CHAPTER - I

1. INTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTION TO THE TOPIC

Labor welfare activities in an industrialized society has far reaching impact not only
on the work force but also all the facets of human resources. Labour welfare includes all such
activities, which not only secures existential necessities but also ensures improvement in
spiritual and emotional quotient. It comprises of short term and long terms goal toward
building a humane society.

As labour welfare is a dynamic concept, changes in its principles activities and the
rationale supporting them have not been static. They closely follow the stages of
advancement of the industrialized society – from police Theory to Functional Theory.
Accordingly principles for successful implementation of labour welfare activities ranges from
adequacy of wages to impact on efficiency as well as transformation of personality in nut
shell, it is extension of democratic values in an industrialized society.

Theories of Labour welfare Activities have been formulated on the conviction that it
is man behind the machine who is responsible for achieving mission of an organization. A
person can deliver at his best only when he is satisfied and committed to the cause. To keep
the employees motivated and committed various welfare facilities are provided by the
organization not only to the employees but also to their family member too.

The term 'Welfare' expresses many ideas, meanings and connotations, such as the
state of well being, health, happiness, prosperity and the development of human resources. It
includes both the social and economic aspects of welfare. The social concept of welfare
implies the welfare of man, his family and his community. All these three aspects are inter-
related and work together. The economic aspect of welfare covers promotion of economic
development by increasing production and productivity.

Welfare is also called a relative concept, for it is related to time and space. Changes in
it have an impact on the system of welfare as well. As welfare is growing and dynamic, the
welfare potential changes, as a result of which its content keeps on varying and has to keep
pace with the changing times. Also the characteristics of welfare vary for it depends of a

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nation in all fields. Its meaning and components, therefore, differ from country to country and
from place to place.

The term “employee” and “labour” is used interchangeably in the study unit. In this
study employee welfare refers to labour welfare. Efficiency of the workforce is directly and
indirectly linked with the conditions and environment under which they are required to work.
Even the most sincere employee cannot contribute his productivity is bound to increase when
he is comfortable at the workplace and he is conscious of the welfare amenities.

If he is forced to work in inadequate light conditions or polluted air conditions, his

output potential will decline. Overacting of the environment are worse than under heating
although both are expensive in terms of decline in output since respiratory ailments would be
caused by both the conditions.

MEANING AND DEFINITION OF LABOUR WELFARE:

Labour welfare is a flexible and elastic concept. Its meaning and implications differ
widely with times, regions, industries, countries, social values and customs, the general
economic development of the people and the political ideologies prevailing at particular
moments. As such, a precise definition is rather difficult.

On analysis of the above definitions, a simple definition of Labour Welfare can be

framed as under:

Labour welfare implies the setting up of minimum desirable standards of the

provision of facilities like health, food, clothing, housing, medical assistance, education,
insurance, job security, recreation etc. Such facilities enable the worker and his family to lead
a good working life, family life and social life.

Labour Welfare thus embraces in its fold all efforts which have their object of
improvement of health, safety welfare and general well-being of the workers. It is confined to
those activities which are undertaken statutorily or otherwise, inside the industrial premises
or outside by any agency, government, employers which do not come under social insurance
conditions, and which lead to improvement in health, efficiency and happiness of industrial
workers and their families e.g. recreational, medical, educational, washing, bathing, transport
facilities canteens and creches, etc. Thus, the term labour welfare covers not only the workers
but also their families.

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BENEFITS OF LABOUR WELFARE

(1) Improved Industrial Relations:

These measures provide great satisfaction to the workers and also help in maintaining
industrial peace. Conflicts, chaos, unrest etc. are minimized. A feeling of oneness with the
organization is created.

(2) Increase in the General Efficiency and Income:

Welfare facilities make the workers happy and contented both at home and the factory
and it brings improvement in their general efficiency. Their efficiency and productivity may
not be up to the mark, if they are not relieved of their domestic worries like poor housing,
insanitary conditions etc. Once they are relieved of these worries, they work with full zeal
and enthusiasm.

(3) High Morale:

The welfare measures shall also help in securing the willing cooperation of the
workers. Once satisfied they will be less tempted to destructive and anti-social activities.
Thus, a high degree of employee morale is ensured.

(4) Creation of Permanent Labour Force:

These facilities will provide an attraction to the workers to stay longer in the
undertaking. In the absence of such facilities, the workers often leave for their villages in
search of recreation etc. Efficient workers can also search for better chances and may switch
over to other establishments. In order to create a permanent labour force, such facilities are
essential.

(5) Improvement in the Mental and Moral Health:

These facilities bring a drastic a change in the outlook of the workers, improve their
mental faculty and help them in becoming good citizens. In the absence of such facilities,
they are bound to fall prey to the various social evils like drinking, gambling etc.

(6) Change in the Outlook of Employers:

A change in the attitude and outlook of the employees and their heartfelt co-operation
shall also change the outlook of the employers as well. They will become more sympathetic

3
towards them. They will not even hesitate to share the fruits of their hard labour with the
workers.

(7) Social Benefits:

Besides the various economic advantages to the employers and employees, these
measures also offer various social advantages. The increase in the efficiency of the workers
ultimately leads to an increase in production, productivity and the earnings of the
undertakings. The increased earnings also lead to higher wages and make the workers happier
and enable them to live “a richer and fuller life”. Finally, the living standard of the society is
raised.

OBJECTIVES OF LABOUR WELFARE ACTIVITIES

The object of welfare activities is to promote economic development by increasing

production and productivity. The underlying principle is to make the workers given their
loyal services ungrudgingly in genuine spirit of co-operation, in return for obligations,
voluntary and compulsory, accepted by the employee towards the general well-being of the
employees.

Improving the efficiency of the labour is another objective of labour welfare

activities. Efficiency gives double reward, one in the form of increased production and the
other in the shape of higher wages due to achievement of higher productivity. Welfare
activities add to their efficiency and efficiency in turn help the worker to earn more wages.
Therefore, welfare activities in an organization are twice blessed. It helps the employer and
the employee both.

Another objective of welfare activities is to secure the labour proper human

conditions of work and living. Working conditions of organization may be led by an artificial
environment which features are dust, fumes, noise, unhealthy temperature, etc. It is generally
found that these conditions impose strain on the body.

The welfare activities are done to minimize the hazardous effect on the life of the
workers and their family members. It is the duty of the employer to see these human needs. If
welfare activities are viewed in this light, it can be seen that they are guided by purposes of
humanitarian and social justice.

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 The next objective of welfare activities is to add in a real way to the low earning of
the labour. The facilities are provided to supplement the income of the workers by services
such as housing, medical assistance, school, co-operative, canteens, stores, play grounds etc.

Thus, the objective of activities are to promote greater efficiency of the workers,
assure proper human conditions to the workers and their family members, supplement their
wages in monetary teams, give more real wages and foster better industrial relations.

BASIC FEATURES OF LABOUR WELFARE

 Labour welfare measures and amenities are provided not only to the employees of the
undertaking but also to their family members.

 The facilities and welfare amenities provided are not identical all over the world. The
differ widely depending on the historical, cultural and environmental conditions.

 They measures are provided not only not only by the employers but also by the
government, trade unions and by other outside agencies.

 These measures do not include those facilities, which are statutory or obligatory under
any contract between the employer and the employee. Thus they are only optional,
and voluntarily provided.

APPROACHES OF LABOUR WELFARE

1. Paternalistic Approach
2. Industrial Efficiency Approach and
3. Social Approach.

Labour welfare is a dynamic concept and it has constantly adopted itself to the
changing circumstances. This development is, however, evolutionary. There have been three
general approaches in the evolution of the concept.

(1) Paternalistic Approach:

In the early phase of industrialization i.e., during the early days of this century, the
paternalistic approach of labour welfare was adopted. The employers of those days started

5
providing such facilities duly motivated by philanthropic, humanitarian and religious
considerations.

