CHAPTER 1

INTRODUCTION

1.1Importance of the topic selected

After the Industrial revolution in India, the more concentration was given on large scale
production. Most productive technologies used by the producer in India. Any organization needs
to achieve their goals by using resources like machine, money & most important MANPOWER.

As a curtail part of production function it must require proper care. Human resource is a
very sensitive part in organization.

In Endurance Technologies Ltd. Chakan MIDC. My project was on “Labour Welfare &
Productivity”.

Employees are valuable asset of any organization. That is why provision of Labor
welfare facilities to employees gets more importance. Employee’s safety & welfare activities
affect on productivity of organization.
It has moral dimensions, too. It is unethical part of any management to take advantage of
the helplessness of workers & exploit them. Unemployment compels workers – particularly
illiterate & unskilled – to accept jobs, inhuman working conditions & niggardly wages, not with
standing.
Labor welfare & safety is a specialized function of human resource department. Employee
should feel healthy & safety at working place. One of its objectives is to project workers interests
and to improve their economic conditions. The labour welfare management is very essential
regarding best labour management along with their welfare.

1
 Endurance faces the most critical problem of employee’s unsatisfaction about the labour
welfare facilities provided to the employees by the company which affect productivity.
According to the survey and analysis of labour welfare and productivity of the Endurance, the
employees are not fully satisfied with the current facilities provided to them and seeking for
more benefits from organization. So to fulfill the employees demand it is necessary to analyses &
to improve labour welfare activities conducted by the organization.

In this project, I had studied the current labour welfare facilities provided to the
employees at the Endurance & analyses the effectiveness of current labour welfare department to
increase productivity.

Researcher tried to improve the satisfaction level of employees by suggesting

various labour welfare facilities .With the help of questionnaire & personnel discussion; with the
sample of employees I also checked the efficiency of new labour welfare facilities after
implementation of reviewed system.

IMPORTANCE OF THE STUDY:

 In industrial sector the implementation of “labor welfare & productivity” scheme program in HR
practice play a vital role such as:-
 In industrial sector the importance of “labor welfare & productivity” program can change or
flexible attitude towards researcher and other members.
 This study can help the future of researcher to get the knowledge of current labor welfare &
productivity program in industrial sector.
 The level of opportunities can able understands.
 It can help to additional innovation of “labor welfare & productivity” program.
 As a researcher it can be important to achieve the personal goal by improving interactive skills. It
will create more attention regarding to labor as asset

2
1.2 Selection of the Organization

This project report is the partial requirements of Master of Business Administration of Pune

University. The report has been done on study of Labour welfare & Productivity.

The main objective behind the selection of the such an organization particularly a

Company is that here we get a better understanding of the Labour welfare & Productivity.

In this project report, I have tried to highlight all the Labour welfare activities. The report has
following phases:-

1. To study labour welfare activities.

2. Suggestions which could be implemented to increase labour welfare facilities in the
factory.

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 1.3 OBJECTIVES OF STUDY:

The primary objective of labor welfare & productivity is to maintain

congenial relations between employees and employer, to increase the production level &
working capacity of employee.

The other objectives are as following, to study various schemes & facilities provided by
the industrial sectors:-

 To study practical information and theoretical aspects of “LABOUR WELFARE &

PRODUCTIVITY” on the employees.
 To provide an opportunity to the workers to participate in the management decision making
 To improve workers strength with a view to solve their problem through mutual negotiation and
consultation with the management.
 To study expectation and impact of welfare and safety program on employees to improve
productivity.
 To provide labour welfare services to reduce absenteeism and promote better relation with their
employees.

4
 SCOPE OF THE STUDY OF LABOR WELFARE &
PRODUCTIVITY:

The concept of welfare is necessarily dynamic, having a different interpretation from

country to country and from time to social institution, degree of industrialization and general
level of social and economic development. Even within the country its content may be different
from region to region.

The study of various report and various works, concludes that the following activities are
generally included under the scope of labor welfare & productivity:
1. Housing, medical, educational facilities.
2. Nutrition (including the provision of canteens).
3. Facilities for rest and recreation.
4. Holiday with pay
5. Social insurance measures undertaken voluntarily by employers alone or jointly with workers
including sickness, maternity benefit scheme, provident fund, gratuities and pension, etc.

5
 CHAPTER 2

THEROTICAL BACKGROUND

LABOUR WELFARE

INTRODUCTION:

"During the pre-independence period, industrial relations policy of the British

Government was one of laissez faire and also of selective intervention. There were hardly any
labour welfare schemes. After independence, labour legislations have formed the basis for
industrial relations and social security. These legislations have also provided machinery for
bipartite and tripartite consultations for settlement of disputes.

Soon after independence, the government at a tripartite conference in December

1947 adopted the industrial truce resolution. Several legislations, including the following, were
enacted to maintain industrial peace and harmony: Factories Act, 1948, Employees State
Insurance Act, 1948 and Minimum Wages Act, 1948. The payment of bonus act was passed in
1965.

In the early 1990s, the process of economic reforms was set in motion when the
government introduced a series of measures to reduce control on industries, particularly large
industries. The workers have opposed economic liberalization policy for fear of unemployment
while entrepreneurs have welcomed it in the hope of new opportunities to improve Indian
industries. The new economic policy has directly affected industrial relations in the country,
because the government has to play a dual role, one of protecting the interest of the workers, and
second to allow a free interplay of the market forces. Economic reforms, by removing barriers to
entry, have created competitive markets. Fiscal stabilization has resulted in drastic reduction in
budgetary support to the public sector commercial enterprises while exposing these enterprises to
increased competition from private sector.

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 “Welfare is a broad concept referring to a state of living of an individual or a group, in a
desirable relationship with the total environment – ecological economic and social. Labor
welfare includes both social and economic content of social welfare is primarily concerned with
the solution of various problems of the weaker section of society like prevention of destitution
and poverty. it aims at social development by such means as social legislation, social reform
social service, social work, social action. The object of economics welfare is to promote
economic production and productivity and through development by increasing equitable
distribution. Labor welfare is an area of social welfare conceptually and operationally. It covers a
broad field and denotes a state of wellbeing, happiness, satisfaction, conservation and
development of human resources.
Management is absolutely essential in the present times in all organization, irrespective
of their origin, nature and ownership. Every enterprise, established with a profit motive or some
social, religious or such like other purpose, requires efficient management for its sustained
progress. But, management has been viewed differently by various scholars, depending upon
their beliefs and comprehension. Some regard it as the force that runs a business and is
responsible for its success and failure. Other perceives it as a means for achievement for desired
result through group effort and by utilizing both human and non-human resources.
Still others deem management to be a process comprising planning, organizing, staffing,
directing and controlling. Also some look on it as an instrument for designing and maintaining an
environment conducive to the performance of individuals who are working together in a group
towards accomplishment of some pre-determined objectives. Furthermore, some think that
management merely implies certain tasks which the managers are supposed to perform. Thus,
there numerous opinions on what ‘management’ actually involve.
Adequate levels of earnings, safe and humane conditions of work and access to some
minimum social security benefits are the major qualitative dimensions of employment which
enhance quality of life of workers and their productivity. Institutional mechanisms exist for
ensuring these to workers in the organized sector of the economy. These are being strengthened
or expanded to the extent possible. However, workers in the unorganized sector, who constitute
90 per cent of the total workforce, by and large, do not have access to such benefits. Steps need
to be taken on a larger scale than before to improve the quality of working life of the
unorganized workers, including women workers. Labour and Labour Welfare sub-sector consists

7
of six main programs viz. Labour Administration, Rehabilitation of bonded labour, Assistance to
Labour Cooperatives, Craftsmen training program, Apprenticeship training program,
Employment Services and Sanjay Gandhi Swavalamban Yojana.

