A Study On Employee Welfare at Bimal Auto Agency

A STUDY ON EMPLOYEE WELFARE AT BIMAL AUTO AGENCY, BENGALURU
CHAPTER: 1
INTRODUCTION
Nowadays the relationship between employees and employers may be seen upside
down. Since there the number of job opportunities available for employees has been
increasing in a growing worldwide economy, not just employees but also employers need to
readjust themselves in order to cope up with the dynamics of business life. Therefore, HR
executives need to consider new strategies for recruiting and retaining best fit talents for their
organizations. Higher salaries and compensation benefits may seem the most likely way to
attract employees. However, quality of the physical workplace environment may also have a
strong influence on a company’s ability to recruit and retain talented people Some factors in
workplace environment may be considered as keys effecting employee’s engagement,
productivity, morale, comfort level etc. both positively and negatively. Although convenient
workplace conditions are requirements for improving productivity and quality of outcomes,
working conditions in many organizations may present lack of safety, health and comfort
issues such as improper lightening and ventilation, excessive noise and emergency excess.
People working under inconvenient conditions may end up with low performance and face
occupational health diseases causing high absenteeism and turnover. There are many
organizations in which employees encounter with working conditions problems related to
environmental and physical factors.
MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 1

INDUSTRY PROFILE:-
In India, as in many other countries, the auto industry is one of the largest industries. It is one
of the key sectors of the economy. The industry comprises of automobile & the auto
components sectors & encompasses commercial vehicles, multi utility vehicles, passenger
cars, two-wheelers, three- wheelers, tractors & related auto components. The industry has
shown great advances since deli censing & opening up of the sector to foreign direct
investment (FDI) in 1993. It has deep forward and backward linkages with the rest of the
economy, & hence, has a strong multiplier effect. This results in the auto industry being the
driver of economic growth & India is keen to use it as a level growth in the country.
Since the first car rolled out on the streets of Mumbai (then Bombay) in 1898, the
Automobile industry of India has come a long way. During its early stages the auto industry
was overlooked by the then Government & the policies were also not favorable.
Today India automotive industry is fully capable of producing various kinds of vehicles &
can be divided into 3 broad categories: Cars, two- wheelers & heavy vehicles.
AUTOMOBILE DEALERS NETWORK IN INDIA
In terms of Car dealer networks and authorized service stations, Maruti leads the pack with
Dealer networks and workshops across the country. The other leading automobile
manufacturers are also trying to cope up and are opening their service stations and dealer
workshops in all the metros and major cities of the country. Dealers offer varying kind of
discount of finances who in turn pass it on to the customers in the form of reduced interest
rates.
Government has liberalized the norms for foreign investment and import of technology and
that appears to have benefited the automobile sector. The production of total vehicles
increased from 4.2 million in 1998-99 to 7.3 million in 2003-04. It is likely that the
production of such vehicles will exceed 10 million in the next couple of years.
The industry has adopted the global standards and this was manifested in the increasing
exports of the sector. After a temporary slump during 1998-99 and 1999-00, such exports
registered growth rates of well over 50 per cent in 2002-03 and 2003-04 each to exceed two

THE KEY FACTORS BEHIND THIS UPSWING:
Sales incentives, introduction of new models as well as variants coupled with easy
availability of low cost finance with comfortable repayment options continued to drive
demand and sales of automobiles during the first two quarters of the current year. The risk of
an increase in the interest rates, the impact of delayed monsoons on rural demand, and
increase in the costs of inputs such as steel are the key concerns for the players in the
industry.
As the players continue to introduce new models and variants, the competition may intensify
further. The ability of the players to contain costs and focus on exports will be critical for the
performance of their respective companies and- a-half times the export figure for 2001-02.
Automobile Export Numbers.
The auto component sector has also posted significant growth of 20% in 2003-04, to achieve
a sales turnover of Rs.30, 640 crore (US$ 6.7 billion). Further, there is a potential for higher
growth due to outsourcing activities by global automobiles giants. Today, this sector has
emerged as another sunrise sector.
EVEN GROWTH:
Opposing the belief that the growth in automobile industry has catered only to the top
income-stratum of society, Growth of exports of 32.8 % in the first three quarters of 2004-05,
the fastest growth in volumes has come from commercial vehicles as against passenger cars.
Between 1998-99 and 2003-04, output of commercial vehicles has grown 2.8 times compared
to the 2.2 times increase in passenger cars. Furthermore, two-wheeler output continues to
dominate the volume statistics of the sector. In 2003-04, for every passenger car turned out
by the sector, there were 7 two-wheelers produced. In the two wheeler segment, there is a
greater preference for motorcycles followed by scooters, with both production and domestic
sales of motorcycles increasing at faster rates than for scooters in the current and previous
years. However, mopeds have registered low or negative growth. Export growth rates have
been high both for motorcycles and scooters.

INDIAN CAR INDUSTRY:
The recent move to globalize our economy has opened new vistas for car manufacturers in
the country. The immediate post independence years saw very little development in
automobile industry. A poor country like our s did not have a resource to invest in personal
transportation.
The Indian customers had to wait till the mod 1980’s, a full 40 years after independence to
see a car that the people wanted. December 1983 heralded a revolution in the Indian car
industry. Maruti collaborated with Suzuki of Japan to produce the first affordable car for the
average Indian. The maruti800 was the first version of Maruti to hit the Indian roads in
December-1983.Since then it has been on a constant rise.
At this time, the Indian car market had stagnated at the volume of 30000 to 40000 cars. For
the decade ending 1983. This was from Maruti taken over.
The sales figure for the year 1993 reached up to 196820. The company reached a total
production of one million vehicles in March 1994 becoming the first Indian company to cross
this milestone. It crossed the two million mark in 1997.
Fifteen years later, the Indian industry is on the verge of the extreme. It has around 45 models
of the cars. Today there are about 20 manufacturers in India.
In March, 1994 Maruti Udyog Ltd., became the first Indian company to produce over one
million vehicles, a land mark yet to be achieved by any other car company in India. Maruti is
the highest volume car manufacturer in Asia.
INDUSTRY STRUCTURE:
The Indian car market has been divided in to small cars, mid size cars, luxury cars and
multi utility vehicles.
SMALL CARS:
It is the most preferable small car segment in Indian economy. Under this segment we have
Maruti 800, Maruti Wagon R, Maruti swift, Tata Indicia, Hyundai Santro, FiatPalio, and
Maruti Alto, Maruti Zen Estilo, Tata Nano, i10, spark, Astar etc.These are the best suitable
for Indian middle class people. These cars also suit Indian roads and traffic conditions. The

concept of small cars has emerged from Japan. Small cars are fuel efficient with latest sleek
look and advanced technology.
MID SIZE CARS:
The mid size cars are to supper middle class people of society. Business executives mainly
use these cars. Under this we have Maruti SX4, Swift Dzire, Ford Fusion, Ford Fiesta, Opel
Astra, Tata Indigo, Tata Marina, Honda City, Chevrolet Aveo, Hyundai Accent etc., and
Hyundai Verna etc.
LUXURY CARS:
The elite members of the society use these luxury cars. The luxury cars symbol of Success of
a man. Under this we have Maruti Grand Vitara, Ford Mondeo, Skoda Octavia, Skoda Laura,
Hyundai Sonata, Hyundai Elantra, Toyota Corolla, Toyota Cramy, Mitsubishi Lancer,
Mitsubishi Cedia, Honda Civic, Honda CRV, Honda Accord, Chevrolet optra, Mercedes-
Benz (S-class, E-class), etc.,
MULTI UTILITY VEHICLE:
MUV’S are used for transportation purpose. As MUVs are very rugged and powerful vehicles
they are used in hilly regions. Today there are a lot of players in the car segment. This has
increased competition amongst the manufacturers. Under this we have Tata Sumo, Tata
Sierra, Tata safari, Maruti Gypsy, Bajaj Tempo, Ford Endeavour, Toyota Quails, Toyota In
nova, Mahindra Voyager, Mahindra Scorpio, Mahindra Bolero etc., Now-a-days dealers and
manufacturers are providing many attractive financial facilities for the consumers. This
indicates that the manufactures will have huge demand in coming decades.
CURRENT STATUS OF THE AUTOMOTIVE INDUSTRY:
The industry over a period of time has installed a robust capacity as given below:
SEGMENT INSTALLED CAPACITY

Commercial vehicles 41000
Cars and multi utility vehicles 1146000
Two and three wheelers 5696000
Ground total 7252000

FACTS ABOUT THE AUTOMOBILE INDUSTRY:
 The first automobile in India rolled in 1897 in Bombay.

