A PROJECT REPORT

ON

EFFECTIVENESS OF EMPLOYEES WELFARE ACTIVITITES

AT

Godrej Consumer Product Limited, Malanpur(M.P.)

Submitted to
Jiwaji University
Gwalior

For the partial fulfillment of the award of

Master of Business Administration
(2010-2012)
Submitted by
Anita Sharma

PRESTIGE INSTITUTE OF MANAGEMENT

GWALIOR (M.P.)
 Certificate of Faculty Guide

This is to clarify that Ms. Anita Sharma student of M.B.A. Programme has
completed her summer training of five weeks (from 15 thMay to 30th June) and
prepared this report under my guidance.

Prof. Ravindra Pathak

(Faculty Guide)
 Declaration

I hereby declare that this project report titled “EFFECTIVENESS OF WELFARE

ACTIVITIES” has been submitted by me for the award of summer training in M.B.A.,
as partial fulfillment of the requirements for this course.
This is the result of the original work carried out by me. This report has not been
submitted anywhere else for the award of any other degree/diploma.

Anita Sharma

Signature
Date:
 Acknowledgement

Expressing gratitude is a difficult task and words often fall short reflecting one’s
feeling. Considered it as a privilege and an honor to have been given the opportunity
of doing my training at Godrej Consumer Product Ltd. Malanpur. A number of
people were associated and engaged in the creation of this project work and I would
like to express my thanks to each one of them.
I would like to express my deep gratitude to Mr. Hamid Ali (Executive-Personnel &
Administration), and other officers in GCPL, Malanpur without their co-operation
completion of the project would not have been possible. They encouraged and supported
us and made our efforts possible by providing us with every possible information.
I also want to thank whole heartedly to Mr. Avinash Mishra (General Manager, P &
A) for permitting me to undergo training in GCPL and possible help and co-operation
extended to me.
It is indeed a moment of great pleasure to express my sense of profound gratitude and
indebtedness to all the people who have been instrumental in marketing my training a
rich experience. I am very grateful to Dr. S. S. Bhakar (Director, Prestige Institute of
Management) Gwalior who gave me this opportunity carryout this project in GCPL. I
would like to express my gratitude towards Prof. Ravindra Pathak, my faculty guide,
for his valuable advice, guidance, support, precious time and encouragement that he
offered to me during the course of project preparation, it made actual complexities of
the world a lot easier to handle.
Last but not the least, I would like to thank God, my family, my teacher and friends
who always supported me directly and indirectly and without their trust and co-
operation my project would have proved to be extremely difficult.

ANITA SHARMA

Executive Summary
It really feels very complacent when you attain something which you desire for, as the
part of curriculum. I had the privilege to do my summer training in Godrej Consumer
Product Limited (GCPL), which is an Indian premier international trading corporation.
The actual study was carried out in the esteemed organization “Godrej Consumer
Product Limited (GCPL) Malanpur (District Bhind) unit”. It was really a good
experience to work in GCPL and learn the basics of human resource practices. My
research topic
“EFFECTIVENESS OF WELFARE ACTIVITIES” which includes anything that is
done for the comfort and improvement of employees and is provided over and above
the wages.
Welfare helps in keeping the morale and motivation of the employees high so as to
retain the employees for longer duration.
The welfare measures need not be in monetary terms only but in any kind/forms.
Employee welfare includes monitoring of working conditions, creation of industrial
harmony through infrastructure for health, industrial relations and insurance against
disease, accident and unemployment for the workers and their families.

Labor welfare entails all those activities of employer which are directed towards
providing the employees with certain facilities and services in addition to wages or
salaries

INDEX
Contents Page No.

· Company profile
· Board of directors
· Introduction with Godrej Consumer Product Limited
· GCPL vision
· Corporate mission
· Corporate shared value
· Human resource initiatives
· Rural development activities
· TPM (Total productivity management) in GCPL
· Organizational hierarchy chart
· Employees welfare
· Philosophy and Perceptive of Labor Welfare Activities
· Name of the agencies of employee welfare
· Types of welfare services
· Provisions which Factories Act 1948 provides
for Welfare
· Merits & Demerits of employees’ welfare activity
· Objectives of the study
· Research methodology
· Data analysis and interpretation
· Suggestions
· Limitations
· Conclusion
· References

Company profile
Established in 1897, the Godrej group has grown in India from the days of the charkha to
nights at the call centres. Our founder, Ardeshir Godrej, lawyer-turned-locksmith, was
a persistent inventor and a strong visionary who could see the spark in the future. His
inventions, manufactured by his brother Pirojsha Godrej, were the foundation of
today’s Godrej empire. One of India’s most trusted brands; Godrej enjoys the
patronage and trust of over 400 million Indians every single day. Our customers mean
the world to us. We are happy only when we see a delighted
customer smile.

