EMPLOYEE WELFARE AND JOB SATISFICATION

Introduction

Research shows that various types of remunerations impact representative's

fulfillment level and furthermore assume a significant job in pulling in and holding
representatives with high potential. The representatives invest the vast majority
of their energy in the association with their as to empower the representatives to
accomplish their objectives throughout everyday life. Various sorts of offices
ought to be accessible so workplace can be improved and nature of work life
enhanced6 .Thus it is important that the workplace must be positive, to empower
the worker to accomplish a mind-blowing objectives. Various kinds of offices are
accessible with the goal that workplace can be improved and nature of work life
can be upgraded. The authoritative quality isn't estimated by the material
advantages it gives to its representatives, yet in addition with the odds the
workers get the chance to upgrade their degree of fulfillment and inspiration.

The historical backdrop of worker welfare is attached back to the hours of the
First World War(1914 – 18). In the underlying stages worker welfare was done on
the altruistic grounds. The financial downturn in the year 1930's, offered driving
force to worker welfare exercises. In the new time, both the businesses and the
legislature have begun looking into the exercises identified with worker welfare. It
is too in light of the modern aggravations and the weight created by International
Work Organization (ILO). The development identified with representative welfare
exercises quit slacking during the Second World War by the associations in their
separate nations. India is lingering behind in the worker welfare angle and has
done almost no around there. The exercises are just restricted to the gatherings
and meetings on work laws. At the hour of war the exercises identified with
worker welfare started in those endeavors whose work are identified with war
generation, in the later stages it was additionally embraced by government and
other private undertaking, separately. As the time of autonomy arrived at the
exercises identified with representative welfare become more grounded
exceptional consideration was given to work class. After autonomy numerous
laws were surrounded for the welfare of the work class as the

Numerous articles and acts have been passed with regards to the work laws.
Article 42 what's more, Article 43 state to give fundamental working offices,
maternity benefits and 'Magna Carta' which is the key privileges of Indian
specialists and includes all the laborers into

incapacity protection, annuities and extra security plans etc8 . The development
of Representative's State Insurance Act in 1948 denoted the start of Social
Insurance in India. Production lines Act, 1934 has been built up after which
numerous grouping has been made alongside the base measures on
compensation. The targets of these demonstrations incorporate improving the
working condition, security, wellbeing, working hours, paid leaves, week after
week occasions and so forth. Aside from this, there are numerous demonstrations
which have been instituted by the administration for example Least Wages Act
(1948), Pension Act (1995)
Objectives of study

 To expand the way of life of the. Common laborers: The worker is

increasingly inclined to misuse from the business people if there is no
institutionalized method for caring for their welfare.

 To make the administration feel the representatives are fulfilled about the
work and working conditions.

 To diminish the work issues in the organisaton: There are different issues
influencing the laborers, issues like truancy, turnover proportion,
obligation, liquor abuse, and so forth., which make the worker further frail
both physically and mentally. Work Welfare anticipates helping the worker
to conquer these issues.

 To perceive human qualities Every individual has his very own character
and should be perceived and created. It is in the hands of the
administration to shape them and help them develop. The administration
utilizes different strategies to perceive every one's worth as an individual
and as an advantage for the association.

 Work Welfare encourages a feeling of responsibiJjty in the business: An

individual works both in a gathering and as a person. On the off chance that
the individual is given duty he will act better or else he will be just a captive
to the bearing of the bosses and won't demonstrate any activity to
demonstrate his value,
Source used

Essential information were gathering straightforwardly from the clients through

structuredQuestionnaire, Telephonic meeting and email.

Auxiliary information were gathering from organization archives, standard course

books and Internet

Tools used :

In this study ,I have used simple average method to analyze

my data and informations. the formula for simple average method is
given below
Simple Average Method = n/N*100
n = no of respondents
N = Total no of respondent.
SAMPLING METHOD :

SAMPLE:

A finite of the population selected from it with the objective of

its investigation its properties is called sample of population. A sample
is a representative part of the population.
SAMPLING:

Sampling is an essential part of all scientific procedures . the

researcher collected and summarized the data more quickly through
sampling, sampling gives the researcher scope for collecting more
accurate information.
SAMPLE SIZE :

The sample size was collected from 50 respondent.

PRIMARY DATA:

Questionare has used as the tool for primary data collection

from people.

SECONDARY DATA:

Secondary data was obtained from website.

STATEMENT OF THE PROBLEM :

 HR are the most significant assets of any association. Here it is the

obligation of the administration to Take care of the welfare proportions of
the workers. In the event that the representatives are happy with the given
welfare quantifies, the creation will increment.

 The welfare proportions of the representative are basic due to the idea of
the modern framework. Today laborers are a basic component adding to
the development of the association. On the off chance that we make a
general study of the living and working state of modern specialists, the
need of work welfare measures would be evident.
Limitation of the study

 The closely-held conviction of clients may fluctuate from individual to

individual

 Every one of the constraints to relating to survey likewise influence the

investigation.

 This example may not be considered as a decent delegate of the entire

populace.

 There might be a probability of human blunder.