 India is being recognized as potential emerging auto market.
 Foreign player are adding to their investments in India auto industry.
 Within two-wheelers, motorcycles contribute 80% size.
 India is the largest three- wheeler market in the world.
 India is the largest two- wheeler manufacture in the world.
 India is the second largest tractor manufacture in the world.
 India is the fifth largest commercial vehicle manufacture in the world.
 The number one global motorcycle manufacture is in India.
 India is the fourth largest car market in Asia recently crossed the 1milion mark.
HISTORY OF MARUTI SUZUKI LIMITED:
Car market leader, Maruti Suzuki, lovingly also referred to as the people’s car- market. On
14th December, 1983, first MARUTI 800, India’s iconic car rolled –off the assembly line at
company’s Gorgon plant. Late Mrs., Indira Gandhi, the then prime minister of India, handed
over keys for this car to the first Maruti customer. Since then, Maruti Suzuki has produced
and sold around 75 lake (7.5 million) cars to address the needs of customers across segment.
It is a leading four wheeler automobile manufacture in the south Asia. Suzuki Motor
Corporation of Japan holds a majority stake in the company in India to mass produce and sell
more than a million cars.
It is a largely credited for having brought in an automobile revolution to India. It is the

market leader in India and on 17th September 2007, MARUTI UDYOG was renamed
MARUTI Suzuki India limited. The company’s headquarters are in Gurgaon, Hayana (near
Delhi). Present Mr. Shinzo nakanishi is the Managing Director and CEO of Suzuki limited.
ABOUT BIMAL PRIVATE LIMITED:

BIMAL WHITEFIELD
Address
60/2, ITPL Road, Close to Phoenix Mall, Mahadevapura, Bangalore, Karnataka. 560048
Sales
SHANMUGAM
98457 40907
shanmugam@bimalmaruti.com
Service
VIJAYPAUL LAZARUS
9742778322
vijay.paul@bimalmaruti.com
At Bimal, we believe that our relationship doesn’t end with getting you a new car. Its
just the beginning of a long relationship which will need constant support and quality
experience. Bimal is Bangalore’s largest Maruti Suzuki car dealership serving customers
throughout city from its 24 locations, providing a comfortable and a superior experience.
Bimal has been recognized on a national level through the 12 platinum awards and 2 royal
platinum awards in the last 18 years. Only dealership in Karnataka to achieve this feat. Run
by a dedicated team of professionals, highly competent with profound industry knowledge,
backed with 300 strong MSIL trained technicians, 140 Bronze masters, 110 service

advisors/consultants, 75 technical advisors, we offer professional services and optimum

customer satisfaction to over 20,000 customers every month.
We invite you to experience the truly integrated car buying, maintenance, and all the other
associated automobile services Bimal has to offer through the largest Maruti Suzuki network
in Bengaluru.
NATURE AND BUSINESS CARRIED:
BIMAL Pvt Ltd authorized dealer for sales service and spares for Maruti range of vehicles in
Ballari. Pvt Ltd was started in 1989 at Ballari as a Maruti Authorized service station.
A) PROMOTER:
BC Sarawgi
CHAIRMAN

Naveen Sarawgi
CEO
Sumit Sarawgi
MD
VISION, MISSION, AND QUALITY POLICY:
VISION:
We must be an internationally competitive company in terms of our products and services.

We must retain our leadership in India and should also aspire to be among the global players.
MISSION:
To provide a wide range of modern, high quality fuel efficient vehicles in order to meet the
need of different customers, both in domestic and export markets.
CORE VALUES:
 Customer Obsession
 Fast, Flexible and First Mover
 Innovation and Creativity
 Networking and Partnership
 Openness and Learning
QUALITY POLICY:
BIMAL is committed at all levels to achieve high quality in whatever we do, particularly in
products and services which will meet and exceed customer’s growing aspirations through

 Professional management and team work.

 Processes and services.
 Continuous improvement in our total quality management systems.
THE OBJECTIVES OF MARUTHI SUZIKI:
 Modernization of the Indian Automobile Industry.

 Production of fuel-efficient vehicles to conserve scarce resources.
 Production of large number of motor vehicles which was necessary for economic growth.
PRODUCTS AND SERVICE PROFILE:
Maruti Suzuki Alto 800 < Rs. 2.66 - Rs 3.91 lakhs.
Maruti Suzuki Celerio Rs. 3.97 – Rs. 5.04 lakhs.

Maruti Suzuki Wagon Rs 1.0 < Rs 3.66 – Rs. 4.78 Lakhs.
Maruti Suzuki Swift < Rs. 4.66 – Rs 7.28 Lakhs.
Maruti Suzuki New Swift DZire< Rs. 5.3 – Rs. 7.89 lakhs .

Maruti Suzuki Ertiga< Rs. 6.24 – Rs 9.28 lakhs.
Maruti Suzuki Eeco< Rs. 3.23 - Rs. 4.43 lakhs.
Maruti Suzuki Grand vitara< Rs. 24.56 - Rs. 26.63 lakhs.
Maruti Suzuki Jimny.

SERVICE PROFILE:
Our steady tree is to bolster the organization’s command of giving the most elevated amount
of consumer loyalties by taking great consideration of four – wheeler administration.
Our workshops have well laid out models for four- wheeler administration, completely
prepared foundation having quality, accuracy instruments, pneumatic devices overhauled at
exceptionally prepared administration specialists. Having your four – wheeler overhauled at
workshop guarantees higher standard quality and dependability
SERVICE SCHEDULE
Service type Validity in KMF from the date of
1st free service delivery 1000 kms or 1 month from the date of
delivery, whichever is earlier
2nd free service delivery 5000 kms or 6 months from the date of
delivery, Whichever is earlier
3rd free service delivery 10000 kms or 12 months from the date of
delivery, whichever is earlier
Paid service 20000 kms Periodic maintenance schedule, 24 months,
whichever is earlier
Running repair Whenever required
Body repair Accident repair
D) AREA OF OPERATION: REGIONAL:

They are of operation is regional level: It covers the entire district of Ballari, Hospet, Raichur,
Koppal, Gadag and other nearby areas.
E) INFRASTRUCTURAL FACILITIES:
The showroom and workshop are centrally air cooled. Apart from all other fully fledged
workshop which caters the service needs in the rural areas in and around Ballari and

neighboring district of ballari. A company is well managed by a team of experts’ experiences

and professional.
The facilities that are available at the showroom are air cooled showroom, customer lounge,
television for entertainment, children’s park and cafeteria.
MANUFACTURING FACILITIES:
The India’s car manufacturing industry is majorly divided into 3 clusters. Chennai
surrounding is the southernmost and biggest, with a share of 35% revenue, representing
60%of the nation’s car fares, and home of the India operations of BMW, FORD, DATSUN,
HINDUSTAN MOTARS, DAIMLER, RENAULT, NISSAN CAPARO, HYUNDAI
HYUNDAI, MIMI, and MISTUBUSHI.
Close to Mumbai, Maharashtra, along the Chakan passage close to pune, is

the western group, with a 33% share of the business sector. Skoda, Audi, and Volkswagen are
situated in Aurangabad. Mahindra and Mahindra have an SUV and a motor gathering plant in
Nashik. Tata motors, general motors, land rover, jaguar cars, Mercedes Benz, force motors
and fiat have an assembling plant in this zone.
Manesar and Gurgaon in Haryana are the place where the nation’s biggest auto producer,
Maruti Suzuki, is based.
The developing cluster is the state of Gujarat, with an assembling office office of General
Motors in Halol, and an office for the nano car their at their plant which is situated sanand.
Maruti Suzuki, ford, Peugeot- citroen plants are likewise gotten ready for Gujarat. Hindustan
motors in KOLKATA, Honda in NOIDA, and Toyota in BENGALURU are another 4
wheeler manufacturing areas around the country.
F) COMPETITORS INFORMATION:
TATA MOTORS:
Tata motors are Indian’s biggest car organization. It is the biggest business vehicle producer
in India and second biggest traveler auto maker. It is the fifth biggest medium and an

overwhelming business vehicle producer on the planet. The well known brands of the
organization are Tata indigo, Tata indicia, Tata safari and Tata sumo.
FIAT MOTORS INDIA:
Fiat, an acronym for Fabbricaitaliana Automobile Torino is an Italian car maker, motor
producer, monetary and mechanical gathering situated in Turin in the Piedmont locale. Fiat
was established in 1899 by a gathering of financial specialists including Giovanni Agnelli.
Fiat has additionally produced railroad vehicles, tanks and airship. Starting 2009, fiat is the
world’s sixth biggest carmaker. Fiat- based autos are developed all around the globe, with the
biggest number delivered outside Italy being implicit Brazil. It likewise has processing plants
in Poland and Argentina.
GENERAL MOTORS INDIA:
General engines, one of the world’s biggest automakers, follows its roots back to 1908. With
its worldwide central command in Detroit, GM utilizes 2,04, 000 individuals in each real area
of the world and works together in somewhere in the range of 140 nations. GM nations. GM
and some vital accomplices produce autos and trucks in 34 nations.
HYUNDAI MOTORS:
Hyundai motor India limited (HMIL) is a completely claimed auxiliary of Hyundai Motor
organization, South Korea and is the biggest traveler auto exporter and the second biggest
auto maker of India. HMIL right away maker 54 variants of traveler auto crosswise over
sections. These incorporate the Santro in the B portion, the i10, the Getz prime and the
premium hatchback i20 in the B + section, the verna and the Acent in the C fragment and the
Tucson in the SUV section.