With 7 major companies with interests in real estate, FMCG, industrial

engineering, appliances, furniture, security and agri care – to name a few – our
turnover crosses 2.5 billion dollars. You think of Godrej as such an integral part of
India – like the bhangara or the kurta – that you may be surprised to know that
20% of our business is done overseas. Our presence in more than 60 countries
ensures that our customers are at home with Godrej no matter where they go. With
brands you can believe in, service excellence you can count on and the promise of
brighter living for every customer, Godrej knows what makes India tick today.

Today, we’re at a point in Godrej’s history when our amazing past is meeting up
with its spectacular future head on. Godrej is learning and relishing being young
again.

Godrej Consumer Products (GCPL) is a leader among India's Fast Moving Consumer
Goods (FMCG) companies, with leading Household and Personal Care Products. Our
brands, which include Good Knight, Cinthol, Godrej No. 1, Expert, Hit, Jet, Fairglow,
Ezee, Protekt and Snuggy, among others, are household names across the country. We
are one of the largest marketers of toilet soaps in the country and are also leaders in
hair colours and household insecticides. Our 'Good Knight' brand has been placed at
an overall rank 12 and continues to be the most trusted household care brand in the
country in Brand Equity's Most Trusted Brands Survey 2010.
Branch Offices in Mumbai, Delhi, Kolkata and Chennai ensure pan-India coverage,
while factories located at Malanpur (Madhya Pradesh), Thana (Himachal Pradesh),
Katha (Himachal Pradesh), Guwahati (Assam) and Sikkim cater to the diverse
requirements of our product portfolio. We also have a strong emerging presence in
markets outside India. With the acquisition of Keyline Brands in the United Kingdom,
Rapidol and Kinky Group, South Africa and Godrej Global Mideast FZE, we own
international brands and trademarks in Europe, Australia, Canada, Africa and the
Middle East. As part of increasing our global footprint, we have also recently acquired
Tura, a leading medicated brand in West Africa, Megasari Group, a leading household
care company in Indonesia and Issue Group and Argencos, two leading hair colorant
companies in Argentina. They are driven by our mission to continuously enhance the
quality of life of consumers in high-growth markets with superior-quality and
affordable home care, personal care and hygiene products.

The Godrej Group is firmly entrenched in diverse businesses. Security Systems and
Safes, Typewriters and Word processors, Rocket Launchers, Refrigerators and
Furniture, Outsourcing Services, Machine Tools and Process Equipment, Cosmetics
and Detergents, Engineering Workstations, Medical Diagnostics and Aerospace
Equipment, Edible Oils and Chemical, Mosquito Repellents, Car perfumes, Chicken
and Agri-products.
The Godrej group owns vast tracts of land in and around Vikhroli, a suburb to the
Northeast of Mumbai, India’s commercial capital. Traditionally, this location has been
their manufacturing base, but increasingly they have moved significant production
facilities inland in search of cheaper pastures.

Some of Godrej’s firsts:

 · In 1897, Godrej introduced the first lock with lever technology in India.
· In 1902, Godrej made the first Indian safe.
· In 1920, Godrej made soap using vegetable oil, which was a huge hit with
the vegetarian community in India
· In 1955, Godrej produced India’s first indigenous typewriter
· In 1989, Godrej became the first company to introduce PUF
( Polyurethane Foam)
· Introduced India’s first and only 100% CFC, HCFC, HFC free refrigerators

Board of directors
Adi Godrej
Adi Godrej is the Chairman of the Godrej Group and several entities that are part of
one of India’s leading conglomerates. These include Indian companies like Godrej
Industries, Godrej Consumer Products, Godrej Properties as well as international
companies such as Keyline Brands U.K and Rapidol South Africa.

A Mahendran
A. Mahendran is Managing Director, Godrej Consumer Products, India's premier
FMCG Company. He is also Director of Godrej Hershey.

Jamshyd Godrej
Jamshyd Godrej is the Chairman of the Board of Godrej & Boyce . He graduated in
Mechanical Engineering from Illinois Institute of Technology, USA. He is the
Chairman of Aspen Institute – India.

Nadir Godrej
Nadir Godrej is the Managing Director of Godrej Industries and Chairman, Godrej
Agrovet. He is also a Director of numerous firms including Godrej & Boyce, Godrej
Foods and Godrej Consumer Products.

Tanya Dubash
Tanya Dubash is on the boards of several Godrej Group companies including Godrej
Consumer Products, Godrej Industries, and Godrej Agrovet. As Executive Director &
President, Marketing she is also charged with enhancing the value of the Godrej Brand
and evolving the Group to a more Brand driven organization.

Nisaba Godrej
Nisa is the President, Human Capital & Innovation for Godrej Industries and associate
companies. She is responsible for driving the Group's transformation efforts including
efforts to attract and develop outstanding talent and make the culture more agile and
innovative.

