total is divided by the sum of the weights.
Weighted averages are used extensively in descriptive statistical analysis such as index numbers.
They are also called weighted mean.
Formula:
WEIGHTED AVERAGE = WXi / Wi
WXi = The sum of weights (let x1, x2, x3 xn)
Xi = occur with weights (w1, w2, w3wn)

AIM:
To find out the employees opinion towards rating the various Medical facilities
Table 5.19
MEDIAL
FACILITIES
HIGHLY
SATISFIED

SATISFIED

NEUTRAL

DIS
SATISFIED
HIGHLY
DISSATISFIED
Routine
chekup(X1)
7 16 56 25 6
First aid(X2) 60 32 10 8 -
Medicine
supplied(X3)
13 50 30 10 3
TABLE5.19.1

X1 WX1 X2 WX2 X3 WX3
7 35 60 300 13 65
16 64 32 128 50 200
56 168 10 30 30 90
RANK 1 2 3 4 5
Weight(W) 5 4 3 2 1


91

25 50 8 16 10 20
6 6 - - 3 3
TOTAL(WX1)
323
TOTAL(WX2)
474
TOTAL(WX3)
378
W= (5+4+3+2+1) =15
WEIGHTED AVERAGE=(WXi) / (W)
(Where i=1,2,3,4..)
W1=323/15=21.53
W2=474/15=31.6
W3=378/15=25.2
TABLE5.19.2
MEDICAL
FACILITIES
WEIGHTED AVERAGE
(Wi)
RANK
Routine chekup 21.53 3
First aid 31.6 1
Medicine supplied 25.2 2

CONCLUSION
It is concluded that most of the respondents said that the company provides the best First aid
facility to the respondents. Weightage given for first aid is 31.6, weightage given for Medicine
supplied is 25.2, and weightage given for routinechekup is 21.53.











92




AIM:
To find out the employees opinion towards rating the facilities provided by the company
TABLE5.20
FACILITIES
1 2 3 4 5
Medical
(X1)
50 25 20 6 9
Education
(X2)
6 9 6 50 39
Housing
(X3)
9 6 9 40 46
Travelling
(X4)
20 50 25 9 6
Recreation
(X5)
25 20 50 5 10
TABLE5.20.1


X1 WX1 X2 WX2 X3 WX3 X4 WX4 X5 WX5
50 250 6 30 9 45 20 100 25 125
25 100 9 36 6 24 50 150 20 80
20 60 6 18 9 27 25 75 50 150
6 12 50 100 40 80 9 18 5 10
9 9 39 39 46 46 6 6 10 10
TOTAL(WX1)
531
TOTAL(WX2)
223
TOTAL(WX
3)
222
TOTAL(W
X4)
349
TOTAL(
WX5)
375
W= (5+4+3+2+1) =15
WEIGHTED AVERAGE= (Wxi) / (W)
(Where i=1,2,3,4..)
W1=531/15=35.4
W2=223/15=14.86
RANK 1 2 3 4 5
Weight(W) 5 4 3 2 1


93

W3=222/15=14.8
W4=349/15=23.26
W5=375/15=25
TABLE5.20.2
FACILITIES WEIGHTED AVERAGE
(Wi)
RANK
MEDICAL 35.4 1
EDUCATION FOR
CHILDREN
14.86 4
HOUSING 14.8 5
TRAVELLING 23.26 3
RECREATION 25 2

CONCLUSION
It can be concluded that most of the respondents are satisfied with the medical facilities provided
by the company. the weightage given for medical facility is35.4,weightage given for recreation is
25 and the weightage given for travelling is 23.26.Weightages for education and housing are
14.86and 14.8 respectively














94



.CORRELATION ANALYSIS
The correlation analysis deals with association between two or more variables. The correlation
does not necessary imply causation or functional relationship though the existence of causation
always implies correlation. By itself it establishes only co- variance. It is used to find the degree
of relationship between motivation and work satisfaction
Cov(x, y) = 1/n x y x y

X
= 1/nx
2

-
x
2

y
= 1/ny
2

-
y
2
r = Cov(x, y) /
x

y
Here
r = co-efficient of correlation
ANALYSIS OF OPINION OF RESPONDENTS REGARDING MEDDICAL
FACILITIES GIVEN TO EMPLOYEE AND EFFICIENCY TOWARDS WORK

TABLE5.21.1
Observed count
RANK 1 2 3 4 5
MEDICAL
FACILITIES(X)
50 25 20 6 9
EFFICIENCY
TOWARDS
WORK(Y)

