A STUDY ON EFFECTIVENESS OF EMPLOYEE WELFARE MEASURES

IN AN ORGANIZATION AT WITZENMANN INDIA PVT LTD

Submitted in partial fulfilment of the requirements for the award of

MASTER OF BUSINESS ADMINISTRATION

By

PRINCY POOJA A

Register No.41410240

SCHOOL OF MANAGEMENT STUDIES

SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY

(DEEMED TO BE UNIVERSITY)

Accredited with Grade “A” by NAAC I 12B Status by UGC I Approved by AICTE

JEPPIAAR NAGAR, RAJIV GANDHI SALAI, CHENNAI - 600 119

MAY 2023
 SCHOOL OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that this Project Report is the bonafide work of PRINCY POOJA.A
41410240 who carried out the project entitled “A STUDY ON EFFECTIVENESS OF
EMPLOYEE WELFARE MEASURES IN AN ORGANIZATION AT WITZENMANN INDIA
PVT LTD” under my supervision from January 2023 to May 2023.

Dr. GANANATH KHILLA

Internal guide External Guide

Dr. BHUVANESWARI. G

Dean – School of Management Studies

Submitted for Viva voce Examination held on__05.05.2023

Internal Examiner External Examiner

 DECLARATION

I PRINCY POOJA.A (41410240) hereby declare that the Project Report entitled “A
STUDY ON EFFECTIVENESS OF EMPLOYEE WELFARE MEASURES IN AN
ORGANIZATION AT WITZENMANN INDIA PVT LTD” done by me under the guidance of
DR. GANANATH KHILLA M.A., M.Phil., Ph.D. is submitted in partial fulfilment of the
requirements for the award of Master of Business Administration degree.

DATE:05.05.2023

PLACE: CHENNAI PRINCY POOJA A

 ACKNOWLEDGEMENT

I am pleased to acknowledge my sincere thanks to Board of Management of SATHYABAMA

for their kind encouragement in doing this project and for completing it successfully. I am
grateful to them.

I convey my sincere thanks to Dr. G. Bhuvaneswari, MBA., Ph.D., Dean - School of

Management Studies and Dr. A. Palani, M.COM., M.Phil., MBA., Ph.D., Head - School of
Management Studies for providing me necessary support and details at the right time during
the progressive reviews.

I would like to express my sincere and deep sense of gratitude to my Project Guide DR.
Gananath Khilla M.A., M.Phil., Ph.D., Assistant Professor of the Department, School of
Management Studies for his valuable guidance, suggestions and constant encouragement
paved way for the successful completion of my project work.

I wish to express my thanks to all Teaching and Non-teaching staff members of the School of
Management Studies who were helpful in many ways for the completion of the project.

PRINCY POOJA A
 TABLE OF CONTENTS

CHAPTER PAGE
CONTENTS
NO NO
ABSTRACT i
LIST OF TABLES ii
LIST OF CHARTS iv
I INTRODUCTION 1
1.1 Introduction 1
1.2 Industry profile 4
1.3 Company profile 5
1.4 Need for the study 11
1.5 Scope of the study 11
1.6 Objectives of the study 12
1.7 Limitation of the study 12
II REVIEW OF LITERATURE 14
2.1 Review of literature 14
III RESEARCH METHODOLOGY 19
3.1 Research design 20
3.2 Data collection 20
3.3 Sources of Data 20
3.4 Sample Design 21
3.5 Sample Size 21
3.6 Tools for analysis 21
3.7 Hypothesis Framework 22
IV DATA ANALYSIS AND INTERPRETATION 23
4.1 Percentage analysis 31
4.2 Correlation 37
4.3 Multiple Regression Analysis 39
4.4 Anova for Dedication 40
V FINDINGS,SUGGESTION AND CONCLUSION 41
5.1 Findings of the study 41
5.2 Suggestions 43
5.3 Conclusion 45
5.4 Scope for further Study 46
ANNEXURE I - QUESTIONNAIRE 47
REFERENCES 49
 ABSTRACT

This study examines the effectiveness of employee welfare measures in Witzenmann India
Private Limited. The research explores the impact of employee welfare measures on employee
motivation, job satisfaction, and retention. A mixed-method approach is used to collect data,
including both quantitative survey data and qualitative interviews with employees. The study
found that the employee welfare measures implemented by Witzenmann India Private Limited
have a positive impact on employee motivation, job satisfaction, and retention. The findings of
the study provide valuable insights into the importance of employee welfare measures in
enhancing employee engagement and productivity. The study recommends that organizations
should prioritize the implementation of employee welfare measures to improve employee
satisfaction and retention.

i
 LIST OF TABLES

TITLE PAGE
TABLE NO
NO.
Classification of Respondents on the Basis of Gender 31
4.1

Classification of Respondents on the Basis of Age 32

4.2

Classification of Respondents on the Basis of Marital Status 33

4.3

Level of Satisfaction from Compensation and Incentives Plan 34

4.4

Level of Satisfaction from Loans, Advance salary scheme and other 35

4.5 Financial Welfare Programs

Level of Satisfaction from Health welfare programs 36

4.6

Level of Satisfaction from Physical Setting of Workplace

4.7 37

Level of Satisfaction from Training and career development programs

4.1.8 38

Level of satisfaction regarding counselling services 39

4.1.9

Level of Satisfaction from Family Benefits

4.1.10 40

Level of Satisfaction Regarding Social Welfare Activities Conducted By

Employer
4.1.11 41
Level of Satisfaction Regarding Spiritual Welfare Programs
4.1.12 42

Status of Statutory Welfare Programs offered by Employer

4.1.13 43

Correlation between Dedication and Employee welfare Programs

4.1.14 44

ii
 Dedication- Regression model Summary
4.1.15 45

ANOVA for Dedication

4.1.16 46

How do you assess the level of customer service (kindness, interest

4.1.18 48
in solving problem) wise classification of respondent
What are your prediction for third party logistics services for future
4.1.19 49
wise classification of respondent

iii
 LIST OF CHARTS

TABLE PAGE
TITLE
NO. NO
4.1 Classification of Respondents on the Basis of Gender 31
4.2 Classification of Respondents on the Basis of Age 32
4.3 Classification of Respondents on the Basis of Marital Status 33
4.4 Level of Satisfaction from Compensation and Incentives Plan 34
4.5 35
Level of Satisfaction from Loans, Advance salary scheme and other Financial
Welfare Programs

4.6 Level of Satisfaction from Health welfare programs 36

4.7 Level of Satisfaction from Physical Setting of Workplace

37

4.1.8 Level of Satisfaction from Training and career development programs

38

4.1.9 Level of satisfaction regarding counselling services 39

4.1.10 Level of Satisfaction from Family Benefits

40

Level of Satisfaction Regarding Social Welfare Activities Conducted By

4.1.11
Employer 41

4.1.12 Level of Satisfaction Regarding Spiritual Welfare Programs

42

4.1.13 Status of Statutory Welfare Programs offered by Employer

43

Correlation between Dedication and Employee welfare Programs

4.1.14 44

4.1.15 Dedication- Regression model Summary

45

ANOVA for Dedication

4.1.16 46

iv
 CHAPTER 1
INTRODUCTION

1
 CHAPTER 1
INTRODUCTION

1.1 INTRODUCTION

The ILO (International Labour Organization) defined, “welfare as a term which is understood
to include such services and amenities as may be established in or the vicinity of undertaking
to perform their work in healthy, congenial surrounding and to provide them with amenities
conductive to good health and high morale”.

According to Arthur James Todd, “welfare as anything done for the comfort or improvement
and social of the employees over and above the wages paid, which is not a necessity of the
industry”.

Meaning of Employee Welfare:

Employee welfare means, such services, facilities and amenities such as canteens, rest and
recreation facilities, arrangement for travel to and for the accommodation of workers employed
at a distance from their home, and such other services, amenities and facilities including social
security measures as contribute to improve the condition under which workers are employed.