Chapter scheme

Chapter1

Introduction – objectives of study – source used – tools used – statement of the

problems – limitation of the study

Chapter2

Review of literature

Chapter3

Profile of the company

Chapter4

Analysis and interpretation

Chapter5

Finding and conclusion

 CHAPTER -2

Review of literature :

John M. Larsen Jr&W.A.OwensJr (1965)1 discusses the variation in both the

attitudes and effectiveness of employee groups as a function of the quality of

supervision, tenure, education, the ages of the group members, the dynamic
interplay of individual personalities and the emerging social aspects of the job.
The requirement of anonymity usually dictates that only group criteria can be
obtained and the outcome is a heavy preponderance of group studies. Thus, in
providing an individual criterion of satisfaction, it might then be possible to
investigate both between-group and within-group satisfaction in an interesting
and current theoretical frame. development) demonstrated a moderating
influence on the goal setting-satisfaction relationships. An unexpected finding was
that there was a significant decrease in perceived managerial behavior on the
Goal Clarity and Planning factor over the 21 months. However, a significant
increase occurred on the Feedback and Evaluation factor.

Edward E. Lawler III & Richard J. Hackman (1971)2 did research on “corporate
profits and employee satisfaction”. The authors examined the notion that
executives would rather maximize their profits rather than invest in their
employee’s job satisfaction. They discuss how the simplification of many work
processes, while intended to improve an organization's profits, often result in a
lack of satisfaction on the employee's end. The breaking down of work into small
tasks makes the worker's job repetitive and easily replaceable. While this process
is designed to improve quality it also results in a decrease in morale. The authors
examined how it is actually not profitable for companies to continue to use these
practices because of the costs related to turnover, absenteeism and the eventual
drop in product quality.

Kahn (1972)3mentioned that job content, supervision, physical work conditions

and possibly organisation structure are amongst the highly probable causes of
satisfaction and satisfaction in the workplace. In the automotive industry, jobs are
standardised and have a narrow range, as designed according to scientific
management principles. Scientific management, as by Frederick Taylor, uses
research and experimentation to determine the most efficient way to perform
jobs and organizes workers into specialised and standardized jobs .

GopaBasu (1973)4 observes in her research study that ‘Motivation in Industry’ is

concerned not with the task of getting workers to do assigned jobs but with the
task of enlisting their co-operation and loyalty when they have already identified
themselves with the organization.

Donald P. Schwab & Marc J. Wallace Jr. (1974)5examined many aspects of job
satisfaction investigated in recent years; satisfaction with pay appears to be most
deserving of additional study. Employee satisfaction with pay should be of
particular importance to organizations if for no other reason than that pay
constitutes a substantial --often the major--cost of doing business. Despite its
importance, however, considerable controversy has surrounded discussions of
satisfaction with pay, and only recently have we begun to learn something about
the personal and organizational factors associated with pay satisfaction. This
study examines six personal and organizational correlates of pay satisfaction of
both male and female nonexempt employees in a large firm manufacturing
durable consumer goods. In general, the results indicate that although
satisfaction with pay is related to several variables, the vast majority of the
variance in pay satisfaction is not explained with the variablesused in this study.

Gene Milbourn Jr. & J. D Dunn (1976)6 article presents a study which aims to
assist operating managers of small organizations in determining the need for
conducting audits of employee attitudes, selecting an appropriate questionnaire
to gather attitudinal data, and interpreting and using the information collected to
improve managerial practices and organizational functioning. Job satisfaction is a
feeling an employee has about his work, pay, promotional opportunities,
supervisor, and coworkers. More specifically, it is the "pleasurable emotional
state resulting from the appraisal of one's job as achieving or facilitating
theachievementof one's job values. Managerial policies and practices determine
thelevel of worker satisfaction/dissatisfaction toward each of the five component
dimensions.

Richard D. Arvey, H. Dudley Dewhirst & Edward M. Brown (1978)7examined two

hundred and forty five working level scientists and engineers participated in a
longitudinal study in which their managers had been trained in a Management by
Objectives program. Subjects completed two questionnaires, the latter
beingcompleted 21 months after the first designed to assess perceptions of their
managers' goal setting behavior along four dimensions derived using factor
analytic procedures (Goal Clarity and Planning, Subordinate Freedom, Feedback
and Evaluation, Participation in Goal Setting) and their reported intrinsic, extrinsic
and total satisfaction. Dynamic correlations (Vroom, 1966) were computed
between changes in the goal setting factors and changes in the satisfaction
variables and significant positive relationships were observed. In addition, results
indicated that job task (research vs. development) demonstrated a moderating
influence on the goal settingsatisfaction relationships. An unexpected finding was
that there was a significant decrease in perceived managerial behavior on the
Goal Clarity and Planning factor over the 21 months. However, a significant
increase occurred on the Feedback and Evaluation factor.

Philip (1979)8 has pointed out that to increase an employee’s motivation; the
management must get the employees to perceive that he will achieve higher
satisfaction at a higher effort level.

Hemavathi (1990)9 has in her doctoral research found that job security is the chief
motivator of employees in the Govt. and public sector.

Sinha (1991)10 in his study on Employee Recognition specifies recognition as a

positive public acknowledgement of person’s abilities and efforts. He thinks it as a
powerful achievement motivator through the enhancement of the self worth of
employees.
Unnikrishnan (1992)11 has observed that qualified employees should be properly
motivated by giving them higher grade promotion and increment.

Pushpa (1993)12observes that most of the industrial atmosphere dominated by

male, most of them are middle aged and above. This indicates lack of initiative
and vitality. Proper motivation from the part of the management will be a remedy
to this.

