A PROJECT REPORT

ON

Non- Monetary Satisfaction Survey

Among Employees at
Bajaj Allianz General Insurance Co.

Prepared in partial fulfillment of the degree of

Master of Business Administration (M.B.A)

Submitted By:
DIVYA RAWAL
MBA 3rd Sem (7557)

Under the Supervision of

Project Coordinator:
Mrs. Charu Mohla

MAHARAJA AGARSEN INSTITUTE OF TECHNOLOGY

Guru Gobind Singh Indraprastha University
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PSP Area, Sector-22 Rohini, Delhi—110085 Ph: 25489493-94

DECLARATION

I, hereby declare that the present dissertation entitled “Non Monetary

Satisfaction Survey at Bajaj Allianz General Insurance Co. ” has been
done by me. This is the original work and is the result of my own
efforts.

Divya Rawal

Roll No. 7557/MBA

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CERTIFICATE

This is to certify that the project entitled “Non-Monetary

Satisfaction Survey at Bajaj Allianz General Insurance
Co.” submitted by Ms. Divya Rawal Enrollment No. 751483906
has been done under my guidance and supervision in fulfillment of
the requirement for the award of Master of Business
Administration.

The work and analysis mentioned in this Project Report have been
undertaken by the candidate herself and necessary references have
been recognized and acknowledged in the text of this report.

Ms. Charu
Project Guide

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ACKNOWLEDGEMENT

Throughout our whole life we experience various kinds of beautiful

experiences; this project has been the same for me. It would not have been
the same without the valuable contribution of the various people who helped
me to come with the project.

First of all I would like to express my sincere gratitude and thanks to the
director of my college Dr. N.K. Kakkar and my Internal Project Guide Mrs.
Charu Mohla and mentor Mr. Kapil Bajaj for guiding me throughout this
project and for giving me his valuable and important advices and support to
mould my project in the right direction.

I am thankful to Mrs Malvika Mahajan, BAJAJ ALLIANZ GENERAL

INSURANCE company, who gave me an opportunity to work with the
organization and gave his support throughout my project.

Also, I would like to express my sincere gratitude and thanks to Ms.

Kavaldeep Kaur , Mr. Nitin Gupta and other employees of Bajaj Allianz
General Insurance Company for their constant guidance and help.

DIVYA RAWAL
SUMMER TRAINEE
MAHARAJA AGARSEN INTITUTE OF TECHNILOGY.

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TABLE OF CONTENT

Declaration
Certificate
Acknowledgement

Chapter 1 : Introduction
1.1 : Objectives

Chapter 2 : RESEARCH METHODOLOGY

2.1 : Need for the Study
2.2 : Research Design

Chapter 3 : COMPANY PROFILE

3.1 : Introduction
3.2 : Business associates
3.3 : Other similar business
3.4 : Corporate vision
3.5 : Corporate mission
3.6 : Product rang
3.7 : Achievements

Chapter 4 : LITERATURE REVIEW

4.1 : Motivation
4.2 : Employee Satisfaction
4.3 : Morale
4.4 : Employee Engagement
4.5 : Compensation

Chapter 5 : FINDINGS

Chapter 6 : RESULT ANALYSIS

Chapter 7 : CONCLUSION

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Chapter 8 : SUGGESTIONS

Chapter 9 : Limitations

Chapter 10 : Bibliography

Annexure

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Chapter 1

INTRODUCTION

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OBJECTIVES

To understand relevance of Benefits in the organization.

To study level of Employee’s satisfaction in Bajaj Allianz.
To analyze how various Benefits motivates the employees in Bajaj
Allianz
To study the Strategies for success of Bajaj Allianz.

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CHAPTER- 2

RESEARCH METHODOLOGY

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Employee benefits are considered as the vital source for providing

security, social welfare. It is a motivational tool as well as the
satisfaction measure for the employee for any organization. As a
result, it leads to improved productivity and efficiency of the
employees. As, incentives are the important tool for motivating the
employees it helps in retaining man power of the company.
Survey is done with the help of a questionnaire and discussion is done
with the employees to know their problems.
The questionnaire is prepared to know the satisfaction level in terms
of motivation of the Sr. Executives of Bajaj Allianz.
The survey was done for the Sr. Executives of Bajaj Allianz taking a
sample size of 50 Executives.
The project was done with Bajaj Allianz in the field of Human Resource
Management titled:

“SATISFACTION
SURVEY AMONG BAJAJ ALLIANZ EXECUTIVES
ON NON- MONETARY BENEFITS GIVEN TO THEM AS PART OF
MOTIVATION”

2.1 NEED FOR THE STUDY

In the today world of industrialization the employees are seeking for

the facilities that are required for the smooth running of life. Today the
manager is also responsible for the health and other welfare schemes
in the work place. The HR department is the only department that is
indulging in these types of activities of motivation.

These types of benefits are mainly non cash facilities. It is not

necessary that there is always a non cash facility. There are many
employee benefits that are add to the good of the employees.

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The first step in employee benefit plan design is to determine who the
employer intends to benefit and why. The scope of coverage and
the employees who are to be covered by the plan will be the first
limiting factor in the number of alternatives available because of
the nondiscrimination rules in the Code. For example, if the plan is
to cover a select group of executives, it may not be possible to
provide the benefit on a tax-favored basis. On the other hand, if
the plan is to be a broad-based plan covering executives and
rank-and-file employees, then many alternatives are available on
a tax-favored basis.

Determining the scope of coverage in the proposed employee

welfare benefit plans also involves identifying which employees
must be covered. The nondiscrimination rules applicable to each
type of welfare plan typically require coverage of a sufficient
number of no highly compensated employees versus highly
compensated employees. If the employer is a member of a
controlled group or an affiliated service group, these rules also
require that the employees of all members of the group be taken
into account when testing for nondiscrimination. Leased
employees must also be taken into account. Therefore, a
complete and accurate census must be prepared when
determining who to benefit and will also be key in the following
steps for plan design.

2.2 RESEARCH DESIGN

The design used for the study was both descriptive and exploratory in
nature. It was exploratory as the opinion of respondent was sought
through questionnaire and analyzed. It was descriptive as the help of
concerned literature on the subject was taken.

2.21 SOURCE OF INFORMATION

Data was collected from both primary and secondary sources. The
primary source included the respondent from whom the required
information was gathered directly and emphasis was laid on their
opinion. Secondary source are profile of BAJAJ Allianz Co., personnel
manual of Company and concerned literature.

The tools of data collection as follows:

(a) Discussion

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(b) Questionnaire

Discussion:

Under this method of collecting data the investigator personally comes

in contact with the persons from whom the information is to obtain
certain critically element can be discussed. The person who wants the
information, raises concerned topics and follows the other person to
freely express his or her views. Sometimes the information that cannot
be collected through discussion can be collected through questionnaire
and the opinion of the respondent can be made clearer.

Questionnaire:

It is usually associated with self-administrative tool with items of

closed or fixed alternative type. The respondent feels confidence in
anonymity of questionnaire than with that of interviewer. It places less
pressure on subject for immediate response. This was the reason to
choose questionnaire and one of the tools for data collection. The
questionnaire consisted of multiple choice questions, open-ended
questions, multiple-choice open-ended questions written with answers
space provided for response.

2.22 SAMPLE SIZE:

The method of sampling used was systematic sampling. This method is

popularly used in those cases where a complete list of the population,
from which the sample is to be drawn, is available.

The study of employees of Bajaj Allianz General Insurance Company,

Pitam Pura was carried out from different departments. 40 employees
(Executives E1-E7) were selected on random basis.

2.23 SCOPE:

The scope of the project is wide and the study is confined to the
Welfare Schemes in Bajaj Allianz Gen. Insurance Co. located at Pitam
Pura.

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CHAPTER 3

COMPANY PROFILE

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AN OVERVIEW

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Bajaj Allianz General Insurance Company Limited is a joint venture

between Bajaj Auto Limited and Allianz AG of Germany. Both enjoy a
reputation of expertise, stability and strength.

Bajaj Allianz General Insurance received the Insurance Regulatory and

Development Authority (IRDA) certificate of Registration (R3) on May
2nd, 2001 to conduct General Insurance business (including Health
Insurance business) in India. The Company has an authorized and paid
up capital of Rs 147 crores. Bajaj Auto holds 74% and the remaining
26% is held by Allianz, AG, Germany.

In its first year of operations, the company has acquired the No. 1 status
among the private non-life insurers. As on 31st March 2006 Bajaj
Allianz General Insurance maintained its leadership position by
garnering the premium income of Rs.1285 crore. Bajaj Allianz has made
a profit after tax of Rs.52 crores.

Bajaj Allianz today has a network presence in over 100 towns spread across
the length and breadth of the country. From Surat to Siliguri and Jammu to
Thiruvananthapuram, all the offices are interconnected with the Head Office
at Pune.

In the first half of the current financial year, 2006-07, Bajaj Allianz garnered
a premium income of Rs. 842 crores, achieving a growth of 35% and Net
profits rose to Rs.27 Crores.

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BUSINESS ASSOCIATES

Bajaj Auto Limited

Bajaj Auto Limited is the largest manufacturer of two and three-wheelers in

India and also one of the largest manufacturers in the world. Bajaj Auto has
been in operation for over 55 years. As a promoter of Bajaj Allianz General
Insurance Company Ltd., Bajaj Auto has the following to offer: • Vast
distribution network.
• Knowledge of Indian consumers.
• Financial strength and stability to support the insurance business.
• Visit Bajaj Auto's Website www.bajajauto.com

Allianz AG, Germany

Allianz AG is in the business of General (Property & Casualty) Insurance;

Life & Health Insurance and Asset Management and has been in operation
for over 110 years. Allianz is one of the largest global composite insurers
with operations in over 70 countries. Further, the Group provides Risk
Management and Loss Prevention Services. Allianz has insured most of the
world's largest infrastructure projects (including Hongkong Airport and
Channel Tunnel between UK and France), further Allianz insures the
majority of the fortune 500 companies, besides being a large industrial
insurer, Allianz has a substantial portfolio in the commercial and personal
lines sector, using a wide variety of innovative distribution channels.

Allianz AG has the following to offer Bajaj Allianz General Insurance

Company Ltd. :

• Set up and running of General insurance operations

• New and improved international products
• One of the world's leading insurance companies
• More than 700 subsidiaries and 2 lac employees in over 70 countries
worldwide
• Provides insurance to almost half the Fortune 500 companies
• Technology

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Other similar businesses

The promoters have also incorporated a Life insurance Company in India,
called Bajaj Allianz Life Insurance Company Limited to provide life
insurance solutions.

VISION, MISSION, VALUES AND

LEADERSHIP STYLE OF BAJAJ ALLIANZ CO.

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VISION
• To be the first choice insurer for customers
• To be the preferred employer for staff in the insurance industry.
• To be the number one insurer for creating shareholder value

Mission
As a responsible, customer focused market leader, we will strive to
understand the insurance needs of the consumers and translate it into
affordable products that deliver value for money.

Values

• Meeting commitments made to external and internal

customers.
• Foster Learning, Creativity and Speed of Response.
• Respect for Dignity and potential of individuals.
• Loyalty and pride in the company.
• Team playing.
• Zeal to Excel.
• Integrity and Fairness in all matters.

Leadership Style

• To faster and sustain organized values.

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• Empowering with responsibilities and accountability at all
levels.
• Visionary.
• Courage, Credibility, Compassion and Visibility.
• Timely recognition, feedback and counseling.
• Communication, information sharing and consultations.
• To be role model.

A Partnership Based on Synergy

Bajaj Allianz General Insurance Company offers technical excellence in all
areas of General and Health Insurance as well as Risk Management. This
partnership successfully combines Bajaj Auto's in-depth understanding of
the local market and extensive distribution network with the global
experience and technical expertise of the Allianz Group. As a registered
Indian Insurance Company and a capital base of Rs. 147 crores, the
company is

• Fully licensed to underwrite all lines of general insurance business including

health

OBJECTIVES AND POLICIES

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• To maintain a leading position as supplier of systems, equipments
and services to National / International standards and to attain a
high level of customer confidence.

• Design, procurement, supply and execution of systems and

equipments for Transmission Projects to meet requirements of
customers stated as well as implied, statutory aspects and
National / International standards.

• To acquaint customers on operation and maintenance of the

equipment and systems.

• Identification of new areas of business in which BAJAJ ALLIANZ CO.

may enter.

FUNCTIONS

• Give suggestions to various departments whether to enter in

collaboration or not.

• Arrangement of various Customer Appreciation Programmes.

