ABSTRACT

Labour welfare means “the efforts to make life worth living for workmen.” According to
Todd “labour welfare means anything done for the comfort and improvement, intellectual or
social, of the employees over and above the wages paid which is not a necessity of the
industry. Welfare is called as a relative concept for it is related to time and space. Changes in
it have an impact on the system. As a result the potential changes in the welfare content keep
changing with time and space. Labour welfare as a concept has both positive and negative
sides like, it deals with the provision of opportunities which enable the employee and his
family to lead a good life, socially and personally and on the negative side it provides
opportunities for undesirable consequences and labour problems. The concept of employee
differs from country to country, industry to industry and from time to time and region to
region. Labour welfare may be viewed as a total concept and as a relative concept. The total
concept is a desirable state of existence involving the physical, mental, moral and economic
well-being.
 CHAPTER – I

1.1 INTRODUCTION

The term welfare brings in many ideas, meaning to state well-being, good health, happiness,
prosperity and the development of human resources. The concept of welfare has been a total
concept involving physical, mental, moral and emotional well-being of individual. The social
concept of welfare implies the welfare of man, his family and his community. It is an
interconnection of threes three aspects in the sense that all these work together and
individually supplement one another.

The Encyclopaedia of social sciences welfare is termed as voluntary efforts of the labour to
establish within the existing industrial system, working and sometimes living and cultural
conditions of the employees beyond what is required by law, the custom of the industry and
the conditions of the market.”

Labour welfare means “the efforts to make life worth living for workmen.” According to
Todd “labour welfare means anything done for the comfort and improvement, intellectual or
social, of the employees over and above the wages paid which is not a necessity of the
industry.”

Welfare is called as a relative concept for it is related to time and space. Changes in it have an
impact on the system. As a result the potential changes in the welfare content keep changing
with time and space. It is also been observed that the welfare as a concept differs from
country to country and from place to place. Secondly, welfare is a positive concept, as to
establish a minimum standard of living; it would demand certain minimum acceptable
conditions of existence in both biological and social. Thus, when this is defined it is necessity
for the components of welfare in terms of health, food, clothing, housing, medical assistance,
insurance so on are to be taken care.

Labour welfare as a concept has both positive and negative sides like, it deals with the
provision of opportunities which enable the employee and his family to lead a good life,
socially and personally and on the negative side it provides opportunities for undesirable
consequences and labour problems. The concept of employee differs from country to country,
industry to industry and from time to time and region to region. Further it also depends on the
kind of problems with which the society is confronted that is moulded according to the age

1
group, sex, social cultural background, economic status and educational level of the
employees in various industries.

1.2 SCOPE OF THE STUDY

The concept of labor is necessarily dynamic and has been interpreted in different ways from
country to country and time-to-time and even in the same country. According to the social
institution degree of the industrialization and general level of social and economic department
the concept of welfare is interpreted from various angles.
Labor welfare may be viewed as a total concept and as a relative concept. The total concept is
a desirable state of existence involving the physical, mental, moral and economic well-being.
These four elements together constitute the structure of the welfare implies the welfare of
man, his family and community.

All these three aspects are interrelated and work together in a three dimensional approach.
The relative concept of welfare implies that welfare is relative, in time and place. It is a
dynamic and flexible concept and hence its meaning and content differ from time-to-time,
industry-to-industry and country to country depending upon the value system level of
education, social customs and degree of industrialization and general standards of a socio-
economic department of people.

1.3 OBJECTIVES OF THE STUDY

1. To study the existing welfare measures adopted by the organization.
2. To identify the impact of the welfare measures upon the labor health and productivity.
3. To identify the place of deviation in the implementation of welfare measures.
4. To recommended suitable remedies related to welfare problem to increase the job
satisfaction and productivity of the labor.

2
1.4 LIMITATIONS OF THE STUDY
1. This primary data is collected from these employees during their little leisure hours and
co-operation in responding to the schedule was not encouraging.
2. The study deals only with labor welfare as the respondents cannot be able to provide
accurate information.
3. The study focused only the labor but not the employees.

1.5 INDUSTRY PROFILE

1.5.1 Labour Welfare

Industrial progress of country depends on its committed labour force. In this respect the
significance of labour welfare was recognized as early as 1931, when the Royal Commission
on Labour stated that the benefits which go under this nomenclature are of great importance
to the worker who is unable to protect by himself. The schemes of labour welfare may be
regarded as “a wise investment” which should and usually does bring a profitable return in
the form of greater efficiency. Twenty years later, the Planning commission realized the
importance of workers welfare, when it observed that “In instruction to get the best out of a
worker in the matter of production, at work conditions require to be improved to a large
extent. The worker should at least have the means and facilities to keep himself in a state of
health and efficiency. This is mainly a question of adequate nutrition and suitable housing
conditions. The working condition should be such as to safeguard his health and protect him
against occupational hazards. The work place should provide reasonable amenities for his
essential needs. The worker should be equipped with the necessary technical training and
certain level of general education.

1.5.2 Welfare Measures inside the Labor place

Conditions of the work environment

Cleanliness, Housekeeping, Workshop(room)sanitation and cleanliness, Control of effluents,

Distribution of work hours and provision for rest hours, meal time and breaks ,Workmen‟s
safety measures-maintenance of machine and tools, fencing of machine, goggles and First aid
equipments etc. Notice board, poster, pictures, and slogans.

3
Conveniences

Rest room, wash basins, bathroom, provision for spittoons ,Provision of drinking water; water
cooler ,Canteen services, Management of workers cloak room, rest room, reading room
library.

Worker’s health service

Factory health inside, dispensary, ambulance, emergency aid, medical inspection for
Workers, health education, fitness research, family planning services.