Jitschandran (1994)13 found that motivated people are in a constant state of

tension. This tension is relieved by drives towards an activity and out come that is
meant to reduce or relive such tension. The greater the tension , the more activity
will be needed to bring about relief and hence higher the motivation.

Anil Kumar (1995)14 indicates that in order to motivate the workers to increase
their efficiency the management should adopt measures to evaluate the merit of
the workers and make them feel that their merit is appreciated by the
management.

Rama Devi (1996)15 has suggested that motivate by rewards and recognition is

essential for increasing staff productivity.

BiswajeetPattanayak (199716 explains that motivation is will - to - do and is

individual oriented. If the individual does not feel inclined to engage himself in
the work behavior he will not put in adequate efforts to perform well.
Davar (1998)17reports that motivational factors are fruitful only if
iracticedwithsincere attitude of helpfulness and not as a gimmicks for getting the
subordinates to perform better. Sincerity of purpose alone can ultimately
succeed.

In the views Armstrong (2003)18 e-HR provides the information required to

manage HR processes. These may be core employee database and payroll systems
but can be extended to include such systems as recruitment, e-learning,
performance management and reward. The system may be web-based, enabling
access to remote or online and at any time. The information provided by the e-HR
process can be communicated across organisations. Kettley and Reiley (2003)
states that a computerized human resource information system consists of "a
fully integrated, organisation wide-network of HR-related data, information,
services, databases, tools and transactions. Technology has only recently
developed in a way that enables e-HR to make its mark, especially the
introduction of corporate intranets and web-enabled HRIS. The nature of the
development path, however, varies considerably from organisation to
organisation.

Michael (1999)19 pointed that a work culture that provides adequate job
satisfaction to the employees, opportunities for their career advancement, an
organizational climate that provides a sense of belonging may provide motivation
to the employees in the days to come.
Gankar (2004)20 pointed out that the level of performance of an employee is a
function of his abilities and motivation. The first determines what he can do and
the second determines what he will do. Where there is a strong positive
motivation the employee’s output will increase.

Varshney (2005)21indicates that motivation is a psychological process which is

related to human side and through which the desires, needs or tensions of the
employees are understood and they are inspired in such a way that they proceed
indesired direction, provide maximum help in the achievement of specified goals,

Narayana (2008)22 suggested that some people perform better than others. The
same person can act differently at different times. Human behavior is the result of
motivating process. Motivation is an inspirational process which impels the
members of the team, to pull their weight effectively to give their loyalty to the
group to carry out properly the task that they have accepted and generally to play
an effective part in the job that the groups has undertaken.

Chris Silva (2010)23 focuses on a decrease in the satisfaction of workers towards

their benefit levels. In the 2006 Rewards of Work survey of Segal Co., there is a
decrease in employee satisfaction with all types of benefits which include
retirement benefits, health care, benefit administration satisfaction and benefit
level satisfaction.
Kurt Matzler& Birgit Renzl (2010)24states that employee satisfaction is considered
as one of the most important drivers of quality, customer satisfaction and
productivity. In this study we investigate an important driver of employee
satisfaction. We argue that interpersonal trust (trust in management and trust in
peers) strongly influences employee satisfaction and, as a consequence,
employee loyalty. To test the relationships between these constructs measured
trust in management and trust in peers, satisfaction and loyalty of employees of
an Austrian company in the energy sector.

Prasad (2010) opined that motivation causes goal decided behavior. Need is the
base for motivation which is a kind of mental feeling in an individual that he
needs something. This something creates tension. In order to overcome this
tension employees engaged in a behavior through which he satisfies his needs.

Konicek's (1992)26 random sample included 204 faculty members from 37

community colleges in Texas. The relationship between diversity of workload and
job satisfaction was assessed and identified as being not significant.
Significant differences were discovered with respect to faculty perceptions of
industrial training assignments. An increase in the number of negative
statements concerning industry training assignments was accompanied by a
decreasing satisfaction level with overall working environment.

Robert (1971)27 had studied on job satisfaction of teachers taking special

class in lower state applying Herberg's Theory; was found that factors
affecting job satisfaction of teachers were work advancement and acceptance.
The factors affected the job dissatisfaction were supervision, work security,
relationship, salary, work characteristics and working climates.
Paul E. Madlock (2012)28examined the influence of supervisor communicator
competence and leadership style on employee job and communication
satisfaction. Participants were 220 individuals (116 men and 104 women) working
full-time for variety of companies in the Midwest. The findings indicated a strong
relationship between supervisors' communicator competence and their task and
relational leadership styles, with supervisor communicator competence being a
stronger predictor of employee job and communication satisfaction. More
specifically, the findings indicated that supervisor communicator competence
accounted for 68% of the variance in subordinate communication satisfaction and
nearly 18% of the variance in subordinate job satisfaction. More important, these
findings provide an association between communication, leadership, and
employee job andcommunication satisfaction.

McBride (1992)29examined the effects of ten job satisfaction factors, role

ambiguity, and role conflict on community college faculty's propensity to leave.
They discovered that as satisfaction levels of growth opportunities, salary,
work, policy and administration, and supervision decreased, turnover intent,
an attitude not widely represented, increased. Propensity to leave increased as
role conflict increased. Work itself reflected the highest satisfaction level and
salary the lowest. The generally satisfied faculty appeared to experience a
moderate amount of role conflict and a very low level of role ambiguity. Age was
the only demographic variable that significantly influenced propensity to leave.

