Topic 7 STAFF WELFARE

STAFF WELFARE
1. STAFF WELFARE
1.1. Introduction
Staff welfare is a term that describes the physical and mental health and
wellbeing of employees. It means anything done for the comfort and
(intellectual or social) improvement of the employees, over and above the
wages paid. This can include their physical work environment as well as other
factors in and outside the workplace that affect their quality of life, health,
mental wellbeing and, in turn, their performance at work. The terms ‘staff
welfare’ ’employees’ welfare’ and ‘workers’ welfare’ are used interchangeably
to denote various services provided by the employers to the employees in
addition to wages.
The argument for employee welfare services at work was well put by
(Martin, 1967) and cited by (Armstrong, 2006);
Staff spend at least half their waking time at work or in getting to it or
leaving it. They know they contribute to the organization when they are
reasonably free from worry, and they feel, perhaps inarticulately, that when
they are in trouble, they are due to get something back from the
organization. People are entitled to be treated as full human beings with
personal needs, hopes and anxieties; they are employed as people; they bring
themselves to work, not just their hands, and they cannot readily leave their
troubles at home.
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TOPIC: STAFF WELFARE
STAFF WELFARE
1.2. Definition
According to Arthur J. T., (2010) “Employee welfare means anything done
for the comfort and improvement, intellectual or social of the employees
over and above the wages paid which is not a necessity of the industry”.
According to ILO (International Labour Organisation), “Staff welfare should
be understood as such service, facilities and amenities which may be
established in or in the vicinity of undertakings to enable the persons
employed in them to perform their work in healthy and peaceful
surroundings and to avail of facilities which improve their health and bring
high morale”.
Staff welfare initiatives are designed to look at reducing absences from
work as a result of illness or injury as well as encouraging and promoting
healthier attitudes and lifestyles which will have a positive affect on every
aspect of the employee’s life.
The objectives of employee welfare are to improve the life of the working
class, to bring about holistic development of the worker’s personality and so
on. Employee welfare is in the interest of employee, employer and the
society as a whole. It enables workers to perform their work in healthy and
favorable environment. Hence, it improves efficiency of workers and keeps
them content, thereby contributing to high employee morale. It also
develops a sense of responsibility and dignity amongst the workers and thus
makes them good citizens of the nation.
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Apart from the wages and salary, anything done by the organization to
improve the living standard of employees and keep them contented comes
under the realm of employee welfare. All those services, benefits and
facilities offered to employees by the employer to make his life worth living,
are included in employee welfare.
What sort of welfare services?
Welfare services fall into two categories as highlighted by (Armstrong,
2006) . These include;
 Individual or personal services in connection with sickness, bereavement,
domestic problems, employment problems, and elderly and retired
employees;
 Group services, which consist of sports and social activities, clubs for
retired staff and benevolent organizations.
1.3. Types of staff welfare
Employee welfare can be divided into two categories, namely:
(1) Statutory, and
(2)Voluntary
Statutory staff welfare
This is where government has passed a number of legislations in order to set
minimum standards of safety and welfare for the employees at their
workplaces. Statutory provisions have been made for the welfare facilities
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such as washing, storing, first-aid appliances, hours of work, sanitation, etc.
for example; NSSF for all public servants as per the public service
commission.
Voluntary staff welfare
This is where the employers voluntarily provide welfare amenities to the
employees besides the statutory facilities. In this case, the employers are
more concerned with the welfare of their employees. Many organizations
provide adequate transport and similar other facilities to their employees.
Facilities for recreation, medical treatment, free meals or subsidized meals,
schooling facilities for children, and sports and games are provided by many
organizations.
The voluntary welfare facilities may also be classified into those provided
within and outside the organisation premises.
(i) Welfare and amenities within the organisation premises.
(ii) Welfare and facilities outside organisation premises.
Welfare and amenities within the organisation premises include – provision
for latrine and urinals, washing and bathing, creches, rest shelters and
canteens, arrangement of drinking water, arrangement for prevention of
fatigue, administrative arrangement within the plant to look after welfare,
uniforms and protective clothing, and shift allowance.
Welfare and amenities outside the organisation premises include – maternity
benefit, social insurance, benevolent fund, medical facilities, education
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facilities, housing facilities, recreational facilities, holiday/leave and travel
facilities, workers’ cooperatives, other programme for the welfare of
women, youth, and children, and transport to and from the place of work.
1.4. Objectives of Staff Welfare
(i) To enhance the level of morale of employees.
(ii) To create a loyal, contented workforce in organization.
(iii) To develop a better image of the company in the minds of the employees.
(iv) To enable the workers to live comfortably and happily.
(v) To develop efficiency of the workers.
(vi) To reduce influence of trade unions over the workers.
(vii) To expose philanthropic and benevolent activities of the company.
(viii) To make the workers know that the company values them.
(ix) To develop positive attitude towards job, company and management.
(x) To reduce tax burden.
(xi) To develop a feeling of satisfaction of employees with the company.
(xii) To develop a sense of belonging to the company.
(xiii) To retain skilled and talented workers.
(xiv) To develop better human relation.
(xv) To prevent social evils like drinking, gambling through improvement of
working conditions, cultural activities and social conditions.
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1.5. Importance of staff welfare
It is very important for organizations to prioritize staff welfare due to the
following reasons;
Increased productivity- Many companies have confirmed that satisfied
employees show a greater interest in their work and focus more on what
they do. They are employees who are proud to belong to their company and
become more productive.
More possibilities for innovation: When employees are comfortable in their
offices, in a dynamic and less routine environment, they become more
creative and do their best. They start thinking outside the box, opening the
way to innovation that will grow the business.
Less staff turnover: Staff turnover costs a lot of time and money, affects
the productivity of the company and hinders teamwork. As if that were not
enough, it puts the reputation of the company at risk, making employees feel
little compromised knowing that turnover is something that has normalized in
their workplace. They feel expendable and in a less severe work environment.
Reduce talent flight: When staff is satisfied with-in the company, they will
seek to grow within the company instead of running after better job offers.
