INDEX

S.No: CHAPTER PAGE NO.

1. CHAPTER-1 2-05
INTRODUCTION

 Scope of the Study

 Objectives of the Study
 Methodology of the Study
 Limitations of the Study
2. CHAPTER-1I 06-36
 INDUSTRY PROFILE &
 COMPANY PROFILE

3. CHAPTER-1II 37-50

 REVIEW OF LITERATURE
4. CHAPTER-1V 51-66
 DATA ANALYSIS AND
INTERPRETATION

5. CHAPTER-V 67-72
 FINDINGS
 SUGGESTIONS
 CONCLUSION
 BIBLIOGRAPHY

1
 INTRODUCTION

Employee benefits are elements of remuneration given in addition to various forms of cash
payments.Employee benefits also include elements which are not strictly remuneration.
Benefits and Services are called indirect compensation & are also known as ( Fringe benefits and
Perks).Perks is something in addition to the payment like car fuel & clothing. Whereas fringe
means marginal or at the edge of pay because they were neglected in the past but now they are
simply known as “benefits and services” as it has gained a lot of importance.
Multinational companies operate in a diverse and dynamic environment in terms of geographies,
operating units, customers and their employees around the world. Although companies often
spend a material portion of total compensation costs to provide benefits to their employees, they
struggle at the corporate level to know what benefits they offer to reflect local market practices,
how much they cost and what types of risks they pose to the enterprise. They also struggle with
why, to what extent, and how corporate leaders and functions should get involved in local
benefits-related decisions. Data from the 2015 Heritage foods Employee Benefits study

2
 CHAPTER-I

OBJECTIVES:-

Objectives are the statements that state how the goals are achieved. They should be very concrete

and specific in nature.

OBJECTIVE OF THE STUDY:-

The purpose of doing this project is mainly to make thorough study on employee relationship

and benefit administration at Heritage foods.

 To study the Employee relationship at Heritage foods.

 To study the employee job satisfaction and employee morale at Heritage foods.

 To understand the benefit programs offered at Heritage foods.

 To evaluate employee benefit programs as per industry standards.

 To understand the impact of benefits factors on employee performance.

 Suggest improvement in the existing system if necessary.

3
 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem; it may be

understood as a science of studying how research is done scientifically. Thus where we talk of

research methodology we not only take of research method, but also consider the logic behind

the methods we use in the context of our research study and explain why we are using the

particular method.

Research design

After having defined the objective the next is to formulate steps, which will specify the ways of

achieving the primary and secondary objectives. Generally the data collection method and

sampling plan are the main elements that constitute the research design.

Research design provides smooth operations yielding maximal information with minimum

expenditure of effort time and money.

Research design has a plan in advance of data collection analysis for our research report.

A research design is the logical and systematic planning and directing piece of research.

A research design is the arrangement of conditions for collection and analysis of data in a manner

that aims to confirm relevance to the research purpose with economy procedure.

4
The study is designed as descriptive one based on survey method. The sample was selected based

on convenience sampling method. Both primary data and secondary data were collected. And the

collected data were analyzed by using statistical tools like percentage method and pie charts.

Pre testing of questionnaire

The researcher to remove questions that are vague and ambiguous in the nature conducted the

pre testing. The samples of 10 respondents were selected and the questionnaire was pre-tested

and the researcher did necessary modification.

Data collection

There are two types of data

Primary data: - the primary data is that information which is collected for the first time, and

thus happen to be original in character. Primary data can be collected through method of survey,

observations and questionnaire.

Here the data has been collected through questionnaire.

Secondary data

Secondary data are those which have already been collected by some other agency and which

have already been processing.

Here the secondary data was collected from websites, journals and books.

Sample

5
A sample is a segment of the population selected to represent the population as a whole.

Sample size

The sample size is 20 in respect of staff, supervisors and managers from each department namely

software developers, marketing, finance and Human resource.

LIMITATION

 The sample size is 20 only

 The survey was conducted at Heritage foods India only.

6
 CHAPTER-II
INDUSTRY PROFILE

CHAPTER-III

7
 INDUSTRY PROFILE

Milk is India’s number on farm commodity in terms of its contribution to the national
economy. In 1994-95, the value of its output based on producer price was Rs. 500,051 millions
exceeding that from paddy (rice). Not with standing its top place and the many benefits it
bestows on the lower rungs of the rural society, dairying has not received due attention from
planners, economists, social scientists and other.

For example, the investment in dairying made under the five-year plans is not commensurate
with its output. Consequently, its potential has not been adequately tapped.

India’s dairy market is multi-layered. It’s shaped like a pyramid with the base made up of
vast market for low-cost milk. The bulk of the demand for milk is among the poor in urban areas
whose individual requirement is small, maybe a glassful for use as whitener for their tea and
coffee.

Nevertheless, it adds sizable volume-millions of liters per day. In the major cities lies an
immense growth potential for the modern sector. Presently, barely 778 out of 3,700 cities and
towns are served by its milk distribution.

Network, dispensing hygienically packed wholesome, quality pasteurized milk. According to one
estimate, the packed milk segment would double in the next five years, giving both estimate, the
packed milk segment would double in the next five year, giving both strength and volume to the
modern sector, the narrow tip at the top is a small but affluent market for western type milk

products.

8
INDIA : WORLD’S LARGEST MILK PRODUCER

India has become the world’s No.1 milk-producing country, with output in 19992000
(Marketing year ending March 2000) forecasted at 78 million tones. United States where the
milk production is anticipated to grow only marginally at 71 million tones, occupied the top slot
till 1997 in the year 1997, India’s milk production was on par with the US. At 71 million tones.
The world milk production in 1998 at 557 million tones would continue the steady progress in
recent years (see Table 1). Furthermore, the annual rate of growth in milk production in India is
between 5-6 percent, against the worlds at 1 percent.

The steep rise in the growth pattern has been attributed to a sustained expansion in
domestic demand, although per capita consumption is modest at 70 kg of mil equivalent.

ANNUAL MILK PRODUCTION HAS TREBLED

India’s annual production has more than trebled in the last 30 years, rising from 21
million tones in 1968 to an anticipated 80 million tones in 2001. This rapid growth and
modernization is largely credited to the contribution of dairy cooperatives, under the Operation
Flood (OF) project, assisted by many multilateral agencies, including the European Union, the
World Heritage company, FAO and WFP (World Food Program). In the Indian context of
poverty and malnutrition, milk has a special role to play for its many nutritional advantages as
well as providing supplementary income to some 70 million formers in over 500,000 remote
villages.

Countries 1998 1997 1996

India 74 71 68
United States 71 71 70

9
Russian 3 34 36
federation
Hyderabad 22 21 20
Brazil 22 21 19
Ukraine 14 15 16
Poland 12 12 11
New Zealand 12 11 10
Australia 10 9 9
EC 125 125 125
World (Include 557 549 542
Other)

THE WINNING EDGE

Three aspects of India’s modern dairy sector are particularly noteworthy a vast
market for dairy products is being build as disposable incomes increase. Its focus is the
increasingly affluent middle class, numbering some 300 million almost the population of the
United States which is confined to well-defined urban pockets and is easily accessible. Milk
occupies pride of place as the most converted food in the Indian diet, after wheat and rice. Milk-
based sweets are culinary delight in all homes throughout the years.
The milk production is predominantly rooted in the cooperative system. Its focus is on
the small rural farmer having one or two cows/buffaloes, yielding 2-3 liters of milk per animal.
This system is the basis of Operating Flood, the World’s largest dairy development. Program.
The preferred dairy animal is the buffalo. Some 65 percent of the world buffalo milk are
produced in India. It has 30 percent higher total solids compared to cow milk-an average of 16%
Vs 12% for cow milk. Valued for its high fact content (7% Vs 3.5%), it is also high in calcium,
phosphorus, lactose and proteins. Buffalo milk is the delight of the milk processor for its more
profitable handling.