Konicek's (1992)30 random sample included 204 faculty members from 37

community colleges in Texas. The relationship between diversity of workload and
job satisfaction was assessed and identified as being not significant.
Significant differences were discovered with respect to faculty perceptions of
industrial training assignments. An increase in the number of negative
statements concerning industry training assignments was accompanied by a
decreasing satisfaction level with overall working environment.
 CHAPTER-3
COMPANY PROFILE TOWARDS IN VOLKS
WAGEN POLO COIMBATORE CITY

INTRODUCTION:
“The Volkswagen Group is one of the leading automobile manufacturers
worldwide and the largest automobile producer in Europe. Its twelve fascinating
brands offer mobility in every vehicle class to meet the highest expectations, all
around the world”.

Volkswagen was founded on 28 May 1937 as the GesellschaftzurVorbereitung des

Deutschen Volkswagens mbH("Society for the preparation of the German People's
Car") by the Nazi Deutsche Arbeitsfront(German Labour Front).] The purpose of
the company was to manufacture the Volkswagen car, originally referred to as the
Porsche Type 60, then the Volkswagen Type 1, and commonly called the
Volkswagen Beetle. This vehicle was designed by Ferdinand Porsche's consulting
firm, and the company was backed by the support of Adolf Hitler.

The company was originally operated by the German Labour Front (Deutsche
Arbeitsfront), a Nazi organization. The Austrian automotive
engineer FerdinandPorsche, who was responsible for the original design of the
car, was hired by the German Labour Front in 1934, and ground was broken for a
new factory in the state of Lower Saxony in 1938. The outbreak of World War
II in 1939 occurred before mass production could begin, and the factory was
repurposed to produce military equipment and vehicles. Volkwagen’s military
involvement made its factory a target for Allied bombers, and by the end of the
war the factory was in ruins. It was rebuilt under British supervision, and mass
production of the Volkswagen began in 1946. Control of the company was
transferred in 1949 to the West German government and the state of LowerSaxony.
By that time, more than half of the passenger cars produced in the country were
Volkswagens.

MISSION:

The Group’s goal is to offer attractive, safe and environmentally sound vehicles
which can compete in an increasingly tough market and set world standards in their
respective class. At the same time, the firm wants to meet the needs of its
customers and the market, through excellence in care, quality, service and costs,
with highly trained human resources.

VISION :

The Group’s goal is to offer attractive, safe and environmentally sound vehicles
which can compete in an increasingly tough market and set world standards in their
respective class. At the same time, the firm wants to meet the needs of its
customers and the market, through excellence in care, quality, service and costs,
with highly trained human resources.

VOLKS WAGEN EVOLUTION :

SALES AND REVENUES EVOLUTION:

As it is shown in the previous grapgh, there is a positive tendency in general terms

in sales and revenues.
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LOCATION IN VOLKS WAGEN :

The Group operates 100 production plants in 19 European countries and a further
eight countries in the Americas, Asia and Africa. Every weekday, the company
produce about 37,700 vehicles, and work in vehicle-related services or other fields
of business. The Volkswagen Group sells its vehicles in 153 countries.
EMERGING MARKETS:

 Volkswagen AG, Europe’s largest carmaker, is investing 550 million euros

in cars manufactured in Russia and China to prepare for further growth in
the countries’ vehicle markets.

 Volkswagen is spending 250 million euros at its auto plant in Kaluga,

Russia, for an assembly line that will build 600 engines a day by 2015.
Moreover, Volkswagen plans 300 million euros in the transmission plant of
Tianjin, China.

 Volkswagen, which has a strategy to overtake General Motors and Toyota

Motor to become the world’s largest carmaker by 2018, is shifting focus
away from Western Europe, where industry wide auto sales are forecast to
shrink this year.
 CHAPTER -4

DATA ANALYSIS AND INTERPRETATION

TABLE - 4.1
GENDER WISE CLASSIFICATION OF THE RESPONDENTS

GENDER NO.OF.RESPONDENT PERCENTAGE

Male 25 50

Female 25 50
Total 50 100

INTERPRETATION :
The above table 4.1 shows that 50% of respondents are male,50% of
respondent female.hence the male are female equal of respondents .
 CHART-4.1
GENDER WISE CLASSIFICATION OF RESPONTS

GENDER
60

50 50
50

40

30

20

10

0
Male Female
 TABLE -4.2
AGE WISE CLASSIFICATION OF RESPONDENTS

AGE (IN YEAR) NO OF PERCENTAGE

RESPONDENT
Less than 30 20 40
31-40 20 40
41-50 10 20
Total 50 100

INTERPRETATION:
The above table 4.2 shows that less than 30yrs Respondent in
(40%), 31 – 40 yrs (40%) and 41 -50 yrs (20)%.
 CHART -4.2
AGE WISE CLASSIFICATION RESPONDENT

AGE WISE CLASSIFICATION

45
40 40
40

35

30

25
20
20

15

10

0
Less than 30 31-40 41-50
 TABLE 4.3
EDUCATIONAL STATUS CLASSIFICATION OF RESPONDENT

EDUCATION NO OF PERCENTAGE
LEVEL RESPONDENT
Diplomo 10 20
Under graduate 30 60
Post graduate 10 20
Total 50 100