SWOT ANALYSES:
The technique of SWOT analysis was created by Albert Humphrey, by taking information
from the top fortune 500 companies. It is a strategic tool to evaluate the strengths, weakness,
opportunities and threats in the organization. Fig shows a SWOT Analysis.
INTERNAL ANALYSIS:
STRENGTHS
 A Good brand image in the business sector

 Delivery to the clients according to plans
 Market pioneer in quality
 Best reputation among the clients
 Won numerous awards for consumer loyalty
WEAKNESS
 Tough rivalry from different organizations

 Low work efficiency
 Low interest in innovative work
 Very moderate in responding to the expanded rivalry
EXTERNAL ANALYSIS:
OPPORTUNITIES
 It has a chance to tie up with the clients.

 It has a chance to go into forward mix.
 It can underwrite a rise in the business sector request in view of all
India presence.
 It has a decent partake in the business sector.
 Removes the worldwide boundaries.
THREATS
 Market changes.
 Threats of utilizing other organization vehicles.
 Imposition of offers assessment and vat.
 Globalization and privatization.
 Shifts in purchaser tastes far from the company’s products.
WORK FLOW MODEL (END TO END):

Customer walk in
We welcome them with pleasure
Enquiry about which vehicle they needed
Sales supervisor explains the needs of customer
Explains about the cash and finance
Cash Finance
Final billing & Clearance from
Document finance
Delivery of vehicle
FUTURE GROUTH AND PROSPECTS:

 To become the number one four wheelers company.

 To achieve more profits to the company.
 Developments of new technologies to satisfy the customers.
 Hiring new personnel and getting the expected results in growing business line.
 As the demands for automobiles are increasing the demands for the products of
BIMAL is also increasing, so BIMAL has got a clear and bright future.
 Future growth: Making products seeing like visiting remote areas are sales opening
new branches.
ACHIEVEMENTS and AWARDS:
 Maruti Suzuki grabs 3 awards at CNBC TV18 Overdrive Awards 2016.

 Maruti Suzuki bagged “Car Manufacturer of the year” at NDTV Car and Bike Awards
2016.
 2015 CNBC V18 Overdrive manufacturer of the year( Four Wheeler).
 Maruti Suzuki received the 4th Annual Greentech CSR Award in 2014, under the
Platinum category in Automobile sector.
 Auto Gear Shift technology won “Transmission of the year” and “Readers choice
Technology of the year” at Auto Tech Review 2014 awards.
 Alto K10 AGS won the idea BBC Top Gear Magazine “Idea of the year” Award
2014-2015
 Won Golden Peacock Award for Occupational Health and Safety.
 For the 14th year in a row, customers rated Maruti Suzuki as number one in customers
satisfaction index (CSI) study 2013-2014.
 Business Standard: Company of the year 2010-2011.
I. STATEMENT OF PROFIT AND LOSS

Particulars 2021 2020
(1) Revenue from operations
Domestic Turnover
(i) Sales of goods 0 0

manufactured
(ii) Sales of goods traded 0 0
(iii) Sales or supply of 408066761.9 331533504.6

services 8 1
Export turnover
(i) Sales of goods 0 0

manufactured
(ii) Sales of goods traded 0 0
(iii) Sales or supply of 0 0

services
(2) Other income 881401.1 1939054.43
(3) Total Revenue (I+II) 408948163.0

8
(4) Expenses
Cost of material consumed 0 0
Purchases of stock in trade 0 0
Changes in inventories of
 Finished goods 0 0
 Work-in-progress 0 0
 Stock in trade 0 0
Employee benefit Expense 112409287.1 103126911
9
Managerial remuneration 8400000 8400000
Payment to Auditors 4250 349699
Insurance expenses 2480194.7 1438767

Power and fuel 0 0
Finance cost 8061078.47 8778163.61

Depreciation and 21206770 17147369
Amortization expense
Other expenses 187021776 148619463.9
7
Total expenses 339583356.3 287860373.5
6 8
(5) Profit before exceptional and 69364806.72 -
extraordinary items and tax 287860373.5
(3-4) 8
(6) Exceptional items 0 0
(7) Profit before extraordinary 69364806.72 -
items and tax (V-VI) 287860373.5
8
(8) Extraordinary items 0 0
(9) Profit before tax (7-8) 69364806.72

(10 Tax Expense
)
(1) Current tax 15352410 10579837
(2) Deferred tax -1388543 5414300
(11 Profit (Loss) for the period 55400939.72 -15994137

) from continuing Operations
(IX-X)
(12 Profit/(Loss) from 0 0
) discontinuing operations
(13 Tax expense of discontinuing 0 0
) operations
(14 Profit /(Loss) from 0 0
) discontinuing operations
(after tax) (XII-XIII)
(15 Profit/ (Loss) (XI+XIV) 55400939.72 -15994137
)
(16 Earnings per equity share
) before extraordinary items
(1) Basic 138.48 74.03
(2) Diluted 138.48 74.03
(17 Earnings per equity share
) after extraordinary items
(1) Basic 138.48 74.03
(2) Diluted 138.48 74.03

CHAPTER-2
THEORETICAL BACKGROUND OF THE STUDY
Definition of Employee Welfare
Labor welfare has been defined in various ways, though unfortunately no single definition has
found universal acceptance.
“Efforts to make life worth living for worker”
“The oxford dictionary”
“The voluntary effort of the employers to establish, within the existing industrial system,
working and sometimes living and cultural conditions of the employees beyond what is required by
law, the customs of the industry and the conditions of the market”
“According to Encyclopedia of social sciences”
Some of the social scientists have noted that the problems of our contemporary civilization
are most marked in highly industrialized societies. It influences on the humans social and
psychological distress’s to avoid the distress. Some of the framers introduced the welfare
programmers and the activities must be necessary to human to make him happy. This welfare
approach has become necessary because of the social problems that have emerged as a result of
industrialization in capitalistic settings. After the abolition of slavery in 1833 the British colonies
started importing Indian labor. Labor welfare activity was largely controlled by legislation, the earliest
act being the apprentices Act of 1850, the next act was fatal accidents act of 1853, provide
compensation to the workmen families who lost their lives as a result of any actionable wrong. And
the merchant shipping act 1859 providing health, accommodation and protection to the employment
of the seamen. To improving the working conditions of the labor they enact the workmen’s breach of
contract act, 1859 and the employers’ and workmen’s (disputes) act 1868. The first Indian factories
act was set up in 1881, which mark the beginning of a series of labor laws which brought about the
improvement in the working conditions of the workers who works in the Bombay textile mills. The
recommendations of the international labor conference in 1890, held in Berlin, exercise a considerable
influence on labor legislation in India. Under pressure from labor, the Bombay textile mill owners
decided to declare Sunday a day of rest. To make development and implement the mentioned below,

the government of India, on the advice of a special commission, passed the Indian factories act of
1891, which was a being advance over the act of 1891. Its main provisions were:
1) It applied to all factories employing 50 persons or more. It could he extended to factories

employing 20 persons.
2) A mid –day break of half an hour was made compulsory.
3) A weekly off –day was prescribed.
4) Women were allowed to work for maximum of 11 hours with a break of 1 ½ hours.
5) The lower and higher age limit of children employed in factories was respectively raised to
9 and 14. They were allowed to work only in the day –time and for not more the 7 hours a day.
6) Local governments were empowered to make rules regarding sanitation and other amenities
for workers
7) Provision was made for inspection and penalties for breach of any provision of factory act.
At the time first world war, in1919 International Labour Organization (ILO) was set up. In the
year of 1934 the Royal Commission gave priority to the labors safety, health and ventilation.
At the time of Second World War in 1939 the total number of workers in India in 1,75,000
members. The government actively promoted welfare activities like providing the minimum wages,
crèches, ambulance rooms, canteens etc., started making their appearance on the industrial sense.
After independence the factories act 1947 replaced all the provisions which are i)provisions
regarding safety-guarding of machines, ii) drinking water, iii) provisions regarding health and
cleanliness, iv) washing and latrine facilities, v) lunch rooms and rest rooms, vi) sitting arrangements
vii) first aid and dispensary facilities in all factories employing more than 500 workmen, viii) crèches
where more than 50 more women are employed, ix) welfare officer where more than 500 workmen
are employed, x) provision of spittoons, xi) holidays with wages at the rate of one day for every 20
days worked, xii)weekly hours – 48 for adults and 27 for younger persons, xiii) regulations regarding
young persons, xiv) rate of payment for overtime work, xv) rest for half an hour maximum of 5 hours
of work, xvi) number of hours work and xvii) weekly holidays.
In our country also introduced some of the welfare amenities had been provided to the
industrial labor through the Indian constitution. Concomitantly labor welfare in India has gained in
importance.