CONCEPT:
Labor welfare may be viewed as a total concept, as a social concept and as a relative
concept. The total concept is a desirable state of existence involving the physical, mental, moral
ad emotional wellbeing. These four elements together constitute the structure of welfare, on
which its totality is based. The social concept of welfare implies the welfare of men, his family
and his community. all these three prospects are interrelated and work together in a dimensional
approach. The relative concept on welfare implies that welfare if relative in time and place. It is a
dynamic and flexible concept and hence its meaning and concept differ from time to time, region
to region, industry to industry, and country to country depending upon the value system, level
degree of education, social customs, and political system, degree of industrialization and general
standard of the socio economic development of the people.
Labor welfare implies the setting up of minimum desirable standard and the provision
of facilities like health, food, clothing, housing, medical assistance, education, insurance, job
security, recreation, and so on. Such facilities enable the workers and his family to lead a good
work life, family life and social life. Labor welfare also operates to neutralize the harm full effect
of large scale industrialization and urbanization.

DEFINITION:
According to Oxford dictionary defines labor welfare as “Effort to make life worth living
for workmen”.

According to R.R Hopkins “Welfare is fundamentally and attitude of mind on the part of
management, influencing the method by which management activities are undertaken”.

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SCOPE OF LABOR WELFARE:
The concept of welfare is necessarily dynamic, having a different interpretation from
country to country and from time to social institution, degree of industrialization and general
level of social and economic development. Even within the country its content may be different
from region to region.
The study of various report and various works, concludes that the following activities are
generally included under the scope of labor welfare:
1. Housing, medical, educational facilities.
2. Nutrition (including the provision of canteens).
3. Facilities for rest and recreation.
4. Cooperative societies.
5. Day nurseries and crèches.
6. Provision of sanitary accommodation.
7. Holiday with pay
8 Social insurance measures undertaken voluntarily by employers alone or jointly with workers
including sickness, maternity benefit scheme, provident fund, gratuities and pension, etc.

PRINCIPLES OF LABOR WELFARE:

The following are some of the principles to be kept in mind for successful
implementation of any welfare program in an organization
1. The labor welfare activities should pervade the entire hierarchy of an org. Management should
be welfare oriented at every level
2. The employers should not bargain labor welfare as a substitute for wages or monetary
incentive.
3. The employers should look after the welfare of his employees as a matter of social obligation
4. There should be proper coordination, harmony and integration of all labor welfare services in
an undertaking
5. The labor welfare work of an organisation must be administratively valve and essentially
development oriented.

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BENEFITS OF LABOR WELFARE:

Most of time, Indian entrepreneurs brand Indian Labor as lazy, inefficient and least
productive. “One of the major determinants of the productivity is the quality and quality of
labor”. Quality of labor depends primarily upon its health and nutrition, literacy and social values
and customs. Poor diets and because of unsanitary conditions, inadequate disease prevention and
lack of medicines and medical care, they have an adverse bearing on their efficiency.
According to Labor Investigation Committee, there are three main benefits of labor
welfare activities:

(a) Educational facilities, sports, entertainment, etc. make the worker feel that the employer is
interested in their day-to-day life and therefore, their tendency to grouse and grumble will
gradually disappear.

(b) Housing, canteens, sickness and maternity benefits, provident fund, gratuity, pensions, etc.
make the worker feel that they have a stake in the industry as much as anyone else has.
(c) Provisions of good and clean food in the canteens improve their health, entertainment
reduces the incidence of vices, medical and maternity benefits free the workers of worries.
Objectives of Labor Welfare:

Improvement in the quality of labor, productivity, skills and working conditions and
provision of welfare and social security measures, especially of those working in the unorganized
sector, are crucial elements of the strategy for quantitative and qualitative enhancement of
employment opportunities.
The programmers in the sector " Labor and Labor Welfare', therefore, lay emphasis on
skill formation and development strengthening and modernization of employment service,
promotion of industrial and mines safety, workers' education, promotion of self-employment,
rehabilitation of bonded labor, enforcement of labor laws especially those relating to
unorganized labor and women and child labor, promotion of a healthy industrial relations
situation and encouragement of workers' participation in management.

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 LABOUR RESEARCH AND TRAINNING:

V.V. Giri National Labour Institute, a fully funded autonomous body of the Ministry of
Labour, conducts action-oriented research and provides training to grass root level workers in the
trade union movement, both in the urban and rural areas, and also to officers dealing with
industrial relations, personal management, labour welfare, etc.

- Dynamics of Labour Market: Kerala.

- Women and labour Market.

- Labour laws, contractual parameters and conditions of construction workers.

- Adverse sex ratio and female labour force participation.

- Wage determination in rural labour force markets.

- Information on requirements for rural labor.

INDUSTRIAL HYGIENE PROVISION:

Hygiene working environment plays an importance part in the maintenance of good health
among the workers. The term ‘Hygiene’ includes not only material environment but also
personal hygiene.
There are following hygiene such as;

1. Personal hygiene

2. Eating & drinking

3. Smoking

4. Skin hygiene

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 5. Working clothes
6. Hygiene education

Occupational Health Services:

The occupational health plays a key role of prevention, treatment of health problem and
adaptation of work to the worker. Its wide range of activities take two main forms: supervision of
worker’s health, including action to maintain health at the highest possible level, and supervision
of the working environment, is including the necessary step to eliminate source of hazard. The
operating conditions of occupational health services and even the conception of their role have,
however, changed considerably over the years the need is increasingly felt for a multi-
disciplinary approach in evaluating and preventing risks. Specialists such as the safety engineer,
industrial hygienist and ergonomics are called upon to co-operate actively with the occupational
health physician.

Occupational Hazard:

1. Heat and cold

2. Light
3. Noise and vibration.
4. Ultra violet radiation and ionizing radiations
5. Silicosis
6. Asbestosis.
7. Bioassays.
8. Coal miner and pneumoconiosis.
9. Telegraphic current.
10. Byssinosis.

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 INDUSTRIAL HYGIENE DEPARTMENT:

Industrial hygiene department generally deals with those hazards which are likely to cause
an occupational disease. These are
1. Thermal environment which may cause heat exhaustion, heat stroke, heat cramp, or frost bite
2. High or low atmospheric pressure, such as is encountered by divers, tunnel workers and
astronauts.
3. Mechanical vibrations such as those caused by air hammer
4. Electromagnetic and ionizing radiation.
5. Noise which may cause auditory damage and nervous tension.
6. Skin diseases which are cause by such irritants as acid, solvents, bases, the like

LABOR WELFARE ACT’S:

1. Factory Act, 1948.

2. Mines Act, 1952, and mines rules
Plantation and labor Act 1951.
3. The motor transport workers Act 1961.
4. Contract labor Act 1970.
5. Merchant shipping Act 1958.
6. Dock workers (safety, health and welfare) scheme 1961.
7. Interstate migrant workmen Act 1979

VOLUNTARY WELFARE MEASURE:

There are certain employers especially in the organized sector of industry, who have
promised a wide variety of welfare amenities and services to their employees. A brief account of
such welfare measures as given;

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1. Educational facilities
2. Medical facilities
3. Transport facilities
4. Housing facilities
5. Recreational facilities
6. Consumer co-operatives societies
7. Welfare work by worker’s organization

LABOR WELFARE FUNDS:

1. Center wise labor welfare fund
A. Mica mines labor welfare funds
B. Iron ore, manganese ore and chrome ore labor welfare funds
C. Lime store and dolomite mines labor welfare funds
D. Cess rates under labor welfare funds
2. State wise labor welfare funds
A. Bombay labor welfare funds
• Recreation
• Community and social education
• Health provision
• Special programmes
B. Gujarat labor welfare funds
C. Karnataka labor welfare funds
D. Punjab labor welfare funds
E. Assam tea plantation employee welfare funds
F. U.P. industries labor welfare development funds
G. Karla toddy worker welfare funds
PUBLIC ENTERPRISE REFORM:
Public Enterprises embody a major national capability in terms of physical,
financial, institutional and human resources. Their effective utilization can lead to significant
economic growth. In the framework of the new Economic Policy, Public Sector industry has an
important role as an autonomous, competitive and efficient sector, to provide essential