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Chapter 4

LITERATURE REVIEW

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4.1 MOTIVATION
According to Kreitner Robert (1999:384)
“ The term motivation derives from the Latin movere, “move”. It is
virtually impossible to determine a person’s motivation until that
person behaves or literally moves. By observing what someone says or
does in a given situation, one can draw reasonable inferences about
the person’s underlying motivation.”
Mitchell (1982) aptly defines motivation as “the degree to which an
individual wants to chooses to engage in certain specified behavior”
Cowling and Mailer (1998) have defined motivation as: ” Motivation is a
psychological concept related to strength and direction of human
behavior. Motivation is explained as a force within individuals, which
lead them to achieve certain goals in order to fulfill their needs or
expectations.”
Bennett (1997) also suggests that motivation is a force that influences
on employee to work so as to achieve certain aims and benefits.
Bennett (1997:102) comments:
'An employee's motivation to work consists of all the drives, force and
influences - conscious or unconscious -that cause the employee to
want to achieve certain aims and benefits.
“Motivation is some kind of drive or impulse that causes one to act in a
certain way.” Webster’s New World Dictionary (1998).
Motivation can be defined as that which energizes, directs, and
sustains human behavior. In HRM, the term refers to a person's desire
to do the best possible job or to exert the maximum effort to perform
assigned tasks. An important feature of motivation is that it is
behavior directed toward a goal.
Motivation of employees at all levels is the most critical function of
management. In the hospitality sector in particular employee
productivity is a critical factor and thus motivation of employees
becomes a major function of HRM in the hospitality sector.
Motivation plays a major role in achieving high performance in the
workplace, which is an important goal of management. However, just
because an employee is motivated does not guarantee she will
perform satisfactorily. Therefore, changing the performance of workers
is rather more complicated than just “motivating” them. (Hunt J W,
2001:82)
Managers are challenged to understand employee needs and to assign
work and workplaces so that employees will engage in behaviors that
meet their needs, while at the same time achieving organizational
goals.

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Ability

Direction Effective
Performanc
Motivation e
Support
Figure: Formula for effective performance

TYPES OF MOTIVATION
Motivation theory seeks motivation that it is behaviour directed toward
a goal. Motivation theory seeks to explain why employees are more
motivated by and satisfied with one type of work than another.
Robert Wood (1996) has defined motives in three different categories:
 Physiological
 Socio-physiological
 General.
Physiological motives
Physiological motives are variously called primary motives. The living
system has motives for some physical satisfaction, a lack of which over
a longer period proves to be extremely damaging. The individual
requires oxygen, food, and water; something to preserve body
temperature, which indirectly points to clothing and shelter; but these
by themselves do not form a motive. These physiological motives may
be divided into specific categories. There are two features of these
motives: (1) they are universal, is they exist in all human beings
irrespective of their divergent social cultural and physical settings; and
(2) the behavior patterns related to these motives are largely
unlearned or innate. These behavior patterns appear' either
immediately after birth or at different periods of life following upon
maturation of the neuro-physiological mechanism, for instance, the
reproductive behavioral pattern.

Socio-Psychological Motives:

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Socio-psychological motives may not be as immediate or physical, yet
they influence behavior at an early stage. An individual is not merely a
food seeking living system. He/she desires and actively strives for
association, for belonging to various individuals and groups. These
motives are neither inborn to him nor are they related directly to his
survival. These motives originate from the training which he acquires
from different social organizations -to which he belongs (i.e. I the
family, club, etc.) Socio-psychological motives, unlike physiological
motives, are largely learnt and accordingly vary from culture to
culture. They may be divided into affective and egoistic motives. Both
are related to people. Affiliative motives deal with belongingness,
friendship or affection with .people. Egoistic motives relate to a
position over people rather than with people. Power, status, prestige or
esteem fall under egoistic motives. Socio-psychological motives
include, acquisitiveness, security, status, autonomy, affiliation,
achievement, dependence, aggression, power and nurturance.

General Motives:
There is an intermediate category of motives between the
physiological and the socio-psychological. The motives in this category
are unlearned but not physiological based. They are placed in a
general category. In this category may fall all other motives which
cannot be classified as physiological and socio-psychological including
competence, manipulation, ~ activity and curiosity.
Employee satisfaction is therefore a result of different motives. These
motives enhance the productivity of the employees.

TYPES OF NEEDS

According to Newstorm and Davis (1995), there are two types of

human needs:
i) Primary Needs: Which are also known as physical needs. These
needs include food, water, sex, shelter, air and a comfortable
atmosphere. These are the basic needs of human beings and
remain from person to person.
ii) Secondary needs: Which are also known as social and
physiological needs. These needs include self-esteem, assertion,
competition, sense of duty, status, security, etc. These needs
change from employee to employee and often create
complications for managers while applying motivational efforts
for employees.

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As supporting their views Newstorm and Davis (1995:126) say:
Management planning should consider the effect of any
proposed action on the secondary needs of employees.

THEORIES OF MOTIVATION

A.H. MASLOW'S APPROACH:

According to Maslow's theory individuals are motivated by five levels of
need, when individual has been satisfied by first level of need then he
moves to second level of need so as to satisfy himself and then further
on.
The five levels of need are:
i) Physiological need -It includes basic needs such as food, shelter,
clothing, heat and light.
ii) Security -Maslow argued, once physiological needs have been met
the individual will seek security at home, tenure at work and protection
against reduced living standards.
iii) Social -'Most people desire affection, they want to belong to a
community, and to feel wanted.' (Bennett 1997: 107)
People create social, religious, cultural, sporting and recreational
groups and at work they create activity, groups and communication
systems.
iv) Esteem: It includes needs for recognition, authority and influence
over others. This could be met by having high-ranking jobs, together
with the provision of status symbols.

v) Self -actualization: According to Maslow, this is the highest level of

need as to concerns activity and hunt for personal fulfillment. Few
people over reach this final stage.

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Maslow's Theory:
Maslow's hierarchical concept of human needs is based on the, view of
prepotency of needs. These needs include the physiological needs,
safety needs, love, esteem and the need for self-actualization. After
the satisfaction of physiological needs, the need for safety tends to
motivate human behaviour. This need refers to freedom from fears of
external threats including criminal, attacks and climate distress,
protection, comfort, peace and orderly and neat surroundings. The
need for love involves the acceptance, group participation and desire
for affectionate relationships among family members and other
associates. It propels the individuals to belong to warm, supportive
associations of other persons. Then comes the need for esteem (i. e
recognition and prestige, confidence and leadership, achievement and
ability, etc.) which refers to the wish of an individual for a high
valuation of his personal worth. This need reveals itself in two
manners: (I) an individual requires self-knowledge of competence in
certain aspects of accomplishments, and (2) he requires the
recognition or approval of these accomplishments by other persons.
Finally, the self-actualization need refers to realization of individual's
intrinsic potentials. This need can be regarded as the desire to become
more and. more what one is, to become everything which one is
capable of becoming, to do things purely for the challenge of
accomplishment, intellectual curiosity and fulfillment, and creativity
and aesthetic appreciation.
There are many other features of Maslow's theory, which deserve
attention: (I) this hierarchy relates to the motivational scale of normal,
healthy individuals belonging to a highly advanced society. This society
ensures satisfaction of ~ physiological and safety needs. (2) From the
standpoint of what actually motivates human behaviour it can be
asserted that a satiated need is no longer a motivator. (3) In advance
society, the physiological and safety needs do not form motivators for
most normal adults. It is only in underdeveloped regions that these
needs dominate human behaviour. In advance regions, these needs
motivate only a small segment of population which is either
abnormally deprived or, has not experienced warm affiliate
relationships and the esteem of others. The theory asserts that it is
perhaps only the search for higher level needs, which form the
motivating factor for a normal adult individual.
In the light of above facts, the author is of opinion that,
motivation is needed at all levels and pay forms a
unique, incentive, which is one of the major driving force
for the people at all levels.

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APPLICATIONS OF MOTIVATION THEORIES TO THE WORK

PLACE:
Mangers can learn from the different theories and approaches to
motivation. If a hospitality manager can identify different
motivating factors within staff, this is likely to lead to improved
attitudes at work, lower turnover and improved customer
relations. The manager can judge the relevance of the different
theories, how best to draw upon them and how they might
successfully be applied in particular work situations. This is part
of being an effective manager. (Laurie J Mullins 1995:250)
i) Performance -Related Pay -It is often used to related
performance of employees to pay. It is a part of performance
management system, in which performance of employees is
evaluated and pay awards are given. Bernandin and Beauty
(1987; off et al., 1990) suggested the use of 360° appraisals an
employee's performance is appraised by lot of people including
customer, colleagues, supervisors and people below him or her
in the organization's hierarchy.
ii) Job Complexity: Turner and Lawrence (1965) pioneered work into
the effect that different types of jobs would have on employee
satisfaction and absenteeism. The research by them help to
know that many employees prefer more complexes and
challenging jobs. There are some characteristics, which define
job complexity as:
• Variety
• Autonomy
• Responsibility
• Knowledge and Skill .Social interaction.
As Ellis & Dick (2000:54) says:
‘Organizations practice job rotation to encourage employees to
become multi-skilled, and to give them an opportunity to see more of
what the organization is trying to achieve'.
Job Enlargement allows employees to grow in their jobs both
horizontally and vertically. Job enlargement increases the level of
diversity at work place and also brings benefits for employees.

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STEPS TAKEN BY ORGANIZATIONS TO MOTIVATE THEIR STAFF

According to Bennett (1997), it a duty of managers to know about the
factors that create motivation in order to be able to induce employees
to work harder, faster, more efficiently and with greater enthusiasm.
In other words, it's a part of all the organizations to motivate their staff
so as to get better performance and stimulate effort that's why all the
organizations have Human Resources. On the basis of motivation
theories, drives, applications and needs studies above, the
organizations, so as to motivate their staff, follow:
i) Training and Development:
ii) Rewards and incentives
iii) Fringe benefits

Rewards motivate behaviour:

There are two types of rewards, or reinforces, that motivates behaviour
primary rewards and secondary rewards. Primary rewards directly
satisfy basic physiological needs, such as hunger, thirst, activity, rest,
and sex. Generally these are not relevant to work motivation.
Secondary rewards, such as money do not satisfy needs directly, but
through experience we learn that they can be used in exchange for
things that do satisfy needs. Secondary rewards are clearly relevant to
work motivation. The degree to which employees must learn about
secondary rewards varies.
The adage “People work for money, but they live for recognition” is an
example of this philosophy. (Robert H Woods 2002:254)

TYPES OF BENEFITS
Employee benefit services may be classified into two broad categories:

1. Intramural These services are provided outside the establishment.

These include latrines and urinals, washing and bathing facilities,
crèches, rest, shelters, canteens, uniform, medical aid, library,
recreation facilities, free or subsidised food, etc.

2. Extra-mural These services are provided outside the

establishment. These consist of housing accommodation, transport,
maternity benefits, children’s education, sports fields, family
planning and child welfare, holiday homes, leave travel facilities,
workers cooperative stores, fair price shops, credit societies,
vocational guidance, interest free loans, etc. Welfare services may

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also be divided as voluntary and statutory. Many employers provide
the following welfare facilities voluntarily:

(i) Housing In view of acute shortage of housing accommodation in

cities industrial housing is an important part of employee welfare
in India. An industrial housing scheme was introduce in 1952.
Under this scheme, the Central Government provides loans and
subsidies for the construction of house for industrial workers.
Low Income Housing Scheme and a special Housing Scheme for
displaced persons have also been introduced. The committee on
Labour Welfare stressed the need for State Government
acquiring land near industrial areas and renting houses at
reasonable rates. The National Commission on Labour
recommended that the Government should take the major
responsibility for housing. Fiscal and monetary should be
provided.

(ii) Education The Indian Industrial Commission (1918) and the

Royal commission on labour (1931) stressed the need for
workers education. In 1957 the Government of India formulated
an All India Scheme of workers Education The Central Board of
workers Education was constituted to administer the scheme the
program of workers education operates in three tiers:

(a) Education officers trained at the central place, who in turn train
worker teachers at regional level and

(b)The worker teachers conduct classes in various industrial

establishments.

(iii) Transportation With the growth of industries, the distance

between the workplace and residence of worker has increased
considerably. It is, therefore, necessary to provide proper
transport facilities to and from the factory. Such facilities will
reduce strain and absenteeism. The Committee on Labour
Welfare recommended the provision of adequate transport
facilities to workers to enable them to reach their workplace
without loss of much time and without fatigue. Employers should
also advance loans for purchase of bicycles, scooters, etc. by
employees. In undertakings where transport services are not
provided, some conveyance allowance mutually agreed upon
between the employer and the employees should be paid.

