Vdocuments - MX - Employee Welfare Hyundai 2014 PDF

7/23/2019 Employee Welfare - Hyundai 2014
A STUDY ON EMPLOYEE WELFARE
CHAPTER-1
INTRODUCTION:
Welfare 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
workersand their families.
Labour 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.
Labour welfare has the following objectives
! To provide better life and health to the workers
! To make the workers happy and satisfied
! To relieve workers from industrial fatigue and to improve intellectual, cultural and
material conditions of living of the workers.
The basic features of labour welfare measures are as follows
! Labour welfare includes various facilities, services and amenities provided to workers for
improving their health, efficiency, economic betterment and social status.
! Welfare measures are in addition to regular wages and other economic benefits available
to workers due to legal provisions and collective bargaining

! Labour welfare schemes are fle"ible and ever#changing. $ew welfare measures are
added to the e"isting ones from time to time.
! Welfare measures may be introduced by the employers, government, employees or by

any social or charitable agency.
! The purpose of labour welfare is to bring about the development of the whole personality
of the workers to make a better workforce.
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The very logic behind providing welfare schemes is to create efficient,

healthy, loyal and satisfied labour force for the organi%ation. The purpose of providing such
facilities is to make their work life better and also to raise their standard of living. The important
benefits of welfare measures can be summari%ed as follows
! They provide better physical and mental health to workers and thus promote a healthy
work environment
! &acilities like housing schemes, medical benefits, and education and recreation facilities
for workers' families help in raising their standards of living. This makes workers to pay
more attention towards work and thus increases their productivity.
! Employers get stable labour force by providing welfare facilities. Workers take active
interest in their jobs and work with a feeling of involvement and participation.
! Employee welfare measures increase the productivity of organi%ation and promote

healthy industrial relations thereby maintaining industrial peace.
! The social evils prevalent among the labours such as substance abuse, etc are reduced to
a greater e"tent by the welfare policies.
()uring the pre#independence period, industrial relations policy of the
*ritish +overnment was one of laisse% faire and also of selective intervention. There
were hardly any labour welfare schemes. fter independence, labor 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.
-oon after independence, the government at a tripartite conference in )ecember 01
adopted the industrial truce resolution. -everal legislations, including the following, were
enacted to maintain industrial peace and harmony &actories ct, 02, Employees -tate
3nsurance ct, 02 and 4inimum Wages ct, 02. The payment of bonus act was
passed in 56.
3n the early 7s, 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 liberali%ation policy for fear of unemployment
while entrepreneurs have welcomed it in the hope of new opportunities to improve 3ndian
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. &iscal stabili%ation has resulted in drastic reduction in
budgetary support to the public sector commercial enterprises while e"posing these enterprises
to increased competition from private sector.
Labour and Employee Welfare sub#sector consists of si" main

programmed vi%. Employee dministration, 8ehabilitation of bonded Employee, ssistance to
Employee 9ooperatives, 9raftsmen training programmed, pprenticeship training programmed,
Employment -ervices and -anjay +andhi -wavalamban:oja, Welfare 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. 3n the early 77s labour unions, social
reformers, journalists, and photographers brought to national attention poor working conditions
e"perienced by industrial workers. 3n the ensuing economic climate of the late ;7s and <7s,
many e"ecutives came to believe that the foundation of business and of a democratic society
itself rested in part in affirming the role of the worker. To inspire company loyalty, discourage
high employee turnover and unioni%ation, and present a good face to the public, corporate
managers began to focus on the well#being of the employee through the practice of welfare
capitalism
1.2DEFINITION OF EMPLOYEE WELFARE:

The concept of =Employee welfare> is fle"ible and elastic and fifers widely with times, region,
industry, social value and customs degree of industriali%ation the general socio#economic
development of the people and political ideologies prevailing at a particular moments. 3t is also
mounded according to the age group, se", socio#culture background, marital status, economic
status and education level of the workers in various industries.
Employee welfare has been defined in different ways

The o"ford dictionary defines employee's welfare as
“Efforts make life worth living for workmen ” The encyclopedia of
social sciences defines it as ”The voluntary efforts of the employees to establish,
within the existing industrial system, working and sometimes living and cultural
conditions of employee beyond what is required by law, the customs of the country
and the conditions of market”
The 3 L? reports refer with +erard to employee welfare as

“Such services, facilities and amenities which may be established in
or in the vicinity of undertaking to enable the persons employed in their to
perform their work in healthy, congenial surrounding and provided with amenities
conducive to good health and high morale”
ccording to committee on employee welfare, welfare services should mean
“Such services, facilities adequate canteens, rest and
recreation facilities, sanitary and medical facilities, arrangements for travel to
and from and services, as contributed to conditions under which workers are
employed”
NEED OF THE STUDY:

 common place that we see the need to apply 8elations and welfare is in
the work place. 3n the work force, we can see 8elations play a key role in leadership success. 
person unable to grasp 8elations and apply it, will not become or stay a leader. 3t is critical that
anyone seeking to lead or 8elations understand (@owletts @ierarchy of Work 4otivators.(
-alary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all e"ternally motivated needs. These are the first three levels of (@owletts
@ierarchy( When these needs are achievedA the person moves up to level four and then five.
@owever, if levels one through three are not met, the person becomes dissatisfied with their job.
When satisfaction is not found, the person becomes less productive and eventually Buits or is
fired. chievement, advancement, recognition, growth, responsibility, and job nature are internal
motivators. These are the last two levels of (@owletts @ierarchy.( They occur when the person
motivates themselves Cafter e"ternal motivation needs are met.D n employer or leader that
meets the needs on the (@owletts @ierarchy( will see motivated employees and see productivity
increase. nderstanding the definition of motivation, and then applying it, is one of the most
prevalent challenges facing employers and supervisors. 9ompanies often spend thousands of
dollars each year hiring outside firms just to give motivation seminars.
OBJECTIVES OF THE STUDY:

. To find out the present welfare activates and its level of the employees of Hyund! "#$#%&
'!"!$(d.
;. To find out the blockages for the 8elations in Hyund! "#$#%& '!"!$(d Ci.e welfareD.
<. To suggest measures for improvement of the 8elations as a discipline FointA

0. To study the hygienic and 8elational content factors.
S)#*( #+ $,( &$udy
! The study is confined and relevant only to Hyund! "#$#%& '!"!$(d not applicable to any
organi%ation.
! The study covers motivational practices in Hyund! "#$#%& '!"!$(d at various levels of
employees.
! The study assists the management in determining the decision regarding the performance of
the employee.
METHODOLOY:
The basic principle in the research has been adopted in the overall methodology. The
following methodology has been used for meeting the reBuirements,
! )efining objectives
! )eveloping the information sources

! 9ollection of information
! nalysis of information
! -uggestion
The methodology followed for collection, analysis under interpretation of data in

e"plained below.
1. RESEARCH DESINS:
There are generally three categories of research based on the type of information
reBuired, they are
. E"ploratory research
;. )escriptive research

<. 9asual research
The research category used in this project in descriptive research, which is focused on the
accurate description of the variable in the problem model. 9onsumer profile studies, market
potential studies, product usage studies, ttitude surveys, sales analysis, media research and
prove survey s are the,
E"amples of this research. ny source of information can be used in this study although
most studies of this nature rely heavily on secondary data sources and survey research.
2. P%!"%y S#u%)(: )iscussions with plant staff, 3nterviews, Guestionnaire administered.
. S()#nd%y S#u%)(: Hournals 4aga%ines and articles from prominent newspapers.
Fopulation and -ample There are 07 ?fficers I -upervisors and 77 4anagerial staff .The
Buestionnaire is administered to 77 ?fficers, -upervisory staff, and 4anagerial staff.
-ample si%e is 77.
.SAMPLE DESIN
aD -ampling unit the study is directed towards the e"ecutive of managerial level.
bD -ample si%e sample si%e of 77 is taken in this study
/0DATA ANALYSES
-imple analysis method is followed for analysing the data pertaining to different
dimensions of employees. -imple statistical data like percentage are used in the interpretation of
data pertaining to the study. The results are illustrated by means of bar charts.
L!"!$$!#n& #+ $,( &$udy:
There are certain limitations of the concept of empowerment. 3t may be cost consuming
in selecting personnel, training costs and labour costs may be high, it may result in slower or
inconsistent services and poor use of the techniBue of empowerment.
t the outset, 4anagers must also accept the fact that not all employees want to be
empowered. 4any workers just work better in jobs that are clearly defined and closely
supervised. ?nce both employees and managers have received proper training, the ne"t step is
go give employee's control of the resources needed to make the improvements in their job and
work processes. *y giving employees information, resources and training and by following with
measurements and reinforcement, @uman 8esources can create an empowered environment. *ut
Empowerment should be continuous process like Bualityimprovement and it is like a race
without a finish line. Those companies that take the first step by creating an environment
conductive to empowerment will be at the head of the pack
9@FTE8#33
INDUSTRY PROFILE

COMPANY PROFILE
Au$#"#!'( !ndu&$%y !n Ind!