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

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

oversees industrial labor relations, negotiates collective bargaining agreements, and coordinates
grievance procedures to handle complaints resulting from management disputes with employees. The
director of industrial relations also advises and collaborates with the director of human resources,
other managers, and members of their staffs, because all aspects of human resources policy—such as
wages, benefits, pensions, and work practices—may be involved in drawing up a new or revised work
rules that comply with a union contract.
Labor relations managers and their staffs implement industrial labor relations
programs. Labor relations specialists prepare information for management to use during
collective bargaining agreement negotiations, a process that requires the specialist to be
familiar with economic and wage data and to have extensive knowledge of labor law and
collective bargaining procedures. The labor relations staff interprets and administers the
contract with respect to grievances, wages and salaries, employee welfare, healthcare,
pensions, union and management practices, and other contractual stipulations. In the absence
of a union, industrial relations personnel may work with employees individually or with
employee association representatives.
Dispute resolution—attaining tacit or contractual agreements—has become

increasingly significant as parties to a dispute attempt to avoid costly litigation, strikes, or
other disruptions. Dispute resolution also has become more complex, involving employees,

management, unions, other firms, and government agencies. Specialists involved in dispute
resolution must be highly knowledgeable and experienced, and often report to the director of
industrial relations. Mediator’s advice and counsel labor and management to prevent and,
when necessary, resolve disputes over labor agreements or other labor relations issues.
Arbitrators, occasionally called umpires or referees, decide disputes that bind both labor and
management to specific terms and conditions of labor contracts. Labor relations specialists
who work for unions perform many of the same functions on behalf of the union and its
members.
Other emerging specialties in human resources include international human resources

managers, who handle human resources issues related to a company's overseas operations
and human resources information system specialists, who develop and apply computer
programs to process human resources information, match jobseekers with job openings, and
handle other human resources matters; and total compensation or total rewards specialists,
who determine an appropriate mix of compensation, benefits, and incentives. Work
environment. Human resources personnel usually work in clean, pleasant, and comfortable
office settings. Arbitrators and mediators many of whom work independently may work out
of home offices. Although most human resources, training, and labor relations managers and
specialists work in the office, some travel extensively. For example, recruiters regularly
attend professional meetings, participate in job fairs, and visit college campuses to interview
prospective employees. Arbitrators and mediators often must travel to the site chosen for
negotiations. Trainers and other specialists may travel to regional, satellite, or international
offices of a company to meet with employees who work outside of the main corporate office.
Many human resources, training, and labor relations managers and specialists work a
standard 40-hour week. However, longer hours might be necessary for some workers—for
example, labor relations managers and specialists, arbitrators, and mediators—when contract
agreements or dispute resolutions are being negotiated.
FEATURES OF EMPLOYEE WELFARE
The features of employee welfare are: -

* Employee welfare is a comprehensive term including various services, facilities and amenities
provided to employees for their betterment.
* The basic purpose in to improve the lot of the working class.
* Employee welfare is a dynamic concept.

* Employee welfare measures are also known as fringe benefits and services.
* Welfare measures may be both voluntary and statutory.
Principles of Employee Welfare Service
Following are generally given as the principles to be followed in setting up a employee welfare
service:
 The service should satisfy real needs of the workers. This means that the manager must first
determine what the employee’s real needs are with the active participation of workers.
 The service should such as can be handled by cafeteria approach. Due to the difference in
Sex, age, marital status, number of children, type of job and the income level of employees
there are large differences in their choice of a particular benefit. This is known as the
cafeteria approach. Such an approach individualizes the benefit system though it may be
difficult to operate and administer.
 The employer should not assume a benevolent posture.
 The cost of the service should be calculated and its financing established on a sound basis.
 There should be periodical assessment or evaluation of the service and necessary timely on
the basis of feedback.
TYPES OF WELFARE SERVICES
The types of welfare services are as follows
* Intramural: - These are provided within the organization like:

1. Canteen,
2. Rest rooms,
3. Crèches,
4. Uniform etc.
* Extramural: - These are provided outside the organization, like

1. Housing,
2. Education,
3. Child welfare,
4. Leave travel facilities,
5. Interest free loans,

6. Workers cooperative stores,

7. Vocational guidance etc.
EMPLOYEE PROTECTION AND WELFARE
STATUTORY WELFARE MEASURES
The preamble to our Indian Constitution promises justice - social, economic and political. It
also stresses Equality of status and of opportunity. Article 23 of the Constitution prohibits traffic
inhuman beings and forced labour. Article 24 prohibits employment of children in factories. The
article 38 and 39 spelt under Directive Principles of State Policy are now enforceable as per the
dictums laid by our Supreme Court.
Employee Welfare Officer
Section 49 of the factories act provides that in every factory wherein 500 or more
workers are ordinarily employed the employer shall appoint at least one welfare officer.
The welfare officer should possess; (i) a university degree; (ii) degree or diploma in
social service or social work or social welfare from a recognized institution; and (iii)
adequate knowledge of the language spoken by the majority of the workers in the area where
the factory is situated.
Supervision
¯ Counseling workers
¯ Advising management
¯ Establishing liaison with workers
¯ working with management and workers to improve productivity.
¯ working with outside public to secure proper enforcement of various acts.
Welfare of Employee`

Chapter V of the factories Act contains provisions about the welfare of employees.
These are as follows:
 There shall be separate and adequately screened washing facilities for the use of male and
female employees.
 There shall be suitable places provided for clothing not worn during working hours and for
the dying of wet clothing.
 There shall be suitable arrangement for all workers to sit for taking rest if they are obliged to
work in a standing position.
 There shall be provided the required number of first-aid boxes or cupboard (at the rate of one
for every 150 workers) equipped with the prescribed contents readily available during the
working hours of the factory.
 The State Government may make rules requiring that in any specified factory employing
more than 250 employees a canteen shall be provided and maintained by the occupier for the
use of the employee.
 There shall be provided sufficiently lighted and ventilated lunch room if the number of
employees ordinarily employed is more than 150.

REVIEW OF LITERATURE
1) Divya Sharma (2015) in his article says that Human Capital and Human Resource
Accounting are the reference points for today’s private and public organisations. These terms
were unheard of till the resource based theory given by J Barney considered and respected the
employees as an investment in a successful business. Gradually business firms asserted
Human Resource as valuable assets for the survival, success and sustenance of a business
empire. Hence Human Resource that is the employee has been increasingly taken into
account, whenever a company succeeds in its chosen field. The productivity of the company
is directly related to the management of the human capital to the management of the human
Capital. So, employee first profit next is the current them of any organisation.
2) Little, Beverly; Little, Philip (2006) in their research had observed and came to know that
productivity, profitability and annual turnover of any organisation depend on level of
commitment of employees in that organisation that is being coined by ‘Gallup research
group’. What is being considered as job satisfaction in an organisation has been replaced by
employee engagement for sustained growth, customer satisfaction, employee retention, safety,
good work culture and increase in productivity and profitability. So many surveys have been
done worldwide to relate raising curve of company to employee.
3) Graham Lowe (2012)in his studyconcludes that any manager in a health care organisation is
the output of high performance of the employee. Employee engagement depends on
organisational concerns for work environment, management patient centred care, creating a
culture of patient safety, employee self driven positive assessment of the quality of care and
services provided by them and their team. Implication of these commitments in reflected in
popularity of the healthcare facility in thelocality. Hence success of a healthcare unit is
measured by employee engagement and their detainment in a healthcare workplace
environment.
4) J. Swaminathan (2014)in their research study has observed that success and value of an
organisation depends on percentage of highly engaged employees. Researched has suggested
to scale of an organisation by its intellectual assets than tangible assets. Reports have shown
that thecompletelyoccupied employees are in the region of just 9-17% and the level of
engagement is just 70%. In every business environment charming employees in SLV Steelss
to the management who can expand and execute a planned strategies to increase the
commitment of employees, services, quality as well as customer satisfaction.