POTENTIAL FOR FURTHER GROWTH

Of the three A’s of marketing availability, acceptability and affordability. Indian dairying
is already endowed with the first two. People in India love to drink milk. Hence no efforts are

10
needed to make it acceptable. Its availability is not limitation either, because of the employ
scope for increasing milk production, given the prevailing low yields from dairy cattle. It leaves
the large majority with limited purchasing power? That is essence of the challenge. One
practical way is to pack milk in small quantities of 250 ml or less in polythene sachets. Already,
the glass bottle for retailing milk has given way to single-use sachets, which are more
economical. Another viable alternative is to sell small quantities of milk power in mini sachets
adequate for two cups of tea or coffee.

MARKETING STRATEGY FOR 2000 AD

Two key elements of marketing strategy for 2000 Ad is Focus on strong brands and, product mix
expansion to include UHT milk, cheese, ice creams and spreads. The changing marketing trends
will set the shift from generic products to the packaged quasi, regular and premium brands. The
national brands will gradually edge out the regional brands or reduce their presence the brands.
The national brands will gradually edge out the regional brands or reduce their presence. The
brand image can do wonders to a product’s marketing.

EMERGING DAIRY MARKETS

Food Service Institutional Market
It is growing at double the rate of consumer market.

Defense Market
An important growing market for quality products at reasonable prices

Ingredients market
A boom is forecast in the market of dairy products used us raw material in
pharmaceutical and allied industries.

11
Parlor Market
The increasing away from home consumption trend opens new vistas for ready-to-serve
dairy products which ride piggyback on the fact food revolution sweeping the urban India.
India with her sizable dairy industry growing rapidly and on the path of modernization
would have a place in the sum of prosperity for many decades to come. The one index to the
statement is the fact that the projected total milk output over the next 15 years (1995-2010)
would exceed 1457.6 million tones which is twice the total production of the past 15 years.

COMPANY PROFILE

Heritage at a Glance:

The Heritage Group, founded in 1992 by Sri Nara Chandra Babu Naidu, is one of
the fastest growing Private Sector Enterprises in India, with three-business divisions viz., Dairy,
Retail and Agri under its flagship Company Heritage Foods (India) Limited (HFIL), one
infrastructure subsidiary - Heritage Infra Developers Limited and other associate Companies
viz., Heritage Finlease Limited, Heritage International Limited and Heritage Agro Merine Private

12
Limited. The annual turnover of Heritage Foods crossed Rs.347 crores in 2012-07 and is aiming
for Rs.700 crores during 2007-08.

Presently Heritage’s milk products have market presence in Andhra Pradesh,

Karnataka, Kerala, Tamil Nadu and Maharastra and its retail stores across Bangalore, Chennai
and Hyderabad. Integrated agri operations are in Chittoor and Medak Districts and these are
backbone to retail operations.

In the year 1994, HFIL went to Public Issue to raise resources, which was
oversubscribed 54 times and its shares are listed under B1 Category on BSE (Stock Code:
519552) and NSE (Stock Code: HERITGFOOD)

About the founder:

Sri Chandra Babu Naidu is one of the greatest Dynamic, Pragmatic, Progressive
and Visionary Leaders of the 21st Century. With an objective of bringing prosperity in to the rural
families through co-operative efforts, he along with his relatives, friends and associates promoted
Heritage Foods in the year 1992 taking opportunity from the Industrial Policy, 1991 of the
Government of India and he has been successful in his endeavour.

13
 At present, Heritage has market presence in all the states of South India. More
than three thousand villages and five lakh farmers are being benefited in these states. On the
other side, Heritage is serving more than 6 lakh customers needs, employing more than 700
employees and generating indirectly employment opportunity to more than 5000 people.
Beginning with a humble annual turnover of just Rs.4.38 crores in 1993-94, the sales turnover
has reached close to Rs.300 crores during the financial year 2011-2012.

Sri Naidu held various coveted and honorable positions including Chief Minister of Andhra
Pradesh, Minister for Finance & Revenue, Minister for Archives & Cinematography, Member of
the A.P. Legislative Assembly, Director of A.P. Small Industries Development Corporation, and
Chairman of Karshaka Parishad.

Sri Naidu has won numerous awards including " Member of the World Economic
Forum's Dream Cabinet" (Time Asia ), "South Asian of the Year " (Time Asia ), " Business
Person of the Year " (Economic Times), and " IT Indian of the Millennium " ( India Today).

Sri Naidu was chosen as one of 50 leaders at the forefront of change in the year
2000 by the Business Week magazine for being an unflinching proponent of technology and for
his drive to transform the State of Andhra Pradesh .

Forward looking statements:

“We have grown, and intended to grow, focusing on harnessing our willingness to
experiment and innovate our ability to transform our drive towards excellence in quality, our
people first attitude and our strategic direction.

Mission:

Bringing prosperity into rural families of India through co-operative efforts and
providing customers with hygienic, affordable and convenient supply of " Fresh and Healthy "
food products.

Vision:

14
 To be a progressive billion dollar organization with a pan India foot print by
2012.To achieve this by delighting customers with "Fresh and Healthy" food products, those are
a benchmark for quality in the industry.

We are committed to enhanced prosperity and the empowerment of the farming

community through our unique "Relationship Farming" Model.

To be a preferred employer by nurturing entrepreneurship, managing career

aspirations and providing innovative avenues for enhanced employee prosperity.

Heritage Slogan:

When you are healthy, we are healthy

When you are happy, we are happy

We live for your "HEALTH & HAPPINESS"

Quality policy of HFIL:

We are committed to achieve customer satisfaction through hygienically processed and

packed Milk and Milk Products. We strive to continually improve the quality of our products and
services through upgradation of technologies and systems.

Heritage's soul has always been imbibed with an unwritten perpetual commitment to
itself, to always produce and provide quality products with continuous efforts to improve the
process and environment.

15
 Adhering to its moral commitment and its continuous drive to achieve excellence
in quality of Milk, Milk products & Systems, Heritage has always been laying emphasis on not
only reviewing & re-defining quality standards, but also in implementing them successfully. All
activities of Processing, Quality control, Purchase, Stores, Marketing and Training have been
documented with detailed quality plans in each of the departments.

Today Heritage feels that the ISO certificate is not only an epitome of achieved
targets, but also a scale to identify & reckon, what is yet to be achieved on a continuous basis.
Though, it is a beginning, Heritage has initiated the process of standardizing and adopting similar
quality systems at most of its other plants.

Commitments:

Milk Producers:

Change in life styles of rural families in terms of:

 Regular high income through co-operative efforts.

 Women participation in income generation .

 Saved from price exploitation by un-organized sector .

 Remunerative prices for milk .

 Increase of milk productivity through input and extension activities

 Shift from risky agriculture to dairy farming

 Heritage

 Financial support for purchase of cattle; insuring cattle

 Establishment of Cattle Health Care Centers

16
  Supplying high quality Cattle feed

 Organizing "Rythu Sadasu" and Video programmes for educating the farmers in dairy
farming

Customers:

 Timely Supply of Quality & Healthy Products

 Supply high quality milk and milk products at affordable prices

 Focused on Nutritional Foods

 More than 4 lakh happy customers

 High customer satisfaction

 24 hours help lines ( <10 complaints a day)

Employees:

 Enhancing the Technical and Managerial skills of Employees through continuous

training and development

 Best appraisal systems to motivate employees

 Incentive, bonus and reward systems to encourage employees

 Heritage forges ahead with a motto "add value to everything you do"

Shareholders:

17
Returns:

Consistent Dividend Payment since Public Issue (January 1995)

Service:

 Highest impotence to investor service; no notice from any regulatory authority since
2001 in respect of investor service

 Very transparent disclosures

Suppliers:

Doehlar: technical collaboration in Milk drinks, yogurts drinks and fruit flavoured drinks
Alfa-Laval: supplier of high-end machinery and technical support Focusing on Tetra pack
association for products package.