14
infrastructure goods and services, development of natural resources and areas of strategic
concern. A positive and productive future awaits public sector industry. To reach that goal,
considerable restructuring is involved. The Eighth Plan recognizes this and proposes a major
public sector reform initiative. This initiative will consist of the following integrated strategies:
i. restructuring involving modernization, rationalization of capacity, product-mix changes,
selective exit and privatization is needed on a massive scale, to make public enterprises viable,
efficient and competitive.
ii. Increase in autonomy and performance accountability of public enterprises is critical to make
them a dynamic force. The system of Memoranda of Understanding between administrative
ministries and central public enteritis’s which has been launched in the Seventh Plan has these
objectives in its design. However, its effectiveness needs to be improved.
iii. Changes in management practices at specific enterprise level to promote efficiency, dynamic
leadership, resourcefulness and innovation are needed.
iv. State level public enterprises have serious problems. Interference, lack of professionalism and
ad-hoc investment and employment decisions has resulted in chronic sickness of many of them.
A major effort is called for, in collaboration with the State Governments, to promote reforms in
them.
v. In the changing economic environment, technology will be a major tool to improve
competitiveness and efficiency of public enterprises. Their capability to develop import and use
technology effectively or, to integrate technology in their corporate strategies (expansion,
diversification, marketing etc.) is weak now. The new reform initiative needs to address this
through building active linkages among R & D laboratories educational institutions and public
enterprises. This is vital in the emerging inter-dependent and globalizing.
vi. The organization of Government (Ministries and agencies) for public sector has historically
grown in a certain manner. Presently many regulations (price, distribution, investment and
import controls) are being dismantled. This liberalization not only calls for re-structuring of
enterprises but also of the Government in the governance of industrial growth and management
inter-face with the enterprises. A new institutional capability is needed in Government that is
responsive to environmental change, professional and can facilitate operation of market forces,
through orchestri-sation of the efforts of various (R&D, education, engineering, manufacturing,

15
trade, etc.) organizations towards priority targets in select areas, by building a consensus and
partnership among the different stakeholders.

The above call for a positive public sector reforms, by designed, selective and targeted
interventions. The reform initiative needs to include: creating a knowledge base for reform,
generating an institutional capability and developing a consensus among the stakeholders about
policy goals and implementation strategies.
A network of institutions (academic, government, industry, consulting firms, financial
institutions and international organizations) needs to be organized to design and implement the
reforms. A coordinated strategy through a high powered task force is needed to mobilize the
resources for achieving the objectives * reforms in the Eighth Plan period.
A THEORY OF LABOR WELFARE:
1.The policy theory
This theory assumes that man is selfish by nature. Therefore, an employer will leave no
stone unturned to exploit the labor, if he is not forced to introduce some welfare measures. This
theory thus leads to enactment of various labor welfare laws, periodical supervision to ascertain
that the laws are implemented and punishment to the employers who do not obey the laws. In
this theory the main emphasis is on the fear and not on the spirit of labor welfare which perhaps
is the most important factor.
2. The Religious theory
Here the employer is concerned primarily with his own welfare because he introduces
labor welfare measures either as an investment for attainment of good in his life or next or as
atonement for his sins.
3. The Philanthropic Theory
According to this theory, man’s love for mankind is the guiding factor of labor welfare.
4. The Trusteeship Theory
This theory has a paternalistic approach. Here employer has a moral responsibility to look
after the interests of their wards who are the workers. Therefore, labor welfare measures are the
outcome of moral responsibility.
5. The Placating Theory
It is believed that the labor groups are becoming more and more demanding and aware of

16
their rights. Therefore, their demands cannot be ignored. According to this theory, timely and
periodical acts of labor welfare can appease the workers. These are some kind of pacifiers which
come with a frequent gesture. Sincerity may lack in these programmes though this content can be
bought-off in this manner.
6. The Public Relations Theory
As per this theory, labor welfare programmes work as a sort of advertisement and help
the industrialists to build up good and healthy public relations.
7. The Functional Theory
Here labor welfare is introduced to secure, preserve and develop the efficiency and
productivity of labor. This theory is a reflection of contemporary support for labor welfare.
The term welfare suggests the state of well being and implies wholesomeness of the
human being. It is a desirable state of existence involving the mental, physical, moral and
emotional factor of a person.

Adequate levels of earnings, safe and humane conditions of work and access to some
minimum social security benefits are the major qualitative dimensions of employment which
enhance quality of life of workers and their productivity. Institutional mechanisms exist for
ensuring these to workers in the organized sector of the economy. These are being strengthened
or expanded to the extent possible. However, workers in the unorganized sector, who constitute
90 per cent of the total workforce, by and large, do not have access to such benefits. Steps need
to be taken on a larger scale than before to improve the quality of working life of the
unorganized workers, including women workers.
Labor welfare is the key to smooth employer-employee relations. In order to increase
labor welfare, Employers offer extra incentives in the form of labor welfare schemes, and to
make it possible to pursued workers to accept mechanization. Sometimes the employers to
combat the influence of outside agencies on their employees use labor welfare as a tool to
minimize the effect they may have on the labor. Labour welfare measures are also initiated with
the view to avoiding payment of tax on surplus and to build up at the same time better relations
with employees.

17
 There are some theories which constitutes the conceptual frame framework of the labor welfare,
describe these theories. Several theories constituting the conceptual framework of labor welfare have
so far been outlined these are-

WELFARE:

Washing facilities:

(1) In every factory- (a) Adequate and suitable facilities for washing shall be provided and
maintained for the use of the workers therein; (b) Separate and adequately screened facilities
shall be provided for the use of male and female workers:

(c) Such facilities shall be conveniently accessible and shall be kept clean.

(2)The State Government may, in respect of any factory or class or description of factories or of
any manufacturing process, prescribe standards of adequate and suitable facilities for washing.

Facilities for storing and drying clothing:

The State Government may, in respect of any factory or class or description of factories, make
rules requiring the provision therein of suitable places for keeping clothing not worn during
working hours and for tile drying of wet clothing.

Facilities for sitting:

In every factory suitable arrangements for sitting shall be provided and maintained for
all workers obliged to work in a standing position, in order that they may take advantage of any
opportunities for rest which may occur in the course of their work. If, in the opinion of the Chief
Inspector, the workers in any factory engaged in a particular manufacturing process or working
in a particular room are able to do their work efficiently in a sitting position, he may, by order in
writing, require the occupier of the factory to provide before a specified date such setting
arrangements as may be practicable for all workers so engaged or working. The State
Government may, by notification in the Official Gazette, declare that the provisions of sub-

18
 section (1) shall not apply to any specified factory or class or description of factories or to any
specified manufacturing process.

First-aid appliances:
There shall in every factory be provided and maintained so as to be readily accessible
during all working hours first-aid boxes or cupboards equipped with the prescribed contents, and
the number of such boxes or cupboards to be provided and maintained shall not be less than one
for every one hundred and fifty workers ordinarily employed 1[at any one time] in the factory.
Nothing except the prescribed contents shall be kept in a first-aid box or cupboard. Each first-
aid box or cupboard shall be kept in the charge of a separate responsible person 3[who holds a
certificate in first-aid treatment recognized by the State Government] and who shall always be
readily available during the working hours of the factory.]

In every factory wherein more than five hundred workers are 5[ordinarily employed]
there shall be provided and maintained an ambulance room of the prescribed size, containing the
prescribed equipment and in the charge of such medical and nursing staff as may be prescribed
6[and those facilities shall always be made readily available during the working hours of the
factory].

Canteens:-

The State Government may make rules requiring that in any specified factory
wherein more than two hundred and fifty workers are ordinarily employed, a canteen or canteens
shall be provided and maintained by the occupier for the use of the workers.

Without prejudice to the generality of the foregoing power, such rules may provide for-

 Ins. by Act 25 of 1954, sec. 9.

 Subs. by Act 25 of 1954 sec. 9, for sub-section (2).
 Subs. by Act 94 of 1976, sec. 21, for certain words (w.e.f. 26-10-1976).
 Sub-section (3) re-numbered as sub-section (4) by Act 25 of 1954, sec. 9.
 Subs. by Act 94 of 1976, sec. 21, for "employed" (w.e.f. 26-10-1976)

19
 Ins. by Act 94 of 1976, sec. 21 (w.e.f. 26-10-1976).

The date by which such canteen shall be provided;

The standards in respect of construction, accommodation, furniture and other equipment of the
canteen:
The foodstuffs to be served therein and the charges which may be made therefore;
The constitution of a managing committee for the canteen and representation of the
workers in the management of the canteen;
The items of expenditure in the running of the canteen which are not to be taken into
account in fixing the cost of foodstuffs and which shall be borne by the employer; The
delegation to the Chief Inspector, subject to such conditions as may be prescribed, of the power
to make rules under clause (C).