8
The u$#"#!'( !ndu&$%y !n Ind! is the ninth largest in the world with an annual production of
over ;.< million units in ;772 3n ;77, 3ndia emerged as siaJs fourth largest e"porter of
automobiles, behind Hapan, -outh Korea and Thailand.
&ollowing economic liberali%ation in 3ndia in , the 3ndian automotive industry has
demonstrated sustained growth as a result of increased competitiveness and rela"ed restrictions.
-everal 3ndian automobile manufacturers such as T?:?T 4otors, 4aruti -u%uki and
4ahindra and 4ahindra, e"panded their domestic and international operations. 3ndiaJs robust
economic growth led to the further e"pansion of its domestic automobile market which attracted
significant 3ndia#specific investment by multinational automobile manufacturers. 3n &ebruary
;77, monthly sales of passenger cars in 3ndia e"ceeded 77,777 units.
bryonic automotive industry emerged in 3ndia in the 07s. &ollowing the independence, in
01, the +overnment of 3ndia and the private sector launched efforts to create an automotive
component manufacturing industry to supply to the automobile industry. @owever, the growth
was relatively slow in the 67s and 57s due to nationali%ation and the license raj which
hampered the 3ndian private sector. fter 17, the automotive industry started to grow, but the
growth was mainly driven by tractors, commercial vehicles and scooters. 9ars were still a major
lu"ury. Hapanese manufacturers entered the 3ndian market ultimately leading to the establishment
of 4arutidyog.  number of foreign firms initiated joint ventures with 3ndian companies.
3n the 27s, a number of Hapanese manufacturers launched joint#ventures for building
motorcycles and light commercial#vehicles. 3t was at this time that the 3ndian government chose
-u%uki for its joint#venture to manufacture small cars. &ollowing the economic liberali%ation in
 and the gradual weakening of the license raj, a number of 3ndian and multi#national car
companies launched operations. -ince then, automotive component and automobile
manufacturing growth has accelerated to meet domestic and e"port demands.
The *ritannica Encyclopaedia a motorcycle as a bike or tricycle propelled by an internal

combustion engine Cor, less often by an electric engineD. The automobile was the reply to the
th century reams of self#propelling the horse#drawn biker age. -imilarly, the invention of the
motorcycle created the self propelling bicycle. The first commercial design was three#wheeler
built by Edward *utler in +reat *ritain in 220. This employed a hori%ontal single#cylinder
gasoline engine mounted between two steer able front wheels and connected by a drive chain to
the rear wheel. The 77s saw the conversion of many bicycles or pedal cycles by adding small,
centrally mounted spark ignition engine engines. There was then felt the need for reliable
constructions. This led to road trial tests and competition between manufacturers. Tourist
Trophy CTTD races were held on the 3sle of main in 71 as reliability or endurance races. -uch
were the proving ground for many new ideas from early two#stroke#cycle designs to
supercharged multivalent engines mounted on aerodynamic, backbonefibre reinforced
bodywork.
The invention of two wheelers is a much#debated issue. =Who invented the first
motorcycleM> 4ay seem like a simple Buestion, =safety>, bicycle, i.e., bicycle with front and
rear wheels of the same si%e, with a pedal crank mechanism to drive the rear wheel. Those
bicycles in turn described from high#wheel bicycles. The high wheelers descended from an
early type of pushbike, without pedals, propelled by the rider's feet pushing against the ground.
These appeared around 277, used iron banded wagon wheels, and were called =bone#crushers>,
both for their jarring ride, and their tendency to toss their riders. +ottiieb )aimler Cwho credited
with the building the first motorcycle in 226, one wheel in the front and one in the back,
although it had a smaller spring#loaded outrigger wheel on each side. 3t was constructed mostly
of wood, the wheels were of the iron#banded wooden#spooked wagon#type and it definitely had
a =bone#crusher> chassisN
&8T@E8 )EOEL?F4E$T-
4ost of the developments during the early phase concentrated on three and four#wheeled
design since it was comple" enough to get the machines running without having to worry about
them falling over. The ne"t notable two#wheeler though was the @ildebrand I Wolf 4ueller,
patented in 4unich in 20. 3n 26, the &rench firm of )eion#button built and engine that was
to make the mass production and common use of motorcycle possible. The first motorcycle with
electric start and a fully modem electrical systemA the @ence special from the 3ndian 4otorcycle
9ompany astounded the industry in <. *efore World War , 349 was the largest motorcycle
manufacturer in the world producing over ;7777 bikes per year.
3$98E-3$+ F?FL83T:
10
The popularity of the vehicle grew especially after 7, in 5A the 3ndian motorcycle
company introduced the model @ racer, and placed it on sale. )uring World War , all branches
of the armed forces in Europe used motorcycles principally for dispatching. fter the war, it
enjoyed a sport vogue until the +reat )epression began in motorcycles lasted into the late ;7 th
centuryA weight the vehicle being used for high#speed touring and sport competitions. The more
sophisticated of a ;6cc model. -ince then, an increasing number of powerful bikes have bla%ed
the roads.
@3-T?839L 3$)-T8: )EOEL?F4E$T-
3ndian is the second largest manufacturer and producer to two wheelers in the World. 3t
stands ne"t only to Hapan and 9hina in terms of the number of O produced and domestic sales
respectively. This destination was achieved due to variety of reason like restrictive policy
followed by the government of 3ndia towards the passenger bike industry, rising demand for
personal transport, inefficiency in the public transportation system etc. The 3ndian two#wheelers
industry made a small beginning in the early 67s when utomobile products of 3ndia CF3D
started manufacturing scooters in the country. ntil 62, F3 and Enfield were the sole
producers.
The two wheelers market was opened were opened to foreign competition in the mid#
27s. nd the then market leaders#Escorts and Enfield  were caught unaware by the onslaught of
the 77cc bikes of the four 3ndo# Hapanese joint ventures. With the availability of fuel#efficiency
low power bikes, demand swelled, resulting in @ero @onda then the only producer of four
stroke bikes C77cc categoryD, gaining a top slot.
The first Hapanese motorcycles were introduced in the early eighties. TO- -u%uki and
@ero @onda brought in the first two#stroke and four#stroke engine motorcycles respectively.
These two players initially started with assembly of 9K) Kits, and later on progressed to
indigenous manufacturing.
The industry had a smooth ride in the 67s, 57s and 17s when government prohibited new
entries and strictly controlled capacity e"pansion. The industry saw a sudden growth in the 27s.
The industry witnessed a steady of 0P leading to a peak volume of . mn vehicles in 7.
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3n 7 the entire automobile industry saw a drastic fall in demand. This resulted in a
decline of 6P in  and 2P in ;, resulting in a production loss of 7.0mn vehicles.
*arring @ero @onda, all the major producers suffered from recession in &:< and &:0. @ero
@onda showed a marginal decline in ;.
The reason for recession in the sector were the incessant rise in fuel prices, high input costs
and reduced purchasing power due to significant like increased production in ;, due to new
entrants coupled with recession in the industry resulted in companies either reporting losses or a
fall in profits.
The two#wheelers market has had a perceptible shift from a buyers' market to a sellers'
market with a variety of choice, players will have compete on various fronts vi%. pricing,
technology product design, productivity after sale service, marketing and distribution. 3n the
short term, market shares of individual manufacturers are going to be sensitive to capacity,
product acceptance, pricing and competitive pressures from other manufacturers.
s incomes grow and people grow and people feel the need to own a private means of
transport, sales of two#wheelers will rise. Fenetration is e"pected to increase to appro"imately to
more than ;6P by ;776.
The motorcycle segment will continue to lead the demand for two#wheelers in the
coming years. 4otorcycle sale is e"pected to increase by ;7P you as compared to P growth in
the scooter market and <P by moped sales respectively for the ne"t two years.
The four#stroke scooters will add new dimension to the two#wheeler segment in the coming
future.
The sian continent is that largest user of the two#wheelers in the world. This is due to poor
road infrastructure and low per capita income, restrictive policy on bike industry. This is due to
oligopoly between top five players in the segment, compared to thirsty manufacturers in the bike
industry.
E3*#%$&
3ndia has emerged as one of the worldJs largest manufacturers of small cars. ccording to !ew
"ork Times, 3ndiaJs strong engineering base and e"pertise in the manufacturing of low#cost, fuel#
12
efficient cars has resulted in the e"pansion of manufacturing facilities of several automobile
companies like @yundai 4otors, $issan, Toyota, Oolkswagen and -u%uki.
3n ;772, @yundai 4otors alone e"ported ;07,777 cars made in 3ndia. $issan 4otors plans to
e"port ;67,777 vehicles manufactured in its 3ndia plant by ;7. -imilarly, +eneral 4otors
announced its plans to e"port about 67,777 cars manufactured in 3ndia by ;7.
3n -eptember ;77, &ord 4otors announced its plans to setup a plant in 3ndia with an annual
capacity of ;67,777 cars for -Q677 million. The cars will be manufactured both for the 3ndian
market and for e"port. The company said that the plant was a part of its plan to make 3ndia the
hub for its global production business. &iat 4otors also announced that it would source more
than -Q billion worth auto components from 3ndia.
ccording to *loomberg L.F., in ;77 3ndia surpassed 9hina as siaJs fourth largest e"porter of
cars.
INDIAN AUTOMOBILE COMPANIES

N#$'( Ind!n u$#"#!'( "nu+)$u%(%&
! A&,#4 L(y'nd
! C,!n4% M#$#%& *eachster, @ammer, 8oadster .2-, 8ockster, Heepster , -ailster.
! F#%)( M#$#%&
! H!ndu&$n M#$#%& mbassador .
! M,!nd% 4ajor , Rylo, -corpio.
! M%u$! Su5u4! 277, lto, Wagon8 , Estilo, -tar , 8it%, -wift, -wift )Sire, -R0, ?mni,
Oersa, +ypsy
! P%("!(% -igma, 8oadster , 8i?.

! Sn M#$#%& -torm
! TOYOTA M#$#%& $ano, 3ndica, 3ndigo, -umo, -afari, TL.ria
E'()$%!) )% )#"*n!(& !n Ind!
! janta +roup
! 4ahindra
13
! @ero Electric 8EO
! Tara 3nternational
! T?:?T 4otors
Mu'$!-n$!#n' u$#"#!'( "nu+)$u%(%&

L#)''y "nu+)$u%(d Au$#"#!'(& #+ Mu'$!-n$!#n' C#"*n!(&
! Aud! 0, 5.
! BMW < -eries, 6 -eries.
! C,(6%#'($ -park , *eat, veo #O, veo, ?ptra, 9ru%e, Tavera.
! F!$ Falio, +rande Funto, Linea.
! F#%d 3kon, &iesta, &usion, Endeavour , &igo
! H#nd Ha%%, 9ity, 9ivic, ccord.
! Hyund! -antro, i7, +et%, i;7, ccent, Oerna, @yundai , -onata.
! M(%)(d(&-B(n5 9#9lass, E#9lass
! M!$&u!&,! Lancer , Lancer 9edia.
! N!&&n 4icra
! R(nu'$ Logan
! 74#d &abia, ?ctavia, Laura.
! T#y#$ 9orolla, 3nnova, &ortuner
! V#'4&89(n Hetta, Fassat, Folo.
C%& &#'d !n Ind! & CBU C#"*'($('y Bu!'$ Un!$&0

! Aud! 2, TT, 82, G6, G1.
! B(n$'(y rnage, %ure, *rooklands, 9ontinental +T, 9ontinental &lying -pur ,
4ulsanne.
14
! BMW 5 -eries, 1 -eries, R<, R6, R5, 4<, 46, 45 and S0.