Women and child welfare

Antenatal and post-delivery care, maternity aid, creche and child care, women‟s general
education; separate services for women workers, that is, lunch rooms, toilet, rest rooms,
women‟s recreation(indoor); family planning services.

Workers’ Recreation:

Indoor game games, strenuous games to be avoided during intervals of work.

Labor

Formation and working of various committees, that is works committee, protection

committee, canteen committee; consultation in welfare area, in production area, in the area of
management, in the area of public relations.

Worker’s Education

Reading room, library, socializing library; graphic education; adult education; factory news
bulletin

1.6 COMPANY PROFILE

History of TVS

Founded in 1979, TVS Motor Company, the USD 1.5 billion, flagship company of the 100
year old, USD 7 billion, TVS Group, is one of India‟s leading two-wheeler manufacturers
and among the top seven in the world. The company has the widest range of products in the
Indian two and three wheeler industry with exports to more than 60 countries worldwide.
Driven by technology and innovation at the helm, TVS Motor Company boasts of a rich

4
talent pool of more than 7000 personnel who constantly emphasize the company‟s
commitment to ensure best practices in state-of-the-art manufacturing facilities at Hosur in
Tamilnadu, Mysore in Karnataka, Nalagarh in Himachal Pradesh and Karawang in Indonesia.
Mr.VenuSrinivasan, the Chairman of TVS Motor Company has led by example, winning
many laurels including the prestigious “Padma Shri” award. “Order of Diplomatic Service
Merit" medal from Korean President, The JRD Tata Corporate, The Star of Asia award by
Business Week, The Jamsheji TATA Lifetime Quality Achievement Award and Emerging
Corporate Giant - Times & Harvard Business School Association are other high-profile
awards bestowed on him, on behalf of the company. He was also awarded the coveted
Ishikawa-Kano Award presented by Asian Network for Quality. Among the latest honours
conferred on him was an honorary doctor of science degree by Purdue University, USA. The
company‟s penchant for quality resulted in it becoming the first two-wheeler manufacturer to
win the coveted Deming Award in 2002. It was the first Indian company to deploy a catalytic
converter in a 100 cc motorcycle and the first to indigenously produce a four stroke 150cc
motorcycle. In 2006, the company‟s TVS Apache became the first Indian motorcycle to
consecutively win six prestigious awards in a row.

In 2007, TVS became the first Indian automobile manufacturer to roll out as many as seven
new products on a single day, a testimony to its manufacturing prowess. In 2012, TVS Motor
Company was declared as „India‟s most trusted Two Wheeler Brand‟ by the Brand Equity
Most Trusted Brand Survey and in 2014 TVS Jupiter became the most awarded scooter in
India, winning six „Scooter of the Year‟ awards from leading publication houses in the
country.

In 2015, TVS Motor Company emerged as the most awarded two wheeler manufacturer of
the year having received „Two wheeler manufacturer of the Year‟, „Motorcycle of the Year
upto 110 cc‟ : TVS StaR City+ and „Two Wheeler Commercial of the Year‟: TVS Sport at
the NDTV Car and Bike awards 2015, „Motorcycle of the Year Upto 110cc‟ : TVS StaR
City+ at the Car India Bike India Awards 2015 and „Scooter of the Year‟ : TVS Scooty Zest
at the Bloomberg Autocar India Awards 2015, ET Zigwheels Awards 2014 and CNBC
Overdrive Awards 2015. In the inaugural edition of JD Power India Two-wheeler IQS 2015,
TVS brands featured in the top three, across segments. While TVS Wego and TVS Jupiter
claimed top spots, TVS Sport, TVS Star City+ featured in the top three in economy
motorcycles and TVS Apache RTR 160 and 180 in the top three in premium category.

5
TVS Motor Company‟s customer inspired engineering approach, has enabled it to introduce
the widest product range that caters to all segments of the two and three wheeler industry in
India. Total customer satisfaction is achieved through excellence in quality that stems from
the company‟s management philosophy which is based on the five pillars of TQM (Total
Quality Management). Quality awareness therefore percolates through the entire organization
from new product development to after sales services.

Products

TVS Motor Company‟s products straddle all industry segments with TVS Sport and TVS
Star City+ in the economy segment, TVS Phoenix 125 in the executive segment and TVS
Apache series RTR in the performance segment. The company also manufactures TVS
Max4R, a product dedicated to rural commuters. The scooter segment of the company
comprises of TVS Scooty Pep+, TVS Scooty Streak, TVS WEGO, TVS Jupiter and TVS
Scooty Zest while TVS XL Super and Heavy Duty comprise the mopeds segment. The
company‟s three-wheeler TVS King is India‟s first 200 cc auto rickshawswith electric start
and elegant styling, available in Petrol, LPG, CNG and Diesel versions.

Global Presence

TVS Motor Company‟s wholly owned subsidiary - PT TVS Motor Company Indonesia,
manufactures TVS Neo, TVS Rockz& TVS Tormax - the new generation of bebeks, to cater
to ASEAN markets. The motorcycle portfolio of PT TVS Motor, Indonesia includes TVS
Apache RTR 160, TVS Apache RTR 180 and TVS Apache RTR 180 ABS. The company
recently introduced TVS Dazz, its first offering in the automatic skubek space. Currently
TVS Motor Company has international presence in more than 60 countries in Asian, African
and Latin American Continents.

6
 CHAPTER – II

2.1 REVIEW OF LITERATURE

Suresh, has conducted on “A Study on the Welfare Measures of export Syndicate (India)
Limited, Tirupur”, investigation is to make a scientific study of Labor Welfare Facilities
provided by the Company and to find out the Attitude of Employers of the Organization
about Welfare Measures.

Bindya Sukumar, conducted a study “Labor Welfare Measures Adopted By Apollo Tyres
Limited At Perambra”. The company has total employee strength of 800. The workers work
in three shifts i.e. Around 260 workers in each shift.