5) Kaur Sukhmeet (2014) in his study on “The Role of Employee Engagement in Customer
Satisfaction in SLV Steelsity Industry-An Analytical Study” has been embarked by the
scientist to explore the character of worker engagement in customer satisfaction in SLV Steels
industry. The analysis of his work has been divided into six chapters though chapter second is
divided into 2 elements i.e. half A elaborates analysis methodology and half B elaborate each
chosen variables into totally different sections.
6) Kular et al. (2008) explored Five key areas: What does ‘employee engagement’
mean?; How can engagement be managed?; What are the consequences of
engagement for organisations?; How does engagement relate to other individual
characteristics?; How is engagement related to employee voice and representation?
7) Robertson-Smith and Markwick (2009) throw light on what engagement is and

reveals that it is an important yet complex challenge, and there remains a great deal of
scope for discussing the various approaches.
8) Simpson (2009) discussed that the current state of knowledge about engagement at
work through a review of the literature. This review highlighted the four lines of
engagement research and focuses on the determinants and consequences of
engagement at work.
9) Susi &Jawaharrani (2011) examined some of the literature on Employee

engagement, explore work-place culture & work-life balance policies & practices
followed in industries in order to promote employee engagement in their
organizations to increase their employees’ productivity and retain them. Work-life
balance is key driver of employees’ satisfaction.
10) Ram &Gantasala (2011) investigated the antecedents and consequences of employee
engagement in Jordanian Industry. Bhatla (2011) focused on the need for such
employees and how their presence can improve the progress and work efficiency of
the organization as a whole .Also focused on the challenges faced by the HR
managers to improve employee engagement for an organization’s survival.
11) Shashi (2011) reinforced the importance of employee communication on the success
of a business. She revealed that an organization should realize the importance of
employees, more than any other variable, as the most powerful contributor to an
organization’s competitive position.

12) BijayaKumarSundaray (2011) focused on various factors which lead to employee

engagement and what should company do to make the employees engaged. Proper
attention on engagement strategies will increase the organizational effectiveness in
terms of higher productivity, profits, quality, customer satisfaction, employee
retention and increased adaptability.
13) Siddhanta& Roy (2012) explored implications for theory, further research and
practices by synthesizing modern 'Employee Engagement' activities being practiced
by the corporate with the review of findings from previous researches / surveys. Singh
& Shukla (2012) tried to find out what variables are significant to create an engaged
workforce. The study was exploratory in nature and the data has been collected from a
tin manufacturing organization.
14) According to Deci and Ryan (1987) management which fosters a supportive work
environment typically displays concern for employees’ needs and feelings, provides
positive feedback and encourage them to voice their concerns, develops new skills
and solve work related problems. Purcell et al. (2003) highlighted that employee
engagement is only meaningful if there is a more genuine sharing of responsibility
between management and employees over issues of substance. Their study also
revealed that involvement in decisions affecting the job or work to be an important
factor, which was strongly associated with high levels of employee engagement thus
demonstrating it is an important driver
15) Lucas et al. (2006) viewed that Employee voice can be defined as the ability for
employees to have an input into decisions that are made in organizations. Robinson et
al. (2004) highlighted the importance of, feeling valued and involved as a key driver
of engagement. Within this umbrella of feeling valued and involved there are a
number of elements that have a varying influence on the extent to which the employee
will feel valued and involved and hence engaged. Robinson et al. (2004) stated that
this can be a useful pointer to organizations towards those aspects of working life that
re-quire serious attention if engagement levels are to be maintained or improved.
16) Penna (2007) presents a hierarchical model of engagement. This model indicates that
staff is seeking to find "meaning" at work. Penna defines "meaning" as fulfillment
from the job. Fulfillment comes from the employee being valued and appreciated,
having a sense of belonging to the organization, and feeling as though they are

making a contribution, and is matching with the underlying theoretical framework of

Robinson. Penna states that the organization becomes more attractive to new potential
employees and becomes more engaging to its existing staff.
17) Robinson (2006) recommended that there is considerable evidence that many
employees are greatly underutilized in the workplace through the lack of involvement
in work-based decisions. Beardwell and Claydon (2007) found that Employee
involvement is seen as a central principle of ‘soft’ HRM, where the focus is upon
capturing the ideas of employees and securing their commitment. Critics have argued
that employee involvement has management firmly in control and very limited real
influence is given to employees. According to Lawler and Worley (2006) for a high-
involvement work practice to be effective and for it to have a positive impact on
employee engagement, employees must be given power.
18) Cooper (1997) explained that if emotions are properly managed rather than shut out
at work, they can drive trust, loyalty and commitment and great productivity gains by
individuals, teams and organizations.
19) Buchanan and Huczynski (2004) defined perception as the dynamic psychological
process responsible for attending to, organizing and interpreting sensory data.
According to Robinson (2006) individuals categorize and make sense of events and
situations according to their own unique and personal frame of reference, which
reflects their personality, past experiences, knowledge, expectations and current
needs, priorities and interests. May et al. (2004) argued that employee engagement is
related to emotional experiences and wellbeing.
20) Wilson (2004) remarked that feelings connect us with our realities and provide
internal feedback on how we are doing, what we want and what we might do next
Being in organizations involves us in worry, envy, hurt, sadness, boredom, excitement
and other emotions.

RESEARCH GAP AND RESEARCH OBJECTIVE
According to Chin (2010), the number of researches on HRM for SMEs is scarce and many of the
studies that are available are from the beginning of the 2000’s, which clearly demonstrates the need
for more research in this field. In accordance, in a more recent scenario, Abraham et al. (2015) argue
that there is a particular gap in the literature regarding employee welfare. They indicate that the
studies available investigate general HRM practices related to job satisfactions, organisation
performance, and productivity rather than hiring methods and best practices. This research aims to fill
the gap in the literature regarding employee welfare, particularly of professionals in the automobile
industry in India.

CHAPTER-3
STATEMENT OF THE PROBLEM
Unlike other industries, the employees of the Bimal auto agency are often exposed to
different and new which they may not have been familiar with earlier. The employees have to deal
huge machinery. The unfamiliarity in the nature of materials they handle and the danger involved I
handling them make the employees prone to higher degree of risk.
Satisfying or fulfilling the safety and security needs of the workers, would give
them a better motivation and more time to concentrate on job performance. A voluntary approach on
the part of the management to offer welfare programmes which are over and above what is laid down
by the law would boost the morale of the employees and motivate them to perform better. A
preliminary study conducted by the researcher with respect to welfare showed that there was scope for
improvement in certain areas. This formed the basis of the research problem.
SCOPE OF THE STUDY

This study would give an overview of the welfare measures existing at Bimal auto
agency . Since safety and welfare are two important elements essential for improving the productivity
of an organization, a study on the existing welfare measures would help the organization perform
better. This study would throw light on the perception of the employees regarding safety and welfare.
Bimal auto agency can identify the areas where it can improve so as to improve the performance of
the employees. This study would also help to analyze if there is dependence between

OBJECTIVES OF THE STUDY
Primary Objective: To study the level of satisfaction of employees regarding welfare measures at
Bimal auto agency pvt ltd.
Secondary Objective: To study the perception of the employees regarding the welfare measures
provided to them.
 To analyze if the level of satisfaction is different among the various categories of

employees and departments.
 To suggest provision of more welfare measures to improve the performance of the

employees.
RESEARCH METHODOLY
Research methodology is a way of systematically solving the research problem. Research
methodology deals with the research design used and methods used to present the study.
RESEARCH DESIGN
A research design is a detailed blue print used to guide a research study toward its objective.
The process of designing a research study involves many interrelated decisions. The most significant
decision is the choice of research approach, because it determines how the information will be
obtained. The choice of the research approach depends on the nature of the research that one wants to
do.
The research design adopted for this study is Descriptive Research. Descriptive method was
adopted because it deals with description of the state of affairs as it exists at present.
SAMPLING TECHNIQUES
The next step in research study after collecting data is the sampling process. When a decision is
made to use the sample, a number of factors must be taken into consideration. The various steps
involved in the sampling process are:
 Identifying target population.

 Determining sample frame.

 Selecting sampling procedure.
 Determine sample size.
 Execute sampling.
 Obtaining information from respondents.
 Generating information for decision making.
The target population in this study was the Class III and Class IV non-ministerial staff of
Bimal auto agency .
The sampling technique had to be selected. There are two types of sampling techniques:
 Probability sampling
 Non-probability sampling
Among the probability sampling, the sampling used in this study was Stratified sampling.
STRATIFIED SAMPLING
If the population from which a sample is to be drawn does not constitute a homogeneous
group, then stratified technique is applied so as to obtain a representive sample. In this technique, the
population is stratified into number of non-overlapping sub populations or strata and sample items are
selected from each stratum. If the items selected from each stratum is based on simple random
sampling, the entire procedure, first stratification and then simple random sampling is known as
stratified sampling. The stratified sampling results in a more reliable and detailed information. The
researcher uses simple random sampling for selection of items from each stratum.
SAMPLE SIZE
Among the 200 staff in the organization a sample of 100 employees was taken for the study.
Using the method of proportional allocation, the numbers of samples are selected from each stratum.
Tools for data collection

There are several ways of colleting the appropriate data. While deciding about the method of
data collection to be used for the study, the researcher should keep in mind, that there are 2 types of
data.
1. Primary data
2. Secondary data

Primary data are those which are collected a fresh and for the first time and thus happen to
be original in character. Primary data can be collected either through experiment or through survey.
The secondary data on the other hand are those which have already been collected by
someone else and which have already been passed through the statistical process. In this study, the
data was collected from the primary source through interview schedule.
LIMITATIONS OF THE STUDY
 The study was restricted to the class III and class IV non ministerial staff of Bimal
auto agency .
 Due to time constraints the sample size had to be confirmed to 100.
 The respondents have replied to the queries recalling from their memory. Therefore
recall bias and personal bias are possible.
 Since the data was collected using a schedule, the interviewer’s inability to
understand and record the responses correctly is possible.
 The respondents were unable or unwilling to give a complete and accurate response
to certain questions.

CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
TABLE-1
TABLE SHOWING THE OPINION ABOUT WORK ENVIRONMENT
Grade No. of Respondents Percentage

Satisfied 8 8
Highly Satisfied 28 28
Average 64 64
Dissatisfied 0 0
Highly dissatisfied 0 0
OPINION ABOUT WORK ENVIRONMMENT
70
60
50
40
30 64
20
28
10
8
0 0 0
Satisfied Highly Satisfied Average Dissatisfied Highly Dissatis-
fied
PARICULARS
INFERENCE:
From the above table it is inferred that 8% of people responded to satisfied, 28% of
people responded to highly satisfied, 64% people to average, and 0% of people responded to
dissatisfied and highly dissatisfied.

TABLE-2
TABLE SHOWING THE OPINIONABOUT VENTILATION & LIGHTING AT

WORK PLACE
Excellent 12 12
Good 52 52
Average 36 36
Bad 0 0
Very Bad 0 0
OPINION ABOUT VENTILATION

&
LIGHTING AT WORK PLACE
60
50
40
30
52
20
36
10
12
0 0 0
Excellent Good Avearge Bad Very Bad
Axis Title
INFERENCE:
From the above table it is inferred that 12% of people responded to excellent, 52% of people
responded to good, 36% people to average, and 0% of people responded to bad and very bad.

TABLE-3
TABLE SHOWING THE OPINION ABOUT SALARIES/BENEFITS
Satisfied 20 20
Average 18 18
Dissatisfied 0 0
OPINION ABOUT SALARIES/BENEFITS
70
60
50
40
30 62
20
10 20 18
0 0 0
Satisfed Highly Satis- Avearge Dissatisfied Highly Dissat-
fied isfied
PARTICULARS
INFERENCE:
From the above table it is inferred that 20% of people responded to satisfied, 62% of
people responded to highly satisfied, 18% people to average, and 0% of people responded to
dissatisfied and highly dissatisfied.

Table- 4
TABLE SHOWING THE OPINION ABOUT TIMINGS/SCHEDULES
Satisfied 20 20
Average 8 8
Dissatisfied 0 0
OPINION ABOUT TIMINGS/SCHEDULE
80
60
40 72
20
20
0 8 0 0
d
d
d
ge
d
fie
fie
fie
fe
ar
is
is
is
is
ve
at
at
at
at
s
S
is
is
ly
D
D
h
ly
ig
h
H
ig
H
PARTICULARS
INFERENCE:
From the above table it is inferred that 20% of people responded to satisfied, 72% of people
responded to highly satisfied, 8% people to average, and 0% of people responded to dissatisfied and
highly dissatisfied.

Table- 5
TABLE SHOWING THE OPINION ABOUT SAFETY
MEASURES AT WORK PLACE
Satisfied 64 64
Average 19 19
Dissatisfied 9 9
OPINION ABOUT SAFETY MEASURES AT WORK PLACE
70
60
50
40
30 64
20
10 19
9
0 4 4
Satisfed Highly Satisfied Avearge Dissatisfied Highly Dissatis-
fied
PARTICULARS
INFERENCE:
responded to highly satisfied, 19% people to average, 9% of people responded to dissatisfied and 4%
of people responded to highly dissatisfied.

Table- 6
TABLE SHOWING THE OPINION ABOUT PRESENCE
OF SAFETY COMMITTEE
Yes 60 60
No 40 40
OPINION ABOUT PRESENCE OF SAFETY COMMITTEE
70
60
50
40
30 60
20 40
10
0
Yes No
PARTICULARS
INFERENCE:
From the above table it is inferred that 60% of people responded to Yes for presence of
safety committee and 40% of people said No.

Table- 7
TABLE SHOWING THE OPINION ABOUT SAFETY INSTRUCTIONS
Yes 72 72
No 28 28
OPINION ABOUT PRESENCE OF SAFETY INSTRUCTIONS
80
70
60
50
40
72
30
20
28
10
0
Yes No
PARTICULARS
INFERENCE:
From the above table it is inferred that 72% of people responded to Yes for safety
instructions and 28% of people said No.

Table- 8
TABLE SHOWING THE OPINION ABOUT ACCIDENT PREVENTION
MEASURES
Good 12 12
Very Good 40 40
Average 36 36
Bad 7 7
Very Bad 5 5
OPINION ABOUT ACCIDENT PREVENTION MEASURES
50
40
30
20 40
36
10
12
7 5
0
Good Very Good Avearge Bad Very Bad
PARTICULARS
INFERENCE:
From the above table it is inferred that 12% of people responded to good, 40% of people
responded to very good, 36% people to average, 7% of people responded to bad and 5% of people
responded to very bad.

Table- 9
TABLE SHOWING THE OPINION ABOUT FIRST – AID FACILITY
Good 38 38
Very Good 22 22
Average 28 28
Bad 10 10
Very Bad 2 2
OPINION ABOUT FIRST – AID FACILITY
40
35
30
25
20 38
15 28
10 22
5 10
0 2
PARTICULARS
INFERENCE:
From the above table it is inferred that 38% of people responded to good, 22% of people
responded to very good, 28% people to average, 10% of people responded to bad and 2% of people
responded to very bad.
Table- 10

TABLE SHOWING THE OPINION ABOUT ORGANIZATION HEALTH

CHECK - UPS
Yearly 30 30
Half Yearly 20 20
Quarterly 20 20
Monthly 20 20
Not at all 10 10
OPINION ABOUT ORGANIZATION HEALTH CHECK - UPS
35
30
25
20
15 30
10 20 20 20
5 10
0
Yearly Half Yearly Quarterly Monthly Not at all
PARTICULARS
INFERENCE:
From the above table it is inferred that 30% of people responded to yearly, 20% of people
responded to half yearly, 20% people to quarterly, 20% of people responded to monthly and 10% of
people responded to not at all.
Table- 11

TABLE SHOWING THE OPINION ABOUT CANTEEN FACILITIES

WITHIN THE ORGANIZATION
Yes 68 68
No 32 32
OPINION ABOUT CANTEEN FACILITIES
80
70
60
50
40
68
30
20
32
10
0
Yes No
PARTICULARS
INFERENCE:
From the above table it is inferred that 68% of people responded to Yes to canteen facilities
in organization and 32% of people said No.
Table- 12
TABLE SHOWING THE OPINION ABOUT HOUSING FACILITIES TO

EMPLOYEES
Yes 33 33
No 67 67
OPINION ABOUT HOUSING FACILITIES
80
70
60
50
40
67
30
20
33
10
0
Yes No
PARTICULARS
INFERENCE:
From the above table it is inferred that 33% of people responded to Yes for housing facilities
in organization and 67% of people said No.
Table- 13

TABLE SHOWING THE OPINION ABOUT P.F. BENEFITS
Satisfied 40 40
Average 44 44
Dissatisfied 4 4
OPINION ABOUT P.F. BENEFITS
50
40
30
44
20 40
10
12
4
0 0
Satisfed Highly Satis- Avearge Dissatisfied Highly
fied Dissatis-
fied
PARTICULARS
INFERENCE:
Table- 14

TABLE SHOWING THE OPINION ABOUT TRANSPORTATION
Satisfied 28 28
Average 18 18
Dissatisfied 20 20
OPINION ABOUT TRANSPORTATION
35
30
25
20
15 32
28
10 18 20
0 2
Satisfed Highly Satisfied Avearge Dissatisfied Highly Dissatis-
fied
PARTICULARS
INFERENCE:
Table- 15

TABLE SHOWING THE OPINION ABOUT INSURANCE FACILITIES
Satisfied 40 40
Average 44 44
Dissatisfied 4 4
OPINION ABOUT INSURANCE FACILITIES
50
40
30
44
20 40
10
12
4
0 0
fied Dissatis-
fied
PARTICULARS
INFERENCE:
of people responded to highly dissatisfied
Table- 16