! C,(6%#'($ 9aptiva
! F!$ $uova 677.
! H#nd 9ivic @ybrid, 98#O.
! Hyund! -anta &e.
! J9u% R&, RH, RK .
! L"#%9,!n! +allardo, 4urcilago.
! Lnd R#6(% 8ange 8over , 8ange 8over -port, )iscovery 0, &reelander ;.
! My), 61 and 5;.
! M(%)(d(&-B(n5 9L#9lass, 9L-#9lass, -#9lass, -L#9lass, -LK#9lass, 4#9lass, Oiano.
! M!$&u!&,! Fajero, 4ontero, ?utlander .
! N!&&n Teana, R#Trail, <71S.
! P#%&),( , *o"ter , Fanamera, 9ayman, 9ayenne.
! R#''& R#y)( +host, Fhantom, Fhantom 9oup, Fhantom )rophead 9oup.
! 74#d -uperb.
! Su5u4! +rand Oitara.
! T#y#$ 9amry, Land 9ruiser , Land 9ruiser Frado, Frius.
! V#'4&89(n *eetle, Touareg.
! V#'6# -27, R97.
9?4F$: F8?&3LE
HISTORY:
15
The 9ompany is an authori%ed )ealer of @yundai 4otors 3ndia Limited C@43LD for sale
of its entire range of motor vehicles. 3t is also authori%ed to service I repair of all @yundai cars
and also deals in spare parts of @yundai cars.
Lakshmi @yundai was established in the year 2 in @imayathnagar with the launch of
@yundai's first car in 3ndia# the evergreen -$T8?. The entire business is managed under the
able leadership and guidance of the managing )irector -ri K.8ama 4ohana8ao.
-oon after the @imayathnagar showroom, came up the Ustate#of#art service facilities at
Kukatpally, *anjarahills and L.*.$agar. These service canters are well eBuipped to cater to the
needs of valued customers. The management left no stone unturned to review research and
implement the latest of technologies and methodologies to improve on the sales, service on the
customer satisfaction. 9ontinuous up gradation of the facilities at the sales and service outlets
and adding to the service agenda each time, add been sales graph go high by the year.
AWARDS:
! @yundai Elantra Won the J9ar of the :earJ ward at J9ar 3ndia I *ike 3ndia wards
;7<J
! @yundai Elantra Won the J*est )esign and -tylingJ ward at J*loomberg TO uto 9ar
3ndia ;7<J
! @yundai Elantra Won the J-aloon 9ar of the :earJ ward at J*loomberg TO uto 9ar
3ndia ;7<J
! @yundai Elantra Won the JE"ecutive 9ar of the :earJ ward at J9ar 3ndia I *ike 3ndia
wards ;7<J
! @yundai Elantra Won the J)esign of the :earJ ward at J9ar 3ndia I *ike 3ndia wards
;7<J
! @yundai Elantra Won the J9ar of the :earJ ward at J9$*9 TO2 ?verdrive wards
;7<J
! @yundai Elantra Won the JE"ecutive -edan of the :earJ ward at J9$*9 TO2 ?verdrive
wards ;7<J
! @yundai Elantra won the J)esign of the :earJ award at J$)TO 9ar I *ike wards ;7<J
! @yundai -onata won the J&ull -i%e -edan of the :earJ award at J$)TO 9ar I *ike
wards ;7<J
! @yundai Elantra won the J4id -i%e -edan of the :earJ award at J$)TO 9ar I *ike
wards ;7<J
16
! @yundai Elantra won the J9$* OiewersJ 9hoice 9ar of the :earJ award at J$)TO 9ar I
*ike wards ;7<J
! @yundai Elantra won the J-aloon 9ar of the year ;7;J by **9 Top +ear 4aga%ine
wards ;7;
! Oerna gets the J-edan ?f The :ear ;7J +olden -teering ward
! @43L gets the Jutomotive 9ompany ?f the :ear ;7J +olden -teering ward
! Eon gets the JEntry#Level @atchback ?f The :earJ at ET Sigwheels wards ;7
! @43L gets the J*est 9ar 4anufacturer ;7;J award by 4otor Oikatan maga%ine
The awards received for =*est in sales> in south region, =*est in finance>, =Top performer>
in ;776 and their technicians being awarded with a +old 4edal for standing $o. in the world at
World skill ?lympics held at Korea#stand testimony to the recognition that received at the global
level.
ccording to the popular belief, a customer walking into LK-@43 @:$)3 is treated
like an asset. @is/her needs are assessed in the first stage and the customer is educated
subseBuently about the product line, service range, allied services, etc., ample information and
time is given to the prospective buyer to make up his/her mind on which car to buy.
focused customer centric approach, unparalleled service motto, top#end facilities, bouBuet of
allied services, solid after sales backup, Buality assurance, unconditional warranty promise and
desire to e"cel through service are some of the threads which blend in effectively to give birth to
the fabric called LK-@43 @:$)3's success is just beginning and more to e"pect
spectacular chapters in the preamble =Winning Edges>.
LA;SHMI HYUNDAI MAN POWER:
)epartment ?wn 9ontract Total

-ales 61 7 61
17
-ervice ;5 0 16

-paces 6 7 6
&inance I 2 7 2
@8/dministration
Total ;5 0 <06
RECRUITMENT PROCESS AT LA;SHMI HYUNDAI:
The recruitment process involves both internal and e"ternal methods. In$(%n' "($,#d&
namely are employee referrals, promotions, intercompany transfers.
E"*'#y(( %(+(%%'&<
This is the most common method of recruitment used by the organi%ation. Last year the
organi%ation recruited 5 employees by employee referrals.
P%#"#$!#n&
Fosts falling vacant due to be filled will be notified within the division/office, giving educational
Bualifications and e"perience laid down for the post and the e"tent to which these will be rela"ed
for promotion and inviting applications from eligible employees in lower group, who have
rendered the reBuisite Bualifying service and who have reBuisite higher post.
E3$(%n' "($,#d& of recruitment followed by the organi%ation are employment e"change, paper
advertisements and campus recruitment. .
E"*'#y"(n$ E3),n9(: ll vacancies are to be notified to the Local Employment E"change. 3f
employment e"changes are unable to sponsor the suitable candidates within the prescribed time
limits, the vacancies may be advertised in the press on a local/regional advertisement the
vacancies may be advertised on 3ndia *asis.  minimum of two weeks' notice is to given to the
Local Employment E"change for sponsoring suitable candidates.
P*(% d6(%$!&("(n$&:
?f the e"ternal methods this method is mostly adopted by the organi%ation. This method of
recruitment involves advertising the reBuirements of personnel in two of the leading newspapers
one being in English language and other being in regional language. &or recruitments in
18
@yderabad, Eenadu and )eccan 9hronicle are the two leading newspapers that the reBuirement
of personnel is advertised.
SELECTION PROCESS AT LA;SHMI HYUNDAI:

fter the recruitment process ne"t step is the selection process in employing a suitable candidate
into the organi%ation. t @industan eronautics Limited the selection process mainly includes
test/interviews. 3f a candidate passes through the different rounds of interviews/test then he is
employed into the organi%ation. The Fersonnel )epartment of each division or the corporate
office will screen the applications received and categori%e them to those that satisfy prescribed
minimum educational Bualification and e"perience and those do not.
P(%&#n' Mn9(% In$(%6!(8:

This is the first round of interview for the candidate. The Fersonal manager checks the
knowledge of the candidate in the applied field along with his positive attitude, communication
skills and so on. ?n personal dissatisfaction the manager can call the candidate for another round
of interview. @e prepares an evaluation report on the candidatesJ performance in the interview.
B#%d D!%()$#%& In$(%6!(8:

fter the personal manager interview, the ne"t in line is the *oard )irectors 3nterview. There are
0 directors who take the seat of interviewer. Guestions about family background, health details,
academic performance and activities, likes and dislikes, attitudes and capabilities etc. are all
Buestioned. The interview conducted by the *oard directors can take any shape from stress
interview to formal or informal interview depending on the kind of department they are being
recruited for. ll the directors prepare an evaluation report individually on the candidate's
performance in relation to personality, intelligence, attitudes, skills and knowledge and so on. .
V(%!+!)$!#n #+ D$( #+ B!%$,= C,%)$(% nd An$()(d(n$&

The secondary school certificate is the accepted document reBuired for verification of date of
birth. @owever, if this document is not available, the candidate should produce a 8E-4E. 3n
that he/she mention all study details of them.
19
APPOINTMENT OF SELECTED CANIDIDATES
9andidates who are selected for appointment to post will be issued with a letter proposing to
offer the post or offering the post. 3f they accept appointment offer they are to be reply in the
form.
SALES TEAM PERFORMANCE BONUS POINTS
niversal &actors -ub#&actors $o. of Foints Total points

Hob Knowledge I Froduct 3nformation 77
Hudgment
9ommunication -kills 16
+)4- p gradation 77
ccessories -elling -kills ;6 <67
&inance )ealing -kills 67
-ales Fersonality Fresentation -kills 67