Simpson discussed about “employee satisfaction affect an employee‟s health” but it also
affects a company‟s productivity. If the employees are happy then the company will have
good productive workers. If employees like their job, they will have no problem doing it. If
on the other hand employees hate their job, they will try anything to avoid doing it. Unhappy
employees waste a lot of time and valuable work hours by standing around complaining,
taking long lunches and breaks, leaving early, coming to work late.

Dr. S. Ravi, discussed that Welfare programs are aimed at promoting the physical,
psychological and general wellbeing of the working population. Welfare can be observed,
experienced and enjoyed but its effectiveness may be more difficult to measure. the present
study is an analysis of the effectiveness of the employee welfare programs and this serves as
an effective feedback to the management. Welfare work covers all the efforts which
employers make for the benefit of their employees over and above the minimum standards of
lively working condition fixed by the factories Act and oven and above the provisions of the
social legislation providing against accident, old age, employment and sickness”.

Suresh, has conducted on “A Study on the Welfare Measures of export Syndicate (India)
Limited, Tirupur”, investigation is to make a scientific study of Labor Welfare Facilities
provided by the Company and to find out the Attitude of Employers of the Organization
about Welfare Measures.

Misra carried out a research aimed at sociological analysis of the labor welfare problems of
sugar industry. The analysis was based on the firsthand data collected from the sugar
factories of Eastern Uttar Pradesh. The study found that the conditions of work in sugar
factories of eastern region of Uttar Pradesh were not very satisfactory particularly in respect

7
of safety measures, cleanliness, sanitation, latrine facilities, drinking water, rest rooms, etc. It
also points out that the provisions for leaves and holidays, lighting, housing, medical and
education are far from satisfactory.

Rawat, has attempted an investigatory and analytical study of the state policy on the subject
of formulation of legislation relating to labour welfare and implementation of welfare
measures and programmes in various industrial sectors in industrial areas in the country. He
concludes that there is a need in the country to establish more welfare funds for agricultural,
unorganized labour, construction workers, handloom workers, etc., has been done in the case
of coal, mica, iron ore and limestone and dolomite mine workers. No efforts to improve the
well-being of the toiling workers can be successful so long as they lack legal literacy and
remain.Ignorant of their rights; duties and welfare measures are imposed upon them from
outside. Labour welfare is no bounty gift, reward or premium. Indeed it is workers‟ right.

Matthes Karen points out that today‟s workers switch jobs, and even careers, several times
over the course of their lifetime. As a result, traditional pension plans, which use length of
service as a primary factor to determine retirement income, do not hold the same appeal for
today‟s employees. Since defined benefit plans accrue most of their income at the end of an
employee‟s service, today‟s on-the-move workers will receive only minimal retirement
income when they leave. Defined contribution plans attempt to solve this problem by basing
retirement income on an employee‟s average career income. In this way, employees can leave
their jobs after only a few years of service and receive an acceptable sum of money. During
the past 3 years, employers have terminated more than 84000 pension plans, and defined
benefit plans have accounted for more than 1/2 of those terminations. A cash balance plan, a
hybrid of both defined benefit and defined contribution plans, provides employees with
individual accounts that can grow over time based on a percentage of pay plus interest
credits.

Thomas Susan states that CIGNA Corporation‟s “subsidy project” was created to review all
subsidized employee amenity programs and recommend an improved program mix that
would be the best value possible for the resources invested in the program. The first step was
to appoint a task force of representatives from employee relations, corporate staffing,
employee services, and the human resources from financial area. In addition, 13 focus groups
of about 10 employees each were conducted across the US. As a result of its research,
CIGNA modified such programs as discounted personal property casualty insurance
coverage, which were not of great value to employees but were sizable percentages of total

8
subsidy cost. The net result was a reduction in subsidy expense and a program mix that was
intended to better meet employee needs.

Goyal in his study the awareness of labour welfare facilities and brought out the relationship
between labour welfare facilities and job satisfaction in her work titled Labour Welfare and
Job Satisfaction. The study analysed the impact of labour welfare measures on job
satisfaction in the textile industries in Punjab, the extent of awareness and implementation of
labour welfare measures among workers and the extent to which these measures have been
successful to improve the workers' lot. Further the study critically assessed the problems and
suggested ways to improve the implementation of labour welfare measures. In her research a
comparative study was made between six cotton textile industries in Punjab belonging to the
private, public, and co-operative sectors. Based on random sampling, 350 textile workers in
these sectors in Punjab formed the sample of the study. The results of the study revealed that
majority of textile workers were satisfied with their job.

Srivastava his research titled Impact of Labour Welfare on Employees Attitudes and Job
Satisfaction, a comparative study was conducted on workers in the private and public sectors
of Kanpur city. The researcher attempted to assess the quality of labour welfare activities
measure the degree of job satisfaction of workers provided with labour welfare facilities in
private and public sectors and evaluates the attitudes of workers towards management in both
the sectors.

Srimannarayana and Srinivas conducted a study titled Welfare Facilities in a Cement

Plant: Employees' Awareness, Utilization and Satisfaction which analysed welfare facilities
provided by the plant, its administration and examined the extent of awareness, utilization
and satisfaction of the employees with the welfare facilities. For the purpose of the study a
private cement plant located in rural India was selected. The sample of the study constituted
officers in the personal department (management) and a random sample of 100 workers
covering 50 monthly rated employees and 50 daily rated employees. A schedule was
administered to the sample to collect their viewpoint on welfare.