(2) Industrial Efficiency Approach:

The next step in the evolutionary process was the industrial efficiency approach. With
the passage of time, the size of business undertakings became large. They were organised in
the form of joint stock companies and there was a total separation of ownership and
management. Trade unions strongly opposed it. Brown made a pointed reference about this
weakness and stated that motive behind the provision of such facilities was wrong and
selfish. Facilities were provided not for any social cause or with broad outlook but to increase
the efficiency of the workers which ultimately bring profit to the pockets of the industrialists.
Hence this approach also became unpopular.

(3) Social Approach:

The latest trend in the concept of labour welfare is the shift of emphasis from that of
increased efficiency to the promotion of the general welfare of the workers. This social
approach does neither involve any philanthropic consideration nor the ulterior motive of
increasing the level of labour efficiency. In other words, labour welfare is an end itself and
the development of loyalty towards the employer and increase in efficiency is only incidental.
However, it is believed that improvement of workers morale, efficiency and loyalty shall be
the natural outcome of such provisions. This approach is welcomed by the workers and their
unions.

TYPES OF LABOUR WELFARE

(1) Intra-mural Facilities:

The facilities provided inside the factory are known as intra-mural facilities. These
facilities include activities relating to minimisation of industrial fatigue, provision of safety
measures like fencing and covering of machines, good layout of the plant and machinery,
sufficient lighting conditions, provision of first aid appliances etc.

(2) Extra-mural Facilities:

Facilities offered to the workers outside the factory are known as extra-mural
facilities. They include better housing accommodations, indoor and outdoor recreation sports,

6
educational facilities etc. The provision of these facilities is voluntary. Earlier, due attention
was not given to the provision of extra-mural facilities to the workers but now it is realised
that these facilities are very important for the general welfare and upliftment of the workers.

(3) Statutory Facilities:

Under this category, welfare facilities are provided according to the labour
legislations passed by the Government. The nature and coverage of these facilities vary from
country to country. Again these facilities may be either intra-mural facilities or extra-mural
facilities. These facilities must be provided by all the employers and cannot be ignored. Any
contravention of the statutory provisions shall render the employer punishable under the Act
concerned.

1. Facilities which have to be provided irrespective of the size of the establishment e.g.,
drinking water.

2. Facilities which are to be provided subject to the employment of a specified number of

persons, e.g., creches.

(4) Mutual Facilities:

These facilities are usually outside the scope of the statutory facilities. These activities
are voluntarily undertaken by the workers themselves for their own interest. As such the
employer has no say in it.

(5) Voluntary:

The facilities which are voluntarily provided by the employers come under this
category. Hence these are not statutory. No doubt, the activities under this category ultimately
lead to increase in the efficiency of workers.

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1.2 STATEMENT OF THE PROBLEM

            Employee’s welfare and safety measures also have beneficial on the workers. The
welfare and safety measures influences the sentiments of the workers are contribute to the
maintenance of industrial peace. Better housing, sickness and maternity benefits, provident
funds and pension educational facilities and entertainment etc. Creates a feeling and among
the workers that they have a state in the industry the workers become more stabilized and
committed and economically efficient, and the mental and moral health of the worker is
improved.

1.3 OBJECTIVES OF THE STUDY

 To find out the labor welfare measures available to the workers in this organization
 To have a understanding on the safety provisions available to the workers in this
organisation

 To analyze the working condition of the employees.

 To know the impact of welfare facility on employees performance

1.4 NEED OF THE STUDY

Employee welfare improves an organization's competitiveness and fosters fair labor

relations by improving production. Employee welfare facilities minimize employee
discontent and increase employee loyalty to the company. Assistance to the poor Housing
schemes, medical benefits, and schooling and leisure facilities for workers' families all help
to improve their living standards. This causes workers to pay more attention to their jobs and,
as a result, their morale rises. Employers can obtain a stable workforce by delivering social
services. Workers take an active interest in their careers and approach their work with a sense
of commitment and participation. If they improve employees' physical and mental health, the
company would be a safer and healthier place to work.

1.5 SCOPE OF THE STUDY

 The study finds the expectations of labor in the work environment. The research was
held to develop and understanding of their Experience, Perceptions and Service need
within the Industry.
 This study covers how customers are motivated with sales promotion techniques.

8
  It aims to know the consumer views about the price, quality and availability of the
product.
 This study also helps to know the factors which influence the consumer to buy this
product and also helps to know the schemes, offers, premium etc. this study is helpful
to know stimulating customers are purchasing the dependable product.
 The researcher did not consider temporary, contract and casual labours as well as the
employees working in head office were also not considered for this study

1.6 HYPOTHESIS OF THE STUDY

NULL HYPOTHESIS

HO: There is no significance relationship between department of the respondents and

satisfaction of work load.

ALTERNATIVE HYPOTHESIS

H1: There is significance relationship between department of the respondents and satisfaction
of work load.

1.7 RESEARCH DESIGN

The formidable problem that follows the task of defining the research problem is the
preparation of the design of the research, popularly known as the “research design”. A
research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
As such the design includes an outline of what the researcher will do from writing the
hypothesis and its operational implications to the final analysis of data.

1.8 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It may

be understood as a science of studying how research is done scientifically. In it we study the
various steps that are generally adopted by a researcher in studying his research problem
along with the logic behind them. It is necessary for the researcher to know not only the
research methods techniques but also the methodology.

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SAMPLE DESIGN

Sampling may be defined as the selection of some part of an aggregate or totality on

the basis of which a convenience or inference about the aggregate or totality is made. In other
words, it is the process of obtaining information about an entire population by examining
only a part of it.

SAMPLING TECHNIQUES

The sampling technique used in this study is “convenience sampling” when the
population element for inclusion in the sample is based on the ease of access. It can be called
as convenience.

SAMPLE SIZE

The research has selective respondent 150 samples only.

1.9 METHODS OF DATA COLLECTION

 Primary data
 Secondary data

PRIMARY DATA

Primary goal is original and collected by the researcher freshly. In this study Primary
data was collected through questionnaire. A questionnaire is a popular means of colleting
Primary data.

SECONDARY DATA

Secondary data is the data, which is already available. It can be obtained through
company records, internet and some data collected from the observation method by the
researcher.

1.10 TOOLS FOR ANALYSIS OF DATA

1. Simple Percentage Method

2. Chi-square Method
3. Correlation

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SIMPLE PERCENTAGE ANALYSIS

A percentage analysis is used to interpret data by the researcher for the analysis and
interpretation through the use of percentage. The data are reduced in the standard from which
base equal to 100 which fact facility relative comparison.

No. of respondents

Simple percentage = ……………………………… X 100

Total No. of respondents

CHI-SQUARE TEST

It is one of the simplest and widely used non parametric test in statistical work. The
quantity chi-square describe the magnitude of the discrepancy between theory and
observation

Which is defined as,

∑ ( oi−Ei ) 2
Chi – Square =
Ei

Oi = Observed frequency, Ei = Expected frequency

In general the expected frequency for any can be calculated from the following equations

RT X CT
E =
N

E = Expected frequency

CT = Column total

RT = Row total

N = Total number of observations

The calculated value of chi-square is compared with the table value of chi-square
given degree of freedom of a certain specified level of satisfaction. If at the stated level the
calculated value of X2 is more than the table value of X2 the difference between theory and
observation is considered to be significant otherwise it is insignificant.

