“EMPLOYEE WELFARE MEASURES AND JOB

SATISFACTION” with reference to

K.K.R GROUP OF COMPANIES (NIRAPARA), OKKAL
MAJOR PROJECT REPORT
In the partial fulfilment of the requirement for the award of the degree of

MASTER DEGREE IN BUSINESS ADMINISTRATION

UNDER THE GUIDANCE OF
MR. ATHEEN K
(Faculty guide)
Submitted to
DR E.K SATHEESH
(Co-ordinator)
Submitted by
AISWARYA M
REG NO: SOAQMBA001

SCHOOL OF MANAGEMENT STUDIES KUTTIPURAM

UNIVERSITY OF CALICUT
2016-2018
 CHAPTER 1
INTRODUCTION
 1.1 INTRODUCTION TO STUDY
Safety and welfare measures are inevitable to any organization where workers are
involved. An organization‘s responsibility to its employees extends beyond the
payment of wages for their services. The employee’s safety and welfare on and off the
job within the organization is a vital concern of the employer. Providing a safe and
healthy environment is a pre-requisite for any productive effort. This research deals
with the study on the welfare measures provided to the employees at KKR Group of
Companies Okkal, Ernakulam.
“Welfare is comfortable living and working conditions”. Employee welfare means the
efforts to make life worth living for workman. “Welfare is comfortable living and
working conditions”. People are the most important asset of an organization, and the
accounting profession has to assess and record the value and cost of people of an
organization. Once this is accepted, the need for measuring the value for recording it
in the books of accounts arises. The value of human assets can be increased
substantially by making investment in their training and welfare activities in the same
way as the value of repairs/ overhauling, etc.

While the cost on training, development, etc., can be recorded separately and to be
within the eventual, the expenditure on welfare activities can be added to the
‘investment’ and the returns judged. Unlike other assets which have depreciation
value as year’s passes by, value of human assets appreciates with passing years. The
value can depreciate by aging process which is generally hastened up by worries,
unhealthy conditions, etc. once this process is slowed down, or at least if the employee
is made to feel ‘young in spirits’ the value of this asset appreciates considerably.

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

The statement of the study is about the welfare measure of employees in KKR
Group of Companies.

The manufacturing done in this company depends mainly on the efficiency of

the employees for full automation is not practicable, the workers are provided
with different facility so as to motivate them. This study undertaken in order to
understand the different welfare measures provided by the company, gather the
opinion of the employees about these facilities and also to know the reasons for
their dissatisfaction if any.

1.3 SIGNIFICANCE OF THE STUDY

Employee welfare is very broad term, covering social security and such other
activities like canteen, housing, crèches and medical facilities.

Employee’s welfare improves morale and loyalty of workers by making happy and
satisfied. It increases job satisfaction and efficiency. It helps to increase employee’s
productivity and protects worker from social evils. It helps to enhance goodwill and
public image of the organisation. Labour welfare also helps to improve industrial
relations and peace.

A study on the labour welfare measures helps to know about facilities, services, and
activities provided to workers for improving their health efficiency, economic
settlement and social status.

1.4 SCOPE OF THE STUDY

 The present study has been undertaken to study find out employee welfare
measures and job satisfaction in KKR Group of Companies Okkal, Ernakulam.
 To find out the practical difficulties involved in welfare measures that can be
evaluated through this study.
  The study can be used to bring out the solution for the problem faced by the
employees availing the welfare measures.
 Through the study, company would be able to know the satisfaction level of
employee on welfare measures
.
1.5 OBJECTIVE OF THE STUDY
 To understand & present the various welfare measures at KKR Group of
Companies NIRAPARA.
 To examine the satisfaction level of employee regarding welfare measures
provided by the Organization.
 To study the factors that motivates employees to work in the organisation.
 To find the drawbacks in the current welfare measures.
 To analyze and suggest further improvement of existing welfare facilities
in the organization.

.1.6 RESEARCH METHODOLOGY

The methodology followed for conducting the study includes the specification of
research design, sample design, questionnaire design, data collection and statistical
tools used for analyzing the collected data.

RESEARCH DESIGN: The study is descriptive in nature.

TYPES OF DATA USED FOR THE STUDY

Primary data and Secondary data are using for this study.

SOURCES OF DATA

Primary data were collecting directly from the customers through structured
Questionnaire, Telephonic interview and email.
Secondary data were collecting from company documents, standard textbooks and
Internet.

METHODS OF DATA COLLECTION

The secondary data is collecting through desk research and primary data is collecting
through survey and interview method.

SAMPLING DESIGN

Sampling unit :

Employees of K.K.R GROUP OF COMPANIES NIRAPARA

Sample size:

Sample size used for the study is 100 employees.

SAMPLING TECHNIQUE

The Sampling technique is to use for the study is random Sampling.

TOOLS FOR DATA ANALYSIS:

 Percentage analysis
 Chi-square test
 Karl Pearson’s coefficient correlation

TOOLS FOR PRESENTATION OF DATA

Tables, Pie charts, bar-diagrams and Graphs are using for the presentation of data.
 1.7 HYPOTHESIS
H0: There is no significant relationship between welfare measures and job satisfaction
of employees in KKR Group of Companies NIRAPARA.
H1: There is significant relationship between welfare measures and job satisfaction of
employees in KKR Group of Companies NIRAPARA.

Variables Used

Employee welfare measures (Independent Variable)

Job satisfaction (Dependent Variable)

1.8 PERIOD OF THE STUDY

Duration of this study is only 56 days from 1st April 2018 to 25th May 2018.

1.9 LIMITATIONS OF THE STUDY.

• The personal opinion of customers may vary from person to person.

• All the limitations to pertaining to questionnaire also affect the study.
• This sample may not be considered as a good representative of the whole
population.
• There may be a possibility of human error.
 1.10 CONCEPTUAL MAP

EMPLOYEE WELFARE MEASURES Job satisfaction

(Independent) (Dependent)

Welfare measures FACTORS

High satisfaction
 Organisation
 Health  Reward &
al factors
 Safety incentives
 Work
 Education facility to  Interesting
environmenta
children work
l factors
 Rescue operation scheme  Low stress
 Work itself
 Transportation facilities  Friendly &
 Personal
 Recreation facilities respectful
factors
 Housing facilities environment

 Labour welfare fund

 Loans and various Low satisfaction
advances
 Lack of
interest
 Poor
management
 Limited
career
growth
Findings
 Being
underpaid

Suggestions

Conclusions
 CHAPTER 2

REVIEW OF LITERATURE AND THEORITICAL FRAME

WORK
2.1 REVIEW OF LITERATURE

STUDIES ON EMPLOYEE WELFARE MEASURES AND JOB

SATISFACTION
The labour welfare measures provided in an organisation affect the attitudes of
employees towards work. Labour welfare facilities satisfy the needs of the employees,
which can improve their working life, family life and overall welfare. Various studies
have explored the labour welfare facilities provided by organizations and determined
its influence on job satisfaction.

With a view to measure the level of workers' job satisfaction, a scale developed and
standardized by Ganguli (1954) consisting of 30 internally consistent statements and
measuring nine dimensions of job satisfaction was used with slight modification.
Results of the study revealed that wage discontent, deplorable working and living
conditions, job insecurity and poor industrial relations climate, continues to be the
major consideration in employees working lives. Furthermore considering that the
increase in earnings has not led to an increase in real wages and that the improvements
in wages alone can neither satisfy the worker nor cause job mobility and work
commitment among them, the results draw attention to the fact that the non-wage
incentives should receive more attention than they have received hitherto. These are in
the form of dress, items subsidized, housing and canteens, family planning,
recreational activities, transport, education, health care assistance which would go a
long way in improving the lot of workers. With respect to various aspects of the job,
majority of the workers were to a great extent dissatisfied with their wages, welfare
facilities, working conditions, security of service, nature of job, supervisory
behaviour, promotion opportunities, and personal policies. From the results it was
found that workers recognize the supervisor's relation with workers as most important
aspect of the job.

Sharan (1980) conducted a study on working conditions and job satisfaction. Six
aspects of working conditions studied were wages, job security, benefits, promotional
prospects, physical atmosphere at work, and social relationship with immediate
bosses. The researcher found that the accumulative effects of these adverse working
conditions have rendered work unpleasant for the respondents. Further it was found
that if these working conditions show any marked improvement particularly in wages,
then the respondent's satisfaction with their job is likely to improve considerably.

Gani (1993) in his study on Quality of Work Life in a State Setting: Finding of an
Empirical Study attempted to examine some important aspects of quality of work life,
adopted from various studies in India and abroad. Using the technique of stratified
proportionate sampling, the sample of the study constituted 250 workers from five
large and medium scale manufacturing public and private sector units in Kashmir and
Jammu 103 Divisions. A comprehensive interview schedule was prepared and used
after proper pretesting to elicit information from workers on various issues under the
study. The information was secured from respondents through personal investigation
methods. Likert type technique was used to prepare the scale while selecting items to
measure the attitudes of workers.

Gani (1993) stressed upon the importance of non-wage incentives, which comes
under the purview of non-statutory labour welfare facilities. Moreover the various
aspects of the job in which majority of the workers were highly dissatisfied are part of
labour welfare facilities. It determined the level of job satisfaction experienced by
workers. However the research did not study the influence of the dimensions of
quality of work life or in other words the labour welfare facilities on job satisfaction,
nor did it study the influence of personal variables, hierarchy, and that of statutory and
nonstatutory welfare facilities on job satisfaction.

Goyal (1995) who studied 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 measure workers satisfied with these welfare
facilities was from the private sectors. Moreover the percentage of workers who felt
the absence of adequate quality of working conditions, and that the supervisors and
co-workers did not help them in the hour of need were very low.

The study further revealed that satisfaction with the implementation of the Factories
Act (1948) increased job satisfaction among workers. There was a positive correlation
between the level of awareness of the Factories Act and the level of job satisfaction
but this relationship is not statistically significant. A positive correlation was found
between the level of satisfaction in the implementation of the provisions of the
Provident Fund and Miscellaneous Provisions Act (1952) and job satisfaction.

The same results were found with the Employees State Insurance Act (1948).
Education and job satisfaction were negatively related but the correlation was not
statistically significant. A negative correlation existed between status of employment
and job satisfaction among the textile workers. 21.42 percent of workers reported that
they would not like to continue with their present job. The findings of the study also
revealed the percentage of workers in the textile industries studied, who were satisfied
with their jobs due to the provision of various statutory labour welfare facilities.
Majority of the workers were satisfied with their jobs with respect to retirement
benefits like gratuity and provident fund. The number of such satisfied workers was
the highest in the private sectors and the minimum in the public sectors. But only a
few workers were found to be highly satisfied and highly dissatisfied with their jobs in
this regard. 93 A small percentage of workers were dissatisfied with their jobs with
respect to recreational facilities. The percentage of satisfied workers was the highest
in the private sectors and minimum in the public sectors. A fairly large percentage of
workers were satisfied with their jobs with respect to medical benefits and housing
facilities. The private sectors had the maximum number of satisfied workers while in
the public sectors minimum number of the workers was satisfied in this regard. Some
workers felt that it is perfectly right that their job increased their standard of living
(20.57 percent). The maximum number of the workers in favour of this was from
private sectors and minimum from public sectors. The small percentage of workers
felt the absence of adequate quality of working conditions. The private sectors had the
minimum number of workers who are dissatisfied with their job in this regard, while
the cooperative sectors had the maximum number of such workers. A small number of
workers were highly satisfied, majority of them were satisfied and a few of them were
dissatisfied with the quality of working conditions. To conclude, the study suggested
the statutory welfare facilities should be well implemented and so should labour
welfare measures so that the level of job satisfaction increases among textile workers
in Punjab, which in turn may help in increasing productivity of workers.

94 In this study, Goyal (1995) determined the extent of job satisfaction experienced
by textile workers due to primarily the statutory labour welfare facilities provided in
the private, public and co-operative textile sectors in Punjab, the awareness and
implementation of these labour welfare facilities and their correlation with job
satisfaction, including the relationship between labour welfare and job satisfaction.
However, the researcher did not investigate the influence of personal factors (gender,
age and experience) and hierarchy on the level of job satisfaction of the textile
workers studied, compare the level of job satisfaction experienced by these workers in
the different sectors of the textile industry, the influence of the non-statutory labour
welfare facilities on job satisfaction and the differential influence in the dimensions of
labour welfare facilities on the level of job satisfaction.

Kumar and Yadav (2002) titled Satisfaction Level from Labour Welfare Schemes in
Sugar Factories in Gorakhpur Division, examined the labour welfare schemes in the
eight State government and private sector sugar factories of the Gorakhpur Division in
Uttar Pradesh. Based on stratified random sampling, 240 workers were interviewed
from these sugar factories, using a well-structured interview schedule. The results
revealed that, overall the satisfaction level of workers from labour welfare schemes
was low in both the private and State sugar factories. Further, the workers in both
sectors ranked the four labour welfare schemes according to their importance, which
fell in the 105 following order housing scheme, medical scheme, followed by
education and recreation schemes. However when a comparison was made between
the respondents in the private and State sugar factories it was observed that worker's
satisfaction level from welfare measures which affects work environment, is higher in
the private sector sugar factories than in the State government sugar factories.
Moreover satisfaction of workers from social security schemes, housing, medical
schemes, education scheme, was higher for workers in the private sector sugar
factories than the State government sugar factories. The study concluded that workers
in State government sugar factories have less satisfaction from welfare schemes
compared to those in the private sector sugar factories. The study made a comparative
analysis of labour welfare schemes in the private and public sector sugar factories. But
it did not include the study of job satisfaction, hierarchy and labour welfare. From the
review of literature it can be realized that only a few researchers have shown interest
in analysing labour welfare facilities and its influence on job satisfaction.

Kumar (2003) titled Labour Welfare and Social Security: Awareness, Utilization
And Satisfaction of Labour Laws. The study was on workers in selected medium scale
and large scale units equally drawn from public and private sectors in Haryana. A
representative sample of 12 units was selected from these industries in Harayana. The
objective of the study was to ascertain the level of awareness, the extent of
implementation and utility of selected labour laws among the workers in the selected
units. A comparison was made of the awareness, implementation and utility of
selected labour laws in the public and private sectors chosen for the study.

Srivastava (2004) 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 evaluate the attitudes of
workers towards management in both the sectors. With the help of three standardized
instruments, data was collected for the purpose of the study. These included Labour
Welfare Inventory by Srivastava (2002), which had a total of 47 items and measured
eight dimensions of labour welfare facilities, Job Satisfaction Scale constructed and
standardized by Srivastava (1996) consisting of 38 items and measuring nine
dimensions of job satisfaction and Attitudes of Workers towards Management
constructed and standardized by Kapoor (1972) consisting of 20 items. 95 Incidental
sampling technique was used to determine the sample of 100 workers each from the
private and public sectors of Kanpur city. Thus the total sample of the study
constituted 200 workers from the private and public sectors. The results of the study
showed that better labour welfare facilities have a deep impact on workers psyche. If
the conditions of workers are improved and they are provided with good labour
welfare facilities they will be more satisfied in their jobs. Welfare facilities work as
incentives for workers. The study also found that there was a significant difference in
the labour welfare facilities provided in the private and public sector. The public
sector provides better facilities to their workers than the private sector. However
welfare facilities like subsidized loan, canteen and safety of workers scored
significantly higher in private sector than the public sector. Significant difference was
also found in the job satisfaction experienced between private and public sector
workers. The public sector workers were more satisfied with their jobs than private
sector workers. Public sector workers experiment, job security and get promotion on
the basis of kindness from authority, while private sector workers feel job insecurity
and get promotion on the basis of hard work and performance. Moreover the private
sector workers also received very good salaries and incentives than public sector
workers. A significant difference was also found in the attitudes of workers towards
management in the two sectors. Public sector workers had a favourable (pro) attitude
towards management while the private sector workers had an unfavourable (anti)
attitude towards management. Furthermore workers who perceived better welfare in
their organizations had a favourable attitude towards management as compared to the
workers who perceived poor welfare facilities in their organizations. Workers who
perceived better welfare 96 activities experienced higher degree of job satisfaction
compared to those who perceived poor welfare facilities in private as well as public
sectors. According to this better welfare facilities influence job satisfaction.

Srivastava (2004) thus made an in depth study of the influence of labour welfare
facilities on job satisfaction, including its effect on the attitude towards management,
the comparative difference in the labour welfare facilities provided between the
private and public sectors and the attitudes of workers towards management in the two
sectors. The researcher did not probe into the personal factors (gender, age and
experience) influencing the level of job satisfaction, the influence of the dimensions of
labour welfare facilities on the level of job satisfaction, the statutory and non-statutory
labour welfare facilities and its influence on job satisfaction of workers. Further no
attempt was made to study the influence of hierarchy on the level of job satisfaction in
these industries.

Srimannarayana and Srinivas (2005) 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 97 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.