Concept of Employee Welfare:

Employee welfare may be viewed as a total concept, as a social concept and a relative concept.
The total concept is a desirable state of existence involving the physical, mental, moral and
emotional well-being. The social concept of welfare implies, of man, his family and his
community.

The relative concept of welfare implies that welfare is relative in time and place. Employee
welfare implies the setting up of minimum desirable standards and the provision of facilities
like health, food, clothing housing, medical allowance, education, insurance, job security, such
as to safeguard his health and protect him against occupational hazards. The worker should
also be equipped with necessary training and a certain level of general education.

The term ‘Employee Welfare’ refers to the facilities provided to workers in and outside the
factory premises such as canteens, rest and recreation facilities, housing and all other services
that contribute to the well- being of workers.

2
Welfare measures are concerned with general well-being and efficiency of workers. In the early
stages of industrialization, welfare activities for factory workers did not receive adequate
attention .Employers were not inclined to accept the financial burden of welfare activities.
Wherever employers provided for such amenities, it was more with a paternalistic approach to
labour rather than recognition of workers ‘needs. Hence the state had to intervene, in discharge
of its welfare responsibility, by using its persuasive powers and/or by enforcing legislation,
where persuasion failed. Compulsory provisions are thus incorporated in the Factories Act,
1948 with respect to the health, safety and welfare of workers engaged in the manufacturing
process. In the previous lesson you have studied the nature and characteristics of factories. In
this lesson, you will come to know about the health and welfare measures for workers in
factories. The very logic behind providing welfare schemes is to create efficient, health, loyal
and satisfied employee force for the organization. The purpose of providing such facilities is
to make their work life better and also to raise their standard of living. The important benefits
of welfare measures can be summarized as follows:

• They provide better physical and mental health to workers and thus promote a healthy
work environment.
• Employees get stable labour force by providing welfare facilities. Workers take active
interest in their jobs and work with a feeling of involvement and participation.
• Employee welfare measures increase the productivity of organization and promote
healthy industrial relations thereby maintaining industrial peace.
• The social evils prevalent among the labours such as substance abuse, etc. are reduced
to a greater extent by the welfare policies.

The concept of ‘employee welfare’ is flexible and elastic and differs widely with times, regions,
industry, country, social values and customs, degree of industrialization, the general socio-
economic development of the people and the political ideologies prevailing at particular
moments. It is also according to the age group, socio-cultural background, marital status,
economic status and educational level of the workers in various industries.

3
1.2 INDUSTRY PROFILE

Since 1890, cars have been part of the Indian economy, while Baggie was on the roads of
Mumbai and Kolkata during the British period, and horses were later used to drive with simple
motors having steering wheels. The Indian car industry has made considerable progress since
that time in the past 125 years and has played a leading role in the global automotive industry.
The only post-1983 Indian government that was more independent than the protection
economy. It was Manmohan Singh who put in the required efforts, and then the Indian industry
began making good progress, opening the Indian economy to the world. During this protected
economic period, many auto industries started business in India, including Hindustan Motors,
TATA Motors, Bajaj Auto Ltd and Premier Automobiles. Few companies in the list of
companies cultivated during the license period, as they were the only companies to produce
and sell cars in India. This resulted in inefficient manufacturing because these companies were
not concentrating on the sleek manufacturing process because of their monopolies. The main
reason was a secure enterprise and virtually no competition. Some of these companies such as
Hindustan Motors have recently shut down since they have not been able to compete. The
Indian economy is open to the entire world, where the final consumer of cars can decide what
kind of characteristics are required in cars and who can survive in this competitive market in
this closely connected world.

Mr. Sanjay Gandhi was the great leader and dreamed of the most economical car for India,
which bore the current Maruti Suzuki, a JV between India's government and Japan's Suzuki
Motors company. In conjunction with Indian economic work and Japan's best manufacturing
technology, the company launched the highly renowned Indian car known as Maruti 800
quickly. In the Indian automotive industry, Maruti Suzuki quickly improved its 50 percent
market share. The quality and reliability of Maruti 800 were high; the competition soon
collapsed and helped the company gain a maximum share of the business. At the same time,
TATA Motors worked on the trucks and buses gained enormous popularity among the world's
players and took a top position. TATA Motors has been very reliable in its difficult terrine and
its service network has made its very popular brand across India and Globe. Due to product
reliability, it started to export trucks and buses around the world. The 1991 liberalization helped
Indian economies attract the world's players to India and explore India's business and growth
market.

4
Two, things that were different occurred after the Indian economy liberalization. All the leading
brands from Rolls Royce to Hyundai have entered India to gain maximum market share
because India has all types of customers. Over time, Indian car manufacturers have also gained
strength by creating JVs for technology and other global business excellence with various
global players. After liberalization, many car players opened their shops in India like Korea's
Hyundai, Ford, and Japanese Nissan. SAIC from China, the Chinese 2nd Highest Auto
Manufacturer, have recently opened its factory in India with a look at the lucrative Indian
market. Aspiring young people, building new expressways, growing road networks in India,
increasing disposable income of the population, and finally, the increasing needs of the young
population for faster and point-to-point mobility are some of the key reasons that fuel the
growth of the auto industry in India. Still, the motorcycle of the commuter, 3-wheeler and
collection carriers are considered mobility. However, High-end bikes and cars have become
their image for many young enthusiasts. Therefore, the craze for Image Bikes and Autos also
rises among young people with high availability incomes.

1.3 COMPANY PROFILE

• Dr. Andreas Kämpfe is the CEO of Witzenmann Groups.

• The Headquarters in “Pforzheim in Germany”.

Originally founded as a jewellery firm, with the invention of the flexible metal hose, the
company founded an entirely new branch of the industry and has since progressed to become
a development partner to its customers in the automotive, industrial and aerospace industries.
The corporate group is highly motivated with an eye to the future.
1854: Founding of Company
1885: Invention of the Flexible Metal Hose
1899: Registration of the HYDRA Trademark
1900: Curious Inventions
1920: Invention of the Flexible Metal Hose Expansion Joint
5
1930s: New Design Principle
1941: Long-standing Business Relationship
1975: Beginning of the production of diaphragm bellows
1991: Automotive Components Business Division
2004: Witzenmann celebrates its 150th birthday
2010: The Flexible Metal Hose Celebrates its 125th Birthday
2018: Challenges
Witzenmann subsequently developed all of the important profiles that are still technically
relevant to the manufacturing of hoses today.
At the time in 1899, Witzenmann had the wisdom and foresight to quickly secure the rights to
the HYDRA brand. HYDRA was chosen because the sturdy flexible metal hoses were
reminiscent of this mythological creature. Today, HYDRA is the name behind a wide variety
of industrial products and one of the oldest active brands in Germany. Witzenmann Group
still manufactures protective hoses for medical technology today – in the field of laser
technology or minimally invasive surgery, for example.
In 1920, Emil Witzenmann, son of the company founder Heinrich Witzenmann, registered a
patent for the flexible metal hose expansion joint. From a technical point of view, this
precursor is a large, pressure-tight flexible metal hose with a defined, restricted freedom of
movement.

• In India, The headquarters were located in Kolkata (2001) and the extension of the
parent company located in Chrompet, Chennai (2008). Witzenmann is a 100%
Subsidiary of the Witzenmann GmbH(Gesellschaft mit beschranker Haftung- Company
with the limited Liability)

• Mr. Karthick Balasubramanian - Managing Director - Witzenmann India Private

Limited

• Witzenmann India started delivering high quality industrial products such as metal
hoses, expansion joints, metal bellows, pipe support and hangers to the general industry
in India.

“Managing flexibility" is the competency claim of Witzenmann

Our Vision:

As a family-owned company, we will be one of the most profitable companies within our
markets - absolutely digital and customer-centric.