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CORRELATION

There are several different correlation techniques. The survey systems optional statistics
module includes the most common type, called the person or product moment correlation. The
module also includes a variation on this type called partial correlation. The latter is useful when
you want to look at the relationship between two variable while removing the effect of none or
two other variables. Like all statistical techniques, correlation is only appropriate for certain
kinds of data. Correlation works for quantifiable data which numbers are meaningful, usually
quantities of some sort. It cannot be used for purely categorical data, such as gender, brands
purchased, or favorite color.

r=
∑ XY
√¿ ¿ ¿

1.11 PERIOD OF THE STUDY

The period of study is conducted in only 3 months

1.12 AREA OF THE STUDY

The survey was conducted in SNS automobiles at Madurai

1.13 LIMITATIONS OF THE STUDY

 The employees’ attitude & opinion may change in future so relevance to the study
can’t be assured.
 Reliability of the study depends greatly on the reliability of information provided by
the respondents.
 The personal bias of the respondents is another limiting factor.
 The study is restricted to Limited period.

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 CHAPTER - II

2. REVIEW OF LITERATURE

Reshma and Basavaraj (2017) in their article they stated that the employee welfare is a
comprehensive term including various services, benefits and facilities offered to employees
of the organization. Their study enlightens the concept of welfare measures; it also highlights
the employee’s perception regarding the various statutory welfare measures provided by the
company.

Ann Davis (2017)describes a process through which organizations might seek to implement
interventions relating to employee well-being. Emphasizes the importance of a
comprehensive needs assessment both in obtaining the breadth of information needed to
design appropriate interventions and also in providing baseline information against which to
evaluate programme effectiveness. Discusses factors, which influence the type of intervention
appropriate for a particular situation and highlights their design implications.

Arpit Patel (2017)The research is conducted with the objective of identifying the employee's
welfare measures and social security and their satisfaction level towards all welfare measures
and social security on selected engineering unit of Ahmadabad. This paper describes the
detailed Objectives, Hypothesis, Methodology, and Analysis of Data with the help of tool
ANOVA and Generalization of result. Lastly, Major steps are suggested in order to increase
standards of Welfare measures and social security

K.Lalitha,T.Priyanka (2017)Employee efficiency can be improved by interventions such as

health, safety, and welfare. The employer's numerous welfare measures would have an
immediate effect on the worker's health, physical and mental performance, alertness, morale,
and overall efficiency, leading to higher productivity. As opposed to the other factors in the
enterprise, labour welfare measures prove to be an important factor. When these steps are not
implemented to their full potential, employees' self-interest and morale suffer, and their
commitment to the job suffers. As a result, the personnel manager's job becomes more
difficult, and he is forced to incorporate numerous employee wellness programmes into the
company.

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S.Divyabharathi (2018) Defined Employee welfare as a term which is understood to include
such services, facilities and amenities as may be established in or in the vicinity of
undertakings to enable the persons employed in them to perform their work in healthy,
congenial surrounding and to provide them with amenities conductive to good health and
high morale. In the ‘narrow sense’, welfare in addition to general physical working
conditions is mainly concerned with the day – to – day problems of the employees and social
relationships at the place of work.

T.Priyanka (2018) The present study is made an attempt to identify the employee welfare
measures adopted in Automobile industry. Employee welfare means anything done for the
comfort and improvement of the employees over and above the wages paid which is not a
necessity of the industry. The basic purpose of employee welfare is to enrich the life of
employees and keep them happy. Employees spend at least half their time at work or getting
to it, or leaving it. They know that they contribute to the organization when they are
reasonably free from worry and they feel that when they are in trouble/ problems, they are
due to get something back from the organization.

S.Ravi &A.Raja (2019) Even in progressive employer-managed units, labour welfare work
in India is quite distressing. Welfare amenities are not adequately provided. In modern units,
where cutting-edge technology necessitates the upkeep of adequate standards. Since
recognizing the importance of employees over machines, today's employers have largely
adopted the idea of employee welfare. Industrial workers need a labour health policy because
they are subjected to excessive physical and mental stress during the manufacturing process.
Staff in the manufacturing industry often play an important role in the country's development

P. Usha (2019) The Study on “employee welfare measures” is conducted with the main
objective of evaluating the effectiveness of welfare measures in industrial sector and to
suggest measures to make existing welfare measures much more effective and comprehensive
so that the benefits of the employees will be increased. The concept of ‘employee welfare’ is
flexible and elastic and differs widely with time, region, industry, social values and customs,
degree of industrialization, the general economic development of the people and political
ideologies prevailing at a particular time, it is also melded according to the age – group, sex,
socio - cultural background, marital and economic status and educational level of the
employee in various industries.

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Meenakshi Yadav (2019) in his paper ‘welfare measures’-A study on analysis of workers
reveals the welfare measures in the automobile industry. The factor analysis model has
various issues for labor welfare into eight factors. These are: loans and compensation
facilities, education, housing, subsidized food, better working environment, stability of work
force and provision of cooperative societies. To maintain good industrial relations in the
organizations, these types of welfare facilities can maintain long way efficiency in the
organizations. The automobile industry should maintain a good provision of welfare
measures for the workers

Arun Prakash (2020) “Welfare” is a broad concept referring to a state of living of an

individual or group, in a desirable relationship with the total environment - ecological,
economic and social. Labour welfare includes both the social and economic contents of
welfare. Social welfare is primarily concerned with the solution of various problems of the
weaker sections of society like the prevention of destitution, poverty, etc. It aims at social
development by such means as social legislation, social reform, social services, social work,
social action, etc. The object of economic welfare is to promote economic development by
increasing production and productivity and through equitable distribution

Sindhu (2020) she stated that the employee welfare measures increase the productivity of
organization and promote healthy industrial relations there by maintaining industrial peace.
Usually every organizations provide various welfare facilities to their employees to hold their
motivation levels high. They provide many statutory and non-statutory things policies to
maintain employee’s satisfactory level in average. When they get better canteen facilities,
good water to drink, clean restrooms, clean and hygiene washrooms and bathrooms, regular
medical check-ups, health insurances, Employee assistance programme, better seating
facilities or best workplace provides employee a greater satisfactory level. This leads an
organisation to grow quicker.

Mishra & Bhagat (2021)stated that labour absenteeism in Indian automobile industries can
be reduced to a great extent by provision of good housing, health and family care, canteen,
educational and training facilities and provision of welfare activities. The principle for
successful implementation of labour welfare activities is nothing but an extension of
democratic values in an industrialized society.

15
Satyanarayna and Reddi (2021) in their article they stated that the overall satisfaction levels
of employees about welfare measures in the organization cover is satisfactory. But, a few of
them are not satisfied with their welfare measures provided by the organization. Therefore,
they suggested that the existing welfare measures may be improved further. These welfare
measures improve the employee’s living standard and their satisfaction levels.

Singh (2022)found that there is a positive correlation between the welfare measures and
manpower productivity, i.e., if the proper welfare measures are taken then the productivity of
the employees will increase and ultimately the profit of the organization increase. Effective
labour welfare measures helps the organization to increases their productivity as well as it
enhances the morale and motivation of the employees which gives a positive impact on the
efficiency level of the organization.

Cook (2022)argued that along with flexible workings, best practice organizations focus on
developing strategies for employee welfare these strategies can encompass a range of benefits
and there is a growing trend to make them as wide ranging as possible so that the employee
has a choice. The range of welfare options offered will vary depends on the marketplace and
demographics of the workforce. According to cook 1) "the welfare policy of each
organization needs to be designed with the needs of different demographic groups in mind 2)
giving employees' flexibility and choice in the welfare benefits that they receive is important
3) welfare benefits should have a cultural fit with the organization".

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 CHAPTER - III

PROFILE OF THE STUDY

3.1 INDUSTRY PROFILE

Ashok Leyland, flagship of the Hinduja group, is the 2nd largest manufacturer of
commercial vehicles in India, the 4th largest manufacturer of buses in the world, and the 19th
largest manufacturers of trucks. Headquartered in Chennai, 9 manufacturing plants gives an
international footprint - 7 in India, a bus manufacturing facility in Ras Al Khaimah (UAE),
one at Leeds, United Kingdom and a joint venture with the Alteams Group for the
manufacture of high-press die-casting extruded aluminum components for the automotive and
telecommunications sectors, Ashok Leyland has a well-diversified portfolio across the
automobile industry. Ashok Leyland has recently been ranked as 34th best brand in India.