Huth Stephen in his article titled “How Will You Nip this One at the Source?,” states that in
the last few years, various organizations have aggressively begun to solicit all employee
benefit functions. Some have labelled this process as “total benefits outsourcing”. Initially,
large benefits consulting firms and large employers themselves began to implement the
notion of an employee benefits service centre, a separate organization that could in effect take

9
over the company‟s day-to-day employee benefits business. More recently, this trend has
spread to other vendors in the benefits business. With a good deal of electronic dazzle and a
hefty dose of employee responsibility, an outside employee service centre can offer a whole
new way of doing business. The technology will allow a service representative in a rural area
of the country access to myriad details of hundreds of benefits plans, schedule, and to analyse
each detail for an employee.

Grover Chris has explored the aim of new labour‟s welfare reform programme to
reconstitute the reserve army of labour so that it is able to fulfil its role in managing
economic stability. The emphasis is upon ensuring that labour is as cheap as possible for
capital to employ through various direct and indirect wage subsidies and requiring more
benefit dependent groups to compete for paid employment.

Susanna Loeb state that as welfare-to-work reforms increase women‟s labour market
attachment, the lives of their young children are likely to change. This note draws on a
random assignment experiment in Connecticut to ask whether mothers‟ rising employment
levels and program participation are associated with changes in young children‟s early
learning and cognitive growth. Children of mothers who entered the Connecticut‟s jobs first
program an initiative with strict 21 month time limits and work incentives, displayed
moderate advantages in their early learning compared with those in a control group. A
number of potential mechanisms for this effect are explored, including maternal employment
and income, home environment, and child care. Mothers in the new welfare program are
more likely to be employed, have higher income, are less likely to be married, have more
children‟s books in their home, and take their children to libraries and museums more
frequently.

Espen Moen and Asa Rosen analysed the efficiency of the labour market outcome in a
competitive search equilibrium model with endogenous turnover and endogenous general
human capital formation. The results show that search frictions do not distort training
decisions if firms and their employees are able to coordinate efficiently, for instance, by using
long-term contracts. In the absence of efficient coordination devices, there is too much
turnover and too little investment in general training. Nonetheless, the number of training
firms and the amount of training provided are constrained optimal, and training subsidies
therefore reduce welfare.

10
Karl Aiginger reassessed the relative impact of labour market regulation on economic
performance. Inflexible labour markets combined with high welfare costs are often thought to
be the main cause of low growth in Europe. The main result is that regulation impacts on
growth, the impact of regulatory change is, however, less easy to demonstrate. The impact of
macro-economic policy can be demonstrated first by the more growth oriented monetary and
fiscal policy in the US and the success of some European countries in bringing private and
public costs in line with productivity and tax revenues. However, boosting investment into
future growth by encouraging research, education and technology diffusion seems to be the
most important determinant of performance.

Alison Earle and Jody Heymann in their study entitled “A Comparative Analysis of Paid
Leave for the Health Needs of Workers and their Families around the World” state that the
ability of workers to take time off work when they are ill, and when their children or adult
family members are ill, is critical to the health of workers and their families. They have
examined labour codes and labour related legislation for 178 countries available from the
International Labour Organization, and 160 individual country reports in Social Security
Programs throughout the world to determine the availability of paid sick leave globally and
explore whether there is a correlation with four measures of macro-economic status.

Padhi in his book titled “Labour and Industrial Law” explains that the term welfare refers to
the state of well-being and implies wholesomeness of the human being. It is a desirable state
of existence involving the mental, physical, moral and emotional factor of a person. Adequate
levels of earnings, safe and humane conditions of work and access to some minimum social
security benefits are the major qualitative dimensions of employment which enhance quality
of life of workers and their productivity.

Rick Csiernik in his article explores labour welfare in Canada across three distinct periods of
occupational assistance: welfare capitalism that began with the Industrial Revolution and
persisted through the depression of the 1930s; occupational alcoholism programming that
emerged during World War II and the typically unreported domestic labour strife of the
1940s, lasting through the post war economic boom into the 1960s; and the employee
assistance programming era with the introduction of the broad-brush approach to workplace-
based assistance that also witnessed organized labour in Canada provide fundamental
supports to workers that were originally introduced by workplace owners during the welfare
capitalism period, though now to benefit workers rather than to control them.

11
 CHAPTER – III

RESEARCH METHODOLOGY

3.1 RESEARCH METHODOLOGY

Research methodology is a systemized effort in gain knowledge. It can also refer to as “the
search of knowledge”. Research methodology is a technique used systematically to solve the
research problem. It helps the research to know which research method and analysis could be
utilized to bring out a possible solution for a search problem. The researcher solution should
know why a particular technique to the project.

3.2 RESEARCH DESIGN

The problem that follows the task of defining the research problem is the preparation of the
design of the research project popularly known as the “research design”.
In this research descriptive, research design is used concerned with describing the
characteristics of a particular individual or a group.
The respondents are the Labors of Vishvam TVS, Tiruchengode.

Sample size
The sample size of 72 customers from different places of Tiruchengode was interviewed.

Sampling Techniques
72 customers were taken from the different places of Tiruchengode for the study. The
sampling technique used for selecting the sample is simple random sampling.

3.3 DATA COLLECTION

The Data collection is very essential to study the information fact. In data collection there are
two types
1. Primary Data
2. Secondary Data

3.3.1 PRIMARY DATA

Primary data which are collected as fresh and for the first and thus happen to be original in
character, questionnaire is used to collect the data.

12
3.3.2 SECONDARY DATA
Secondary data is collected through previous records and through various references books
and personal manuals.

3.4 TOOLS USED FOR DATA

The tools used for the data in this study are:
1. Simple Percentage Method
Chart:
It is a pictorial representation of statistical data with several distributions in circular and
tabular form. This is used to show the breakdown of the various elements. It helps in easier
understanding of the statistical data which is easier manner.