The above table 4.3 shows that 12% of respondents are diploma
people.30% respondents are under graduate and are 6% post graduate
and majority responds are under graduate.
 CHART -4.3
EDUCATION LEVEL CLASSIFICATION OF RESPONTS

EDUCATION LEVEL
70
60
60

50

40

30
20 20
20

10

0
Diplomo Under graduate Post graduate
 TABLE -4.4
CATEGORY OF EMPLOYEE

CATEGORYB OF NO OF PERCENTAGE
EMPLOYEE RESPONDENT
PERMANENT 30 60
EMPLOYEE

PART TIME 18 36
EMPLOYEE

OTHERS 12
24
TOTAL 50 100

INTERREPUTATION:
The above Table 4.44 shows that 30% of responds in permanent
employee and 18% responds in part time employee and other hence
majority responds in permanent employee.
 CHART- 4.4
CATEGORY OF EMPLOYEE

CATEGORY OF EMPLOYEE
70
60
60

50

40

30
20 20
20

10

0
Less than20000 20000 - 30000 30000 - 40000
 TABLE – 4.5
MARTIAL STATUS CLASSIFICATION OF RESPONDENTS

MARTIAL STAUS NO OF PERCENTAGE

RESPONDENT
Married 30 60
Unmarried 20 40
Total 50 100

INTERPRETATION:
The above table 4.5 respondents of married in 60% and
unmarried respondents 40% majority is an married (60%).
 CHART – 4.5
MARTIAL STATUS CLASSIFICATION OF RESPONDENTS

MARTIAL STATUS
70
60
60

50
40
40

30

20

10

0
Married unmarried

TABLE - 4.6
MONTHLY INCOME CLASSIFICATION OF RESPONDENTS

MONTHLY NO OF PERCENTAGE
INCOME RESPONDENT
Less than 20000 30 60
20000 -30000 10 20
30000 – 40000 10 20
Above 40000 - -
Total 50 100

INTERRUTATION:
The table 4.6 less than 20000 in respondents 60% and
20000-30000 respondents with 20% & 30000-40000 respondent 20% In
monthly incomes.

CHART - 4.6
 MONTHLY INCOME CLASSIFICATION RESPONDENTS

MONTHLY INCOME
70
60
60

50

40

30
20 20
20

10
0
0
Less than20000 20000 - 30000 30000 - 40000 Above40000

TABLE -4.7

WORK EXPERIENCE CLASSIFICATION OF RESPONDENTS

 WORK NO OF PERCENTAGE
EXPERIENCE RESPONDENT
Less than 20 yrs 26 52
10 -20 yrs 14 28
Above 20 yrs 10 20
Total 50 100

INTERPRETATION :
The table 4.7 shows that work experience less than 20
yrs with( 52%) and 10 to 20 yrs respondents ( 28%) ,above 20 yrs
respondent in (20%) .

CHART – 4.7
WORK EXPERIENCE CLASSIFICATION RESPONDENTS
 WORK EXPERIENCE
70
60
60

50

40

30
20 20
20

10

0
Less than20000 20000 - 30000 30000 - 40000

TABLE – 4.8
SUITABILITY INTEREST ON THE JOB
 SUITABILITY NO OF PERCENTAGE
INTEREST ON REPONDENT
THE JOB

Highly satisfied 42 84
Satisfied 2 4
Neutral 0 0
Dissatisfied 6 12
Total 50 100

INTERPRETATION:
The table 4.8 shows that respondents in highly
satisfied in (84%) and satisfied respondents (4%) , dissatisfied
respondents (12%) .

CHART - 4.8
SUITABILITY INTEREST ON THE JOB
 SUITABILITY INTEREST ON THE JOB
90 84
80

70

60

50

40

30

20
12
10 4
0
0
HIGHLY SATISFIED SATISFIED DISSATISFIED NEUTRAL

TABLE - 4.9
ABILITY TO IMPROVE SKILL AND KNOWLEDGE FROM
JOB
 ABILITY TO NO OF PERCENTAGE
IMPROVE SKILL RESPONDENTS
AND KNOWLEDGE
OF JOB

Highly satisfied 39 78
Satisfied 11 22
Neutral 0 0
Dissatisfied 0 0
Total 50 100

INTERPRETATION :
The table 4.9 Ability to improve skill & knowledge
respondent highly satisfied (78%) satisfied respondent (22%) majority
in highly satisfied (78%).

CHART – 4.9
ABILITY TO COMMAND DIGNITY RESPECT FROM JOB
 RESPECT FROM JOB
90

80 78

70

60

50

40

30
22
20

10
0 0
0
Highly satisfied satisfied dissatisfied neutral

TABLE – 4.10
ABILITY TO DO THE BEST OF MY WORK
ABILITY TO DO NO OF PERCENTAGE
THE BEST OF MY RESPONDENT
WORK
Highly satisfied 20 40
Satisfied 5 10
Neutral 10 20
Dissatisfied 15 30
Total 50 100

INTEREPUTATION:
The table 4.10 shows that ability to do the best of my
work respondent in highly satisfied(40%) and satisfied respondent
(10%) and neutral respondent (10%) dissatisfied respondent (15%).