9onfidence Level 67
Ooice I *ody 9ulture 77
ppearance 67 <77
V -elling -kills 67
9ode ?f 9onduct Time 4anagement 67
?beying ?rders 77
lertness 16
9ompany )ress 67 <67
ttendance 8ecord 16
@yundai 4otor 3ndia Limited C@43LD is a wholly owned subsidiary of @yundai

4otor 9ompany C@49D, -outh Korea and is the largest passenger car e"porter and the second
largest car manufacturer in 3ndia. @43L presently markets 5 models of passenger cars across
segments. The ; segment includes the -antro, i7 and the i;7, the < segment includes the
ccent and the Oerna, the 6 segment includes the -onata Transform and the -O segment
includesthe -anta &e.
@43L's fully integrated state#of#the#art manufacturing plant near 9hennai boasts of the most
advanced production, Buality and testing capabilities in the country. To cater to rising demand,
@43L commissioned its second plant in &ebruary ;772, which produces an additional <77,777
units per annum, raising @43L's total production capacity to 577,777 units per annum.
3n continuation with its commitment to providing 3ndian customers with cutting#edge global
technology, @43L has set up a modern multi#million dollar research and development facility
20
in the cyber city of @yderabad. 3t aims to become a centre of e"cellence for automobile
engineering and ensure Buick turnaround time to changing consumer needs.
s @49's global e"port hub for compact cars, @43L is the first automotive company in 3ndia
to achieve
more the countries
than 7 e"port of across
7 lakh cars
E, in just
frica, over aEast,
4iddle decade.
Latin@43L currently
merica, e"ports
sia and cars to
ustralia. 3t
has been the number one e"porter of passenger car of the country for the si"th year in a row.
To support its growth and e"pansion plans, @43L currently has a <6 strong
dealer network and 507 strong service points across 3ndia, which will see further e"pansion in
;77. 4r. @an Woo Fark joined @yundai 4otor 9ompany in -eoul, -outh Korea, in 2; in
the finance department and ever since he has been involved with costing, auditing and the
financial operations of the company.@e joined @yundai 4otor 3ndia Limited in ;77< as the
9hief &inancial ?fficer and since then he has played a pivotal role in @43L as he was
involved in all aspects of the company in his capacity as a 9&?.4r Fark has a vast e"perience
and understanding of @yundai 4otor 3ndia Ltd and the 3ndian culture and has successfully led
his team for the last seven years.4r Fark holds a degree in *usiness dministration from the
niversity of )an kook in -eoul, -outh Korea. Frior to his becoming the 4anaging )irector
of @43L he held the position of 9&? and -enior E"ecutive )irector. 4r Fark lives in 9hennai
with his wife. @e has two children, a son and a daughter. The son is studying at niversity of
Te"as, ustin and the daughter is studying at -$: *uffalo. 4r Fark was born in -outh
Korea on Hanuary ;, 62.
@yundai 4otor 3ndia Engineering C@43ED is a fully owned subsidiary of @yundai 4otor
9ompany, -outh Korea, which has set up the 8I) 9entre in @yderabad. @43E is a centre with
one of the most advanced research and development facilities which focuses on state of the art
product and design engineering and rigorous Buality enhancement. The new 8I) 9entre at
@yderabad in 3ndia is @yundai 4otor 9ompany's fourth overseas 8I) centre.
-et up with an investment of 8s. 20 crores, the new ;77,777 sBuare#foot facility 8I) 9entre,
is aimed at further accelerating local content development and enable @yundai to respond even
more Buickly to changing customer needs across the world. The 8I) 9entre will further
facilitate the development of 3ndia as @yundai's global hub for manufacturing and engineering
of small cars. The new 8I) 9entre in @yderabad will support all back#end operations like
computer aided engineering C9ED, computer aided design C9)D and help the 8 I ) work
taking place across @yundai's car line#up. The 8I) 9entre will help in developing vehicles
which includes their styling, design engineering and vehicle test I evaluation. The 8I) 9entre
will play a pivotal role for cars manufactured in 3ndia in order to satisfy the specific needs of the
3ndian customers. @yundai 4otor 9ompany's other overseas 8I) centres are located in the
nited -tates, +ermany, Hapan I Korea.
21
Mn9("(n$ P,!'#&#*,y With the spirit of creative challenge, we will strive to create a more
affluent lifestyle for humanity, and contribute to the harmony and co#prosperity with
shareholders, customers, employees and other stakeholders in the automobile industry.
The spirit of creative challenge has been a driving force in leading @49 to where it is today.
3t is the permanent key factor for @49 to actively respond to change in the management system
and seek creative and selfinnovative system. With the spirit of creative challenge, we create
profits, the primary objective of a private enterprise. &urthermore, we take responsibility for the
environment and society we belong to, and offer sustainable mobility in order to implement our
corporate philosophy and provide benefits to all stakeholders including shareholders, customers,
e"ecutives, employees, suppliers, and communities. V!&!#n We announced (3nnovation for
9ustomers( as our midto longterm vision with five core strategies global orientation, respect
for human values, customer satisfaction, technology innovation, and cultural creation. We desire
to create an automobile culture of putting customer first via developing human creativity.
Mn9("(n$ P#'!)y *ased on a respect for human dignity, we make efforts to meet the
e"pectations of all stakeholders including customers and business partners by building a
constructive relationship amongst management, labor, e"ecutives and employees. lso, we focus
on communicating our corporate values both internally and e"ternally, and gaining confidence.
22
4id#and Long#term -trategies We developed five midand longterm strategies global

management, higher brand values, business innovation, environmental management, and
strengthening product competitiveness. Especially, we selected environmental management as
one of our strategies to meet the needs of our stakeholders and the society we belong to. We also
intend to promote sustainability development and preservation of the environment.
23
MOST LI;ED SMALL CAR IS SANTRO>IN
24
25
26
N(8 A%%!6'&
E?$
!
-antro Ring
27
! i7
i;7
ccent
&luidic Oerna
28
The ll $ew -onata
CHAPTER-III
THEORETICAL BACKGROUND
29
Welfare 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.
Labour 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.
Labour welfare has the following objectives
! To provide better life and health to the workers
! To make the workers happy and satisfied
! To relieve workers from industrial fatigue and to improve intellectual, cultural and
material conditions of living of the workers.
The basic features of labour welfare measures are as follows
! Labour welfare includes various facilities, services and amenities provided to workers for
improving their health, efficiency, economic betterment and social status.
! Welfare measures are in addition to regular wages and other economic benefits available
to workers due to legal provisions and collective bargaining
30
! Labour welfare schemes are fle"ible and ever#changing. $ew welfare measures are
added to the e"isting ones from time to time.
! Welfare measures may be introduced by the employers, government, employees or by
any social or charitable agency.

! The purpose of labour welfare is to bring about the development of the whole personality
of the workers to make a better workforce.
The very logic behind providing welfare schemes is to create efficient, healthy, loyal and
satisfied labour force for the organi%ation. The purpose of providing such facilities is to make
their work life better and also to raise their standard of living. The important benefits of welfare
measures can be summari%ed as follows
! They provide better physical and mental health to workers and thus promote a healthy
work environment
! &acilities like housing schemes, medical benefits, and education and recreation facilities
for workers' families help in raising their standards of living. This makes workers to pay
more attention towards work and thus increases their productivity.
! Employers get stable labour force by providing welfare facilities. Workers take active
interest in their jobs and work with a feeling of involvement and participation.
! Employee welfare measures increase the productivity of organi%ation and promote
healthy industrial relations thereby maintaining industrial peace.
! The social evils prevalent among the labours such as substance abuse, etc. are reduced to
a greater e"tent by the welfare policies.
31
E"*'#y(( W('+%( S),("(&
?rgani%ations provide welfare facilities to their employees to keep their motivation levels high.
The employee welfare schemes can be classified into two categories vi%. statutory and non#
statutory welfare schemes. The statutory schemes are those schemes that are compulsory to
provide by an organi%ation as compliance to the laws governing employee health and safety.
These include provisions provided in industrial acts like &actories ct 02, )ock Workers ct
Csafety, health and welfareD 25, 4ines ct 5;. The non statutory schemes differ from
organi%ation to organi%ation and from industry to industry.
32
STATUTORY WELFARE SCHEMES
The statutory welfare schemes include the following provisions
! D%!n4!n9 W$(%: t all the working places safe hygienic drinking water should be
provided.
! F)!'!$!(& +#% &!$$!n9: 3n every organi%ation, especially factories, suitable seating

arrangements are to be provided.
! F!%&$ !d **'!n)(&: &irst aid appliances are to be provided and should be readily
assessable so that in case of any minor accident initial medication can be provided to the
needed employee.
! L$%!n(& nd U%!n'&:  sufficient number of latrines and urinals are to be provided in
the office and factory premises and are also to be maintained in a neat and clean
condition.
! Cn$((n +)!'!$!(&: 9afeteria or canteens are to be provided by the employer so as to

provide hygienic and nutritious food to the employees.
! S*!$$##n&: 3n every work place, such as ware houses, store places, in the dock area and
office premises spittoons are to be provided in convenient places and same are to be
maintained in a hygienic condition.
! L!9,$!n9: Froper and sufficient lights are to be provided for employees so that they can
work safely during the night shifts.
! W&,!n9 *')(&: deBuate washing places such as bathrooms, wash basins with tap and
tap on the stand pipe are provided in the port area in the vicinity of the work places.
! C,n9!n9 %##"&: deBuate changing rooms are to be provided for workers to change

their cloth in the factory area and office premises. deBuate lockers are also provided to
the workers to keep their clothes and belongings.
! R(&$ %##"&: deBuate numbers of restrooms are provided to the workers with provisions
of water supply, wash basins, toilets, bathrooms, etc.
NON STATUTORY SCHEMES
4any non statutory welfare schemes may include the following schemes
33
! P(%&#n' H('$, C%( R(9u'% "(d!)' ),()4-u*&0: -ome of the companies provide