13
 CHAPTER – IV

ANALYSIS AND INTERPRETATION

4.1 ANALYSIS AND INTERPRETATION

Table No. 4.1.1

AGE GROUP OF THE RESPONDENTS

S. No Age (Years) No. of. Respondents Percentage

1 Below 30 21 29.2

2 30-35 28 38.9

3 36-40 07 9.7

4 41-45 06 8.3

5 Above 45 10 13.9

Total 72 100.0

Source: Primary data

INTERPRETATION

The above table shows that 29.2% of the respondents are in the age group of below 30 years,
38.9% of the respondents are in the age group of 30-35 years, 9.7% of the respondents are in
the age group of 36-40 years, 8.3% of the respondents are in the 41-45years and 13.9% of the
respondents are Above 45 years.

14
 Chart No: 4.1.1
AGE GROUP OF THE RESPONDENTS

Age group of the respondents

30 28

25
21
20

15
10 No.of.respondents
10 7 6
5

0
Below 30 30-35 36-40 41-45 Above 45

15
 Table No. 4.1.2

GENDER OF THE RESPONDENTS

S. No Gender No. of. Respondents Percentage

1 Male 41 56.9

2 Female 31 43.1

Total 72 100.0

Source: Primary data

INTERPRETATION

From the above table it is clear that 56.9% of the respondents are Male, and 43.1% of the
respondents are Female.

16
 Chart No: 4.1.2
GENDER OF THE RESPONDENTS

Gender of the respondents

45
41
40
35
31
30
25
20 No.of.respondents
15
10
5
0
Male Female

17
 Table No. 4.1.3

LEVEL OF EDUCATION OF THE RESPONDENTS

S. No Level of Education No. of. Respondents Percentage

1 Matriculate/ Diploma 21 29.2

2 Graduate 30 41.7

3 Post Graduate 12 16.6

4 Professional Degree 09 12.5

Total 72 100.0

Source: Primary data

INTERPRETATION

It is clear that 29.2% of the respondents level of education is Matriculate/ Diploma, 41.7% of
the respondents are level of education is Graduate, 16.6% of the respondents are level of
education is Post Graduate, 12.5% of the respondents are level of education is Professional
Degree.

18
 Chart No: 4.1.3
LEVEL OF EDUCATION OF THE RESPONDENTS

Level of Education of the respondents

35
30
30

25
21
20

15 12 No.of.respondents
10 9

0
School level Graduate or PG level Illiterate
diploma

19
 Table No. 4.1.4

DESIGNATION OF THE RESPONDENTS

S. No Designation No. of. Respondents Percentage

1 Worker 36 50.0

2 Staff 29 40.3

3 Executive 07 9.7

Total 72 100.0

Source: Primary data

INTERPRETATION

From the above table it is clear that 50.0% of the respondents are Worker, 40.3% of the
respondents are Staff, 9.7% of the respondents are Executive.

20
 Chart No: 4.1.4
DESIGNATION OF THE RESPONDENTS

Designation of the respondents

40
36
35
29
30

25

20
No.of.respondents
15

10 7
5

0
Worker Staff Executive

21
 Table No. 4.1.5

YEAR OF SERVICE OF THE RESPONDENTS

S. No Year of service No. of. Respondents Percentage

1 Below 10 Years 21 29.2

2 10-20 Years 39 54.2

3 Above 20 Years 12 16.6

Total 72 100.0

Source: Primary data

INTERPRETATION

From the above table it is clear that 29.2% of the respondents‟ service is Below 10 Years,
54.2% of the respondents‟ service is 10-20 Years, and 16.6% of the respondents‟ service is
Above 20 Years.

22
 Chart No: 4.1.5
YEAR OF SERVICE OF THE RESPONDENTS

Year of service of the respondents

45
39
40
35
30
25
21
20 No.of.respondents
15 12
10
5
0
Below 10 Years 10-20 Years Above 20 Years

23
 Table No. 4.1.6

SALARY OF THE RESPONDENTS

S. No Salary (Per Year) No. of. Respondents Percentage

1 less than Rs,200,000 23 31.9

2 Rs,2,00,000-3,00,000 28 38.9

3 Rs,3,00,001-4,00,000 13 18.1

4 Above Rs, 4, 00,000 08 11.1

Total 72 100.0

Source: Primary data

INTERPRETATION

It is clear that 31.9% of the respondents salary is less than Rs,200,000, 38.9% of the
respondents salary is Rs,2,00,000-3,00,000, 18.1% of the respondents salary is Rs,3,00,001-
4,00,000 11.1% of the respondents salary is Above Rs, 4, 00,000.

24
 Chart No: 4.1.6
SALARY OF THE RESPONDENTS

Salary of the respondents

30 28

25 23

20
15 13

10 8

5 No.of.respondents
0

25
 Table No. 4.1.7

SAFETY MEASURES PROVIDED FOR THE RESPONDENTS

S. No Safety Measures No. of. Respondents Percentage

1 Fencing of machinery 04 5.6

Training is given to work
2 07 9.7
near machinery in motive
Revolving machinery
3 05 6.9
fenced properly
Better quality of floors,
4 06 8.3
stairs
5 Protection of eyes 21 29.2
Protections against
6 03 4.2
dangerous times.
Precautions against
7 10 13.9
dangerous fire
8 Ambulance facilities 16 22.2

Total 72 100.0

Source: Primary data

INTERPRETATION

It is clear that 5.6% of the respondents said that Fencing of machinery is provided as safety
measures, 9.7% of the respondents said that Training is given to work near machinery in
motive is provided as safety measures, 6.9% of the respondents said that Revolving
machinery fenced properly is provided as safety measures, 8.3% of the respondents said that
Better quality of floors, stairs is provided as safety measures, 29.2% of the respondents said
that Protection of eyes is provided as safety measures, 4.2% of the respondents said that
Protections against dangerous times is provided as safety measures, 13.9% of the respondents
said that Precautions against dangerous fire is provided as safety measures and 22.2% of the
respondents said that Ambulance facilities is provided as safety measures.