The cement plant was covered under the Factories Act (1948) and its rules. The plant
provided almost all welfare facilities as per the stipulations of the Act. These included
drinking water, cool water facility, bathrooms, latrines, urinals, locker facility,
comfortable sitting arrangement, spittoons, first aid boxes, training in first aid,
lunchrooms cum rest rooms, and canteen facilities. The cement plant also
implemented the Workmen's Compensation Act (1923), Payment of Gratuity Act
(1972) and a provident fund trust was constituted for the benefit of workers. In
addition to the statutory welfare facilities, this plant undertook various other voluntary
welfare programmes to promote the well-being of its employees. A township was built
for the employees, with 783 quarters provided at nominal rents to the employees. A
cooperative credit society and consumer stores were set up in the township. The
company established an education society for the education of the employees'
children. The company also provided full-fledged medical facilities to the employees
and their family members. Transport facilities, recreation facilities, shopping complex
was also provided for the benefit of the employees and their families. Thus it could be
observed that the company provided various labour welfare facilities and these
included both statutory and non-statutory welfare facilities. With regard to the
awareness of the labour welfare amenities, the findings of the study revealed that all
the respondent employees of the study were aware of the available labour 98 welfare
facilities, which included both statutory and non-statutory welfare facilities. Moreover
all the respondents were using the various labour welfare facilities provided to them.
On the aspect of satisfaction with labour welfare facilities all the respondents of the
study expressed satisfaction with regard to drinking water, spittoons, first aid
appliances, latrines and urinals, sitting facilities and rest rooms. With regard to
workers education, all respondents who were sent for programmes expressed their
satisfaction over it. With respect to the canteen provided, all respondents of the study
were happy with its location, ventilations, fans and hygienic conditions of the canteen.
However, some of the respondents (29 percent) were dissatisfied with the foodstuff
provided by the canteen, while a few of them (11 percent) complained on the services
provided by the canteen staff and very few of them were dissatisfied with the prices of
the food items. With regard to housing facility, a great majority of the respondents
was happy with quarters' allotment policy of the organization (89 percent). But many
of them were not happy with the housing loan policy (97 percent), because the policy
did not allow them to take loans to build houses in the locality of their choice. The
study also found that all the respondents were satisfied with the availability of the
provisions in the cooperative stores and its credit facility but dissatisfaction stemmed
from cooperative loan facility for a majority of the respondents. With regard to
medical facilities, all of them were satisfied with ambulance facility but in case of the
remaining items (nursing staff, services of consultant doctors, diagnosis, 99 treatment
and medicines given in the company hospital) there was dissatisfaction expressed by
some of the respondents. Concerning recreational facilities, all those respondents
using the recreational club facilities and participating in cultural programmes were
happy with them. A few of the user respondents were unhappy with the library and
cable T.V. facility. According to the study canteen, housing, cooperatives, children
education, medical facilities and recreational facilities were major aspects of
employee welfare that affect the quality of life of employees and their family
members. As for the social security provided by the organization all of the
respondents were happy with regard to provident fund and the functioning of the
provident fund trust committee, and a large majority of them were satisfied with
Workmen's Compensation. Further the study drew attention to the relationship
between age and satisfaction with welfare facilities. Older employees were satisfied
more with canteen food, quarter allotment policy and quality of teaching. Middle age
respondents were satisfied more with cooperative loan, treatment and medicines given
in the company hospital. Younger respondents participated more in club activities
whereas older ones participated in cultural activities. Moreover the study revealed that
category of employment was a major factor affecting satisfaction. The results showed
that the monthly rated employees were more satisfied with the labour welfare facilities
provided than the daily rated employees. 100 It may be concluded that the
organization under study provided various welfare facilities (statutory and non-
statutory) for the benefit of workers and their families. This reflects the commitment
of the management towards employee welfare. Employees are familiar with the
welfare facilities. They are making use of these facilities depending on their needs.
Overall a majority of them were satisfied with these facilities. The findings also
revealed significant association between satisfaction with labour welfare facilities and
age and category of employment. However the study did not analyse the level of job
satisfaction of employees, the influence of labour welfare facilities on the level of job
satisfaction, and that of gender and experience on job satisfaction.

STUDIES ON EMPLOYEE WELFARE MEASURES

Employee welfare is an important facet of industrial relation, the extra dimension,

giving satisfaction to worker in a way which evens a good wage cannot. With the
growth of industrialization and mechanization, It has acquired added importance. The
workers in industry cannot cope with the face of modern life with minimum
sustenance amenities. He needs an added stimulus to keep body and soul together.
Employees have realized the importance of their role in providing these extra
amenities. And yet, they are not always able to fulfil workers’ demands however
reasonable they might be. They are primarily concerned with the viability of the
enterprise. Employee welfare though it has been proved to contribute the efficiency in
production, is expensive. Each employer depends on his priorities give varying
degrees of importance to labour welfare.

It is because the government is not sure that all employees are progressive minded and
will provide basic welfare measures that it statutory legislation from time to time to
bring about some measure of uniformity in the basic amenities available to industrial
workers. After employees has been hired, trained, and remunerated they need to be
retained and maintained to serve the organization better. Welfare facilities are
designed to takecare wellbeing of employees. They not generally result any monetary
benefits to the employees. No rate these facilities provided by employers alone.
Government,and government agencies and trade unions to contribute towards
employee’s welfare.

The oxford Dictionary defines employee welfare as “affords to make life worth living
for workers”. In the words of R .Rhopkins “welfare is fundamentally an attitude of the
mind on the part of management activities is undertaken”. The main aim of providing
the welfare measures is to bring the development in the personality of the worker his
social, psychological, moral, cultural, intellectual development to make him a good
worker a good citizen and a good member of the family.

The literature cites the various studies relating to the labour welfare. The following
paragraphs highlights the various studies conducted in this period.

JOSHI (1927) in his book, “Trade Union Movement in India” felt that Welfare work
covers all the efforts which employers make for the benefits of their employees over
and above the minimum standard of working conditions fixed by the Factories Act
and over and above the provisions of the social legislations providing against accident,
old age, unemployment, sickness etc.
JOHRI C.K AND SHARMA D.I “Financing and administration of labour welfare”
Sri Ram centres for industrial relation 1968. New Delhi Analysis on the lines of
important aspects to be much more deficient is considered as a favour by the employer
to the employee in terms of providing facilities.

SRIVASTAVA (1970) in his book, “A Socio-Economic Survey of the Workers” in

the Coal Mines of India (with special reference to Bihar) studied the socio-economic
conditions of coal workers in Bihar. The study found that the socio-economic
conditions of miners in Bihar are so poor due to high indebtedness, low wages and
poor welfare facilities.

HASAN (1972) in his book, “The Social Security System of India” felt that social
security schemes have characteristics such as provision of cash and medical relief and
also the active involvement of the State in the provision of social security. He further
stated that social security benefits are provided to employees as of right.

KUDCHELKAR (1979) in his book, “Aspects of Personnel Management and

Industrial Relations” felt that the need for labour welfare arises from the very nature
of the industrial system. He felt that employers need to provide welfare facilities to
employees as the latter are exposed to various risks and at the same time they have to
work in an entirely strange atmosphere.

MOBLEY (1979) – Employees who are satisfied have higher intentions of persisting
with their organization, which results in a decreased turnover rate.

LATHAM,SAARI, PURSELLAND CAMPION(1980). Examined the reliability

and validity of the situational interview in which interview questions are written based
on critical incidents derived from a job analysis. Specifically, hypothetical interview
questions are asked and responses are scored according to behaviour benchmarks
provided by job experts. Results of Latham el al. study of 49 unionized workers
interviewed using this approach found that the internal consistency of the questions
used in a situational interview was 71 and the inter observer reliability among
interviews was 76. This high correlation between what is asked during job interview
and what is actually done on the job attests to the need to address actual job
"requirements behaviour during the interview.
TYAGI (1982) in his book, “Labour Economics and Social Welfare” discussed the
labour welfare practices in India such as the provision of intramural and extra-mural
welfare facilities. He also discussed the various agencies involved in labour welfare.
However, the study is totally theoretical in nature.

A study was conducted on welfare measures by KIRABAKARAN [1983] his

findings are as follows Dunlop India ltd has undertaken a number of welfare measures
in addition to statutory provision. Majority of the workers and staffs are satisfied
about the welfare facilities provided by the concern.

PARSONS AND LIDEN(1984) examined the relationship between applicant sex,

nonverbal cues, and interview outcomes for job at a large amusement park. They
found the female applicants were rated higher on all nonverbal cues (e.g.:
poise,clothing, and voice intensity) than males, although applicant sex were not
included. Arney, Miller, Gould, and Burch (1987) conducted a validity study for a job
analysed based interview. They found that females received slightly higher interview
scores and had somewhat higher average job performance rating than males.

PROMOD VARMA (1987) in his book, “Labour Economics and Industrial

Relations” stated that organisations provide three types of welfare facilities
.According to him, the first type of welfare facilities is related to the provision of
subsidised canteens, crèches and medical facilities while the second type of welfare
facilities is related to consumer cooperative stores, cooperative credit societies and
educational assistance. The third type of welfare facilities is provided by community
centres, welfare centres etc.
RAWAT [1988] attempted an investigatory and analytical study on the state policy on
the state policy on the subject of formulation of legislation relating to labour welfare
and implementation of welfare measures and programs in various industrial sectors in
the country. He concluded that there is need in the country to establish more welfare
funds for agriculture, unorganised labour, construction labour, handloom workers etc.

AHUJA (1988) in his book, “Personnel Management” emphasised the need for labour
welfare and social security in India. He felt that provision of welfare and social
security measures makes the employees satisfied with their jobs leading to their
improved performance.

ARUN MONAPPA (1990) in his book, “Industrial Relations” discussed labour

welfare and social security measures in detail. He also explained the various problems
faced by the enforcement machinery in the implementation of these welfare and social
security measures.

DENTON (1992) – According to him “the better the match between recruits and the
organization the more likely you are to retain them”.

S. KUMAR[1993] “ A study on the labour welfare measures in AFT Ltd pondy” The
author concluded the objective of the study is to find out the welfare facilities
provided on the AFT and the employee’s suggestion and opinion about welfare
measures. The study revealed the welfare measures provided by the company was
adequate except for a few systems like housing scheme and pension scheme.

BHANGOO [1995] examined industrial relation in cotton textile industry. Attentions

have been paid on exploring the nature and extend of industrial disputes, settlements.
Working conditions and welfare facilities continue to be most important factor
responsible for industrial relations.

GOYAL [1995] studied labour welfare and job satisfaction in cotton textile industry
in Punjab. The objective of the study was to find the relationship between labour
welfare measures and job satisfaction. It has been concluded in the study that there
exist the positive correlation between job satisfaction and labour welfare measures
HATCHER(1995) conducted a study to identify the differences in perceived work
ethic between apprentices and instructors categorized by job title. Job specialization,
years of full time work experiences and the year of participation in the apprentice
program. He found significant differences in the level of work ethics between
instructor and apprentices.

R. NAJEED [1996] “Labour welfare measures in Tanjore Corporation spinning mills,

Manalmedu.” The major objective of his study is to identify the worker welfare
measures and to analyse the problem in the implementation of welfare measures.
Labour welfare may be viewed as total concept, as a social concept and as a relative
concept.

KELLER, JULLIAN, KEDIA(1996) in their study "A multinational study of work

climate, job satisfaction and the productivity of R &D teams". A study was conducted
covering 658 industrial and 1033 academic R&D teams in 11 countries, not including
the United States. The climate variable of work importance explained unique variance
in publication of original articles as well as external ratings of technical quality for
both samples. The climate variable of participation Corporation accounted for unique
variance in articles published in both samples and in technical quality rating for the
industrial sample. Satisfaction with pay advancement explained unique variance in
patents for the industrial sample and in articles for the academic sample,
Satisfactionwith supervision accounted for unique variance patents and technical
quality rating for the academic sample. The inclusion of the country as a control.

LYNN (1997) – Good training can de-emphasize salaries and benefits, in part by
building a positive work environment and by giving employees advancement
opportunities.

M.S. VARDAN(1998) observes that the "Future needs are going to be in the
deduction of delivery of training services "at steps of the user than expecting the user
to come to training. The training packages and the media used have to be designed and
integrated in such a way that there is a economy of time and efficiency in delivery of
the user.

TRIPATHI(1998) in his book, “Personnel Management & Industrial Relations”

explained the principles of labour welfare services, types of labour welfare services,
different legislations and Acts. He also discussed the social security measures in terms
of medical care, sickness benefit, unemployment benefit, maternity benefit etc.,
besides explaining the social security system in
India.

STAUSS(2001) – A more detailed and recent definition for the concept of retention is
“ customer linking, identification, commitment, trust, readiness, to recommend and
repurchase intensions with the first four being emotional- cognitive retention
constructs and the last two being behavioural intensions.

According to MR. RAVIKUMAR [2003]“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 employee high so
as to retain the employees for long duration” The welfare measures need not be in
monetary terms only but in any kind/form. Employee welfare includes monitoring of
working conditions, creation of industrial harmony through infrastructure health,
industrial relations, insurance against disease, accidents and unemployment for the
workers and their family.

K.SRIKANTH[2004] “The productivity of an organisation is dependent on

occupational health and employee wellbeing” He concluded the research addressing
occupational health and employee wellbeing concentrate on 4 major areas in
organisational psychology, job insecurity, work hours, control at work and managerial
style.

S.K.SRIVASTRA[2004]in a study on ‘ impact of labour welfare on employee

attitudes and job satisfaction” found that, if the management goes on working for
welfare of employees, the labours feel satisfied with their job and get motivation
towards their work. For the study 200 workers were selected from public and private
sectors with the help of incidental sampling method and both the samples were
selected from Kanpur city. Further the result of the study indicated that welfare
activities affect the workers attitude towards management and job satisfaction.

According to MR. ROBERT[2006] Employee welfare in general, these are the

benefits that an employees must receive from his/her company, like allowances,
housing for these companies who provides transportation, medical, insurances, food
and some other way where the employee has rights to demand.

According to MR. R. PRADEEP [2009] “Employee welfare is a comprehensive term

including various services, benefits and facilities offered to employees and by the
employers. Through such generous fringe benefits the employer makes life worth
living for employees.”

JOSEPH ET.AL. (2009) studied in the article points out that the structure of a
welfare state rests on its social security fabric. Government, employers and trade
unions have done a lot to promote the betterment of worker’s conditions.

SABARIRAJAN ET.AL.(2010)shows that 15% of the employees are highly satisfied

with their welfare measures. 22 % of the employees are satisfied with their welfare
measures.39 % of the employees are average with their welfare measures. 16% of
them are in highly dissatisfied level. Welfare measures plays important role in
employee satisfaction and it results in improved quality of work life. This study
throws light on the impact of welfare measures on QWL among the employees of
textile mills in Salem district.

SATYANARAYNA AND REDDI (2012) stated that the overall satisfaction level of
employees about welfare measures in the organization cover is satisfactory. However,
a few are not satisfied with welfare measures provided by the organization. Therefore
it is suggested that the existing welfare measures may be improved further. Such
welfare measures enrich the employee standard of living and their satisfaction levels.

SINDHU (2012) stated the employee welfare measures increase the productivity of
organization and promote healthy industrial relations there by maintaining industrial
peace. Organizations provide welfare facilities to their employees to keep their
motivation levels high. Business houses provide many such statutory and non-
statutory things policies to maintain satisfactory level of their employee. When they
get better canteen facilities, good water to drink, clean restrooms, clean and hygiene
wash rooms and bathrooms, regular medical check-ups, health insurances, Employee
assistance programme, grievance handling department, better facilities to sit or good
work place gives employee a high level of satisfactory level. This gives an
organisation to grow much faster.

UPADHYAY AND GUPTA (2012)conclude that communication plays a major role

in increasing the satisfaction of an employee. Satisfied employees are reported to have
high morale. Welfare measures and work experience does not necessarily relates to
satisfaction .Therefore its recommended that company should provide for adequate
welfare measures but should not burden itself by increasing the cost part of it in greed
to earn the competitive edge and declare itself as most desired company. Other factors
like good and open communication, providing motivating factors, empowerment etc.
should be taken into consideration for increasing the employee satisfaction level.

MOHAN AND PANWAR (2013) show the retail stores at Udaipur are providing not
only intramural facilities but also extramural welfare facilities. It is stretching its
hands to provide amenities that may improve health and living standards of the
employees. The effective and efficient policies and welfare facilities make the
employee to perform the job better, which leads to effectiveness of the organization.

RESMA AND BASAVRAJU (2013) stated the employee welfare is a comprehensive

term including various services, benefits and facilities offered to employees of the
organization. This study enlightens the concept of welfare measures; it also highlights
the employee’s perception regarding the various statutory welfare measures provided
by the Donimalai Iron Ore Mine, Bellary.

LOGASAKTHI AND RAJAGOPAL (2013)revealed the employees enjoy not only

the satisfaction of their jobs but also various facilities given by the firms. The labours
extend their maximum support for the improvement of the company. The personal
department takes care of the total human resources in the company. The management
provides all the health safety and welfares to the employees that will help to produce
better performance in the work and working environment.

SRINIVAS (2013) identified welfare facilities and employee’s satisfaction level

about welfare facilities adopted at Bosch limited, Bangalore. It is found that most of
the, welfare facilities like medical, canteen, working environment, safety measures
etc., are provided by the company and most of the employees are satisfied with the
welfare facilities adopted by the company towards the employee’s welfare.

NANDA AND PANDA (2013) stated the Rourkela Steel Plant has adopted a better
kind of welfare activities which create an effective working environment and thus
better productivity. There is different kind of welfare schemes like medical allowance;
death relief fund, insurance, housing and transportation facilities recreation club etc.
are provided by the company to the employees to maintain the industrial relation
better one .The premises and the departments are maintained healthy. Also proper
safety measures have been adopted in the organization. All matters relating to safety,
health and welfare of employees are properly implemented.

STUDIES ON JOB SATISFACTION

One benefit of job satisfaction studies is that management is able to gauge the levels
of satisfaction of employees in their corporations. It indicates how employees feel
about their job, the areas of satisfaction and dissatisfaction and action plans that can
be worked out to improve the job satisfaction of employees. Much research has been
done in finding 106 out the level of job satisfaction experienced by employees. A brief
description of these studies is presented below.