Bala Balachandran
Bala Balachandran began his teaching career in 1960 while a graduate student at
Annamalai University, India. In 1967 he moved to the University of Dayton and in
1971, to Carnegie-Mellon University, Pittsburgh, where he taught management
courses while working on his doctorate.

Bharat Doshi
Bharat Doshi is presently Executive Director & Group Chief Financial Officer (Group
CFO), of Mahindra & Mahindra Limited (M&M), Flagship Company of the US $6
billion Mahindra Group, which is among the top 10 industrial houses in India. M&M
is the largest manufacturer of multi-utility vehicles and agricultural tractors in India.

Omkar Goswami
Omkar Goswami is the Founder and Chairman of CERG Advisory Private Limited.
CERG is the acronym for the Corporate and Economic Research Group. Its objectives
are to use Indian as well as international resources to provide best in class.

Aman Mehta
Aman Mehta has a Bachelor’s degree in Economics from Delhi University. He has
over 35 years of experience in various positions with the HSBC Group. He was the
Manager, Corporate Planning at The Hong Kong and Shanghai Banking Corporation’s
headquarters in Hong Kong.
D Shivakumar
D. Shivakumar is currently Vice President & Managing Director of Nokia India Pvt
Ltd. Nokia has a strong presence in India across manufacturing, infrastructure, sales,
marketing and retail. Nokia is India’s largest MNC and the Nokia brand is India’s most
trusted brand.

Narendra Ambwani
Narendra Ambwani is a professionally trained executive coach and business advisor.
He brings with him experience of over 34 years of work with renowned multi-national
Johnson & Johnson.
 Introduction with Godrej Consumer Products
Limited, Malapur (M.P.)

The Godrej Consumer Products Ltd. Unit at Malanpur, Gwalior was set up in the
year 1991 for the manufacturing of toilet soaps, detergents and stearic acids.
Plant is located on a 70 acre plot with a total investment of Rs. 80 crore, 25 acres of
land is used for providing green covers.

Brands of soaps manufactured at GCPL:

· Godrej Lime
· Godrej Fresh
· Cinthol Deodorant
· New Gnaga
· Godrej Shikakai
· Godrej No. 1

GCPL, Malanpur plant also renders its production facilities for the production of
other company products.

· Rexona (Hindustan Lever Ltd.)

· Jai (Hindustan Lever Ltd.)
· Breeze (Hindustan Lever Ltd.)
· Dettol(Reclitt and Coleman(I) Ltd.)

GCPL, Malanpur through the alpha olefin sulphate( AOS) which is

biodegradable makes soaps at GCPL a shade part from others.

Godrej Consumer Products Limited VISION:

 “We are dedicated to
DELIVER SUPERIOR STAKEHOLDER VALUE
By providing solutions to existing
And emerging consumer needs in the
Household & personal care business

We will achieve this through

ENDURING TRUST & RELENTLESS INNOVATION
Delivered with
PASSION & ENTERPRENEURIAL SPIRIT”

CORPORATE MISSION

· We will operate in existing and new business which profitability capitalizes on

Godrej brand and our corporate image of reliability and integrity.
· Our objective is to delight our customer’s both in India and Abroad.
· We shall achieve this objective through continues improvement in quality. Cost
and customer service.
· We shall strive for excellence by nurturing, development and empowering our
employees.

CORPORATE SHARED VALUE

 · Commitment to quality
· Customer orientation
· Dedication and commitment
· Discipline
· Honesty and integrity
· Learning organization
· Openness and transparency
· Respect/care and concern for people
· Team work

Human Resources initiatives in GCPL:

 Revised suggestion scheme up to superintendent
cadre. Employees’ family visit.
Development of contract workmen through quality
circle. Merit award.
Training need identification and preparation of competency profile of
our workmen.
Before working hours training.
Focus on technical training through “vikaspath”
projects. Basic computer training to workmen.
Health promotion scheme.
Scholarship to SC/ST school
children. E-learning.
Hindi literacy program for illiterate workmen.
English learning classes for quality circle members.
Career counseling for employees children.
Assessment centre.
Rural development activities

GCPL perform some of the rural development activities for the people of Malanpur. This
activity fulfills the corporate social responsibility towards local public. Form the
perspective of P&A executive of GCPL, Malanpur Mr. Hamid Ali is that we must fulfill or
develop the local people because we are taking water, air and the support from them.

The rural development activities which GCPL perform are as follows

Organised eye contract operations.