Shelters, Rest rooms and Lunch rooms:

In every factory wherein more than one hundred and fifty workers are ordinarily
employed, adequate and suitable shelters or rest rooms and a suitable lunch room, with provision
for drinking water, where workers can eat meals brought by them, shall be provided and
maintained for the use of the workers:

Provided that any canteen maintained in accordance with the provisions of section 46
shall be regarded as part of the requirements of this sub-section:

Provided further that where a lunch room exists no worker shall eat any food in the work
room. The shelters or rest rooms or lunch rooms to be provided under sub-section (1) shall be
sufficiently lighted and ventilated and shall be maintained in a cool and clean condition

The State Government may:

Prescribe the standards in respect of construction, accommodation, furniture and other

equipment of shelters, rest rooms and lunch rooms to be provided under this section: By
notification in the Official Gazette, exempt any factory or class or description of factories from
the requirements of this section.

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Creches:

In every factory wherein more than thirty women workers are ordinarily employed there
shall be provided and maintained a suitable room or rooms for the use of children under the age
of six years of such women.

 Ins. by Act 94 of 1976, sec. 22 (w.e.f. 26-10-1976).

 Subs. by Act 94 of 1976, sec. 23, for "fifty women workers" (w.e.f: 26-10-1976).
Such rooms shall provide adequate accommodation, shall be adequately lighted and ventilated,
shall be maintained in a clean and sanitary condition and shall be under the charge of women
trained in the care of children and infants.

The State Government may make rules:

Prescribing the location and the standards in respect of construction, accommodation

furniture and other equipment of rooms to be provided under this section; Requiring the
provision in factories to which this section applies of additional facilities for the care of children
belonging to women workers, including suitable provision of facilities for washing and changing
their clothing;

Requiring the provision in any factory of free milk or refreshment or both for such
children; requiring that facilities shall be given in any factory for the mother of such children to
feed them after every necessary interval.

Welfare officers

In every factory wherein five hundred or more workers are ordinarily employed the
occupier shall employ in the factory such number of welfare officers as may be prescribed. The
State Government may prescribe the duties, qualifications and conditions of service of officers

21
employed under sub-section (I). Manpower, employment policy and labour welfare in India:
post-independence developments:

Many researches has been done in the following themes, such as

1. Manpower: trends and magnitude.

2. Employment policies and programs

3. Labor welfare: legal framework and initiatives.

4. Women workers: legislations and empowerment.

5. Industrial relations and labour laws.

6. Restructuring of labour laws: the great debate.

7. Labour laws and welfare: India and ILO.

8. Labour reforms: India and WTO. II. India's Five Year Plans at a glance. III. Edited extracts
from India's Five Year Plans on employment and labour related matters (I plan to X plan
including mid-term appraisal of the X Plan).Conclusion and Main Thrust Areas

(i) Modernization of Existing Trades,

(ii) Maximum utilization of Existing Infrastructure,

(iii) Creating facilities for Training of Instructors,

(iv) Creation of Post of Training and Placement Officer to facilitate placement of ITI
pass-outs and to promote better interaction with industries.

22
 (v) Implementation of Government decision to established ITIs at each Taluka and
promotes women’s Participation in C.T.S. training.

(vi) Creation of additional Training facilities in the popular trades under Apprentice ship
Act, 1961.

(vii) Creation of INTERNET facilities to develop better MIS

Power makes rules to supplement this Chapter.

The State Government may make rules- Exempting, subject to compliance with such
alternative arrangements for the welfare of workers as may be prescribed, any factory or class or
description of factories from compliance with any of the provisions of this Chapter;

Requiring in any factory or class or description of factories that representatives of the

workers employed in the factory shall be associated with the management of the welfare
arrangements of the workers.

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PRODUCTIVITY:

Definition:

Productivity is about how well an organization converts resource inputs into goods or
services. Workplace productivity is about how firms can utilize labor and skills, innovation,
technology and organizational structure to improve the quantity and quality of their output.
Basically it's about exploring all the ways that can make a working environment more efficient

Why is productivity important?

• Basis for improvements in real incomes and economic well-being.

• Monetary policy (inflationary pressures)

• Fiscal policy (financing of health, education, welfare)

• Slow productivity growth = conflicting demands for distribution of income more likely

24
 Improving Employee Productivity:
Knowledge Level: Novice, Keywords: employee, productivity.

It is conceivable for you to have more employees than the competition yet your company
produces less and for you to have disgruntled, low-output employees even though you pay your
employees more than the competition pays theirs. Productivity surveys and case studies indicate
that increased worker motivation and satisfaction can increase worker output. Progressive,
innovative managers now achieve productivity gains with human resource management
techniques that go beyond pay incentives.

This Guide discusses how to increase worker output by motivating with quality of work life
concepts and by tailoring benefits to meet the needs of employees. Cost: enlightened human
resource management probably costs no more than employee turnover (hiring and training new
employees), unwarranted pay increases, and low productivity. Benefit: better productivity; loyal,
efficient workers; higher quality work, and increased likelihood of staying in business.

The essence of employee motivation and effectiveness is the manner in which they are
managed. A direct relationship exists between effective management (i.e., providing a work
environment that simultaneously achieves company goals and employees' goals) and modern
human resource management.

Your management success is judged by your skill and knowledge in recognizing and
assessing issues that concern employees and by your ability to resolve these concerns with
employee help and satisfaction.

 Do your employees know how you judge and measure their performance?
 Do you provide and encourage individual development with training and educational programs?
 Do you trust your employees and rely upon their knowledge?
 Do you let employees make decisions?

Do you have timely, accurate, open two-way communication with your employees?

If you answer no to all of these questions, you probably are an unsatisfactory human

25
resource manager and have (or will have) employee-productivity problems.

Flexible Benefits:
Compensation costs - salaries, wages, and benefits - are a large and increasing
part of operating expenses; yet, productivity can decline among workers who get more pay and
benefits. Workers are productive with fair pay tied to performance. Ironically, not all employee
motivation and productivity problems are solved by pay raises and promotions. It isn't necessary
to make pay adjustments beyond a fair industry-wide (market place) level.

The tailoring of benefits to satisfy specific needs is part of the quality of work life
technique. It is a way to maximize the amount of labor costs going to the employee and to
maximize your return on these costs without increasing across-the-board expenses. By making a
special effort to satisfy individual employee needs, you reinforce the motivational value of the
flexible benefit.

For example, you can reduce unwanted employee turnover and related recruiting, hiring,
and training costs by shifting these costs from developing new employees to keeping
experienced employees. You can motivate an employee to increase productivity by providing
opportunities for career development (training or schooling).

At the same time you have improved the worker's skills and shown recognition of the
worker's value and aspiration. A tailored benefit can be worth as much to an employee as a pay
raise. Such a benefit is practical because (1) it probably costs no more than worker unrest and
diminished productivity and (2) it is probably less costly than a comparable pay increase.

Age, education, job experience, job fulfillment, marital status, and family size are
considerations that determine the utility and attractiveness of a benefit. Different benefits appeal
to different people. Everyone's needs are different. A younger employee might be motivated by
having use of a company car. An older person may want more status like a title or a professional
association membership. The list of possible employee’s benefits and their applications is nearly

26
unlimited. To get the maximum value, you've got to tailor the benefit to the job and your
business requirements and financial capability.

Salary Compression:
Ralph is an experienced employee. You think he is good but he is complaining that his
salary is not enough. You're puzzled and angry because you gave him a raise and a cost of living
increase a month ago and the salary is competitive. Ralph seems ungrateful and his output is
down. After talking with Ralph, you learn that he feels he should be paid more than Ed, a new
employee. You hired Ralph two years ago at $62,000, a year. He's now making $68,500. But Ed
was just hired at $66,000. Ralph thinks he should have more to show for his two years
experience compared to Ed, who is younger with no experience.