Rao et al. (1991) on Motivation and Job Satisfaction: An Empirical Examination on a

sample of 300 respondents in a small scale industry showed that an insignificant
percentage of employees were satisfied with their work (12 percent), majority of the
employees were dissatisfied with their work (48.25 percent) and many of them
preferred to remain neutral on this count (39.75 percent). Those who were satisfied
with their work were working in a work environment that was somewhat better than
the others and were handling jobs that were quite challenging. Those dissatisfied with
their work found their jobs disinteresting, heavy and burdensome, laborious, and
oppressive nature of work.

Reddy and Rajendran (1993) on Organizational Commitment and Work satisfaction

among Industrial Workers, attempted to determine the organizational commitment and
work satisfaction of 200 workers in two public and private sectors. The findings of the
study revealed that majority of the workers experienced high level of job satisfaction,
while others experienced moderate and low level of job satisfaction.

Goyal (1995) on Labour Welfare and Job Satisfaction undertaken on six cotton
textile industries in Punjab (two units each of the public, cooperative and private
sectors) on a random sample of 350 workers (50 workers form every unit studied)
representing all the departments from blow room to packing, found that only few of
the workers were highly satisfied with their job, majority of them were satisfied, while
some of them were not satisfied with their job. The satisfied workers out numbered
the workers who are not satisfied. The private sector has the maximum number of
workers (80.67 percent) satisfied with their jobs.

Khaleque and Wadud (1984). The study also revealed that overall job satisfaction is
significantly higher for those respondents who are satisfied with job components and
job facets than those who are not satisfied with them.

Khaleque and Rehman (1987) in a study on 1560 industrial workers indicated a

higher percentage of workers that were satisfied with their job (86 percent), compared
to only a small percentage of them who were dissatisfied (14 percent).

Gani (1993) in his study on Quality of Work Life in a State Setting: Finding of an
Empirical Study examined the quality of work life in a State setting. This empirical
study was conducted on a stratified proportionate sample of 250 workers of five large
and medium scale manufacturing units in public and private sectors in Jammu and
Kashmir. Results showed that most of the workers showed lower degree of job
satisfaction (40.8 110 percent). In comparison a lesser percentage was moderately
satisfied (34 percent), and a still fewer were satisfied with their jobs (25.2 percent).
Workers dissatisfied with their job were either too old or too young, had low skills,
were either illiterates or highly educated, whose job tenure was neither too short nor
too large, earned relatively low wages and had a large family to support. The research
suggested that a worker dissatisfied with his job is often rigid and inflexible,
unrealistic in his choice of goals, unable to overcome environmental obstacles and
generally unhappy.

Rahad (1995) investigated factors related with job satisfaction in the article titled
Factors Related with Job Satisfaction of Village Extension Workers in Training and
Visit System. 240 village extension workers in the Amravati division of the Vidorabha
region in Maharashtra State formed the sample of the study. Findings revealed that a
majority of 109 the respondents were moderately satisfied about their job (70.42
percent), while the proportion of highly satisfied respondents was rather small (16.25
percent).

Tyagi and Tripathi (1996) concluded that maximum number of both scientists and
extension personal expressed medium level of satisfaction with their profession,
followed by low and high profession satisfaction.

Hariharamahadevan and Amirtharajan (1997) article titled Job Satisfaction of

Nationalized Bank Officer- Summary of a Study studied job satisfaction among
nationalized bank officers in the middle and junior level (representing 80 percent of
total strength of officers) in the southern part of Tamil Nadu. Findings revealed that
majority of the respondents were dissatisfied with their job.

Shinde (1997) observed that majority of the master trainers (57.5 percent)
experienced medium level of professional satisfaction, followed by 30 percent feeling
high level of professional satisfaction and only a few of them experiencing low level
of professional satisfaction (12.5 percent).

Chelliah (1998) on Job Satisfaction in Madras Fertilizers Limited conducted on 227

executives working in Madras Fertilizers Limited revealed that job satisfaction of the
respondents was more than satisfactory.

Nazir (1998) on Perceived Importance of Job Facets and Overall Job Satisfaction of
Bank Employees conducted on a randomly selected sample of 193 clerks in a private
sector Jammu and Kashmir bank revealed that majority of the clerks were satisfied
with their job (76 percent) whereas a few of them (24 percent) were dissatisfied.

Panda (2001) in the paper titled Job Satisfaction of Dotcom Employees - An Indian
Experiment studied job satisfaction among a sample of 150 executives at various
levels (from Managers to Vice Presidents) of dotcom companies, spread over six cities
in India - New Delhi, Mumbai, Calcutta, Bangalore, Hyderabad and Chennai. A
majority of the respondents were satisfied with the job they were doing (73 percent),
and a majority was also found to be dissatisfied with the company in which they are
working (75 percent). The researcher further explained that the nature and content of
the job is the driving force behind satisfaction, whereas apprehensions and operational
problems leading to doubts about long-term survival of the company are indicators of
dissatisfaction.

Rajagopalrao (2002-03) research on Employees' Attitudes Towards Organisations

and Managements in Urban Co-operative Banks: A Study observed employee's
attitude towards their organizations and management in Urban Co-operative Banks.
Among a sample of 500 employees of twenty urban cooperative banks, most of the
respondents were happy with their organization, majority of the respondents opined
that they were very happy with their organizations, while some of them expressed that
they were not happy with their organizations.

Madgaonakar, D'Souza, Veena, and Poornima (2001) on Influence of Experience

in Different Work Schedules on Job Satisfaction of Nurses studied the influence of
experience in different work schedules on the job satisfaction of nurses. The study,
conducted on a stratified random sample of 57 nurses working in government and
private hospitals and primary health centres, on different work schedules, in and
around Bangalore and Mysore cities, showed that irrespective of shift schedule or the
type of organization, job satisfaction of the nurses did not differ significantly.

Maheshwari and Gupta (2004) in their study on Professional Satisfaction of Home

Scientists Working in Krishi Vigyan Kendras of India measured the professional
satisfaction of home scientists working in Krishi Vigyan Kendras of India. Their
research was conducted in 170 Krishi Vigyan Kedras of India, with a sample of 90
training associates in home science. The findings of the study indicated that half of the
training associates were satisfied with their profession, while a fairly large number
(42.2 percent) were found partially satisfied. Only few training associates were in the
category of high satisfaction (4.5 percent) and dissatisfaction (3.3 percent).

Hague (2004) found that Indian academicians are deriving only a modest degree of
job satisfaction and there seems to be a growing discontentment among teachers
towards their job despite the different plans and programmes started for their benefit.
Sharma and Jyoti (2006) titled Job Satisfaction Among School Teachers conducted
on a random sample of 120 equally represented government and private school
teachers in Jammu city (at primary and secondary school levels) revealed that the
degree of job satisfaction secured by teachers is not high and the reason lies in
insufficient pay. Unless the physical needs, which require money, are satisfied, an
employee will not be tempted to achieve higher order needs.

Katuwal and Randhawa (2007) titled A Study of Job Satisfaction of Public and
Private Sector Nepalese Textile Workers, an investigation was made to compare the
job satisfaction of 372 workers in the public and private textile sectors in Nepal. The
sample was selected on the basis of stratified random sampling. The results of the
study revealed that few of the textile workers were highly satisfied with their job,
while the remaining showed either moderate or low levels of job satisfaction. From
the review of literature it can be concluded that employees experience different levels
of job satisfaction at their work place. However most of the studies have revealed that
employees in India are to a large extent moderately satisfied with their job.

2.2 THEORETICAL FRAME WORK

EMPLOYEE WELFARE

In the era of Globalization, market economy, hyper competition and rapid changing
environment, the success of an organization depends on the employees’ performance.
Employees’ performance is an essential requirement if an organization is to maintain
its efforts towards the realization of predesigned goals. According to Human Resource
Philosophy employees are an important business resource that must be managed
carefully in order to maximise return on investment and achieve business objectives.
Organisations have to provide various benefits to ensure employees welfare is taken
care off. In fact in this age and era it is almost impossible to operate an organisation
without offering a basic set of benefits for employees’ welfare. Organizations should
understand that a healthy and stress free worker is a major asset to the organization
and should therefore provide welfare services and programmes.

Welfare is concerned with the total wellbeing of employees both at work and at home.
Armstrong (2004) states that employee welfare programs rest mainly on the abstract
ground of social responsibility on organisations for those who work for them.
Organizations need highly performing employees in order to meet their goals to
deliver the products and services they specialize in and hence achieve competitive
advantage. According to Gayle and Brock (2004) Organizations provide welfare
facilities to their employees to keep their motivation levels high. The employee
welfare programs can be classified into two categories viz. statutory and non-statutory
welfare schemes.

As a total concept of welfare, it is a desirable state of existence involving physical,

mental, moral and emotional well- being. Stratton (2005) defines employee welfare
programmes as the good fortune, health, happiness, prosperity, etc., of a person,
group, or organization; well-being: to look after a child's welfare; the physical or
moral welfare of society. This is the financial or other assistance to an individual or
family from an organization, city, state, or national government. Employee Welfare is
a comprehensive term including various services, benefits and facilities offered to
employees by employers. The welfare measure need not be monetary but in any
kind /forms. This includes items such as allowances, housing, transport medical
insurance and food. Employee welfare also includes monitoring of working
conditions, creation of industrial harmony through infrastructure for health industrial
relations and insurance against diseases accidents’ and unemployment for workers and
their families. Through such benefits services and facilities the employer makes life
worth living for employees hence improved employee performance.

Employee welfare may be viewed as a total concept, as a social concept, and as a

relative concept .The total concept is desirable state of existence involving the
physical, mental, moral and emotional well-being. These four elements together
constitute the structure of welfare, on which its totally is based, the social concept of
welfare implies the welfare of man, his family, community. Al those aspects are
interrelated and worked together is three dimensional approaches. The relative
concept of welfare implies that welfare is relative in time and place. It is dynamic and
flexible concept and hence it its meaning and concept differ from time to time, region
to region, industry to industry and country to country, depending upon the value
system level of education social customs and degree of industrialization and general
standard of the social economic development of the people.

Employee welfare implies the sitting of the minimum desirable standards and
provisions of facilities like health, food, housing, medical assistance, education, job
security, recreation such facilities enable the workers and his family to lead good work
social life. Employee welfare also operates to neutralize the harmful of large scale
industrialization.

Employee welfare is a term including various services, benefits and facilities offered
to employees by the employers. The welfare measures need not be monetary but in
any kind/forms. This includes items such as allowances, housing, transportation,
medical insurance and food. Employee welfare also 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. Through such generous benefits the employer makes life worth
living for employees.

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.
Meaning
In broader sense employee welfare means the adoption of measures to promote the
physical, social, psychological and general well-being of the working population.
Welfare work in any industry aims at improving the working and living conditions of
workers.

Definition
Welfare means faring or doing well. It is a comprehensive term, and refers to the
physical, mental, moral, and emotional well-being of an individual. Employee welfare
refers to taking care of the well-being of workers by employers, trade unions and
governmental and non-governmental agencies
The oxford dictionary defines welfare as “Efforts to make life worth living for
workers”
In the words of R.Rhokins “welfare is fundamentally an attitude of the mind on the
part of management activities is undertaken.”
Recognising the unique place of the worker in the society and doing good for him/her,
retaining and motivating employees, minimising social evils, and building up the local
reputation of the company are the argument favour for employee welfare.
Welfare facilities help in motivating and retaining employees. Most welfare facilities
are hygiene factors which according to Herzberg create dissatisfaction if not provided.
Welfare facilities besides removing dissatisfaction help develop loyalty in workers
towards the organisation.
Aim of welfare
The main aim of providing welfare measures is to bring the development in the
personality of the worker his social, psychological, moral, cultural, and intellectual
development to make him a good worker a good citizen and a good member of the
family.
Features of Employee Welfare

The basic features of labor welfare measures are as follows: 

  Labor 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.
 Labor welfare schemes are flexible and ever-changing. New welfare measures
are added to the existing ones from time to time.
 Welfare measures may be introduced by the employers, government,
employees or by any social or charitable agency.
 The basic purpose of employee welfare is to improve the lot of the working
class and thereby make a worker a good employee and a happy citizen.
 Employee welfare is an essential part of social welfare. It involves adjustment
of an employee's work life and family life to the community or social life.
 Welfare measures may be both voluntary and statutory.

How to Develop an Effective Employee Welfare Program

 Conduct employee surveys to understand their needs and expectations.

 Identify key areas of building skills and engagement and facilitating trainings
for the same.
 Propose solutions for personal upkeep, family uplifting and future security.
 Create opportunities for greater synergies between the management and
employees.
 Conduct impact assessments and feedback surveys.
CHARACTERISTICS OF EMPLOYEE WELFARE
On the basis of the above definitions the following features of employee welfare can
be identified.
1. It is the work which is usually undertaken with in the premises or in the vicinity of
the undertaking for the benefit of the employees and the members of their families.

2. The purpose of providing welfare amenities is to bring about the development of

the whole personally of the workers –his social, psychological, economic, moral,
cultural, intellectual development to make him good workers, a good citizen and good
members of the family.

3. „Labour Welfare‟ is very broad term, covering social security and such other
activities as medical aid, crèches, housing, arrangement for transport of labour to and
from the work place and vice versa.

4. The work generally include those item of welfare which are over and above what is
provided by statutory provisions on what the employees expect as a result of a
contract of services from the employers.

The industrialism which was dawn in 1860‟s in the Indian Economic History was first
witnessed the exploitation of the labour by the capitalist. The industrial capitalists
were very eager for quick returns and large profits. The policy of the government was
to protect the industrial system of the employers rather than the protecting the
exploited class. The workman’s Breach of Contact Act, 1859 and the Employer’s and
Workmen’s (Disputes) Act, 1860 show the attitude of the government.

The experience of the government during the First World War changed the attitude of
the government on labour matters. The principle of laissez –faire was gradually
abandoned and policy of state intervention was adopted in industrial matters. The
words master and servant were omitted and instead the words, Employer and
Employee came to be used.
THEORIES OF EMPLOYEE WELFARE

Functional Theory of labour welfare

Functional theory of labour is also called the Efficiency Theory. This theory states that
a fully mentally and physically satisfied worker is the most efficient. Employee
welfare is a means to keep industrial workers content so they may work effectively. In
this theory, welfare work is used as a means to secure, preserve and develop the
efficiency and productivity of labour. The theory is helpful in understanding the
characteristics of labour force as reflected on the contemporary support for labour and
it worked well if the employer and employees have the same goal of achieving higher
production through better welfare. The theory is adopted in the study since welfare
services affect performance of any labour force. It is obvious that if an employer takes
good care of his workers, they will tend to become more efficient. According to this
theory, the employer has an obligation or duty towards its employees to look after
their welfare.

The constitution of India also emphasizes this aspect of labour welfare. Impact on
Efficiency plays an important role in welfare services, and is based on the relationship
between welfare and efficiency, though it is difficult to measure this relationship.
Programs for housing, education and training, the provision of balanced diet and
family planning measures are some of the important programs of labour welfare which
increases the efficiency of the workers, especially in underdeveloped or developing
countries. Totality of Welfare emphasizes that the concept of labour welfare must
spread throughout the hierarchy of an organization. Employees at all levels must
accept this total concept of labour welfare program will never really get off the
ground.
Social Exchange Theory
The theory proposes that employees exhibit positive or negative behaviour as a
response to the treatment they receive from their employers. According to Greenberg
and Scott (1996), the central aspect of this theory is the norm of reciprocity. A strong
social exchange relationship between the employer and employee will help maintain
positive working relationships and would elicit positive sentiments such as satisfaction
commitment and trust in employees, which in turn will move employees to engage
themselves in employee productivity. Social exchange theory proposes that the
relationships we choose to create and maintain are the ones that maximize our rewards
and minimize our costs. According to this, we are more self-cantered and not
necessarily concerned with equality. The basic idea is that relationships that give us
the most benefits for the least amount of effort are the ones we value the most and are
likely to keep long term. Social exchange theory may provide insight into what
variables might mediate the distinct effects of procedural and interactional justice on
employees’ reactions to the organization versus the supervisor.

Expectancy Theory
The theory holds that individuals choose between alternatives which involve uncertain
outcomes. The individual’s behaviour is not only affected by his preferences amongst
these outcomes but also by the degree to which the individual believes the outcomes
to be possible. Armstrong (2006) defines expectancy as a monitory belief concerning
the likelihood that a particular act will be followed by a particular outcome. According
to Armstrong (2006) expectancies may be described in terms of their strength.
Maximum strength is indicated by subjective certainty that the act will be followed by
the outcome while minimal strength is indicated by subjective certainty that the act
will not be followed by the outcome. The strength of expectations may be based on
past experiences for example the idea that employees who go beyond the call of duty
are rewarded. In these circumstances motivation to perform will be increased.

To maintain such employee performance at the workplace managers should reward

their employees in accordance with their contribution. This will motivate the
employee to continue performing and even go beyond the call of what they are
expected to do.

The expectancy theory has also made some important contributions to motivation
theories. Unlike other theories the expectancy theory takes into account individual
perceptions and thus personal histories allowing a richness of response not obvious in
other theories which assume that people are essentially the same. However the
expectancy theory has also been criticized. Mitchell (2001) argues that the greatest
difficulty in testing the theory stems from the fact that theory is so comprehensive that
it is virtually impossible to concurrently test all aspects of the theory.