Promoted entrepreneurship among the
youth. Organized medical health check-up.
Helping in upgrading the village from primary to middle
school. Distribution of award of meritorious students.
Organized enter school & cultural events.
Running of dispensary & organize distribution of medicines.
Organized awareness training program on various health & environment
related topic for villagers.
Running of Gwalior action center, under national safety council, M.P. chapter.
Took initiative to improve the infrastructure beautification in Malanpur area.
Distribution of posters on environment friendly on diwali festival in all school.
Organized speech competition & quiz for students on importance of saving of
environment.
Organized pollution checking of vehicles.
Helped industries in fire accidents.
Organized various training program on SHE (safety, health, & environment).

Organized inter-industry safety posters & slogans competition.

TPM (Total productivity management) in GCPL:-
Pillar 1- 5S:

TPM starts with 5S. Problems cannot be clearly seen when the work place is
unorganized. Cleaning and organizing the workplace helps the team to uncover
problems. Making problems visible is the first step of improvement.

Japanese Term English Translation Equivalent 'S' term

Seiri Organization Sort

Seiton Tidiness Systematize

Seiso Cleaning Sweep

Seiketsu Standardization Standardize

Shitsuke Discipline Self - Discipline

Pillar 2 – Jishu hozen (Autonomous maintenance):

This pillar is geared towards developing operators to be able to take care of small
maintenance tasks, thus freeing up the skilled maintenance people to spend time on
more value added activity and technical repairs. The operators are responsible for
upkeep of their equipment to prevent it from deteriorating.

Pillar 3- Kaizen
"Kai" means change, and "Zen" means good ( for the better ). Basically kaizen is for
small improvements, but carried out on a continual basis and involve all people in the
organization. Kaizen is opposite to big spectacular innovations. Kaizen requires no or
little investment. The principle behind is that "a very large number of small
improvements are move effective in an organizational environment than a few
improvements of large value. This pillar is aimed at reducing losses in the workplace
that affect our efficiencies. By using a detailed and thorough procedure we eliminate
losses in a systematic method using various Kaizen tools. These activities are not
limited to production areas and can be implemented in administrative areas as well.

Pillar 4- Plant maintenance:

It is aimed to have trouble free machines and equipments producing defect free
products for total customer satisfaction. This breaks maintenance down into 4
"families" or groups which were defined earlier.

Pillar-5 Quality maintenance:

It is aimed towards customer delight through highest quality through defect free
manufacturing. Focus is on eliminating non-conformances in a systematic manner,
much like Focused Improvement. We gain understanding of what parts of the
equipment affect product quality and begin to eliminate current quality concerns, and
then move to potential quality concerns. Transition is from reactive to proactive
(Quality Control to Quality Assurance).

Pillar -6 Training

It is aimed to have multi-skilled revitalized employees whose morale is high and who
has eager to come to work and perform all required functions effectively and
independently. Education is given to operators to upgrade their skill. It is not sufficient
know only "Know-How" by they should also learn "Know-why". By experience they
gain, "Know-How" to overcome a problem what to be done. This they do without
knowing the root cause of the problem and why they are doing so. Hence it become
necessary to train them on knowing "Know-why". The employees should be trained to
achieve the four phases of skill. The goal is to create a factory full of experts.

Pillar – 7 Offices TPM:

Office TPM should be started after activating four other pillars of TPM (JH, KK, QM,
and PM). Office TPM must be followed to improve productivity, efficiency in the
administrative functions and identify and eliminate losses. This includes analyzing
processes and procedures towards increased office automation. Office TPM addresses
twelve major losses. They are

Pillar-8 Safety, Health, Environment:

Target:

1. Zero accident,
2. Zero health damage
3. Zero fires.

In this area focus is on to create a safe workplace and a surrounding area that is not
damaged by our process or procedures. This pillar will play an active role in each of
the other pillars on a regular basis.

A committee is constituted for this pillar which comprises representative of officers as

well as workers. The committee is headed by senior vice President (Technical).
Utmost importance to Safety is given in the plant. Manager (Safety) is looking after
functions related to safety. To create awareness among employees various
competitions like safety slogans, Quiz, Drama, Posters, etc. related to safety can be
organized at regular intervals.

Organizational chart of Godrej Consumer Private Limited

 H.K. Press
Exe. Director & President

R.K.Sinha
Chief Operating Officer
(Mktg. & Oprs.)