You realize that starting salaries have gone up at a faster rate than regular pay increases.
Attracting educated employees was competitive. Result: the difference in pay got smaller
between experienced and less experienced employees. This is called salary compression.

Your experienced employees don't like it. They will react negatively, slowing down and
looking for another job, another promotion, or another raise. In this situation you could recognize
Ralph's experience, tenure and value with flexible benefits.
Using quality of work life techniques to motivate and to reward employees can result in
productivity gains. The ultimate goal, of course, is to achieve the maximum result from the least
effort, the greatest profit for the least cost, the largest output from the smallest input. To work
toward this goal you've got to know how productive your company is. Thus, you must define and
measure productivity for comparison from time to time.

Productivity Measurement:
Definitions of and ways to measure productivity vary. A basic way to express productivity
is productivity equals output divided by input i.e., productivity is the ratio of output to input, or
simply output over input. The quantity of output is measured in units produced, dollars of sales,
or any term that suits your need. The quality of output is measured by workmanship, adherence

27
to standard, and absence of complaints. Input is measured by labor costs, hours worked, and
number of employees. To be useful, measures must be as simple and as consistent as possible.

A simple and understandable method of productivity measurement is to divide total sales

(output in dollars) by total compensation costs (input). Increases and prices are accounted for
automatically; however, you must adjust for inflation. To compare productivity measures in
different years, pick a base year and give it an index of 100. Then figure your ratio of
compensation to sales and with that number calculates the index and compare the fluctuation of
the indexes.

Using output over input, you can measure any activity and employee. A typist's
productivity can be measured in terms of numbers of pages typed, a salesperson by number of
customer calls or amount of sales. When deciding how and what to measure, consider what a
person does, how well, how much, and how often.

The indexes measure the productivity increases and decreases that indicate changes in
your company's performance. You need these measures so that you can set goals and priorities,
know where you stand, are motivated by objective reasons - by numbers, not subjective feelings,
and have a common basis of communication with employees, bankers and consultants.

Chancing the Change:

For many, if not most, company’s adoption of quality of work life and flexible benefits
management techniques can dramatically change how things are done. It is difficult and risky to
make these changes; however, such changes may be not only necessary but also the difference
between companies that are competitive and companies that aren't. Experience shows that with
proper consultation, planning, training, and implementation the innovative human resource
management concept is becoming the standard for effective management.

The Work Environment and Employee Productivity:

Creating a work environment in which employees are productive is essential to increased

28
profits for your organization, corporation or small business. Principles of management that
dictate how, exactly, to maximize employee productivity center around two major areas of focus:
personal motivation and the infrastructure of the work environment.

One of the key factors in leveraging human resources to produce the most is found through
motivational incentives. While the most obvious incentive for increasing employee productivity
is often thought to be based on salary and promotions, this is not always the case. In fact, recent
thought on the true nature of optimal human resource management has concluded that in a large
number of cases, salary has less to do with motivation than do other important factors.

What are these factors that influence employee productivity?

To begin with, it is important to recognize the truly human element in workplace

relations. Step back and think for a moment—what makes people work harder? Is pay the
strongest motivating force in the workplace?

Many experts have noted that workers while on the job do not produce more simply
because they are being paid more. After all, it is not expected that employees will constantly
calculate the monetary value of every action they perform. Workers, for instance, do not keep a
record of how much they earn every time they send out an email, approve a document or
complete some other task. It’s just not human nature.

How to motivate employees?

What motivates good employees is the ability to see projects through to their
completion. While the actual process of monitoring this flow may be the specific task of one
employee—a project manager—it is important for this employee to, in turn, recognize that every
employee involved in the workflow should be able to see the finished product once it is
complete, and gain an understanding of his or her importance in the project as a whole.

In addition, a motivating work environment must be one in which employees are treated
fairly. No matter what level of input a particular worker has in relation to the business processes

29
as a whole, it is essential for a manager to give each employee a sense of playing a dynamic,
integral role in something much larger. Indeed, engendering loyalty is a key element of
motivating workers and thereby increasing the overall productivity of operations.

The power of praise

One important tool for motivating employees is praise. Effective project managers must
learn how to cultivate this powerful method of worker motivation. While oftentimes largely
ignored by managers in the workplace, this can be an extremely useful method of giving an
individual worker a sense of worth in relation to the actual work being done. Praise has, in
countless examples, been shown to dramatically increase productivity.

Setting Goals
In addition to praise, another important factor includes setting goals that correspond to the
actual work being done. Realistic objectives are able to ensure that timeliness and work quality
combine, and that the employee can still feel ready for the next project once the original one has
been completed.

Disciplinary guidelines in the workplace

Creating disciplinary guidelines is also instrumental to fostering a work environment that
is productive. After all, motivation doesn’t always have to be positive. If workers are not faced
with consequences for poor performance, then productivity margins can easily shrink at a
devastating rate. While everybody’s worse fear is that they will lose their job, one of a manager’s
worst fears is that he or she will lose valuable talent. Instead of letting employees go who might
potentially turn around and perform well under the right conditions, a manager must be creative
when it comes to finding other ways to penalize workers who bring down productivity.

Generally, however, the value of consequences is not found in implementing them, but in
establishing them so that the behaviors that would ultimately require their implementation simply
don’t arise. It should also be mentioned that a manager will want to focus his or her workers
primarily on positive reinforcement. Creating a system of tangible rewards is fundamental to

30
 The office environment
In addition to a healthy level of communication and personal motivation in the workplace,
the actual physical layout of an office is extremely important when it comes to maximizing
productivity. While many managers and business owners choose to suffice with a certain
minimum level of office accessories, they may be ignoring what can amount to a major obstacle
on the path to increasing employee productivity.

Make sure that quality employees are given a workspace that they can call their own.
Whether it’s an office, cubicle or even a desk in open space, there should be a high level of
importance place on helping workers foster a sense of “place” in your company. Along with this
place, office managers should ensure that equipment is ergonometric and sound.Indeed, it has
been found that a productive work environment requires management that is able to positively
motivate its employees in an infrastructure that is amenable to employees’ needs.

 FOLLOW THESE EFFICIENT WAYS TO IMPROVE YOUR PRODUCTIVITY AT

WORK:

Do you feel short of time to improve your productivity at work? It is quite possible to find extra
time in your day to improve your productivity at work.

This can be simply done just by reorganizing the way, which you consider to complete your
tasks that fall under your responsibility.

Apart from reorganizing the way of fulfilling your tasks, it is very essential for you to improve
certain things to put your best in your job.

There are many areas of your working life where you can make necessary improvements
to put more effort in your work. Here are some of the efficient ways to improve your
productivity at work:

31
Improve communication skill!

Communication is one of the most efficient tools to achieve success in any kind of business
or job. So, try to concentrate more on your communication skills. When you are communicating
with your staff or clients, ensure that all your instructions and information is clearly understood
by the other person. So, keep clarity as number one objective for your effective communication
and try to work on it.

Prioritize your tasks!

Jumping around from one task to other, without completing anyone can end up with a
feeling that you have accomplished none in your day. So, each morning try to make out the list
of things, which you have to achieve and prioritize them in the order of importance. This will
ensure that you are spending most of your time and energy on those tasks that are extremely
important for you.

Delegate your work!

If you have staff employed to help you, assign some of your routine tasks, which you can
quickly instruct someone else to take the responsibility of those essential tasks.

But, always remember to communicate the instructions effectively and clearly. Ensure that
they understand it clearly, before you leave the responsibility on them.

Take a break!

Too much stress or continuously working on specific task can reduce your productivity
levels. Try to take a break, whenever it is required. You can practice certain quick stretches at
your workplace to get immediate energy or relief from stress.

If you feel overstressed or decreased productivity level at your job, take a day of vacation
which can make your mind fresh and accordingly increase your productivity level.

32
 Improve your time-management skills!

If you feel that you lack effective time management skills, explore different ways to improve
your time management skills and implement those effective ways in your routine life. Time
management plays a vital role in increasing your productivity levels at work. Never try to ignore
them. If you really want to improve your productivity levels at your work and gain success in
your career, implement these effective ways and become a source of inspiration for your co-
workers.