Employee Welfare Programs

The International Labour Organization (ILO) broadly classifies welfare services into
two; intra-mural activities which are provided within the establishment such as
latrines and urinals, drinking water, washing and bathing facilities, crèches, rest
shelters and canteen, drinking water, arrangements for prevention of fatigue, health
services including occupational safety, uniform and protective clothing and shift
allowances. Extra-mural activities which are undertaken outside the establishment
such as maternity benefits, social insurance measures like gratuity pension, provident
fund and rehabilitation, physical fitness and efficiency, family planning and child
welfare, education facilities, housing facilities, recreational facilities including sports,
cultural activities, transport to and from the place of work (Manju and Mishra, 2007).
They may also be divided into statutory and voluntary welfare services which
comprise the legal provision in various pieces of labour legislation and activities
which are undertaken by employees for their workers voluntarily respectively (Ankita,
2010).

Employee Welfare Schemes 

Organizations provide welfare facilities to their employees to keep their
motivation levels high. The employee welfare schemes can be classified into two
categories viz. statutory and non-statutory welfare schemes. The statutory schemes are
those schemes that are compulsory to provide by an organization as compliance to the
laws governing employee health and safety. These include provisions provided in
industrial acts like Factories Act 1948, Dock Workers Act (safety, health and welfare)
1986, Mines Act 1962. The non-statutory schemes differ from organization to
organization and from industry to industry.

STATUTORY WELFARE SCHEMES

The statutory welfare schemes include the following provisions:

1. Drinking Water: At all the working places safe hygienic drinking water
should be provided.
2. Facilities for sitting: In every organization, especially factories, suitable
seating arrangements are to be provided.
3. First aid appliances: First 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.
4. Latrines and Urinals: A 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.
5. Canteen facilities: Cafeteria or canteens are to be provided by the employer so
as to provide hygienic and nutritious food to the employees.
6. Spittoons: In 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.
7. Lighting: Proper and sufficient lights are to be provided for employees so that
they can work safely during the night shifts.
8. Washing places: Adequate 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.
 9. Changing rooms: Adequate changing rooms are to be provided for workers to
change their cloth in the factory area and office premises. Adequate lockers are
also provided to the workers to keep their clothes and belongings.
10. Rest rooms: Adequate numbers of restrooms are provided to the workers with
provisions of water supply, wash basins, toilets, bathrooms etc.

NON STATUTORY SCHEMES

Many non-statutory welfare schemes may include the following schemes:
1. Personal Health Care (Regular medical check-ups):  Companies provide the
facility for health care.
2. Health check-up
3. Flexi-time: The main objective of the flextime policy is to provide opportunity
to employees to work with flexible working schedules. Flexible work schedules
are initiated by employees and approved by management to meet business
commitments while supporting employee personal life needs
4. Employee Assistance Programs: Various assistant programs are arranged like
external counseling service so that employees or members of their immediate
family can get counseling on various matters.
5. Harassment Policy: To protect an employee from harassments of any kind,
guidelines are provided for
6.  Proper action and also for protecting the aggrieved employee.
7. Maternity & Adoption Leave – Employees can avail maternity or adoption
leaves. Paternity leave policies have also been introduced by various
companies.
8. Medi-claim Insurance Scheme: This insurance scheme provides adequate
insurance coverage of employees for expenses related to hospitalization due to
illness, disease or injury or pregnancy.
9. Employee Referral Scheme: In several companies employee referral scheme
is implemented to encourage employees to refer friends and relatives for
employment in the organization.
APPROACHES TO LABOR WELFARE

The approaches to labor welfare reflect the attitudes and beliefs of the agencies which
are engaged in welfare activities. Welfare facilities may be provided on religious,
philanthropic or some other grounds. Moreover, the different approaches to labor
welfare reflect the evolution of the concept of welfare. Much progressive management
today provides welfare facilities, voluntarily and with enlightened willingness and
enthusiasm. In fact welfare facilities are not restricted to the workers alone. They have
now been extended to the society in general. In other words, labor welfare has been
extended to include social welfare.

1. The policing theory of labor welfare:

This is based on the contention that a minimum standard of welfare for laborers. Here
the assumption is that without policing that is without compulsion employers do not
provide even the minimum facilities for worker.

2. The religion theory of labor welfare:

This is based on the concept that man is essentially” a religious animal”, even today
many acts of man are related to religious sentiments and benefits. These religious
feelings sometimes prompt and employer to take up welfare activities in the
expectation of future emancipation either in this life or after it.

3. The philanthropic theory of employeewelfare:

This theory is based on man’s love for human kind philanthropy means “loving
mankind”. Man is believed to have an instinctive urge by which he strives to remove
the sufferings of others and promote their well-being.

4. The trusteeship theory of labor welfare:

This is also called the paternalistic theory of labor welfare according to this the
industrialist or employer holds the total industrial estate, properties, and profits
accruing from them in a trust. The man emphasis of this theory is that employers
should provide funds on an ongoing basis for the well-being of their employees.
 5. The placating theory of labor welfare:

This theory is based on the labor groups are becoming demanding and militant and are
more conscious of their rights and privileges than even before. Their demand for
higher wages and better standards of living cannot be ignored.

6. The public relations theory of labor welfare:

The theory provides the basis for an atmosphere of good will between labor and
management and between management and the public, labor welfare programs under
theory work as a sort of an advertisement and help an organization to project its good
image and build up and promote good and healthy public relations.

7. The functional theory of labor welfare:

This also called the efficiency theory. Here, welfare work is used as a means to secure,
preserve, and develop the efficiency and productivity of labor, it is obvious that if an
employer takes good care of his workers, they will tend to become more efficient and
will there by step up production.

CONSTITUTIONAL FRAMEWORK

Under the Constitution of India, Labour is a subject in the concurrent list where both
the Central and State Governments are competent to enact legislations. As a result, a
large number of labour laws have been enacted catering to different aspects of labour
namely, occupational health, safety, employment, training of apprentices, fixation,
review and revision of minimum wages, mode of payment of wages, payment of
compensation to workmen who suffer injuries as a result of accidents or causing death
of disestablishment bonded labour, contract labour, women labour and child labour,
resolution and adjudication of industrial disputes, provision of social security such as
provident fund, employees state insurance, gratuity, provision for payment of bonus,
regulating the working conditions of certain specific categories of workmen such as
plantation labour, beedi workers etc.

This is how we have a large number of labour legislations, which can be categorized
as follows:

Name of the Act

(a) Labour laws enacted by the Central Government, where the Central
Government has the sole responsibility for enforcement.

1. The Employees‟ State Insurance Act, 1948

2. The Employees‟ Provident Fund and Miscellaneous Provisions Act, 1952

3. The Dock Workers (Safety, Health and Welfare) Act , 1986

4. The Mines Act . 1952

5. The Iron Ore Mines, Manganese Ore Mines and Chrome Ore Mines, Labour
Welfare (Cess) Act, 1976

6. The Iron Ore Mines, Manganese Ore Mines and Chrome Ore Mines Labour
Welfare Fund Act, 1976
7. The Mica Mines Labour Welfare Fund Act, 1946

8. The Beedi Workers Welfare Cess Act , 1976

9. The Limestone and Dolomite Mines Labour Welfare Fund Act, 1972

10. The Cine Workers Welfare (Cess) Act, 1981

11. The Beedi Workers Welfare Fund Act, 1976

12. The Cine Workers Welfare Fund Act, 1981

Labour laws enacted by Central Government and enforced both by Central and
State Governments
13. The Child Labour (Prohibition and Regulation) Act, 1986
14. The Building and other Construction Workers‟ (Regulation of Employment and
Conditions of Service) Act, 1996.

15. The Contract Labour (Regulation and Abolition) Act, 1970

16. The Equal Remuneration Act, 1976

17. The Industrial Disputes Act, 1947.

18. The Industrial Employment (Standing Orders) Act, 1946

19. The Inter-State Migrant Workmen (Regulation of Employment and Conditions of

service) Act, 1979.

20. The Labour Laws (Exemption from Furnishing Returns and Maintaining Registers
by Certain Establishments) Act, 1988.

21. The Maternity Benefit Act, 1961

22. The Minimum Wages Act, 1948

23. The Payment of Bonus Act, 1965

24. The Payment of Gratuity Act, 1972

25. The Payment of Wages Act, 1936

26. The Cine Workers and Cinema Theatre Workers (Regulation of Employment) Act,
1981

27. The Building and other Construction Workers Cess Act, 1996

28. The Apprentices Act, 1961

30. The Factories Act, 1948

31. The Motor Transport Workers Act, 1961

32. The Personal Injuries (Compensation Insurance) Act, 1963

33. The Personal Injuries (Emergency Provisions) Act, 1962

34. The plantation Labour Act, 1951

35. The Sales Promotion Employees (Conditions of Service) Act, 1976

36. The Trade Unions Act, 1926

37. The Weekly Holidays Act, 1942

38. The Working Journalists and Other Newspapers Employees (Conditions of

Service) and miscellaneous Provisions Act, 1955

39. The Workmen’s Compensation Act, 1923

40. The Employment Exchange (Compulsory Notification of Vacancies) Act, 1959

41. The Children (Pledging of Labour) Act 1938

42. The Bonded Labour System (Abolition) Act, 1976

43. The Beedi and Cigar Workers (Conditions of Employment) Act, 1966
(d) There are also Labour laws enacted and enforced by the various State
Governments which apply to respective States.
Besides, both Central and State Governments have formulated Rules to facilitate
implementation of these laws.
44. The Ministry of Labour Employment is mandated to create a work environment
conductive to achieving a high rate of economic growth with due regard to protecting
and safeguarding the interests of the working class in general and those of the
vulnerable sections of the society in particular. The Ministry has been performing its
assigned duties through the above stated legislations with the help and cooperation of
State Governments.
45. It needs to be stated that in a dynamic context, laws need to be reviewed from time
to time. Hence, review/updating of labour laws is continuous process in order to bring
them in tune with the merging needs of the economy such as attaining higher levels of
productivity & competitiveness, increasing employment opportunities, attaining more
investment both domestic and foreign etc.
ARTICLES REGARDING NEED FOR LABOUR WELFARE
Article 41:- “the state shall within the limit of the economic capacity and
development, make effective provisions for securing the right to work, to education,
and to public assistance in cases of unemployment, old age sickness and disablement
and in other cases of underserved want”
Article 42:- the state shall provision for securing the just and human conditions of
work and for maternity relief”
Article 43:- “the state shall endeavour to secure by suitable legislation or economic
organization or in any other way, to all workers economic, industrial or otherwise,
work, a wage, conditions of work ensuring a decent standard of life and full
enjoyment of leisure and social and cultural opportunities and in particular, the state
shall endeavour to promote cottage industries on an individual or co-operative basis in
rural areas”.

TYPES OF WELFARE MEASURES

1. WELFARE MEASURES INSIDE THE ORGANISATION
1) Conditions of the work environment

a) Neighbourhood safety and cleanliness

b) Housekeeping, up keeping of premises

c) Workshop sanitation and cleanliness

d) Control of effluence

e) Convenience and comfort during work.

f) Distribution of work hours and rest rooms.

g) Workmen’s safety measures

h) Supply of necessary beverages, and pills and tablets.

i) Notice boards

II. Conveniences
a) Urinal and lavatories, washbasins, bathroom

b) Provision for drinking water

c) Canteen services

d) Management of worker’s cloak rooms, rest rooms

III. Worker’s health services
Factory health centres, dispensary, ambulance emergency aid, medical examination of
workers etc.
IV. Women and child welfare
Antenatal and postnatal care, maternity aid, crèche and child car, women’s general
education, separate services for women workers for rest room, urinals, lunch rooms,
women’s recreation. 30
V. Recreation
Indoor games, strenuous games should be avoided during interval of work.
VI. Employment follow-up
Progress of the operative in his his/her works, adjustment problems regarding
machines and workload, supervisions and colleagues, industrial counselling.
VII) Economic Services
Co-operatives, loans, financial grants, thrift and saving schemes, budget knowledge,
unemployment insurance, profit sharing and bonus scheme etc.
VIII. Labour management participation
Work committee, safety committee, canteen committee, consultation in welfare area,
in production area, in administration area and public relation.
XI. Worker’s education
Reading rooms, library, circulation library, visual education, literary classes, adult
education, social education, daily news reviews, factory news bulletin.
2. WELFARE MEASURES OUTSIDE THE WORK PLACE
1. Housing, bachelor’s quarter, family residence
II. Water, sanitation, waste disposal
III Road, lighting, parks, recreation, playground
IV Schools, nursery etc.
V. Bank
VI Transport
 CHAPTER 3
INDUSTRY PROFILE AND
COMPANY PROFILE
3.1 INDUSTRY PROFILE

By 3000 B.C, turmeric, cardamom, pepper and mustard were cultivated in

Harappa and Mohenjo-Daro, in the Indus valley, were of occupied mixed stock
somewhat larger in structure than either the Sumerians of those communities. The bad
club wheat barely sheep and goats from the Iranian plateau and cotton from Southern
Arabia or North East Africa but were held back by their reliance on food water due to
lack of knowledge of irrigation. Summer bad trade links with the Indus valley via
Hindu Kush by 3000 BC and by sea from 2500 BC thus thinking the Harappa’s with
both Sumerians and Egyptian, where cumin, anise and cinnamon were used for
embalming by 2500 BC.

By 1750 BC Harappa civilization had disappeared probably due to flood and

tectonic shift were replaced by the Aryans who invaded via Hindu Kush by 1500 BC.
The Aryans had considerable contact with Babylon from whence the original flood
legend arose o be adopted by both the Aryans and the Hebrews and several other
civilization. In Britain the term “curry” has come to mean almost any Indian dish
whilst most from the sub-continent would say it is not a world they use but if they did
it would mean a meat, vegetable or fish dish with spicy sauce and rise or bread. The
earliest known recipe for meat in spicy sauce with bread appeared on tablets found
near Babylon. In Mesopotamia written in uniform text discovered by the Sumerians
and dated around 1700 BC probably as an offering to the good Marduk.

Spices an overview

Spices are defined as "a strongly flavoured or aromatic substance of vegetable

origin, obtained from tropical plants, commonly used as a condiment". In ancient
times, spices were as precious as gold; and as significant as medicines, preservatives
and perfumes. India - the land of spices plays a significant role in the global spices
market. No country in the world produces as many kinds of spices as India with
quality spices come from Kerala, an Indian state. At present, India produces around
2.75 million tons of different spices valued at approximately 4.2 billion US $, and
holds the premier position in the world spices market. Because of the varying climates
in India - from tropical to sub-tropical, 45C to 0 c temperate-almost all spices are
grown in this country. In almost all of the 28 states and seven union territories of
India, at least one spice is grown in abundance.

Spice, aromatic vegetable product used as a flavouring or condiment, normally

refers to the derivatives from certain herbs like Seeds, Leaves, Bark, roots etc. They
are used mainly for enhancing taste of the food. In addition to it, spices have some
commercial uses too .For e.g., as ingredients of medicines, perfumes, incense, and
soaps.

The spice trade is a commercial activity of ancient origin which involves the
merchandising of spices, incense, herbs, drugs and opium. Civilizations of Asia were
involved in spice trade from the ancient times. India has traditionally been known for
its spice and culinary herb production.

Spice Industry Overview

Spice industry has been witnessing phenomenal growth rates both in the
international and domestic sector. The growth in this sector can be attributed to the
change in the lifestyle patterns of the consumers all over the world. The shift in the
consumption trend toward natural products has also contributed to the increased
global demand of spices and culinary herbs. Spice and derivatives market is booming
because these products find applications in a number of industries including
pharmaceutical, medicine, beverages, food processing, personal hygiene products to
name a few.

Developing countries especially in the Asian continent are the major producers
of variety of spices. A large percentage of international and domestic trade takes place
in the dried form. India, Indonesia, China are few of the prime producers of a variety
of high quality spices. The culinary herb market is also expanding though the
production areas are widely distributed. India is one of the prime producers and
suppliers of raw herbs to USA and the EU. This is a labour intensive industry;
therefore producers must have a sound knowledge of the methods and processes
involved in the production of herbs and spices.

Global Industry Overview

The global spice and culinary herb industry comprises of many plants having
diverse end uses including culinary, medicinal etc. The industry also consists of spice
derivatives like essential oils, oleoresin, spice oils etc. According to international trade
estimates about 85% of spices and culinary herbs are traded in dried form. These
spices are cleaned and used in a crude form without any further processing.
The world production and processing centres of spices and culinary herbs
remain concentrated in Europe and in a number of Asian countries. Canada is fast
emerging as one of the leading players in the international spice and herb industry.
There are certain countries acting as leading producers and traders of some particular
spices and culinary herbs. For example, India is popularly known for being a source of
cloves, Indonesia has supplied the global market with cinnamon and nutmeg and
China has been the leading provider of ginger.

Indian spices overview

India has traditionally been known for its spice and culinary herb production. It
is one of the largest spice producing and consuming country. Its strategic location,
climatic conditions, advanced production processes and availability of cheap labour
makes it advantageous for the producers to ensure large scale production of quality
herbs and spices.

India's Share in the Global Spice Market

Spice derivatives can be categorized into spice oil, oleoresins and essential oils.
The demand for spice derivatives is also increasing due to the hygiene, standardization
and consistency factor. India contributes nearly 70% to the world spice derivative
market. It exports largely to the US, EU etc. Indian southern states including Kerala,
Karnataka and Tamil Nadu provide concentrated oils and oleoresins for use in
perfumery, pharmaceuticals, foods processing and industrial chemical industry.The
Indian spice industry is booming with a substantial increase in exports over the past
few years. India accounts for nearly 45% and 30% in terms of volume and value in the
world spice trade.