(iv) Recreation Recreation in the form of music, art, theatre, sports

and games can play an important role in the physical and mental

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development of employees. The I.L.O has urged upon the
member countries to take appropriate steps to provide
recreational facilities for the workers in or near the undertaking
in which they are employed. Under the Plantation Labour Act,
1951, it is obligatory for employers to provide recreation
facilities. The committee on Labour Welfare recommended that
State Government and trade unions should take the initiative
and combine their efforts to provide a minimum number of
sports and recreation to keep the labour force fit and healthy.
Excursion, youth clubs and holidays homes can be provided for
employees.

(v) Consumer cooperative stores The National Cooperative

Development board set up a committee in 1961. The committee
suggested that employers should introduce consumer
cooperative stores in their labour welfare programmes. The
Indian Labour Conference in 1963 adopted a scheme for setting
up consumer cooperative store in all industrial establishments
including plantation and mines employing 300 or more workers.
The employer was required to give assistance in the form of
share capital, working capital, loan, free accommodation and
other amenities. The Industrial Truce Resolution, 1962 aimed at
keeping of essential commodities low through cooperative stores
and fair prices shops for workers.

4.2 EMPLOYEE SATISFACTION

CONCEPT OF EMPLOYEE SATISFACTION

Employee satisfaction is the end feeling of a person after
performing a task to the extent that a person’s job fulfils his
dominant needs and is consistent with his expectations and
values.
Employee satisfaction, like happiness, can be defined in
terms of the extent of positive rather than negative emotions
experienced, in this case at work, or as a reflective, cognitive
state of satisfaction with the work, the pay, and other aspects
of the job (Argyle, 1987). A third component of happiness and
therefore of employee satisfaction, is the absence of anxiety,
depression or other signs of mental ill health. A related
concept is ‘organizational commitment’, that is the extent to
which a person is committed to work as such, his or her
career is attached to the job loyal to the organization, or to
the union.

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MEASUREMENT OF EMPLOYEE SATISFACTION

The most widely used measure is a very simple. One
overall job satisfaction can be assessed by simple
questions such as ‘choose one of the following
statements, which best tells how well you like your job: I
hate it. I dislike it, I am enthusiastic about it, I love it’
(Hoppock, 1935). A number of similar general questions
can be put together and the replies averaged. This can be
done by using four point or five point scale depending
upon various factors, the kinds of study undertaken
nature of respondents etc.
Another way of finding out how much people really like their jobs
is to ask them if they would work if it were financially
unnecessary.
Later measures have used a series of scales to measure different
components of job satisfaction. Many scales have been devised
for this purpose: one book reviews no less than 249 scales of
various kinds (cook et al., 1981). However the most widely used
is the job description index, which contains five scales seventy-
two items in all, which are answered ‘yes’, ‘no’ or ‘uncertain’
(Smith et al., 1969). The five scales are designed to measure
satisfaction in the following areas: (I) work on present job e.g.,
fascinating; (2) present pay, e.g., income inadequate for normal
expenses (-); (3) opportunities for promotion e.g., fairly good
chance for promotion; (4) supervision on present job e.g., lazy
(-); (5) people on present job e.g., talk too much (-). The minus
signs show reversed items, i.e., those that show dissatisfaction.
There has been a great deal of research on these scales. They
predict overall job satisfaction, especially the ‘work on present
job’ scale. Additional scales have been devised for use with
managers to measure satisfaction with subordinates and with
the firm (Qarr and routledge, 1969).
Work may produce other forms of satisfaction of which people
are unaware – until they lose their jobs. Research on the
employed has found a number of ‘hidden benefits’ of work: it
structures and organizes time, provides social contacts outside
the family, links the individual to broader goals and purposes
gives status and sense of identity, provides a raised level of
activity etc.

JOB SATISFACTION AND JOB BEHAVIOUR

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Vroom (1964) has done an excellent job of examining the relationship
between job satisfaction and varius aspects of job behaviour and
perhaps summarizing his findings is the best way of giving the reader
an overview. Vroom categorizes studies in terms of which job
behaviours are correlated with job satisfaction. Specifically, he groups
them into studies of turnover, absenteeism, accidents, and job
performance.
Satisfaction and turnover
There is a consistent negative relationship between job satisfaction
and the probability of resignation.
Satisfaction and absentieem
Thre is a less consistent negative relationship beween job satisfaction
and absences.
Satisfaction and accidents
There is some indication of a negative relationship between job
satisfaction and accidents.
Satisfaction and job performance
There is no simple relationship between job satisfaction and job
performance.

DETERMINANTS OF EMPLOYEE SATISFACTION

The work itself: This is a major cause of employee satisfaction
as a whole, and particularly of the component of it known as
intrinsic job satisfaction. Hockman (1980) suggested that five
features of work produce such satisfaction. Many studies have
investigated this issue and the latest meta-analysis found the
following average correlation with job satisfaction (a) task
identity (completing a clear and identifiable piece of work (b)
task significance the degree to which the job has an impact on
the lives of others; (c) skill variety (d) autonomy (the degree to
which the job [provides freedom, independence and discretion
(e) feedback the extent to which information about effectiveness
is available.
Different occupations: There are very large differences
between occupations and the job satisfaction they provide.
In some surveys it has been found that the most satisfied
workers are university teachers, scientists, the clergy and social
workers is probably because their work has the right job
characteristics, such as challenge, autonomy and skill variety.
Some of the most discontented workers are those on assembly

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lines. They use a fairly low level of skill have little skill variety,
have very little autonomy, and do not complete an identifiable
piece of work: they do badly on all the job characteristics
needed for intrinsic satisfaction.
Pay: In a number of studies people have been asked to rank
various sources of job satisfaction and pay has usually come out
among the first. It is more a source of dissatisfaction than
satisfaction: in some studies as many as 80 per cent of
employees were discontented with their pay. In job satisfaction
scales, contentment with pay is always one of the main
components, and gives a reasonably good prediction of overall
satisfaction.
Many people try so hard to increase their pay in one way or
another that it would be surprising if pay was not an important
source of satisfaction – some go on strike some try to be
promoted others do a second job. However across the population
pay has a surprisingly small correlation with happiness or
satisfaction. But within organizations there is a correlation
between job satisfaction and pay, after other variables have
been held constant although it is still small.
Relative pay is a better predictor of job satisfaction than the
absolute amount paid. People at work have a clear idea of what
they ought to the paid in comparison with others, and in relation
to their skill, experience, etc. it is widely believed that
performance, seniority, age education etc. should be recognized
and regarded by higher pay. If there is a discrepancy between
what employees think they should be paid and what they are
paid. They are dissatisfied. They were paid in the past, although
inflation makes accurate comparisons difficult and probably
increases satisfaction with current pay a little.
Security: Findings on the importance of security are
contradictory. The results depend on the country and historical
period in which studies have been carried out .When people are
worried about losing their jobs this is found to spread to
discontent with all other aspects of their. The people who are
most concerned about security are those in the lower income
group, and whose parents were in unskilled or semi-skilled jobs-
presumably because there is less security for less skilled
workers. On the other hand, it is also found that more intelligent
people are also very interested in long-term security. In Britain
some of the elements of security are provided by the state
health and unemployment insurance and pensions. What workers
would really like is guaranteed employment; despite a greatly
improved employment situation.

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Status: There is a strong correlation between status and job
satisfaction, both in terms of status within an organization and
of the social class generally believed to be associated with
different occupations. On the other hand the most highly paid
people – managers administrators and doctors – are less
satisfied and more stressed than university teachers, scientist
and the others. In they enjoy the use of skills and the company
of their coworkers for example. The main negative feature of
high status jobs is that they can be more stressful.
Promotion prospects : American surveys show that
opportunity for advancement is usually ranked first or second in
importance. Herzberg et al., (1959) found that achievement,
recognition and advancement were the main causes of positive
satisfaction and estimates of the likelihood and promotion. On
the other hand, if people expecting promotion do not get it they
will be discontented. The importance of promotion is quite
different for people in different social classes and at different
skill levels. For managerial and professional people work is part
of a career and promotion is of the highest importance. For
unskilled and semi-skilled workers promotion is less likely and is
less sought after.
Working groups : Many studies have found that the working
group is one of the most important components of job
satisfaction. The Human relations movement emphasized the
importance of social factors at work and while it underestimated
the importance of other factors, such as pay and the work itself,
the findings are still valid. Co-workers can be a major source of
help at work there is often a great deal of joking fun and gossip
and they can provide social support at times of stress.
Coworkers produce job satisfaction under the following
conditions;
a. Cohesiveness: Satisfaction is greatest in cohesive groups.
The conditions for cohesiveness are discussed elsewhere
frequent interaction group members of similar background
and values democratic leadership skills, members brought
together by the work flow in a cooperative manner etc. a
number of studies have shown that labour turnover is much
less in cohesive groups.
b. Popularity: There is a close correlation between popularity
and satisfaction and unpopular members usually leave.
c. Group size: Smaller groups have higher satisfaction than
larger ones; the reason is probably that in smaller groups
each members can exert a lot of influence and talk as much

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as he or she likes while in large groups the majority will be at
the lower and of the dominance hierarchy.
d. Opportunities for interaction: Satisfaction is high when
there are opportunities for interaction and reduced when
noise or physical separation makes this different.
Supervision: Satisfaction with superiors is the second source of
social satisfaction at work and is ranked as less important than
that with co-workers; tropically the two fall third and seventh in
order of importance supervision was mainly a source of periods
of dissatisfaction in the Herzberg studies, and another study
found that there was a great deal of conflict with supervisors.
Supervisors may make demands for more or better work may be
felt to treat different subordinates unfairly, may be seen as
distant hostile or unsympathetic. On the other hand supervisors
can provide benefits that are partly material partly social they
are a greater source of instrumental tangible help than co-
workers. They can help with promotion pay rises and conditions
of work: they can do more to solve difficulties at work than
either co-workers or spouses. The social rewards which
supervisors can provide include praise, encouragement and the
creation of a pleasant social atmosphere. Support from
supervisors can reduce the effects of stress on anxiety and
depression. Most supervisors feel that helping people in this way
is part of the job. But the social side of the relationship is made
difficult by the difference in power, status and salary.
Characteristics of organization: Several aspects of
organizational structure affect job satisfaction.
Size: Satisfaction is greater in smaller companies and
absenteeism is much less. Smaller size can be achieved by
decentralization.
Levels: Satisfaction is greater when there are fewer levels in
the hierarchy, i.e., in organizations, which are smaller or have a
larger spans on control.
Participation in decisions or administration produces higher job
satisfaction. There may be participation in formal works
committees, it may be used by supervisors, or it may be used by
management when some change is being introduced.
Other aspects of the company mentioned in surveys are
managers – their training and skills the nature of contacts with
them; personnel policies – appraisal schemes; relations with
trade unions – liberal or conservative attitudes; pride in
company and product – based on public reputation social
importance etc.

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Individual differences: Extroverts are happier than introverts
and this is partly because they have more favorable experiences
at work; this in turn is partly because they get on better with
people and enjoy social contacts more. Neuroticism is negatively
correlated both with job satisfaction and with happiness in
general probably because neurotics find more things stressful
and cause of anxiety and distress. Individual lacking in social
skills, intelligence, physical attractiveness or other aspects of
competence and personal resources are also unhappier.
Job satisfaction depends on the ‘fit’ between personality and job.
If an individual’s profile of need matches the profile of rewards
offered by the job he or she will be more satisfied. The most
obvious fit, which is needed, is between employees’ knowledge
and skills and those required by the job. It does not matter from
the organization’s point of view if employees are over qualified
but it does matter for the employee. Those high in achievement
motivation prefer more challenging jobs, and show more
correlation between performance and satisfaction. Those with
strong social needs are happier as members of close-knit,
cooperative groups.
More highly educated and more intelligent people are generally
more satisfied because they usually do more interesting and
challenging jobs. However, if they are not doing jobs of this
nature they are less satisfied.
Age and sex: It is usually found that older people are more
satisfied with their jobs. The effect is greatest for intrinsic
satisfaction. It is partly because older people have more
rewarding and higher status jobs, but there is still a correlation
with age when such rewards have been held constant. The most
likely reason is that for older people aspirations and attainments
come closer so that they almost meet. In other words older
people become more adjusted to their work situation. They may
also be able to adjust the work situation to their needs for
example by changing jobs or by altering their conditions of work.