Society:

 Potential Employment Generation more than 3500 employees are working with heritage
more than 9500 procurement agents got self employment in rural areas more than 5000
sales agents associated with the company

 Employment for the youth by providing financial and animal husbandry support for
establishing MINI DAIRIES

 Producing highly health conscious products for the society

Qualities of management principles:

1. Customer focus to understand and meet the changing needs and expectations of
customers.

2. People involvement to promote team work and tap the potential of people.

18
 3. Leadership to set constancy of purpose and promote quality culture trough out the
organization.

4. Process approach to assess the efficiency and effectiveness of each process.

5. Systems approach to understand the sequence and interaction of process.

6. Factual approach to decision making to ensure its accuracy.

7. Continual improvement processes for improved business results.

8. Development of suppliers to get right product and services in right time at right place.

Product/Market wise performance:

The total turnover is Rs 341 Crores during the financial year 2007-08 against the
turnover of 292.02 Crores in 2012-07. Today Heritage distributes quality milk & milk products
in the states of A.P, Karnataka, Kerala & Tamil nadu.

During the year 2007-08 liquid milk sales was Rs.28329.79 lakhs against
Rs.24525.23 lakhs in the previous year. The sales of milk products including bulk sales of cream,
ghee and butter were recorded Rs 5781.59 lakhs against Rs 4677.21 lakhs.

Milk sales:

23% growth was recorded in AP 2.38 lakhs litres per day(LLPD) in 2007-08 against 1.93
LLPD in 2012. 13% growth was recorded in Tamilnadu-1.53 LLPD in 2007 against 1.35 LLPD
in 2012-07. Over all growth of 6% was recorded- 5.49 LLPD in 2007 against 5.16 LLPD.
Flavoured milk sales recorded a growth rate of 77% over 2012. Butter milk sales have gone up
by 45% over 2012-07.

Outlook:

Considering the growth potential in the liquid milk market, the company has
drawn plans to increase its market share in the existing markets and to enter into new markets

19
there by doubling revenues in dairy business in the next 3 years. To achieve this object, company
is undertaking major expansion in dairy business by inverting over Rs20 crores during 2007-08
and over Rs10 crores during the current year to strengthen the milk procurement.

BRANCHES OF HFIL:

HFIL has 3 wings. They are

1. Dairy

2. Retail

3. Agribusiness

1. Dairy:

It is the major wing among all. The dairy products manufactured by HFIL are Milk, curd,
butter, ghee, flavoured milk, paneer, doodhpeda, ice cream.

2. Retail:

In the retail sector HFIL has outlets namely “Fresh@”. In those stores the products
sold are vegetables, milk& milk products, grocery, pulses, fruits etc.

In Hyderabad 19 retail shops are there. In Bangalore& Chennai, 3&4 respectively

are there. Totally there are 26 retail shops are there.

20
 Fresh@ is a unique chain of retail stores, designed to meet the needs of the
modern Indian consumer. The store rediscovers the taste of nature every day making grocery
shopping a never before experience.

The unique& distinctive feature of Fresh@ is that it offers the widest range of
fresh fruits and vegetables which are directly hand picked from the farms. Freshness lies in their
merchandise and the customers are always welcomed with fresh fruits and vegetables no matter
what what time they walk in.

3. Agri Business:

In this business HFIL employees will go to farmers and have a deal with them.
Those farmers will sell their goods like vegetables, pulses to HFIL only. And HFIL will transport
the goods to retail outlets.

The agricultural professors will examine which area is suitable to import

vegetables from and also examine the vegetables, pulses and fruits in the lab. And finally they
report to the Head-Agribusiness. Representatives as per the instructions given by the agri
professors will approach the farmers directly and make a deal with them. It is the process of
registering the farmers.

21
 CHAPTER-III

LITERATURE REVIEW & THEORETICAL STUDY

LITERATURE REVIEW
The study is based on two motivational theories explaining the behavior of employees as they are
provided (or otherwise) with the employee wellness programs. Maslow (1943) suggests that
human needs can be classified into five categories and that these categories can be arranged in a
hierarchy of importance. These include physiological, security, belongings, esteem and
selfactualisation needs. According to him a person is motivated first and foremost to satisfy
physiological needs. As long as the employees remain unsatisfied, they turn to be motivated only
to fulfill them. When physiological needs are satisfied they cease to act as primary motivational
factors and the individual moves “up” the hierarchy and seek to satisfy security needs. This
process continues until finally selfactualisation needs are satisfied. By Maslow this psychological
needs forms the basic need for survival and this may include food, warmth, clothing and shelter.
When people are hungry, or do not have shelter or clothing, there are more motivated to fulfill
these needs because the needs become the major influence on their behavior. But on the other

22
hand when people do not have a deficiency in those basic needs (psychological needs), their
needs tend to move to the second level where it is equally seen by Maslow as the higher order of
needs. The second level is seen as the security needs which tend to be the most essential need to
people at this level. This is expressed in safety in the employee’s job, health and family. The third
level of needs by Maslow was the social needs. When feeling secured and safe at work,
employees will now place job relations as their focus that is trying to build up a good friendship,
love and intimacy. Next up the ladder are the self-esteem needs which presents the recognition to
be accepted and valued by others. The highest or last level of Maslow’s need is self-actualization
needs. This Dec. 2014. Vol. 4, No.8 ISSN 2307-227X International Journal of Research In Social
Sciences © 2013-2014 IJRSS & K.A.J. All rights reserved www.ijsk.org/ijrss 36 was to develop
into more and more what one is to become all that one is competent of becoming (Srivastava,
2005). According to Maslow the rationale is quite simple because employees who are too hungry
or too ill to work will hardly be able to make much a contribution to productivity hence
difficulties in meeting organisational goals. Herzberg on the other end suggests that there are
factors in a job, which enhances satisfaction when available. These are called intrinsic factors
(motivators) but when these factors are absent, no much demotivation would occur. However, the
hygiene (maintenance) factors when absent demotivates employees, but when present, does not
cause any remarkable increase change in motivation. Herzberg says that if the motivational
factors are met, the employee becomes motivated and hence performs higher. Herzberg had the
notion that those factors which cause job satisfaction are the opposite to those that causes job
dissatisfaction. Herzberg survey was carried from a group of accountants and engineers.
Herzberg in his studies came up with the conclusion that employees are influenced by two
factors that are; the motivators and hygiene factors. Motivators create job satisfactions which
include achievement, recognition, autonomy and other intrinsic aspects when there are fulfilled.
On the other hand he came up the hygiene factors which will enhance dissatisfaction when they
are not fulfilled. Motivators are those factors which provide feeling of job satisfaction at work.
These factors influence the ways of work in a company; for example giving responsibility to
carry an enlarge task within an organization and providing the person with the necessary
conditions will lead to growth and advancement to higher level tasks. Motivators are those
factors which come from within an individual that is intrinsic. These factors could be
achievements, interest in the task, responsibility of enlarge task, growth and advancement to