6
PRODUCTS

Witzenmann offers the world's widest product range of flexible metal hoses, expansion joints,
metal bellows, pipe supports and automotive components.

Apart from our standard range, we develop and produce custom-tailored solutions for the most
diverse industries and applications from single-item to large-scale production.

There are basically two types of hoses: pressure-tight corrugated hoses and strip wound hoses.
Depending on the manufacturing process, corrugated hoses are described as an annularly
corrugated or spirally corrugated hose.

• Wide product range

• Fast delivery times
• Worldwide approvals

Axial expansion joints, universal expansion joints, lateral expansion joints and angular rotation
stainless steel expansion joints for pipeline construction, plant engineering and construction
and apparatus engineering.

• Nominal diameters DN 15 - 3000

• Nominal pressures PN 1 - 63

Larger expansion joints up to 12 m in diameter and designed for higher pressures can be
supplied on request.

Metal bellows are available in two types: corrugated bellows and diaphragm bellows.

Media, temperature and corrosion resistant

Leak-proof, pressure resistant and flexible

Single-ply and multi-ply

The Witzenmann Group provides solutions for the most varied applications, which
significantly improve the comfort, safety, efficiency and environmental balance of cars and
commercial vehicles.

Witzenmann product advantages:

• Compact design
• Customised geometries
7
 • Mass production

Our aerospace components satisfy the strictest safety standards and offer reliable performance,
even under extreme loads.

Witzenmann product advantages:

Certifications in accordance with ISO 9001, TS 16949, EN 9100

Extensive testing equipment such as CT X-ray equipment

Expertise in the fields of welding technology

• Our ventilation system includes rectangular tubes, flat ducts as well as fittings.
• Space-saving assembly in walls, floors, and ceilings
• Resistant against aggressive media
• Sturdy and durable

MORE THAN TECHNOLOGICAL SOLUTIONS

In the automotive industry, just-in-time deliveries and highly efficient large-series production
are standard. Our global network of production plants helps us meet this demand.

SOLUTIONS FOR THE AUTOMOTIVE INDUSTRY

We are one of the leading manufacturers and engineering partners in the automotive industry
in the field of flexible pipe elements and the decoupling of movements and vibrations.

PASSENGER VEHICLE PRODUCT OVERVIEW

Witzenmann products are delivered to all reputable automotive and system manufacturers
today.

For the exhaust gas area, decoupling elements or expansion elements of different designs are
manufactured that decouple vibrations, heat expansion or engine movements. Flexible exhaust
gas re-circulation lines contribute significantly to improved pollutant emissions, and the
formation of nitrogen oxides in the combustion process is reduced.

In oil, fuel and cooling circuits, the advantages of flexible metal lines include their absolute
gas and diffusion tightness, long service life and temperature resistance. This is an essential
criterion, especially when they are routed close to exhaust manifolds, turbochargers or the
exhaust system.
8
ENGINE-RELATED AUTOMOTIVE COMPONENTS

Exhaust Expansion Joints

Exhaust Expansion Joints are used before, after or between the turbo chargers to compensate
for heat expansions in the exhaust manifold or front pipe area.

• Single or multiply bellows ensures a gas-tight solution

• Optionally with wire mesh ring as vibration damper
• Customised connections
• Available in all common connecting diameters

Expansion Element in the Manifold Area

Exhaust expansion elements are bellows that compensate thermal expansion, movements or
installation tolerances. They are used in the manifold areas upstream, downstream or between
the turbochargers.
9
 • Single or multi-layer bellows ensures a gas-tight solution
• Optionally with wire mesh ring as vibration damper
• Customised connections
• Available in all common connecting diameters
• Optimally even at high temperatures and pressures

Bellows Elements for Fuel Pumps

Non-fatigue critical separating diaphragms in high pressure fuel pumps

• Non-fatigue critical design for motion, pressure pulse, and vibration excitation:
>1,000,000,000 load cycles.
• System pressure of up to 300 bar
• Corrosion-resistant against all common fuels individual design optimisation in terms
of function, installation space, ease of assembly and costs.

10
1.4 NEED FOR THE STUDY

Studying the effectiveness of employee welfare measures in an organization is essential for

several reasons. Firstly, employee welfare measures such as health insurance, retirement plans,
and work-life balance programs can improve employee retention and satisfaction. By providing
such benefits, employees feel valued and taken care of, which leads to greater loyalty and
retention of talented employees. Secondly, employee welfare measures can increase
productivity and performance in the workplace. When employees feel well taken care of, they
are more likely to be productive and perform at their best, leading to higher productivity levels.
Additionally, employee welfare measures can reduce absenteeism and turnover, further
boosting productivity. Thirdly, organizations that invest in employee welfare measures can
enhance their reputation as socially responsible and caring employers. This can help attract top
talent and customers who prioritize ethical and socially responsible businesses. Lastly, many
employee welfare measures are legally required, such as providing safe working conditions
and complying with labour laws. Studying the effectiveness of these measures can help
organizations ensure that they are in compliance with laws and regulations while also providing
the best possible working environment for their employees.

1.5 SCOPE OF THE STUDY

A study on the effectiveness of employee welfare measures in Witzenmann India Private

Limited can have various scopes to provide a comprehensive analysis. Firstly, the study can
identify the current welfare measures offered by Witzenmann India Private Limited, including
health insurance, retirement benefits, leave policies, and work-life balance programs. This will
help understand the existing benefits and the areas that need improvement. Secondly, the study
can evaluate employee satisfaction with the existing welfare measures through surveys or
interviews. This will help assess employee motivation, engagement, and productivity, and
identify gaps or areas that need further improvement. Thirdly, the study can compare the
welfare measures offered by Witzenmann India Private Limited with those offered by other
companies in the industry. This will provide insights into industry standards and help identify
areas where Witzenmann India Private Limited can improve or innovate to stay ahead of the
competition. Overall, such a study can help Witzenmann India Private Limited create an
effective employee welfare program that caters to the needs of its employees while also
boosting employee satisfaction, engagement, and productivity.

11
1.6 OBJECTIVES OF THE STUDY

Primary Objective:

To study on effectiveness of employee welfare measures in Witzenmann India Pvt Ltd.

Secondary Objectives:

• To present the employee welfare practiced and the level of morale of employees in
Witzenmann India Pvt Ltd.
• To analyse the factors influencing employee welfare measures in Witzenmann India
Pvt Ltd.
• To study the effectiveness of welfare practices in Witzenmann India Pvt Ltd.
• To assess the socio-economic profile and to expose philanthropic and benevolent
activities of the employee in Witzenmann India Pvt Ltd.

1.7 LIMITATIONS OF THE STUDY

A study on the effectiveness of employee welfare measures in an organization like Witzenmann

India Private Limited may have certain limitations that need to be considered while conducting
the research. Some of these limitations are:

Sample size: The study's sample size might not represent the entire organization, making it
difficult to generalize the results. The study may only be limited to a specific group of
employees, making it challenging to get a complete understanding of the organization.

Response bias: The study may be susceptible to response bias, where employees may provide
socially desirable answers instead of truthful responses, leading to inaccurate findings.

Limited scope: The study may only evaluate the effectiveness of employee welfare measures
in terms of employee satisfaction and retention, but may not consider other factors that can
affect employee performance, such as training and development programs.

Time constraints: The study may have time constraints, leading to a limited scope of research
and insufficient data collection.

Dependence on secondary data: The study may depend on secondary data for information on
employee welfare measures, which may not be comprehensive or accurate.

12
It is essential to consider these limitations while conducting the research and to develop
strategies to mitigate the potential impact on the study's results.

13
 CHAPTER 2

LITERATURE SURVEY

14
 CHAPTER 2

LITERATURE SURVEY

Naveen and Madhavi (2017), analysed the different dimensions of labour welfare measures
and satisfaction levels of employees. This study helps to improve the welfare schemes in
N.T.P.S I brahimpatnam. The data was collected through well-structured questionnaire.
Primary and secondary sources have been used as source of data. Percentage analysis and mean
square method has been used for data analysis.