the facility for e"tensive health check#up
! F'(3!-$!"(: The main objective of the fle" time policy is to provide opportunity to
employees to work with fle"ible working schedules. &le"ible work schedules are initiated
by employees and approved by management to meet business commitments while
supporting employee personal life needs
! E"*'#y(( A&&!&$n)( P%#9%"&: Oarious assistant programs are arranged like e"ternal

counselling service so that employees or members of their immediate family can get
counselling on various matters.
! H%&&"(n$ P#'!)y: To protect an employee from harassments of any kind, guidelines

are provided for proper action and also for protecting the aggrieved employee.
! M$(%n!$y  Ad#*$!#n L(6( ? Employees can avail maternity or adoption leaves.
Faternity leave policies have also been introduced by various companies.
! M(d!-)'!" In&u%n)( S),("(: This insurance scheme provides adeBuate insurance

coverage of employees for e"penses related to hospitali%ation due to illness, disease or
injury or pregnancy.
! E"*'#y(( R(+(%%' S),("(: 3n several companies employee referral scheme is

implemented to encourage employees to refer friends and relatives for employment in the
organi%ation.
34
EMPLOYEE WELFARE
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 employerJs own initiative.
! To give e"pression to philanthropic and paternalistic feelings.
! To win over employeeJs loyalty and increase their morale.
! To combat trade unionism and socialist ideas.
! To build up stable labour force, to reduce labour turnover and absenteeism.
! To develop efficiency and productivity among workers.
! To save oneself from heavy ta"es on surplus profits.
! To earn goodwill and enhance public image.
35
! To reduce the threat of further government intervention.
! To make recruitment more effective Cbecause these benefits add to job appealD.
P%!n)!*'(& #+ E"*'#y(( W('+%( S(%6!)(

&ollowing are generally given as the principles to be followed in setting up a employee
welfare service
! The service should satisfy real needs of the workers. This means that the manager must
first determine what the employeeJs real needs are with the active participation of
workers.
! The service should such as can be handled by cafeteria approach. )ue to the difference
in -e", age, marital status, number of children, type of job and the income level of
employees there are large differences in their choice of a particular benefit. This is
known as the cafeteria approach. -uch an approach individualises the benefit system
though it may be difficult to operate and administer.
! The employer should not assume a benevolent posture.
! The cost of the service should be calculate and its financing established on a sound basis.
! There should be periodical assessment or evaluation of the service and necessary timely
on the basis of feedback.
Ty*(& #+ E"*'#y(( W('+%( S(%6!)(&

 S+($y S(%6!)(&
Frevention of accidents is an objective which reBuires o e"planation.
The costs of accidents are enormous in suffering to the injured, in reduction or loss of earnings,
in disabilities and incapacities which afflict those involved and in compensation, insurance and
legal costs, in lost time, filling in reports and attending to enBuiries, and in spoilage of materials,
eBuipment and tools to management.
ccidents are the conseBuence of two basic factors technical and human. Technical
factors include all engineering deficiencies, related to plant, tools material and general work
environment. Thus, for e"ample, improper lighting, inadeBuate ventilation, poor machine
guarding and careless housekeeping are some ha%ards which may cause accidents. @uman
factors include all unsafe acts on the part of employees. n unsafe act is usually the result of
carelessness.
36
:oung and new employees, because of their difficulty in adjusting to the work situation
and to life in general, also have many more accidents than do old and nature workers.
T,( P,(n#"(n#n #+ A))!d(n$ P%#n(n(&&. -ome persons believe wrongly in the theory that
certain individuals are accident prone, that is , they have some personality trait as opposed to
some characteristic of the environment which predisposes them to have more accidents than
others in work condition where the risk of ha%ards is eBual to all.
C#"*#n(n$& #+  S+($y S(%6!)(

mong the many components of a safety service the following have proved effective
when applied in combination
! A**#!n$"(n$ #+ &+($y #++!)(%
3n big organi%ations, the appointment of a safety officer to headthe safety department is a must.
3n small organi%ations, the personnel manager may look after the functions of this department.
The head of the safety department, who is usually a staff man, is granted power to inspect the
plant for unsafe condition, to promote sound safety practices Cthrough posters and d safety
campaignsD, to make safety rules, and to report violations to the plant manager.
! Su**#%$ y '!n( "n9("(n$
The head of the safety department, whether enjoying a staff or a functional position, by him,
cannot make a plan safe. @is appointment lulls line management into assuming that all its safety
problems have been solved.
! E'!"!n$!#n #+ ,5%d&
lthough complete elimination of all ha%ards is virtually 3mpossibility but following steps can
be taken to help reduce them
! J# &+($y n'y&!&
ll job procedures and practices should be analysed by an e"pert to discover ha%ards. @e should
then suggest changes in their motion patterns, seBuence and the like.
! P')("(n$
 poorly placed employee is more apt to incur injury than a properly placed employee.
Employees should be placed on jobs only after carefully estimating and considering the job
reBuirements with those which the individual apparently possesses.
37
! P(%&#n' *%#$()$!6( (@u!*"(n$
Endless variety of personal safety eBuipment is available nowadays which can be used to prevent
inju
! S+(9u%d!n9 "),!n(%y
+uards must be securely fi"ed to all power#driven machinery.
! M$(%!'& ,nd'!n9
Though often ignored, the careless handling of heavy and inflammable materials is an important
source of several injuries and fire.
! Hnd $##'&
4inor injuries often result from improperly using a good tool or using a poorly designed tool.
Therefore, close supervision and instruction should be given to the employees on the proper tool
to use a proper use of the tool.
! S+($y $%!n!n9= (du)$!#n nd *u'!)!$y
-afety training is concerned with developing safety skills, whereas safety education is concerned
with increasing contest programmes, safety campaigns, suggestion awards, and various audio#
visual aids can be considered as different forms of employee education.
! S+($y !n&*()$!#n
n inspection by a trained individual or a committee to detect evidence of possible safety
ha%ards Csuch as poor lighting, slippery floors, unguarded machines, faulty electrical
installations, poor work methods and disregard of safety rulesD is a very effective device to
promote safety.
H('$, S(%6!)(&
The prevention of accident constitutes only on segment of the function of employee
maintenance. nother eBually important segment is the employeeJs general health, both physical
and mental.
There are two aspects of industrial health services
! Freventive
! 9urative, the former consists of
! pre#employment and periodic medical e"amination,
38
! removal or reduction of health ha%ards to the ma"imum e"tent possible,
! -urveillance over certain classes of workers such as women, young persons and persons
e"posed to special risks.
C#un&(''!n9 S(%6!)(&
n employee very often comes across problems which have emotional content. &or
e"ample, he may be nearing retirement and feeling insecure or he may be getting promotion and
feeling hesitant to shoulder increased responsibility or he may be worried due to some family
problem.
Employee Welfare in 3ndia
The chapter on the )irective Frinciples of -tate Folicy in our 9onstitution e"presses the
need for labour welfare thus
! The -tate shall strive to promote the welfare of the people by securing and protecting as
effectively as it may a social order in which justice, social, economic and political, shall
inform all the institutions of the national life.
! The -tate shall, in particular, direct its policy towards securing
! That the citi%ens, men and women eBually, have the right to an adeBuate means of
livelihoodA
! That the ownership and control of the material resources are so distributed as to sub serve
the common good.
! The -tate shall make provision for securing just and humane conditions of work and
maternity relief.
&actories ct, 02
The principal ct to provide for various labour welfare measures in 3ndia is the &actories
ct, 02. The ct applies to all establishments employing 7 or more workers where power is
used and ;7 or more workers where power is not used, and where a manufacturing process is
being carried on.
E"*'#y(( W('+%( O++!)(%
-ection 0 of the factories act provides that in every factory wherein 677 or more
workers are ordinarily employed the employer shall appoint at least one welfare officer.
39
The welfare officer should possessA CiD a university degreeA CiiD degree or diploma in
social service or social work or social welfare from a recogni%ed institutionA and CiiiD adeBuate
knowledge of the language spoken by the majority of the workers in the area where the factory is
situated.
 -upervision
 9ounselling workers
 dvising management
 Establishing liaison with workers
 working with management and workers to improve productivity.
 working with outside public to secure proper enforcement of various acts.

H('$, #+ E"*'#y((&
! 9leanliness. Every factory shall be kept clean by daily sweeping or washing the floors
and work rooms and by using disinfectant where necessary.
! )isposal of wastes and effluents. Effective arrangements shall be made for the disposal
of wastes and for making them innocuous.
! Oentilation and temperature. Effective arrangements shall be made for ventilation and
temperature so as to provide comfort to the workers and prevent injury to their health.
! )ust and fume. Effective measures shall be taken to prevent the inhalation and
accumulation of dust and fumes or other impurities at the work place.
! rtificial humidification. The -tate +overnment shall make rules prescribing standard of
humidification and methods to be adopted for this purpose.
! ?vercrowding. There shall be in every work room of a factory in e"istence on the date of
commencement of this act at least .cubic meters and of a factory built after the
commencement of this act at least 0.; cubic meters of space for every employee.
! Lighting. The -tate +overnment may prescribe standards of sufficient and suitable
lighting.
! )rinking Water. There shall be effective arrangement for wholesome drinking water for
workers at convenient points.
40
! Latrines and urinals. There shall be sufficient number of latrines and urinals, clean, well#
ventilated, conveniently situated and built according to prescribed standards separately
for male and female workers.
! -pittoons. There shall be sufficient number of spittoons placed at convenient places in

the factory.
S+($y #+ E"*'#y((&
! &encing of machinery. ll dangerous and moving parts of machinery shall be securely
fenced. -crews, bolts and teeth shall be completely encased to prevent danger.
! Work on or near machinery in motion. Lubrication or other adjusting operation on

moving machinery shall be done only by a specially trained adult male worker.
! Employment of young persons on dangerous machines. $o young person shall be

allowed to work on any dangerous machine Cso prescribed by the state governmentD
unless he is sufficiently trained or is working under the supervision of knowledgeable
person.
! )evice for cutting off power. -uitable device for cutting of power in emergencies shall
be provided.
! @oists and lifts. These shall be made of good material and strength, thoroughly
e"amined at least once in every si" months and suitably protected to prevent any person
or thing from being trapped.
W('+%( #+ E"*'#y((&
9hapter O of the factories ct contains provisions about the welfare of employees.
These are as follows
! There shall be separate and adeBuately screened washing facilities for the use of male
and female employees.
! There shall be suitable places provided for clothing not worn during working hours and
for the dying of wet clothing.
! There shall be suitable arrangement for all workers to sit for taking rest if they are
obliged to work in a standing position.
41
! There shall be provided the reBuired number of first#aid bo"es or cupboard Cat the rate of
one for every 67 workersD eBuipped with the prescribed contents readily available
during the working hours of the factory.
! The -tate +overnment may make rules reBuiring that in any specified factory employing
more than ;67 employees a canteen shall be provided and maintained by the occupier for
the use of the employee.
! There shall be provided sufficiently lighted and ventilated lunch room if the number of
employees ordinarily employed is more than 67.
R(&$%!)$!#n& !n $,( F)$#%!(& A)$ #n $,( ("*'#y"(n$ #+ y#un9 *(%&#n&:

1. P%#,!!$!#n & $# ("*'#y"(n$ #+ ),!'d%(n S()$!#n 0
$o child who has not completed his fourteenth year shall be reBuired or allowed to work in any
factory.
2. E"*'#y"(n$ #+ C,!'d%(n nd Ad#'(&)(n$ S()$!#n 0

 child who has completed his fourteenth year or an adolescent shall not be reBuired or allowed
to work in any factory unless following conditions are fulfilled
! The manager of the factory has obtained a certificate of fitness granted to such young
! While at work, such child or adolescent carries a token giving reference to such
certificate.
. C(%$!+!)$( #+ +!$n(&& S()$!#n 0

*efore a young person is employed in the factory, a certifying surgeon has to certify that such
person is fit for that work in the factory.
W('+%( Fund&
3n order to provide welfare facilities to the workers employed in mica, iron, ore,
manganese ore and chrome ore, limestone and dolomite mines and in the beedi industry, the
welfare funds have been established to supplement the efforts of the employers and the -tate
+overnment under respective enactments.
The welfare measures financed out of the funds relate to development of medical
facilities, housing, supply of drinking water, support for education of dependents and recreation,
etc.
42
V#'un$%y B(n(+!$&:
*enefits are also given voluntarily to workers by some progressive employers. These
include loans for purchasing houses and for educating children, leave travel concession, fair
price shops for essential commodities and loans to buy personal conveyance.
4achinery 9onnected with Employee Welfare Work
1. C,!(+ !n&*()$#% #+ F)$#%!(&

3t is the duty of the 9hief inspector of factories Cwho generally works under the administrative
control of the labour commissioner in each stateD to ensure enforcement of various provisions of
&actories ct i2n respect of safety, health and welfare of workers.
2. C(n$%' L#u% In&$!$u$(

The institute was set up in *ombay in 55 to facilitate the proper implementation of the
&actories ct, 02A to provide a centre of information for inspectors, employers, workers and
others concerned with the wellbeing of industrial labour and to stimulate interest in the
application of the principles of industrial safety, health and welfare.
. N$!#n' S+($y C#un)!'

The $ational -afety 9ouncil was wet up on 0th 4arch, 55 in *ombay at the initiative of the
nion 4inistry of Labour and 8ehabilitation, +overnment of 3ndia, as an autonomous national
body with the objective of generating developing and sustaining an movement of safety
awareness at the national level.
/. D!%()$#% (n(%' #+ M!n(& S+($y

The )irector +eneral of 4ines -afety enforces the 4ines ct, 6;. @e inspects electrical
installation and machinery provided in the mines and determines the thickness of barriers of ;
adjacent mines in order to prevent spread of fire and danger of inundation.
A**%!&' #+ W('+%( S(%6!)(&

! ?ne of the main obstacles in the effective enforcement of the welfare provisions of the
&actories ct has been the Buantitative and Bualitative inadeBuacy of the inspection staff.
! at present, a labour welfare officer is not able to enforce laws independently because he
has to work under the pressure of management.
43
! Women workers do not make use of the crXche facilities either because they are
dissuaded by the management to bring their children with them or because they have to
face transport difficulties.
N$!#n' C#""!&&!#n #n E"*'#y(( R()#""(nd$!#n&

! The statutory provisions on safety are adeBuate for the time being effective enforcement
is the current need.
! Every fatal accident should thoroughly be enBuired into and given wide publicity among
workers.
! Employers should play a more concerted role in safety and accident prevention
programme and in arousing safety consciousness.
! -afety should become a habit with the employers and workers instead of remaining a
mere ritual as at present.
! nions should take at least as much interest in safety promotion as they take in claims for
higher wages.
SOCIAL SECURITY
The connotation of the term (-ocial -ecurity( varies form country to country with
different political ideologies. 3n socialist countries, the avowed goal is complete protection to
every citi%en form the cradle to the grave.
There are some components of -ocial -ecurity
! 4edical care
! -ickness benefit
! nemployment benefit
! ?ld#age benefit
! Employment injury benefit
! &amily benefit
! 4aternity benefit
! 3nvalidity benefit and
! -urvivorJs benefit
44
S#)!' S()u%!$!(& "y ( #+ $8# $y*(&
! -ocial assistance under which the -tate finances the entire cost of the facilities and benefits
provided.
! -ocial insurance, under the -tate organi%es the facilities financed by contributions form the
workers and employers, with or without a subsidy from the state.
S#)!' S()u%!$y !n Ind!

t present both types of social security schemes are in vogue in our country. mong the
social assistance schemes are the most important.
The social insurance method, which has gained much wider acceptance than the social
assistance method, consists of the following enactments.
The workmenJs 9ompensation ct, 5.
The EmployeeJs -tate 3nsurance ct, 02.
The employeesJ -tate 3nsurance ct, 02.
The 4aternity *enefit ct, 5.
EmployeesJ compensation ct, ;<
a. C#6(%9(. This ct covers all workers employed in factories, mines, plantations, transport
undertakings, construction works, railways, ships, circus and other ha%ardous occupations
specified in schedule 33 of the ct.
The ct empowers the -tate +overnment to e"tend the coverage of the ct by adding any
ha%ardous occupation to the list of such occupations is schedule 33.
! Ad"!n!&$%$!#n. The ct is administered by the -tate +overnment which appoints

9ommissioners for this purpose under sec. ;7 of the ct.
! B(n(+!$&. nder the ct, compensation is payable by the employer to a workman for all
personal injuries caused to him by accident arising out of and in the course of his
employment which disable him for more than < days.
2. E"*'#y((& S$$( In&u%n)( A)$= 1/

! ?ther than seasonal factories, run with power and employing ;7 or more workers.
! Ad"!n!&$%$!#n. The ct is administered by the E-3 9orporation, an autonomous body
consisting of representatives of the 9entral and -tate +overnments, employers,

employees, medical profession and parliament.
45
! B(n(+!$&. The ct, which provides for a system of compulsory insurance, is a landmark
in the history of social security legislation in 3ndia.
! M(d!)' B(n(+!$. n insured person or Cwhere medical benefit bas been
e"tended to his familyD a member of his family who reBuires medical treatment is
entitled to receive medical benefit free of charge.
! S!)4n(&& B(n(+!$. n insured person, when he is sick, is also entitled to get

sickness benefit at the standard benefit rate corresponding to his average daily
wage.
! n insured woman is entitled to receive maternity benefit Cwhich is twice the

sickness benefit rateD for all days on which she does not work for remaining
during a period of ; weeks of which not more than 5 weeks shall precede the
e"pected date of confinement.
! The ct makes a three#fold classification of injuries in the same way as is done in
the workmenJs compensation ct.
! D(*(ndn$& B(n(+!$. 3f an insured person meets with an accident in the course

of his employment an dies as a result thereof, his dependants, i.e. his widow,
legitimate or adopted sons and legitimate unmarried daughters get this benefit.
. T,( M$(%n!$y B(n(+!$ A)$= 11

4aternity benefit is one of the important benefits provided under theEmployees -tate 3nsurance
ct, 02. nother important legislation in this respect is the 4aternity *enefit ct, 5. The
ct covers only those persons who are not covered by the Employees -tate 3nsurance ct. The
ct entitles a woman employee to claim maternity leave from her employer if she has actually
worked for a period of at least 57 days in the ; months immediately preceding the day of her
e"pected delivery.
The act further provides for the payment of medical bonus of 8s. ;67
to the confined woman worker.
The committee on the status of women in 3ndia 10 has, therefore,
8ecommended the following changes in the ct
! The administration of the fund should follow the pattern already established by the E-39.
46
! &or casual labour a minimum of < months of service should be considered as

Bualification service for this benefit.
! This will provide greater incentive to women workers to participate in trade union
activities.
1. T,( Py"(n$ #+ %$u!$y A)$= 12
! C#6(%9(. The ct applies to every factory, mine, oilfield, plantation, port and 8ailway
9ompany and to every shop or establishment in which 7 or more persons are employed,
or were employed, on any day of the preceding ; months.
! Ad"!n!&$%$!#n. The ct is administered by a controlling authority appointed by the

appropriate +overnment.
! B(n(+!$&. nder the ct gratuity is payable to an employee on the termination of his
employment after he has rendered continuous service for not less than five years. The
completion of continuous service of five years is, however, not necessary where the
termination of the employment is due to death or disablement +ratuity is payable at the
rate of 6 daysJ wages based on the rate of wages last drawn by the employee for every
complete year of service or part thereof in e"cess of si" months. *ut the amount of
gratuity payable to an employee shall not e"ceed 8s. <.6 lakh.
! S#u%)( #+ Fund&. nder the ct gratuity is payable entirely by the Employer. &or this
purpose is reBuired either CiD to obtain insurance with the Life 3nsurance 9orporation, or
CiiD to establish a gratuity fund. Thus it is his liability to pay the premium in the first case
to make the contribution in the second case.
47
9@FTE8#3O
DATA ANALYSIS  INTREPRITATION
)ata analysis has been done by arranging the data in a simple table form and percentages are
calculated. The Buantitative data has been represented by drawing out the charts where ever
necessary.
48
. )o you think Employee Welfare is needed in a companyM