23
higher level. Herzberg hygiene factors create a suitable work environment though not increase in
satisfaction. For instance low pay can cause job dissatisfaction which will affect employees’
performance. Hygiene factors are essential to make sure that the work environment does not
develop into a disgruntle situation. Typical hygiene factors are salary, working condition, status,
company policies and administration (Saiyadain, 2009) Workplace wellness programs generally
include any health promotion intervention, policy, or activity in the workplace designed to
improve healthoutcomes of workers (Lee, Blake, & Lloyd, 2010), although we know little
empirically about various programs or their associated outcomes (Csiernik, 2011). Common
examples of wellness initiatives include educational endeavors such as newsletters or seminars,
health coaching, health screenings, health-related fairs, on-site fitness facilities, and/or healthy
food options in vending machines (Lee et al., 2010). Often employers will offer incentives to
encourage workers to participate; survey findings suggest that close to 73% of employers use
some type of incentives to engage employees in health improvement programs (Miller, 2016).
Employee welfare is crucial for quality service delivery. If the welfare programs and services are
inadequate, it would negatively impact the delivery of services and performance of the
employees. Finger (2005) argued that improvement of employee morale and spirit can be done
by addressing the issues of morale. Employee welfare measures relates to certain additional
activities which are provided by an organization like housing facilities, transformation facilities,
medical facilities, recreational facilities, cultural facilities libraries, gyms and health clubs among
others with the hope of winning the satisfaction index of an employee. The components of
employee wellness programs vary greatly from company to company, but the expected benefits
that are sought remain similar, ranging from decreased health care costs (Berry, Mirabito,
&Baun, 2010; Capps &Harkey, 2008) to reduced absenteeism and turnover (Miller, 2010; Poll,
2006) to enhanced productivity and company image (Baicker et al., 2010; Lee et al., 2010).
McGuire and McDonnell (2008) suggested that the employee welfare facilities help significantly
in enhancing the self-confidence and intellectual level of an employee which eventually increase
employee productivity. This action will certainly lead to improved motivation making the
employee to be challenged to take on more challenging tasks and responsibilities. Torjman
(2004) argued that welfare facilities and especially recreation services, account for healthy
individuals besides increasing among their happiness and emotional quotient. Once employees
are Dec. 2014. Vol. 4, No.8 ISSN 2307-227X International Journal of Research In Social

24
Sciences © 2013-2014 IJRSS & K.A.J. All rights reserved www.ijsk.org/ijrss 37 happy, Torjman
(2004) argues that they will have a positive attitude towards work leading to higher service
delivery within the organization. Kirsch (2009) was of the opinion that employee welfare
facilities should be flexible and continuous innovation needs to be done to improve on these
facilities hence create a more satisfying environment for the employee and the organization as a
whole. Mathew (2011) advocated that employee welfare measures serve as an oxygen for
motivation of the workers and increase not only the effectiveness of the workforce but also
creativity in solving unique organizational challenges, which would eventually lead to attainment
of higher performance level and high service delivery in an organization. Welfare programs is a
corporate commitment to demonstrate care for employees at all levels, underpinning their work
and the environment in which it is performed (Cowling & Mailer, 1992) A widely referenced
meta-analysis by Baicker, Cutler and Song (2010) reported that the average return on investment
for wellness programs was about $3 for every dollar invested for both medical cost and cost of
absenteeism. When considering only randomized controlled trials, the savings estimates were
more narrowly bounded between $11 and $626 per year (Baicker, Cutler & Song, 2010). Osilla
et al. (2016) identified eight studies on the effect of wellness programs on health care costs, and
all except one found significant decreases (Aldana et al., 2005). Effects of these programs
included a reduction in direct medical costs ranging from $176 to $1,539 per participant per year
(Naydeck et al., 2008; Milani&Lavie, 2009; Henke et al., 2011). According to Henke et al.
(2011) an evaluation of the Johnson & Johnson worksite health promotion program for 2002 to
2008 estimated annual savings per employee of $565. Liu et al. (2016) published an evaluation
of PepsiCo’s health and wellness program and found that disease management but not lifestyle
management interventions were associated with lower health care cost after three years a pattern
observed by Nyman et al. (2010) who looked at the University of Minnesota’s care management
programs. The authors concluded that overall savings were lower than the program cost.
Allender, Colquhoun and Kelley (2011), in their study, found that workplace health leads to job
motivation and satisfaction despite providing health benefits to the employees while Eaton, Marx
and Bowie (2007) in their study of various employee welfare programs in United States
institutions and its impacts on health behavior and status of faculty and staff, concluded that
employee wellness programs have positively impacted on the health and well-being of
employees increasing on service delivery. Grawitch et al. (2007) while examining the affiliation

25
between diverse workplace practices which comprised of safety and health practices and
satisfaction level in terms of commitment and turnover intention in universities and asserted that
the health and safety practices are positively related to employee job satisfaction in terms of
turnover intentions. Thus it is critical to identify and understand the needs of human capital in
order to enhance performance and service delivery in the form of individual basis and the
organization as a whole. Haines, Davis, Rancour, Robinson, Wilson, and Wagner (2007) studied
on the effectiveness of the 12- weeks walking program in improving the health of employees
walking program in improving the health of employees. The results emphasized that the health
promotion programs have positively impacted on the welfare of employees and service delivery.
Menezes and Kelliher (2011) define flexible scheduling as the working arrangement that allows
employees to schedule their working hours respectively. Schedule flexibility is an employee
benefit which aids in retaining skilled human capital. It meets the needs requirements of human
capital which boost their efforts, reduce the job absenteeism, and ultimately enhance their job
satisfaction according to the findings by Golden (2009). On the other hand, Umur (2010) studied
the determinants of job satisfaction and motivations level as well as factors overcoming
demotivation issues among educators. The findings found that flexible working scheduling was a
positive motivational factor to the educators in the forms of productivity and job satisfaction.
Bellamy and Watty (2003) on a study on Malaysian Tertiary Education Institutions, examined
how working conditions affected job satisfaction among the academicians. They found out that
flexible scheduling was the most important factor to retain academic staff besides the factor of
autonomy. They further found out that with the provision of flexible scheduling benefits, the
Dec. 2014. Vol. 4, No.8 ISSN 2307-227X International Journal of Research In Social Sciences ©
2013-2014 IJRSS & K.A.J. All rights reserved www.ijsk.org/ijrss 38 academicians are motivated
to remain in the institutions. Froeschle and Sinkford (2009) on their part determined the
influences of positive and negative aspects in the employee’s environment on career satisfaction.
The result reflected the flexible working schedule and categorized it as a positive aspect
contributing to the retention of the junior faculty in academic dentistry field. It concluded that
most of the dental faculty members were willing to remain in the institutions with the provision
of flexible scheduling practices.

26
 INTRODUCTION TO EMPLOYEE RELATIONSHIP IN

GENERAL

Employee relationship

Employees play a significant role in an organization. Among all the four resources land labour,

capital and machinery, employees are considered as important and effective resource. Human

resource consists of skills, knowledge, abilities and qualities of an organization.

Employees are the key for the success of any business. To retain the efficient people and attract

experienced and skilled workers, the business should maintain good employee relationship. Thus

effective employee relationship must be maintained for an effective organizational performance.

Employees in the job market today are seeking comprehensive benefits & compensation

packages. Moreover, if the organization does not have good employee relationship, then the

competitor certainly takes the advantage of it.

27
Employee relationship takes care of day-to-day activities in the organization, A good employee

relationship programs tries

 to reduce the anxiety of the employee,

 improves the communication between the employees,

 Increases the employee morale and employee performance.

 it reduces employee turnover in the organization and attracts efficient people from

outside and improves the knowledge and skills required in the organization .

 It also helps in reducing the conflicts among the employees and maintains organization

culture and improves it. It takes cares of benefit and services for the development of the

employees.