A US $ 4.5 billion company, and a footprint that extends across 50 countries, Ashok
Leyland is one of the most fully integrated manufacturing companies this side of the globe.
Ashok Leyland has a product range from 1T GVW (Gross Vehicle Weight) to 55T GTW
(Gross Trailer Weight) in trucks. Customizing trucks to customer needs has now become a
reality with the revolutionary industry first truly modular trucks – AVTR. The all-new LCV-
Bada DOST is all set to create a paradigm shift in customer experience with its future ready
and many industry-first customer-centric offerings.  The AVTR and the LCV-Bada DOST,
powered by the latest i-GEN6 technology is transforming businesses to the next level.
Millions of passengers get to their destinations every day travelling on the 9-to-80-seater
Ashok Leyland bus range and the trucks keep the wheels of the economy moving.

With the largest fleet of logistics vehicles deployed in the Indian Army and significant
partnerships with armed forces across the globe, Ashok Leyland vehicles for Defence and
Special applications helps keep borders secure. The Ashok Leyland product portfolio also has
diesel engines for industrial, genset and marine applications.

Pioneers in the Commercial Vehicle (CV) space, many product concepts have become
industry benchmarks and norms. Ashok Leyland has ISO/TS 16949 Corporate Certification
and is also the first CV manufacturer in India to receive the OBD-II (on board diagnostic)
certification for BS IV-compliant commercial vehicle engines, SCR (selective catalytic
reduction), iEGR (intelligent exhaust gas recirculation) and CNG technologies. Ashok
Leyland is the first truck and bus manufacturer outside of Japan to win the Deming prize for

17
its Pantnagar plant in 2016 and the Hosur Unit II has been awarded the Deming Prize in
2017. Driven by innovative products suitable for a wide range of applications and an
excellent understanding of the customers and local market conditions, Ashok Leyland has
been at the forefront of the commercial vehicle industry for decades. 

In the commercial vehicle industry, Ashok Leyland has one of the largest and fastest-
growing networks with 52577 touch points that includes 1721 exclusive touch points and
11,000 outlets for Leyparts. The company now has a service centre every 75 kilometres on all
major highways, allowing it to keep its “Ashok Leyland Quick Response” promise of
reaching customers within 4 hours and getting them back on the road in 48 hours.” With
technology-enabled customer engagement processes and knowledge on the specific
applications of the product range, Ashok Leyland sales team are well equipped to fulfil
customer’s needs. Ashok Leyland manages 12 driver training institutes across India and has
trained over 18,00,000 drivers since inception. On-site service training for technicians is
provided by Ashok Leyland’s service training institutes across 12 locations pan India.

Ashok Leyland through its Aftermarket products and solutions brings together
comprehensive coverage, proactive service, and rapid response in a wide gamut of solutions
that include everything the stakeholders might require–from reliable Annual Maintenance
Contracts to user-friendly insurance, intuitive maintenance programs and the latest
technology innovations in Telematics.

Ashok Leyland’s subsidiary Switch Mobility has combined over a century of

engineering expertise, the very best innovators and cutting edge technology to deliver
unrivalled product choice on a global scale, aiming to Switch to zero carbon transportation.

Through Gro Digital Platforms Limited, a subsidiary of Ashok Leyland and Hinduja
Leyland Finance Limited, it aims to provide a one stop solution for commercial vehicle fleet
owners. Gro offers brand agonistic solutions for everything from roadside assistance to
telematics; tyre management to vehicle insurance – it is a medium that ensures higher uptime
for the fleet. 

The company is very committed to the Environment, Social and Governance agenda
and is driving various initiatives under each category. Every decision of the company always
considers the values of sustainability and a socially responsible approach to fulfil its mission

18
for inclusive growth. The company practices good corporate governance, with a culture of
transparency, accountability, compliance, and disclosure. 

The Corporate Social Responsibility (CSR) initiatives at Ashok Leyland aims to

improve the lives of communities that have formed the bedrock of its success. The flagship
program ‘Road to School’ hinges on the pillars of strategy, impact, innovation, sustainability,
scalability, and replicability, to ensure the well-being of its beneficiaries. It aims at holistic
development of children through nutritional support, physical development through sports,
improvement in the quality of education, and promotion of arts and culture. The initiative has
touched the lives of 100000 children across 1100 schools. Ashok Leyland under the CSR
project – Jal Jeevan, it is in the process of installing RO water purification plants in villages
where there is a dire need for clean drinking water. 

At Ashok Leyland, the greatest satisfaction comes from its stakeholders- be it drivers,
mechanics and all the millions of passengers who use their vehicles to commute on an
everyday basis. Ensuring that they drive in comfort and ride with safety is what the company
strives to do and takes pride in.

An endeavor to serve its stakeholders, and create value in the realms of people, planet
and profit lie at the core of the company, in line with its brand philosophy of ‘Aapki
Jeet. Hamari Jeet.

History

Ashok Motors

Ashok Motors was founded in 1948 by Raghunandan Saran, an Indian freedom

fighter from Punjab. By the end of the Indian Independence Movement, he was persuaded by
India's first Prime Minister Nehru to invest in a modern industrial venture. Ashok Motors was
incorporated in 1948 as a company to assemble and manufacture Austin cars from England,
and the company was named after the founder's only son, Ashok Saran. The company had its
headquarters in Chennai, with the manufacturing plant in Chennai. The company was
engaged in the assembly and distribution of Austin A40 passenger cars in India.

The collaboration ended sometime in 1975 but the holding of British Leyland, now a
major British auto conglomerate as a result of several mergers, agreed to assist in technology,
which continued until the 1980s. After 1975, changes in management structures saw the

19
company launch various vehicles in the Indian market, with many of these models continuing
to this day with numerous upgrades over the years.

Under Iveco and Hinduja partnership

In 1987, the overseas holding by Land Rover Leyland International Holdings Limited
(LRLIH) was taken over by a joint venture between the Hinduja Group, the Non-Resident
Indian transnational group and Iveco, part of the Fiat Group.

Hinduja Group

In 2007, the Hinduja Group bought out Iveco's indirect stake in Ashok Leyland. The
promoter shareholding now stands at 51%. Today the company is the flagship of the Hinduja
Group, a British-based and Indian originated trans-national conglomerate.

Ashok Leyland launched India's first electric bus and Euro 6 compliant truck in 2016.

In June 2020, Ashok Leyland launched its new range of modular trucks, AVTR.

In September 2020, Ashok Leyland launched the Bada Dost based on its indigenously
developed LCV platform called Phoenix.

Financials

The company has maintained its profitable track record for 60 years. The annual
revenue of the company was US$3.2 billion in 2016–17. Selling 140,457 light, medium,
heavy vehicles in 2016–17, Ashok Leyland was one of India's largest exporters of medium
and heavy duty trucks. It is also one of the largest private sector employers in India, with
about 12,000 employees working in 9 factories and offices spread across the globe.

In 2013–14, the company posted a very modest profit after tax of ₹29
million (US$360,000) which was made possible after the selling of real estate and other
surplus land and related assets. The company did not declare any dividends for the financial
year 2013–14, which is also a first in its 60-year history.

Awards and recognition

 In 2019, the company was awarded the AON Best Employers for India award.
 In 2019, Ashok Leyland was ranked as 34th best brand in India by Interbrand.

20
3.2 COMPANY PROFILE

SNS Automobiles commenced its operation as AMW Heavy vehicle dealer from 2011
to 2016. We became the Authorized dealer to sell &service ASHOK LEYLAND LCV & ICV
vehicles since June 2016 for MADURAI, RAMNAD, SIVAGANGAI, VIRUDHUNAGAR,
THENI & DINDIGUL districts.