Ca D :E- CbD $?
&.n# O*$!#n& N#. #+ R(&*#n&(& P(%)(n$9(

 :E- 77 77
; $? 7 7
T?TL 77 77
In$(%*%($$!#n:
To above Buestion, almost 77P of the employees thought that the Employee
Welfare programs is needed in a company.
;. 3n :our ?rgani%ation Educational assistance provided for children's education
D :es
49
*D $o
S.N# O*$!#n& N#. #+ R(&*#n&(& P(%)(n$9(

 :E- 06 06
; $? 66 66
T?TL 77 77
No. of Responses
60
50
40
No. of Reso!ses
30
20
10
0 YES NO

In$(%*%($$!#n:
06Pof the employees in the organi%ation are saying that the organi%ation is bearing the
children's education as a Employee Welfare program.
<D 8ate the Welfare program, you are getting in the organi%ation
Farticulars
9anteen -ubsidy P77P
8ating
50
&estival llowance 67P

$ight -hift llowance 56P
@eat Treatment llowance 16P
8est 8oom &acility 6P
shift timings 7P
-afety practices 66P
death in harness 6P
@8 77P
niform llowance 67P
An'y&!&
56P agreed with $ight -hift llowance
16P agreed with @eat Treatment llowance

6P agreed with 8est 8oom &acility
7P agreed with shift timings
66P agreed with -afety practices
6P agreed with death in harness
77P agreed with @8
67P agreed with niform llowance
In$(%*%($$!#n:
&rom the above table we can find the employees in the organi%ation are getting benefits from the
organi%ation as an employee welfare programs
4ost of the employee given the rating for the facility of canteen for their food and refreshment
facilities in the organi%ation, the organi%ation is allowing the house rent allowances also.
0. What are the methods used in your organi%ation in order to help the staff in managing as
welfareM
! 8est room
! :oga and 4editation
! Fhysical E"ercise and indoor games
! 4usic
! $one of the above
Farticulars 8esponse C$o of personsD
51
8est room 06
:oga and 4editation 0
Fhysical E"ercise and indoor ;7

games
4usic ;7
$one of the above 
3nterpretation
Employees are managing the stress by using rest rooms and , by meditation and yoga by
Fhysical E"ercise and indoor games and using other.
6.3s it necessary that the organi%ation should take up the programmers for welfare
programsM
! :es
! $o
:es 7
$o 7
52
Respondents
100
90
80
70
60 Reso!"e!#s
50
40
30
20
10
0
Yes No
3nterpretation
7 respondents said that the organi%ation should take up the programmers for welfare and 7 are
said that no need to do.
5.When :ou &eel stress, who will help you to overcome the stressM
! 4anagement
! &amily
! &riends
! 9olleagues
! $one of the above
53
4anagement <
&amily 06
&riends 7
9olleagues ;6
$one of the above 1
3nterpretation
< respondents said that management will help and 06 said that family and 7
respondents said that friends,;6 respondents said that 9olleagues and remaining 1
respondents said none of the above.
1. To increase the welfare programsM
! 3 will work very fast

! 3' should decide when to rela"
! 3 will work very intensively
!! 33 should
will plan my job good
maintain schedules
relations
54
! ?ther
3 will work very fast 6
3' should decide when to rela" 6

3 will work very intensively #
3 will plan my job schedules 16
3 should maintain good 6

relations
?ther #
3nterpretation
6 respondents said that 3 will work very fast ,6 are 3 should decide when to rela",16 respondents
said that they will plan my job schedules, 6 are said that maintain good relations.
2. )o your welfare programs interface in your work lifeM

! :es
! $o
! t times
55
:es 06
$o 67
t times 6
Response
60
50
40
Reso!se
30
20
10
0
Yes No A# #$%es
3nterpretation
06 respondents said that personal welfare programs will interfere in work life and 67 are said no
impact and 6 are said that at the time of the mind set.
. re there any recreational programs/events at your work placeM

! :es
! $o
:es <6
56
$o 56
Respondents
70
60
50
40 Reso!"e!#s
30
20
10
0
Yes No

3nterpretation
<6 employees are said that there are recreational programs/events at work place
and 56 said that there are no such programs.
7.)o you setup reasonable and attainable goals when you have a large project to computerM
! :es
! $o
57
:es 26
$o 6
Respondents
90
80
70
60
50 Reso!"e!#s
40
30
20
10
0
Yes No

3nterpretation
26 respondent's setup reasonable and attainable goals when you have a large project
to computer and 6say $o.
. re !you:es

satisfied with the job at the work environmentM
58
! $o
:es 7
$o 7
Respondents
100
90
80
70
60 Reso!"e!#s
50
40
30
20
10
0
Yes No

3nterpretation
7 respondents are satisfied with the job at the work environment and 7 are
unsatisfied with the job at the work environment.
;. @ow is the communication among you and the subordinates in an ?rgani%ationM
59
! +ood
! *ad
! Foor

+ood 6
*ad 6
Foor 7
Respondents
100
90
80
70
60 Reso!"e!#s
50
40
30
20
10
0
&oo" '(" Poo)
3nterpretation
6 employees are said that good communication among you and the subordinates in
an organi%ation and 6 said bad communication among you and the subordinates in an
organi%ation and 7 said it is poor.
<. )oes organi%ation provides you any assistance for non welfare related problemsM
! :es
60
! $o
:es 6
$o 6
Respondents
100
90
80
70
60 Reso!"e!#s
50
40
30
20
10
0
Yes No
3nterpretation
6 respondents said that organi%ation provides assistance for non welfare related
problems nd 6 said than not doing.
0.)o you feel you have enough skills to handle the responsibilities assigned to your roleM
61
! :es
! $o
:es 16
$o ;6
Respondents
80
70
60
50
Reso!"e!#s
40
30
20
10
0
Yes No

3nterpretation
16 are said that they feel enough skills to handle the responsibilities assigned their
role, ;6 said they are not feeling.
62
6.)o you feel introduction of stress management and its preventive actions in every
organi%ation mandatoryM
! :es
! $o
3f yes please comment
:es 27
$o ;7
90
80
70
60
50 Reso!"e!#s
40
30
20
10
0
Yes No
3nterpretation
27 feel that introduction of stress management and its preventive actions in every
organi%ation mandatory and ;7 say no
63
E"*'#y(( B(n(+!$&
D. 3s the physical working conditions are taken care by superiorsM
D :es *D $o 9D -ometime )D 9an't say
F8T39L8- 8E-F?$)E$T-
:E- 07
$? ;6
-?4E T34E ;6
9$'T -: 7
Respondents
45
40
35
30
25 Reso!"e!#s
20
15
10
5
0
Yes No So%e T$%e *(!+# S(,
In$(%*%($$!#n
4ore $umber of Employees is saying that the physical working conditions are taken care
by superiors only.
64
;. re you accustomed to work under many supervisors for the same nature of workM
F8T39L8- 8E-F?$)E$T-
:E- ;6
$? 67
-?4E T34E ;6
9$'T -: 7
Respondents
60
50
40
Reso!"e!#s
30
20
10
0
Yes No So%e T$%e *(!+# s(,
In$(%*%($$!#n:
;6P of Employees is saying that they accustomed to work under many supervisors for the same
nature of work, 67P are no,;6P are some time and 7P respondents can't say anything.
65
<. )o you feel to do your duty out of your commitment to job because of the fear of survivalM
D :es *D $o 9D -ome times
F8T39L8- 8E-F?$)E$T-
:E- <7
$? 17
-?4E T34E 7
responds
,es
!o
In$(%*%($$!#n:
<7P of Employees is saying that they feel to do your duty out of your commitment to job
because of the fear of survival, 17P of employees said no.
66
0. )o you feel that working atmosphere is friendly in nature at your work placeM
D gree *D )isagree 9D gree to some e"tent )D 9an't say
F8T39L8- 8E-F?$)E$T-
+8EE 27
)3-+8EE ;7
+8EE T? -?4E ERTE$T 7
9$'T -: 7
Respondents
90
80
70
60
50 Reso!"e!#s
40
30
20
10
0
A-)ee D$s(-)ee A-)ee #o so%e e#e!# *(!+# S (,
In$(%*%($$!#n:
67
27P of Employees are saying that there working atmosphere is friendly in nature at your
work place and ;7P are disagreed.
6. )o you feel that you are having a good report with all your peers and superiorsM
! Oery good *D verage 9D *elow verage )D Low
F8T39L8- 8E-F?$)E$T-
OE8: +??) 67
OE8+E <7
*EL?W OE8+E ;7
L?W 7
In$(%*%($$!#n:
4ore number of $umber of Employees is saying that feel that you are having a good rapport
with all your peers and superiors
68
5. )oes 3n your department work is distributed in a fair mannerM
F8T39L8- 8E-F?$)E$T-
:E- 57
$? <7
-?4E T34E ;7
9$'T -: 7
In$(%*%($$!#n:
4ore number of $umber of Employees is saying that the department work is distributed in a fair
manner
69
1. )o you feel that your job is securedM
! :es *D $o 9D )oubtful )D can't say
F8T39L8- 8E-F?$)E$T-
:E- 16
$? 6
)?*T&L 7
9$'T -: 7
In$(%*%($$!#n:
4ore number of $umber of Employees is saying that their job is secured.
70
2. )o you feel )iscipline helps in individual developmentM
D gree *D )isagree 9D gree to some e"tent )D 9an't say
F8T39L8- 8E-F?$)E$T-
+8EE 16
)3-+8EE 6
+8EE T? -?4E ERTE$T 7
9$'T -: 7
Respondents
80
70
60
50
Reso!"e!#s
40
30
20
10
0
A-)ee D$s(-)ee A-)ee #o so%e e#e!# *(!+# S (,
In$(%*%($$!#n:
4ore number of $umber of Employees is saying that )iscipline helps in individual development
71
9@FTE8#O
FINDINS= SUESTIONS