Employee relationship to be complete must also include employee benefit and services

administration and also identification developmental needs of employees.

Objective of Employee Relationship:-

 Good employee relationship is expected to aid the human resource management.

 It is to help establish a cordial relationship between the management and its employees.

 It should enable the manager to have an integrated approach to the situation in which he

manages the business.

28
  It is supposed to establish a mutual regard and recognition vertically and laterally.

 A socialization of organization is expected while improving employee relationship.

 It facilitates employee’s involvement in the affairs of the organization leading to better

productivity.

 It is expected to act as a good motivator and facilitate mutual co-operation and Oneness

in the organization.

 Employee morale and job satisfaction are expected to improve as a result of cordial

employee relations in organization

Importance of employee relationship in an organization

Employee relationship plays a crucial role in an organization; it is used to reduce the

dissatisfaction among the employees, maintain hygienic environment for appropriate working

conditions. Maintain high benifits level all the time to improve the productivity and development

of employees. Solve the existing problem to promote good organization culture. Plan benefit

programs to motivate the employees and retain capable employees from leaving the organization

by providing good compensations and incentives.

 Minimize dissatisfaction level.

 Plan employee welfare programs and their safety measures.

 Maintain hygiene and benifits levels.

 Help employees in problem solving.

29
  It avoids the conflicts among the employees.

 Helps in proper functioning of organization.

Employee relationship communication includes:-

Dealing with boss: -

Dealing with the boss is an important as an executive’s existence itself. Every executive must

have a special skill and ability to deal with his boss. The subordinate’s ability to get along with

the boss, irrespective of his weaknesses, is an important determinant of his success. It is

appropriate for the subordinate to conform to the policies, strategies, objectives and goals

conveyed from the top. He must be able to make his superior’s strengths productive, and to

convert his subordinates’ potentiality into productivity.

Dealing with peers: -

Dealing with the peers is another important challenge as they stand equal in rank and respect. An

effective manager knows how to get along with his peers in his own and other department,

cooperating with them in their tasks and not indulging in things which are not concerned with

them. It is always proper to reserve reactions when one is in provocation, and control one’s

emotions when one is likely to lose temper. This is essential, especially in dealing with the peers.

Line-staff conflict, conflict between departments, conflict of generation gap, stresses due to

role conflict, and so on crop up in the relation between peers. Proper approach on the part of the

executive in dealing with peers will go a long way in preventing many such work place conflicts.

30
Dealing with subordinates: -

Manager’s behaviour to his subordinates is another determinant of his effectiveness. It is always

appropriate on his part of the superior to bear in his mind that his subordinates are not machines

and they cannot work like machines. They are also individuals’ human beings with passion,

pride, prejudice, strengths, weaknesses, emotions, feelings, temperaments, and so on. They may

not always be as efficient as the superior expects them to be. Therefore the responsibility of the

manager is to take into account all such aspects, and to provide a conductive environment and

benifits to the subordinate. The superior’s behaviour has a considerable role to play in this

respect.

Dealing with problem employee: -

Among the various types of people a manager has to deal with, problem employees are

important. If the problem is not properly dealt with, one problem employee can create problems

for all. A little fire may consume a large forest, a small hole can sink a huge ship, a weak link can

weaken a strong chain, and a problem employee can create problem for the whole organization.

Hence, dealing with a problem employee is not a matter of less importance for a manager.

Manager’s imaginative approach and thoughtful behaviour are essential in dealing with every

problem employee.

Catharsis is a good method to deal with a problem employee, which is the discharge of

emotional tensions. Even counseling is very positive method to deal with a problem employee.

Who is an employee and who is not.

31
An employee is...

An employee is anyone who has agreed to be employed, under a contract of service, to work for

some form of payment. This can include wages, salary, commission and piece rates.

An employee is not...

 a volunteer, who does not expect to be rewarded and receives only a reimbursement for

their expenses

 a self-employed or an independent contractor

 a sharemilker

 a real estate agent who has a contract that says they are an independent contractor.

Indications of being an “employee”

If all or most of these features are present in a work relationship, it is likely to be an employment

relationship between employer and employee:

 The intention of the employer and employee is to form an employment relationship, and

this is shown in any written agreement or correspondence and/or by the behaviour of the

parties to it.

 The employer or their agent controls the hours worked.

 The employer or their agent has the power to hire and fire.

 The employer makes the profit or loss from the enterprise.

32
  The employer deducts ACC premiums and PAYE tax on behalf of the employee.

 The employer supplies materials for the work.

 The employer owns or leases the equipment needed.

 The employee is bound to one employer at a time and is expected not to compete or offer

his or her skills to competitors of the employer.

Indications of being a “self-employed contractor”

If all or most of the following features are present in a work relationship, it is likely to be a

contract for services involving a self-employed contractor:

 The intention of the parties to the contract is not to form an employment relationship, and

the actual nature of the relationship reflects this.

 The contractor controls how and when the job is done.

 Payment is made in a lump sum at the end of a job, or in installments as progress is made

on the job.

 The contractor can choose who does the job and can hire other people without approval

from the other party.

 The contractor pays any tax, ACC and insurance directly.

 The contractor can make a profit or suffer a loss directly.

 The contractor supplies equipment and materials.

33
  The contractor is free to accept similar work from a number of sources at the same time.

Employee or contractor?

Sometimes it is not clear whether someone is an employee or a self-employed contractor. This

can be the case where:

 someone is engaged as a self-employed contractor, but they think they are really an

employee; or, more typically

 during the course of either an investigation by a Labour Inspector, in the course of

mediation or before the Employment Relations Authority, where there is an action, say to

recover arrears of wages or holiday pay, the actual nature of the relationship sometimes

comes into question.

Here, mediation assistance can first help settle the real nature of the relationship or the Authority

can determine the matter. Also, the Employment Court can be asked to determine employment

status either of an individual or a group of people in the same position.

Home workers are employees

Anyone who works for somebody else in a private home (other than work on the house or its

fittings or furniture) continues to be classed as an employee under the Employment Relations Act

2000.

This might be so even if the arrangement does not look like an employment relationship. For

example, a person who works at home and buys in material to make a product that is sold back to

the provider could be considered a home worker.

34
People intending to work are employees

The Employment Relations Act 2000 says that people who have been offered and have accepted

employment are employees from the date of acceptance. They have the rights of employees. This

applies even if the employees have not actually started to do the work.

Fixed-term and seasonal employees

Sometimes employers and employees agree that employment will be for a set period of time (e.g.

for six months) or until a certain event occurs (e.g. until a particular project ends) or until work is

completed (e.g. until the fruit is picked).

The basic rights and obligations of employees and employers apply to fixed-term and seasonal

employment, except that the employment relationship ends at the end of the fixed term. The way

in which provisions for annual holidays, sick and bereavement leave are applied can vary for

these employees

Note, however, that employers must have genuine reasons for the fixed term. An employee

cannot have a fixed-term arrangement when the job is really a permanent one. Also, employers

have some special obligations when employing employees on a fixed term. They must set out in

writing, in the employment agreement, the reasons for the fixed term and how the employment

will end.

Casual or part-time employees

35
Sometimes employment is on a “casual” basis. In other words, the employer and employee agree

that the employer will offer the employee work when work is available. Temping agencies often

employ people on this basis.

At other times, employers employ employees on a “part-time” basis (e.g. 7am to 10am on

Tuesdays and Thursdays).

The basic rights of full-time employees apply equally to part-time employees. These rights also

apply to casual employees, but the way in which provisions for annual holidays, sick and

bereavement leave are applied can vary for these employees.