Rajesh Tiwari
EVP (Operations)

Eshwar Baddi Kattha Malanpur Progressio Sikkim Guwahati

Baddi Factory Factory Factory n Factory Factory

Avinash Mishra Vineeta Gupta G.S. Giri P.G. Rao

A.K.Singh Mgr. (F&A)
(GM-oprs.) (GM-P&A) Manager(QA) Mgr. (E&D)

S.Mahajan Rajiv Saxena

Mngr.-oprs. (AM-Eng. Serv.)
Ajay Saxena
Exec.-stores
Mukesh Agrawal Hamid Ali S.S. Gupta
ManojSaxena Sr.Exec.Eng.Srv. Exec. P&A Exec. (QA)
(Exec.-oprs.) Ajay Batham
(Sr. offi. RMS)
D.K. Tripathi Asad Khan
Sr. offi.Eng Srv. Exec. P&A
Surender Singh
(Exec.-oprs.) Sunil Sharma Anil Dixit
D. Verma Vyom Datt Sr.offi.(E&D) Sr. offi. ISD
(Offi. Eng. Srv.) Sr.offi.safety
S.N. Mathur
(Sr. offi. Oprs) V.K. Khandelwal
Alok Gupta Sr. offi. (F&A)
(Offi. Eng. Srv.)
Mukul Sharma
Organization & Administration Department Offi. (F&S)
Pradeep Tripathi
(Offi. Eng. Srv.)
 Avinash Mishra
GM (Pers. & Admn.)

M. Bhattacharjee
Hamid Ali Asad Khan
(Executive)
(Executive) (Executive)

Vyom Dattsonker Santosh Mishra

(Sr. officer-safety) (officer)

Thomas Mathew Amrit Verma Manoj Sharma Anil Tyagi Girdharilal

(Sr. supdt.) (Sr. supdt.) (Sr. supdt.) (Supdt.) (Supdt.)
Pradeep Darbari

Anand S Negi Pramod Tiwari Pushpendra Kumar

(Sr. staff)
(Sr. staff) (Sr. staff) (Staff)

Banwarilal Saina
(Staff-driver) Ashraf Khan Ashok Pal
(Staff-driver) (Staff-driver)

Introduction with the concept of “EMPLOYEES

WELFARE”
Rapid industrialization and urbanization have made employees dependent on
capitalists. Inflation has made their lot poor and they find it difficult to maintain their
standard of life. In such situation employee welfare facilities enable workers to live a
richer and more satisfactory.

Employee welfare defines as “efforts to make life worth living for workmen”. These
efforts have their origin either in some statute formed by the state or in some local
custom or in collective agreement or in the employer’s own initiative.

· To give expression to philanthropic and paternalistic feelings.

· To win over employee’s loyalty and increase their morale.
· To combat trade unionism and socialist ideas.
· To build up stable labor force, to reduce labor turnover and absenteeism.
· To develop efficiency and productivity among workers.
· To save oneself from heavy taxes on surplus profits.
· To earn goodwill and enhance public image.
· To reduce the threat of further government intervention.
· To make recruitment more effective (because these benefits add to job appeal).

Philosophy and Perceptive of Labor Welfare Activities

In an industrial society labor welfare activities, not only effects on the far-reaching
work force but it also effects on various aspects of human resources. All such activities
which are not only secure existential necessities but also ensures improved spiritual
and emotional quotient, including in labor welfare. The short and long term vision to
build a humane society is centered in labor welfare activities.

The theories of Labor welfare activities firmly believe in that, behind any machine, the
man is only responsible for achieving the organization's mission. With complete
satisfaction and be committed on any cause, a person may act in its best. Various
welfare facilities are provided by the organization keep not only employees motivated
and committed even their family members also.
Term "welfare" expresses many ideas, meanings, and to additional means, such as well
status, health, happiness, prosperity and development of human resource etc. The
welfare of both social and economic aspects is also included. The social concept of
welfare implies the welfare of a man, his family and his community. These three
aspects inter-relate, and work together. Within economic aspects of welfare, is
involved promotion of economic growth by increasing production and productivity.

The concept of welfare is also concerned with time and space. The changes have similar
effects on the welfare system. As welfare progressive and dynamic and keep pace with the
changing times as a result, the material of welfare remains potentially volatile. The
features of welfare may also be varying depending on the nation in all fields. Therefore,
it’s meaning and components can be differ in different countries & different places.

Philosophy of Labor welfare activities:

The philosophy of labor welfare activities are based on the success of industrial
development and the theory of harmony depends on the cooperation and relationship
between labor and management (employer). Worker has a fund of knowledge and
experience to perform his job. If his ability and skill to be properly utilized with the
right direction, the worker can be a working good contributor in the prosperity of the
organization. And it can be achieve by work satisfaction of the worker.

The labor welfare activities in a form of health care centres to facilitate provided
through the idea of a good medical care center to ensure job satisfaction and
productivity improvements will help more. His staffs to be healthy are a basic need of
an organization.
It is part of the facilities provided by the employer, that would associated with health
care of workers and it would ensure their minimum health hazardous. The concerning
law prescribes the minimum standard, but a progressive employer to expand its
activities must protect the health of workers and their dependents. In return, their
cooperation will be wholehearted, work to maximum efficiency and attitude will be
fair and friendly towards them.

Labor welfare activities perceptive:

The attention on Labor welfare activities has led to a rising interest by the stakeholders
who have now started to identify the problems of labor welfare and to formulate their
position. The main stakeholders are the investor of enterprises, employees, trade
associations or unions, and government etc. Therefore, they are gradually increasing
information about the potential of labor welfare activities and even putting vision on
labor welfare activities in future prospects.