How to Improve Employee Productivity: Appreciation and Incentives

Here are Some Great Ways to Motivate Employees

By J. Eguchi

In order for businesses to succeed, management must keep a close eye on the bottom line. One of
the many factors that directly affect a firm's profitability is employee productivity, so it makes
sense to try to increase output whenever possible. For some tried-and-true tips that will help you
motivate any staff member to give his best, I recommend you pick up a copy of Leading the
Way.

Here are some ideas to help get your workforce motivated to consistently
perform at high levels.

1. Implement a piecework compensation plan.

One of the best ways to improve employee productivity is to create a direct link between
output and pay by implementing a piecework compensation plan. In a piecework compensation
plan, there are no hourly wages. Instead, employees get paid according to how many parts they
assemble, how many sales they make, how many hours they bill, etc. This won't work for every
industry, but if your employees' productivity can be easily quantified, then you might want to
consider switching over to this kind of plan.

33
2. Promote from within.

When you show employees that you are committed to promoting from within, you'll be giving
them even more incentive to increase their productivity and improve their overall performance. This
is one of the best ways to increase employee motivation. Nobody likes to believe that they are stuck
in a dead-end job or that their efforts will go unnoticed. If your employees can see that their hard
work might pay off in the form of a promotion, they'll be more inclined to give it their all day in and
day out.

3. Ensure that your employees have good equipment.

In many instances, employee productivity is limited by the equipment they are forced to
use. If your plant is filled with 20-year-old machinery that constantly needs attention from the
maintenance crew, or if your office contains slow, outdated computers, then you're not giving
your employees a fair opportunity to be productive. Giving your workers the best supplies
possible also shows employee appreciation because you're demonstrating that you understand
what is needed for them to get the job done.

4. Consider profit-sharing.

In order to get employees to care about the direction your company is taking, it might be
necessary to give them a personal stake in the outcome. This can be accomplished by introducing
a profit-sharing plan in which employees receive a set percentage of any profits realized by the
firm. The better the company does, the more money employees receive above and beyond their
base salaries.

5. Hand out achievement awards.

In addition to financial incentives, many employees are motivated by the need for social
recognition. That's why giving achievement awards to outstanding employees is an excellent way
to improve productivity. Achievement awards typically take the form of plaques, jackets,
certificates, prizes, or even special parking spaces, and are handed out to employees who meet

34
 certain performance standards. You can also make these employee rewards, such as allowing the
employee who received the award to wear jeans one day or take a longer lunch break.

6. Provide adequate breaks.

As counter-intuitive as it may sound, providing employees with adequate breaks is

essential for improving overall productivity. Break time not only gives employees something to
look forward to, but also gives them a chance to recharge their batteries before diving back into
work. More often than not, they'll come back refreshed and ready to focus for another couple of
hours until the next break.

Now you know how to improve employee productivity. Start thinking about what
employee incentives will work for your office and your workers. And don't worry, there are way
to motivate employees without spending money, so there should be no excuse why you can't
implement some sort of employee incentive programs.

Productivity Surveys:

Improving productivity sometimes can just be a matter of a company getting out of its own
way. As people strive to receive promotions, there is a natural tendency for new policies and
practices to be established. Sometimes, these new policies and practices improve productivity
and the bottom line; sometimes they are at odds with productivity and profits. A practice that
improves productivity initially can detract from it later on as the business model and company
undergo change. Anything that gets in the way of workers' abilities to produce quality products
and services efficiently must be carefully examined. The barriers to productivity are many.
Examples include:

 Improper training,
 Out-of-date tools/equipment,
 Overemphasis on centralized decision making,
 Politics causing different parts of the organization to pull in different directions,
 Incentives that reward maintenance of the status quo or that reward unproductive e
employees as much as productive ones,

35
 Excessive risk aversion,
 Improper productivity measurement,
 Ignoring or not soliciting employee input.

Our productivity survey identifies barriers to productivity in place at an organization.

Sometimes these productivity barriers are common throughout a company; sometimes different
barriers are at work in different departments. In any case, we will give you the information and
guidance you need to tactically target the barriers that are impeding your organization from being
more productive.

36
 CHAPTER 3

Company Profile
ENDURANCE was established in 1985 as Anurang Engineering Co. Ltd. to
manufacture Aluminum Die Casting products at Aurangabad, Maharashtra (India).
The Endurance Group is a global force in Aluminum Casting (including Alloy
Wheel), Suspension, Transmission and Braking products with an annual of 551
Million (INR 2,978 Crores) from domestic operations and approx. 162 Million
(INR 875 Crores) from overseas operations for the year 2012-2013. Endurance
Group has 19 Plant across India, Italy & Germany.

ENDURANCE is a Name that spells strength and the will to perform. Their
core business is focused on becoming the component partner of choice for leading
Automobile Manufacturers. Assisted by a strict quality regime, a constant
interaction with customers and an eye on emerging needs, they have carved a
distinct niche to cater to the world’s leading Automotive Manufactures.

On the strength of their experience and the depth of their Technological Expertise,
they have now geared up to launch themselves on the high growth global circuit .

37
Main Product of the Company:

 2-Wheeler, 4-Wheeler machining aluminums parts.

 Suspensions.
 Transmissions.
 Brake Systems.

CASTING

PAINTING

MACHINING

CHEAKING/Q.A

DISPATCH

38
 ENDURANCE, part of Corporate India’s leading Automotive Business Houses, has
created three entities which have a holistic approach and capabilities that include Designing,
R&D and Manufacturing.

A total of 18 plants at prominent location in India & 8 plants in Europe.

Manufacturing Plants in India:

 9 plants at Aurangabad, Maharashtra.

 5 plants at Pune, Maharashtra.

 1 plant at Manesar, Haryana.

 1 plant at Chennai, Tamil Nadu.

 2 plants at Pantnagar, Uttarakhand.

 1 plant at Sanand, Gujarat.

Manufacturing plants Overseas:

 Italy.

 Germany.

R& D Centers:

 3 R&D Centers at Aurangabad, Maharashtra (for Suspension, Transmission & Breaking)

 1 R&D Center at Pune, Maharashtra (for Casting)

39
Sales Turnover:

Sales Turnover
60000
52819
49557
50000
42450
38447 38536
40000
32041
30000

20000

10000

0
FY 11 FY 12 FY13 FY 14 FY 15 FY 16

Sales Turnover

Objectives & Goals of the Company

In the last 3 decades, the automobile industry has undergone a huge technological
transformation and it has been our endeavor to constantly develop products, that
meet the discerning demands of the constantly evolving market.

From Aluminum Die Castings to a whole range of proprietary products that

include Suspension, Transmission and Brake Systems, we have expanded our
product portfolio across domestic as well as international markets while
maintaining high quality standards and are constantly innovating and creating new
products that are backed by intense research, stringent quality controlled processes
and continuous after sales follow up with our customers.

Each new product drives us further to make Endurance Technologies one of the
most preferred automotive component partner.

40
 Mission:
To achieve and maintain leadership with focus on Technology & Product
Reliability, Environment and Safety through a participative work culture of
transparency and ownership.

 Goals:

 To be present in every two-wheeler in the world.

 Philosophy:

To ensure profitable growth. Endurance to be a first-choice supplier to all its

OEMs.

 Vision:

To grow as a complete solution provider of automotive components and

system having a global foot- print in our chosen product portfolio.

 Purpose:

Contunous value creation for customers, Employees, Investors, Vendors

and all other stakeholders.

41
 Organization Structure

M.D

PRESIDENT

DGM (OPERATION)

HR& PURCHASE PAINT MACHINE Q.A MAINT. TOOL

ADMIN SHOP SHOP ROOM

MANAGER ASST. ASST. ASST. D.M MANAGER SR.