THE EFFECT OF EMPLOYEE SATISFACTION

Health and mental health: Low job satisfaction is correlated
with high rates of anxiety, depression, psychosomatic symptoms
and coronary heart disease. (PPR) mental health is more closely
as societal with (low) job satisfaction than it is with features of
the job suggesting that job satisfaction is an intervening state in
the causal chain. However to some extent job satisfaction and
mental health are probably both affected by similar features of
work; repetitive, machine – paced work bad supervision, conflict

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with co-workers and other forms of stress. In particular the
combination of low status and low-grade work is associated with
dissatisfaction and with dissatisfaction and with poor health, but
there could be several reasons for this including a tendency from
those in poor health to gravitate to poor job.
Social support from co-workers and supervisors is a major
source both of job satisfaction and positive mental health. It
can buffer the effects of stress at work more effectively than
core sources of social support. People in stressful jobs are in
particular need of support form cohesive working groups or
socially skilled supervisors.
Life satisfaction: Job satisfaction is one of the main factors in
overall life satisfaction, although it is less important than
marriage and family life. Some attempts to clarify the direction
of causation have found that both direction operate others that
it is job satisfaction which influences life satisfaction. Another
possibility is that areas of work and non-work have a lot in
common such as friendship status similar styles of behavior and
that they jointly affect satisfaction with life as a whole. Another
study concluded that we suspect that how one effectively
evaluates various life concerns relates to essentially one
phenomenon at the global level. Perceptions of general well
begin. At least part of the link between the two kinds of
satisfaction is a ‘top-to-bottom’ one i.e., general well being
affects job satisfaction.

Individual needs and individual experience = Job satisfaction

KNOWLEDGE CONTRACT PSYCHOLOGICAL CONTRACT
Individual needs Individual needs
For existing skill and Opportunities for self
knowledge to be used and actualisation, the process by
developed to the extent that which an individual achieves
the individual wishes. personal growth, expressed by
Individual experience our programmers and systems
Skills and knowledge analysts as a demand for self
adequately used. facilities development and
for knowledge development responsibility individual
were present in all firms experience.
although there were some Opportunities for self
criticisms of there were development existed (see

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some criticism of these. knowledge contract).
Fit Opportunities for responsibility
Good on use of skills good in present job.
Quite good on development. Fit
Good on self development.
Good on responsibility in short
term.

TASK CONTRACT EFFICIENCY CONTRACT

Individual needs Individual needs
For a set of tasks which fit • For an equitable effort-
needs for reward bargain
• skill variety • For acceptable work
• targets and feedback procedures and controls
• task identity • For acceptable supervisory
• work autonomy controls
Individual experience Individual experience
Needs for skill variety, • Pay acceptable
targets and feedback, task • Work procedures and
identity and work autonomy controls acceptable
wee extremely well catered • Supervision acceptable
for • Lack of positive guidance for
Fit some
Very good. This was seen as Fit
the critical variable in the Good
job satisfaction of computer
specialties.

ETHICAL (SOCIAL VALUE) CONTRACT

Individual needs
For an employer whose values do not conflict with the individual's
own values, particularly in the sphere of human relationships
Individual experience
Little conflict of values when the reference group of the computer
man was his own company or EDP department. A potential for
conflict if he identified too much with the user.
Fit
Good, given continuance of existing technical values.

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4.3 MORALE
Meaning of Morale
According to Flippo morale is “a mental condition or attitudes of
individuals and groups which determines their willingness to co-
operate. Good morale is evidenced by employee enthusiasm, voluntary
conformance with regulations and orders, and a willingness to
cooperate with others in the accomplishment of an organization’s
objectives. Poor morale is evidenced by surliness, insubordination, a
feeling of discouragement and dislike of the job, company and
associates.”
In the words of Jucious, “morale is a state of mind or willingness to
work which in turn affects individuals and organizational objectives.”
Morale, he adds consists of “What is it”? What does it do”? “Where
does it reside”? “Whom doesn’t affect?” and “What does it affect?”
Jucious answers his own questions thus.
What IS IT? – It is an attitude of mind, an esprit de corps, a
state of well-being and an emotional force.
WHAT DOES IT DO?- It affects output, the quality of a product,
costs, cooperation, discipline, enthusiasm, initiative and other
aspects of success.
WHERE DOES IT RESIDE?- It resides in the minds, attitudes and
emotions of individuals themselves and in the reactions of their group.
WHOM DOES IT AFFECT?- It affects the employees and executives in
their interactions. Ultimately it affects the consumers and the
community.
WHAT DOES IT AFFECT?- It affects an employee’s or group’s willingness
to work and cooperate in the best interests of the individuals or groups
and the organizations for which they work.

The above definitions reveal the following features of morale:

(i) Morale is a state of mind. It reflects mental health
(ii) It is the aggregate of attitudes, feelings, emotions, sentiments,
etc.
(iii) Morale is of two types-
(a) Individual morale which means a person’s attitudes towards life,
and
(b) Group morale which implies the collective attitudes of a group of
persons.
(iv) Morale is a relative term. It may be high or low. When employees
feel enthusiastic and optimistic about activities, satisfied with the
job and friendly to each other, they are said to have high morale.

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On the other hand, if they feel dissatisfied, pessimistic and
irritated, their morale is said to below.
(v) Morale influences human behavior and performance.
(vi) Morale is a psychological feeling.
(vii) Morale is intangible. It cannot be increased directly.
(viii) Morale is a contagious phenomenon. Individuals transmit their
attitudes to each other.

IMPORTANCE OF MORALE
According to Napolean, “in war conditions make up three quarters of
the game, the relative balance of manpower accounts for the
remaining quarter.” Morale is equally important in management. High
morale mean willing cooperation and loyalty to the organization.
Employees with high morale take greater interest in the job, feel a
sense of identity with the organization and take pride in it. High morale
is an index of sound industrial relations. It helps the management in
overcoming labor-turnover, absenteeism, indiscipline, grievances and
other labour problem.

Possible Effects of High Morale

1. Higher performance
2. Better quality of work
3. Low absenteeism
4. Low labor turnover
5. Good discipline
6. Fewer industrial accidents
7. Stability and growth of the organization.

IMPACT OF MORALE ON PRODUCTIVITY

Research shows no direct and consistent relationship between morale
and productivity. Productivity sometimes is high with high morale but
at other times productivity may be low even when morale is high. For
instance, Herzberg found that in 54% of the studies, high morale was
related to high productivity while in 11% cases, high morale was
associated with low productivity. In 35% there was no relationship
between morale and productivity.
There can four combinations of morale and productivity:
1. High Morale- High Productivity. High morale reflects a
predisposition to be more productivity if proper leadership is
provided. This situation is likely to occur when employees are
motivated to achieve high performance standards through
financial and non financial rewards. Complete identity, between
individual and organization goals can lead to this situation.

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2. High Morale-Low Productivity. The situation arises when
employees spend their time and energy in satisfying their
personal objectives unrelated to the company’s goals. Faulty
machinery, lack off training, ineffective supervision and
restrictive norms of informal groups can also lead to low
productivity on the part of employees with high morale.
3. Low Morale-High Productivity: Low morale cannot result in
high productivity for a long period. However, this situation can
occur for a temporary period due to fear of loss of job,
exceptionally good supervision and machine paced work in which
only a part of workers’ capabilities are used.
4. Low Morale-Low Productivity: This is a normal relationship. In
the long run how morale is likely to result in low productivity.

High Productivity
High Morale Low Morale
High Productivity High Productivity
High High Morale Low Morale Low
Morale Low Productivity Low Productivity Morale
Low Productivity

Morale Productivity Matrix

Thus, there is a complex relationship morale and

productivity. This is because morale is only one of the
factors influencing productivity.

MEASURES FOR BUILDING HIGH MORALE

Morale building is a difficult exercise as it involves
removing misconceptions, changing attitudes and
dealing with emotions. The following measures may be
helpful in improving employee morale.

1. Proper Work Environment: Adequate lighting, proper

ventilation noise free work place, regular rest periods and other
facilities should be provided to workers. Congenial work
environment helps to improve attitudes of employees.

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2. Job security: When employees are under a constant fear of
losing the job, their morale cannot be high. Therefore,
reasonable security of job should be guaranteed.
3. Sound Compensation System: A just and fair wage structure
with proper incentives for efficient performance is very helpful in
building morale.
4. Sound Promotion Policy: Adequate opportunities for career
growth and advancement is essential for raising the morale of
ambitious and hardworking employees. It provides recognition
for achievement and inspires employees.
5. Job enrichment: Job enrichment provides recognition, growth
and responsibility. Greater authority should be delegated to
provide work autonomy to the employee. Job rotation also helps
to improve employee morale.
6. Grievance Procedures: A sound procedure should be installed
for quick and impartial redressal of employee grievances. Such a
procedure will help to void dissatisfaction and negative attitudes
among employees.
7. Suggestion Scheme: Management should install a proper
system by which employees can suggest changes. Useful
suggestions should be rewarded and widely recognized. This will
create a sense of involvement and loyalty among workers.
8. Employee Counseling: Managers should regularly provide
guidance, advice and assistance to employees to help them in
tackling their personal and work-related problems. Counseling
will create confidence among employees and improve their
attitudes.
9. Workers’ Participation in Management: Participation of
employees in the process of decision- making helps to improve
mutual understanding. It also promotes team spirit and sense of
belonging among workers.

How Employees Can Express Dissatisfaction

Employee dissatisfaction can be expressed in a number of

ways. For example , rather than quit , employees can complain,
be insubordinate, steal organizational property, or shirk a part
of their work responsibilities offers four response that differ
from one another along two dimensions: constructive/
destructive and active/ passive. They are defined as follows;

• Exit: Behaviour directed toward leaving the organization,

including looking for a new position as well as resigning.

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• Voice: Actively and constructively attempting to improve
conditions including suggesting improvements, discussing
problems with superiors, and some forms of union activity.
• Loyalty: Passively but optimistically waiting for conditions to
improve , including speaking up for the organization in the
face of external criticism and trusting the organization and
its management to “ do the right thing”.
• Neglect: Passively allowing conditions to worsen, including
chronic absenteeism or lateness, reduced effort, and
increased error rate.
Exit and neglect behaviours encompass out performance
variables productivity absenteeism, and turnover. But this
model expands employee response to include voice and loyalty-
constructive behaviours that allow individuals to tolerate
unpleasant situations or to revive satisfactory working
conditions, it helps us to understand situations, such as those
sometimes found among unionized workers, for whom low job
satisfaction is coupled with low turnover. Union members often
express dissatisfaction through the grievance procedure or
through formal contract negotiations. These voice mechanisms
allow union members to continue in their jobs while convincing
themselves that they are acting to improve the situation.

Job Satisfaction and OCB

It seems logical to assume that job satisfaction should be a

major determinant of an employee’s organizational citizenship
behaviour (OCB). Satisfied employees would seen more likely
to talk positively
Active

EXIT
VOICE

Destructive Constructive

NEGLECT LOYALTY

43

Passive
 - 44 -
- 44 -

About the organization, help others, and go beyond the normal

expectations in their job. Moreover, satisfied employees might
be more prone to go beyond the call of duty because they want
to reciprocate their positive experiences. Consistent with this
thinking, early discussions of OCB assumed that it was closely
linked with satisfaction influences OCB but through perceptions
of fairness.
There is a modest overall relationship between job satisfaction
and OCB. But satisfaction is unrelated to OCB when fairness is
controlled for. What does this mean? Basically, job satisfaction
comes down to conceptions of fair outcomes, treatment, and
procedures. If you job satisfaction is likely to suffer
significantly. However, when you perceive organizational
processes and outcomes to be fair, trust is developed. And
when you trust your employer, you’re more willing to
voluntarily engage in behaviors that go beyond your formal hob
requirements.

Job Satisfaction and Customer Satisfaction

Employees in service jobs often interact with customers. Since

the management of service organizations should be concerned
with pleasing those customers, it is reasonable to ask: Is
employees who have regular contract with customers, the
answer is “Yes.”
The evidence indicates that satisfied employees increase
customer satisfaction and loyalty. Why? In service
organizations, customer retention and defection are highly
dependent on how front-line employees deal with customers.
Satisfied employees are more likely to be friendly, upbeat, and
responsive- which customers appreciate. And because satisfied
employees are less prone to turnover, customers are more
likely to encounter familiar faces and receive experienced
service. These qualities build customer satisfaction and loyalty.
In addition, the relationship seems to apply in reverse:
Dissatisfied customers can increase an employee’s job
dissatisfaction. Employees who have regular contact with
customers report that rude, thoughtless, or unreasonably

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demanding customers adversely effect the employee’s job
satisfaction.
A number of companies are acting on this evidence. Service-
oriented businesses such as FedEx, Southwest Airlines,
American Express, and Office Depot obsess about pleasing their
customers. Toward that end, they also focus on building
employee satisfaction-recognizing that employee satisfaction
will go a long way toward a contributing to their goal of having
happy customers. These firms seek to hire upbeat and friendly
employees, they train employees in the importance of customer
service, they reward customer service, they provide positive
employee work climates, and they regularly track employee
satisfaction through attitudes surveys.