26
 Chart No: 4.1.7

SAFETY MEASURES PROVIDED FOR THE RESPONDENTS

Safety measures provided for the respondents

25
21
20
16
15
10
10 7
5 6
4 3
5

0 No.of.respondents

27
 Table No. 4.1.8

PROBLEM IN AVAILING LEAVE FOR THE RESPONDENTS

S. No Problem in availing leave No. of. Respondents Percentage

1 Yes 39 54.2

2 No 33 45.8

Total 72 100.0

Source: Primary data

INTERPRETATION

From the above table it is clear that 54.2% of the respondents‟ said that they have problem in
availing leave in their organization, 45.8% of the respondents‟ said that they don‟t have any
problem in availing leave in their organization.

28
 Chart No: 4.1.8
PROBLEM IN AVAILING LEAVE FOR THE RESPONDENTS

Problem in availing leave for the respondents

40
39
39
38
37
36
35
No.of.respondents
34
33
33
32
31
30
Yes No

29
 Table No. 4.1.9

WORK LOAD OF THE RESPONDENTS

S. No Work Load No. of. Respondents Percentage

1 Heavy 22 30.6

2 Normal 36 50.0

3 Light 14 19.4

Total 72 100.0

Source: Primary data

INTERPRETATION

From the above table it is clear that 30.6% of the respondents‟ said that they have heavy work
load in their organization, 50.0% of the respondents‟ said that they have normal work load in
their organization. 19.4% of the respondents‟ said that they have light work load in their
organization.

30
 Chart No: 4.1.9
WORK LOAD OF THE RESPONDENTS

Work load of the respondents

40
36
35

30

25 22
20
No.of.respondents
14
15

10

0
Heavy Normal Light

31
 Table No. 4.1.10

RESPONDENTS OPINION ABOUT PROMOTION

S. No Opinion about promotion No. of. Respondents Percentage

1 Qualification 12 16.7

2 Merit 07 9.7

3 Experience 28 38.9

4 Recommend 17 23.6

5 All the above 08 11.1

Total 72 100.0

Source: Primary data

INTERPRETATION

From the above table it is clear that 16.7% of the respondents‟ said that based on qualification
they get promotion. 9.7% of the respondents‟ said that based on Merit they get promotion,
38.9% of the respondents‟ said that based on Experience they get promotion, 23.6% % of the
respondents‟ said that based on Recommendation they get promotion, 11.1% of the
respondents‟ said that based on qualification, Merit, Merit, Recommendation they get
promotion.

32
 Chart No: 4.1.10
RESPONDENTS OPINION ABOUT PROMOTION

Respondents opinion about promotion

30 28

25

20
17

15
12 No.of.respondents
10 8
7

0
Qualification Merit Experience Recommend All the above

33
 Table No. 4.1.11

APPLIED PROMOTION FOR SENIOR GRADE

S. No Applied promotion No. of. Respondents Percentage

1 Yes 43 59.7

2 No 29 40.3

Total 72 100.0

Source: Primary data

INTERPRETATION

From the above table it is clear that 59.7% of the respondents‟ are applied for promotion
40.3% of the respondents‟ are not applied for promotion.

34
 Chart No: 4.1.11
APPLIED PROMOTION FOR SENIOR GRADE

Applied promotion for senior grade

50
45 43
40
35
29
30
25
No.of.respondents
20
15
10
5
0
Yes No

35
 Table No. 4.1.12

SETTLEMENT OF INDUSTRIAL DISPUTES

Settlement of Industrial
S. No No. of. Respondents Percentage
Disputes
1 Collective bargaining 16 22.2

2 Conciliation 20 27.8

3 Works committee 18 25.0

4 Joint management councils 18 25.0

Total 72 100.0

Source: Primary data

INTERPRETATION

From the above table it is clear that 22.2% of the respondents‟ said that industrial disputes are
settled through Collective bargaining, 27.8% of the respondents‟ said that industrial disputes
are settled through Conciliation, 25.0% of the respondents‟ said that industrial disputes are
settled through Works committee, 25.0% of the respondents‟ said that industrial disputes are
settled through Joint management councils.

36
 Chart No: 4.1.12
SETTLEMENT OF INDUSTRIAL DISPUTES

Settlement of industrial disputes

25

20
20 18 18
16
15

10
No.of.respondents

0
Collective Conciliation Works Joint
bargaining committee management
councils

37
 Table No. 4.1.13

MEMBER OF TRADE UNION

S. No Member of trade union No. of. Respondents Percentage

1 Yes 29 40.3

2 No 43 59.7

Total 72 100.0

Source: Primary data

INTERPRETATION

From the above table it is clear that 40.3% of the respondents‟ are member in trade union
59.7% of the respondents‟ are not member in trade union.

38
 Chart No: 4.1.13
MEMBER OF TRADE UNION

Member of trade union

50
45 43
40
35
29
30
25
No.of.respondents
20
15
10
5
0
Yes No

39
 Table No. 4.1.14

NO OF TRADE UNIONS IN THE FACTORY

S. No No. of trade union No. of. Respondents Percentage

1 Two 38 52.8

2 Four 23 31.9

3 Five 07 9.7

4 Above five 04 5.6

Total 72 100.0

Source: Primary data

INTERPRETATION

From the above table it is clear that 52.8% of the respondents‟ said that they have two trade
unions in their factory, 31.9% of the respondents‟ said that they have four trade unions in
their factory, 9.7% of the respondents‟ said that they have five trade unions in their factory,
5.6% of the respondents‟ said that they have above five trade unions in their factory.