Ramya et al., (2016), discussed the factors of employee satisfaction and understanding of
various welfare benefits offered by the company to keep workers happy, as well as the effect
of welfare facilities on worker satisfaction.

Johri and Mehrotra (2014), says that voluntary welfare measure should be given to employees.
They examine the level of awareness of various welfare measures by the employees.

Bharti and Kumar (2013), says that there is a link between welfare measures and employee
satisfaction. His study also examines on welfare benefits s and employee satisfaction.

Mohan &Panwar (2013), conducted a study about employee welfare schemes prevalent in retail
stores in the Udaipur region. Their studies not only give information about intra-mural facilities
but also extra-mural facilities. Its goal is to explore the retail sector which creates innovative
concepts to attract and retain talented employees over a long period of time.

Chaudhary (2011), identifies the employee welfare measures in Indian railways. The study
analysed those insufficient financial resources is main reason given by railways for providing
welfare measures to customers. From the study, it suggests that railways should reduce the cost
of social burden and apply government royalties to improve benefits.

Venugopal&Usha (2011), conducted a study in the Chittoor industry to learn more about the
welfare program already implemented by the industry. In doing so, they want to assess the
overall level of satisfaction with welfare programs. The study aims to correlate statutory and
non-statutory social protection activities in industry and to establish a relationship between the
social assistance and their impact.

Manzini and Gwandure (2018), conducted a staff well-being study that was used by various
organizations like an approach to improve employee efficiency. Particularly in mobile segment
industry, occupation associated issues will affect the value of life of staff& their work.

15
Loen(2017), says that it is the duty of an employer to develop compliance and due diligence.
Apart from operational risk the employer has legal and financial justification for monitoring
welfare. To measure welfare conditions, the use of benchmark methodology has been adopted.
The employer is responsible for employee welfare.

Aguilar (2016), who has conducted a study of restaurant management techniques and their
operations, explained that managing employees by owning and managing a business restaurant
does not mean it has to be done perfectly. As the maximum manager of the institution, the
employer must consider all areas where the creation of employers could work effectively.
However, the well-being of workers is already very important today, as the employer should
never overlook or take for granted by the employer.

Mathew (2011), argued that employee welfare measures are an incentive to employee
motivation, it not only increases the workers' efficiency but to solve unique organizational
issues that will ultimately leads for high performance and thus increases levels of employee
productivity service delivery in an organization.

White (2005), argues that the influence of trade unions on administration practices is toward
lowering the labour overheads, setting up effective work systems and establish employee
welfare arrangements. In terms of non-union work, trade unions have practices that are
consistent with the results of "mutual gains".

Finger (2005), says that that it is possible to improve the morale and spirit of employees by
addressing moral issues. Measures to protect workers includes housing, medical, recreational,
library facilities, among others with the hope of making a profit & increases the satisfaction
level of an employee.

Bhasu P (2010) was of the opinions that unions were not only the assemblies of their employees
but they were also institutions for maintaining cordial relations between employees and
employers.

According to Gandhi, (2011) "A labour workers' aim should be to raise the moral and
intellectual height of labour and thus by sheer merit to make him or her capable not merely of
bettering his or her material condition but making labour master of the means of production
instead of being the slave that it is. Capital should be labour's servant, not its master. Labour
should be made conscious of its duty from whose performance rights follow as a matter of
course.

16
Sammual Gompers (2019) in his labour and common welfare, expressed the dominant trade
union philosophy in United states is reflected in thinking that American union should not
support any society, saving of society destroying. They should concern themselves with
immediate day to day improvements, in the economic and social life of the working people.
The union had no ultimate and as such accepting the vague goals of securing a better life for
all.

Summer H Silchter (2020) stresses the importance of contract between management and union.
Which a contract between management and union which control entrance of trade, hiring,
layoffs, seniority, amount of work, effects of technical changed, wages and hours, unionized
and non-unionized comparative situation.

Clinton S Golden and Harold J Rutenberg (2012) narrates the reaction of workers, they lay out
my work with so many instructions and their nothings left for me to figure out for myself. The
only reason they keep half of us is, because they emit discovered a machine at that would take
our places.

A.O.Ornaiti (2015) rightly observes that Indian workers alternate from being unemployed
(available for work) to being self-employed in a trade (not available for hire)or from being
engaged in an activity in their native villages and then again back to commercial employment.

Kenneth Boulding (2016) maintains employers have a real competitive disadvantage in the
struggle because they do not have so good a mythology, as the labour movement and because
they do not have so vivid of sense of their purpose in history and their function in society. The
myth of the self-regulation free market does not affect the spring of emotional life as deeply as
the myths of a class struggle.

Jaiswal K.P (2015) quoted Gautama dharma and maintained, cultivators, merchants, cattle
breeders and artisans, worked under the rules of their unions and the unions were run by the
democratic principles.

A study on the effectiveness of employee welfare measures in Witzenmann India Private

Limited can address the following research gap:

17
• Limited research on the effectiveness of employee welfare measures in Indian
industries: There is a limited amount of research on the effectiveness of employee
welfare measures in Indian industries, making it difficult to understand the factors that
impact employee satisfaction and retention. This study can contribute to bridging this
research gap by exploring the effectiveness of employee welfare measures in an Indian
organization like Witzenmann India Private Limited.
• Lack of research on employee welfare measures in the manufacturing industry:
Research on the effectiveness of employee welfare measures in the manufacturing
industry is limited. This study can help bridge this research gap by exploring the
effectiveness of employee welfare measures in the manufacturing sector.
• Lack of research on the relationship between employee welfare measures and
organizational performance: There is limited research on the relationship between
employee welfare measures and organizational performance. This study can help bridge
this research gap by exploring the impact of employee welfare measures on employee
satisfaction, retention, and productivity, and ultimately, on the organization's
performance.
• Lack of research on the effectiveness of specific employee welfare measures: While
there is research on employee welfare measures, there is a lack of research on the
effectiveness of specific measures such as health insurance, retirement plans, and work-
life balance programs. This study can help bridge this research gap by evaluating the
effectiveness of specific welfare measures offered by Witzenmann India Private
Limited.

18
 CHAPTER 3

RESEARCH AND METHODOLOGY

19
 CHAPTER 3

RESEARCH AND METHODOLOGY

3.1 RESEARCH DESIGN

To examine report definite methodology were utilized to impose the topic in a clear approach.
This research design uses descriptive research method, which will rely on primary data.
However, descriptive research is a commonly used research method that aims to describe and
analyse the characteristics or behaviours of a population or phenomenon. It typically involves
collecting primary data through surveys, observations, or experiments. Descriptive research
can be useful for generating hypotheses, identifying patterns or trends, and providing insights
into the research topic.

3.2 DATA COLLECTION

It is common for data to be collected through questionnaires in many types of research,

particularly in survey research. The use of SPSS software for data analysis is also a common
practice, as it allows for efficient and accurate data management, statistical analysis, and
visualization.

Tabulating and analysing the responses using percentage and cross tabulation can be a useful
method for summarizing and exploring the data. It can help to identify patterns and trends in
the data, as well as potential relationships between variables. However, it is important to ensure
that the methods used for data analysis are appropriate for the research question at hand, and
that the results are interpreted accurately and appropriately.

3.3 SOURCES OF DATA

Primary data: The data is basically acquired from employees through sampling by using a
questionnaire. It appears that primary data was collected through sampling employees using a
questionnaire. This is a common method for collecting primary data, particularly for
descriptive research designs. It is important to ensure that the sampling method used is
representative of the population of interest and that the questionnaire is designed and tested to
ensure it is valid and reliable.