SNS Automobiles has been fastered and we are continuing to grow due to our best
customers service support. We are rendered to provide excel and quality services to our
customers.

On behalf of our Managing Director honourable Mr. N.MAHALINGAM we have an

efficient management system and employees to make our Organization in a structured and
planned manner.

Our ultimate Aim is to provide our customers optimum satisfaction regarding both
service and sales.

SERVICES

SNS Automobiles is an autorised dealers of Ashok Leyland for LCV Segment, We

have seven branches to cover geographical wise for customer satisfaction. also we have SAS
(Service At Site) is concept to give service to customer who is located at more than 50 km
from our branches.  Even single wants service, we can provide it at customer place by two -
wheeler camp. Sunday also working day. It’s a benefits for parcel service, courier & Market
segments customer.we fabricate angle body for new vehicle with one year warranty at
reasonable cost.Customer Support for 24/7 for Emergency, Service Reminders given by CRE
(Customer Relationship Executive) Team for service regularly.

FACILITIES AVAILABLE

 SAS (Service at Site)

 Two Wheeler Camp
 Sunday Working day
 24/7 Services
 Extended Warranty
 Pick & Drop Facilities available

21
  Body Building (Fabricate Angle body)
 FC Jobs Carried out
 Trained Technicians/ Geninue Parts
 Water wash, wheel Alignment & wheel Balancing
 Quick Service bay for minor services

Why Choose Us

08+ Years’ Experience

Over 8 years of experience in providing truck services for clients. We have

successfully Delivery to consumer satisfied.

2000+ Happy Clients

To be recognized the first choice in Automobile company in Madurai, around 10

Branches in Tamilnadu, Happy Clients also.

02+ Awards Won

We Got the Best Sales & Services Award in Ashok Leyland Company for recognized
our company.

4352 People Likes

We thoroughly study each customers case. Depending on his requirements we engage

a dedicated team of business analtical.

PRODUCTS

LIGHT COMMERCIAL VEHICLE

22
DOST LITE DOST PLUS

DOST STRONG MTIR

PARTNER

INTERMEDIATE COMMERCIAL VEHICLE

SUNSHINE LYNX STORNG

23
LYNX SMART
ADDRESS:

SNS AUTOMOBILES

4/217, Madurai – Dindigul Main Road, NH7,

TV Nallur (PO), Nagari,

Madurai – 625221

24
 CHAPTER - IV

DATA ANALYSIS AND INTERPRETAION

TABLE NO – 4.1

GENDER OF THE RESPONEDNTS

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Male 125 83%

2. Female 25 17%

Total 150 100%

Source: primary data

INTERPRETATION

From the table shows that 83% respondents are male and remaining 17% of the
respondents are female.

Majority 83% of respondents are male.

25
 CHART NO – 4.1

GENDER OF THE RESPONEDNTS

17%

Male
Female

83%

26
 TABLE NO – 4.2

AGE GROUP OF RESPONEDNTS

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Below 25 years 36 24%

2. 26-35 years 72 48%

3. 36-45years 30 20%

4. Above 46 years 12 8%

Total 150 100%

Source: primary data

INTERPRETATION

From the above, it is found that 24% of the respondents belong to the age group
below 25 years and 48% of the respondents are in the age group 25-35 years and 20% of
respondents belong to the age group 36-45 years and 8% of the respondents belong to the age
group of above 46 years.

Most 48% of the respondent’s age group is between 25- 35 years.

27
 CHART NO – 4.2

AGE GROUP OF RESPONEDNTS

60%

50% 48%

40%
PERCENTAGE

30%
24%
20%
20%

10% 8%

0%
Below 25 years 26-35 years 36-45years Above 46 years
AGE

28
 TABLE NO - 4.3

MARITAL STATUS OF RESPONDENTS

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Married 108 72%

2. Unmarried 42 28%

Total 150 100%

Source: primary data

INTERPRETATION

The above table shows that, majority of the respondents 72% are married and
remaining 28% respondents are unmarried.

Most 72% of the respondents are married

29
 CHART NO - 4.3

MARITAL STATUS OF RESPONDENTS

72%

80%
70%
60%
28%
Percentage

50%
40%
30%
20%
10%
0%
Married Unmarried
Marital status

30
 TABLE NO - 4.4

FAMILY SIZE OF THE RESPONDENTS

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Below 3 members 57 38%

2. 2-5 members 72 48%

3. Above 5 members 21 14%

Total 150 100%

Source: primary data

INTERPRETATION

Among the 150 respondents, 38% of the respondent’s family members are below 3
members, 48%of the respondent’s family members are 2-5 members, 14% of the
respondents’ family members are Above 5 members.

Most 48%of the respondent’s family members are 2-5 members.

31
 CHART NO - 4.4

FAMILY SIZE OF THE RESPONDENTS

48%

50%
45% 38%

40%
35%
Percentage

30%
25%
14%
20%
15%
10%
5%
0%
Below 3 members 2-5 members Above 5 members
Family size

32
 TABLE NO - 4.5

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. School level 4 3%

2. Higher secondary 20 13%

3. Graduate 62 41%

4. Post graduate 48 32%

5. Others 16 11%

Total 150 100%

Source: primary data

INTERPRETATION

From the above table, it is found that 3% of the respondents have school level
education, 13% of the respondents have higher secondary education, 41% of the respondents
are Graduates, 32% of the respondents are post graduates and 11% of the respondents have
other qualification.

Most 41% of the respondents are graduates

33
 CHART NO - 4.5

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Others 11%

Post graduate 32%

Educational qualification

Graduate 41%

Higher secondary 13%

School level 3%

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

Percentage

34
 TABLE NO - 4.6

DEPARTMENTOF THE RESPONDENTS

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1 Production 45 30%

2 Maintenance 24 16%

3 Hr 48 32%

4 Finance 33 22%

Total 150 100%

Source: primary data

INTERPRETATION

From the above table, it is found that 30% of the respondents belong to production
department, 16% of the respondents belong to Maintenance department, 32% of the
respondents belong to HRdepartment and balance 22% of the respondents work in Finance.

Most 32% of the respondents belong to HRdepartment.

35
 CHARTNO - 4.6

DEPARTMENT OF THE RESPONDENTS

35% 32%
30%
30%

25% 22%
Percentage

20% 16%

15%

10%

5%

0%
Production Maintenance Hr Finance
Department

36
 TABLE NO - 4.7

WORKING SERVICEOF THE RESPONDENTS

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Below 4 year 33 22%

2. 5-8 year 93 62%

3. 9-15 year 9 6%

4. Above 15 year 15 10%

Total 150 100%

Source: primary data

INTERPRETATION

From the above table, it is found that 22% of the respondents work for below 4 year in
service, 62% of the respondents work for 5-8 years in the same company 6% of the
respondents work for 9-15 year service 10% of the respondents work for Above 15 years

Most 62%of the respondents work for 5- 8 year

37
 CHART NO - 4.7

WORKING SERVICE OF THE RESPONDENTS

70% 62%

60%

50%
Percentage

40%

30% 22%

20% 10%
6%
10%

0%
Below 4 year 5-8 year 9-15 year Above 15 year
Working service

38
 TABLE NO - 4.8

MONTHLY INCOME OF THE RESPONDENTS

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Below Rs.10,000 30 20%

2. Rs.10,000 - Rs.15,000 52 35%

3. Rs.15,000 - Rs.20,000 36 24%

4. Above Rs.20,000 32 21%

Total 150 100%

Source: primary data

INTERPRETATION

From the above table it is found that 20% of the respondents are earning below
Rs.10,000, 35% of the respondents are earning Rs.10,000 - Rs.15,000, 24% of the
respondents are earning Rs.15,000 - Rs.20,000 and remaining 21% of the respondents are
earning above Rs.20,000.