40
 Chart No: 4.1.14
NO OF TRADE UNIONS IN THE FACTORY

No of trade unions in the factory

40 38

35

30

25 23

20
No.of.respondents
15

10 7
4
5

0
Two Four Five Above five

41
 Table No. 4.1.15

LABOUR MANAGEMENT FORUMS USED IN YOUR ORGANIZATION

S. No Labour Management Forums No. of. Respondents Percentage

1 Management union meeting 12 16.7

2 Works Committee 07 9.7

3 Shop council 28 38.9

4 Joint management council 17 23.6

5 Collective bargaining 08 11.1

Total 72 100.0

Source: Primary data

INTERPRETATION

From the above table it is clear that 16.7% of the respondents‟ said that Management union
meeting is used as management forums in their organization, 9.7% of the respondents‟ said
that Works Committee is used as management forums in their organization, 38.9% of the
respondents‟ said that Shop council is used as management forums in their organization,
23.6% of the respondents‟ said that Joint management council is used as management forums
in their organization, 11.1% of the respondents‟ said that Collective bargaining is used as
management forums in their organization.

42
 Chart No: 4.1.15
NO OF TRADE UNIONS IN THE FACTORY

No of trade unions in the factory

30 28

25

20
17
15
12
10 8 No.of.respondents
7
5

0
Management Works Shop council Joint Collective
union Committee management bargaining
meeting council

43
 Table No. 4.1.16

SATISFACTION LEVEL OF WORKERS PARTICIPATION IN MANAGEMENT

S. No Workers Participation No. of. Respondents Percentage

1 Highly satisfied 15 20.8

2 Satisfied 31 43.1

3 Dissatisfied 19 26.4

4 No idea 07 9.7

Total 72 100.0

Source: Primary data

INTERPRETATION

From the above table it is clear that 20.8% of the respondents‟ are highly satisfied in the
workers participation, 43.1% of the respondents‟ are satisfied in the workers participation,
26.4% of the respondents‟ are dissatisfied in the workers participation, 9.7% of the
respondents‟ no idea in the workers participation.

44
 Chart No: 4.1.16
SATISFACTION LEVEL OF WORKERS PARTICIPATION IN MANAGEMENT

Satisfaction level of workers participation in management

35
31
30

25

20 19
15
15 No.of.respondents

10
7
5

0
Highly satisfied Satisfied Dissatisfied No idea

45
 Table No. 4.1.17

SOCIAL RELATION PARTICIPATION OF THE RESPONDENTS

S. No Social Relation Participation No. of. Respondents Percentage

1 Marriage 32 44.4

2 Cultural programme 09 12.5

3 Mass Dinners 04 5.6

4 Religious function 16 22.2

5 Funerals 11 15.3

Total 72 100.0

Source: Primary data

INTERPRETATION

From the above table it is clear that 44.4% of the respondents‟ participate in the marriage
function, 12.5% of the respondents‟ participate in the Cultural programme, 5.6% of the
respondents‟ participate in the Mass Dinners, 22.2% of the respondents‟ participate in the
Religious function, 15.3% of the respondents‟ participate in the Funerals.

46
 Chart No: 4.1.17
SOCIAL RELATION PARTICIPATION OF THE RESPONDENTS

Social relation participation of the respondents

35 32
30

25

20
16
15 No.of.respondents
11
10 9

5 4

0
Marriage Cultural Mass Dinners Religious Funerals
programme function

47
 CHAPTER – V

FINDINGS SUGGESTION AND CONCLUSION

5.1 FINDINGS

1. Majority 38.9% of the respondents are in the age group of 30-35 years.
2. Superior Majority 56.9% of the respondents are Male.
3. Majority 41.7% of the respondents are level of education is Graduate.
4. Majority 40.3% of the respondents are Staff.
5. Superior Majority 54.2% of the respondents‟ service is 10-20 Years.
6. Majority 38.9% of the respondents salary is Rs.2,00,000-3,00,000.
7. Majority 29.2% of the respondents said that Protection of eyes is provided as safety
measures.
8. Superior Majority 54.2% of the respondents‟ said that they have problem in availing leave
in their organization.
9. Superior Majority 50.0% of the respondents‟ said that they have normal work load in
their organization.
10. Majority 38.9% of the respondents‟ said that based on Experience they get promotion.
11. Superior Majority 59.7% of the respondents‟ are applied for promotion.
12. Majority 27.8% of the respondents‟ said that industrial disputes are settled through
Conciliation.
13. Superior Majority 59.7% of the respondents‟ are not member in trade union.
14. Superior Majority 52.8% of the respondents‟ said that they have two trade unions in their
factory.
15. Majority 38.9% of the respondents‟ said that Shop council is used as management forums
in their organization.
16. Majority 43.1% of the respondents‟ are satisfied in the workers participation.
17. Majority 44.4% of the respondents‟ participate in the marriage function.

48
5.2 SUGGESTION

 While rewarding suggestion master quality of suggestions could be considered instead

of quantity.
 Employees could be oriented to utilize Welfare facilities.
 Employees can self-access, finding faults and correcting them.
 Alternative rewards could be giving as reward for quality circles.
 The recreational facilities may be improved by improving the facilities and investing a
portion of money based on the requirements and needs of the maximum number of
employees including facilities for stress reduction exercises.
 The quality of the food may be improved in canteen by engaging professional cooks
for cooking and may take steps to make the members on a different style based on the
discussions with the canteen committee representatives.

49
5.3 CONCLUSION

The study clearly shows that majority of the employees are satisfied with the existing welfare
measures in Vishvam Tvs,. Only a meager percentage of about 8 percentages (overall) of the
employees are not in agreement with the various existing welfare measures like canteen,
medical, Township, school, lighting facility, ventilation, and service dress, transport facility.
Employees are also satisfied with various monetary facilities like festival advances, house
building advance and vehicle advance provided by the company. To sum up, in general
employees are satisfied with the various welfare measures currently in vogue, in Vishvam
Tvs, Tiruchengode.