TABLE SHOWING THE OPINION ABOUT RETIREMENT BENEFITS
Satisfied 16 16
Average 52 52
Dissatisfied 12 12
OPINION ABOUT RETIREMENT BENEFITS
60
50
40
30
52
20
10 16 20
12
0 0
fied Dissatis-
fied
PARTICULARS
INFERENCE:
of people responded to highly dissatisfied
Table- 17

TABLE SHOWING THE OPINION ABOUT PRESENCE OF WELFARE

OFFICER
Yes 80 80
No 20 20
OPINION ABOUT PRESENCE OF WELFARE OFFICER
90
80
70
60
50
40 80
30
20
10 20
0
Yes No
PARTICULARS
INFERENCE:
From the above table it is inferred that 80% of people responded to Yes for presence of
welfare officer in organization and 20% of people said No.
Table- 18

TABLE SHOWING THE OPINION ABOUT WELFARE PROVISIONS
Satisfied 40 40
Average 40 40
Dissatisfied 4 4
OPINION ABOUT WELFARE PROVISIONS
50
40
30
20 40 40
10
12
4 4
0
fied Dissatis-
fied
PARTICULARS
INFERENCE:
Table- 19

TABLE SHOWING THE OPINION ABOUT REST PERIODS
Satisfied 4 4
Average 60 60
Dissatisfied 8 8
OPINION ABOUT REST PERIODS
70
60
50
40
30 60
20
28
10
4 8
0 0
fied Dissatis-
fied
PARTICULARS
INFERENCE:
Table- 20

TABLE SHOWING THE OPINION ABOUT RESPONDING IN CASE OF

EMERGENCIES
Good 40 40
Very Good 4 4
Average 32 32
Bad 24 24
Very Bad 0 0
OPINION ABOUT RESPONDING IN CASE OF EMERGENCIES
50
40
30
20 40
32
24
10
4
0 0
PARTICULARS
INFERENCE:
Table- 11

TABLE SHOWING THE OPINION ABOUT FRINGE BENEFITS
Satisfied 8 8
Average 52 52
Dissatisfied 16 16
OPINION ABOUT FRINGE BENEFITS
60
50
40
30
52
20
10 24
16
8
0 0
fied Dissatis-
fied
PARTICULARS
INFERENCE:

STATISTICAL TOOL
CHI SQUARE TABLE
AIM
To find out significant associates between relationship work environment and P.F. benefits.
NULL HYPOTHESIS
There is no significance relationship with work environment and P.F. benefits.
ATERNATIVE HYPOTHESIS
There is significance relationship with work environment and P.F.benefits.
OBSERVED FREQUENCY
P.F Satisfied Highly Average Dissatisfied Highly Total
W.E Satisfied Dissatisfied
satisfied 2 14 24 0 0 40
Highly 0 4 8 0 0 12
Satisfied
Average 4 10 30 0 0 44
Dissatisfied 2 0 2 0 0 4
Highly 0 0 0 0 0 0
Dissatisfied
Total 8 28 64 0 0 100

EXPECTED FREQUENCY
P.F Satisfied Highly Average Dissatisfied Highly
W.E Satisfied Dissatisfied
satisfied 3.2 11.2 25.6 0 0
Highly 0.96 3.36 7.68 0 0
Satisfied
Average 3.52 12.32 28.16 0 0
Dissatisfied 0.32 1.12 2.56 0 0
Highly 0 0 0 0 0
Dissatisfied

CHI SQUARE TABLE
Oi Ei Oi-Ei (Oi-Ei)² (Oi-Ei)² / Ei
2 3.2 -1.2 1.44 0.45
14 11.2 2.8 7.84 0.7
24 25.6 -1.6 2.56 0.1
0 0.96 -0.96 0.92 0.95
4 3.36 0.64 0.40 0.11
8 7.68 0.32 0.10 0.01
4 3.52 0.48 0.23 0.06
10 12.32 -2.32 5.38 0.43
30 28.16 1.84 3.38 0.137
2 0.32 1.68 2.82 8.81
0 1.12 -1.12 1.25 1.11
2 2.56 -0.56 0.31 0.12
12.897
Calculated value = 12.987
Degree of freedom
(r-1) (c-1)
(4-1) (5-1) = 12
Level of Significance 5%
Table Value = 21.026

Conclusion
Since the calculated value of chi-square is lesser than table value so null hypothesis is accepted.
Inference
There is no significant relationship between work environment and P.F.benefits.

CHAPTER – 5
FINDINGS, SUGGESTIONS AND CONCLUSION
FINDINGS
Based on Percentage Analysis
1. The study shows that 75% of the respondents opined adequate safety training
programmes are conducted at BIMAL AUTO AGENCY PVT LTD., and 25% of them
opined it is not.
2. The study shows that 62% of the respondents have attended safety training programmes
and 38% of them have not.
3. The study shows that 10% of the respondents have rated the training programmes as
highly effective, 84% have rated it as effective, 5% have no opinion and 1% says it is
ineffective.
4. The study shows that 91% of the respondents opined that the management provides safety
awareness and 9% opined that it does not.
5. The study shows that a majority of 84% employees feel that BIMAL AUTO AGENCY
mostly creates safety awareness through bulletin boards and the least through safety
competitions as only 14% believes that safety awareness is created through safety
competitions.
6. The study sho2ws that 36% of the respondents feel that the safety goggles provided are
inadequate and 34% feel that the safety measures provided while working on cranes are
inadequate.
7. The study shows that 45% of the respondents say that they always make use of the safety
measures provided to them, 54% uses them sometimes and 1% never uses it.
8. The study shows that 55% of the respondents opined that the machines, equipments and
tools are well designed, 58% opined that they are well maintained and 57% opined that
they are well guarded.
9. The study shows that 35% of the respondents believe that the layout of the workplace is
designed to avoid accidents, 21% says it is not so and 44% believe that to an extent the
workplace is designed to avoid accidents.

10. The study shows that 46% of the respondents believe that the safety measures provided at
BIMAL AUTO AGENCY PVT LTD., reduce the severity of accidents, 9% believes
otherwise and 36% believe that to an extent the safety measures help in reducing the
severity of accidents.
11. The study shows that 81% of the respondents feel that always immediate actions are taken
to investigate accidents, 14% feel that it is so sometimes and 5% feels that immediate
actions are never taken to investigate accidents.
12. The study shows that 56% of the respondents opined that they perceive a risk factor while
working at BIMAL AUTO AGENCY PVT LTD., 33% opined that they do not perceive
any risk factor and 11% opined that to an extent they perceive a risk factor.
13. The study shows that 90% of the respondents say that they never avoid work due to the
risk involved in it. 9% of the respondents avoids work and 1% always avoids work.
14. The study shows that 21% of the respondents strongly agree that in case of accidents, the
management would take good care of them, 56% agree and 19% disagree to this. 4% of
the respondents had no opinion on the matter.
15. The study shows that 85% of the respondents feel that the safety measures make them
feel more secure while working at BIMAL AUTO AGENCY and 15% of them feel
otherwise.

Based on Statistical Analysis
1. There is no significant difference in the level of satisfaction of existing safety measures

among the different category of workers.
2. There is no dependence between the Mechanical and Traffic departments and the level of
satisfaction of existing safety measures. In the Marine department 90% of the respondents
are satisfied with the safety measures and 10% are not.
3. There is a significant association between the fact that the employees have attended safety
training programmes and their level of satisfaction regarding the existing safety measures.
4. There is a significant association between the perception of risk factor and the level of
satisfaction of employees regarding the existing safety measures.
5. There is a significant association between the level of satisfaction of welfare measures

among the various category of employees.
6. There is no dependence between the Mechanical and Traffic departments and the level of
satisfaction of welfare measures. All the 2 respondents in the H.R department are satisfied
with the welfare measures.
7. There is significant association between the level of satisfaction of transport facilities and
the overall level of satisfaction of welfare measures.
8. There is no significant association between the level of satisfaction of rest room facilities
and the overall level of satisfaction of welfare measures.

SUGGESTIONS
 The company can ensure that safety training programmes are conducted for all the
employees, since 38% of them opined that they have not undergone any safety training
and the statistical analysis show that there is an association between the overall level of
satisfaction and the fact that the employees feel that the training that is being provided is
not practical. So steps may be adopted to ensure that training is more practical in nature.
 The researcher feels that the awareness for the safety is quite low among the employees.
Steps may be undertaken to increase the awareness and need for safety.
 The quality of shoes and mask provided may be improved as 59% of the respondents
have thus opined.
 The management needs to pay attention to the fact that 45% of the respondents feel that
the machines, equipments and tools are not well designed, 42% feel it is not well
maintained, 43% feels it is not well guarded and ding out reasons for the same.
 The responses of the employees regarding the level of satisfaction of welfare measures
are clustered in the satisfactory region. The management may take steps to convert these
into highly satisfactory.
 Since 59% of the employees are not satisfied with the transport facilities provided by the
company, steps may be taken to provide facilities especially for employees who have to
work during night shifts.
 The conditions of the rest rooms and shelters may be improved especially in the wharf
and electrical sections. They may be provided with adequate fans and facilities to rest.
 Canteen facilities may be provided by the company at both wharfs and the electrical
sections.