58

30

5

7

10

TABLE6.21.2
CORRELATION TABLE
X Y X
2
Y
2
XY
50 58 2500 3364 2900
25 30 625 900 750
20 5 400 25 100


95

6 7 36 49 42
9 10 81 100 90
TOTAL 3642 4438 3882

Cov(x, y) = 1/n x y x
-
y
-
=1/5(3882-484)
= 679.6

X
= 1/nx
2

-
x
2
=1/5(3642-484)
=25.13

y
= 1/ny
2

-
y
2

=1/5(4438-484)

=28.12
r = Cov(x, y) /
x

y

=
679.6 /25.13*28.12
= 0.96

Inference:
The medical facilities given to employees and efficiency towards work are positively
correlated. . The increase in medical facilities will increase the efficiency towards work also.









96


2. Analysis of opinion of respondents regarding recreation facilities and Loyalty towards work
TABLE 5.22.1
RANK 1 2 3 4 5
Recreation
facilities(X)
25 20 50 5 10
Loyalty
towards
work(Y)



27



33



14



21



15

TABLE5.22.2
CORRELATION TABLE
X Y X
2
Y
2
XY
25 27 625 729 675
20 33 400 1089 660
50 14 2500 196 700
5 21 25 441 105
10 15 100 225 150
TOTAL 3650 2680 2290
Cov (x, y) = 1/n x y x
-
y
-
=1/5(2290-484)
= 361.2

X
= 1/nx
2

-
x
2

=1/5(3650-484)
= 25.16

y
= 1/ny
2

-
y
2

=1/5(2680-484)

= 20.95
r = Cov(x, y) /
x

y

=
361.2 /25.16*20.95
= 0.69


97


Inference:
The recreational facilities given to employees and Loyalty towards work are positively
correlated. . The increase in recreational facilities will increase the Loyalty towards work also.























98














CAHPTER VI
FINDINGS SUGGESTIONS AND
CONCLUSION









99


FINDINGS
It was found that 0% of respondents belongs to less than 20 years ,8 % of respondents
belongs to 21-25 years,26% of respondents belongs to 26-35 years,41% of the
respondents belongs to 36-50 years and 25% of the respondents belongs to above 50
years.

67% were Male employees and 33% were Female employees. Since this is a
manufacturing firm more employees are male.

60% of respondents fall in the category of Degree/Diploma,35% of respondents fall in the
category of Post graduate, 5% of respondents fall in the category of Others. Most of the
employees are from the technical side like B.Tech, ITI etc.


Company has got good qualified and skilled labours.

There is a good industrial relationship prevailing in the company.
22% of respondents have 1-5 yrs experience, 9% of respondents have 6-10 yrs
experience,30% of respondents have 11-20 yrs experience, 39% of respondents have
above 20 yrs experience. From this we can assume that company has got good
experienced staff strength.

38.18% of respondents are having income 20001-30000/month, 33.73% of respondents
are having income 30001-40000/month and 12.73% of respondents having income above
50000/month.

Majority of employees are aware about the welfare measures provided by the company

Respondents are highly satisfied about the medical facilities.49.5% rated medical
facilities as the first most benefited facility


KAMCO has a good organization structure and a good management system

.It provide better working conditions to its employees




100

It is fully utilizing men, materials, and machinery

It provides all the welfare activities to its employees


It is having incentive scheme

It is providing all the statutory and non statutory benefits to employees

Majority of the workers are satisfied with the intramural facilities

65.45% of the workers feel that the labor welfare measure really motivates them to work
hard

About 65% of the workers are overall satisfied with the labor welfare activities provided
by the organization.


SUGGESTIONS
The organization should provide better housing facilities to the employees.

Organization should provide better recreation facilities to the employees, since recreation
facilities and loyalty towards work are positively correlated.


Monthly or quarterly review from employees should be taken by the organization which
enables to know how the welfare practices are influencing them to improve their
performance level.













101



CONCLUSION

The project titled An Analysis of Labor Welfare Measures of KAMCO LTD ATHANI
has revealed the various aspects of labor welfare measures like medical benefits, leave
policy, conveyance allowance, recreational facility etc. The labor welfare measures are
very important aspect in every organization and such welfare measures will effectively
improve the performance of workers in the organization.
From the evaluation it is found that most of the employees are satisfied with the existing
labor welfare measures provided by KAMCO LTD. Certain suggestions are also put
forward by the workers for the improvement of welfare activities. Also the recreational
facility provided by the organization must be improved by conducting social
programmes. The feedback regarding the welfare measures should be conducted which
will make workers feel as a part of the organization.
There by, it could be concluded that if the organization can improve the above mentioned
aspects, they can make their labor welfare measures highly satisfactory.