Curry powder

Curry powder is a blend of different Indian spices used in Indian cuisines to

make it flavourful and tasty. We have two types hot and mild to suit the needs. We
regularly export curry powder hot and mild to different countries. We can provide all
necessary quality certificates. We offer superior quality Curry Powder, made using
Coriander Seeds, Turmeric, Chillies, Cumin Seeds, Black Pepper, Ginger, Cassia,
Clove, Bay Leaves, Mace, Mustard Seeds, etc. It can be used in all type of dishes be it
vegetarian or non-vegetarian. We offer our curry powder in different types of
packaging to meet your requirements

The name curry powder today is synonymous with the Indian food. The word
Curry is believed to be derived from the South Indian Tamil word Karhi. During the
British Raj in India, “Curry” evolved as the word describes Indian food cooked in
thick spice sauce. Over the years, the foreigner, especially British who lived or visited
India slowly started to introduce the curry to the outside world.

The good commercial curry powder was hard to find during the early days.
People had to make curry powder from scratch if they wanted quality. However, now
many good curry powders are easily found in India as well as western supermarkets.
Curry powder, and the contemporary English use of the word are Western inventions
and do not reflect any specific Indian food. The word curry is widely believed to be a
corruption of the word Kari meaning something like sauce, but it may instead be
derived from the French curie the western world curry powder mixtures tend to have a
fairly standardized taste though a great variety of spice mixtures are used in Indian
cuisine.
 Curry powder was largely popularized during the nineteenth and twentieth
century’s through the mass exportation of the condiment to the western table,
throughout Europe and North and South America. Curry powder did not become
standardized, as many of the original blends of curry powder were still available
throughout the world. The late 1960s and early 1970s saw a large increase of Indian
food consumption in the west and internationally. This led to an increase of Indian
restaurants throughout the world. The tradition of keeping special blends of curry
powder simply became uneconomical, and curry powder became increasingly
standardized outside India.

FMCG

Fast-moving consumer goods (FMCGs) are typically high-volume, low-value

items with high public visibility and a short life span, such as food, drink,
confectionery, toiletries, and household goods. As the name would imply, it is one of
the fastest growing sectors in the UK economy and is a multi-million pound industry.
It encompasses a huge range of products and services in manufacturing, distribution
and retailing. If you think about some of the products you use every day like cereal,
soap, washing powder, frozen food, the list is potentially endless. As more and more
new products are launched on to the market, the job opportunities continue to grow for
those wanting to pursue an FMCG graduate career.

This industry encompasses a large number of job roles. Behind every product
on the supermarket shelf there's a team of people doing a wide variety of jobs. With
hundreds of new products launched every week, there will always be work because
everybody everywhere needs to eat, drink and consume. The finance department is an
integral part of the FMCG business and companies are focused on delivering added
value services to all aspects of the business - their 'customers'. This encompasses
providing input and advice for a wide variety of decisions across the business both at
local and international levels as well as ensuring the business is under control and run
as efficiently and effectively as possible.
 FMCGs are an enormously dynamic sphere of the business world in which
graduates are able to gain excellent rewards and benefits. Some companies in this
industry offer fast-track FMCG graduate career progression. Graduates often get the
chance to work in different departments, to see how the product goes from
development to manufacture to distribution. There's always scope to move elsewhere
within the company and to work with different clients. It's an exciting industry
because it's constantly changing. New ideas quickly become new products and start
flying off the supermarket shelves and you get to see the results of your efforts every
day in shops around the world. The major players in FMCGs run graduate training
programmes and in most cases you can specify whether you want to apply to the
commercial (marketing, sales etc.) or operational (finance, IT) stream. In other cases,
graduates join a general scheme designed to test their ability in different fields, and at
the end of the training period you'll know which the exact role is for you. If sales or
marketing is for you then one of the best routes into these careers is via a graduate
training scheme run by a leading brand owner as these are among the most highly
regarded.

This service-orientated approach to the role means that employers recognise that their
staff are their most important asset and that their development at all stages of their
careers is an essential part of their objectives. It also means that they get involved in
all areas of the business and are therefore able to offer a rich variety of roles and
challenges. These include working with the sales and marketing teams analysing
category, brand and customer performance, strategic planning and financial
forecasting, controlling and monitoring costs, financial accounting, taxation, treasury
and taking the lead role in many cross-functional business projects. Many FMCGs aim
is to be an 'Employer of Choice', attracting and developing the best people, working in
a dynamic and constantly changing environment to deliver outstanding business
results. An uncompromising approach to managing and developing recruitment and
selection strategies will allow them to attract the highest graduate calibre individuals
and build strong teams. If this sounds of interest then opportunities in HR within
FMCGs do exist. Food scientists and technologists work in close association with
production managers, engineers, nutritionists and marketing experts to devise exciting
new products and constantly improve existing ones. The industry also employs a small
army of scientists who research new ways of improving the quality of production
methods and the packaging of products. FMCG product development teams need to
work closely with marketing and manufacturing to improve and develop ingredients
and products from concept to full-scale production. In turn, process engineers specify
the systems that will produce consistent, safe, quality products with maximum
efficiency.

The research and development departments of many FMCGs have access to

outstanding pilot plant facilities and state-of-the-art equipment, modern laboratories as
well as an extensive library and database. Therefore, enabling their scientists and
engineers to respond to the needs of product and process development on a truly
international scale. Buyers must ensure that the supply of basic ingredients is constant
throughout the year. A career in this area may involve travelling the world to find the
right ingredients at the right price. Buyers need to be good with figures, well
organised and able to negotiate the best deals by developing partnerships with
suppliers. In supply chain, the mission is to exceed customers' expectations in terms of
service and quality at the lowest effective cost. Consistent delivery against this
stretching goal is essential to enhance any company's position as an indispensable
partner to their customers. Working in supply chain will give you a deep
understanding of how the business works. Many FMCGs do this by offering a broad
scope of career development opportunities from customer service, logistics operations,
to planning and project management. Many people in a manufacturing plant are
employed in production. Production spans a wide range of roles including planning
and designing, operating complex machinery, managing and supervising the work of
others, and engineering. Engineering is a diverse area of work, which includes
designing and installing state-of-the-art machinery and ensuring that it runs smoothly.
Not only do FMCGs manufacture products on a vast scale, their operations are among
the most complex, involving leading-edge production technologies. Many companies
are continually evolving and upgrading their processes, not just to produce better
products but to do so in a way that minimises risk to the environment. The scope and
diversity of some operations requires a wide range of skills. Many teams often include
mechanical, electrical and civil engineers. Operations encompass shift management,
quality and development, planning, health and safety, utilities management as well as
packaging specialists and food technologists. Working in manufacturing and
engineering is challenging and fast moving; you have to want to enjoy the buzz and be
a good team player. Those early months in shift management make an excellent
training ground for young graduate engineers. The main function of the quality
assurance department is to ensure that the product always meets the same, high
standards. Unless products satisfy strict specification and hygiene requirements, they
won't reach the distribution stage. At this point, quality is checked again to ensure that
products have not deteriorated or been damaged during transportation. Marketing is
responsible for ensuring that a company's new and existing products are in tune with
the needs of the market. Marketers work closely with product developers and market
researchers, advertising or PR agencies and packaging designers. A mix of creative,
business and organizational skills is the necessary trade mark of any marketer.
Working in IT or IS (information systems) is about big responsibility, understanding
the business and the needs of clients; driving cross-functional teams to deliver
strategies through leading-edge systems and technologies, always looking to be one
step ahead, never assuming that the current system solution or business process is the
best. On a daily basis you ensure everyone in the business, at all locations, get the
systems and information they need to do their job, sometimes supported from a call
centre for example. Roles encompassing everything from market statistics to
accessing the Intranet. A recent major focus for FMCGs has been the implementation
of SAP - integrating all transaction processing in the business, internationally. In
addition, the building of a Data Warehouse, with intranet front-ends, has made key
business information and performance measures widely available. Looking ahead
IT/IS has a key role in anticipating, developing and implementing new systems to
meet future needs. This includes accelerating the deployment of e-business internet
collaboration with our major customers covering Business to Business (B2B) and
Customer Relationship Management (CRM) processes.
RICE MILL INDUSTRY

India is an important Centre of rice cultivation. The rice harvesting area in India is the
world’s largest. The two major rice varieties grown worldwide today are Orissa
Sadiva, Japonica. According to research studies, they owe their origin to two
independent events of domestication thousands of years ago.

Rice is the staple food for almost 65% of the population in India. Paddy in its raw
form cannot be consumed by human beings. It needs to be suitably processed for
obtaining rice. Rice milling is the process which helps in removal of hulls and barns
from paddy grains to produce polished rice. Rice forms the basic primary processed
for obtaining various secondary and tertiary products. The basic rice milling process
consists of the following process.

Rice Milling Process

Pre cleaning: Removing all impurities and unfilled grains from paddy.

De-stoning: Separating small stones from paddy.

Parboiling (optional): Helps in improving the nutritional quality by gelatinization of

starch inside the rice grain. It improves the milling recovery percent during de shelling
and polishing/whitening operation.

Husking: Removing husk from paddy.

Husk Aspiration: separating the husk from brown rice/un husked paddy.

Paddy separation: separating the un husked paddy from brown rice.

Whitening: removing all or part of the bran layer and germ from brown rice.

Polishing: improving the appearance of milled rice by removing the remaining bran
particles and by polishing the exterior of the milled kernel.

Length grading: separating small and large broken from head rice.
Blending: mixing head rice with predetermined amount of broken, as require by the
customer.

Weighing and bagging: preparing the milled rice for transport to the customer.

VARIETIES OF RICE IN INDIA.

India is one of the richest countries in the world which produces tremendous variety in
rice. There are different varieties of rice depending on the weather, soil, structure,
characteristics and purpose.

According to Dr. Richard, one of the most eminent rice scientist of the world 400000
varieties of rice exist in India in vedic period. He estimated that, even today 200000
varieties of rice are exist in India which in deeded an exceptionally high number. This
means even if a person eats a new rice variety every day a year he have to live for 100
years without reusing. The harvesting area of rice in India is the world’s largest about
600 improved varieties of India rice have been released for cultivation since 1965.

From a nation depends on imports to feed its population. India today is self-sufficient
in grain production and also has substantial reserve. The progress made by agriculture
in the last four decades has been one of the largest success stories of free India.
Agriculture is the means of livelihood of about 2/3rd of the work force in the country.

India’s is the world’s second largest rice producer, followed by china. The demand for
rice in India is projected at 128 million tons for the year 2012 and will require a
population 3000 kg per hector, significantly greater than the present average yield of
1930 kg/hector. Government of India is targeting to achieve production of 129 million
tons of rice by 2012-2013 with the growth rate of 3.7% along with other food grains.

STATUS OF RICE MILLING UNITS IN INDIA.

Rice milling is the oldest and the largest agro processing industry of the country. It has
a turnover of more than Rs.25, 500 crore per annum. It processes about 85 million
tons of paddy per year and provides staple food grain and other valuable products
required by over 60% of the population. Paddy grain is milled either in raw condition
or after par-boiling, mostly by single hullers of which over 82,000 are registered in the
country. Apart from it there are also a large number of unregistered single hulling
units in the country. A good number (60%) of these are also linked with par-boiling
units and sun drying yards. Most of the tiny hullers of about 250-300 kg/hr capacities
are employed for customs milling of paddy. Apart from it double hulling units number
over 2,600 units, under run disc sellers cum cone polishers numbering 5,000 units and
rubber roll sellers cum friction polishers numbering over 10,000 units are also present
in the country. Further over the years there has been a steady growth of improved rice
mills in the country. Most of these have capacities ranging from 2 tons/ hr to 10 tons/
hr.

WORLD TOP 10 RICE PRODUCING COUNTRIES

 China
 India
 Indonesia
 Bangladesh
 Vietnam
 Thailand
 Myanmar
 Japan
 Philippines
 Brazil

SOME OTHER RICE PRODUCING COUNTRIES

  Afghanistan, Argentina, Australia
 Bhutan, Bolivia
 Cambodia, Cameroon, Colombia, Cuba
 Ecuador, Egypt
 France
 Gambia, Republic of Ghana, Greece
 Iran, Italy
 Republic of Korea
 Liberia
 Madagascar, Malaysia, Mali, Mexico
 Nepal, Nigeria
 Pakistan, Paraguay, Peru, Portugal

3.2 COMPANY PROFILE

The K.K.R group was set up in 1976 by Mr. K.K.Karnan, man who set out with the
vision to bring quality rice into the traditional homes of Kerala in South India.
Venture which started out with traditional method of boiling, sun-drying and milling,
grew in to one of the most modern rice processing houses in India with the latest
world – class technology. The K.K.R group is now all set to become name to reckon
within foods. The group has plans to setup a food park with facilities to process and
manufacture a wide range of food products like spices, pickles and other products for
world markets.

The factory of KKR Mills is located in the green, pollution –free Okkal
Township, near Kochi in Kerala in South India. This facility is equipped with the
latest technology in the world for every aspect of processing of paddy-right from
destining, cleaning, drying, bran-removal, polishing and finally sorting. This
infrastructure of around 25 crore rupees is one of the largest in India. KKR Mills is the
only rice milling South India to use the Z-sortex machine capable of optical inspection
for quality control This machine scans every grain of rice and removes discolored,
broken and immature rice, ensuring that only rice that meets the specification
calibrated in the computer is selected for packaging, The result- beautiful rice of even
size, color and bran that is a feast for the eyes and a wholesome meal.

Nirapara- The brand name, in which KKR Mills markets rice is today the
largest selling brand in Kerala and has become a household name.

PRESENT STATUS OF ORGANISATION

KKR Group is mainly involved in the manufacture of quality Rice and Rice
Products. The Products are sold under the brand name “NIRAPARA.” The KKR
Group is now all set to become a name to reckon within foods. The group has plan to
setup a food park with facilities to process and manufacture a wide range of food
products like spices, pickles and other products for work markets. The capacity of the
plants of the KKR Group is 225 TPD.

In the present situation the company is directly selling all the products
through all retail outlets. The distribution of Nirapara is spread in the major cities in
India and outside India. And Nirapara rice and rice products are exported to UAE,
Muscat, Bahrain, Oman, Qatar, Kuwait, USA, Canada, UK, Switzerland, France,
Australia, Newzeland, Singapore etc.

KKR GROUP OF COMPANIES

 S.N. Rice Mills

 KKR Mills
 KKR Flour Mills
 KKR Agro Mills Pvt Ltd.
 KKR Food Products
 S.N. Agro Products
  S.N.Tile Works
 Five star Metals Pvt.Ltd.
 KKR Products & Marketing Pvt Ltd.
 Lotus Rural Development Society
 KKB Fencing Coe LLC, Dubai, UAE
 Bik-Mark International Marketing (P) Ltd,
 Bik-Mark Builders & Realtors (P) Ltd.

MANAGING DIRECTOR: Mr. K.K Karnan

BOARD OF DIRECTORS Mr. K.K Karnan

Mr. Biju Karnan

Mrs. Ammini Karnan

NIRAPARA MISSION STATEMENT

“Quality food Products for Modern living”

PRODUCTION UNIT

 KKR Food Products

 KKR Flour Mills
 S.N. Rice Mills
 KKR Agro Mills
 KKR Mills

PRODUCT MIX

 Rice
 Rice Flour
 Wheat Products
 Spices
  Pickles
 Curry Powder

PRODUCT LINE

RICE

Nirapara rice is available in wide range of varieties that suit various tastes-
brown rice and white rice in round –grained and long grained varieties, besides these,
there are specialty rice varieties for the varied traditional users of rice in kitchens all
over the world.

Rice being the staple food from breakfast to dinner, Nirapara’s range of rice
caters to every application of rice in the lives of the people especially of south India.
Nirapara rice is the only rice processed using the nutria-select process which ensures
that only the best quality rice with the optimum value of vitamin B is selected by the Z
sortex machine and packed. Nirapara rice comes in net porous traditional jute-bags
that help air circulation that is essential to enhancing shelf life, keeping it fungus free.

Single Matta Rice Idli Rice

Rose Matta Rice Jyothi Rice

Payasam Rice Jaya Rice

Matta Broken Rice Cherumani Rice

Ponni Rice Vita Rice.

RICE FLOURS

Breakfast is very important meal in the every home. A wide range of exotic,
traditional rice breakfast items are every popular in even modern homes.
 Gone are the days when women would painstakingly powder and grind rice
make the batter for breakfast items like Idli s Dosa, Appam etc. Today Nirapara
readymade rice powders have found a firm place in kitchen shelves across world.

Nirapara has rice flour suitable for a wide range of breakfast items

 Idli Powder
 Appam/Idiyappam Powder
 Dosa Powder
 Chemba Puttu powder
 puttu Powder (white)
 Pathiri Powder

WHEAT PRODUCTS

KKR Mills also processes and markets wheat products for household use under the
brand name “Nirapara”.All Nirapara products carry with it the assurance of quality.

Wheat Flours

Broken Wheat

Rava (Sooji)

Wheat based traditional foods are also popular in Kerala broken Wheat is used
to make nutritious wheat porridge, Fine wheat (Sooji Rava) is used to make a
delicious breakfast item called ‘Upma’ which is very popular in the southern states of
India. Nirapara also has wheat flour which is used to make soft ‘chapattis’, popular
Indian bread.
SPICES

KKR Food products, a company set up in October 2002 is all set to bring out
wide range of food products into the market under the Nirapara brand Umbrella. The
first set of products to enter the market is spices and pickles under the brand name
Nirapara Silky.

Nirapara Silky spice powders are made from the best quality spices sourced
from all over the country and processed and packed in a state- of the- art facility that
meets the highest standards of hygiene. The spices are available as both pure spices
and ready mixes that are used.