4.4 EMPLOYEE ENGAGEMENT

Employee engagement goes beyond the employees’ intent to leave. It
includes the employees’ commitment to the organization and
motivation to contribute to the organization’s success. By creating a
workforce that is passionately involved with the company, the
organization can create a sustainable competitive advantage for itself.
This article throws light on the issues to be addressed by the
organizations for creating an engaged workforce.
The evidence of a significant relationship between employee
engagement and financial performance is undeniable.
-Towers Perris
Talking about the engagement and commitment of an employee to an
organization, most companies are of the opinion that they do have a
few, but they still want more. Why? It is merely because these
companies have come to the realization that their organization’s long-
term success relies on employee performance, which is directly
impacted by the level of employee engagement and commitment to an
organization. Well, some organizations think that simply making people
happy and paying them handsome pay packets is the solution. But it is
not so. These are things which an organization need to consider to
attract and retain the most qualified individuals, however, when it
comes to engaging employees in their work, there are definitely some
more issues that need to be worked out. Engagement requires
engaging not only the employees’ minds but their hearts as well and
this is something that the organizations can neither force not buy in
order to succeed in the marketplace.
What is employee engagement?

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An engaged employee is a person who is fully involved in and is
enthusiastic about, his or her work. Such employees are attracted to,
and inspired, committed and fascinated by their work. In a recent
research by Hewitt Associates, it was found that engaged employees
are not only intellectually committed to the organization but are also
emotionally attached to it, as is measured by three primary behaviors:
Say, stay and strive.
The age old business dictum goes that “satisfied employees create
satisfied customers” by constantly striving for the best, contributing to
the bottom line of the company success by their motivation and
enhanced performance. It is believed that an engaged employee
always acts positively in the interest of the company and takes
unconcealed pride in the success and prosperity of his employer. The
engaged employees and the organizations go that extra mile for each
other, thereby realizing the benefits that flow through an investment in
such a relationship.
Does Engagement Really Make a Difference?
According to the former GE Chairman and CEO, Jack Welch, a
company’s health is determined through it’s energized workforce who
not only realize the mission of the organization and have an
understanding of how to achieve it, help the organization win in the
long run. Engaged employees care about the future of the company
and are willing to study entitled, The War for talent, reported that a
shortage of skilled employees was an emerging trend and it was more
so due to the fact that the organizations fail in their attempts to create
a workforce that is not only cognitively vigilant but also emotionally
connected to the organization.
Research has proven that wholly engaged employees tend to be more
self-motivated, reliable, and have higher levels of organizational
loyalty. They are capable of delivering sustained affecting the key
results areas such as employee turnover, sales, innovation and
customer satisfaction, engaged employees in customer facing roles are
more likely to treat customer is ways that positively influence
customer satisfaction and are more than twice as likely to be company
advocates. They share information with colleagues and pass on ideas
that speak up for the organization. Engaged employees are much more
likely to feel secure and stable in their position and are in fact the
ambassadors for the company, singing its praises to everyone, and
taking the best foot forward to deliver and over-deliver for customers
and the colleagues alike.

Approaches suggested for creating an engaged workforce

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Employee engagement can occur when the organizations work on
removing the blockades to work which necessitates having a clear
understanding of the levers required to improve the key employee
attitudes of satisfaction and engagement so as to create an
optimally functioning system.
There can be more than one way to improve the level of employee
engagement in a company. In fact, there are many different things
that companies not only can do, but also need to do. Most
organization has a range of practices to improve the engagement
level of their employees. Best practice recommends starting right at
the selection or recruitment stage by having the right employees
working in the right jobs and having a strong induction and
orientation program in place. Besides giving the employees clarity
on the vision and goals of the organization, it is essential for
organizations to put into place regular technical / soft – skill training
and development programs and the certification programs to drive
people towards excellent performance as it so happens at HCL
infosystems.
Once the employees become a part of the system, efforts have to
be put into place to engage employees to their highest level. This
includes giving emphasis on certain areas which go a long way in
affecting the level of engagement of the employees and includes:
• Communication: A proper communication system helps
employees in finding out what is going on within the company
outside their immediate team. They also help to create an
environment of trust and openness within the organizations
where they are able to talk openly. Employees who feel they are
listened to are able to express dissatisfaction and work together
to resolve their causes, without it affecting their performance.
The initiative must be taken by the leaders at the top as it
happens at the Sum Microsystems where the CEO interacts with
Sun employees through WSUN, a forum on Sun’s intranet. He
uses this to sustain an active, an ongoing dialog on the corporate
goals and direction.
The organizations must work towards implementing the
communication forums to provide regular feedback to all people,
including team meetings and conferences. 3M, for example
encourages employees to bring forward their questions or
concerns through such programs as Let’s talk It Over, Between
Us and various internal and external help lines.
Beside using the regular employee opinion and satisfaction
surveys, an update on the various organizational issues can be
tracked by the organizations through the usage of in-house

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magazines and online communications, including discussion
boards by company personnel including the senior management.
• Reward Schemes: These form an important part of a
company’s overall employee engagement program. Studies have
long shown that while money in itself is not a motivating factor
the absence of financial reward can be a significant demotivator.
Thus the role of reward schemes in boosting. Thus the roles of
reward schemes in boosting employee engagement are? To
remove barriers to satisfaction in the organization and provide a
framework for rewarding everyone in the organization for their
performance. This may be achieved through right compensation
and benefit programs, stock ownership and profit sharing plans
and recognition programs. People want to know if their input
matters and that they are contributing to the organization’s
success in a meaningful way, for which there must be
performance based reward scheme in place.
In fact, organizations must have flexible benefit schemes, as Hewitt
Associates does, to attract and retain their talent, which provides
employees with the freedom to choose how they receive their
benefits tailoring a package to suit their lifestyle.
• Developing the right culture: The organizations must have
clear and humane HR policies and take initiatives to maintain the
quality of work life of its employees. Opportunities must be
provided for social interaction such as family gathering
barbeques, and trips to the cinema or picnics. At HCL
Infosystems, a balance between personal / professional lives of
employees is maintained through recreational activities like
festivities @ HCL, get-togethers @HCL, sport@HCL. The company
also encourage an open and transparent culture to empower its
people and develop entrepreneurs.
The organizations must demonstrate a commitment to
employees’ well –being by providing opportunities for career
advancement and be developing a safe, clean and inspiring work
environment for their all-round growth. The employees must be
provided with enough resources to solve their day-to-day
problems or to do a job well. Culture – building activities are
great for generating a feeling of belongings. Giving employees a
feeling of belongingness is crucial in creating a thriving
organization that people feel committed to and others want to
join.
• Leadership: Effective leaders who help in setting the tone for
creating an engaged workforce can really differentiate an
organization from its competitors. Everyone in the organization

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with leadership responsibility must have the emotional
intelligence and leadership skills needed to switch and
employees on they must act as role models, demonstrate and
set high standards to which others can aspire. Good practices
include effective performance management and a fair evaluation
of performance. The leaders must act as coaches and mentors
and must give an honest feedback and guidance to their
employees.
Ideas should be sought from all employees and the frontline
employees should be allowed to exercise a degree of discretion
during service delivery E.g., allowing employees to spend up to a
certain amount to correct a customers problem or handle a
complaint. The success of Microsoft, for example, stems in part
from Bill gates’ belief that smart people anywhere in the
company should have the4 power to drive an initiative. Initiatives
such as Six Sigma are dependent, in part on the active
participation of employees on the shop floor.
For great managements, the path towards engaging employees
and keeping them engaged beings with asking them what they
want and what is important in order to be effective in their roles.
Effective leaders don’t wait to get the resignation to know that
an employee is dissatisfied.
Conclusion
An organization can always gain a competitive advantage
by creating an engaged workforce. It therefore,
becomes, imperative for the organizations to identify the
level of engagement in their organization, strive to
eliminate the reasons behind the disengaged workforce
and implement strategies to make them fully engaged.
Employee engagement is something that is very difficult
to accomplish but if efforts are made on an ongoing
basis, it can shrivel with relative ease.

4.5 COMPENSATION

Everyone likes to be paid. Whatever else it does, money still can be

turned into items most people want. Of course, the psychological
dimensions of the compensation a person receives are important too.

Compensation is frequently directly tied to the labour market. When

certain workers are in short supply, offering higher compensation may

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increase the number of persons hired. When the economy is slower,
more people are happy to have a pay cheque.

At the peak of the last hiring boom "pay envy" presented a significant
problem. Stock options, performance pay and signing bonuses created
ambiguities in pay systems and caused problems. Current employees
hired without receiving signing bonuses like those given to new
employees were envious.

In one survey, more than 50 per cent workers indicated that they
believed they were paid too little, while only 23 per cent expressed
satisfaction with their pay. One factor driving the confusion was that
wages went up rapidly for those in high demand, but not everyone was
in high demand. Also, paying people based on their individual
performance often created "winners" and "losers".

All this attention to compensation means that even people who did not
worry much about the topic before are turning into it now. Employers
often had no choice but to turn to new and different compensation
approaches in order to compete for employees. Many HR professionals
and managers now admit these approaches have caused problems.
Pay envy dampens morale and team-work, causes turnover and
creates a "caste system" in the company.

Many forms of creative compensation, tossed in to attract or keep

employees during the "boom time", seemed frivolous in a weakened
economy amid stock market uncertainties. There is now a very clear
distinction between 'nice' and 'necessary' when it comes to perks. We
went a little too far," a partner with a big accounting firm noted. Less
number of jobs reduced the need for signing bonuses and other
recruiting perks necessary a few years ago.

All of these changes illustrate that compensation practices must

change. But compensation continues to be important, visible and often
a concern in HR management.

COMPONENTS OF REMUNERATION

An average employee in the organized sector is entitled to several

benefits—both financial as well as non-financial. To be specific, typical
remuneration of an employee comprises—wages and salary,
incentives, fringe benefits, perquisites, and non-monetary benefits.

Wages and Salary

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Wages represent hourly rates of pay, and salary refers to the monthly
rate of pay, irrespective of the number of hours put in by an employee.
Wages and salaries are subject to annual increments. They differ from
employee to employee, and depend upon the nature of job, seniority,
and merit.

Incentives

Also called 'payments by results', incentives are paid in addition to

wages and salaries. Incentives depend upon productivity, sales, profit,
or cost reduction efforts.

There are: (i) individual incentive schemes, and (ii) group incentive
programmes. Individual incentives are applicable to specific employee
performance. Where a given task demands group effort for completion,
incentives are paid to the group as a whole. The amount is later
divided among group members on an equitable basis.

Fringe Benefits

These include such employee benefits as provident fund, gratuity,

medical care, hospitalization, accident relief, health and group
insurance, canteen, uniform, recreation and the like.

Perquisites

These are allowed to executives and include company car, club

membership, paid holidays, furnished house, stock option schemes and
the like. Perquisites are offered to retain competent executives.

Non-monetary Benefits

These include challenging job responsibilities, recognition of merit,

growth prospects, competent supervision, comfortable working
conditions, job sharing, and flexi time.

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Components of Employee Remuneration

IMPORTANCE OF AN IDEAL REMUNERATION SYSTEM

An effective system of remuneration is highly significant because

several problems relating to personnel centre around one element,
namely, remuneration. Many employees, for example, absent
themselves from work often because they feel they are not paid
enough. They look for new and better prospects because the present
emoluments may not be attractive enough to stay on. They agitate,
pelt stones, use foul language, resort to graffiti, turn violent, fall sick,
because the remuneration paid to them may not be adequate (see
Fig.)

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Consequences of Pay dissatisfaction

Talks on job satisfaction, loyalty, organisation before self, altruism, and

the like, may be all right for boardroom discussions, and for delivering
lectures in classrooms. The talk may also be relevant in a country like
Japan, where people are inspired by a fanatical devotion to work. But in
our country, an average worker cares only for money. Such being the
reality, remuneration must fulfil the expectations and aspirations of
employees and exploit their energies for the benefit of organisations.

Attractive remuneration enables an organisation to attract, retain and

motivate competent people. Fresh MBAs and brilliant engineers flock
around Hindustan Lever, Citibank, Motorola, ANZ Grindlays and
Reliance because of their attractive remuneration packages.