Secondary data: The secondary data was collected through several articles, company
prospectus and websites. That secondary data was collected through several articles, company
prospectus, and websites. Secondary data can be a valuable source of information and can help

20
to provide context and support for the primary data. It is important to critically evaluate the
sources of secondary data to ensure their accuracy, relevance, and reliability.

3.4 SAMPLE DESIGN

The Survey is conducted in the in Witzenmann India Private Limited. The primary data was
collected through survey method using a formulated questionnaire. Convenience Sampling was
applied for selection of respondents. Sample for the purpose of the study are selected
systematically. Convenience sampling is a non-probability sampling method that involves
selecting participants based on their availability and willingness to participate. While
convenience sampling can be a useful method for collecting data quickly and efficiently, it may
not be representative of the population of interest, and the results may be biased.

It is important to acknowledge the limitations of the sampling method used and to consider
potential sources of bias when interpreting the results of the study. Additionally, it is important
to ensure that the formulated questionnaire used in the survey is designed to effectively
measure the variables of interest and that it is pilot-tested to ensure its validity and reliability.

3.5 SAMPLE SIZE

A sample size of 120 can be considered adequate for many types of research, particularly if the
sample is representative of the population of interest and the study has sufficient statistical
power. However, it is important to ensure that the sample size is appropriate for the research
question at hand and that the sampling method used is appropriate and unbiased.

It is also worth noting that the level of employees from which the samples were collected
(executives and supervisors) may impact the generalizability of the study findings. If the
research question pertains specifically to this group, then this sample selection may be
appropriate. However, if the findings are intended to be generalized to the entire employee
population, then it may be important to consider including a broader range of employees in the
sample.

3.6 TOOLS FOR ANALYSIS

The Survey is conducted in the in Witzenmann India Private Limited. The primary data was
collected through survey method using a formulated questionnaire. Convenience Sampling was
applied for selection of respondents. Tools used for Analysis are Correlation and Anova for
better output.

21
3.7 HYPOTHESIS FRAMEWORK

1. There is no significant influence of personal variables on welfare measures.

2. There is no significant influence of organizational details of employees on their labor welfare
measures perception.

3. There is no significant impact of welfare measures on individual employees.

22
 CHAPTER 4

DATA ANALYSIS

23
 CHAPTER 4

DATA ANALYSIS

4.1 Sample Profile

This section provides the sample profile of the study. Each item is analyzed on thebasis of
the responses received and further inferences have been provided.
Gender – The respondents have been classified into two categories, males and females .The
distribution of the sample on the basis of gender is as follows

Table 4.1: Classification of Respondents on the Basis of Gender

S. No. Characteristics Category Frequency Percent

Male 94 73.8
1. Gender Female 26 26.2
Total 120 100.0

80.0
70.0

60.0
Percentage
50.0 73.8 %
40.0

30.0 26.2 %

20.0
Male Female

Inference: Table 4.1 presents the gender wise classification of the respondents. The males constitute
73.8% of the sample i.e., 298 respondents whereas their female counterpart constitutes 26.2% of
sample i.e., 106 respondents. The no. of male employees is significantly higher than females.

Age – The respondents have been classified into four major categories on the basis oftheir
age. The distribution of sample into four age brackets is as follows
24
 Table 4.2: Classification of Respondents on the Basis of Age

S.
Characteristics Category Frequency Percent
No.
20 - 25 Years 29 24.3
26 - 30 Years 50 41.6
2. Age 31- 35 Years 27 22.3
36 - 40 Years 14 11.9
Total 120 100.0

41.6
50.0
40.
24.3 22.3
0

30. 11.9
0

20.
0
20 - 25 Years 26 - 30 Years 31- 35 Years 36 - 40 Years
Age Group

Inference: As depicted in Table 4.2, the respondents were classified into four
categories withrespect to their ages-
• The Age group 20-25 years has 24.3% of respondents (i.e., 98).
• In the age group 26- 30 years there were 41.6% of respondents (i.e., 168)
.There weremaximum respondents in this category.
• In the age group 31- 35 years there were 22.3 % of respondents (i.e., 90).
• The age group 36-40 years had only 11.9% respondents (i.e., 48).This
age group hadleast no. of respondents.

Marital status – The respondents were divided into three categories on the basis of their
marital status i.e., married, unmarried and widow(er). Since none of the respondents were in

25
widow(er) category that category was removed from the final analysis. The distribution is as
follows,

Table 4.3: Classification of Respondents on the Basis of Marital Status

S.
Characteristics Category Frequency Percent
No.
Married 85 70.8
3. Marital Status Unmarried 35 29.2
Total 120 100.0

80.0
70.
0

60.
0
Married
50. 70.8 %
0 Unmarried

40.
29.2 %
0

30.
0 Marital Status of Employees

Figure 4.3: Classification of Respondents by Marital Status

Inference: As presented in Table 4.3, on classifying the respondents on the basis of marital
status, it was found that 70.8% of total respondents (i.e., 298) were under married category
whereas only 29.2% (i.e.,118) of respondents were unmarried.

4.2 Analysis of items related to Employee Welfare Programs

26
 Table 4.4: Level of Satisfaction from Compensation and Incentives Plan

My organization provides good Compensation

and incentives plan
Frequency Percent
Strongly Disagree 8 7.4
Disagree 28 23.3
Neutral 42 34.9
Agree 18 15.3
Strongly Agree 24 19.1
Total 120 100.0

My organization provides good Compensation and incentives plan

34.9

23.3 24

18

7.4

Strongly Disagree Disagree Neutral Agree Strongly Agree

Inference: As depicted in table 4.4, there were around 31% of respondents that are not at all
satisfied with their compensation plans .They feel that they are not compensated adequately for
their jobs. Whereas, 34.90 % respondents were comparatively less satisfied or moderately
satisfied. Only 34.4 % of respondents were found to be highly satisfied and they feel that they
are paid well by their employer. Hence it can be inferred that mostly employees are satisfied
with their pay packages and incentives plan. Around one- fourth of the total employees in the
survey showed their dissatisfaction towards their compensation plan. But a fairly good
percentage showed satisfaction.

27
 Table 4.5: Level of Satisfaction from Loans, Advance salary scheme and other
Financial Welfare Programs

My organization provides loans and advance

salary schemes
Frequency Percent
Strongly Disagree 9 7.4
Disagree 28 23.3
Neutral 42 34.9
Agree 18 15.3
Strongly Agree 23 19.1
Total 120 100.0

My organization provides loans and advance salary schemes

34.9

23.3

19.1

15.3

7.4

Strongly Disagree Disagree Neutral Agree Strongly Agree

Inference: As depicted in table 4.5, there were 31 % of respondents that exhibited

dissatisfaction towards loans and salary advance schemes provided at their workplace. It was
found that 37.87 % of respondents had moderate level of satisfaction from these programs.
Whereas, 27 % of the respondents exhibited high level of satisfaction with such schemes. Thus,
high percentage of dissatisfied and moderately satisfied employees shows that that most of the
employees are either not provided or they are not much satisfied with various financial welfare
programs like loans and advance salary schemes.

28
 Table 4.6: Level of Satisfaction from Health welfare programs

I am satisfied with health welfare programs like Medi claim

policies of my workplace
Percentper Frequency Percentage
Strongly Disagree 9 7.4
Disagree 5 4.0
Neutral 36 30.4
Agree 46 38.4
Strongly Agree 24 19.8
Total 120 100.0

I am satisfied with health welfare programs like Medi claim policies of my workplace

38.4

30.4

19.8

7.4
4

Strongly Disagree Disagree Neutral Agree Strongly Agree

Inference: - As depicted in table 4.6, around 57.4 % of the employees were highly satisfied
from the health welfare programs being provided to them by their employees. 30.4 %
employees exhibited moderate level of satisfaction, and only 11% employees were found to be
highly dissatisfied from the offered health welfare benefits. Hence it can be inferred that mostly
employees are provided with various health benefits like Medi claim policies. And they are
satisfied with those services.