MANAGER MANAGER MANAGER (Q.A) ENGINEER

ASST. EXECUTIVE SR. SR. SR. EXECUTIVE

MANAGER ENGINEER ENGINEER ENGINEER

EXECUTIVE Officer ENGINEER ENGINEER ENGINEER ENGINEER

Officer O.E G.T.E O.E O.E O.E

Supervisor CELL O.E CELL

MEMBER MEMBER

42
Functional Structure of HR for Machining Division

Managing Director

Chairman

Sr. VP (Casting Division)

VP (Operations- SBU Casting Pune)

VP (Strategic HR & Admin)

HR Manager

Executive

Sr. Supervisor

43
Personal & Administration Policy

Sr.No Category Grade Total

1 President M8
2 Sr. Vice President M7A
3 Vice President M7B 1
4 General Manager M6
5 Deputy General Manager M5A
6 Asst. General Manager M5B 2
7 Senior Manager M4 6
8 Manager M3 4
9 Dy. Manager M2 3
10 Asst. Manager M1 5
11 Executive E 15
12 Sr.Officer/ Engineer O2 21
13 Officer/ Engineer O1 41
14 Operating Engineer OE 47
15 Sr. Supervisor S4 3
16 Jr. Supervisor S3 7
17 Sr. Staff S2 3
18 Jr. Staff S1 9
19 Sub. Staff SS 14
20 Workman/Team Members TM 42
21 Trainees T 89

44
 Manpower :
For the posts of M1 to M8 there are 21 members. There are 77 employees for
the posts form E to O1. There are 214 employees working for the posts from
OE to T. The total number of employees working in Machining division in
Pune is 312.

 Office Timing:
The office timing is divided in different shifts so as to produce the parts in
given

Time. The shift timing is as follows:

 General Shift: 9.00 am to 5.30 pm.
 First Shift: 7.00 am to 3.30 pm.
 Second Shift 3.30 pm to 11.30 pm.

 Third Shift 11.30 pm to 7.00 am.

45
 CHAPTER 4

RESEARCH DESIGN & METHODOLOGY

RESEARCH METHODOLOGY

Research methodology is a systematic way of solving the problem. It contents various steps
in finding out the solution to problem. Different techniques are used to get the solution to this
problem.

Research is an original contribution to the existing sock of knowledge making for

achievement. Research is the pursuit of truth with the help of study, observation and comparison
and experimenting. In short, the research is the search for knowledge through objective and
systematic method of finding solution to the problem.

Data Collection:

a) Data Type:

The task of data collection starts after the research problem and research design has been
checked out. Data can be collected through:

i. Primary Data Sources

ii. Secondary Data Sources.
Primary Data:

Primary data is the data that is fresh and collected for first time and thus happen to
be original character.

Primary Data is collected through:-

A. Observation Method
B. Personal Interview
C. Questionnaire Method
D. Discussion

46
 Questionnaire was administrated to 50 randomly selected employees of Endurance
Technologies Ltd. and respondents were also interviewed.

Secondary Data:

Secondary data are these which have been already collected by someone else and which
had already been passed though statistical process It has collected through the documentary
sources as like historical data, Annual reports, Issues etc..

Documents contain proceedings of various disciplinary investigations in personal department

that is regarding schedule of training, performance management.

Secondary data is collected through:

A. Books and magazines.

B. Web site of company and Google.
C. Annual report.
D. Articles.
Sample design:

It was not practically possible and feasible to collect information and data from each of
them. As a pick demand in this period and schedule of every employee is very tighten, so I have
selected randomly them for the interview as well as questionnaire, Random Sampling method
preferred by me for my research work.

Sample Size:

There are many departments in the organization. It has almost 312 of employees working
in the organization. I had collected data only from Administration Department. Sample size is 60
employees, which has taken for data collection.

Sampling Plan:

As per company’s directive it was decided to have sample size of employees from only
Administrative Department. This size was considered sufficient to draw interest about the
concerned topic.

47
 CHAPTER 5

DATA PRESENTATION AND ANALYSIS

1. Work Type:
Q. What is your work type?

Sr.No. Particulars Percentage

1 Official 25

2 Technical 75

Total 100

Work type

80
percentage

60

40

20

0
Official Technical
work

Interpretation:

 From the above analysis, it is come to know that most of employees are from technical sector.

48
2. Safety Equipment for protection from provided:

Q. Do you get any personal protective equipment for protection from occupational
health hazards by company?

Sr. No Particulars Percentage

1 Yes 85

2 No 15

Total 100

0% 0%

No
15%

Yes
85%

Interpretation:s

 According to the data collected, various types of personal protective equipments are
provided by the organization to the most of the employees to have the protection from
occupational health hazards.

49
3. Participation in Decision Making Process:

Q. Do you take part in decision making process of the organization?

Sr. No Particulars Percentage

1 Yes 30

2 No 08

3 Only in certain decision 62

Total 100

Participation in Decision Making Process

70

60

50
percentage

40

30

20

10

0
Yes No Only in certain Decisions

Interpretation:

Most of the employees take part in the decision making process in case of certain
decision.

50
 4.Relationships among Employees & Employer:

Q. How is relation between the employee and employer?

Sr. No Particulars Percentage

1 Excellent 38

2 Good 42

3 Average 15

4 Poor 05

Total 100

5
15
38
1 Excellent
2 Good
3 Average
42
4 Poor

Interpretation:

 As per data collected, 42% of employees believe that the relationship among the employer &
employee is good which will make the working in the organization easy, while other 38% of
employees believe that there is excellent human relationship in the organization.
 Approximately 15% of employees show average relationship among the employees & employer.

51
 5. Working Environment:

Q.Do you think, you working in blame free, critism free environment?

Sr. No Particulars Percentage

1 Yes 78

2 Don’t know 19

3 No 03

Total 100

Working Environment

3%
19%

Yes

Don’t know

No

78%

Interpretation:

 Most of employees believe that the working environment of the organization is good.
 Near about 78% employees believe that the working environment is excellent.
 Approximately 19% employees’ show average satisfaction about the working environment &
need improvement in the working environment.

52
 6. Satisfaction for Benefits Provided:

Q. Are you satisfied with the benefits provided by the Company?

The response taken on following benefits,

 Mediclaim Insurance

 Hygienically condition at work place & canteen.

Sr. No Particulars Percentage

1 Fully Satisfied 60
2 Satisfied 30
3 Partially Satisfied 10
Total 100

60

60

50

40 30

30

20 10

10

0
Fully satisfied Satisfied Partially Satisfied

Satisfaction For Benefits Provided

Interpretation:

 According to the analysis, most of the employees 60% are fully satisfied for the benefits
provided by the organization.
 30% of the employees are satisfied with the facilities provided by the organization.

53
 7. Satisfaction on amount paid in vacation:-

Q.Are you satisfied with the amount paid in vacation time/sick leave offer?

Sr. no. Particulars Percentage

1 Fully Satisfied 61

2 Satisfied 34

3 Partially Satisfied 05

Total 100

80

60

40 61
34
20
5
0
Fully Satisfied Satisfied Partially Satisfied

Satisfaction on amount paid

Interpretation:

 Most of the employee satisfied with amount paid in a vacation time.

 Very few are not fully satisfied with benefits given by organization

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 8. Productivity Improvements after training programmed:

Q.Do you think that training program conducted by organization will help to
increase productivity of the organization?

Sr. No Particulars Percentage

1 Yes 55

2 No 4

3 Up to certain limit 41

Total 100

Productivity improvement after training

programmed

41% Yes

55% No

4%

Interpretation:

 In the analysis done, we came to conclusion that the most of the employees believe that the
performance get improved productivity only up to certain limit after the training.
 Approximately 57% employees believe that the productivity get improved after the conduction
of the training programmed.

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9. Method of performance measurement:

Q. According to you, is the performance measurement method clear and effective system
for appraisal and career development?

Sr. No. Particulars Percentage

1 Excellent 20

2 Good 34

3 Average 38

4 Poor 8

5 Total 100

Perfomance measurment
8% 20%

38% Excelle
nt
34% Good

Interpretation:

 According to the data collected 34% employees are think that method of performance
measurement is good, while most of the employee say it’s excellent.
 As per the above analysis, 38% employees think that the facilities provided are average.
 And only eight percent employees are not satisfied with the method of performance
measurement which is very negligible.

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 10. Work in a Team:

Q.I feels energized by getting opportunities to work as team?