CHART - 4.11
ABILITY TO DO THE BEST OF MY WORK
 BEST OF MY WORK
45
40
40

35
30
30

25
20
20

15
10
10

0
highly satisfied satisfied dissatisfied neutral

TABLE – 4.12
PROVISION OF REQUIRED INFORMATION FOR DOING
WORK
 PROVISION OF NO OF PERCENTAGE
REQUIRED RESPONDENT
INFORMATION FOR
DOING WORK

Highly satisfied 40 80
Satisfied 10 20
Neutral 0 0
Dissatisfied 0 0
Total 50 100

INTERPRETATION :
The table 4.12 shows that provision of required
information for doing work respondent in highly satisfied (80%)And
satisfied respondents (20%) .

CHART - 4.12
PROVISION OF REQUIRED INFORMATION FOR DOING
 REQUIRED INFORMATION FOR DOING WORK
90
80
80

70

60

50

40

30
20
20

10
0 0
0
HIGHLY SATISFIED SATISFIED DISSATISFIED NEUTRAL

TABLE – 4.13
COMMUNICATION OF INFORMATION ABOUT WHAT IS
GOING ON
COMMUNICATION NO OF PERCENTAGE
OF INFORMATION RESPONDENT
ABOUT WHAT IS
GOING ON
Highly satisfied 35 70
Satisfied 10 20
Neutral 5 10
Dissatisfied 0 0
Total 50 100

INTERPRETATION:
The table 4.13 shows that communication of
information respondent in highly satisfied (70 %) and satisfied
respondent (20%) , neutral respondent (10%) .

CHART – 4.13
COMMUNICATION OF INFORMATION ABOUT WHAT
IS GOING ON
 COMMUNICATION OF INFORMATION
80
70
70

60

50

40

30
20
20
10
10
0
0
LESS THAN20000 20000 -30000 30000 -40000 ABOVE40000

TABLE - 4.14
THE TRUST IMPOSED ON ME BY MY SUPERIORS
 THE TRUST PERCENTAGE
IMPOSED ON ME NO OF
BY MY SUPERIORS RESPONDENT

Highly satisfied 20 40
Satisfied 15 30
Neutral 15 30
Dissatisfied 0 0
Total 50 100

INTERPRETATION :
The table 4.14shows that the trust imposed on me
by my superiors highly satisfied in (40%), and satisfied respondent
(30%) and neutral respondent (30%).

CHART - 4.14
THE TRUST IMPOSED ON ME BY MY SUPERIORS
 THE TRUST IMPOSED BY MY SUPERIOR
45
40
40

35
30 30
30

25

20

15

10

5
0
0
Highly satisfied satisfied dissatisfied neutral

TABLE - 4.15
TRUST IN MY SUPERIORS FOR THEIR ENCOURAGEMENT
 TRUST IN MY NO OF PERCENTAGE
SUPERIOR FOR RESPONDENTS
THEIR
ENCOURAGEMENT

Highly satisfied 15 30
Satisfied 30 60
Neutral 5 10
Dissatisfied 0 0
Total 50 100

INTERPRETATION:
The table 4.15 Trust in my superior for their
encouragement respondents in highly satisfied (30%) ,satisfied
respondents (60%),neutral respondents (10%) .

CHART – 4.15
TRUST IN MY SUPERIORS FOR THEIR ENCOURAGEMENT
 SUPERIOR FOR THEIR ENCOURAGEMENT
70
60
60

50

40
30
30

20
10
10
0
0
Highly satisfied satisfied dissatisfied neutral

TABLE – 4.16
 MUTUAL CO-OPERATION AMONG PEOPLE IN THE
ORAGANISATION

MUTUAL CO- NO OF PERCENTAGE

OPERATION RESPONDENT
AMONG PEOPLE IN
THE
ORAGANISATION

Highly satisfied 25 50
Satisfied 20 40
Neutral 5 10
Dissatisfied 0 0
Total 50 100

INTERPRETATION:
The table 4.16 mutual co-operation among people in
the organization respondent in highly satisfied (50%) and satisfied
respondent in (40%) neutral in respondent in (10%).

CHART – 4.16
MUTUAL CO-OPERATION AMONG PEOPLE IN THE
ORGANISATION
 MUTUAL CO-OPERATION IN ORGANISATION
60

50
50

40
40

30

20

10
10

0
0
HIGHLY SATISFIED SATISFIED DISSATISFIED NEUTRAL

TABLE – 4.17
CARE SHOWN IN SUPERIOR LEARNING MY JOB
 CARE SHOWN IN NO OF PERCENTAGE
SUPERIOR RESPONDENT
LEARNING MY JOB
Highly satisfied 10 20
Satisfied 17 34
Neutral 8 16
Dissatisfied 15 30
Total 50 100

INTERPRETATION:
The table 4.17 care shown in superior learning my
job respondent in Highly satisfied respondent (20%) , dissatisfied
respondent in (30%), satisfied respondent (34%) dissatisfied
respondent (30%) neutral respondent (16%).

CHART – 4.17
CARE SHOWN IN SUPERIOR LEARNING MY JOB
 CARE SHOWN SUPERIOR LEARNING MY JOB
40

35 34
30
30

25
20
20
16
15

10

0
HIGHLY SATISFIED SATISFIED DISSATISFIED NEUTRAL

TABLE – 4.18
WAY OF LISTENING TO THE SUGGESTION MADE BY
EMPLOYEES

WAY OF NO OF PERCENTAGE
 LISTENING TO RESPONDENT
SUGGESTION
MADE BY
EMPLOYEE

Highly satisfied 35 70
Satisfied 15 30
Dissatisfied 0 0
Neutral 0 0
Total 50 100

INTERPRETATION:
The table 4.18 way of listening to the suggestion
made by employee respondent in highly satisfied (70%), satisfied
respondent (30%).