Probationary or trial employees

Employers and employees may agree to an initial probationary period or trial period. This must

be recorded in writing in the employment agreement. The basic rights and obligations of

employees and employers apply to probationary employment.

Employers have some special obligations when employing employees on a probationary

arrangement.

Employee safety

Employee safety:- ever since the beginning of this century, employee safety and accidents have

been attracting the attention of the psychologists, sociologists and industrial engineers.

36
As an employer, he has the responsibility to provide a safe working environment for their most

important assets, their employees! If an employee becomes injured at work, business may suffer.

One of the highest priorities that an employer must consider is taking the necessary time and

initiative to help protect employees.

Ergonomics

Visual Display Terminals: - It is important that employees are educated on the proper positioning

of all elements within an employee’s workspace. There are a variety of recommendations that

can be followed in an effort to reduce the onset of injuries, including:

 Limit twisting and unnatural body positions by placing everything that is needed

regularly in close proximity.

 Make sure that the visual display screen is positioned directly in front of the individual

and at a comfortable height, preferably at or just slightly below eye level.

 Set the contrast or brightness of the screen to suit personal viewing.

 Position the keyboard and mouse directly in front and close to the individual.

 Adjust the height of the workstation chair so that feet are firmly resting on the floor and

weight is evenly distributed over the full seat surface.

 Adjust the armrests of the chair and the position of the keyboard so they are in a neutral

alignment, so that the arm, wrist, and hand also take on a neutral position when typing

and using the mouse.

37
  Perform simple exercises throughout the day to help reduce tension or stress that might

be built up due to excessive computer work.

Employee health:-

One of the important areas which fall under employee relationship is employee health.

Professional efficiency, good health and productivity are interrelated.

Good health can promote high employee morale and productivity i.e. a healthy employee can

work full time and has a greater productivity potential. Good employee health is also associated

with better capability and leadership. Good health leads to positive attitude.

The employees with good health are generally enthusiastic and try to achieve higher and higher

goals in life.

The world health organization (WHO) defined health as “a state of complete physical, mental,

and social well being and not merely an absence of disease or infirmity.

Objective of organization health:-

The basic objective is prevention of disease and injury rather than the cure of the disease.

 The promotion and maintenance of the highest degree of the physical, mental and social

well being of employee.

 The prevention of factors which make ill health in their working conditions.

 The protection of the employee in their occupation from risks arising from factors which

are adverse to the maintenance for the health.

38
Significance of employee health:-

 The employee health is significant because of the following reasons:

 To maintain and improve productivity and quality of work.

 To minimize absenteeism and employee turnover.

 To reduce industrial unrest, indiscipline and accidents.

 To improve employee benifits and morale.

 To reduce spoilage and cost of operation.

 To preserve the physical and mental health of employees.

Mental health of the employees:- the employee should adopt the following measures to

improve the mental health of the employees because a mentally tense, anxious and sick persons

has a tendency to develop various symptoms of organic:

39
  Ensuring all facilities to employees in time to avoid tensions and diversion of mind.

 Prompt decision making regarding the cases of the employees.

 Ensuring transparency in administration to develop confidence and commitment among

employees.

 Encouraging honest and hardworking employees to create mental happiness.

Psychologists have proved the benifitsal value of the non-monetary factors. Such benifits

to self actualize would lead to mental happiness.

 Locating shirkers and providing counseling to them, to protect the mental health of the

organization.

 Inculcation of ethical values.

 Improve interpersonal communication at all levels.

 Arrange regular sessions to teach workers how to reduce stress by techniques like yoga,

relaxation exercises etc.

Social health of the employees:-social health is another dimension of the employees’ health.

Social health means how an individual can have health relations with persons with whom he

comes in contact. The following measures may be initiated to ensure

The social health of the employees:

 Arranging meetings in office time to involve the employees, so that a sense of

belongingness can be created in them.

40
  Provision of the good staff clubs with all amenities of indoor and outdoor games. This

informal relationship among employees and their families can generate bonds of

friendship. Love and affection and these feelings can be transferred on the work situation.

 Free access to seniors to remove a large number of tensions and unnecessary reference.

 Arranging cultural programmes during festivals or other occasions so that employees can

get relaxed and feel charged.

 Arranging tours to nearby scenic places or hill stations to refresh the minds of the

employees and to accelerate the rate of social interaction.

Spiritual health of the employees:- Health has its base in spiritual powers. Organization can

arrange different lectures on spirituality which can keep the health of the employees in the good

shape as well move them to positive actions. Many medical schools in the USA are offering

courses in spirituality, religion and health. Studies have found that religious folks have lower

blood pressure, less depression and anxiety, stronger immune system and generally spend less

money on medicines than people who do not believe in the existence of god and are less

involved in religious activities. Scientists cannot prove that god heals but they can prove that

believe in god has a beneficial effect. There is little doubt that healthy religious facts and

practices can help people get better.

We can say that physical, social, mental and spiritual balance is the most desirable for the
perfect employee’s health. Thus, the employer’s should devise ways and means to develop
physical, social, mental and spiritual capabilities of the employees to generate and happiness in
the organization.

41
Employee welfare

Employee welfare:-employee welfare activities benefit not only the employee but also the

management in form of greater organization efficiency.

Significance of employee welfare:- The basic objective of employee welfare is to enable

employees to live a richer and more satisfactory life. Employee welfare is in the interest of the

employee, employer and society as a whole.

Benefits to employee

 Welfare facilities provide better physical and mental health to the workers and make them

happy.

 Welfare facilities like housing, medical benefits, education and recreation facilities for the

worker’s families help to create contended workers.

 Improvements in material, intellectual and cultural conditions of life, protects workers

from social evils like drinking, gambling etc.

Benefits to employer

 Welfare measures help to improve the goodwill and public image of the enterprise.

 Welfare serves to maintain some peace with the employee’s unions. Employee welfare

also helps to improve employee relationships and organizational peace.

 Employee’s turnover is reduced due to the provision of welfare facilities. Employees take

active interest in their jobs and work with a feeling of involvement and satisfaction.

42
  Employers secure the benefit of high efficiency, cordial employee relations and low

absenteeism and turnover.

Benefits to society

Employee welfare is also in the interest of the larger society because the health, efficiency

and happiness of each individual present the general wellbeing of all. Well housed, well fed and

well looked after employee is not only an asset to the employer but serves to raise the standard of

organization and employee in the country.

Types of employee welfare services

Within the organization services

 medical facilities

 recreational facilities

 libraries

 canteens

 rest rooms

 Washings and bathing facilities.

Outside the organization services

43
  housing accommodation

 children education

 sports fields

 holiday homes

 leave travel facilities

 Interest free loans.

 Transportation

Introduction to benefits

Benefits

44
Motivating employees is one of the main objectives of employee relationship management, as

motivated employee is more productive and creative.

Benifits is considered as one of the most important aspects of actuating because it is benifits that

energizes the behaviour of people, while behaviour activates action and action leads to actuation.

Benifits is a set of processes concerned with the force that energizes behaviour and directs it

towards attaining some goal.

Motive: - it’s an inner state which stimulates action or moves backed by drive. It can be the

cause of an inner drive. The terms like wants, needs, desires, wishes, aims, goals, drives, motives

and so on are related to benifits. This may be the reason why the Latin word “movere” which

means “to move” is considered as the root of the term benefits.

The relationship between needs drives and goals can make an integral part of

benifits. Benifits implies a goal towards which the movement occurs. It means that benifits

causes action. needs are synonymous with wants, motives or impulses which results in action,

while a drive is a force that affects a situation by pushing on a specific direction. Goals on the

other hand are ultimate objectives for the achievement of which behaviour and action are

directed.