And satisfaction not only has to do with salary, but with a healthy work
environment that allows you to do what you love inside and outside the
company.
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Cost reduction: Companies that ensure the well-being of their employees
promote health programs within the company and what they get is less sick.
Many times, absenteeism at work is related to health problems that result
from spending too many hours in front of the computer. Therefore,
companies decide to invest in the well-being of their employees; they have a
higher productivity gain.
Dynamic corporate culture: Offices in which there is a vibrant corporate
culture not only have healthier employees but happier, independent and
proactive employees. They are more proactive people and able to make their
own decisions, which will have a positive impact on the business culture.
Improves the reputation of the business: It is no coincidence that the
companies known for taking care of the well-being of their employees are
among those with the best status internationally. These are companies
where many people would like to work, so they attract the most talented
employees and keep them satisfied and productive.
As we see, there are many important reasons to invest in the welfare of
employees. To start, when the business takes care of the work culture and
seeks the satisfaction of the work team, it becomes more productive,
innovative and efficient. In the long term, this builds a successful image and
a better reputation, key aspects to grow over time.
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2. DISCIPLINE
2.1. Introduction and definition
Discipline is the orderly conduct by an employee in an expected manner. It is
the force or fear of a force that deters an individual or a group from doing
things that are detrimental to the accomplishment of group objectives. In
other words, discipline is the orderly conduct by the members of an
organisation who adhere to its rules and regulations because they desire to
cooperate harmoniously in forwarding the end which the group has in view.
Good discipline means that employees are willing to abide by company rules
and executive orders and behave in the desired fashion
Discipline is the backbone of healthy industrial relations. The promotion and
maintenance of employee discipline is essential for smooth functioning of an
organisation. Employee morale and industrial peace are definitely linked with
a proper maintenance of discipline.
Disciplinary action can also help the employee to become more effective. The
actions of one person can affect others in the group.
Discipline implies the absence of chaos, irregularity and confusion in the
behavior of a worker. According to Calhoon, ‘Discipline is a force that
prompts individuals or groups to observe rules, regulations and procedures
which are deemed to be necessary for the effective functioning of an
organisation’.
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A disciplined employee will be organized and an organized employee will be
disciplined always. Employee behavior is the base of discipline in an
organization. Discipline implies confirming with the code of conduct
established by the organization.
Discipline in an organization ensures productivity and efficiency. It
encourages harmony and co-operation among employees as well as acts as a
morale booster for the employees.
Satisfactory results cannot be obtained if discipline is thought of in terms
of control and punishment. Let us now distinguish the major aspects of
discipline.
Therefore, discipline means securing consistent behavior in accordance with
the accepted norms of behavior. Simply stated, discipline means orderliness.
It implies the absence of chaos, irregularity and confusion in the behavior of
workers.
According to Richard D Calhoun, discipline is defined as “a force that
prompts individuals or groups to observe the rules, regulations and
procedures which are deemed to be necessary for the effective functioning
of an organization.”
2.2. Concepts of employee discipline
There are two concepts of discipline-positive concepts and negative
concepts. Positive discipline means a sense of duty to observe the rules and
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regulations. It can be achieved when management applies the principles of
positive motivation along with appropriate leadership. It is also known as
cooperative disciplines or determinative discipline
According to Spriegel, “positive discipline does not replace reason but
applies reason to the achievement of a common objective. Positive discipline
does not restrict the individual, but enables him to have a greater freedom
in that he enjoys a greater degree of self-expression in striving to achieve
the group objective, which he identifies as his own.”
On the other hand, negative discipline is known as punitive or corrective
discipline. Under it penalties or punishments are used to force workers to
obey rules and regulations. The objective is to ensure that employees do not
violate the rules and regulations. Negative disciplinary action involves
techniques such as fines, reprimand, demotion, layoff, transfer etc.
Negative discipline requires regular monitoring causing wastage of valuable
time. In the negative concept of discipline, disciplinary action implies
punishment Also punishment causes resentment and hostility. Satisfactory
results cannot be obtained, however if discipline is perceived only in terms
of control and punishment.
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While exercising negative discipline, management should proceed in a
sequential manner, viz. an oral reprimand, a written reprimand, a warning,
temporary suspension and dismissal or discharge.
2.3. Nature of employee discipline:
According to Megginson; discipline involves the following three things:
1. Self-discipline implies that a person brings the discipline in himself with a
determination to achieve the goals that he has set for himself in life.
2. Orderly behavior refers to discipline as a condition that must exist
for an orderly behavior in the organization.
3. Punishment is used to prevent indiscipline. When a worker goes astray in
his conduct, he has to be punished for the same and the recurrences of it
must be prevented.
2.4. Characteristics of discipline:
Discipline should be imposed without generating resentment. McGregor
propounded the “red hot stove rule” which says that a sound and effective
disciplinary system in an organization should have the following
characteristics-
1. Immediate- Just as when you touch a red-hot stove, the burn is
immediate, similarly the penalty for violation should be immediate/
immediate disciplinary action must be taken for violation of rules.
2. Consistent- Just as a red-hot stove burn everyone in same manner;
likewise, there should be high consistency in a sound disciplinary system.
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3. Impersonal- Just as a person is burned because he touches the red-hot
stove and not because of any personal feelings, likewise, impersonality
should be maintained by refraining from personal or subjective feelings.
4. Prior warning and notice- Just as an individual has a warning when he
moves closer to the stove that he would be burned on touching it,
likewise, a sound disciplinary system should give advance warning to the
employees as to the implications of not conforming to the standards of
behavior/code of conduct in an organization.
2.5. Objectives of Employee Discipline
a) To obtain a willing acceptance of the rules and regulations or procedures
of an organisation so that organizational goals may be attained.
b) To develop among the employee a spirit of tolerance and a desire to make
adjustments.
c) To give direction or responsibility.
d) To increase the working efficiency or morale of the employees so that
their productivity is stepped up and the cost of production brought down
and the quality of production improved.
e) To create an atmosphere of respect for the human personality or human
relations.