NIRAPARA SILKY CURRY POWDER RANGE

Red Chilli powder Chicken Masala
Coriander Powder Fish Masala
Turmeric powder Meat Masala
Sambar Powder Curry Powder
Rasam Powder Pickle Powder
Black Pepper Powder Gram Masala

Pickles: Pickles are important item in practically every Indian meal. Traditional
pickle recipes using unique spice mixes and vegetable oils are made with a wide
variety of vegetables. Nirapara Silky pickles are delicious, mouthwatering and are the
Perfect appetizer in every meal. These pickles are manufactured in a state –of –the-art
facility meeting international standards of hygiene and purity. Only the best quality
materials are sourced. The pickles are made under the supervision of experts.

MARKETING DEPARTMENT
 The marketing department works as a separate company within the business
enterprise and deals with all the sales and marketing related activities. The KKR
Group markets a number of diversified brands of products in the competitive
markets.

Functions of Marketing Department

 Local area sales

 Rural marketing
 Interstate( Bangalore, Mumbai, Chennai, Delhi, Goa, Pune) Marketing
 Exports (UK, Europe, USA & all the Middle East Countries)

FINANCE DEPARTMENT

The function of financial management is to make intensive and economic use

of capital resources of the organization. Since business firms are profit seeking
organization, there functions are to maximize the company’s wealth. The Nirapara
mill maintains a clear and perfect accounting system. The main activity of the finance
department is working capital management, Preparation of financial statements such
as balance sheet, profit and loss account etc. The finance department carries out all
the activities pertaining to long term and short term requirements of the operation
using purchase bill, maintaining the accounts of contacts, Sub- contracts and income
tax deductions. The auditor manages the matters relating to tax. The company sells
the products both for cash and credit and period is for three months.

Functions of Finance Department

 Sourcing finance
 Financial accounting
 Cash management
  Taxation
 Management of costing control
 Preparation of financial reports
 Expense analysis
 Determining the source of funds

ACCOUNTS DEPARTMENT

Accounts department deals with analyzing recording and summarizing the

business transactions, which are in financial character and are expressed in terms of
money. The companies Act 1956 lay down certain principles regarding the
accounting of the company. Every company of India has to keep an accounts
department to maintain the correct and adequate accounts of the company. Accounts
department usually is a part of financial operators of the company.

HUMAN RESOURCE DEPARTMENT

The development of the organization can be achieved only through the

development of the people of the organization. So we say that the workers are the
back bone of the organization. The impressive level of productivity is a hallmark of
KKR Group of companies and today the company has highly committed and
disciplined workforce which leads a high degree of productivity with impressive
levels of quality. The company gives importance for the employee welfare and
individual development. The organization promotes the concept of participative
management, especially in quality circles, employee suggestion schemes etc.

Functions of HR Department

 Estimating manpower needs

 Recruitment and selection of staffs
 Training and development
 Promotion and Appraisal
  Remuneration fixing
 Financial and non-financial incentives
 Ensuring job satisfaction
 Placement of manpower

QUALITY CONTROL DEPARTMENT

Improving quality is one of the important ways to maintain a competitive

position in today’s markets. Quality can be promoted to customers and employees.
Customers want quality products and services and employees at all levels in the
organization like to be associated with a winner. Most people associate high quality
with a winning competitive position.

The KKR Mills is the only rice mills in the south India to use the Z- sortex machine
capable of optical inspection for quality control .This machine scans every grain of
the rice and removes discolored, broken and immature rice ensuring only rice that
meets the specification calibrated in the computer is selected for packing. The
quality section is headed by a Quality controller. He has assistants to assist him in
quality checking.

RESEARCH AND DEVELOPMENT DEPARTMENT

In KKR Group of companies research is mainly conducted in the field of

production. This department consists of lab assistant, chemist and microbiologist it
leads with development of a new product and quality inspection etc. The R&D
department of KKR group is situated at Chelamattom unit.

FUTURE SCOPE OF THE ORGANISATION

The future scope of the company is that they are intended to making new
nutritious food for children and old age people and also special healthy food product
for youth. Their motive is sale of these products in and out of India hence they are
prepared to export these items in all countries. For producing the food products, the
company collected raw materials or items from the selected farms only, that farms
always kept the quality of products and retain the standard of them moreover they
intended to establish one park food things means all types food grains is stored
themselves and cultivated them in wide area in various type of agriculture.

New Technology

The KKR Group is all set to enter the food processing industry on large scale
bringing in the world latest technology and machines. In every new area of achieving
attention to purring and hygiene that meet the highest world requirements is the focus
of the group.

New Product

The KKR Group is looking at venture in food processing and presenting with
a large scale investment on a food technology park. The group has plans to
manufacture an international product range like past presents source squashes, fruits
based foods, pickles, juices, coconut based food etc.

New Market

Today Nirapara group has entered the Middle East markets and Far East
America and Europe. The day is not far because the KKR Group makes food in the
international markets and with the presence and commitment of the group it needs a
dream that will be true before long.

PRODUCTION DEPARTMENT

Production is the process, developed to create a collection of input

element i.e., Energy, capital, material, manpower such as labors used to produce
output such as the finished goods in proper quantity and quality. Production
department is deals with the process of producing products. That means
converting input into output material is a very important factor of production.

K.K.R group of companies mainly concentrates rice production, the raw

material is paddy. This raw material collects from Kerala and other states. The
 production procedure starts with paddy pre cleaning and ends with colure
sorting, packing and dispatch. The company also produces some other products
such as rice products wheat products, curry power, pickle etc. this products are
produced by separate production procedure and new technology is used for the
production of these products. The organization is taking care to retain the entire
nutritious at the time of production. The capacity of rice production is 144 tons
per day in 3 shifts.

FUNCTIONS OF PRODUCTION DEPARTMENT

 Assure that purchased raw materials are conforming to the purchase orders
and specification.
 Establish points of inspection test at selected points in the production
process.
 Evaluate and approve manufacturing equipment process, testing and testing
equipment.
 Perform inspection and tests data and provide information on process and
product quality level.
 Control the handling, preservation and packing of material and equipment
from receipt through shipment of the final products.

RESPONSIBILITIES OF PRODUCTION MANAGER

 Daily planning of production.

 Ensure monthly and daily planning of production.
 Check and verify process sheet.
 Check par boiling and drying process sheet.
 Check milling process sheet.
 Verify mechanical maintenance register.
 Verify goods received register.
 Verify packing material register.
 Inform the manager about stock of by product and other item.
 Conduct daily stand up meeting

PURCHASE DEPARTEMENT

The Purchase department plays a very important role in an organization

because purchasing has its effect on vital factor concerning the manufacture,
quality, cost, efficiency, and prompt delivery of goods to the customers. Its
function is to procure raw materials, supplies, services, machines and tools at the
most important function of materials management because at the moment an
order is placed for the purchase of materials; a substantial part of the company’s
finance, which affects cash flow position of the company. The purchase system
is centralized in Nirapara.

Centralized purchase department means that all the purchase function are
routed through one department. This means that all the purchase should be made
by the purchase department to avoid duplication, overlapping and non-uniform
procurement.

OBJECTIVES OF PURCHASE DEPARTMENT

 To make continuous availability of materials so that there may be

uninterrupted flow of materials for production.
 To make purchase competitively and wisely at the most economic prices.
 To serve as an information center on the materials knowledge relating to
prices, sources of supply, specification, mode of delivery ete.
 To purchase proper quality of materials to have minimum possible wastage
of material and loss in production.
 To adopt the most advantageous method of purchase to ensure smooth
delivery of materials from suppliers.
 To make purchase in reasonable quantities.

FUNCTIONS OF PURCHASE DEPARTMENT

 Purchase requisition or indenting for materials

  Exploring the sources of supply and choosing the supplier
 Making purchasing order
 Receiving and inspecting materials
 Checking and passing of bill for payment

RESPONSIBILITIES OF PURCHASE MANAGER

 Check whether there is continuous availability of raw material.

 Provide better control on purchasing power.
 Check purchase requisition or indenting of raw materials.
 Select suitable supplier based on terms and conditions.
 Preparation of purchase order for the supply of stores.
 Receiving and inspecting raw materials.
 Checking and passing of bills for payments

PURCHASE DEPARTMENT

The purchase department plays a very important role in organization because

purchasing has its effect on every vital factor concerning the manufacture, quality,
cost efficiency and prompt delivery of goods to customers. Purchasing will be
seasonal purchases and daily purchases. Seasonal purchases include purchase of
paddy, Lemon, Chilly. Turmeric etc. Daily purchase includes machine parts, office
materials and other materials for the day to day needs.

In the present scenario with the cut throat completion cost reduction is practiced in
every sphere of the business and purchase is one of the important functions rare cost
can be highly controlled. High quality material with lower cost became the motto of
every organization for a meaningful survival the purchase system is centralized in
Nirapara, I. e. all purchasing functions are done through one department. The
purchases should be made by the purchase department to avoid duplication,
overlapping, and non-uniform procurements. As the moment one order is placed for
the purchase of material. A substantial part of companies finance is committed which
affect cash flow position of the company,

TYPES OF PURCHASING

 Purchasing

 Seasonal Purchase

 Daily Purchase

OBJECTIVES OF PURCHAE DEPARTMENT

 To make continuous availability of materials so that there may be uninterrupted

now of materials for production

 To make purchase competitively and wisely at the most economical prices

 To serve an information centre of the materials knowledge retaining to prices,

source of supply, specific mode of delivery etc.

 To make purchases in reasonable quantities to keep investment in materials at

minimum.

 To purchase proper quality of materials to have minimum possible wastage of

material and loss in production,

 To develop and maintain good buyer and seller relationship to became

preferred buyer in the market,

 Develop reliable alternative source of supply to meet company requirements.

 To satisfy customer needs

 To provide necessary expertise, advise, and information to operation

department

RESPONSIBILITIES OF KEY PERSONS PURCHASE DEPARTMENT

1. Purchase Manager

The major responsibilities of the purchase manager are

  Check whether there is continuous availability of raw material

 Provide better control on purchasing power

 Check purchase requisition of raw materials

 select suitable supplier based on terms and conditions

 Preparation of purchase order

 Receiving and inspecting raw materials

 Checking and passing of bills for payment

2. Store Keeper

The major responsibilities of the store keeper are

 Receiving the stores correctly

 Entering all receipt regularly in the bin cards

 Keeping every item of stores in its allocated bins

 Ensuring that materials are issued only to those who present duly signed
requisition

 Ensure that stock do not exceed the maximum level

 Preventing unauthorized persons from entering into the stores

 Carrying out a regular review of items in the store,

PROCEDURES

1. Receiving the purchase requisitions

2. Exploring the sources of supply and choosing the supplier

3. Preparation and execution of purchase order

4. Receiving and inspecting material

5. Checking and passing of bills for payment

1. RECEIVING THE PURCHASE REQUISITIONS

Purchase requisition is a form used as a formal request to the purchase department to
purchase raw materials the requisition is prepared by the store keeper and approved by
an executive the requisition is prepared in triplicate, one to purchase department
second to store keeper and the third one to authorizing executives.

2. EXPLORING THE SOURCES OF SUPPLY AND CHOOSING THE

SUPPLIER

Source of supply of raw materials are selected after the receipt of the purchase
requisition. Quotations an invited and the suppliers are selected through the tender
procedure, while selecting the supplier to whom orders are to be given for the
purchase of the materials, the purchase department should consider the following
aspects

 Manufacturing capacities

 Reliability of supplier

 Price quoted

 Terms of payment

 Financial condition of the supplier

 Terms of delivery

3. PURCHASING ORDER

After choosing the supplier, purchase department prepares a purchase order for the
supply of stores. The order is the written authorization to the supplier to supply the
particular materials.

4. RECEIVING AND INSPECTING MATERIALS

The materials are inspected and the goods receiving clerk will enter the details of the
materials. The store keeper again checks the materials after this. On completion of the
inspection, the goods receiving clerks should enter the details of material received in
store or goods received note. Five copies of the note should be prepared

 Receiving department keep one copy

  The storekeeper for his record will keep one copy

 Purchase department

 Accounts department

 The department initiated the requisition

5. CHECKING AND PASSING OF BILLS FOR PAYMENT

When the invoice is received from the supplier, it is sent to the stores accounting
section to check both the authenticity as well as the arithmetical accuracy. The
quantity and mentioned in the invoice are checked with reference to stores received
note and the purchase order.

PRODUCTION

Process by which raw materials and other inputs are converted into finished products.
The core of production system is the conversion system where in workers, materials
and machineries are used to convert into product or services The production
department is responsible for ensuring quality is achieved in each item produced.
They will need to carry out inspections and implement suitable quality initiatives.
Manufacturing is understood to refer the process of producing tangible goods as well
as intangible services. The capacity of production is 144 tons per day in three shifts.

FUNCTIONS OF THE PRODUCTION DEPARTMENT

 Assure the purchased raw materials are conforming to the purchase order and
specification

 Establishing points of inspecting test at selected points in the production

 Evaluate and approve manufacturing equipment process, and testing equipment

  Perform inspection and tests data and provide information on process and
product quality level

 Control the handling, preservation and packing of material and equipment from
the receipt through shipment of the final product

AIMS OF PRODUCTION DEPARTMENT

In manufacturing concern the production function may be split into five sub functions

a. The production and planning department will set standards and targets for each
section of the production process the quantity and quality of products coming off a
production line will be closely monitored. In business focusing on lean production,
quality will be monitored by all employees at every stage of production, rather than at
the end as is the case for business using a quality control approach.

b. The purchasing department will be responsible for providing the materials.

Components and ailment required to keep the production process smoothly. A vital
aspect of this role is ensuring stocks naive on time and the right quality.

c. The stores department will be responsible for stocking all the necessary tools,
spares raw equipment required to service the manufacturing process. Where material
and sourcing is unreliable, buffer stocks will need to be kept and the use of
computerized stock control system helps keep stocks at a minimal but necessary level
for production to continue unhindered.

d. The design and technical support department will be responsible for researching
new products or modification to existing ones, estimating costs for producing in
different quantities and by using different methods. It will also be responsible for the
design and testing of new product process and product types, together with the
development of prototypes though to the final product. The technical support
department may also be responsible for work study and suggestions as how working
practice can be improved.
e. The works department will be concerned with the manufacture of products. This
will include the maintenance of the production line and other necessary repairs. The
works department may also have responsibility for quality control and inspection. A
key aspect of modem production is ensuring quality. The term quality means fitness
for purposed a product: process or service should do exactly what is expected of

ROLE OF PRODUCTION DEPARTMENT

The main role of production is to run inputs (raw materials) into output (finished
goods), outputs refer to a finished product or service and inputs are the materials that
are needed to manufacture certain goods When a business completes this process they
are able to achieve customer satisfaction by producing products that are ready used
and to be fit for purpose.

RESPONSIBILITIES OF THE KEY PERSONS IN PRODUCTION

DEPARTMENT

1. PRODUCTION MANAGER

 Plan the production as the target allotted for the month

 Check and verify the process sheet

 Prepare weekly wage list and ensure the payment

 Prepare monthly salary statement and handover it to the accounts department

 Maintain attendance register for the production staff

 Ensure leave sanction of employees and forward it to the HR department

 Conduct daily stand up meetings

2. PADDY INSPECTOR

 Inspect paddy when load arrives

 Supervise loading and unloading of paddy

 Proper storage of husk

3. MECHANIC HEAD

 Ensure maintenance of all mechanical equipments

 Maintain a register for schedule of maintenance

 Maintain a register for oiling and greasing

 Maintain a register for repairs

 Maintain all spares in the locker room

4. MILLING SUPERVISOR

 Supervise milling operations

 Ensure all out sourced products are checked, packed, stocked correctly

 Ensure all out sourced items are received at the respective go downs

 Inform the purchasing department regarding the position of stock

5. ELECTRICIAN HEAD

 Ensure that the electrical equipments are in working in order all times

 Maintain the list of all electrical equipment

 Ensure proper maintenance of generator and air compressor

 Maintain a register of repairs

6. DISPATCH SUPERVISOR

 Check the quality of the product before packing

 Controlling the packing section

 Maintaining the stock in packing material register

 Supervise the loading

 Maintain stock position register

 Ensure sufficient stock of bags. tags and twine

  Maintain good return register

7. PARBOILING OPERATOR

 Ensure proper pre cleaning of paddy and check working of all machines

 Check all parameters of soaking, boiling and drying

 Check the moisture of paddy after drying

 Maintain the process sheet and enter the details

8. MILLING OPERATORS

 Check the type of paddy

 Check the variety of paddy

 Record the shift timing

 Check the impurities

 Record the no. of tonnage

 Record the productive hour

9. SORTEX OPERATOR

 Check the type of rice and variety

 Check the moisture level of rice

 Check whether rice is suitable for sorting

 Carry out timely cleaning of sortex machines

 Carry out sample weighting of packed rice from time to time

PRODUCTION PROCESS

The manufacture of rice from paddy is done in 3 stages, the parboiling drying and
milling

PARBOILING

The paddy is taken to the first paddy cleaner and destroyer machine through dust
blower where the dust stones and immature paddy are removed. Then it is taken to
paddy cleaner machine and the cleaned paddy is taken to the parboiling tanks through
a metal chute The paddy is boiled to the required level in the parboiling is tank and
boiled paddy is dried using hot air produced by the boiling machine

DRYING

The second part of the process is the drier machine which consists of the drying plant,
beat exchanger and blower. The paddy is boiled and this is taken to the drying part of
the machine through an elevator attached to the driver machine. The paddy is dried
here and after that it is taken to paddy cleaner machine and the husk is collected. The
shelled paddy will go through the paddy separator machine which separates unshelled
paddy and the rice. Then the Polishing process is done and the polisher machines
helps in polishing the rice with rice brand. After polishing the rice will go through the
vibrator machine where stones and broken rice are separated.

MILLING

The final product is collected at the end of the milling section and this will go to the
rice color sorter machine for removing the black and immature rice completely.