Benifits is an internal state or condition (sometimes described as a need, desire, or want) that

serves to activate or energize behavior and give it direction.

 internal state or condition that activates behavior and gives it direction;

 desire or want that energizes and directs goal-oriented behavior;

 Influence of needs and desires on the intensity and direction of behavior.

45
  The arousal, direction, and persistence of behavior.

Offering a great health plan, a 401k retirement plan, and four weeks of vacation each year is not

benifits. Benefits, vacation, and salary are employee retainers and not employee motivators. A

company offers these benefits in order to attract and retain talented workers. Take a look at any

company and we will find that the more valuable the employee is to the company, the more

valuable their benefits packages will become.

The employees who work for our company are naturally motivated. All we need to do is to

utilize their natural ability, which we can do without spending money. In fact, money can

actually decrease an employee's benifits and performance. The first step in utilizing your

employees' natural abilities is to eliminate your organization's negative practices that zap away

their natural benifits. The second step our organization can take is to develop true motivators

which can spark all our employees into being motivated. By decreasing negative zapping

demotivators and by adding true motivators, we will tap into your employees' natural benifits.

Our employees' natural benifits relies on the fact that all people have human desires for

affiliation, achievement, and for control and power over their work. In addition, they have

desires for ownership, competence, recognition, and meaning in their work.

The following are examples of true motivators that will help our employees tap into their natural

ability to be motivated. Remember; implement these true motivators without spending money.

Instead of focusing on money, focus on how you can make some changes within your

organization.

 If your employees do routine work add some fun and variety to their routine.

 Provide employees with input and choice in how they do their work.

46
  Encourage responsibility and leadership opportunities within your company.

 Promote social interaction and teamwork between employees.

 Tolerate learning errors by avoiding harsh criticism.

 Promote job ownership.

 Develop goals and challenges for all employees.

 Provide lots of encouragement.

 Make appreciation part of your repertoire.

 Develop measurement that shows performance increase.

By eliminating demotivators and adding in no cost motivators you are tapping into your

employees' natural human desires to perform at their maximum level of benifits and productivity.

The following are the human desires that we are tapping into.

 Desire for activity

 Desire for ownership

 Desire for power

 Desire for affiliation

 Desire for competence

47
  Desire for achievement

 Desire for recognition

 Desire for meaning

Evolution of benifitsal theories:-

In early 50’s Abhram Maslow identified the fact that employees have a basic human need and a

right to strive for self-actualization and he gave hierarchy of needs benifitsal theory and

Frederick herzberg’s gave benifits and hygiene factors theory. These theories remain valid today

for understanding human benifits, management training, and personal development. The concept

of benifits has been explained very clearly and they become the base for all benifits programs in

an organization.

48
49
 CHAPTER-IV

DATA ANALYSIS & INTERPRETATION

Are you optimistic about your future success with the company?

Employee’s response

Particulars Strongly Agree Neutral Disagree Strongly Total

agree disagree
No of 42 24 20 14 0 100

employees

Inference:

50
From the above graph we can infer that 65% of the employees currently working with the

Heritage foods strongly agree about their future with the company and 20% agree the same and

5% are not in a position to comment about it and 10% disagree about their future with there

company. 10% is negligible when compared with 85% of people which exhibit their successful

future with the company.

Do you feel that the company care about its people?

Employee’s response

Particulars Strongly Agree Neutral Disagree Strongly Total

agree disagree
No of 46 20 16 18 0 100

employees

51
Inference:

From the above graph, we can say that 65% of the employees strongly agree that the company

cares about them and 20% agree with the same where as 15% are not in a position to comment

on it. This shows the strong relationship between the employees and management.

52
How much are the employees involved in company’s development?

Employee’s response

Particulars Completely Partially Not at all involved Total

involved involved
No of 46 28 26 100

employees

Inference:

The above graph depicts that 65% of the employees feel that they are completely involved in the

company’s development, whereas 20% of them feel that they are partially involved and 15% are

not involved. I.e. a good indication for the organization.

53
How satisfied are you with the following?

Employee’s response
Particulars Strongly Agree Neutral Disagree Strongly

agree disagree
compensation 75%(15) 20%(4) 0 5%(1) 0
Benefits 80%(16) 10%(2) 0 10%(2) 0
Work culture 80%(16) 20%(4) 0 0 0
work 60%(12) 40%(8) 0 0 0
responsibility 70%(14) 25%(5) 5(1) 0 0
Level of 90%(18) 10%(2) 0 0 0

transparency
Freedom to 55%(11) 25%(5) 15%(3) 5%(1) 0

experiment

Inference

The above graph displays that almost 75% of the employees strongly agreeing with their

compensation, benefits, work culture, work, responsibility, level of transparency which indicates

54
the presence of better benefit and compensation package where as only 55% of them strongly

agree with freedom to experiment and 25% agree with it.

The professionalism of the people with you works.

Employee’s response

Particulars Strongly Agree Neutral Disagree Strongly Total

agree disagree

55
Employees 75 10 0 15 0 20

response

Inference:

Through above graphical representation, we can infer that 75% of the employees strongly

agree about the presence of professionalism in the people around them whereas 10% of

them just agree and 15% of the employees feel the absence of professionalism with whom

they work with.

56
 Have you ever faced any problem while working?

Employee’s response
Particulars Yes No Total
Employees 36 64 100

response

Inference:

The above diagrammatic data represents that 60% of the employees has not faced any problem

while working, whereas 40% of the people have faced some minor problems while working. next

graph shows that 87% of the employees who have faced problem are highly satisfied with the

problem solving mechanism.

57
Are you satisfied the way it was handled?

Employees response
Particulars Yes No No response Total
Employees response 68 32 0 100

Inference:

58
The above graph depicts that 87% of the employees are satisfied with the way the problem was

tackled and 13% of them were not satisfied. This proves that the working environments is

problem free and have a very effective mechanism to solve the problem

Have you received appropriate recognition for your contribution?

Employee’s response
Particulars Strongly Agree Neutral Disagree Strongly Total

agree disagree
Employees 74 26 0 0 0 100

response

59
Inference:

The above analysis reveals that 85% of the surveyed employees strongly agree that they have

received appropriate recognition for their contribution in the organization whereas 15% of them

just agree about it and none of them opposes the recognition policies, this show that Heritage

foods have good rewards and recognition policy.

Does the organization provide long-term job security?

60
Employee’s response

Particulars Yes No No response Total

Employees 64 26 10 100

response

Inference:

From the above chart we can comment that 60% of the employees have faith that they will be

provided long-term security, 15% doesn’t support it and 25% of them did not responded about it.

The company should try to win the faith of not satisfied (15%) employees.

61
Are you satisfied with the relationship with the superiors?

Employee’s response

Particulars Yes No Total

Employees response 70 30 100

Inference:

The above chart indicates that 75% of the total employees are satisfied with their relationship

with the superior that’s a good sign for Heritage foods because this clearly shows how effectively

62
they are maintaining relationship with employees whereas 25% of them reject it. The company

should try to work out this difference to make it best in the industry.

What is the transparency level between superiors and subordinates?

Employee’s response
particulars Good Moderate Bad Total
Employees 68 30 2 100

response

63
Inference:

From the above-analyzed data we can say that, there is a good transparency level, as 70% of the

total have opted good transparency between superiors and subordinates and there exists 25% of

moderate and 5% of the bad transparency level between them.

64
Are you satisfied by the group insurance?

Employee’s response

Particulars Yes No No response Total

Employees 68 30 2 100

response

Inference:

The above diagram indicates that, 70% of the employees are satisfied with the group insurance,

25% of the oppose it and 5% of them have not responded to it. On an average 70% are very

satisfied with the group insurance but 25% is not satisfied which is not an negligible percentage

the company should interact with them and try to find out the reason for it.