From this perspective, some basic questions as follows:

· Should Labor welfare activities be compulsory for enterprises?

· If mandatory, should labor welfare activities be regulated by law or social
organization?
· If voluntary, how to secure the interests of the employees at the enterprise-
level?

What are the features of employee welfare:

Employee welfare is a comprehensive term including various services,

facilities and amenities provided to employees for their betterment.
* The basic purpose in to improve the lot of the working class.

* Employee welfare is a dynamic concept.

* Employee welfare measures are also known as fringe benefits

and services.

* Welfare measures may be both voluntary and statutory.

Objectives behind employee welfare

Employee welfare is in the interest of the employee, the employer and

the society as a whole. The objectives of employee welfare are: -

* It helps to improve.

* It improves the loyalty and morale of the employees.

* It reduces labor turnover and absenteeism.

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

* It helps to improve industrial relations and industrial peace.

* It helps to improve employee productivity.

Name of the agencies of employee welfare

1. Central government: - The central government has made elaborate

provisions for the health, safety and welfare under Factories Act 1948,
and Mines Act 1952. These acts provide for canteens, crèches, rest rooms,
shelters etc.

2. State government: - Government in different states and Union

Territories provide welfare facilities to workers. State government
prescribes rules for the welfare of the workers and ensures compliance
with the provisions under various labor laws.

3. Employers: - Employers in India in general looked upon welfare work

as fruitless and barren though some of them indeed had done pioneering
work.
4. Trade unions: - In India, trade unions have done little for the welfare
of workers. But few sound and strong unions have been the pioneering in
this respect. E.g. the Ahmedabad textiles labor association and the
Mazdoor sabha, Kanpur.

5. Other agencies: - Some philanthropic, charitable d social

service organizations like: - Seva Sadan society, Y.M.C.A., etc.

Types of welfare services

* Intramural: - These are provided within the organization like:

1. Canteen,
2. Rest rooms,
3. Crèches,
4. Uniform etc.

* Extramural: - These are provided outside the organization, like: -

1. Housing,
2. Education,
3. Child welfare,
4. Leave travel facilities,
5. Interest free loans,
6. Workers cooperative stores,
7. Vocational guidance etc.

Provisions which Factories Act 1948 provides for welfare

* Adequate, suitable and clean washing facilities separately for men

and women workers.

* Facilities for storing and drying clothes.

* Canteens, if more than 250 workers are employed.

* Welfare officer, wherever more than 500 workers are employed.

 * First aid boxes are provided.

Merits & Demerits of employees’ welfare activity

Merits:

· Motivates employees
· Employee Retention
· Minimized social evils
· Better Job satisfaction
· Cuts down labor turnover

Demerits:

· Huge investment
· Employees being dissatisfied
Objectives of the study-
To know the effectiveness of welfare measures.

How many people actually know about the welfare measures?

What suggestive measures must be taken regarding welfare?
To study the satisfaction level of employees with respect to their welfare in
Godrej Consumer Product Ltd., Malanpur.
To know the working condition and what are things that affect them not to work
properly.
To find out the suggestions.
 Research methodology
The project was exploratory in nature and required data collection to achieve the
desired objective.

Sample technique:

For the purpose of finding a sample group was selection on the basis welfare
activities and on the random basis of different factors involved like Transport
facilities, cleanliness, washroom, library facilities, training facilities etc.

Sample size :

Sample sizes for this research were 100. Out of them 20 from the staff and rest of 80
from the labor

Data collection

Collection of primary data:

Primary data was collected by questionnaires which have been filled by the
employees and interviews of the sample group.

Secondary data collection:

Besides the methods stated earlier more information was collected during in formal
talk with the employees and from other documents provided by the organization.
 Data analysis and interpretation

1. I believe work atmosphere is friendly.

 Strongly
Agree
8% 7% Agree
16%
0% Neutral
69% Strongly

Disagree
Disagree

· 7% employees of GCPL, Malanpur strongly agree say with that work

atmosphere is friendly. Where 69% employees choose the agree option in
questionnaire. 0% was neutral. 16% were strongly disagree with this that work
atmosphere is friendly. And 8 % disagree with it.

2. I am given adequate freedom to do my job efficiently.

 Strongly Agree
3% Agree

38% Neutral

57% Strongly
20%
Disagree
Disagree

· 3% strongly agree with this, they have adequate freedom to do their job. 38%
employees agree. And 0% is disagreeing. Where 57% are strongly disagree with
thing. And only 2% ere there who was strongly disagreeing this thing.