Most 35%of the respondents are earning Rs.10,000 - Rs.15,000

39
 CHART NO - 4.8

MONTHLY INCOME OF THE RESPONDENTS

35%
35%

30%
24%
25% 21%
20%
PERCENTAGE

20%

15%

10%

5%

0%
Below Rs.10,000 Rs.10,000 - Rs.15,000 - Above Rs.20,000
Rs.15,000 Rs.20,000
INCOME

40
 TABLE NO - 4.9

WORK SHIFT OF THE RESPONDENTS

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1 Dayshift 113 75%

2 Half shift 6 4%

3 Day & night 30 20%

4 Full night 1 1%

Total 150 100%

Source: primary data

INTERPRETATION

From the above table it is found that 75% of the respondents are day shift workers,
4% of the respondents are half shift workers, 20% of the respondents are day & night
workers, 1% of the respondents are full night workers.

Most 75%of the respondents are Day shift workers

41
 CHART NO - 4.9

WORK SHIFT OF THE RESPONDENTS

1%
Full night

20%
Day & night
Work shift

4%
Half shift

75%
Dayshift

0% 10% 20% 30% 40% 50% 60% 70% 80%

Percentage

42
 TABLE NO - 4.10

SUPERVISION OF THE SUPERIOR

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Highly satisfied 78 52%

2. Satisfied 65 43%

3. Dissatisfied 3 2%

4. Highly Dissatisfied 4 3%

Total 150 100%

Source: primary data

INTERPRETATION

From the above table, it is found that 52% of the respondents are highly satisfied of
the superior, 43% of the respondents are satisfied supervision of the superior, 2% of the
respondents are dissatisfied by supervision of the superior and 3% of the respondents are
Highly Dissatisfied.

Most 52%of the respondents are highly satisfied on the supervision of the superior

43
 CHART NO - 4.10

SUPERVISION OF THE SUPERIOR

60%
52%

50% 43%

40%
PERCENTAGE

30%

20%

10% 3%
2%

0%
Highly satisfied Satisfied Dissatisfied Highly Dissatisfied
SUPERVISION OF THE SUPERIOR

44
 TABLE NO - 4.11

RELATIONSHIP BETWEEN CO-WORKERS

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Excellent 60 40%

2. Good 65 43%

3. Average 13 9%

4. Adequate 12 8%

Total 150 100%

Source: primary data

INTERPRETATION

From the above table it is found that 40% of the respondents relationship with
coworkers are excellent, 43% of the respondents relationship with coworkers are good, 9% of
the respondents relationship with coworkers average and 8% of the respondents relationship
with coworkersAdequate.

Most 40%of the respondents are excellent relationship with coworkers.

45
 CHART NO - 4.11

RELATIONSHIP BETWEEN CO-WORKERS

43%
45% 40%

40%
35%
30%
Percentage

25%
20%
15% 9% 8%
10%
5%
0%
Excellent Good Average Adequate
Co-workers

46
 TABLE NO - 4.12

EFFICIENCY IN JOB

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Excellent 70 47%

2. Good 63 41%

3. Average 10 7%

4. Adequate 7 5%

Total 150 100%

Source :primary data

INTERPRETATION

From the above table, it is found that 47% of the respondents are Excellent by
efficient in job, 41% of the respondents are good efficient in job, 7% of the average efficient
in job and5%of the respondents are adequate by efficient in job.

Most 47%of the respondents have good efficiency in job.

47
 CHART NO - 4.12

EFFICIENCY IN JOB

47%
50%
45% 41%

40%
35%
30%
Percentage

25%
20%
15%
7%
10%
5%
5%
0%
Excellent Good Average Adequate
Efficience in job

48
 TABLE NO - 4.13

SATISFACTION OF WORK LOAD

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Highly satisfied 62 41%

2. Satisfied 83 55%

3. Dissatisfied 4 3%

4. Highly Dissatisfied 1 1%

Total 150 100%

Source: primary data

INTERPRETATION

From the above table, it is found that 41% of the respondents are highly satisfied,
55% of the respondents are satisfied, 3% of the respondents are dissatisfied, 1% of the
respondents are highly dissatisfied.

Most 55%of the respondents are highly satisfied on workload.

49
 CHART NO - 4.13

SATISFACTION OF WORK LOAD

60% 55%

50%
41%

40%
PERCENTAGE

30%

20%

10% 3%
1%

0%
Highly satisfied Satisfied Dissatisfied Highly Dissatisfied
WORK LOAD

50
 TABLE NO - 4.14

SAFETY MEASURES IN THE ORGANISATION

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Highly satisfied 90 60%

2. Satisfied 51 34%

3. Dissatisfied 6 4%

4. Highly Dissatisfied 3 2%

Total 150 100%

Source: primary data

INTERPRETATION

From the above table it is found that 60% of the respondents are highly satisfied, 34%
of the respondents are satisfied, 4% of the respondents are dissatisfied and 2% of the
respondents are highly dissatisfied.

Most 60%of the respondents are highly satisfied on safety measures.

51
 CHART NO - 4.14

SAFETY MEASURES IN THE ORGANISATION

60%
60%

50%

40% 34%
PERCENTAGE

30%

20%

10% 4%
2%

0%
Highly satisfied Satisfied Dissatisfied Highly Dissatisfied
SAFETY MEASURES

52
 TABLE NO - 4.15

PHYSICAL WORKING ENVIRONEMENT

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Highly satisfied 65 43%

2. Satisfied 73 49%

3. Dissatisfied 9 6%

4. Highly Dissatisfied 3 2%

Total 150 100%

Source: primary data

INTERPRETATION

From the above table it is found that satisfied the physical working environment.49%
of the respondents are satisfied, 43% of the respondents are highly satisfied, 6% of the
respondents are dissatisfied and remaining 2% of the respondents are highly dissatisfied.

Most 49% of the respondents are satisfied with the physical working environment.

53
 CHART NO - 4.15

PHYSICAL WORKING ENVIRONEMENT

49%
50%
43%
45%
40%
35%
PERCENTAGE

30%
25%
20%
15%
10% 6%
2%
5%
0%
Highly satisfied Satisfied Dissatisfied Highly Dissatisfied
WORKING ENVIRONEMENT

54
 TABLE NO - 4.16

SATISFIED WITH THE LOAN FACILITIES

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Yes 42 28%

2. No 108 72%

Total 150 100%

Source: primary data

INTERPRETATION

From the above table, it indicates that, 28% of the respondents are satisfied with loan
facilities, 72% of the respondents are not satisfied for the company loan facility.

Most72%of the respondents are not satisfied in loan facilities

55
 CHART NO - 4.16

SATISFIED WITH THE LOAN FACILITIES

28%

72%

56
 TABLE NO - 4.17

THE KIND OF LOAN TAKEN

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Educational 49 33%

2. Medical 44 29%

3. House loan 21 14%

4. Other loan 36 24%

Total 150 100%

Source: primary data

INTERPRETATION

From the above table it is found that, 33% of the respondents had got benefit of
educational loans, 29% of the respondents had got benefit of Medical, 14% of the
respondents had got benefit of house loan and 24% of the respondents had got benefit of
other loan.

Most 33%of the respondents had got benefits of educational loan

57
 CHART NO - 4.17

THE RESPONDENTS BY THE KIND OF LOAN TAKEN

Other loan; Education ;

24% 33%

House
loan; 14%

Medical ; 29%

58
 TABLE NO - 4.18

SATISFIED WITH THE WATER FACILITY

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Highly satisfied 76 51%

2. Satisfied 68 45%

3. Dissatisfied 5 3%

4. Highly Dissatisfied 1 1%

Total 150 100%

Source: primary data

INTERPRETATION

From the above table it is found that satisfied with water facility.51% of the
respondents are highly satisfied, 45% of the respondents are satisfied, 3% of the respondents
are dissatisfied and remaining 1% of the respondents are highly dissatisfied.