Sr. No Particulars Percentage

1 Agree 60

2 Disagree 03

3 Undecided 6

4 Strongly agree 29

5 Strongly Disagree 03

Total 100

Strongly
Disagree Work in a Team
2%
Strongly Agree
29%

Agree
60%

Undecided
6% Disagree
3%

Interpretation:

 Most of the employee happy to work in a team which increase the capacity of working
and help to improve productivity level.
 Some one unknown about team work benefited.
 Team work is also important to increase the productivity

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 11. Appreciation prize, award:

Q.Any appreciation prize, award given by organization to employees which helps to

encourage the worker?

Sr. No Particulars Percentage

1 Yes 58

2 No 18

3 Don’t know 24

4 Total 100

60
50
40
Percentage

30
20
10
0
Yes No Don’t know
appriciation

Appreciation prize and award

Interpretation:

 About approximately 58% employee happy about prizes award given by organization.
 Some employee unknown about that may be they are new or avoid giving information.

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12. Extra activities:

Q.Does Company organizes any extra activities like sports, entertainment, and annual
function for worker?

Sr. No Particulars Percentage

1 Yes 78

2 No 4

3 Don’t know 18

Total 100

18

4 1 Yes
2 No
3 Don’t know

78

Interpretation:

 Around 78% employees say that extra activity is taken which increase industrial relation.
 18 % employees are not aware about the activities carried out.

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 13 Opinion about conveyance, canteen sanitary facility:

Q. What is your opinion about conveyance facility, canteen facility sanitary facility?

Sr. No Particulars Percentage

1 Good 29

2 Bad 25

3 Poor 27

4 Excellent 19

Total 100

19
29
Good
Bad
Poor
Excellent
27

25

Interpretation:
 According to analysis 29% and 19% of the employee are happy with related travailing canteen
sanitary facility.
 While some are not happy with this facilities.

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 14. Important part of organization:

Q.Do you think that you are the important part of the organization?

Sr. No Particulars Percentage

1 Yes 76

2 No 13

3 Can’t say 11

Total 100

important part of organisation or not

80
70
60
50
40
30
20
10
0
Yes No can't say

Interpretation:

 By the graph it is clear that the employees fill that they are important part of organization.

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 15. Continuity with the same company:

Q.Would you like to continue the same company in future?

Sr. No Particulars Percentage

1 Yes 65

2 No 17

3 Undecided 18

Total 100

Continous with company

70

60

50
Percentage

40

30

20

10

0
Yes No Undecided
Continuity

Interpretation:-

 It is clear that most of the employee i.e. 65% want to continue the same company in future.

 There are very few who unable to take any decision about change the organization in future.

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 CHAPTER 6

A) Limitations & Findings

LIMITATIONS:

It is brief conducted during short span of time. And major limitation of this study are
given below

1. The time duration was very short i.e. near about 60 days.
2. Respondents were very busy due to their tight schedule and seasonal demand was high.
3. Required data was not available at many occasions because few restriction by organization.
4. A few employees were worked on field, so it was difficult to collect the data from those
employees.
5. The subordinate, peers were not ready to give feedback of others.
FINDINGS:

1. Organization provides most of the labour welfare activities to the employees who will motivate
them to give their best performance and to improve the productivity of organization.
2. The satisfaction level of the employees in case of the various facilities provided by the
organization is only up to certain extent. The employees demand for the advanced facilities.
3. According to the analysis, working environment provided by the organization is good. The
employees feel comfortable while working.
4. The relationship between the employees and employer is good which makes the working
environment friendly. This human relationship among employer and employees helps to make
proper co- ordination among them.
5. The employees are not fully satisfied with the performance appraisal process carried out in the
organization. Due to this, the organization failed to give proper ranking & incentives to the
employees which will demotivate them to work.
6. The involvement of employees in planning & decision is less. Their
participation in the decision making process is limited to up to functional level.
7. Most of the employees are not satisfied with the benefits provided for their family by the
organization. The facilities should be provided according to the employees demand.

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 B) Conclusions & Suggestions

CONCLUSION:

In the project titled as “Labor Welfare and Productivity at Endurance Technologies Ltd” I
conclude the following points.

Company should take initiative to take opinion from employees working at every level in
organization. Various suggestions are obtained from employees to design proper labour welfare
facilities for the employees, which gives energy to increase working ability.

The implementation of labour welfare facilities as per the suggestions of the employees is
increased at the Good extent. It improves the labour Satisfaction level. Most of employees are
satisfied with new labour welfare facilities provided by the organization.

Successfully designing of new labor welfare facilities like

1. Transport facility.
2. Non-statutory facilities like medical facility, day care center.
3. Advanced performance appraisal methods.
4. External counseling services.
5. Provision of insurance scheme.
6. Start the extra activity in which first is celebration of environment day.

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 SUGGESTION:

Based on the findings, the researcher has come with the following possible suggestions:
1. The training and development facilities like Educational facilities, sports, entertainment, etc.
should be provided. This will make the worker feel that the employer is interested in their day-
to-day life and therefore, their tendency to grouse and grumble will gradually disappear.
2. The various formal and informal meetings should be conducted at regular interval to
improve the employer and employee relationship. The various programs like picnics, yearly
functions should be arranged to make the relationship among the employer and employee
friendly.
3. The management should motivate the employees to give the various ideas and suggestions
while taking any training decision. This will make the employees to feel that they are the part of
the organization.
4. If management want to workforce is well trained, so training help to employees develop a
variety of skill, multi skilling is only possible to workforce well trained.
5. I think, if organizations want to solve business problem & improve the productivity of the
organization, need to give the proper training for existing & new employee.

6. To protect an employee from harassments of any kind, guidelines must be provided for proper
action and also for protecting the aggrieved employee.
7. The facilities like transportation, medical facilities, day care centers, etc should be provided
for the employee’s family by the organization.
The advanced performance appraisal methods should be used to appraised the performance of
the employees. This will helps to the organization to give proper incentives and ranking to the
employees and also to identify the need of training.

65
 BIBLIOGRAPHY

1. Luthans Fred,
‘Organizational Behavior’, McGraw- Hill, INC, New York, 7th Edition

2. Dr. Mamoria C.B.,

‘Personal Management’, Himalaya publishing house, Mumbai, 12th Edition

3. C. R. Kothari,
‘Research Methodology’, Wishwa Prakashan, 2nd Edition, 1998.

4. WEBSITE: www.endurancetechnologies.com.

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ANNEXURE

* QUESTIONNAIRE FOR EMPIRICAL STUDY ON LABOUR WELFARE

* Employee is advised to tick against the selected option in the box.

Q. 1) What is your work type?

Official Technical

Q. 2)Do you get any personal protective equipment for protection from occupational health
hazards by company?

Yes No

Q. 3) Do you take part in decision making process of the organization?

Yes No Only in certain decision

Q. 4) You have authority to take any required decision at your working area when it need?

Yes No Only in certain decision

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Q. 5) How is relation between the employee and employer?

Excellent Good Average Poor

Q. 6) Are you satisfied with the benefits provided by the Company?

The response taken on following benefits,

 Mediclaim Insurance
 Hygienically condition at work place & canteen.

Yes No don’t know

Q. 7) Are you satisfied with the benefits provided by the Company?

Fully Satisfied Satisfied Partially Satisfied

Q. 8)Do you think that training program conducted by organization will help to increase
productivity of the organization?

Yes No Up to certain limit

Q. 9) According to you, is the performance measurement method clear and effective system
for appraisal and career development?

Excellent Good Average Poor

Q. 10) I feel energized by getting opportunities to work as team?

Agree Disagree Undecided

Strongly agree Strongly Disagree

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Q. 11) Any appreciation prize, award given by organization to employees which helps to
encourage the worker?

Yes NO Don’t Know

Q.12) Does Company organizes any extra activities like sports, entertainment, and annual
function for worker?

Yes No Don’t Know

Q 13) what is your opinion about conveyance facility, canteen facility sanitary facility?

Good Bad Poor Average

Q 14) Do you think that you are the important part of the organization?

Yes No can’t say

Q. 15) Would you like to continue the same company in future?

Yes No Undecided

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