50
REFERENCES

1. Ganasekaran.P, 1st Edition, 2008, Labour Laws, Aruma Pathippagam, Page No: 46-59.2.
2. Kothari C.R, 2nd Edition, 2004, Research Methodology Methods and techniques, Newage
international (P) Ltd, Page No: 1-7.3.
3. Punekar.S.D, 12th Edition, 1999, Labour Trade Unionism and Industrial Relations,
Himalaya Publishing House, Page No. 51-60.
4. Aswathappa K. (2010). Human Resource Management. New Delhi: Tata McGraw Hill.
5. Hopkins (1955). Retrieved on 12/ 09/2014 from http://www.inflibnet.ac.in
6. Richardson, J.H. Industrial Relation in Great Britain, p.172, 1954.
7. Encyclopedia of Social Sciences, Vol. XV 1935, p-395z
8. I.L.O. Asian Regional Conference, Report II, 1949, p.3.
9. Government of India (1931).Report of the Royal Commission on Labor, Calcutta, Central
Publications Branch, p.261.
10. Labor Investigation committee 1946. Main report, Government of India.
11. Interim Report on Joint Standing Industrial Councils, Committee on Industry and Trade
(Balfour Committee), Survey of Industrial Relations, 1926. 11. Panindikar, J.H- Industrial
Labor in India, p.2, 1933.
12. Joshi, N.M, Trade Union Movement in India, 1927, p.26.
13. Arthur James Todd (1933). Industry and Society: A Sociological Appraisal of Modern
Industrialization, New York, H. Holt & Co. p.250.
14. Government of India, Ministry of Labor and Employment (1946).Main Report of the
Labor Investigation Committee, Delhi, Manager of Publications, p.336.
15. Malviya Committee Report on Labor Welfare, 1969, p.24.
16. Punekar S.D., Deodher, Sankaran, “Labor Welfare, Trade Unionism and Industrial
Relations”, Himalaya Publishing House, 13th Edition -2003.
17. Israfil Ali, “Labor Welfare”, Everest Publishing House, 1st Edition, 2012.
18. Todd, Arthur James. Industry and Society - A Sociological Appraisal of Modern
Industrialisation, New York: H. Holt & Company. 1933
19. Ahuja, K.K. “Labor Welfare and Social Security” in Personnel Management, Kalyani
publishers, New Delhi, 1988 pp. 935-947.
20. ArunMonappa, “Labor Welfare and Social Security” in Industrial Relations, Tata
McGraw-Hill Publishing Company Limited, New Delhi, 1990, pp. 243-

51
21. Aswathappa, K. “Human Resource Management”, Tata McGraw Hill Education Private
Limited, New Delhi, 2010, pp. 378-392.

52
 QUESTIONNAIRE

1. Name :

2. Age (Years)
a) Below 30 b) 30-35 c) 36-40 d) 41-45 e) above 45
3. Gender
a) Male b) Female
4. Education
a) Matriculate/ Diploma b) Graduate
c) Post-graduate d) Professional degree
5. Designation
a) Worker b) Staff c) Executive
5. Department ____________
6. Year of Service
a) Below10 Years b) 10-20 Years c) above 20 years
7. Total Pay range (per year)
a) less than Rs,200,000 b) Rs,2,00,000-3,00,000
c) Rs,3,00,001-4,00,000 d) Above Rs, 4, 00,000

8. Organizational Welfare Measures

I Welfare Measures in Nature of
Work

S.N Particulars Excellent Very Good Fair Poor

good
1. Identifying job requirement

2. Creating job attachment to the

employer
3. Giving proper job information
II Welfare Measures for conducive relationships
4. Maintaining proper relationship with
staff
5. Transferring communication to
every
staff
6. Recognizing the hardware
contribution

53
III Pay and allowances
7. Giving reasonable pay for every
employee
8. Competent salary is given to the
employees
9. Reward system are very transparent
to
encourage the employees
IV Work environment
10 Working conditions are well defined
for the employees
11. Comfort ability of the working hours
is
maintain
12. Provision of safety appliances at
work
9. What kind of safety measures are provided in your concern?
(a) Fencing of machinery
(b) Training is given to work near machinery in motive
(c) Revolving machinery fenced properly
(d) Better quality of floors, stairs
(e) Protection of eyes
(f) Protections against dangerous times.
(g) Precautions against dangerous fire
(h) Ambulance facilities

OTHER WELFARE MEASURES

10. Do you have any problem in availing leave?
(a) Yes (b) No
(b) If yes mention Reason __ _ _
11. How do you feel present work load?
(a) Heavy (b) Normal (c) Light
12. What is your opinion about promotion?
(a) Qualification (b) Merit (c) Experience
(d) Recommend (e) All the above
13. Have you ever applied for promotion to senior grade?
(a) Yes (b) No

54
14. Settlement of Industrial disputes through?
(a) Collective bargaining (b) Conciliation (c) Works committee
(d) Joint management councils
15. Are you a member of trade union?
(a) Yes (b) No
16. How many trade unions in your factory?
(a) 2 (b) 4 (c) 5 (d) Above 5
17. What are the labour management forums in your organization?
(a) Management union meeting (b) Works Committee
(c) Shop council (d) Joint management council
(e) Collective bargaining
18. Workers participation in management?
(a) Highly satisfied (b) Satisfied (c) Dissatisfied (d) No idea
19. Social relations participation?
(a) Marriage (b) Cultural programme (c) Mass Dinners
(d) Religious function (e) Funerals
20. Do you have any suggestions

Thank You

55