CONCLUSION
72
FINDINS
. 3t is found that 77P of the employees thought that the Employee Welfare programs are
needed in a company.
;. 06P of the employees in the organi%ation are saying that the organi%ation is bearing the
children's education as a Employee Welfare program.
<. Employees are managing the stress by using rest rooms C06PD , by meditation and yoga
C0PD , by Fhysical E"erciseC;7PD,by musicC;7P Dand using otherCPD.
0. 7 respondents said that the organi%ation should take up the programmers for welfare and
7 are said that no need to do.
6. <P respondents said that management will help and 06P said that family and 7P
respondents said that friends, ;6P respondents said that 9olleagues and remaining 1P
respondents said none of the above.
5. 6P respondents said that 3 will work very fast, 6P are 3 should decide when to 16P
rela"Arespondents said that they will plan my job schedules, 6P are said that maintain
good relations.
1. 06P respondents said that personal welfare programs will interfere in work life and
67Pare said no impact and 6P are said that at the time of the mind set.
2. <6P employees are said that there are recreational programs at work place
and 56P said that there are no such programs.
. 26P respondent's setup reasonable and attainable goals when you have a large project to
computer and 6P say $o.
7. 7P respondents are satisfied with the job at the work environment and 7 P are
unsatisfied with the job at the work environment.
. 6P employees are said that good communication among you and the subordinates in an
organi%ation and 6P
organi%ation and said it
7P said badis communication
poor. among you and the subordinates in an
;. 6P respondents said that organi%ation provides assistance for non welfare related
problems and 6P said than not doing.
<. 16P are said that they feel enough skills to handle the responsibilities assigned their role,
;6P said they are not feeling.
0. 27P feel that introduction of stress management and its preventive actions in every
organi%ation mandatory and ;7P say no.
73
6. 07P of Employees is saying that the physical working conditions are taken care by
superiors ;6P are no, ;6P are some time 7P are can't say anything.
5. ;6P of Employees is saying that they accustomed to work under many supervisors for
the same nature of work, 67P are said no,;6P are said some time and 7P respondents
can't say anything.
1. <7P of Employees is saying that they feel to do your duty out of your commitment to job
because of the fear of survival, 17P of employees said no.
2. 27P of Employees are saying that there working atmosphere is friendly in nature at your
work placeand ;7P are disagreed.
SUESTIONS
The conclusions so far drawn from the study tempts to offer the following suggestions for
making the organi%ation ready for empowerment. The conclusions drawn above convince
74
anybody to identify the following areas to chart out training programs for the e"ecutives to make
them completely ready for empowerment
• The organi%ation should provide the welfare schemes according to the needs of the
employees.
• The organi%ation has to concentrate on providing educational loans to the children of the
employees
• The organi%ation has to concentrate welfare programs interface in the employees work
life.
•
The organi%ation has to concentrate the physical working conditions are takencare by
superiors.
• 8est room physical e"ercise room should be cleaned with disinfectants daily.
• Frovide first#id appliances near work spots.
CONCLUSION
3t is pertinent for every company to motivate the workers. -o welfare measures play an
important role and this is forming the responses given by the workers. The welfare measures will
75
help more self#review and reali%ation of the workmen. The welfare activities, which are present
in the memorandum of settlement, is only monologue. -o the company policies and procedures
with regard to welfare activities should be implemented in a professional manner not leading to
the base.
The welfare schemes provided by theare very -ujala pipes beneficial to the employees in
the organi%ation. The organi%ation has given high priority towards the living standards, health
and security of the employees. *eneficial schemes like issuing loans, bonus, Buality of food etc.,
are provided to the employees of the organi%ation. 9onducting welfare meetings periodically is
appreciable.
UESTIONNAIRE
. )o you think Employee Welfare is needed in a companyM
76
Ca D :E- CbD $?
;. 3n :our ?rgani%ation Educational assistance provided for children's education
D :es
*D $o
<D 8ate the Welfare program, you are getting in the organi%ation
Farticulars P 8ating
9anteen -ubsidy
&estival llowance
$ight -hift llowance
@eat Treatment llowance
8est 8oom &acility
shift timings
-afety practices
death in harness
@8
niform llowance
0. What are the methods used in your organi%ation in order to help the staff in managing as
welfareM
! 8est room
! :oga and 4editation

! Fhysical E"ercise and indoor games
! 4usic
! $one of the above
6. 3s it necessary that the organi%ation should take up the programmers for welfare
programsM
! :es
! $o
5.When :ou &eel stress, who will help you to overcome the stressM
! 4anagement
! &amily
! &riends
! 9olleagues
! $one of the above
1.To increase the welfare programsM
! 3 will work very fast
77
! 3' should decide when to rela"

! 3 will work very intensively
! 3 will plan my job schedules
! 3 should maintain good relations
! ?ther
2.)o your welfare programs interface in your work lifeM
! :es
! $o
! t times
.re there any recreational programs/events at your work placeM
! :es
! $o
7.)o you setup reasonable and attainable goals when you have a large project to
computerM
! :es
! $o
.re you satisfied with the job at the work environmentM
! :es
! $o
;.@ow is the communication among you and the subordinates in an ?rgani%ationM

! +ood
! *ad
! Foor
<.)oes organi%ation provides you any assistance for non welfare related problemsM
! :es
! $o
0.)o you feel you have enough skills to handle the responsibilities assigned to your
roleM
! :es
! $o
78
6.)o you feel introduction of stress management and its preventive actions in every
organi%ation mandatoryM
! :es
! $o
BIBLIORAPHY
! F. -ubba8ao, Fersonneland @uman 8esources 4anagement, @imalaya Fublishing

@ouse, ;77.
! *iswajetFatnayak, @uman 8esources management, Fentice#@all ?f 3ndia#;77;.
79
! run4onappa, 4ir%a. -. -aiyadain, Fersonnel 4anagement, Tata 4c +raw#@ill

Fublishing 9ompany Ltd, 2.
! nnual 8eports and 4aga%ines of ultra tech cements.
! William. *. Werther, Hr. Keith )avis, @uman 8esources nd Fersonnel,.
! 4anagement, Tata 4c +raw @ill Fublishing 9ompany Ltd, 2.
! 9.8.Kothari, 8esearch 4ethodology, Oikas Fublishing @ouse,;777.
! K. swathappa, @uman 8esource I Fersonnel 4anagement. The 4c +raw#@ill

companies, ;770.
W(&!$(&:
www.themanagementor.com
www.hyundaiindia.com
www.hr.com
www.autoindia.com

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7/23/2019 Employee Welfare - Hyundai 2014

A STUDY ON EMPLOYEE WELFARE

! To provide better life and health to the workers

! To make the workers happy and satisfied

The basic features of labour welfare measures are as follows

to workers due to legal provisions and collective bargaining

! Welfare measures may be introduced by the employers, government, employees or by

A STUDY ON EMPLOYEE WELFARE

The very logic behind providing welfare schemes is to create efficient,

! Employee welfare measures increase the productivity of organi%ation and promote

()uring the pre#independence period, industrial relations policy of the

A STUDY ON EMPLOYEE WELFARE

Labour and Employee Welfare sub#sector consists of si" main

1.2DEFINITION OF EMPLOYEE WELFARE:

A STUDY ON EMPLOYEE WELFARE

Employee welfare has been defined in different ways

The 3 L? reports refer with +erard to employee welfare as

NEED OF THE STUDY:

A STUDY ON EMPLOYEE WELFARE

OBJECTIVES OF THE STUDY:

<. To suggest measures for improvement of the 8elations as a discipline FointA

! )eveloping the information sources

The methodology followed for collection, analysis under interpretation of data in

A STUDY ON EMPLOYEE WELFARE

;. )escriptive research

L!"!$$!#n& #+ $,( &$udy:

A STUDY ON EMPLOYEE WELFARE

A STUDY ON EMPLOYEE WELFARE

Au$#"#!'( !ndu&$%y !n Ind!

A STUDY ON EMPLOYEE WELFARE

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A STUDY ON EMPLOYEE WELFARE

INDIAN AUTOMOBILE COMPANIES

! P%("!(% -igma, 8oadster , 8i?.

E'()$%!) )% )#"*n!(& !n Ind!

A STUDY ON EMPLOYEE WELFARE

! @ero Electric 8EO

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A STUDY ON EMPLOYEE WELFARE

! BMW 5 -eries, 1 -eries, R<, R6, R5, 4<, 46, 45 and S0.

A STUDY ON EMPLOYEE WELFARE

A STUDY ON EMPLOYEE WELFARE

LA;SHMI HYUNDAI MAN POWER:

)epartment ?wn 9ontract Total

A STUDY ON EMPLOYEE WELFARE

-ervice ;5 0 16

Total ;5 0 <06

RECRUITMENT PROCESS AT LA;SHMI HYUNDAI:

Local Employment E"change for sponsoring suitable candidates.

A STUDY ON EMPLOYEE WELFARE

SELECTION PROCESS AT LA;SHMI HYUNDAI:

P(%&#n' Mn9(% In$(%6!(8:

B#%d D!%()$#%& In$(%6!(8:

V(%!+!)$!#n #+ D$( #+ B!%$,= C,%)$(% nd An$()(d(n$&

A STUDY ON EMPLOYEE WELFARE

APPOINTMENT OF SELECTED CANIDIDATES

SALES TEAM PERFORMANCE BONUS POINTS

niversal &actors -ub#&actors $o. of Foints Total points

P%!n)!'(& #+ E"'#y(( W('+%( S(%6!)(

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