2. I receive praise for my good work.

 Strongly
Agree
Agree
0% 6% 2% 5%
87%
Neutral

Strongly
Disagree
Disagree

· 87% employees say that, they get praise for their good work. 5% were strongly
agreeing with this thing. 6% were strongly disagreeing. 2% were disagreeing with it.

4. My opinion seems to count.

 Strongly Agree
13% 3% Agree

14% Neutral
2%
Strongly
68%
Disagree
Disagree

· 4% employees think that their opinion seems to count. Where 79% employees
were agreeing with this thing which shows that in GCPL they follow participative
leadership style.

5. My supervisor encourages my development.

 Strongly
Agree
19% 8% Agree

2% Neutral
5%
66% Strongly

Disagree
Disagree

· 66% employees strongly say that their supervisor encourage their

development. By this they motivate to their employees.

6. People here are willing to give extra to get the job done.
 Strongly
Agree
27% 12%
Agree
1%

Neutral

2% Strongly
58% Disagree
Disagree

· If organization needs in this situation 58% employees are ready to give extra time
to get job done. Where only 27% employees does not ready with this thing.

7. I can ask management any reasonable question and get a straight answer.
 Strongly
Agree
14% 9% Agree

16% Neutral
0% 61% Strongly

Disagree
Disagree

· 61% people say that their management gives them attention and there
queries also.

8. Management is approachable, easy to talk with.

 Strongly
Agree
Agree
0%5% 24%
71% Neutral

Strongly
Disagree
Disagree

· 71% employees agree to that their management is easily approachable.

9. Management delivers its promises.

 Strongly
Agree
Agree
2 17% 3%
0%
Neutral
78%

Strongly
Disagree
Disagree

· GCPL, Malanpur delivers its promises 78% employees were agree with it.

10. I am given all resources and equipment to do my job.

 Strongly
Agree
0% 11% 6%
Agree
83%

Neutral

Strongly
Disagree
Disagree

· GCPL, Malanpur give all the equipment and resources to their employees
83% agree with it.

11. This is a physically safe place to work.

 Strongly
Agree
Agree
0%9% 4%
87% Neutral

Strongly
Disagree
Disagree

· GCPL, Malanpur is safe place to work 87% employees agree with it.
6% employees strongly agree and 11% disagree with this thing.
12. I feel the sports activity undertaken at GCPL is help to refreshing
and development of employees
 Strongly
Agree
7%
Agree
36%

Neutral
51%
4% Strongly
2%
Disagree
Disagree

· 51% employees agree with it that what so ever activity undertaken at GCPL is
Help to them refreshing and developing. But this is also a fact that 36% also
disagree with it.

13. I believe that social and cultural activities being practices at GCPL help us
to improve our interpersonal relation with our superiors, collogue, and
subordinates.
 Strongly
Agree
Agree
0%9% 4%
87% Neutral

Strongly
Disagree
Disagree

· 28% employees strongly agree with it that social and cultural activities help to
improve the good relationship with their superiors, collogue, and subordinates.
85% employees were agreeing with it also.

14. In my opinion educational assistance provided for children’s education is

highly satisfied.
 Strongly
Agree
Agree
8% 0% 21%
0% Neutral
71%
Strongly
Disagree
Disagree

· 81% employees strongly disagree with it that educational assistance is not up to

the mark there is need to improvement.

15. I am …………………with the procedure adopted for career growth of

workers.
 Strongly
Agree
Agree
5% 3% 14%
0%
Neutral
78%

Strongly
Disagree
Disagree

· All most employees are satisfying with the procedure adopted for career groth

16. I am offered training and development to further myself professionally. It

has
 Extremely
Beneficial

19% 0%4%0%
Beneficial

77%
Neutral

Extremely
Disadvantag
e ous
· 77% employees think that training and development program which offering by
GCPL, Malanpur is extremely beneficial.

17. My salary is on par with other industry

 Strongly
Agree
Agree
0%7% 21%
47% 25% Neutral

Strongly
Disagree
Disagree

· Employees are not satisfied with the salary they are getting from their
organization. They want to increment in their salary as the same industries are
paying high

18. I get some kind of benefits from my job also like health insurance, job
security, and pension plan.
 Strongly
Agree
2%0% Agree
25%
Neutral
73% Strongly

Disagree
Disagree

· Employees are satisfying enough with the other benefits like insurance, health
policy etc. which they get from their job.

19. The first aid facility in GCPL at the time of accidents is

 Always
Available
6%0% Mostly
Available
Generally
41% 53% Available
Rarely
Available
Not at all

· Employees are not happy with first-aid facility. There is need of improvement.

20. I am satisfied with the duty shift.

 Strongly
Agree
Agree
6%0%
Neutral
41% 53%
Strongly
Disagree
Disagree

· There is no need to take any decision against the duty shift of their employees
because they are satisfied with it.