MARKETING DEPARTMENT

Today's successful companies share along focus and a hearty commitment to

marketing Modern marketing seeks to attract new customers by promoting superior
value and to keep current customers by delivering satisfaction. Sound marketing is
critical to the success of all organization, but marketing combines many activities such
as market research, products, department, distribution pricing and advertisement. The
marketing concept was born out of awareness that a business to start with the
determination of consumers’ needs and end with satisfaction of those wants.

The word marketing is a comprehensive term and the success of every company lies in
the marketing activities Marketing department plays a vital role in the success of the
NIRAPARA group. They mainly focuses on the customer satisfaction and the
department is responsible for level, timing. Composition of customers demand in a
manner influencing the will achieve so the company markets a number of diversified
brand company objective. Of products in the competitive markets so the marketing
department studies the market and customers, determines the best way to reach those
customers, and work with the rest of the company to help determine the new product
need of market and represent the company in a consistent voice

DISTRIBUTORS

The KKR group of companies has large no. of distributors in Kerala. For the rice
products the company has at least one distributor for rice in every district in Kerala
For the other food products they are following a policy of having one distributor in
every 3 Panchayaths in Kerala.

The company has also distribution in UAE, Muscat, Bahrain, Oman, Qatar, Kuwait,
Canada, UK, and Switzerland. France. Australia. New Zealand, Singapore etc.
Considering the increasing demand company is planning to increase the no. of
distributors

DISTRIBUTION CHANNEL

The varied products are supplied to all the retail outlets all over Kerala. Direct
marketing system is followed. The company is also having a small outlet for the sales
of the products. The main dealers include the supermarkets, wholesale institutional
buyers, grocery shops, pan shops, etc.

POLICIES AND PROGRAMMES

Modem business is regarded as an integral component of the society. In today world,

society is expecting much more from business than in past. Modern business must
demonstrate social awareness, sensitivity and social performance. The manager should
consider the effect of their decision upon all stake holders who are interested in the
enterprise directly or indirectly and who may be adversely affected by these corporate
decisions.

MARKETING PROCESS

CONCENTARTION
Under this process goods and products are collected together at a central point to
facilitate further action upon them. It concern with gathering, collecting and concern
rating raw material, partially finished goods and finished products at central points.
These concentrations to a certain extent embrace various other functions also such as
assembling, storage, financing, grading, standardization, risk taking etc.

EQUALISATION

Equalization consists of the adjustment of the supply to the demand on the basis of the
time and quality. This sort of adjustment can be done through storage and
transportation market centres.

DISPERSION

It refers to the allotment of the raw materials to the producer and the final products to
the consumes in lots of small and big sizes suitable for their consumption

PROMOTIONAL ACTIVITIES

It is the process of communicating about the product to current and potential

customers in order to pursue them to buy the product. Promotional activities like
advertisement, trade or dealer promotion, increasing rate of commission to the
representatives etc. are followed by the company. NIRAPARA gives offers to the
dealers which will also benefit the customers

ADVERTISING AND PRICING

Advertising is the process through which the consumers are getting information about
the product. It pursues the consumers to buy the product it helps in increasing the sales
and creates a brand name and consumer loyalty.

Advertising has been a boosting tool for the company last year. Last year NIRAPARA
started advertisements in television channels and other Medias with the film actress
and after that the demand has been increased for the Nirapara products. The company
is also doing advertising by wall painting, boarding and boards and side panels on
KSRTC buses.
MARKET SEGMENTATION

A marketing term refers to the aggregating of prospective buyers into groups

(segments) that have common needs and will respond similarly to a marketing action.
Market segmentation is a technique used to enable a business to better target products
at the right customers. It is about identifying the specific needs and wants of
customers group and hen using those insight into providing products and services
which meet customer needs

Market segmentation enables companies to target different categories of consumers

who perceive the full value of certain products and services differently from one
another. Generally three criteria can be used to identify different market segmentation.

a. Homogeneity (common need with segments)

b. Distinction (unique from other group)

c. Reaction (similar response to market)

PRICING STRATEGY

Pricing decisions are made on the cost of production which includes the cost of raw
materials and other charges. It also depends on the factors such as competitor's price,
buying pattern of customers and distribution channel. Some products of the company
get a high profit while others get a less amount of profit only. Even then for the
existence in the market and to push up sales of other products, the company continues
to sell those products also in the market.

KEY PERSONS

SALES AND MARKETING MANAGER

The major responsibilities of the marketing and sales manager are

 Give orders and instructions to sales executives

 Conduct market analysis

 Give promotional techniques

  Solve complaints of the customers

 Prepare details of shops and quantity of sales

 Check whether there is any pending in the product supply

SALES EXECUTIVE

The major responsibilities of the sales executives are:

 Collect orders from different shops

 Identify the complaints of the customers

 Give information about the customers and the shop keepers

 Inform about market which has more and less sales

Competitor’s information

The company has many competitors in the market because the condiments
industry has a large market segmentation. The major competitions faced by the
organization are from Kerala, India and Middle East market. They comprises of

 SARAS
 DOUBLE HORSE
 BRAHMINS
 KITCHEN TREASURES
 EASTERN

 EVEREST

 MDH

 CATCH

 MOTHER’S RECIPE

 COOKME

 NILONS

 RAMDEV
 PUSHP

 SAKTHI

 AACHI

 KWALITY SPICES

 SDA SPICES

 NATIONAL

CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

Table 4.1
Workers happy with the welfare provided at KKR Group of Companies

Attributes Number of respondents Percentage

Yes 33 33%
No 0 0%
To an extent 40 40%
No opinion 27 27%
Total 100 100%
(Source: primary data)

Graph 4.1

Workers happy with the welfare provided at KKR Group of Companies

Percentage
Percentage

40%
33%

27%

0%
Yes
No
To an extent
No opinion

Interpretation

From the above analysis shows that 40% of workers to an extent, 33% of worker are
happy, 27% of workers have no opinion and 0% of workers No towards welfare
provided at KKR Group of Companies.
Table 4.2

Welfare measures create better relations

Attributes Number of respondents Percentage

Yes 32 32%
No 0 0%
To an extent 48 48%
No opinion 20 20%
Total 100 100%
(Source: primary data)

Graph 4.2

Welfare measures create better relations

100% 100% 200% 200% 300% 300% 400% 400%

48%
50%
45%
40%
35% 32%

30%
25% 20%
20%
15%
10%
5% 0%
0%
Yes No To an extent No opinion

Percentage

Interpretation

The above table and graph shows that 48% of workers to an extent, 32% of workers
create better relations, 20% of workers have no opinion and 0% of workers are No
towards welfare measures create better relations.
Table 4.3

Welfare measures build greater loyalty to the company

Attributes Number of respondents Percentage

Yes 50 50%
No 2 2%
To an extent 30 30%
No opinion 18 18%
Total 100 100%
(Source: primary data)

Graph 4.3

Welfare measures build greater loyalty to the company

50% 100% 100% 200% 200% 300% 300% 400% 400%
50%
45%
40%
35% 30%
30%
25%
18%
20%
15%
10%
2%
5%
0%
Yes No To an extent No opinion

Percentage

Interpretation

The above table and graph shows that 50% of workers build greater loyalty to the
company, 30% to an extent, 18% have no opinion and 2% no towards loyalty to the
company.
Table 4.4

Welfare measures Helps faster team spirit

Attributes Number of respondents Percentage

Yes 45 45%
No 0 0%
To an extent 38 38%
No opinion 17 17%
Total 100 100%
(Source: primary data)

Graph 4.4

Welfare measures Helps faster team spirit

45% 100% 100% 200% 200% 300% 300% 400% 400%
45%
38%
40%

35%

30%

25%

20% 17%

15%

10%

5%
0%
0%
Yes No To an extent No opinion

Percentage

Interpretation

The above table and graph shows that 45% of workers gets faster team spirit. 38% of
workers to an extent, 17% of workers no opinion and 0% no towards welfare
measures helps faster team spirit.
Table 4.5

Availability of restroom facilities

Attributes Number of respondents Percentage

Excellent 10 10%
Good 30 30%
Satisfactory 50 50%
Poor 10 10%
Total 100 100%
(Source: primary data)

Graph 4.5

Availability of restroom facilities

Percentage
Excellent Good Satisfactory Poor
10% 10%

30%

50%

Interpretation

The above table and graph shows that 50% of workers is satisfactory, 30% of worker
good,10% of workers excellent and 10% of workers poor towards the restroom
facilities.
Table 4.6

Level of satisfaction towards medical facilities provided by the employees

Attributes Number of respondents Percentage

Highly Satisfied 6 6%
Satisfied 38 38%
Neutral 44 44%
Dissatisfied 8 8%
Highly dissatisfied 4 4%
Total 100 100%
(Source; primary data)

Graph 4.6

Level of satisfaction towards medical facilities provided by the employees

Percentage

44%

38%

8%
6%

Highly Satisfied Satisfied Neutral Dissatisfied

Interpretation

The above table and graph shows that only 6% of workers are highly satisfied, 38% of
workers are satisfied, 44% of workers are neutral and 8% of workers are dissatisfied
towards medical facilities provided by the company.
Table 4.7

Educational facility available to the employee’s family

Attributes Number of respondents Percentage

Yes 0 0
No 100 100%
Total 100 100%
(Source; primary data)

Graph 4.7

Educational facility available to the employee’s family

Percentage
Percentage

100%
100%

0%

Yes
No
Total

Interpretation

The above table and graph shows that there is no education facilities provided to the
employees family.
Table 4.8

Availability of first aid facilities

Attributes Number of respondents Percentage

Every time 8 8%
Mostly 11 11%
Sometimes only 81 81%
Total 100 100%
(Source; primary data)

Graph 4.8

Availability of first aid facilities

Percentage
Every time Mostly Sometimes only

8%

11%

81%

Interpretation

The above table and graph shows that 81% sometimes only , 11% of workers mostly
and 8% of workers every time.
Table 4.9

Level of satisfaction with transportation facilities

Attributes Number of respondents Percentage

Highly Satisfied 10 10%
Satisfied 44 44%
Neutral 28 28%
Dissatisfied 13 13%
Highly dissatisfied 5 5%
Total 100 100%
(Source; primary data)

Graph 4.9

Level of satisfaction with transportation facilities

Percentage
Highly Satisfied Satisfied Neutral
Dissatisfied Highly dissatisfied

5% 10%
13%

28% 44%

Interpretation
The above table and graph shows that 44% of workers satisfied, 28% of workers
neutral, 13% of workers dissatisfied, 10% of workers highly satisfied and 5% of
workers highly dissatisfied.

Table 4.10

About labour welfare fund provided

Attributes Number of respondents Percentage

Highly Satisfied 12 12%
Satisfied 63 63%
Neutral 20 20%
Dissatisfied 3 3%
Highly dissatisfied 2 2%
Total 100 100%
(Source; primary data)

Graph 4.10

About labour welfare fund provided

70%
63%
60%

50%

40%

30%

20% 20%
12%
10%

0% 3%
Highly Satisfied 2%
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

Column2

Interpretation
The above table and graph shows that 63% of workers satisfied, 20% of workers
neutral, 12% of workers highly satisfied, 3% of workers dissatisfied and 2% of
workers highly dissatisfied.

Table 4.11

Opinion about recreation facilities provided by the company

Attributes Number of respondents Percentage

Highly Satisfied 15 15%
Satisfied 58 58%
Neutral 24 24%
Dissatisfied 2 2%
Highly dissatisfied 1 1%
Total 100 100%
(Source; primary data)

Graph 4.11

Opinion about recreation facilities provided by the company

60% 58%

50%

40%

30%
24%
20% 15%

10%

0% 2%
Highly Satisfied 1%
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

Column2

Interpretation
The above table and graph shows that 58% of workers satisfied, 24% of workers
neutral, 15% of workers highly satisfied, 2% of workers dissatisfied and 1% of
workers highly dissatisfied.

Table 4.12

Welfare measures provided by the company

Attributes Number of respondents Percentage

Highly Satisfied 40 40%
Satisfied 26 26%
Neutral 20 20%
Dissatisfied 9 9%
Highly dissatisfied 5 5%
Total 100 100%
(Source; primary data)

Graph 4.12

Welfare measures provided by the company

Highly dissatisfied 5%

Dissatisfied 9%

Neutral 20%

Satisfied 26%

Highly Satisfied 40%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Column2

Interpretation
The above table and graph shows that 40% of workers are highly satisfied, 26% of
employees are satisfied, 20% of employees are neutral, 9% of employees are
dissatisfied and 5% of employees are dissatisfied towards welfare measures provided
by the company.

Table 4.13

Availability of canteen facilities

Attributes Number of respondents Percentage

Yes 100 100%
No 0 0%
Total 100 100%
(Source; primary data)

Graph 4.13

Availability of canteen facilities

100%
90%
80%
70%
60%
100%
50%
40%
30%
20%
10%
0%
0%
Yes
No

Percentage

Interpretation

The above table and graph shows there are canteen for every employee in the
company.
Table 4.14

Housing facilities available in the organization for employees

Attributes Number of respondents Percentage

Yes 65 65%
No 35 35%
Total 100 100%
(Source; primary data)

Graph 4.14

Housing facilities available in the organization for employees

Percentage

35%
Yes
No

65%

Interpretation

The above table and graph shows that 65% of workers is getting housing facilities and
35% of workers is no towards the housing facilities.
Table 4.15

Welfare measures satisfy your needs

Attributes Number of respondents Percentage

Always 24 24%
Sometimes 35 35%
Never 31 31%
No Opinion 10 10%
Total 100 100%
(Source; primary data)

Graph 4.15

Welfare measures satisfy your needs

Percentage
Always Sometimes Never No Opinion
10% 24%

31%

35%

Interpretation

The above table and graph shows that 35% of workers sometimes, 24% of workers
always, 31% of workers never and 10% of workers have no opinion towards
satisfaction on welfare measures.
Table 4.16

Welfare measures help in solving the problems faced by employees

Attributes Number of respondents Percentage

Always 34 34%
Sometimes 26 26%
Never 22 22%
No Opinion 18 18%
Total 100 100%
(Source; primary data)

Graph 4.16

Welfare measures help in solving the problems faced by employees

Interpretation

Percentage
Always
No Opinion 34%
18%

Never Sometimes
22% 26%

The above table and graph shows that 34% of workers always. 26% of workers
sometimes, 22% of workers never and 18% of worker no opinion towards solving
problems faced by employees.
Table 4.17

Level of satisfaction regarding present welfare measures

Attributes Number of respondents Percentage

Highly Satisfied 44 44%
Satisfied 24 24%
Neutral 16 16%
Dissatisfied 8 8%
Highly dissatisfied 8 8%
Total 100 100%
(Source; primary data)

Graph 4.17

Level of satisfaction regarding present welfare measures

Highly dissatisfied 8%

Dissatisfied 8%

Neutral 16%

Satisfied 24%

Highly Satisfied 44%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

Column2

Interpretation
The above table and graph shows that 44% of employees are highly satisfied, 24% of
employees are satisfied, 16% of employees are neutral, 8% of employees are
dissatisfied and 8% of employees are highly dissatisfied towards the level of
satisfaction regarding present welfare measures.

Table 4.18

Management provide awareness programs relating to employee welfare

Attributes Number of respondents Percentage

Yes 33 33%
No 67 67%
Total 100 100%
(Source; primary data)

Graph 4.18

Management provide awareness programs relating to employee welfare

Chart Title
600%

500%

400%

Axis Title 300%

Percentage

200%

100%

0%
Yes No
Axis Title

Interpretation

The above table and graph shows that 67% of workers no and 33% of employees are
yes towards awareness programs relating to employee welfare.
Table 4.19

Adequate training programs conducted for the employees of KKR Group of

Companies

Attributes Number of respondents Percentage

Yes 38 38%
No 62 62%
Total 100 100%
(Source; primary data)

Graph 4.19

Adequate training programs conducted for the employees of KKR Group of

Companies

Percentage

Yes
No

Interpretation

The above table and graph shows that 38% of workers yes and 62% of workers no
towards training programs conducted for the employees og KKR Group of companies.
Table 4.20

Satisfied with the Scale of salary

Attributes Number of respondents Percentage

Highly Satisfied 11 11%
Satisfied 71 71%
Neutral 8 8%
Dissatisfied 5 5%
Highly dissatisfied 5 5%
Total 100 100%
(Source; primary data)

Graph 4.20
Satisfied with the Scale of salary

Percentage
8% 5% 11%
5%

Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

71%

Interpretation

The above table and graph shows that 11% of workers highly satisfied, 71% of
workers satisfied, 8% of workers neutral, 5% dissatisfied and 5% of workers highly
dissatisfied.

Table 4.21

Connection between pay and performance

Attributes Number of respondents Percentage

Highly Satisfied 12 12%
Satisfied 66 66%
Neutral 15 15%
 Dissatisfied 7 7%
Highly dissatisfied 0 0%
Total 100 100%
(Source; primary data)

Graph 4.21

Connection between pay and performance

Percentage
Highly Satisfied Satisfied Neutral
Dissatisfied Highly dissatisfied

7%
12%

15%

66%

Interpretation

The above table and graph shows that 66% of workers satisfied, 15% of workers
neutral, 12% of workers highly satisfied, 7% of workers dissatisfied and 6% of
workers highly dissatisfied.

Table 4.22

Flexibility of working hours

Attributes Number of respondents Percentage

Highly Satisfied 13 13%
Satisfied 51 51%
Neutral 26 26%
 Dissatisfied 10 10%
Highly dissatisfied 0 0%
Total 100 100%
(Source; primary data)

Graph 4.22

Flexibility of working hours

60%
51%
50%

40%

30%
26%
20%
13%

10%
10%
0%
Highly Satisfied
Satisfied 0%
Neutral
Dissatisfied
Highly dissatisfied

Percentage

Interpretation

The above table and graph shows that 13% of workers highly satisfied, 51% of
workers satisfied, 26% of workers neutral, 10% of workers are dissatisfied and 0% of
workers highly dissatisfied.