Retaining competent individuals for long is more difficult than

attracting fresh ones. An employee's longevity of service in a particular
organisation depends more on non-financial benefits, but the role of
financial benefits cannot be ruled out, particularly at the lower levels of
hierarchy. Loyalty towards an organisation also depends on his or her
perceptions about remuneration. It is common knowledge that an
employee feels satisfied or dissatisfied with his or her remuneration—
not so much by the total amount he or she receives, but by comparing
his or her benefits with those enjoyed by others.

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Comparison provides a feeling of equity or inequity. There is a sense of
equity when the employee's remuneration is equal or more than the
remuneration received by others in the same category of jobs. If the
remuneration is lower, the employee feels he or she is inequitably
treated. An employee sticks to an organisation when he or she is paid
equitably. The organisation's pay structure must, therefore, be
equitable and consistent.

Motivation and Performance Model

Employees get motivated to perform better when their past

performance is rewarded adequately (see Fig. above). Employees set
expectations about rewards and compensation to be received, if
certain levels of performance are achieved. These expectations
determine goals or levels of performance for the future. Employees
achieving the desired level of performance expect a certain level of
compensation. At some point, the management evaluates and rewards
the employee's performance. Examples of such rewards include merit-
pay increases, promotions, and non-financial rewards such as
recognition and increased status. Employees consider the relationship
between their performance and rewards related to that performance,
and then the fairness of the relationship. The final step in the process
will have the employee setting new goals and expectations, based on
past experiences within the organisation.

If employees see that hardwork and superior performance are

recognised and rewarded by the organisation, they will expect such
relationships to continue in the future. Therefore, they will set higher
levels of performance for themselves, expecting higher levels of
rewards. Of course, if employees see little relationship between

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performance and rewards, then they may set minimum goals in order
to retain their jobs, but will not see the need to excel in their positions.

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CHAPTER 5

FINDINGS

BENEFITS AT BAJAJ ALLIANZ CO.

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These are the various benefits which the company gives to its
employees.

Dearness Allowance(DA)

In the company DA(Dearness allowance) is granted to compensate the

price increase above AICPI 1708, to which the revised salary grades
relate. The payment of D.A. is based on 100% neutralization over
quarterly average of AICPI 1708.

House Rent Allowance(HRA)

Employees who have not been provided accommodation by the

Company are entitled to HRA(House Rent Allowance) at prescribed rate
according to category of city, with certain considerations i.e House rent
allowance is admissible to all employees, without reference to the
quantum of rent paid and without requiring them to produce any rent
receipt but under certain conditions. It is not admissible in the
situations like If the employee is staying in an accommodation
including a leased accommodation allotted to his or her spouse or
parent by the Company / Central/State Government / PSU / Semi-
Government Organization / Autonomous Body / Nationalized Bank / LIC
etc, if the employee is staying at company’s guest house etc.
The employees will be entitled to be paid house rent and city
compensatory allowance during leave at the same rates at which they
were drawing these allowances before they proceeded on leave but
the leave should not exceed the total leave of 120 days.

RE-IMBURSEMENT OF LEASE MAINTENANCE EXPENDITURE

The expenditure incurred by the executives on

repairs/maintenance/minor alterations carried out in the leased
premises occupied by them may be reimbursed subject to the
following conditions:
The repairs/maintenance/minor alterations carried out are essential
and the landlord is not agreeable to meet the expenses thereon
subject to the conditions that no alterations in the premises will be
undertaken without the specific written consent of the landlord.

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The total amount to be reimbursed in a year commencing from the
date of operation of the lease shall be least of the following:

1. the lease rent entitlement per month

2. the actual rent per month for the premises

3. the actual lease maintenance expenditure incurred during the

relevant lease year.
The time of submission of the claim , should however, relate to the
lease year to which the claim pertains.

CITY COMPENSATORY ALLOWANCE

City Compensatory Allowance to the employees of the Company is

paid at the rates applicable from time to time on the basis of
classification of the cities declared by the Central Government.

In Class ‘A’ cities like Delhi. Mumbai, Calcutta etc it is paid at the rate
of 6% of pay subject to maximum of Rs.100 per month.
In Class ’B1’ cities like Lucknow, Allahabad, Patna etc. it is paid at the
rate of 4.5% of pay subject to maximum of Rs.75 per month.
In Class ‘B2’ cities like Tiruchy, Chandigarh, Srinagar etc. it is paid at
the rate of 3.5% of pay subject to maximum of Rs.20 per month.

LOCATION ALLOWANCE

Non-executive employees upto AVI/BVI category working in Hardwar,

Jhansi, Ranipet, Jagdishpur, Rudrapur and Goindwal will be entitled to
the payment of Location Allowance at the rate of 3.5% of basic pay
subject to a maximum of Rs. 20/- per month.

The Company give other allowances like Non-Practising Allowance

to Medical Officers, Late Night Snack Allowance, Allowance
etc. for Nursing Staff which consists of Messing Allowance, Free
Unfurnished Accommodation, Free Electricity, Cycle Allowance,
Welding Allowance to High Pressure Welders and Kit
Allowance to Employees Deputed Abroad.

This Kit Allowance is given to the employees of the Company in the

scales of pay upto and including E2 grade and its equivalent and who

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are deputed for training abroad for more than 3 months continuous
duration are entitled to a kit allowance of Rs.750/- provided they have
not been paid such an allowance in the last seven years. The amount
will be paid in cash in India.
And In cases of employees who are sponsored by the Company for
higher studies abroad, they may be granted an advance for the
purchase of kit of an amount not exceeding Rs. 750/- which can be
recovered in five equal monthly instalments from the salary payable
in India. This amount may be granted only at the request of the
employee.

Educational Assistance/Reimbursement of Tuition Fees

Educational Assistance
If the Education of the children is not possible in Company aided
schools then Educational assistance of Rs.45/- p.m. per child will be
paid to the employees in non-executive salary grades subject to a
maximum of three school going children inclusive of Higher
Secondary from 1st Standard onwards on production of the prescribed
certificates.

Reimbursement of Tuition Fees

Reimbursement of expenditure incurred on Tuition Fees will be
allowed to all the regular employees subject to a maximum of two
school going children studying in class I to XII on production of the
prescribed certificate only in those cases where education of such
children is not possible in the Company aided schools. In cases where
the tuition fees paid by the employee is more than Rs.30/- p.m., the
tuition fees paid over and above Rs.30/- p.m. will be reimbursed
subject to a maximum of Rs.260/- p.m. per child subject to a
maximum of two school going children upto Class XII. The employee
should have actually incurred the expenditure before claiming it in
the prescribed format. However, the payment can be regulated
quarterly.

CASH AWARD FOR ACQUIRING HIGHER/ ADDITIONAL

QUALIFICATIONS

The 'BAJAJ ALLIANZ CO. Scheme 0f Cash Award For Acquiring

Higher/Additional Qualifications' is intended to encourage the
employees to improve their knowledge and professional competence

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by acquiring higher/additional qualifications for better and more
efficient performance in their respective functional area.
The Scheme is applicable to all the employees of the Company other
than Deputationists, Apprentices, Trainees and Temporary and Casual
(including daily rated/monthly rated employees), who have completed
a minimum of two years service on the date of enrollment for the
course leading to the qualifications for acquisition of which the award
is claimed under this Scheme but under certain conditions like
a) The qualifications must be significantly relevant to the duties
performed by the employee of his particular functional channel and
should be such that it helps improve his/her skill or knowledge for
better and more efficient performance of work.
b) The qualifications must be higher than and/or additional to (i)
the minimum qualifications prescribed for direct entry to the post
held by the employee, or where it is a promotion post, and (ii) the
qualifications already possessed by him on the date of enrollment
for the course and the like.

SPONSORSHIP / STUDY LEAVE

The BAJAJ ALLIANZ CO. Scheme of "Facilities for Higher Studies" is

applicable to all employees of the Company falling in either of the
following categories:
• Employees seeking Company Sponsorship for higher studies
• Employees seeking grant of Study leave for higher studies.

Company Sponsorship
All employees are eligible for this including trainees/apprentices
but excluding those employees who are being employed on
temporary basis.
a) For courses in India employee will be entitled to Basic Pay
and D.A. as on duty during the period of study and the payment of
HRA is based on classification cities which are declared by Central
Government like in ‘A’ class cities the employee is entitled to have
30% of pay in Delhi and Mumbai and in other have 25% of pay while in
other class cities they are entitled to have 75% of normal rates
applicable to employees posted in such places.
b) The employee will be paid T.A. as per the rules of the
Company laid down from time to time
c) Examination fees and other charges , if any , of the institute
will also be borne by the company.

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d) An out of pocket allowance is also given to the employees but
the employee will not be entitled to Bonus & Plant Performance
Payment for the period of study.

STUDY LEAVE
For courses in India, Study Leave is admissible to a regular employee
of the Company who has rendered a minimum of 3 years service
inclusive of training/apprenticeship period in the company and for
courses in abroad, Study Leave is admissible to a regular employee of
the Company who has rendered a minimum of 5 years of service
exclusive of training apprenticeship period in the Company for courses
abroad.

Study Leave is normally admissible for a maximum period of 2 years

for Masters Programme and 3 years in the cases of Doctoral
Programme once during the entire service of the employee subject to
exigencies of work. The period of Study leave may be extended by
maximum of one year in case of PG Programmes and 2 years in cases
of Doctoral Programme on merits of each case. Each case of study
leave abroad will require specific approval.

Study leave will not be debited to the regular leave account of the
employee but the employee is not entitled to any pay or allowances
during the period of study Leave.

PLANT PERFORMANCE PAYMENT

The BAJAJ ALLIANZ CO. Plant Performance Payment Scheme,

introduced during 1973-74 was the result of the four year agreement
concluded in the Joint Committee to rationalise and replace the
diverse production incentive schemes in vogue in the various Units.
The Scheme was last revised in September 1998 effective from the
year 1998-99 and is valid for a period of five financial years.
The formula to calculate this is as follows:

Physical Completion Actual Physical Completion

Budgeted Physical Completion
Delivery Actual milestone/important supplies completion
Performance & during the Quarter .
Project Completion Planned milestone / important supplies
completion during the Quarter

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Quality Performance For every 6% reduction in No. of NCRs w.r.t. base

year weightage will be 1 sub to max. weightage
of 5 for 30% and above reduction in No. of NCRs.

ENCASHMENT OF EARNED LEAVE

Encashment will be allowed to an employee normally only once in a

calendar year. However, encashment of leave second time in a
calendar year will be permitted in those cases where, but for second
encashment, the leave would have lapsed or in entitled cases covered
under rules.
Encashable portion of Earned Leave alone is encashable. The non-
encashable portion of earned leave will not be allowed to be encashed
unless otherwise provided specifically under the rules. Any part or
whole of encashable leave can be availed of as leave and it is not
necessary that it should be encashed.
No deduction other than Income Tax will be made from the amount
payable to a serving employee on encashment of earned leave.
However, if the encashment is for more than 30 days, Company's
dues and advances will be recovered.

ENCASHMENT OF HALF PAY LEAVE

Half-pay leave is encashable normally at the time of superannuation

to a regular employee.
The maximum limit of encashment is only 480 days of Half-pay leave
w.e.f 16/08/2006.

LEAVE TRAVEL CONCESSION

LTC is given in 3 ways:
1. LTC ONCE IN A BLOCK OF TWO YEARS
Admissible to employee and each member of the family once in a
block of two years from Headquarters to:
i) Home Town within India OR
ii) Any other place in India or abroad

2. LTC ONCE IN A CALENDAR YEAR (SPLIT BLOCK FACILITY)

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Admissible to employee and family in lieu of LTC once in a block of
two years as per entitlements and conditions specified under the
rules. The LTC block years will be the same as under the facility of
availing once in two years. If split facility is availed once, the same
facility will be available for the second time for that block of two
years.

3. LTC ONCE IN A BLOCK OF FOUR YEARS (CLUBBED BLOCK

FACILITY)
Admissible to the employee and family once in a block of four years in
lieu of entitlement of two blocks of LTC.