65
Are medical allowances provided substantial for your requirements?

Employee’s response
Particulars Yes No No response Total
Employees 68 32 0 100

response

Inference:

From the above

information it has been

found that 70% of the

employees says that the

medical allowances

provided to them are

66
substantial whereas 30% of them feel its not adequate to meet their medical requirements, this

might be due to their large family size or frequent health problems.

Are you satisfied the way incentives are awarded?

Employee’s response

Particulars Yes No No response Total

Employees 68 30 2 100

response

67
Inference:

The above data infers that 70% of the employees are content with the way incentives are

provided to them that’s a healthy sign for any organization and 25% of them are not content this

might be due to lot of expectation whereas 5% of them did not respond to the question.

68
If provided with Better opportunities will you….

Employee’s response

Particulars Give second Straight away leave Total

thought. the job

Employees response 72 28 100

Inference

The above graph reveals the type of work culture and Employee satisfaction Heritage foods is

offering to its employees 80% of the employees are going to give a second thought before

leaving the job where as 20% of them will straight away leave the job.

80% of the totals surveyed are content with this job that’s a good sign for Heritage foods as

compared to industry, which is facing high turn over.

69
Are you satisfied with the vacation policy?

Employee’s response

Particulars Strongly Agree Neutral Disagree Strongly Total

agree disagree
Employees 30 44 22 2 0 100

response

Inference:

70
The above graphical representation conveys that 60% of the employees are satisfied with their

vacation policy, 10% of them disagree, 5% are neutral and 25% of them strongly disagree

regarding the vacation policy provided to them.

25% of the employees are not satisfied with the vacation policy followed at Heritage foods ltd

the reason for this might be the company follows USA standards.

CHAPTER-V

FINDINGS AND SUGGESTIONS

Findings

Findings of this research are based on the survey conducted using the questionnaire and other

data related employee relationship available on net and journals supplied by the company.

 Employees at Heritage foods India are very optimistic about their future with the

company. This is a good sign for limited turnover expectations by the company.

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  Employees feel that organization cares for their employee which reflects the bond

between the company and employee.

 In Organization employee feels that they are allowed to participate in decision making

this reflects professionalism of the company.

 Employees are given a chance to deal with problem situation; they are allowed to

approach their seniors for any problem situation. Most of the employees (90%) are

satisfied with problem solving mechanism available in the company.

 On an average almost all the employees are satisfied the way rewards and recognition is

awarded to them. That shows the company is offering awesome benefit package to the

employees.

 Only 60% of the employees are of the view that they are having long term job security it

is a good percentage but still 25% are in different. So company should try to win the faith

of them.

 A good and effective relationship among the employees and superiors is the sing of trust

and understanding which Heritage foods is witnessing as 75% of them are satisfied with

the relationship with superiors.

 On an average 70% of the employees are satisfied with incentives and medical

allowances at Heritage foods

 80% of the employees say that they will give a second thought before leaving this job

which shows that they are content with it and this is a healthy sign in today’s market

where companies are facing high turnover.

 Above all the at Heritage foods the transparency level is well maintained as only 5% feel

that its bad that indicates the culture and climates of the firm.

Suggestions

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After comparing the benefits programs offered at Heritage foods with industry standards the

following suggestions were made by the researcher on the knowledge he holds on the subject.

The following suggestion are given only to improve the benefit program which does not mean

that the existing program is not good or employees are not satisfied with it.

Beefing Up companys Benefits Package

Today's workers expect their employers to offer more than basic health insurance. They want

comprehensive benefits packages that help them lead healthy and productive lives.

Benefits can range from pet insurance to onsite child care, so how do you decide which ones to

provide to your employees? The common suggestions made are as follows

 Make sure the benefit is important to a large number of your employees.

 Choose benefits that work well with your corporate culture.

 Decide if your benefits package will offer a good return on your investment.

 Let your benefits package evolve with your company and employees.

 Perform a cost analysis of each benefit to determine how it will affect your bottom line.

New Benefits Ideas

Call company’s health-care provider and ask how you can supplement existing benefits.

Company may be able to offer its employees new benefits and perks without spending a lot of

cash. Some traditional providers offer such benefits as prenatal care, smoking cessation and

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weight loss programs, gym subsidies, onsite flu shots, CPR training and retiree health-care

benefits. Then try adding a few new perks that your employees will appreciate and enjoy.

Offer assistance to new recruits

In addition to offering a relocation package, consider providing services that will help spouses of

its new employees find jobs. Family transition packages help family members find jobs, schools,

activities, and churches or synagogues.

Give perks to business travelers

Encourage employees to use their company-earned frequent-flier miles to bring their spouses

and children on business trips. And offer to pay for their long-distance calls and dry cleaning

while they're on the road.

Incorporate "lifestyle" benefits

Add benefits that help employees simplify their personal lives. Consider offering dry cleaning

services, legal assistance, onsite cash machines and health insurance for pets.

Offer domestic-partner benefits

Many businesses include packages that accommodate an employee's significant other, regardless

of their marital status.

Create a time bank

Build a sense of loyalty among coworkers with a time bank. Encourage its employees to donate

sick, vacation or personal days to others in the company.

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Match employees' charitable contributions.

Donate money to its employees' favorite charities, and offer employees paid time off when they

volunteer for a charity.

Utilize the Web

There are a number of Web sites that help you supplement your benefits package. Sites like

BenefitsLink.com can help employers create perk programs for their employees.

Explore options for child care

Company child-care centers help cut down on absenteeism. If company is too small to provide

onsite care, consider offering referral services and subsidies.

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 Questionnaire

This survey is regarding a study on Employee Relationship and Benefit Administration at

Heritage foods. Kindly spend your valuable time in going through and filling the
questioner.

1. Are you optimistic about your future success with the company?
A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree

2. Do you feel that the company care about its people?

A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree

3. How much are the employees involved in company’s development?

A) Completely involved B) partially involved C) not at all involved

4. How satisfied are you with the following?

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 Strongly agree neutral disagree Strongly
agree disagree
compensation
Benefits
Work culture
work
responsibility
Level of
transparency
Freedom to
experiment

5. The professionalism of the people with you works.

A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree

6. Have you ever faced any problem while working and are you satisfied the way it was
handled?
A) Yes B) No
A) Yes B) No

7. Have you received appropriate recognition for your contribution?

A) Strongly agree B) Agree c) Neutral D) Disagree E) Strongly disagree

8. What factors would ensure your stay in the organization?

9. List any three factors that motivate you to perform well.

A) B)
C)

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10. Does the organization provide long-term job security?
A) Yes B) No

11. Are you satisfied with the relationship with the superiors?
A) Yes B) No

12. What is the transparency level between superiors and subordinates?

A) Good B) moderate C) Bad

13. Are you satisfied by the group insurance?

A) Yes B) No

14. Are medical allowances provided substantial for your requirements?

A) Yes B) No

15. Are you satisfied the way incentives are awarded?

A) Yes B) No

16. If provided with Better opportunities will you….

A) Give second thought.
B) Straight away leave the job.

17. Are you satisfied with the vacation policy?

A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree

18. Would you like to make any suggestion to improve the employee participation and
relationship at Heritage foods?

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 BIBLIOGRAPHY

Referred Books

Ashwatapa :-Human Resource Management

Rose Mary joshi and shashi k gupta :- Human Resource Management

Mamoria :-Personal Relations

Journals

ICFAI journals

Heritage foods journals

Websites
www.employer-employee.com

www.businessballs.com

www.allbusiness.com

www.aednet.org

www.opm.gov

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