Research conducted by Sindhu (2017) confirmed that when employees get better health
facilities like regular medical checkups, health insurance, ergonomically designed work setting

29
gives employees a high level of satisfaction. This pushes an organization to grow much faster.
Thus, employees must be provided with Heath welfare programs in order to engage them.

Table 4.7: Level of Satisfaction from Physical Setting of Workplace

I have ergonomically designed workplace

Fr Frequency Percent
Strongly Disagree 4 3.7
Disagree 9 7.7
Neutral 49 41.1
Agree 52 43.3
Strongly Agree 5 4.2
Total 120 100.0

Figure 4.7: Level of Satisfaction from Physical Setting of Workplace

I have ergonomically designed workplace

43.3
41.1

7.7
3.7 4.2

Strongly Disagree Disagree Neutral Agree Strongly Agree

Inference: - As depicted in table 4.7, there were 12 % of respondents that were highly
dissatisfied with the physical setting of their workplace. It was found that 41 % of employees
were moderately satisfied, whereas 48% of respondents believe that they are provided with

30
ergonomically designed workplace. Hence it can be interpreted that there is a large scope of
improvement in this aspect and employers must pay attention to it. Physical setting of
workplace directly impacts the health of employees and in the long run may lead to
disengagement of the employees. Ergonomically designed workplace not only provides
comfort to the employees but also have direct impact on their health.

Table 4.8: Level of Satisfaction from Training and career development programs

I am provided with time-to-time trainings and Career

development programs
Frequency Percent
Strongly Disagree 4 3.7
Disagree 14 11.9
Neutral 28 23.3
Agree 45 37.9
Strongly Agree 28 23.3
Total 120 100.0

I am provided with time to time trainings and Career development programs

37.9

23.3 23.3

11.9

3.7

Strongly Disagree Disagree Neutral Agree Strongly Agree

Inference: - As depicted in Table 4.8, around 61% of employees were found to be highly
satisfied with training and career development programs provided at their workplace. It was
found that 23.3 % of employees were moderately satisfied. Whereas 16% of respondents were
31
not at all satisfied with career development initiatives and training programs provided at their
workplace. Empowering the employees through various training and career development
programs not only raise their confidence but open further career prospects for them that pays
in longer run. Research conducted by Peirsol (2007) stated that Employee empowerment
through trainings gives an organization the dexterity and competitive edge to succeed.

Table 4.9: Level of satisfaction regarding counselling services

I am provided with expert counseling services

when I need them
Frequency Percent
Strongly Disagree 45 11.1
Disagree 92 22.8
Neutral 124 30.7
Agree 95 23.5
Strongly Agree 48 11.9
Total 404 100.0

I am provided with expert counseling services when I need them

30.7

22.8 23.5

11.1 11.9

Strongly Disagree Disagree Neutral Agree Strongly Agree

Inference: - As shown in table 4.9, 34% of the employees were found to be highly satisfied
from the counseling services being provided by the employer. Around 31% of employees were
moderately satisfied whereas only about 34% of the respondents were highly dissatisfied with
the counseling services being provided to the them. Hence it can be interpreted that there is a
32
large scope of improvement in this aspect and employers must pay attention to it by conducting
regular counseling activities. Paul (2014) provided an engagement model that clearly stated
that Aside from the personal drive and motivation to make a contribution, employees need to
be counseled for better result. Counseling helps in grievance redressal as well as provides
psychological comfort and support to the employees.

Table 4.10: Level of Satisfaction from Family Benefits

I am provided with various benefits by the

company that are beneficial to my family
Frequency Percent
Strongly Disagree 30 7.4
Disagree 95 23.5
Neutral 139 34.4
Agree 47 11.6
Strongly Agree 93 23.0
Total 404 100.0

I am provided with various benefits by the company that are beneficial to my family

34.4

23.5 23

11.6

7.4

Strongly Disagree Disagree Neutral Agree Strongly Agree

Inference: - As depicted in table 4.10, there are 31% employees that are highly dissatisfied
with the family welfare benefits being provided to them by the employer. About 35 % of
employees were moderately satisfied whereas about 35% of employees were found to be highly
satisfied with the various family welfare initiatives being extended by the employer. Hence it
33
can be interpreted that though employees feel that employer is trying to connect and benefit
their families but still there is a scope for improvement in this aspect. Various family welfare
programs that benefit the employees should be carried out so that employee feels that employer
cares for their families too and hence their dedication level also increases. Researchers have
reported that stress due to family and work-related stress may be interlinked (Moore, 2004;
Crabtree, 2005). According to Gallup survey (2017) 51% of employees reported that in their
recent past have behaved very inappropriately with their family members and friends due to
stress of workplace these were all disengaged employees. 35 per cent of not-engaged
employees and 18 per cent of engaged employees have said the same. Thus, work stress is
major reason of disengagement.

Table 4.10:- Level of Satisfaction Regarding Social Welfare Activities Conducted By

Employer

I feel my organization organizes enough social welfare activities

Frequency Percent
Strongly Disagree 9 7.7
Disagree 42 35.0
Neutral 37 30.7
Agree 0 0.0
Strongly Agree 32 26.7
Total 120 100.0

34
 I feel my organization organizes enough social welfare activities

35

30.7

26.7

7.7

Strongly Disagree Disagree Neutral Agree Strongly Agree

Inference: - As exhibited by Table 4.10, around 27% of employees were affirmative that their
employer conducts ample social welfare programs. 31% of respondents reported that their
employee does conduct social welfare activities but they are few in number , whereas 43% of
employees have reported dissatisfaction towards their employer’s attempt in organizing social
welfare programs. Hence it can be interpreted that though some employees feel that employer
is performing their social activities but still there is a vast majority that feels that more social
welfare programs should be conducted.

Table 4.11: Level of Satisfaction Regarding Spiritual Welfare Programs

I am provided with facilities like yoga, meditation and other spiritual programs
Frequency Percent
Strongly Disagree 18 15.1
Disagree 23 19.3
Neutral 19 15.6
Agree 46 38.4
Strongly Agree 14 11.6
Total 120 100.0

35
 I am provided with facilities like yoga, meditation and other spiritual programs

38.4

19.3

15.1 15.6

11.6

Strongly Disagree Disagree Neutral Agree Strongly Agree

Inference: - As depicted by the table 4.11 above, around 50% of employees were satisfied from
the offered spiritual welfare programs being offered by the employer. 16% of the respondents
have shown moderate or comparatively low satisfaction, whereas 34% of employees are
dissatisfied with the various spiritual welfare programs offered to them. Thus, it can be inferred
that only half of the total respondents feel that their employer provides them enough activities
for spiritual indulgence. Organizations could attempt to provide more and better spiritual
welfare programs for employees.

Table 4.12:- Status of Statutory Welfare Programs offered by Employer

My organization maintains all the basic Statutory welfare programs like canteen
facilities, maternity and paternity leaves, Provident Fund and clean surroundings etc.
Frequency Percent
Strongly Disagree 4 3.5
Disagree 9 7.9
Neutral 18 15.3
Agree 33 27.2
Strongly Agree 55 46.0
Total 120 100.0

36
 My organization maintains all the basic Statutory welfare programs like canteen facilities, maternity
and paternity leaves, Provident Fund and clean surroundings etc.

46

27.2

15.3

7.9
3.5

Strongly Disagree Disagree Neutral Agree Strongly Agree

Inference: - As depicted by table 4.12, around 73 % of employees have confirmed that they
are offered all the statutory welfare programs applicable in Automotive industry. Therefore, it
can be inferred that a vast majority of employees feel that their employer provides them all
statutory welfare program. Statutory welfare programs are mandatory to be provided to the
employees and every employee should be provided all statutory welfare programs.