Table 4.23

Physical working environment

Attributes Number of respondents Percentage

Highly Satisfied 14 14%
Satisfied 28 28%
 Neutral 25 25%
Dissatisfied 3 3%
Highly dissatisfied 0 0%
Total 100 100%
(Source; primary data)

Graph 4.23

Physical working environment

Highly dissatisfied 0%

Dissatisfied 3%

Neutral 25%

Satisfied 28%

Highly Satisfied 14%

0% 5% 10% 15% 20% 25% 30%

Column2

Interpretation

The above table and graph shows that 14% of employees are highly satisfied, 28% of
employees are satisfied, 25% of employees are neutral, 3% of employees are
dissatisfied towards physical working environment.

Table 4.24

The organization provides leave facility according statutory provisions

Attributes Number of respondents Percentage

Yes 89 89%
No 11 11%
 Total 100 100%
(Source; primary data)

Graph 4.24

The organization provides leave facility according statutory provisions

Interpretation

Percentage

Yes
No

The above table and graph shows that 89% of employees happy with leave facility and
11% of employees are unhappy with the leave facility according to the statutory
provision.

Table 4.25

Satisfaction with the pattern of attendance

Attributes Number of respondents Percentage

Yes 17 17%
 No 83 83%
Total 100 100%
(Source; primary data)

Graph 4.25

Satisfaction with the pattern of attendance

Percentage
17%

Yes
No

83%

Interpretation

The above table and graph shows that 83% of employees are unhappy with the
pattern of attendance and 17% of employees are happy with the pattern of attendance.

Table 4.26

Opportunity to use new technologies

Attributes Number of respondents Percentage

Highly Satisfied 8 8%
 Satisfied 34 34%
Neutral 54 54%
Dissatisfied 4 4%
Highly dissatisfied 0 0%
Total 100 100%
(Source; primary data)

Graph 4.26

Opportunity to use new technologies

60%
54%
50%

40%
34%
30%

20%

8%
10%

0% 4%
Highly Satisfied 0%
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

Column2

Interpretation

The above table and graph shows that8% of employees are highly satisfied, 34% of
employees are satisfied, 54% of workers are neutral and 4% of employees are
dissatisfied towards the use of new technology.

Table 4.27

Satisfaction with your supervisor

Attributes Number of respondents Percentage

Highly Satisfied 15 15%
 Satisfied 45 45%
Neutral 33 33%
Dissatisfied 4 4%
Highly dissatisfied 3 3%
Total 100 100%
(Source; primary data)

Graph 4.27

Satisfaction with your supervisor

Highly dissatisfied 3%

Dissatisfied 4%

Neutral 33%

Satisfied 45%

Highly Satisfied 15%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Percentage

Interpretation

The above table and graph shows that 15% of employees are highly satisfied, 45% of
employees are satisfied, 33% of employees are neutral, 4% of employees dissatisfied
and 3% of employees are highly dissatisfied towards the satisfaction with the
supervisor.
Table 4.28

The recognition received from your supervisor

Attributes Number of respondents Percentage

Highly Satisfied 8 8%
Satisfied 65 65%
Neutral 24 24%
Dissatisfied 2 2%
Highly dissatisfied 1 1%
Total 100 100%
(Source; primary data)

Graph 4.28

The recognition received from your supervisor

Percentage

24% 2% 1% 8%

Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

65%

Interpretation

The above table and graph shows that 8% of employees are highly satisfied, 65% of
employees are satisfied, 24% of employees are neutral, 2% of employees are
dissatisfied and only 1% of employees are highly dissatisfied towards over time
allowance provided by the company.
Table 4.29

Any overtime allowance provided by the company

Attributes Number of respondents Percentage

Highly Satisfied 6 6%
Satisfied 56 56%
Neutral 28 28%
Dissatisfied 6 6%
Highly dissatisfied 4 4%
Total 100 100%
(Source; primary data)

Graph 4.29

Any overtime allowance provided by the company

60%

50%

40%

30% 56%

20%
28%

10%
6% 6% 4%
0%
Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Interpretation

The above table and graph shows that 6% of employees are highly satisfied, 56% of
employees are satisfied, 28% of employees are neutral, 6% of employees are
dissatisfied and 4% of employees are highly dissatisfied towards recognition received
from supervisor.

Table 4.30
ESI provided by the company

Attributes Number of respondents Percentage

Highly Satisfied 10 10%
Satisfied 52 52%
Neutral 34 34%
Dissatisfied 3 3%
Highly dissatisfied 1 1%
Total 100 100%
(Source; primary data)

Graph 4.30

ESI provided by the company

Percentage
3% 1% 10%

34% Highly Satisfied

Satisfied
Neutral
Dissatisfied
Highly dissatisfied

52%

Interpretation

The above table and graph shows that 10% of worker are highly satisfied, 52% of
workers are satisfied, 34% of employees are neutral, 3% of employees are dissatisfied
and 1% of worker are highly dissatisfied towards the ESI provided by the company.

Table 4.31
Opinion about companies provident fund scheme

Attributes Number of respondents Percentage

Highly Satisfied 9 9%
Satisfied 33 33%
Neutral 54 59%
Dissatisfied 2 2%
Highly dissatisfied 2 2%
Total 100 100%
(Source; primary data)

Graph 4.31

Opinion about companies provident fund scheme

Percentage
2% 2% 9%

Highly Satisfied
Satisfied
31% Neutral
Dissatisfied
Highly dissatisfied

56%

Interpretation

The above table and graph shows that 9% of employees are highly satisfied, 33% of
employees are satisfied, 33% of employees neutral, 2% of employees dissatisfied and
2% of employees are highly dissatisfied towards the companies provident fund
scheme.

Table 4.32
The company provide salary advance facility

Attributes Number of respondents Percentage

Yes 100 100%
No 0 0%
Total 100 100%
(Source; primary data)

Graph 4.32

The company provide salary advance facility

Percentage

100%
90%
80%
70%
60% Percentage

50%
40%
30%
20%
10%
0%
Yes No

Interpretation

The above table and graph shows that 100% employees in the company is happy with
the advance salary facility provided by the company.

Table 4.33
Satisfied with the pension scheme provided by the firm

Attributes Number of respondents Percentage

Highly Satisfied 6 6%
Satisfied 54 54%
Neutral 37 37%
Dissatisfied 3 3%
Highly dissatisfied 2 2%
Total 100 100%
(Source; primary data)

Graph 4.33

Satisfied with the pension scheme provided by the firm

60%
54%

50%

40% 37%

30%

20%

6%
10%

3%
0% 2%
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

Interpretation

The above table and graph shows that 6% of employees are highly satisfied, 54% of
employees are satisfied, 37% of employees are neutral, 3% of employees are
dissatisfied and 2% of employees are highly dissatisfied towards the pension scheme
provided by the company.

Table 4.34

Interested in the fringe benefits given by the company

Attributes Number of respondents Percentage

Yes 73 73%
No 27 27%
Total 100 100%
(Source; primary data)

Graph 4.34

Interested in the fringe benefits given by the company

100% 200%
100% 300%
200% 400%
300%
400%
80% 73%
70%
60%
50%
40%
30% 27%
20%
10%
0%
Yes
No

Percentage

Interpretation

The above table and graph shows that 73% of employees are happy with the fringe
benefits and 27% of employees are unhappy with the fringe benefits provided by the
company.
Table 4.35

Understanding of the business mission

Attributes Number of respondents Percentage

Highly Satisfied 8 8%
Satisfied 55 55%
Neutral 34 34%
Dissatisfied 3 3%
Highly dissatisfied 0 0%
Total 100 100%
(Source; primary data)

Graph 4.35

Understanding of the business mission

60%
55%

50%

40%
34%
30%

20%

8%
10%

0% 3%
Highly Satisfied 0%
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

Interpretation
The above table and graph shows that 8% of workers are highly satisfied, 55% of
works are satisfied, 34% of workers are neutral and 3% of workers are dissatisfied
towards the understanding of business mission of the company.

Table 4.36

Overall satisfaction with your job

Attributes Number of respondents Percentage

Highly Satisfied 32 32%
Satisfied 43 43%
Neutral 23 23%
Dissatisfied 1 1%
Highly dissatisfied 1 1%
Total 100 100%
(Source; primary data)

Graph 4.36

Overall satisfaction with your job

Percentage
23% 1% 1%
32%

Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

43%

Interpretation
The above table and graph shows that 32% of employees are highly satisfied, 43% of
employees are satisfied, 23% of employees are neutral, 1% of employees are
dissatisfied and 1% of employees are dissatisfied towards satisfaction with their job.

Table 4.37

Employee welfare measures affect your job satisfaction

Attributes Number of respondents Percentage

Highly Satisfied 48 48%
Satisfied 32 32%
Neutral 14 14%
Dissatisfied 4 4%
Highly dissatisfied 2 2%
Total 100 100%
(Source; primary data)

Graph 4.37

Employee welfare measures affect your job satisfaction

Percentage
14% 4% 2%

Highly Satisfied
48% Satisfied
Neutral
Dissatisfied
Highly dissatisfied

32%

Interpretation
The above table and graph shows that 48% of employees are highly satisfied, 32% f
employees are satisfied, 14% of employees are neutral, 4% of employees are
dissatisfied and 2% of employees are highly dissatisfied towards the employee welfare
measures affect your job satisfaction.

Table 4.38

The present welfare measures affect your present job satisfaction

Attributes Number of respondents Percentage

Highly Satisfied 32 32%
Satisfied 24 24%
Neutral 30 30%
Dissatisfied 10 10%
Highly dissatisfied 4 4%
Total 100 100%
(Source; primary data)

Graph 4.38

The present welfare measures affect your present job satisfaction

Chart Title
35%
32%
30% 30%

25%
24%

20% 2

15%

10% 10%

5%
4%

0% 0%
Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Interpretation
The above table and graph shows that 32% of employees are highly satisfied, 24% of
employees are satisfied, 30% of employees are neutral, 10% of employees are
dissatisfied and 4% of employees are highly dissatisfied towards the present welfare
measures affect present job satisfaction

RELATIONSHIP OF EMPLOYEE WELFARE MEASURES AND JOB

SATISFACTION

HYPOTHESIS TESTING

H0: There is no significant relationship between welfare measures and job satisfaction
of employees in KKR Group of Companies NIRAPARA.
H1: There is significant relationship between welfare measures and job satisfaction of
employees in KKR Group of Companies NIRAPARA.

Chi square test

Chi-square test can be used for testing the given population variance, by comparing
with variance of the sample. This is a parametric test

Formula X²= ∑ (O-E) ²

E
4.37

Job satisfaction
Employee
s welfare Total
measures Highly satisfied Neutral Dissatisfied Highly
satisfied dissatisfied

Highly 28 10 1 0 1 40
satisfied
Satisfied 4 11 8 3 0 26

Neutral 6 10 2 1 1 20

Dissatisfied 7 1 1 0 0 9

Highly 3 0 2 0 0 5
dissatisfied
Total 48 32 14 4 2 100

The formula for calculating chi-square test is

χ2 =∑( O – E) 2/ E

O = Observed frequency

E= Expected frequency

E = (Row Total* column total)/ grand total

Degree of freedom = (r-1)*(c-1)

Answer: Expected frequencies are,

Observed value
Expected value (E) ( O – E )2 ( O – E )2/E
(O)
28 19.2 77.44 4.0333

10 12.8 7.84 0.6125

1 5.6 21.16 3.7785

0 1.6 2.56 1.6

1 0.8 0.04 0.05

4 12.48 71.9104 5.7620

11 8.32 7.1824 7.8682

8 3.64 19.0096 5.2224

3 1.04 3.8416 3.6938

0 0.52 0.2704 0.52

6 9.6 12.96 1.35

10 6.4 12.96 2.025
2 2.8 0.64 0.2285

1 0.8 0.04 0.05

1 0.4 0.36 0.9

7 4.32 7.1824 1.6625

1 2.88 3.5344 1.2272

1 1.26 0.0676 0.0536

0 0.36 0.1296 0.36

0 0.18 0.0324 0.18

3 2.4 0.36 0.15

0 1.6 2.56 1.6

2 0.7 1.69 2.4142

0 0.8 0.04 0.2

0 0.1 0.01 0.1

Total 38.6367
 Calculate Level of
Degree of Table
ATTRIBUTES d X² Significanc Result
Freedom Value
Value e
Employees
welfare measures 26.29 Significan
38.6367 16 5%
and job 6 t Relation
satisfaction

KARL PEARSON’S COEFFICIENT CORRELATION

 The coefficient of correlation is an algebraic method of measuring correlation.
Karl Pearson’s coefficient correlation is denoted by symbol “r”.

Formula r= n ∑ xy−¿ ¿¿

TABLE 4.37 Correlation: 1

EMPLOYEE JOB
WELFARE SATISFACTION
XY x2 y2
MEASURES (Y)
(X)
48 40 1920 2304 1600
32 26 832 1024 676
14 20 280 196 400
4 9 36 16 81
2 5 10 4 25
100 100 3078 3544 2782

Equation

r= n (∑ XY) - (∑ X) (∑ Y)

√ {n (∑X2) - (∑X) 2} √ {n (∑Y2) - (∑Y) 2}

r= 5*3078 – (100) (100)

√ {5 (3544) - (100)2} √ {5 (2782) - (100)2}

15390 - 10000
=
√7720 *√3910
 = 5390

87.863*62.529

= 0.98

INTERPRETATION

Correlation coefficient is a pure number lying between -1 & +1. When the
correlation is negative, it lies between 0 & 1. When the correlation is positive it lies
between 0 & 1. If the correlation is zero, indicate that there is no correlation between
the variables. If the correlation is 1 it indicate the perfect correlation. Here the
correlation coefficient is 0.98 which means there is positive correlation between
employee’s welfare measures and job satisfaction.
 CHAPTER 5

FINDINGS, SUGGESTIOS AND CONCLUSION

FINDINGS
 It is found that 33% of workers are happy with the welfare provided at KKM
GROUP OF COMPANIES
 About 32% of employees say welfare measures create better relationships
within the company.
 Data shows that 50% of workers build greater loyalty towards company
because of welfare measures.
 45% of employees getting faster team spirit because of welfare measures
provided by the company.
 Most of the employees more than 50% is satisfactory with the restroom
facilities.
 It is found that 38% of employees are satisfied with the medical facilities
provided and 44% of employees reported neutral.
 There is no educational facilities provided towards workers family
 Data shows that 81% of workers found availability of first aid facilities is
sometimes only.
 About 44% of employees are satisfied with the transportation facilities
provided by the company.
 63% of employees are satisfied with the labour welfare fund provided by KKR
GROUP OF COMPANIES.
 It is found that 58% of employees are satisfied with recreation facilities
provided by the company and 15% of employees are highly satisfied.
 40% of employees are highly satisfied with the welfare measures provide by
the company.
 It is clear that there is canteen facility provided to the workers by the company.
 The data shows that 65% of employees getting housing facilities in the
organization.
 Welfare measures satisfying the needs of the employees 24% of employees
voted always.
 34% of employees say that welfare measures helps in solving problems faced
by them.
 About 44% of employees are highly satisfied with the present welfare measures
of the company.
 Only 33% of employees are aware about programs relating to employee
welfare measures.
 Only 38% of employees getting adequate training programs conducted for the
employees of the organization.
 71% of employees are satisfied with the scale of salary provided by the KKR
Group of Companies.
 It is found that 66% of employees are satisfied with the connection between
pay and performance.
  About 51%of employees satisfied with the flexibility of working hours.
 Data shows 28% of employees are satisfied towards the physical working
environment.
 It is clear that the organization provides leave facilities according statutory
provision within company.
 Only 17% of employees are happy with the pattern of attendance provided by
the company.
 34% of employees have the opportunity to use new technologies within the
company.
 About 45% of employees are satisfied with the supervisor.
 More than 65% of employees getting recognition from their supervisor.
 56% of employees are satisfied with the overtime allowance provided by the
company.
 About 52% of employees are satisfied with ESI provided by the company.
 59% of employees are neutral towards companies provident fund scheme.
 It is clear that every employee in the company is happy with the salary
advance facility.
 54% of employees are satisfied with the pension provided by the firm.
 Data shows 74% of employees are interested in fringe benefit given by the
company.
 It is found that 55% of employees are satisfied with understanding of the
business mission.
 About 32% of employees are highly satisfied towards overall satisfaction with
their job.
 48% of employees are highly satisfied towards the employee welfare measures
affect your job satisfaction.
 Data shows 32% of employees are highly satisfied and 24% of employees
satisfied towards present welfare measures affect present job satisfaction.


SUGGESTIONS
 Company need to create sufficient awareness about welfare programs available
to the employees within the company
 In order to increase efficiency of workers management has to be constantly in
touch with the workers and meetings of the workers may be convened
frequently to discuss the problems of workers.
 Give complete medical facilities so as to minimize the absenteeism and to keep
the employees more immunized and fit enough.
 Schooling facilities to children of workers must be provided by the company
so improve the convenience of workers
 Make first aid box with prescribed medical facilities to make the employees
more committed.
 In order to reduce the dissatisfaction among youth workers regarding
recreational facility, the company may conduct annual tour programs.
 The company should maintain the employee employer relationships at the
entire life.
 Most of the employees are satisfied about overall welfare measures of
Nirapara. It is wise investment that helps a firm attract, motivate and
productivity of