CHART - 4.18
WAY OF LISTENING TO SUGGESTION MADE BY
EMPLOYEES
 SUGGESTION MADE BY EMPLOYEES
80
70
70

60

50

40
30
30

20

10
0 0
0
HIGHLY SATISFIED SATISFIED DISSATISFIED NEUTRAL

TABLE – 4.19
CARE TAKEN IN THE APPRECIATION OF GOOD WORK
DONE

CARE TAKEN IN NO OF PERCENTAGE

THE RESPONDENT
APPRECIATION OF
GOOD WORK DONE

Highly satisfied 25 50
Satisfied 15 30
Dissatisfied 10 20
Neutral 0 0
Total 50 100

INTERPRETATION :
The table 4.19 shows that care taken in the appreciation of work done
respondent in highly satisfied(50%), and satisfied respondent
(30%),dissatisfied respondent (20%).

CHART – 4.19
CARE TAKEN APPRECIATION OF GOOD WORK DONE
 APPRECIATION OF GOOD WORK
60

50
50

40

30
30

20
20

10

0
0
HIGHLY SATISFIED SATISFIED DISSATISFIED NEUTRAL

TABLE – 4.20
I GET DECENT INCOME FOR THE JOB PERFORM

I GET DECENT NO OF PERCENTAGE

INCOME FOR THE RESPONDENT
 JOB PERFORM

Highly satisfied 15 30
Satisfied 17 34
Dissatisfied 10 20
Neutral 8 16
Total 50 100

INTERPRETATION:
The table 4.20 I get decent income for the job perform
in respondent in highly satisfied (30%),and satisfied respondent in
(34%), dissatisfied respondent (20%), neutral respondent in (16%).

CHART – 4.20
I GET DECENT INCOME FOR THE JOB PERFORM
 INCOME FOR THE JOB PERFORM
40

35 34
30
30

25
20
20
16
15

10

0
HIGHLY SATISFIED SATISFIED DISSATISFIED NEUTRAL

TABLE - 4.21
SUFFICIENCY INCOME TO MEET FAMILY EXPENSES

SUFFICIENCY NO OF PERCENTAGE
INCOME TO MEET RESPONDENT
 FAMILY EXPENSES
Highly satisfied 20 40
Satisfied 5 10
Dissatisfied 10 20
Neutral 15 30
Total 50 100

INTERPRETATION :
The table 4.21 sufficiency income to meet
family expenses respondent in highly satisfied (40%) , and satisfied
respondent(10%), dissatisfied respondent (20%),neutral respondent
(30%).

CHART – 4.21
SUFFICIENCY INCOME TO MEET FAMILY EXPENSES
 INCOME TO MEET FAMILY EXPENSES
45
40
40

35
30
30

25
20
20

15
10
10

0
HIGHLY SATISFIED SATISFIED DISSATISFIED NEUTRAL

TABLE – 4.22
AVAILABILITY OF SCOPE SCHEME OF FINANCIAL
REWARDS
 AVAILABILITY OF NO OF PERCENTAGE
SCOPE SCHEME OF RESPONDENT
FINANCIAL
REWARDS

Highly satisfied 23 46

Satisfied 16 32
Dissatisfied 10 20
Neutral 1 2
Total 50 100

INTERPRETATION:
The table 4.22 shows that availability of scope scheme
of financial rewards respondent highly satisfied (46%),satisfied
respondent (32%),dissatisfied respondent (20%),neutral respondent
(2%).

CHART -4.22
AVAILABILITY OF SCOPE SCHEME OF FINANCIAL
REWARDS
 FINANCIAL REWARDS
50
46
45
40
35 32
30
25
20
20
15
10
5 2
0
HIGHLY SATISFIED SATISFIED DISSATISFIED NEUTRAL

TABLE – 4.23
METHOD OF DISTINCTION BETWEEN THE BEST AND LESS
PERFORMERS
 METHOD OF NO OF PERCENTAGE
DISTINCTION RESPONDENT
BETWEEN THE
BEST AND LESS
PERFORMERS
Highly satisfied 20 40
Satisfied 15 30
Dissatisfied 15 30
Neutral 0 0
Total 50 100

INTERPRETATION:
The table 4.23 shows that method of distinction
between the best and less performers highly satisfied respondent
(20%)Satisfied respondent (30%), dissatisfied respondent (30%).

CHART – 4.23
METHOD OF DISTINCTION BETWEEN THE BEST AND LESS
PERFORMERS
 BEST AND LESS PERFORMERS
45
40
40

35
30 30
30

25

20

15

10

5
0
0
Highly satisfied satisfied dissatisfied neutral

TABLE – 4.24
PROVISION OF LIGHTING AND VENTILATION FACILITIES
TO WORK PLACE
 PROVISION OF NO OF PERCENTAGE
LIGHTING AND RESPONDENT
VENTILATION
FACILITIES TO
WORK PLACE
Highly satisfied 20 40
Satisfied 8 16
Dissatisfied 15 30
Neutral 7 14
Total 50 100

INTERPRETATION:
The table 4.24 shows that provision lighting and
ventilation facilities to work place highly satisfied (40%),satisfied
respondent(16%),dissatisfied respondent (30%), neutral respondent
(14%).