Most 51% of the respondents are highly satisfied with water facility

59
 CHART NO - 4.18

SATISFIED WITH THE WATER FACILITY

60%
51%

50% 45%

40%
PERCENTAGE

30%

20%

10% 3%
1%

0%
Highly satisfied Satisfied Dissatisfied Highly Dissatisfied
WATER FACILITY

TABLE NO - 4.19
60
 OPINION ABOUT JOB SECURITY

S.NO PARTICULAR NO. OF RESPONDENTS PERCENTAGE %

1. Excellent 48 32%

2. Good 63 42%

3. Satisfaction 35 23%

4. No idea 4 3%

Total 150 100%

Source: primary data

INTERPRETATION

From the above table it is found that opinion about job security.42% of the
respondents are opinion about job security is good, 32% of the respondents are opinion about
job security is excellent, 23% of the respondents are opinion about job securityis Satisfaction
and remaining 3% of the respondents are opinion about job security No idea.

Most 42% of the respondents are opinion about job security good

CHART NO - 4.19

61
 OPINION ABOUT JOB SECURITY

42%
45%
40%
32%
35%
30%
23%
Percentage

25%
20%
15%
10%
3%
5%
0%
Excellent Good Satisfaction No idea
Opinion

TABLE NO-4.20

62
 TRANSPORT FACILITY SATISFACTION OF RESPONDENTS

PARTICULARS NO.OF RESPONDENTS PERCENTAGE (%)

Highly satisfied 45 30%

Satisfied 51 34%

Dissatisfied 44 29%

Highly Dissatisfied 10 7%

Total 150 100%

Source: Primary data

INTERPRETATION

The above table shows the, 34% of the respondents are Satisfied with the transport
facility, 30% of the respondents says that they are Highly satisfied the transport facility, 29%
of the respondents says that they are dissatisfied and 7% of the respondents are Highly
Dissatisfied.

It is Most 34% of the respondents are Satisfied for transport facility provide by
concern.

CHART NO-4.20

63
 TRANSPORT FACILITY SATISFACTION OF RESPONDENTS

7%
Highly Dissatisfied

29%
Dissatisfied
Particulars

34%
Satisfied

30%
Highly satisfied

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

Percentage

TABLE NO - 4.21

64
 SATISFIED BY THE FACTORY FACILITIES

Satisfaction Highly Satisfied Dissatisfied No idea

level/Factors satisfied

Res % Res % Res % Res %

Factors 63 42% 69 46% 9 6% 9 6%

Ventilation 69 46% 63 42% 12 8% 6 4%

Lighting 65 43% 70 47% 5 3% 10 7%

Air 71 47% 64 43% 7 5% 8 5%

Noise 59 39% 64 43% 12 8% 15 10%

Canteen 68 45% 72 48% 3 2% 7 5%

Insurance 54 36% 60 40% 20 13% 16 11%

Source: Primary data

INTERPRETATION

The above table shows that 46% of the respondents of factors facilitiesare satisfied,
46% of the respondents of Ventilationfacilities are highly satisfied, 47% of the respondents of
Lighting facilities are satisfied, 47% of the respondents of air facilities highly satisfied,43%
of the respondents of noise facilities are satisfied, 48% of the respondents of canteen facilities
are satisfied, and remaining 40% of the respondents of insurance facilities are satisfied.

Majority 47% of the respondents of lighting facilities are satisfied and air.

CHART NO - 4.21

SATISFIED BY THE FACTORY FACILITIES

65
 47% 47% 48%
50% 46% 46 45%
42 42% 43% 43% 43%
45%
39% 40%
40% 36%
35%
30%
Percentage

25% Highly satisfied

Satisfied
20%
Dissatisfied
13%
15% 11% No idea
10%
8% 7% 8%
10% 6%6%
4% 5%5% 5%
3% 2%
5%
0%
Factors Ventilation Lighting Air Noise Canteen Insurance
Factory facilities

TABLE NO - 4.22

CHI-SQUARE ANALYSIS

66
NULL HYPOTHESIS

HO: There is no significance relationship between department of the respondents and

satisfaction of work load.

ALTERNATIVE HYPOTHESIS

H1: There is significance relationship between department of the respondents and satisfaction
of work load.

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
DEPARTMENT OF THE
RESPONDENTS *
150 100.0% 0 .0% 150 100.0%
SATISFACTION OF
WORK LOAD

DEPARTMENT OF THE RESPONDENTS * SATISFACTION OF WORK LOAD

Crosstabulation
SATISFACTION OF WORK LOAD
Count Highly Highly
satisfied Satisfied Dissatisfied Dissatisfied Total
DEPARTMENT OF Production 45 0 0 0 45
THE Maintenanc
RESPONDENTS 17 7 0 0 24
e
Hr 0 48 0 0 48
Finance 0 28 4 1 33
Total 62 83 4 1 150

67
 Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 1.441E2a 9 .000
Likelihood Ratio 184.758 9 .000
Linear-by-Linear Association 107.563 1 .000
N of Valid Cases 150
a. 8 cells (50.0%) have expected count less than 5. The minimum expected count is .16.

Symmetric Measures
Asymp. Std. Approx.
Value Errora Approx. Tb Sig.
Ordinal by Ordinal Gamma 1.000 .000 32.835 .000
Measure of Kappa
.168 .038 4.680 .000
Agreement
N of Valid Cases 150
a. Not assuming the null hypothesis.
b. Using the asymptotic standard error assuming the null hypothesis.

RESULT

Since the table value is greater than the calculated value. So we accept of the null
hypothesis. There is significance relationship between department of the respondents and
satisfaction of work load.

TABLE NO - 4.23

68
 CORRELATION

The table shows the relationship between working service of the respondents and
efficiency in job

Correlations

WORKING
SERVICE OF
THE EFFICIENCY IN
RESPONDENTS JOB
WORKING SERVICE OF Pearson Correlation
1 .827**
THE RESPONDENTS
Sig. (2-tailed) .000
N 150 150
EFFICIENCY IN JOB Pearson Correlation
.827** 1

Sig. (2-tailed) .000

N 150 150
**. Correlation is significant at the 0.01 level (2-tailed).

NONPARAMETRIC CORRELATIONS

69
 Correlations
WORKING
SERVICE OF
THE
RESPONDE EFFICIENC
NTS Y IN JOB
Kendall's tau_b WORKING SERVICE Correlation
1.000 .710**
OF THE Coefficient
RESPONDENTS Sig. (2-tailed) . .000
N 150 150
EFFICIENCY IN JOB Correlation
.710** 1.000
Coefficient
Sig. (2-tailed) .000 .
N 150 150
Spearman's rho WORKING SERVICE Correlation
1.000 .734**
OF THE Coefficient
RESPONDENTS Sig. (2-tailed) . .000
N 150 150
EFFICIENCY IN JOB Correlation
.734** 1.000
Coefficient
Sig. (2-tailed) .000 .
N 150 150
**. Correlation is significant at the 0.01 level (2-tailed).