Discipline is essential for the smooth running of an organisation for the
maintenance of industrial peace which is the foundation of industrial
democracy. Without discipline, no enterprise would prosper.
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The success of any rules of discipline depends on the existence of a high
degree of cooperation between the employers and the employees; on faith to
believe in one another’s motives; on the fulfillment of mutual obligation, on
the management enlightened attitude towards its employees and its over-all
efficiency for the worker’s trade unions.
2.6. Principles for Maintenance of employee Discipline
Disciplinary measures have serious repercussions on employees; they should
therefore, be based on certain principles so that they may be fair just and
acceptable to employees or their unions.
(a) As far as is possible, all the rules should be formed in cooperation or
collaboration with the representatives
(b) of employees.
(b) All the rules should be appraised at frequent or regular intervals to
ensure that they are and continue to be, appropriate, sensible and useful.
(c) Rules should be uniformly enforced if they are to be effective. They
must be applied without exception.
(d) Penalties for any violation of any rule should be clearly stated in advance.
(e) Extreme caution should be exercised to ensure that infringements are
not encouraged.
(f) If violations of a particular rule are fairly frequent; the circumstances
surrounding them should be carefully investigated and studied in order to
discover the cause or causes of such violation.
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(g) Define or precise provisions for appeal or review of all disciplinary
actions should be expressly mentioned in the employee’s handbook.
Importance of discipline in organizations can hardly be overemphasized.
Orderly behavior is necessary for achieving the organization’s objective
Poor discipline advises the need of correction. The fundamental reason for
taking disciplinary action is to correct situations that are unfavorable to the
company. Basically, discipline is a form of training. When disciplinary problem
emerges, it may be as much management’s fault as the workers. Many
disciplinary problems grow out of management’s failure to inform employees
what is expected of them
2.7. The significance of employee discipline
1. From the Point of View of employee:
(i) Discipline provides self-safety to an individual.
(ii) It enhances an individual’s progress.
(iii) An individual needs it for his own satisfaction.
2. From the Point of View of team work
(i) Discipline ensures better teamwork and cohesive.
(ii) A disciplined atmosphere is the key to the progress of the group.
(iii) Discipline ensures higher productivity.
(iv) Discipline enhances morale and motivation of employees.
3. From the Point of View of an Organization:
(i) Discipline ensures higher productivity and quality.
(ii) Discipline helps an organisation in attaining maximum profit.
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(iii) It is essential better all-round benefits.
(iv) It helps in keeping a check on wastage and costs.
(v) It helps in developing a sense of belonging.
2.8. Factors to Consider for employee Discipline:
When all the employees follow the rules and regulations of the company, the
question of indiscipline does not arise. Some employees fail to accept the
norms of responsible-employee behavior, thus calling for disciplinary action.
To be fair and equitable the following factors need to be analyzed:
1. Seriousness of the Problem:
The manager must assess how serious is the indiscipline. For example, sexual
harassment is more serious than late coming.
2. Duration of the Problem:
It must be known for how long the problem continues or how often this
happens. First time offence may be less serious than subsequent offences of
longer duration.
3. Nature of the Problem:
The pattern of the problem calls for more attention. It must be known
whether it is a part of emerging problem or a continual problem. Continual
problem is a serious one.
4. External Influence:
Sometimes a disciplinary problem may arise which is external to the
employee. For example, an employee may fail to appear for an important
meeting or performance appraisal due to some accident.
5. Degree of Familiarity:
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The organization with formal written rules governing the employee conduct
is more justified in strictly enforcing disciplinary action taken than the
organization where the rules of conduct are informal or vague.
6. Disciplinary Practices:
There must be well laid out procedure in assessing disciplinary problems.
Equitable treatment must take into consideration the previous actions taken
against the employees for similar type of disciplinary violations.
7. Management Support:
When the affected employee takes the issue to higher authorities, the
manager must be having adequate reasons/data to defend his actions. The
disciplinary action is not likely to carry weight if the violators believe that
they can challenge the manager’s decisions.
2.9. Types of employee discipline:
1. Positive Discipline:
Positive discipline in a business is an atmosphere of mutual trust and common
purpose in which all employees understand the company rules as well as the
objectives and do everything possible to support them. Any disciplinary
program has, as its base, that all of employees have a clear understanding of
exactly what is expected of them. This is why a concise set of rules and
standards
must exist that is fair, clear, realistic and communicated.
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Discipline takes the form of positive support and reinforcement for
approved actions and its aim is to help the individual in molding his behavior
and developing him in a corrective and supportive manner. Once the
standards and rules are known by all employees, discipline can be enforced
equitably and fairly.
Guidelines for establishing a climate of positive discipline are given
below:
i. There must be rules and standards, which are communicated clearly and
administered fairly.
ii. Rules and standards must be reasonable and should be communicated so
that they are known and understood by all employees. An employee manual
can help with communicating rules.
iii. While a rule or a standard is in force, employees are expected to adhere
to it.
iv. Even though rules exist, people should know that if a personal problem or
a unique situation makes the rule exceptionally harsh, the rule may be
modified or an exception be granted.
v. There should no favorites and privileges be granted only when they can
also be granted to other employees in similar circumstances.
vi. Employees must be aware that they can and should voice dissatisfaction
with any rules or standards they consider unreasonable as well as with
working conditions they feel hazardous, discomforting or burdensome.
vii. Employees should understand the consequences of breaking a rule
without permission.
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viii. Employees should be consulted when rules are set.
ix. There should be recognition for good performance, reliability and loyalty.
Negative comments, when they are necessary, will be accepted as helpful if
employees also receive feedback when things go well.
2. Negative Discipline:
Generally, negative discipline is interpreted as a sort of check or restraint
on the freedom of a person. Discipline is used to refer to the act of imposing
penalties for wrong behavior. If employees fail to observe rules, they are
punished. The fear of punishment puts the employee back on track.