CHART – 4.24
PROVISION OF LIGHTING AND VENTILATION FACILITIES
TO WORK PLACE
 LIGHTING AND VENTILATION FACILITIES TO THE WORK
PLACE
45
40
40
35
30
30
25
20
16
15 14

10
5
0
HIGHLY SATISFIED SATISFIED DISSATISFIED NEUTRAL

TABLE – 4.25
ADEQUACY WORKING (FLOOR) AREA TO WORK
EFFICIENTLY
ADEQUACY NO OF PERCENTAGE
WORKING RESPONDENT
(FLOOR) AREA TO
WORK
EFFICIENTLY
Highly satisfied 20
40
Satisfied 15 30

Dissatisfied 15 30

Neutral 0 0

Total 50 100

INTERPRETATION:
The table 4.25 shows that adequacy working (floor)
area to work efficiently highly satisfied respondent(40%) ,satisfied
respondent (30%), dissatisfied respondent (30%).

CHART -4.25
ADEQUACY WORKING (FLOOR) AREA TO WORK
EFFICIENTLY
 AREA TO WORK EFFICIENTLY
45
40
40

35
30 30
30

25

20

15

10

5
0
0
Highly satisfied satisfied dissatisfied neutral

CHAPTER – 5
FINDING SUGGESTION AND CONCLUSION
FINDINGS :

 The majority of respondent is 50% male and 50% female are

equal.
 The age composition of the respondent indicates the most of
respondent are 40% in the age group of less than 30 and 31-40
yrs
 The majority of the respondents 60% are married people
unmarried category in 40%.
 In our survey most of respondent in monthly income is less than
20000 (60%)in the majority respondent in monthly income.
 60% of respondent in are working in permanent employee .this
indicates are working is an permanent employee.
 The majority respondent in educational classification respondent
is under graduate (60%).
 The majority respondent in work experience classification
respondent in less than 20 yrs (52%).
 The suitability interest in the job of respondents is (84%) in
highly satisfied.
 Ability to improve skill and knowledge respondent is (72%) is
highly satisfied.
 Ability to do best of my work respondent in majority on highly
satisfied with (40%).

 Provision of required information for doing work respondent in

(80%) in highly satisfied.
 Communication of information about what is going on
respondent in highly satisfied with (70%).
  The trust imposed on be my superior is majority respondent in
highly in satisfied in (40%).
 Mutual co-operation in the oraganisation respondent in highly
satisfied in (50%).
 Care shown in superior learning my job in respondent highly
satisfied in (20%).
 Way of listening to the suggestion made by employees in
respondent in highly satisfied (70%).
 Care taken in the appreciation of good work done respondent is
majority highly satisfied (50%).
 I get decent income for the job perform respondent in highly
satisfied in with (30%).

SUGGESTION:

 Company need to create sufficient awareness about welfare

programs available employees within the company.

 Inorder to efficiency of workers management has to be constanly

touch with the workers meeting of the workers may be convened
frequently discuss to problems of workers.

 Give complete medical facilities so as to minimize theabseentism

and to keep the employees more immunized and fit enough.
  Make first aid box with prescribed medical facilities to the
employees more commited.

 The company should maintain the employee employer relationship

at the entire life.

CONCLUSION :
Labour Welfare Measures prove to be an important factor when
compared to the other factors in the organization. When these measures
are not provided to the fullest extent the workers self-interest and
motivation decreases and their dedication to the work may declines. So,
the task of the Personnel Manager be-comes challenging and it imposes
him to introduce the various employee welfare measures in the
organization. these measures in an organization are one of the factors for
the workers to stay within the organization and to work towards success
of the or-ganization and this has been evident in this organization.

QUSTIONARE :

EMPLOYEE WELFARE AND JOB SATISFICATION

 QUESTIONARE

1. Gender
□ Male
□ Female

2. Age
□ Less than 30
□ 31-40
□ 41-50
□ Above 50

3. Education level
□ Diploma / School
□ Under graduate
□ Post graduate

4. Category of employee
□ Permanent employee
□ Professional employee
□ Part time employee
□ Others

5. Marital status
□ Married
□ Unmarried

6. Monthly Income Level (in Rupees)

□ Less than 20000
□ 20000 - 30000
□ 30000 – 40000
□ Above 40000

7. Work experience
□ Less than 20 yrs
□ 10 - 20 yrs
□ Above 20 yrs

S.no Statement Highly Satisfied Neutral Dissatisfied

satisfied

8. Suitability interest on the job

9. Ability to improve skill and
knowledge from job
 10. Ability to command dignity respect
from job
11. Ability to do the best of my work
12. Provision of required information for
doing the work
13. Communication of information about
what is going on
14. The trust imposed on me by my
superiors
15. Trust in my superiors for their
encouragement
16. Mutual co operation among people
in the organisation
17. Care shown in superior learning my
job
18. Way of listening to the suggestion
made by employees
19. Care taken in the appreciation of
good work done
20. I get decent income for the job
perform
21. Sufficiency income to meet family
expenses
22. Availability of scope scheme of
financial rewards
23. Method of distinction between the
best and less performers
24. Provision of lighting and ventilation
facilities to work place
25. Adequacy working (floor)area to
work efficiently

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 In the views of Armstrong (2003), e-HR provides the information

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