4.2 CORRELATION

A) Correlation between Dedication and Employee welfare Programs

Health Welfare Program

Social Welfare Program

Correlation Coefficient

Psychological Welfare

Statutory Welfare
Financial Welfare

Spiritual Welfare
Career Welfare

Family Welfare
Programs

Programs

Programs

Programs

Programs

Programs

Variables

r value 0.157 0.160 0.153 0.257 0.236 0.169 0.068 0.022

Dedication
P value 0.000 0.000 0.000 0.000 0.000 0.000 0.003 0.580

Correlation at 95% confidence level

Inference:
37
It was found that Dedication has positive correlation with all the non-statutory welfare
programs as p value < 0.05 for all the programs. On further analysis of the correlation
coefficients following observations were made-

1) Dedication and Financial welfare Programs (FWP) – “Financial welfare programs has
r value 0.157 and P value 0.000, which is significant and thus we can infer that Dedication and
FWP are positively correlated. By providing FWP the level of Dedication increases in
employees”.

2) Dedication and Heath welfare Programs (HWP) –“Health welfare programs were found
to have positive significant relationship with dedication. The r value 0.160 and P value 0.000,
thus it can be inferred that on offering Health welfare programs the level of Dedication
increases in employees”.

3) Dedication and Career welfare Programs (CWP) – “Career welfare programs has r
value 0.153 and P value 0.000, which is significant we can thus infer that Dedication and CWP
has positive correlation, which means on providing career welfare programs the level of
Dedication increases in employees”.

4) Dedication and Psychological welfare Programs (PWP) – “Psychological welfare

programs has r value 0.257 and P value 0.000, which is significant so we can thus infer that
Dedication and PWP has positive correlation, which means on providing psychological welfare
programs the level of Dedication increases in employees”.

5) Dedication and Family welfare Programs (FWP) –“Family welfare programs were also
found to have significant positive correlation with dedication level of employees. The r value
was 0.236 and P value was 0.000, which is significant we can thus infer that Dedication and
FWP have positive correlation, which means on providing Family welfare programs the level
of Dedication increases in employees”.

6) Dedication and Social welfare Programs (SWP) –“Since a significant positive

relationship is derived between Social welfare programs and level of dedication of employees,
we can infer that on providing Social welfare programs the level of Dedication increases in
employees. The r value and P value for the given set of variables is 0.169 and 0.000
respectively”.

7) Dedication and Spiritual welfare Programs (SpWP) – “Spiritual welfare programs has
r value 0.068 and P value 0.003, which is significant we can thus infer that Dedication and
38
SpWP has positive correlation, which means on providing Spiritual welfare programs the level
of Dedication increases in employees”.

8) Dedication and Statutory welfare Programs (StWP)- “Statutory welfare programs has r
value 0.022 and P value 0.580, which is non-significant result and hence it can be inferred that
Dedication and StWP do not have any significant relationship .Therefore on offering Statutory
welfare programs there will be no impact on Dedication of employees”.

9) Psychological welfare programs and family welfare programs have strongest

correlation with dedication level of employees and spiritual welfare programs had weakest
impact.

4.3 Multiple Regression Analysis

On conducting multiple regression analysis to examine the relationship between Dedication

and the predictors – “Statutory Welfare Programs, Psychological Welfare Programs, Financial
Welfare Programs, Social Welfare Programs, Family Welfare Programs, Spiritual Welfare
Programs, Health Welfare Programs and Career Welfare Programs” the following results were
received. The results below depict the impact of various welfare programs on level of
Dedication if other factors were kept constant.
Table 4.13: Dedication- Regression model Summary

Model Summary
R R Square Adjusted R Square Std. Error of the Estimate
Model
.400 .160 .143 .53625
Predictors: (Constant)- “Statutory Welfare Programs, Psychological Welfare Programs,
Financial Welfare Programs, Social Welfare Programs, Family Welfare Programs, Spiritual
Welfare Programs, Health Welfare Programs and Career Welfare Programs”
Dependent Variable: “Dedication”

39
4.4 ANOVA for Dedication
ANOVA
Model Sum of Squares df Mean Square F Sig.
Regression 21.582 8 2.698
Residual 113.557 395 .286 9.384 .000
Total 135.129 403
Predictors: (Constant)- “Statutory Welfare Programs, Psychological Welfare Programs,
Financial Welfare Programs, Social Welfare Programs, Family Welfare Programs, Spiritual
Welfare Programs, Health Welfare Programs and Career Welfare Programs”
Dependent Variable: “Dedication”

The multiple regression model with predictors “Statutory Welfare Programs, Psychological
Welfare Programs, Financial Welfare Programs, Social Welfare Programs, Family Welfare
Programs, Spiritual Welfare Programs, Health Welfare Programs and Career Welfare
Programs” produced the following results- “R² = 0.160; F (8, 395) = 9.384; p < .05 which
can be observed from tables 4.13 and 4.14, model summary and ANOVA. Hence, we may
conclude that the 16.0 % variability could be observed in Dedication due to predictors”.

40
 CHAPTER 5
FINDINGS AND SUGGESTIONS

41
 CHAPTER 5
FINDINGS AND SUGGESTIONS

5.1 FINDINGS
All the organisations in the Automotive sector do not comply with the statutory welfare
programs. Only 74% of the respondents reported that their employer complies with Statutory
welfare programs. 15% employees reported that they are not offered all the statutory welfare
programs. Whereas 11% employees reported that they are not offered most of the statutory
welfare program.

• Mostly Small companies with no. of employees less than 20 do not comply with all the
statutory welfare programs like Provident fund, gratuity, maternity benefits and paternity
leaves. Among all the statutory welfare programs The Maternity Benefit Act, 1961 was
reported to be most widely violated.

• Very few Social welfare and Psychological welfare programs are conducted in Automotive
sector in Rajasthan.

• Most of the employees are not satisfied with the physical set up and aesthetics of workplace
and they find that workstations are not ergonomically designed.

• Study discloses that most of the employees were satisfied with their pay packages and
incentives plan. Around one- fourth of the total employees in the survey showed their
dissatisfaction towards their compensation plan.

• Most of the respondents have shown their satisfaction towards health welfare programs in the
Automotive sector of Rajasthan.

• It was found that a vast majority of the employees agreed that their employer provides them
time to time training for their career development.

• It was found that almost half of the population felt that their employer doesn’t tries to connect
with their families through various family welfare programs. Also, very few Family welfare
programs were provided to the employees. The employees felt need of more welfare facilities
for their families.

42
• A vast majority of employees feel that they are able to fulfil their social commitments and
lead a healthy social life. There is a strong contribution of employer in the social status and
Psychological health of the employees which in turn have direct impact on productivity.

5.2 SUGGESTIONS

Tobacco Free Premises – Use of cigarettes and tobacco should be banned at the workplace
along with fine if found violating. Employees could be provided with nicotine patches and
chewing gums to help them quit smoking.

• Temperature Regulators – Temperature has strong impact on performance and efficiency,

thus optimal temperatures and humidity should be regulated. Dark, damp excessively hot or
cold environments can temper with health and productivity to a great level.

• Natural Lighting – A mix of artificial and natural lighting should be used at workplace
wherever possible. Natural lights improve efficiency, balance biological clock and uplifts
mood. Proper lighting has intense impact of working capacity and stress management.

• Soft Music in Background – Soft melodious instrumental music improves concentration and
focus if played in background in low volumes. Thus, it can be used to increase the efficiency
of employees.

• Attractive Pay Packages - The pay packages of the employees must be according to industry
standards. Most of the employees in Automotive industry feel that they are not paid according
to the industry standards. Thus, a reasonable compensation structure according to job profile
must be set. By providing performance linked incentives and bonuses, management can
motivate the employees to work more efficiently and employees have a chance for added
financial benefits.

• Night Shift Allowances - As employees work in multiple shifts and the night shifts are more
strenuous than day shifts, therefore the employees working in the night shifts should be
provided with additional incentives. The employees working in night shifts can be provided
with meals coupons, short breaks, pick and drop facilities etc. Additional allowances should be
paid to them for working in night shifts.