“Discipline is the force that prompts an individual or a group to observe the
rules, regulations and procedures which are deemed to be necessary to the
attainment of an objective”
3. Self-Discipline and Control:
Behavioral scientists view discipline as self-control to meet organizational
objectives. Megginson clarified the term thus- “By self-discipline we mean
the training that corrects molds and strengthens. It refers to one’s efforts
at self-control for the purpose of adjusting oneself to certain needs and
demands. This form of discipline is raised on two psychological principles.
First, punishment seldom produces the desired results. Often, it produces
undesirable results. Second, a self-respecting person tends to be a better
orker than one who is not”.
4. Progressive Discipline:
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The concept of progressive discipline states that penalties must be
appropriate to the violation. If inappropriate behavior is minor in nature and
has not previously occurred, an oral warning may be sufficient. If the
violation requires a written warning, it must be done according to a
procedure. After written warnings, if the conduct of the employee is still
not along desired lines, serious punitive steps could be initiated.
In case of major violations such as hitting a supervisor may justify the
termination of an employee immediately. In order to assist a manager to
recognize the proper level of disciplinary action, some firms have formalized
the procedure.
5. The Red-Hot Stove Rule:
Without the continual support of the subordinates, no manager can get
things done. But, disciplinary action against a delinquent employee is painful
and generates resentment on his part. Hence, a question arises as to how to
impose discipline without generating resentment? This is possible through
what Douglas McGregor called the “Red Hot Stove Rule”, which draws an
analogy between touching a hot stove and undergoing discipline.
According to the Red Hot Stove rule, disciplinary action should have the
following consequences:
(i) Burns Immediately:
If disciplinary action is to be taken, it must occur immediately so the
individual will understand the reason for it. With the passage of time, people
have the tendency to convince themselves that they are not at fault.
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(ii) Provides Warning:
It is very important to provide advance warning that punishment will follow
unacceptable behavior. As you move closer to hot stove, you are warned by
its heat that you will be burned if you touch it.
(iii) Gives Consistent Punishment:
Disciplinary action should also be consistent in that everyone who performs
the same act will be punished accordingly. As with a hot stove, each person
who touches it is burned the same way.
(iv) Burns Impersonally:
Disciplinary action should be impersonal. There are no favorites when this
approach is followed.
Causes of Indiscipline in an organisation
1. Organizational Factors:
i. Failure by the organisation to assess the traits of individuals like
attitude, obedience, tolerance and inquisitiveness, it may end up
hiring employees who challenge any decision made by the management.
This may breed indiscipline.
ii. Lack of code of conduct for employees has potential to disorient them
thereby sowing seeds of indiscipline.
iii. Where an employee hired for a job for which he has neither aptitude nor
attitude, he is sure to develop ill-feelings. He may find the job uninteresting
and do everything to evade responsibility.
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iv. Ineffective leadership characterized by authoritarianism and
incompetency, and distrustful relations with employees fuel indiscipline
among the employees.
v. Indiscriminate use of penal provisions triggers reactionary group
indiscipline.
vi. Favoritism and nepotism practiced by supervisors vitiate discipline.
vii. Divisive policies pursued by management and instituting unofficial spy
network spoils the work atmosphere thereby engendering indiscipline.
viii. Biased performance evaluation on considerations of caste, creed, colour,
gender, religion and region promotes ill-feeling and a sense of injustice
among employees which culminate in indiscipline.
ix. Absence of grievance redressal mechanism frustrates employees thereby
breeding indiscipline among them.
2. Individual Factors:
Individual differences caused by education, experience, values, attitudes,
beliefs, intelligence, personality, etc., cause employees to behave differently
in an organization. Therefore, some individuals conform to rules and
standards of behavior in much wider context than others.
Individual features that lead to indiscipline behavior are as follows:
i. Individuals with non-conformist values tend to engage in indiscipline
behavior.
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ii. Every individual perceives reward and punishment differently and react to
it accordingly. When the reward is not commensurate with his expectation,
he may feel frustrated and indulge in indiscipline.
iii. Individuals differ in work ethics. Those with high ethical values tend to
be committed and involved in the jobs while those with low ethical values
show alienation to their jobs and exhibit negative behavior.
3. Environmental Factors:
Since an organization is also one of the members of the society, discipline
observed by the society manifests in organizations. Indiscipline prevailing in
family, educational institutions, political system, religious institutions,
breakdown of social control mechanism, etc., casts its ugly shadow on the
organizational climate.
2.10.Types of Disciplinary Actions:
I. Minor Disciplinary Actions:
1. Oral Reprimand – When a superior officer verbally warns the employee
committing the offence, he expresses that he does not approve of his
behavior. For example, employee sleeping during working hours or found
smoking in the workplace.
2. Written Reprimand – Manager writes up the warnings and mails it to the
employee concerned. The employee is called for explanation. A copy of his
reply is sent to HR Department.
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3. Punitive Suspension – It is awarded for minor offenses. It may extend for
a few days. Employee gets subsistence allowance during the suspension
period.
4. Loss of Privilege – Some of the privileges like assigning interesting work,
shift preferences, leave, flexi hours, choice of machine etc., may be
withdrawn for a given period.
5. Fine – A deduction may be made from the pay for certain offences like
damage to the goods, machines and property of the company or for loss of
money he has to account for.
6. Transfer – An employee may be transferred to a far-off place or to a
different department for the offence committed. It is usually awarded by
companies or institutions operating with a network of branches. Government
institutions practice this type of punishment.
2.11.Major Disciplinary Actions:
1. Pay cut – Cutting employee’s pay for offences relating to damage or loss of
property. The loss is recovered from the pay of the employee.
2. Demotion – When the employee proves himself to be unfit for the present
job he is holding, he is downgraded to a lower job carrying lower pay and
responsibilities. It has a serious implication on the employee’s morale and
motivation.
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3. Suspension pending enquiry – It is awarded for serious offence. His
regular wages are withheld during the period. The punitive suspension may
extend for a longer period say several months till the enquiry is completed.
Employee gets subsistence allowance during the suspension period.
4. Discharge/termination – It is awarded for the gravest offence involving
integrity, moral turpitude, etc. There is a stigma attached to the dismissal
and he may find it difficult to get employment elsewhere. Some behavior
warrants automatic dismissal.