RESULT

This is positive correlation. There is relationship between the working service of the
respondents and efficiency in job

CHAPTER – V

70
 5. FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 FINDINGS

1. Majority of respondents (83%) are male

2. Most of the respondent’s (48%) age group is between 25- 35 years old
3. Most of the respondents (72%) are married
4. Most of the respondent’s (48%) family are having 2-5 members in their family
5. Most of the respondents (41%) are graduates
6. Most of the respondents (32%) belong to service department
7. Most of the respondents (62%) work for 5- 8 year in this institution
8. Most of the respondents (35%) are earning Rs.10,000 - Rs.15,000 per month
9. Most of the respondents (75%) are Day shift workers
10. Most of the respondents (52%) are highly satisfied on the supervision of the superior
11. Most of the respondents (40%) are having excellent relationship with co-workers
12. Most of the respondents (47%) have good efficient performance in their work
13. Most of the respondents (55%) are highly satisfied on workload
14. Most of the respondents (60%) are highly satisfied on safety measures
15. Most of the respondents (49%)are satisfied with the physical work environment
16. Most of the respondents (72%) are not satisfied with the loan facilities
17. Most of the respondents (33%) got benefited out of educational loan
18. Most of the respondents (51%) are highly satisfied with water facility
19. According to (42%) of the respondents the job security is good
20. Most of the respondents (34%)are Satisfied with transport facility provide by concern.
21. Majority of the respondents (47%) satisfied with the lighting and air facility

5.2 SUGGESTIONS

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  Majority of the employees feel that their workload is heavy. So, the necessary
steps to be taken to reduce the workload.

 The organization should improve the benefit and services provided to the labour’s

 The company should plan out the welfare activities in an effective way to improve
the organization image in the eyes of the workers.

 The organization should make all the employees aware of the rules and
regulations of the company.

 The industry should provide proper safety measures to employees.

 To increase the rapport between management and the labours, the company should
provide integrated welfare programs.

5.3 CONCLUSION

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 Labour welfare services is an important personnel function in a business

 Effective utilization of other factor of production depends on the efficiency of

human factor

 The workers spends more than a quarter of his life in his working place
therefore, the worker has every rights to demand that the condition under
which he works should be reasonable and provides proper safeguard for life
and health

 The amount of dedication , quality of work , commitment to the organization,

morale etc. are all determined by the type and amount of welfare a worker
reciever

BIBLIOGRAPHY

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[1]. Arpit Patel, March 2017 Volume 6, Issue 1 A Study on Employee welfare Measures and
Social Security on Selected Engineering Unit of Ahmadabad.

[2]. S.Divyabharathi, May 2017 Volume 19, Issue 5. Ver. VI (), PP 45-48 Employee Welfare
Schemes and Its Implication in Performance in Machine industry Private Limited, Chennai

[3]. M.RamaSatyanarayana, July 2012 Volume 2, Issue 7 employee welfare measures in

cement industries in India.

[4]. T.Priyanka, December 2014, Volume 2 Issue 7, ISSN 2349-4476 a study on employee
welfare measures with reference to machine industry

[5]. P. Ushanovember (2011) volume no. 1, issue no. 6 employee welfare activities with
respective measures in industrial sector.

[6]. Ushatiwarinovember, 2014 volume 3, issue 11 a study on employee welfare facilities and
its impact on employees efficiency.

[7]. Chandra sekharpatro June 2015 Employee Welfare Measures in Public and Private
Sectors: Comparative Analysis.

[8]. Mr. Ramana 2015, Volume: 5, Issue: 1 A study on employee welfare measures with
reference to south central railways in India.

WEBSITES

https://www.indiamart.com/company/2949290/aboutus.html

https://www.whatishumanresource.com/employee-welfare

http://snsautomobiles.com/

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 NPR COLLEGE OF ENGINEERING & TECHNOLOGY DEPARTMENT OF
MANAGEMENT STUDIES

Mapping of Course Outcomes (COs) with Program Outcomes (POs) &

Program Specific Outcomes (PSOs)

PO PO PSO
Cos
1 2 3 4 5 6 7 8 1 2

C411.1 1 - - - 1 - - 1 2 -

C411.2 1 - - 3 - - - 2 - 2

C411.3 1 - - - - - - 2 - 2

AVG 3 - - 3 1 - - 5 2 4

PROGRAM OUTCOMES (PO) MAPPING

The Project “A STUDY ON LABOUR WELFARE FACILITIES TOWARDS SNS

AUTOMOBILES WITH REFERENCE TO MADURAI” satisfies the program

outcomes such as Critical Thinking Usage of Technology, Effective Communication,

Environment and Sustainability, Individual and Teamwork, Ethics and Values Social

Interactions, Life Long Learning and it satisfies the Program Specific Outcome’s as to deal

with real time problems by understanding the evolutionary changes in the current business

situation. The study was conducted to determine the impact of labour welfare facilities.

Employee welfare measure activity in India was largely influenced by humanitarian

principles and legislation. Employee welfare is an important fact of industrial relation the

extra dimension, giving satisfaction to the employee in way, which evens a good wage grow

with the industrialization and mechanization it has acquired added importance in our modern

industrial society

75
A STUDY ON LABOUR WELFARE FACILITIES TOWARDS SNS AUTOMOBILES
WITH REFERENCE TO MADURAI
QUESTIONNAIRE
Name :
1. Gender
a) Male [ ] b) Female [ ]
2. Age
a) Below 25 years [ ] b) 26-35 years [ ]
c) 36- 45 years [ ] d) Above 46 years [ ]
3. Marital status
a) Married [ ] b) Unmarried [ ]
4. Size of the family
a) Below 3 members [ ] b) 2- 5 members [ ]
c)Above 5 members [ ]
5. Educational Qualification
a) School level [ ] b) Higher secondary [ ]
c) Graduate [ ] d) Post Graduate [ ]
e) Others [ ]
6. Department
a) Production [ ] b) Maintenance [ ]
c) Hr [ ] d) Finance [ ]
7. No of years in working service
a) Below 4 Year [ ] b) 5-8 year [ ]
c) 9-15 year [ ] d) Above 15 year [ ]
8. Monthly Income
a) Below Rs.10,000 [ ] b) Rs.10,000 - Rs.15,000 [ ]
c) Rs.15,000 - Rs.20,000 [ ] d) Above Rs.20,000 [ ]
9. Which shift do you work?
a) Day shift [ ] b) Half shift [ ]
c) Day & night [ ] d) Full night [ ]

76
 10. Are you satisfied with the supervision of the superior?
a) Highly satisfied [ ] b) Satisfied [ ]
c) Dissatisfied [ ] d) Highly Dissatisfied
[ ]

11. How do you feel about relationship between you and co – workers?
a) Excellent [ ] b) Good [ ]
c) Average [ ] d) Adequate [ ]
12. How efficient are you in your job?
a) Excellent [ ] b) Good [ ]
c) Average [ ] d) Adequate [ ]
13. Are you satisfied with work load?
a) Highly satisfied [ ] b) Satisfied [ ]
c) Dissatisfied [ ] d) Highly Dissatisfied
[ ]
14. How do you satisfied in safety measures in the organization?
a) Highly satisfied [ ] b) Satisfied [ ]
c) Dissatisfied [ ] d) Highly Dissatisfied
[ ]
15. How satisfied are you with the physical working environment?
a) Highly satisfied [ ] b) Satisfied [ ]
c) Dissatisfied [ ] d) Highly Dissatisfied
[ ]
16. Are you satisfied with the loan facilities?
a) Yes [ ] b) No [ ]
17. What kind of loan is offered to you for your concern?
a) Educational [ ] b) Medical [ ]
c) House loan [ ] d) other loans [ ]
18. Are you satisfied with the water facility?
a) Highly satisfied [ ] b) Satisfied [ ]
c) Dissatisfied [ ] d) Highly Dissatisfied
[ ]
19. What is your opinion about your job security?
a) Excellent [ ] b) Good [ ]
77
 c) Satisfaction [ ] d) No idea
[ ]
20. Are you satisfied with the transport facilities provided by the concern?
a) Highly satisfied [ ] b) Satisfied [ ]
c) Dissatisfied [ ] d) Highly Dissatisfied [ ]

21. How do you satisfied by the following factory facilities?

Factors /Satisfaction Level Highly Satisfied Satisfied Dissatisfied No idea

Ventilation

Lighting

Air

Noise

Canteen

Insurance

22. If any suggestions……………………………………………………………………

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