DISTANCE FROM HEADQUARTERS

(I)
JOURNEYS TO EDs & ABOVE GGMs/GMs & BELOWW
HOMETOWN

1 2 3
Once in a block of two Actual distance by As in Col. 2
years shortest route
*Employee &Family

Split facility once in a Actual distance by Actual distance by

calendar year shortest route limited shortest route limited to
*Employee &Family 1500KMs each way. 750KMs each way

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JOURNEYS TO ED's & Above GGMs/GM & Below

PLACES OTHER THAN
HOME TOWN IN
INDIA OR ABROAD

1 2 3
Once in a block of two years Any place in India Actual fare limited to fare
In case of travel abroad for distance of 1500Kms
Employee & Family
actual fare limited to fare each way for any place in
for distance of 3000 kms India or abroad.**
each way. **
Split facility once in a Actual fare limited to fare
calendar year Actual fare limited to for distance of 750 kms
fare for distance of 1500 each way for any place in
- Employee & kms each way for any India or abroad.
Family* place in India or abroad

Clubbed facility once in a Any place in India In case Actual fare limited to fare
block of four years of travel abroad actual for distance of 3000 kms
- Employee & fare limited to fare for each way for any place in
Family* distance of 6000 kms India or abroad
each way

LEAVE TRAVEL ASSISTANCE (LTA)

The employees who are eligible for Leave Travel Concession will have
the option to avail LTA subject to the rules prescribed hereunder for
this purpose.
The amount admissible under LTA will be limited to the total fare as
per entitlement defined under LTC subject to a maximum of five full
tickets with respect to family members. AGMs will be entitled to LTA
as per their Rail entitlement.
LTA will be allowed to the extent of 100% of the total fare by the
entitled mode and class of travel for the entitled distance. For EDs &
above the entitled distance will be 3000Kms one way.

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TRANSPORT SUBSIDY

Transport Subsidy is provided to those employees who are not

provided with Company accommodation and who are not in receipt of
reimbursement of conveyance expenditure are entitled to payment of
a transport subsidy at a rate equal to 50% of the fare by public
transport/suburban train (bus) from a predetermined reference point
to the normal place of duty and back. Provided that where such
reference points are not determined, the employees are entitled to a
specified fixed amount as transport subsidy as notified by the
Management from time to time. The grant of Conveyance
Allowance given to Blind and Orthopaedically Handicapped
Employees are different from normal employees which are
sanctioned by Heads of Departments.

REIMBURSEMENT OF CONVEYANCE EXPENDITURE

The scheme for reimbursement of conveyance expenditure has been
introduced with a view to encourage the executives to own and
maintain conveyance and to use such conveyance on journeys
undertaken for official purpose.

Rates of Reimbursement
Expenditure incurred on maintenance of conveyance and use of the
same in the performance of journeys on official business shall be
reimbursed subject to the following limits per month.

Rate (Rs. per Month)

Grades Car Two wheelers Two wheelers
with minimum with less than
95 CC capacity 95 CC capacity
E1A & E2 2200 900 500
E3 & E4 2450 900 500
E5 to E6A 2600 900 500
E7 & Above 2950 900 500

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BAJAJ ALLIANZ CO. GROUP SAVINGS LINKED INSURANCE
SCHEME

The BAJAJ ALLIANZ CO. Group Savings Linked Insurance Scheme

provides an insurance cover for all the regular employees and
promotes savings to provide financial assistance to the employees /
beneficiaries at the time of retirement or insurance cover in the event
of death while in service.

Amount insured for different categories of employees is as under:

Category - Salary Grade wise Sum Assured (Rs.)

AI/BI to A VI/B VI grades, S-0, all 10,000/-

temporary employees recruited against
regular vacancies either on daily rated
wages or on consolidated wages SAI/SBI
and equivalent categories.

AVII/BVII to AXI/BXI, SA1/SB1 20,000/-

to SA3/SB3, Jr. Executives

E1 to E4 and other equivalent grades. 40,000/-

E5 and above. 80,000/-

PREMIUM P.M.( In Rs.)

Sum Assured Monthly Risk Portion Savings
Premium Portion

10,000/- 13.50 5.00 8.50

20,000/- 27.00 10.00 17.00

40,000/- 54.00 20.00 34.00

80,000/- 108.00 40.00 68.00

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ITS BENEFITS
On the death of the member while in service, the assurance benefit
applicable to the category together with the amount with interest due
to the credit of member employee in the running account shall become
payable to the beneficiary.
On reaching superannuation or earlier cessation of service other than
death, the total amount of savings portion in the credit of the member
employee during the period of membership together with the interest
thereon shall become payable to the member employee.
Contribution paid by the member employee towards the savings
portion will qualify for deduction under Income Tax.

GROUP INSURANCE SCHEME

The BAJAJ ALLIANZ Employees Group Insurance Scheme one year

renewal term assurance plan provides graded insurance cover.
The coverage commences from the time of joining service to the end
of calendar day of the cessation of service.

Category and Salary Grade Sum Assured (Rs.)

AI/BI to AVI/BVI grades, S-0, all 10,000/-

temporary employees recruited against
regular vacancies either on daily rated
wages or on consolidated wages

AVII/BVII to AXI/BXI & SAI/SBI to 20,000/

SAIII/SBIII, Jr. Executives

E1 to E4 and other equivalent Grades. 35,000/-

E5 and above 50,000/-

ITS BENEFITS
On the death of the employee while in service, the category wise
assurance benefit is paid to the beneficiary as appointed by the

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employee. The prescribed form of appointment of Beneficiary(ies) is
to be signed by the employee on the date of entry to the scheme. In
the event of the employee not having a family or dependents, he shall
appoint legal personal representative to be his/her beneficiary. The
benefit in respect of the member is strictly personal and cannot be
assigned by the member.

BAJAJ ALLIANZ CO. EMPLOYEES HOUSING LOAN GROUP

INSURANCE SCHEME
This scheme provides for an insurance policy available upto Rs. 15
Lakhs to cover the outstanding housing loan of employees who are
the members of the scheme. In the event of death of the borrower
employee covered under the scheme, the housing loan and interest
thereon outstanding as on the date of death subject to a maximum of
Rs.15 lakh will be paid by the insurer (currently LIC) to the company
which in turn will adjust it against HBA and interest thereon
outstanding on the date of death of employee or will pass on the
same to the lending agency in case the loan has been drawn by the
borrower employee.
The insurance coverage is to the total loan outstanding at the
beginning of the policy year or subsequent enhancement subject to a
ceiling of Rs. 15 lakhs.
In case of housing loans taken by the employees from housing
finance agencies, the interest does not remain outstanding. As it
accrues it is recovered every month and therefore in the event of
death of the borrower, the interest does not remain outstanding and
hence coverage of interest portion of the borrowing does not arise

HOUSE BUILDING ADVANCE AND INTEREST SUBSIDY SCHEME

House Building Advance (HBA) will be granted to Company employees

on regular establishment with not less than five years of continuous
service.
Employees working in BAJAJ ALLIANZ CO. Overseas Offices/Project
Sites are also eligible for the grant of HBA for construction/acquisition
of a house, ownership flat at any place of their choice in India .
Where both husband and wife are employees of the Company, the
house building advance shall be admissible to only one of them.
The flat rate of housing loan interest subsidy (HLIS) to employees who
themselves or whose spouses undergo sterilisation is Rs 42/- per ten
thousand per month on the qualifying amount subject to fulfillment of
various conditions. This will be admissible to the employees who are

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sanctioned interest subsidy on housing loans as per company rules
under BAJAJ ALLIANZ CO. Interest Subsidy Scheme

Other Employees Insurance Policies

It consists of:
1. Group Personal Accident Policy
2. OVERSEAS MEDICAL INSURANCE SCHEME
3. INDIVIDUAL PERSONAL ACCIDENT INSURANCE POLICY

DEATH RELIEF FUND SCHEME

The BAJAJ ALLIANZ CO. Employees Death Relief Fund Scheme gives
monetary assistance to the families of the members who die while in
service of the company. Scheme covers all categories of employees
who have voluntarily enrolled themselves as members of the scheme.
The scheme is administered by a committee formed by respective
unit management.

Re. 1.00 per member collected, as contribution on death of the

constituent member will be paid to the next of the kin or to the
provident fund nominee. Death of a member will be notified by the
Personnel Department and the payment will be made within 45 days
of the death.

BAJAJ ALLIANZ CO. RETIRED EMPLOYEES' CONTRIBUTORY

HEALTH SCHEME

The scheme is intended to extend medical cover to the retired BAJAJ

ALLIANZ CO. employee and his/her spouse and spouse of an
employee who dies while in service, subject to the certain
conditions.
The beneficiaries will also be entitled to the medical attendance and
treatment from other panel Doctors, including Specialists to whom
they are specially referred for consultation/treatment by the Company
Doctors. The medicines prescribed by the outside Doctors in such
cases will, however, be supplied to the beneficiaries only from the
Company hospitals/dispensaries, and no reimbursement will be
allowed for purchases of medicines or payment for diagnostic tests

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etc.
However, expenditure incurred on consultations, diagnostics test and
medicines in emergencies/odd hours/problems of logistics will be
reimbursed upto Rs.1,000/- in a financial year on submission of
prescriptions and cash memos. The reimbursement of these charges
will be done as per rates prescribed in BAJAJ ALLIANZ CO. Schedule.
This amount can be claimed on conclusion of the financial year.

SPECIAL INCENTIVE PAYMENT

Employees who are not eligible for Bonus under the Payment of Bonus
Act are paid Special Incentive. The payment on this account is linked
to the performance under the MOU and is regulated as per the
categorisation of the Company's performance by the Government.

ANNUAL PAYMENT OF BONUS

Annual Payment of Bonus in the Company is regulated strictly in

accordance with the provisions of the Payment of Bonus Act, 1965, as
amended from time to time. The rates of bonus are computed with
reference to and on the basis of the statements of accounts
maintained by the manufacturing units.

FESTIVAL ADVANCE
The festival advance up to the limit of one month basic pay will be
admissible only for the following festivals:
1. Pongal
2. Republic Day
3. Id-ul-fitr
4. Holi
5. Ram Naumi
6. Id-ul-zuha
7. Vaikasi Visakam (for Tiruchy only)
8. Muharram

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9. Independence Day
10. Janam Ashtami
11. Ganesh Chaturthi
12. Onam
13. Dussehra
14. Diwali
15. Guru Nanak's Birthday (in units other than Tiruchy)
16. Christmas

VEHICLE ADVANCE
FIRST ADVANCE
1. Motor Car:
The amount of advance is limited to 35 months basic pay or
Rs.1,20,000 or the anticipated cost of the motor car whichever is the
least. The advance and interest thereon is recoverable in not more
than 200 equal monthly instalments or remaining number of months
available for recovery till superannuation whichever is less.
2. Motor Cycle/Scooter:
The amount of advance is limited to Rs.15000/- or the anticipated
cost of the vehicle whichever is less . The amount of advance and
interest thereon is recoverable in not more than 90 equal monthly
instalments or remaining number of months available for recovery till
superannuation whichever is less.
3. Moped (such as Luna/Suvega/Vicky etc.):
The amount of advance is limited to Rs.9000/-, or anticipated cost of
the vehicle whichever is less. The amount of advance and interest
thereon is recoverable in not more than 80 equal monthly instalments
or remaining number of months available for recovery till
superannuation whichever is less.
SECOND OR SUBSEQUENT ADVANCE
1. Motor Car:
The amount of advance is limited to Rs.90,000/- or 25 months' basic
pay or the anticipated cost of the motor car whichever is the least.
The amount of advance and interest thereon is recoverable in not
more than 150/-monthly instalments or remaining number of months
available for recovery till superannuation, whichever is less.
2. Motor Cycle/Scooter:
The amount of advance is limited to Rs.11,500/- or the anticipated
cost of the vehicle whichever is less. The amount of advance and
interest thereon is recoverable in not more than 75 equal monthly
instalments or remaining number of months available for recovery till
superannuation, whichever is less.

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3. Moped :
The amount of advance is limited to Rs.7000/- or anticipated cost of
the vehicle, whichever is less. The amount of advance and interest
thereon is recoverable in not more than 60 equal monthly instalments
or remaining number of months available for recovery till
superannuation whichever is less.

OTHER MISCLANEOUS BENEFITS

BAJAJ ALLIANZ CO. also provides various facilities to the members of

BAJAJ ALLIANZ CO. teams for participation in inter-unit events and
National/State level games. These facilities are as follows:

a) Scale of Kit
b) Refreshments
c) Prizes
d) Travel/DA Entitlement
e) Cash allowance
f) Time-off
g) Sports coordinators/Team manager
h) Out of pocket expenses

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CHAPTER- 6

RESULT ANALYSIS

Q1. Are you aware of the benefits given in your company?

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Complete 16
Partial 24
Not at all 0

Awareness of the welfare

activities among employes

Not at all
0% Complete Complete
40%
Partial Partial
60% Not at all

Only 40%
employees at
BAJAJ
ALLIANZ
CO. are
completely
aware about
the welfare
schemes
providing by
the company
rest 60% are
partially
aware about
the
same100% 8
Upto 50% 22
Below 50% 8

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Q2. What is the satisfaction level gained by these benefits?

Satisfaction level gained by the

employees by benefits

21% 21%
100%
Upto 50%
Below 50%
58%

Only 21% employees are completely satisfied with the welfare

activities running in the company and 21% employees
satisfaction level is below 50%. Majority of the employees i.e.
58% are satisfied only up to 50% by the welfare schemes by
BAJAJ ALLIANZ CO..