These include:
i. Violent behavior or threats of violence
ii. Drug and alcohol use on duty
iii. Carrying a weapon on company property
iv. Disregarding safety rules and regulations
v. Theft, destruction of company property, or falsifying documents
vi. Insubordination
vii. Abandonment of job (no call, no show for three consecutive days).
In conclusion therefore the absence of discipline, no enterprise would
prosper. Discipline is necessary both in a nuclear family or in a homogeneous
unit and industrial organization with heterogeneous people in order to work
smoothly.
When an employee is at fault, the management has to take disciplinary
action. Discipline is said to be good when employees follow willingly the
instructions of their supervisors and the various rules of the company and
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bad when employees either follow rules and regulations unwillingly or actually
disobey them.
3. STAFF SEPARATION
3.1. Definition
Employment separation refers to the end of an employee's working
relationship with a company. This can happen when an employment contract
or an at-will agreement between an employer and an employee end. While
sometimes the employer makes the decision to terminate employment, an
employee may also initiate a voluntary employment separation if they wish to
retire or resign.
3.2. Types of employment separation
There are many ways for an employee or an employer to discontinue their
working relationship. While some types of employment separation may be
initiated by the employee and others by the employer, each circumstance is
unique. Understanding what each type of employment separation is can help
you make the appropriate arrangements for your company or your career.
Here is a list of different types of employment separation:
a) Termination
One of the most popular ways to pursue employment separation is through
termination. There are several types of employment separation that fall
under this category that may provide guidance to employers or employees
seeking a change. Here are some common types of termination:
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Constructive discharge: There are some work environments that employees
may find challenging, even after they have attempted to improve their
situation multiple times. In these instances, the employee can choose to
leave the company through a constructive discharge, which can benefit them
by offering them some of the same rights as a discharged worker if their
case for leaving is strong enough.
Layoff: When a layoff occurs, an employee is let go through no fault of
their own due to changing business needs, such as an acquisition or
restructuring of departments. Future employers usually view being laid off
more favorably than being let go for other reasons, and employees who are
laid off may receive extended benefits and job search assistance to help
them pursue a new career path they enjoy.
Termination by mutual agreement: A termination by mutual agreement
occurs when both the employee and the employer agree to a separation. This
type of arrangement can benefit both parties by giving the employer time to
hire someone new and the employee an opportunity to plan for the next
phase of their career.
Involuntary termination: An involuntary termination takes place when an
employer chooses to let go of an employee. The reasons for an involuntary
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termination can vary, but typically the employee is still willing and able to
work, which can make it easier for them to find employment elsewhere.
Voluntary termination: A voluntary termination takes place when an
employee leaves a company of their own free will. For example, an employee
may pursue voluntary termination when they accept a job offer with another
company or when they decide to retire from their role.
Temporary job or employment contract ends: If an employee is working
with a company through a temporary job or a contract, the company may let
them go when their agreement ends. Both parties are aware of the final date
of employment in these situations, which often allows them to part on good
terms and provides the potential to work together again in the future.
Fired: Sometimes an employee and an employer aren't a great match. An
employer may choose to fire an employee in these cases so both parties can
pursue other opportunities that align with their interests and goals.
Termination with prejudice: An employer may choose to terminate an
employee with prejudice if they don't plan to hire the employee for the
same job again in the future. While this may also be challenging news to
receive, it provides both the employee and the employer with clarity and a
fresh start.
Termination without prejudice: If an employee is terminated without
prejudice it means they may be eligible to be rehired by the company in the
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future. This type of termination typically occurs when an employee is let go
for reasons other than their performance and gives them the opportunity to
apply for jobs with the company again later in their career if they wish to do
so.
Wrongful termination: Wrongful termination occurs when an employer
dismisses an employee unlawfully. Since there are laws that exist to protect
employees, the employee may be able to receive compensation if they have a
strong enough case, which can help them move forward with their career
b) Resignation
Many people see resigning from a job as a professional and courteous way to
pursue employment separation, which can help employees discuss their
departure from a company with future employers while maintaining a positive
demeanor. The most common types of resignation include:
Voluntary resignation: A voluntary resignation happens when an employee
chooses to leave a company for their own benefit. Employees typically
provide their employer with at least two weeks' notice to make
arrangements before they leave, which can make the transition easier for
both parties.
Forced resignation: There are some challenging situations where an
employer may ask an employee to resign or else the company must let them
go. This option gives employees the opportunity to leave their current role
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without being terminated, which can work favorably for them when it's time
to find a new job.
c) Retirement
As an employee nears the end of their career, retirement is often a popular
topic of discussion. While many employees look forward to this milestone,
there are several reasons they may retire from their current position,
including age, health, finances and personal preferences. Here are some of
the most common types of retirement:
Voluntary retirement: For many professionals, the end goal in their career is
to retire. When you reach this exciting milestone, you may go through the
process of resigning from your company voluntarily.
Phased retirement: Companies may implement a phased retirement plan for
employees who are older. This can help both parties adjust by slowly
reducing the employee's work hours prior to their official retirement date.
Mandatory retirement: An employer may implement a mandatory retirement
to encourage an older employee to retire for a variety of reasons. This can
provide employees with the opportunity to pursue other interests outside of
work and allow the company to train someone new to fill their role.
d) Furlough
A furlough refers to a temporary unpaid leave from a job. While the
company still technically employs the employee at this time, individuals who
are under furlough may be eligible to receive unemployment benefits and
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health insurance. Companies may implement a furlough instead of laying
employees off to save money while retaining talent for the future. This
allows employees to return to their job roles in the future and continue their
work as usual instead of searching for employment elsewhere.
e) Death
This a permanent employee separation from the organisation because of

death
3.3. Reasons for employment separation
Here are some of the most common reasons for employment separation:
Employee performance: An employer may choose to let go of an employee if
their work expectations don't align with each other. In these cases, the
employee may be better suited for a different type of work or find success
with another company.