21. In my opinion canteen service is

 Strongly
Agree
Agree
0%1%
41% Neutral
58%
Strongly
Disagree
Disagree

· Employees are not satisfied with the canteen services there are some improvement
should take place to satisfied your employees by the management of GCPL.

22. As far as my concern schemes related to bonus, discount, gifts, etc.

formulated by the management are
 Highly
Satisfied
Satisfied
34% 0%
Neutral
4% 62%
Unsatisfied
Highly

Dissatisfied

· Employees are quite happy with bonus, gifts and these kind of things as
62% indicates toward it.

23. Reward schemes by the management at GCPL is transparent and impartial

 Highly
Satisfied
20% 0%2% Satisfied

6% Neutral
0%
72% Unsatisfied
Highly

Dissatisfied

· 72% employees think that their management is impartial and transparent. But
should also analysis it why 20% disagree and 6% are strongly disagree towards it.

24. I am…………………… with transport facility

 Highly
Satisfied
6% 5% 0%
89%
Satisfied

Neutral

Unsatisfied

Highly
Dissatisfie
d

· 89% employees are highly satisfied with the transport facility.

25. This is a psychologically and emotionally healthy place to work

 Strongly
Agree
23% 0%2%
Agree
7%

Neutral
0%
68% Strongly
Disagree
Disagree

· Although 68% employees sa that GCPL, Malanpur is psychologically and

emotionally, health place to work. But 23% employees deny this thing.

26. Rate the following

(a) Cleanliness
 Highly
Satisfied
15% 0%
85%
Satisfied

Neutral

Unsatisfie

Highly
Unsatisfie
d

· Cleanliness is up to the mark in the organization.

(b) Rest room facility

 Highly
Satisfied
0%
Satisfied
36%

Neutral
60%

0%4% Unsatisfie

Highly
Unsatisfie
d

· This thing lacking behind because 60% employees are highly dissatisfied with
rest room facility

(c) Washrooms
 Highly
Satisfied
0% 9% 0% 13%
78%
Satisfied

Neutral

Unsatisfie

Highly
Unsatisfie
d

· Employees are satisfied with washrooms facility.

(d) Library
 Highly
Satisfied
0% 9%
6% 2% Satisfied
83%

Neutral

Unsatisfie

Highly
Unsatisfie
d

· Only 83% employees are satisfied with library facility.

(e) Pure drinking water

 Highly
Satisfied
0% 6% 0%
41%
Satisfied
53%
Neutral

Unsatisfie

Highly
Unsatisfie
d

· 41% employees are highly satisfied with pure drinking water. Where 53% are
satisfied with this.

Conclusion
Godrej Consumer Product Limited is one of the largest fast moving consumer goods
company which is having 10-15% market share with 5 industrial plants. Where as I
have under gone to summer training I have found that GCPL, Malanpur performing
there social responsibility efficiently. The job satisfaction level of employees is in its
satisfactory level it never leg behind in putting the optimum input through various
means to motivate the employees for the maximum best output.

GCPL, Malanpur is well aware about its social and environmental responsibility.
The findings show that the employees are quite satisfied with the policies, rules and
regulations of GCPL.

The compensation and the welfare dimension of GCPL are at a higher acceptability
position among the employees

Suggestions

Although GCPL, Malanpur is always committed towards their employees and their
families but than also I would like to give some suggestions.

It is must and necessary their should be proper coordination and understanding

among executives and non- executives groups.

It is also necessary that the non-executives groups must be motivated time to

time by providing them some incentives, benefits or doing some extra works
for them.

Quality of food must be improved to satisfy the employees.

 The feelings of satisfaction can be made better by making more employees
friendly especially for non-executives population.

Educational assistance is not up to the mark there is need to improvement.

Limitations of this study

Difficulty in fill up of questionnaires.

Some responses are not filled up with

sincerity. No enough time got to learn.

Less sample size.

Some responses may be not correct due to disclose of their responses.

Conclusion
Godrej Consumer Product Limited is one of the largest fast moving consumer goods
company which is having 10-15% market share with 5 industrial plants. Where as I
have under gone to summer training I have found that GCPL, Malanpur performing
there social responsibility efficiently. The job satisfaction level of employees is in its
satisfactory level it never leg behind in putting the optimum input through various
means to motivate the employees for the maximum best output.

GCPL, Malanpur is well aware about its social and environmental responsibility.
The findings show that the employees are quite satisfied with the policies, rules and
regulations of GCPL.

The compensation and the welfare dimension of GCPL are at a higher acceptability
position among the employees.
References
Books
Dr. C. B. Gupta, (2005), Sultan Chand & Sons
Publication B.P. Arya, (2008), Deep & Deep Publication

Websites
www.godrejcp.com
http://provigator.com/godrej-consumer-products-ltd
http://industrialrelations.naukrihub.com/employee-welfare.html