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Q3. Are present welfare activities sufficient to benefit
employees?

Yes 6
Upto certain level 26
No 7

Welfare activities sufficient to

benefit employee

Yes
18% 15%
Upto certain
level

67% No

Just 15% of the employee agrees that these welfare schemes are
sufficient to benefit them and 67% says that these activities help only
upto certain level rest 18% disagrees that these schemes benefits
them in any respect.

Q4. Is sum assured under Group Insurance Scheme adequate?

Yes 3
To some extent 26
No 10

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Sum assured under Group

Insurance Scheme adequate

26% 8%
Yes
To some extent

66% No

Only 8% of BAJAJ ALLIANZ CO. employees are satisfied with the Sum
assured under Group Insurance Scheme 66% of them says that it is
adequate only to some extent and rest 26% are dissatisfied with this
amount.Under social obligation, Housing Loan Facility and Interest
Subsidy thereon is provided.

Q5. Are you satisfied with this?

Fully satisfied 17
Partially satisfied 19
Dissatisfied 4

E m p lo y e e s a tis fa c tio n fro m H o u s in g

L o a n F a c ility a n d In te re s t S u b id y

10%
43% F u lly sa tisfie d
Pa rtia lly sa tisfie d
47% D issa tisfie d

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43% of the employees are satisfied with the Housing Loan Facility and
Interest Subsidy provided by the company. 47% are partially satisfied
and only a few i.e. 10% are not satisfied with this facility.

Q6. Is Company Leased Accommodation provided up to

certain grade of executive appropriate?

Yes 15
Partially 12
No 13

Is Company Leased
Accomadation provided upto
certain grade of executive
approprite

33% 37% Yes

Partially
No
30%

37% of the employees says that Company Leased Accommodation

provided up to certain grade of executive is appropriate. 30% are
partially satisfied while 33% are against this provision.

Q7. Are you satisfied with LTC facility of the company?

Yes 12
Partially 14
No 13

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Are em p lo ye e s s a tis fie d w ith

L T C F ac ility

33% 31% Y es
P artially
No
36%

31% employees are completely satisfied with the LTC facility 36% are
partially satisfied and the rest 33% are not satisfied with the LTC
facility.

Q8. Are you satisfied with medical facility of the company?

Satisfied 35
Partially
satisfied 2
Dissatisfied 2

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S atisfactio n o f em p lo ye es w ith
M ed ic al F a cility

S atis fied
5% 5%
P artially
s atis fied
90% Dis s atis fied

90% Employees at BAJAJ ALLIANZ CO. are satisfied with the medical
facility provided by the company. Only 5% of the employees are
partially satisfied and 5% are not satisfied.

Q9. Does Company has any system to review the satisfaction

level about welfare measures for employees?

Yes 4
No 16
Don't know 15

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C o m p a n y h a s a n y s y s te m to
re v ie w th e s a tis fa c tio n le v e l o f
e m p lo y e e

11%
Y es
43%
No
46% D on't k now

Only 11% says that Company has system to review the satisfaction
level about welfare measures for employees while 46% disagrees to
this whereas 43% doesn't know anything related to this.

Q10. To what extent these benefits help in providing

motivation?

Large extent 12
Upto certain
level 25
Benefits help
Doesn't help
in 2
providing motivation

Large extent
5%
31%
Upto certain
level
64% doesn't help

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Benefits help in
providing motivation

Large extent
5%
31%
Upto certain
level
64% doesn't help

31% of the employees agrees that this welfare scheme provide

motivation to them whereas 64% people say that these scheme
provide motivation only to some extent while 5% say that they are
not motivated through any of these schemes.

Q11. What criteria should be considered while deciding these

benefits?

Monetary 11
Motivation 18
Social
Security 12
Recognition 3

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Criteria should be considered

while deciding Benefits

7% 25% Monetary
27% Motivation
Social Security
41% Recognition

Majority of the employees i.e. 41% want that while deciding about
welfare schemes MOTIVATION should be considered. 27% and 25% of
the employee want it to be SOCIAL SECURITY and MONETARY
respectively and only 7% of them say that it should be RECOGNITION.

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CHAPTER 7

CONCLUSION

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The above welfare schemes are providing satisfaction to the

employees in terms of:-

VARIOUS BENEFITS CATEGORY OF SATISFACTION

BAJAJ ALLIANZ CO. Group Savings Social security and Monetary
Linked Insurance Scheme benefit to Family.

Group Insurance Scheme Social Welfare and

Monetary benefit.
BAJAJ ALLIANZ CO. Employees Social Welfare and
Housing Loan Group Insurance Monetary benefit.
Scheme

Group Personal Accident Policy Social Welfare

Leave Travel Concession Social Welfare

Leave Travel Assistance (LTA) Social Welfare

Leave Encashment Motivation

Scheme For Reimbursement Of Monetary benefit.

Conveyance Expenditure For
Executives
Death Relief Fund Scheme Social Welfare

Scheme For Cash Award For Motivation and

Acquiring Higher/ Additional Monetary benefit.
Qualifications

Festival Advance Monetary benefit

Grant Of Conveyance Allowance Monetary benefit

To Blind And Orthopaedically
Handicapped Employees

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Washing Allowance Monetary benefit

Foreign Tours Monetary benefit

Transfer TA On Retirement/Death Monetary benefit

Annual Payment Of Bonus Monetary benefit

BAJAJ ALLIANZ CO. EXCEL Awards Motivation and

Scheme Monetary benefit

Children Education Allowance Monetary benefit

Gift Vouchers For The Employees Monetary benefit

House Building Advance And Monetary benefit

Interest Subsidy Scheme

According to the data analyzed, the present benefits running in the

company are not providing that level of satisfaction which is
expected. The employees are not fully aware about some of the
schemes provided to them by the company. Therefore, the lack of
awareness doesn't let these schemes to be utilized in a proper way.
There is a need for improvement in these schemes. But these
schemes do provide motivation up to some extent to the employees.

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EMPLOYEES VIEWS:

• There shall be an executive club in BAJAJ ALLIANZ CO. as the

same exists in other BAJAJ ALLIANZ CO. units.
• Allowances may be increased which should not have tax liability.
• Interest free advances like festival advance should be provided
for miscellaneous domestic capital expenditure
• LTC facility should be allowed through air for all executives.
• Vehicle loan facility upto 90% of the vehicle cost should be
provided with nominal interest rate.
• Working condition to be further improved.
• Membership to clubs, sports compex should be provided under
corporate scheme on payment of nominal fees to promote sports
activities amongst employees and their families.
• Condition of housing accomodation should be improved.
• The education subsidy should be provided to the college going
children also.
• The medical facility should be provided to the dependent parents
who were govt. employees and getting pension provided they
furnish certificate that they are not claiming medical facility from
any other source.

SUMMARY AND IMPLICATIONS FOR MANAGERS

Why is it important to know an individual’s values? Although

they don’t have direct impact on behaviour, values strongly
influence a person’s attitudes. So knowledge of an individual’s
vale system can provide insight into his or her attitudes.
Given that people’s values differ, managers can use the
Rokeach Value Survey to assess potential employees and
determine if their values align with the dominant values of he
organization. An employee’s performance and satisfaction are
likely to be higher if his or her values fir well with the
organization. For instance, the person who places high
importance on imagination, independence, and freedom is likely
to be poorly matched with an organization that seeks
conformity from its employees. Managers are more likely to
appreciate, evaluate positively, and allocate rewards to
employees who “fit in, “ and employees are more likely to be

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satisfied if they perceive that they do fir in. This argues for
management to strive during the selection of new employees to
find job candidates who not only have the ability, experience,
and motivation to perform, but also a values system that is
compatible with the organization’s.
Managers should be interested in their employees attitudes
because attitudes given warnings of potential problems and
because they influence behaviour. Satisfied and committed
employees, for instance, have lower rates of turnover and
absenteeism. Given that managers want to keep resignations
and absences down-especially among their more productive
employees- they will want to do the things that will generate
positive hob attitudes.
Managers should also be aware that employees will try to
reduce cognitive dissonance. More important, dissonance can
be managed. If employees are required to engage in activities
that appear inconsistent to them or that ae at odds with their
attitudes, the pressures to reduce the resulting dissonance are
lessened when the employee perceives that the dissonance is
externally imposed and is beyond his or her control or if the
rewards are significant enough to offset the dissonance.

Managers Can Create Satisfied Employees

A review of the evidence has identified four factors conductive
to high levels of employee hob satisfaction: mentally
challenging work, equitable rewards, supportive working
conditions, and supportive colleagues. Importantly, each of
these factors is controllable by management.
Mentally challenging work. People prefer hobs that give them
opportunities to use their skills and abilities and offer a variety
of tasks, freedom, and feedback on how well they’ re doing.
These characteristics make-work mentally challenging.
Equitable rewards. Employees want pay systems and promotion
policies that they perceive as being just, unambiguous, and in
line with their expectations, when pay is seen as fair based on
hob demands, individual skill level, and community pay
standards, satisfaction is likely to result. Similarly employees
seek fair promotion policies and practices. Promotions provide
opportunities for personal growth, more responsibilities, and
increased social status. Individuals who perceive that
promotion decisions are made in a fair and just manner,
therefore, are likely to experience satisfaction from their jobs.

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Supportive working conditions. Employees are concerned with
their work environment for both personal comfort and
facilitating doing a good job. Studies demonstrate that
employees prefer physical surroundings that are not dangerous
or uncomfortable. In addition, most employees prefer working
relatively close to home, in clean and relatively modern
facilities, and with adequate tools and equipment.
Supportive colleagues. People get more out of work than
merely money or tangible achievements. For most employees,
work also fills the need for social interaction. Not surprisingly,
therefore, having friendly and supportive co-workers leads to
increased job satisfaction. The behaviour of one’s boss is also
satisfaction. The behaviour of one’s boss is also a major
determinant of satisfaction. Studies generally find that
employee satisfaction is increased when the immediate
supervisor is understanding and friendly, offers praise for good
performance, listens to employees opinions and shows a
personal interest in them.
The notion that managers and organizations can control the
level of employee job satisfaction is inherently attractive. It fits
nicely with the view that managers directly influence
organizational processes and outcomes. Unfortunately there is
a growing body of evidence that challenges the notion that
mangers control the factors that influence employee job
satisfaction. The most recent findings indicate that employee
job satisfaction is largely genetically determined.

Whether a person is happy or not is essentially determined by

his or her gene structure. Approximately 80 percent of people’s
differences in happiness, or subjective well being, have been
found to be attributable to their different genes.
Analysis of satisfaction data for a selected sample of individuals
over a 50 year period found that individual’s results were
consistently stable over time, even when these people changed
employers and occupations. This and other research suggests
that an individual’s disposition toward life- positive or negative
– is established by his or her genetic make- up, holds over time,
and carries over into his or her disposition toward work.
Given these findings, there is probably little that most mangers
can do to influence employee satisfaction. In spite of the fact
that mangers and organizations go to extensive lengths to try
to improve employee hob satisfaction through actions such as
manipulating job characteristics, working conditions, and
rewards, these actions are likely to have little effect. The only
place where mangers will have any significant influence will be

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through their control of the selection process. If mangers want
satisfied workers, they need to make sure their selection
process screens out the negative maladjusted, trouble- making
fault- finders who derive little satisfaction in anything about
their jobs.

CHAPTER 8

SUGGESTIONS

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The benefits should be made more friendly so as to provide full

satisfaction.
• Programmes should be tailored as per the needs of the
employees in the company in order to aware the employees about the
benefits provided by the company.
• Programmes giving details about the various benefits provided
by the company and its implications should be conducted on regular
basis.
• Most BAJAJ ALLIANZ CO. employees want motivation as the
criteria in addition to monetary and social security. Hence this should
be followed.
• The welfare schemes should be made more transparent.
• In comparison to other companies what extra benefits the
employees are getting should be made clear to them.

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Chapter-9

LIMITATIONS

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• The study has been confined to a period of 60 days. Hence it
cannot reveal the exact trends of Welfare Schemes and opinion
of all employees.
• Sample size being small not everybody’s view could be
considered.
• Problem parting with the confidential information.
• There is a great tendency of fluctuation in the response and their
behavior.

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CHAPTER 10

BIBLIOGRAPHY

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 - 95 -
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Books
• Chhabra N.T, Human Resourse Management,Dhanpat Rai & Co., 2006
•

Other Sources
• Citehr.com
• Nhrd.com
• Peoplelinks.com
• Icfaipress.com

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