New job opportunity: An employee may accept a new job opportunity to help
them reach their personal, professional or career goals. Employees can
usually leave on good terms with their current employer if they provide at
least two weeks' notice for them to hire a replacement.
Finances: An employer may choose to furlough or lay off employees to save
money so they can sustain their company long term. An employee may also
seek employment separation for financial reasons if another company offers
them a position with a better salary or benefits.
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Retirement: As employees get older, they may choose to retire so they can
spend more time pursuing their interests outside of work. Retirement is
often mutually beneficial for the employee and the employer who may wish
to acquire new talent to fill the open position.
Relocation: An employee may choose to move for a variety of reasons, such
as to be closer to family or to support a change in their spouse's career. In
these cases, leaving their current job may give them the opportunity to
relocate.
Change in family dynamic: Employees may choose to leave a company based
on changes within their family dynamic, such as having a child or becoming
the primary caregiver for a loved one. This type of employment separation
may be temporary or permanent.
4. INDUSTRIAL RELATIONS & EMPLOYEE RELATIONS
4.1. Industrial Relations
According to V. Agnihotri, “The term industrial relations explain the
relationship between employees and management which stem directly or
indirectly from union-employer relationship.”
There are many different ways to look at industrial relations as there are
the perspectives of workers, employers, government, and the perspective of
the society. As a worker, you would obviously associate industrial relations
with better wages, safety at workplace, job security, and training at
workplace. On the other hand, industrial relations for an employer are all
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about productivity, conflict resolution and employment laws. (R.C.Sharma,

2016)
4.1.1Objectives of industrial relations
(i) To safeguard the interest of labour and management by securing high
level of mutual understanding and goodwill between all sections in the
industry which are associated with the process of production.
(ii) To raise productivity to a higher level by arresting the tendency of
higher labour turnover and frequent absenteeism.
(iii) To avoid industrial conflicts and develop harmonious relations between
labour and management for the industrial progress in a country.
(iv) To establish and maintain Industrial Democracy, based on labour
partnership, not only by sharing the gains of the organisation, but also by
associating the labour in the process of decision making so that individual
personality is fully recognized and developed into a civilized citizen of the
country.
4.1.2Types of industrial relations
(i) Labour relations i.e., relations between union- management (also known as
labour management relations);
(ii) Group relations i.e., relations between various groups of workmen i.e.,
workmen, supervisors, technical persons, etc.
(iii) Employer-employee relations i.e., relations between the management and
employees. It denotes all management employer relations except the union-
management relations
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(iv) Community or Public relations i.e., relations between the industry and the
society.
4.2. Employee Relations
The definition of employee relations refers to an organization’s efforts to
create and maintain a positive relationship with its employees. By maintaining
positive, constructive employee relations, organizations hope to keep
employees loyal and more engaged in their work
Employee relations’ is a concept that is being preferred over the older
industrial relations because of the realization that there is much more at
the workplace than industrial relations could look or cover. In general,
employee relations can be considered to be a study of relations between
employees as well as employer and employees so as to find ways of resolving
conflicts and to help in improving productivity of the organization by
increasing motivation and morale of the workers.
The field is concerned with providing information to employees regarding the
goals of the organization so that they have a better understanding of the
aims and policies of the management. Employees are also informed about
their poor performances and ways and means to correct performance.
Employee relations also take care of grievances and the problems of the
employees and let them know all about their rights and what to do in case of
discrimination.
4.2.1Why is employee relations important?
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By maintaining positive, constructive employee relations, organizations hope
to keep employees loyal and more engaged in their work.
To maintain positive employee relations, an organization must first view
employees as stakeholders and contributors in the company rather than
simply as paid laborers. This perspective encourages those in management
and executive roles to seek employee feedback, to value their input more
highly, and to consider the employee experience when making decisions that
affect the entire company.
4.2.2How to handle Employee Relations Issues
There are many types of employee relations issues, and the way to handle
them can vary depending on the particular issue. However, there are some
general guidelines to follow. One of them is
 To listen. Give your full attention and try to focus on what is
being said both vocally and physically.
 To educate and communicate. The more your employees know
the rules and expectations, the better. Consistency across the
board is key here. If some employees have privileges over
others, no one will care what you say.
 Document everything. Keeping accurate legal and employee
records is vital when it comes to employee relations issues. You
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will find yourself needing to refer back to them again and again.
They will be especially useful if there is ever an employee
5. GRIEVANCE AND DISPUTE HANDLING:
5.1. Grievance Handling Procedure
Grievance whether real or imaginary, valid or invalid, genuine or false, is a
complaint affecting one a more workers within the organizations. According
to personal experts, dissatisfaction or discontent expressed by employees
and brought to the notice of management becomes a grievance. In other
words of Dale Yoder, "grievance is a written complaint filed by an employee
and claiming unfair treatment" Keith Davis contends that Grievance is any
real or imagined feeling of personal injustice which an employee has
concerning his employment relationship" and some other definitions can be
listed thus,
a) Grievances is any dissatisfaction or feeling of insurance in connection
with one's employment situation that is brought to the attention of
management by Dale S. Beach.
b) According to Richard Chard P. Calhoon, a grievance is anything that an
employee thinks or feels is wrong, generally accomplished by an actively
disturbing feeling.
c) And Micheal Jucius defined a grievance as any discontent or
dissatisfaction, whether expressive or not, whether valid or not arising
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out of anything connected with the company which an employee thinks,
believes or even feels to be unfair, unjust or inequitable.
According to Pigon and Myers, the three terms of dissatisfaction, complaint
and guidance, indicate unhappiness of the employee. They contend,
dissatisfaction is any act or activity that disturbs unemployment whether he
expressed it or not.
A complaint on the other hand is a written or spoken dissatisfaction which is
brought to the notice of the management or trade union leaders.
A more realistic description of grievance has been advanced in the following
words: “Complaints affecting one or more individual workers in respect of
wage payment, over time, leave, transfer, promotion, seniority, work
assignment and discharge constitute grievance”
The International Labour Organization defines a grievance as c , a complaint
of one or more workers in respect of wages, allowances, conditions of work
and interpretation of service stipulations, cowing such areas as overtime,
leave, transfer, promotion, Seniority, job assignment and termination.