CONCLSION
A study was conducted on the safety and welfare measures provided to the employees of
BIMAL AUTO AGENCY .
A majority of 81% of the respondents was found to be satisfied with the safety measures
at, BIMAL AUTO AGENCY 2% were highly satisfied, 1% was neutral in their opinion and only 16%
dissatisfied with the safety measures.
A majority of the respondents feel secure while working at BIMAL AUTO AGENCY
and feel that the safety measures help to reduce the severity of actions. Even though 56% of them
perceive a risk factor while working at BIMAL AUTO AGENCY , a majority of 90% never avoid
work due to this risk factor.
The study again shows that there is a clustering of respondents’ opinion in the satisfactory
region regarding the level of satisfaction of welfare measures. This reveals that a majority of
respondents are satisfied with the existing welfare measures. The management may take up steps to
convert these into highly satisfactory.
The few welfare measures which were dissatisfactory were transport facilities, rest room
facilities and the time lapse in compassionate appointments. The management may concentrate on
these areas to increase the satisfaction level of employees towards the welfare measures.

BIBLIOGRAPHY
S.NO TITLE OF THE NAME OF PUBLISHER P.NO

BOOK THE
AUTHOR
1 DYNAMICS OF MAMORIA HIMALAYAPUBLIS 351-393

INDUSTRIAL &GAGKAR HERS (14TH EDITION)
RELATIONS
----------------------
326-329
PERSONAL
N.G.
2 MANAGEMENT
NAIR&LATH
INDUSTRIAL
A NAIR
RELATIONS
TATA MC
243-264
GRAWHILL (12TH
S.C. EDITION)
INDUSTRIAL
SRIVASTAV
RELATIONS & MEENA PANDEY’S
3 A & ARUN 175-205
LABOR LAWS (5TH EDITION)
MONAPPA
DYNAMICS OF
C.B.
4 INDUSTRIAL
MEMORIA & SUBHASH GOGIO
RELATIONS IN INDIA
S.V. GANKAR (1ST EDITION) 231-287
FACTORIES ACT IN
A.SUBRAMA
A.P
NYAM
5

QUESTIONNAIRE
I PERSONAL DETAILS
Name (Optional) :
Age :  Up to 20  21- 30  31- 40  41- 50
 > 50
Category :  Highly Skilled  Skilled  Unskilled
Designation : ……………………………………………….
Department :  Mechanical  Traffic  Marine  Others
Gender :  Male  Female
Marital Status :  Single  Married
Educational Level :  10th  12th  Diploma
 Graduate  Post Graduate  Others
Length of service :  up to 5 yrs  6- 10 yrs  11-15 yrs
 16- 20 yrs  > 20 yrs.
II SAFETY
1. Are adequate safety training programmes conducted for the employees of Bimal auto
agency ?
 Yes  No
2. Have you attended any safety training programme conducted by the Bimal auto agency ?
 Yes  No
If yes, how was the safety training programme?
 Highly Effective  Effective  No Opinion  Ineffective  Highly Ineffective
3. Does the Management provide awareness programmes relating to safety?
 Yes  No
If yes, what are the measures undertaken by BIMAL AUTO AGENCY to bring about
awareness for safety needs?

Observance of safety weeks 
Safety Competitions 
Talks on safety 
Bulletin Boards/ Slogans 
Pamphlets 
Booklets 
House Magazines 
4. What is your opinion about the following?
Provision of safety measures Adequate Inadequate No Opinion
Safety helmets   
Safety outfits   
Safety goggles   
Leather gloves   
Safety shoes   
Safety boots   
Safety mask   
Life saving Appliances   
Safety measures provided for
Cranes   
Forks lift Trucks   
Hatches   
Hazardous Cargo   
5. Do you make use of the above safety measures provided to you?
 Always  Sometimes  Never  No Opinion

6. Are the machines, equipments and tools:
Yes No
Well Designed  
Well Maintained  
Well Guarded  
7. Is the layout of the workplace properly designed to avoid accidents?
 Yes  No  To an extent  No Opinion
8. Do the safety measures help in reducing the severity of accidents?
9. Are immediate actions taken to investigate accidents?
10. Do you perceive any risk factor while working at Bimal auto agency ?
III Welfare
11. Are you happy with the welfare provided at Bimal auto agency ?
12. Welfare measures help to
Strongly Agree- SA Agree- A No Opinion- N Disagree- D
Strongly Disagree- SD
SA A N D SD
Create better industrial relations     
Build greater loyalty to the company     
Helps faster team spirit     

13. What is your opinion about the following welfare measures at Bimal auto agency ?
Highly Satisfactory- Hs Satisfactory- S Neutral- N
Dissatisfactory- D Highly Dissatisfactory- HD
HS S N D HD
Medical facilities     
Canteen facilities     
Rest room facilities     
Recreational facilities     
Cultural facilities     
Family Planning Programmes     
Educational facilities     
Transport facilities     
Co-operative Establishments     
Housing facilities     
Shopping facilities     
First Aid facilities     
Ex-gratia payments     
Compassionate Appointment     
14. Do the welfare measures satisfy your needs?
15. Do the welfare measures help in solving the problems faced by employees?
16. What is your level of satisfaction regarding welfare measures?
 Highly Satisfied  Satisfied  Neutral
 Dissatisfied  Highly Dissatisfied

17. Have you ever been disappointed by any of the welfare measures?
 Yes  No
If yes, (kindly specify)……………………………………..
18. What are the welfare measures you feel should be improved? Kindly specify.
………………………………………………………………………………………………
………………………………………………………………………………………………
……………………………………………………...
Thank you

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A STUDY ON EMPLOYEE WELFARE AT BIMAL AUTO AGENCY, BENGALURU

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 1

AUTOMOBILE DEALERS NETWORK IN INDIA

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 2

THE KEY FACTORS BEHIND THIS UPSWING:

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 3

INDIAN CAR INDUSTRY:

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 4

MID SIZE CARS:

MULTI UTILITY VEHICLE:

CURRENT STATUS OF THE AUTOMOTIVE INDUSTRY:

SEGMENT INSTALLED CAPACITY

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 5

FACTS ABOUT THE AUTOMOBILE INDUSTRY:

 The first automobile in India rolled in 1897 in Bombay.

HISTORY OF MARUTI SUZUKI LIMITED:

It is a largely credited for having brought in an automobile revolution to India. It is the

ABOUT BIMAL PRIVATE LIMITED:

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 6

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 7

advisors/consultants, 75 technical advisors, we offer professional services and optimum

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 8

VISION, MISSION, AND QUALITY POLICY:

We must be an internationally competitive company in terms of our products and services.

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 9

 Professional management and team work.

THE OBJECTIVES OF MARUTHI SUZIKI:

 Modernization of the Indian Automobile Industry.

PRODUCTS AND SERVICE PROFILE:

Maruti Suzuki Alto 800 < Rs. 2.66 - Rs 3.91 lakhs.

Maruti Suzuki Celerio Rs. 3.97 – Rs. 5.04 lakhs.

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 10

Maruti Suzuki Wagon Rs 1.0 < Rs 3.66 – Rs. 4.78 Lakhs.

Maruti Suzuki Swift < Rs. 4.66 – Rs 7.28 Lakhs.

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 11

Maruti Suzuki Ertiga< Rs. 6.24 – Rs 9.28 lakhs.

Maruti Suzuki Eeco< Rs. 3.23 - Rs. 4.43 lakhs.

Maruti Suzuki Grand vitara< Rs. 24.56 - Rs. 26.63 lakhs.

Maruti Suzuki Jimny.

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 12

Service type Validity in KMF from the date of

Body repair Accident repair

D) AREA OF OPERATION: REGIONAL:

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 13

neighboring district of ballari. A company is well managed by a team of experts’ experiences

Close to Mumbai, Maharashtra, along the Chakan passage close to pune, is

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 14

FIAT MOTORS INDIA:

GENERAL MOTORS INDIA:

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 15

 A Good brand image in the business sector

 Tough rivalry from different organizations

 It has a chance to tie up with the clients.

WORK FLOW MODEL (END TO END):

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 17

We welcome them with pleasure

Enquiry about which vehicle they needed

Sales supervisor explains the needs of customer

Explains about the cash and finance

Final billing & Clearance from

FUTURE GROUTH AND PROSPECTS:

MVJ. COLLEGE OF ENGINEERING, BENGALURU Page 18

 To become the number one four wheelers company.