• Women friendly Initiatives – Along with creating well functional Anti-harassment cells,
distribution of pepper sprays, sanitary napkin wending machines, well equipped hygienic
washrooms, Pick and drop for female employees working in night shifts are certain measures

43
that organisations must take room etc. The employees must be motivated to take small breaks
in between to give rest to their body and mind.

• Participative Management - HR policies when made after the discussion with the employees,
knowing their point of view than employees are more expected to be following them. It
inculcates a feeling of togetherness and reflects care. Thus, participative management must be
encouraged for better administration and improved engagement. From deciding on leaves to
change in policies, employer must include the employees from the very conception stage of the
plan rather than including employees only in the implementation phase.

• Sports Activities - Various sports events can be organized in order to indulge employees into
physical activities for betterment of their health. These sports activities can be organized on
weekends or after working hours on weekdays. Every employee must be motivated to be part
of at least any one sports or arts activity.

• Attractive and Vibrant Workplace - The office must be decorated and furnished in
aesthetically pleasing way. Indoor plants, colourful furniture, proper ventilation, and
comfortable sitting arrangements are some steps that can make the workstations more exciting.
Bright colours have soothing and refreshing effect on mind and they help in improving
concentration.

• Sessions with Psychologists – Immense work pressure, low social interactions and financial
burden due to lavish lifestyle is the increasing cause of depression and anxiety attacks in youth.
Employer must provide regular counselling sessions to employees for sound mental health.

• Crèches, Day Care and Nursing Breaks - Many of the females drop out of their jobs after
having children, thus crèches and day care facility should be made available to women
employees so that they do not need to leave their jobs for taking care of children. In case small
organisation cannot afford the whole facility than they can partner with some nearby day care
facility for children for subsidized service to the employees. Short nursing breaks should be
allowed for feeding infants.

• Gym Memberships - The organisations that cannot provide gym or yoga facilities can gift
gym and yoga classes’ membership to their employees in form of incentives.

• Social Welfare Initiatives - Organisations can tie up with NGO’s for conducting Social
welfare activities like tree plantation drives, charity shows, visit to orphanages and old age
homes, nukkad nataks for social awareness at regular intervals.
44
Coffee Breaks with Superiors - The organizations should make provisions and provide setup
for frequent informal interactions among employees of all the levels. Regular interactions
among juniors and seniors facilitate healthy relationship among employees.

• Hobby Clubs – Different clubs for various hobbies like music band, Photography, acting,
Zumba and aerobics, dancing, painting could be created to keep employees energetic and
zealous. Small events at departmental level can be conducted on weekends for performances
by different clubs.

• Free Event Passes – Employees performing exceptionally well could be provided with free
family passes to various events as an incentive.

• Well Designed Induction Programs – Induction programs should be designed in a way to help
employees mingle with the existing employees well. They should be made aware of all the
benefits and welfare facilities they would be getting in the organisation from the very initial
step of the entry in organisation.

5.3 CONCLUSION

The result of this study clearly states that there is a strong impact of employee welfare programs
on employee engagement. It was observed that various welfare programs differ significantly
with respect to their impact on Employee engagement. Engagement is the most prime concern
of the employers all around the world in all the sectors.

This study will be of great help to various business organizations, but specifically to
Automotive sector where engagement is a prime concern. Though it was clear from the review
of literature and multiple regression analysis that there are several other factors apart from
employee welfare programs that are responsible for level of employee engagement but still
Employee welfare programs make a very big contribution towards creating engagement.

The results can be used to selectively choose from the various employee welfare programs that
which program can make the most significant contribution depending upon the score of the
employees for three variables of engagement. The organizations will be in a state to decide that
in which welfare program they should be diverting their funds in case of stringent budgets.
This will help the organizations to selectively decide and divert their funds, time and energy in
the best direction in order to achieve maximum output.

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5.4 Scope for Further Study

• The research can be conducted on a larger level with bigger sample size.

• Comparative analysis among automotive industry can be conducted, to analyze differential

impact of Welfare programs on Engagement level.

• Certain welfare programs have exhibited no significant impact on engagement, thus further
advanced research is required in order to find out the reason for the same.

• Comparative analysis among different levels of management in Manufacturing sector can be

performed.

A similar study can be conducted on other sectors like Education, Hospitality, heath care etc.

Further research could determine the mutual impact of various welfare programs on one
another.

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ANNEXURE

QUESTIONNAIRE

1.Name: ____________________

2. Age:

a) Below 20years b) 20-25years c) 26-35years d) 36-50years e) Above 50 years

3.Gender:

a) Male b) Female C) Other

4. Educational qualification:

a) Degree /Diploma b) Post graduate c) other, specify_____________________

5. Designation: ________________________________

6. Years of service:

a) 1-5 years b)6-10 years c)11-20 years d)Above 20 years6.

7. Monthly Income:

a) 10000-20000 b) 20001-30000 c) 30001-40000 d) 40001-50000 e) 50001 &above

8. The organization gave more attention for the salary:

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

9. Appropriate shift system

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

10. Suitable performance measurement

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

11. Contentment in their duties

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

47
12. Creating conducive operating atmosphere

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

13. Loans and advance facilities

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

14. Department wise progress measures

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

15. Accidental policies

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

16. Periodic off system

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

17. Duties and responsibilities are periodically rotated

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

18. Number of defined working hours

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

19. Periodic incentives

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

20. Appropriate promotional policies

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

21. Standing as security for the housing loan schemes for employees
a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

22. Yearly arrangement of LTC benefits for staffs

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

23. Rate the overall satisfaction with employee welfare activities of the Organization
a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Satisfied

24. I would be happy to spend the rest of my career with the Automotive Industry
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

48
25. organization has a great deal of personal meaning to me
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
26. I do not feel any obligation to remain with my current employer
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
27. Are you aware of various welfare measures provided by Witzenmann
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
28. Does the company take care of the employees working in the night shift
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
29. Does the company take safety measures for employee safety
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
30. Do you think employee welfare activities of the Organization give a feeling of safety and
improves your performance
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
REFERENCES

1. Agarwal, R.D., Dynamics of industrial Relations India', Tata McGraw-Hill Company

Limited, Bombay, 1973.

2. Aparna Raj., Industrial relations in India, Issues, institutions and Outlook New century
publications Delhi, India, First Published.

3. H. Alfers Henry., Organised Executive Action: Decision Making Communication and

Leadership, New York, John Villey, 1962.

4. Angle, H.L. and Peery, J.L."Dual Management and Labour Management Relationship
Climate," Academy of Management Journal 1986.

5. Ahluwalia, J., "Productivity and Growth in Indian Manufacturing", Centre for Policy
Research. New Delhi. 1991.

6. Bhardwaj, M., "The Impact of Organizational Effectiveness" Journal of management

Research, 2001.

7. Bhattacherjee, D., "Union-Type Effects on Bargaining Outcomes in

Indian Manufacturing," British Journal of Industrial Relations, 1987.

49
8. Balasubramanian., Trade Union Movement, Everest Publishing House, New Delhi,
2002.

9. Baldev,R.Sharma & SundaraRajan, P.S., Organisational determinants of labour-

Management relations in India, Indian Journal of Industrial Relations, 1983.

10. Barbash, J., "The Unions as Bargaining Organizations: Some Implication to

Organizational Behaviour," Proceedings of Industrial Relations Research Association 1975.

WEBSITES

1. www.shodhganga.com.inflibnet.ac.in

2. www.citucentre.org

3. www.airfindia.com

4. www.nfirindia.com

5. www.indianrailways.gov.in

6. www.ilo.org

7. www.sustainabledevelpment.un.org

8. www.Baadalsg.inflibnet.ac.in

9. www.Indianrailwayemployee.com

10. www.ltrsnrmu.blogstot.com

11. www.wfpucentral.org

12. www.indianlabour.org

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