5.2. Characteristics of Grievances
A grievance arises only when an employee feels that injustice has been done
to him.
a) A grievance may arise out of something connected with the organization
or work.
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b) A grievance may be valid and legitimate, untrue or completely false or
ridiculous.
c) A grievance may be written or verbal
d) A grievance may be unvoiced or expressly stated by an employee.
e) A grievance gives rise to unhappiness, frustration, discontent,
indifference to work, poor morale and ultimately results in inefficiency
and low productivity.
5.3. Causes of grievances
A worker feels dissatisfied and harbours a grievance only whom he feels
that there has been infringement of his privileges, rights and that injustice
has been done to him. A grievance is a phenomenon which dwells in the minds
of employees, grievances are produced and dissipated by situations and
fostered by group pressures. Thus, the causes of grievances are several and
diverse and some researchers such as Bethel, Atwater and Smith Stakman
have advanced a classification scheme for explaining the causes of
grievances of employees in modern industrial organizations.
(i) Grievances concerning supervision
An employee may complain that there are too many rules and regulations
which are not crystal -clear and supervisors frequently indulge in snooping.
An employee may have an observation over a particular foreman, (because
the foreman may be showing favoritism and ignoring his complaints).
An employee may complain that the supervisor is biased 111 enforcing
discipline on him and becoming lenient on other employees.
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An employee may complain that the supervisor is breathing closely down
the necks unnecessarily.
An employee may feel unhappy about the methods of supervision employed
in the organization.
(ii)Grievances concerning wages and salaries
An employee may be unhappy about the incentive scheme. He may contend
that the piece rates are dismally low and disappointing.
An employee may complain that the incentive scheme is complicated and is
beyond his comprehension.
An employee may feel that he is under paid and demand higher individual
payment. This may not be possible because an employee cannot determine
the salary or what amount should be paid to him.
An employee may complain that the calculation of his wage is wrong. This
normally happens at the time of calculating the wages to be given to each
employee, sometimes cashiers make mistakes.
(iii) Grievances concerning collective bargaining
The company does not allow supervisors and blue-collar workers to deal
with and settle the grievances of employees. This is because they are not
capable enough to handle such Issues.
The company may be underestimating the power of trade union in collective
bargaining. The employees would want to be in a trade union where their
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conditions and problems can be heard from and where the management
does not allow then to join such union they may resort to strikes.
The company may not be honouring the previous agreements already
arrived at with the trade union. The trade union members may agree with
the management of the company that the management of the company that
the working conditions of employees should be improved and salaries
increased and when the company does not honour this it affects the
workers.
(iv) Grievances concerning indicated advancement
An employee may complain that the disciplining discharge by the supervisor
has been unfair and adversely affects the promotion and individual
advancement of employees.
Some employees may complain that their juniors have been promoted
where as they are not. This may happen due to corruption in the company
or the promoted junior workers are friendly or related to supervisor, this
demonstrates the employee and may end up not working to the
expectations of the company.
An employee may complain that the penalty imposed for any wrong act
committed is unfair and to severe. The supervisor may give a heavy
punishment to the employee for the wrong done and this makes an
employee unhappy yet an employee may see it in a different way that he
was not supposed to be given such punishment.
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(v) Grievances concerning working conditions
Physical conditions of work are not good. The employee may be working in
the conditions which are harsh and unfavorable. They find it difficult to
continue working in such conditions and they resort to striking so that
management can change on working conditions.
An employee may contend that tools, machines and equipment necessary for
performing the job are inadequately available. But the employers would want
to accomplish the work in time and reach the target and yet the materials
and tools give are not enough or of poor quality this employee find work
unfavorable.
(vi) Grievance handling procedures
Every organization installs a grievance redressed procedure or machinery in
order to settle grievances of employees and assure them that their cases
will be given a fair hearing. The grievances procedure is a problem-solving,
dispute settling machinery which is set up by every organization-big or small
following an agreement between labour and management.
The grievance redressed machinery is a process through which a trade union
or an employee makes and processes his claim that there has been a violation
of labour agreement by the organization. In short, it is a device by which
grievances are settled to the satisfaction of trade union, employees and
management. One of the important aspects of labour relations and personnel
management is the grievance procedure redressal machinery. As pointed out
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by Mangrulkar, a grievance procedure is essential because it brings
uniformity in the handling of grievance.
5.4. Grievance redressal procedure
Effective grievance redressal machinery is necessary for any
organization because of the following reasons:
It is not possible for the first-line supervisor, to settle the complaints of
employee because either the complaint may be beyond the supervisor's
authority or supervisor may not be properly trained to settle the conflicts
and controversies.
A Grievance redressal procedure serves as an outlet for employee gripes,
discontent and frustrations. It acts like a pressure value on a steam boiler
according to Keith Davis, the employees are entitled to legislative, executive
and judicial protection and they get this protection from the grievance.
Redressal procedural which also acts as a means of upward communication.
According to T.O Armstrong a well-designed and a property structured
grievance redressal procedure provides:
a) A channel or a venue by which any aggrieved employee may present his
grievance.
b) Procedure which ensures that there will be a systematic handling of any
grievance.
c) A method by which an aggrieved employee can relieve his feelings of
dissatisfaction with his job, working conditions or with management.
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d) A means of ensuring that there is some measure of promptness in the
handling of the grievance.
GRIEVANCE REDRESSAL MACHINERY.
A grievance redressal procedure is a formal process which is preliminary to
arbitration and it enables both of parties to resolve their differences in an
orderly expeditions and peaceful fashion. This machinery enables the
management as well as trade union leaders to investigate and discuss the
issues concerning problems giving to both the parties.
A grievance redressal procedure is a graduated series of steps arranged in a
hierarchy of increasing complexity and involvement. However, the numbers
of steps in a grievance procedure vary with the type, size and nature of
organization.
In small organizations, it may involve not more than three steps, in medium
and large organization, the number of steps may be true or six and in
organization, the grievances should be processed step by step in order to
settle them in an expedition's manner.
Guidelines for supervisors in handling the grievances, Walter Baer have
prescribed certain dos and don’ts in handling employee grievances.
Dos in handling grievances
 Investigate and handle each and every case though it may eventually
result in an arbitration hearing. The supervisor should first handle the
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grievances when he fails I may send it to middle management or top
management until it is solved.
 Directly meet an employee and give him a chance to explain himself fully.
The employer should allow the employee to talk himself about what is
wrong and the employer should listen carefully where he finds that the
grievance is ambiguous, he should forward it to top management than to
arbitration.
 Ask the union representatives specific contractual provisions allegedly
violated by the management. The representative union members should
give evidence to specific contractual provision, which has been violated
that is, they might 'have agreed with company to increase wages of
workers and improving working conditions and once not fulfilled becomes a
complaint.
 Visit the work spot where the grievances arose. As a leader in an
organization once a problem has broken up you need to find out what has
caused it by visiting where it has happened. This will build in mind of
aggrieved employee that his grievances will be solved soon.
 Determine if there has been equal treatment of employees. The grievance
at work place might have originated from unequal treatment of employee.
This occurs especially where someone who is a junior work has been
promoted yet the senior not and makes junior workers unhappy which
result into grievances.
 Examine the grievant personal record. The employee's records should be
observed very well to investigate his behaviors in a precious job,
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therefore if is behaviors are bad or if his records are not good that
employee should be done away with because he may lead his fellow
employees in striking to destroy company structures.
 Hold the grievance discussions privately. The discussions of handling
grievances should be held in secret place which is convenient at particular
time. This is because some grievances issues may be secret and personal
which do not necessarily need to be addressed publicly.
 Identify the relief the union is seeking. The union particularly trade union
may be seeking for better cooking conditions of the employees and
increased wages for workers therefore as a manager you need to put in
consideration these needs the trade union is looking for from the
company.
 Treat the union representative as your equal. The members of the
tradition should be treated equally in such a way that each one of the
representatives should not be discriminated. Many employers create
employees who are in trade union differently from those in trade unions
because they think that those in trade union are against the company.
However, there are other dos in handling grievances which are summarized
thus, fully inform your own supervisors of grievances, satisfy the union's
right to relevant information, and provide the grievance. Process to non-
union members as well, examine the relevant contractual time limits for the
company to handle a grievance, evaluate any political connotations of the
grievance.
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Don’ts of handling grievances
 Do not discuss the case with the union representative alone. Ensure that
the grievant is present there. This helps both sides of the grievant and
union representative and employer to know the cause of the grievance and
the outcome of the solution. If only one side is present the decision
reached at may not be trusted by the other.
 Do not make agreements with individuals that are inconsistent with the
labour agreement. This happens during giving an employee a job. One may
decide that since the applicant is a relative should be given long contract
which is unfair to the organization because such employee may be
incompetent and lacking experience yet the skilled and experienced
employee may be given short contract.
 Do not settle grievances on the basis of what is fair. You should stick to
the labour agreement which should be the standard. The employer should
solve grievance basing on how the grievance is not on what will please a
grievant. This shows incompetence of the employer handling grievance in
such away.
 Do not support supervision in a hopeless case. Once the grievance has
been brought to be handled each one of the supervisors should suggest
what could be the best solution of the grievance. The grievant should
understand clearly the outcome of handling grievance and one supervisor
should not listen on the decision/suggestion of another.
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 Do not discuss grievances of striking employees during an illegal work
stoppage. The supervisor is not allowed to stop an employee from work he
should first get consent from the top management and arbitration.
 Do not commit the company in areas beyond your limits of authority and
responsibility as a supervisor you should now your levels where you begin
and where you stop not to work beyond your powers. It is not good to
work a job which is supposed to be performed by top management. It
would be undermining managers which are unfair.
 Do not give away your copy of the written grievance. The copy of the
written grievances should be kept secretary from public. It is deserved
for grievant and management. The written grievance contain complaints
concerns are affecting the employee and he presents is to supervisors
and once the supervisors see that the grievance cannot be managed, he
sends it to other levels until it reaches arbitration (4 th stage).
 Do not settle the grievance when you are in doubt. The grievance should
be handled well and correct because any mistake made may cause
dissatisfaction of the grievance and the supervisor should not settle
grievances when is not sure, this is because he may make a decision that
affects either side and employees is always interested in handling his
grievance undoubtedly.
 Do not argue grievance issue off the work premises. The issues which are
supposed to be handled are issues which within the company and any issue
beyond company premises is supposed to be handled. This is because it
will be beyond company powers.
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 Other don’ts in handling grievance thus do not deny grievances on the
ground that your ands have been tied by mangers do not agree to informal
amendments in the contract. Do not treat as “arbitration” claims
demanding the disciplinary action or discharge of management members.
Do not relinquish your authority to the trade union, do not make mutual
consent agreements regarding future course of action.
When there is a grievance or dispute where a unionized employee is involved,
the following procedure can be followed to handle the disp
A grievance procedure can be understood from the following diagram

Arbitration
Management Trade Union
Step IV
Top management Top Union leaders
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Middle level managers Middle level Union Leaders
STAFF WELFARE
Step III
Step II
Step I
Diagram grievance redressal machinery
As from the diagram, the first-line supervisor gets the opportunity for
dealing with grievance of the employee. If an organization is unionized, a
representative of the union also joins the supervisor in settling the
grievance. In the second step, a personal/functional manager may come into
a picture of setting a grievance here, a middle-level union leader join. If the
grievance remains unsettled, top management along top union leaders sit
together to settle the grievances involving companywide issues. If the
grievances remain unsettled as final step, an outside arbitration is called for
and grievances are referred to arbitrations.
Open door policy. A grievance redressal may be of an open-door type or of a
step-by step leader style. In the case of open-door policy, a general
invitation to all employees is sent to in formality drop in the room of
executives or supervisors at any time and have their grievances attended to.
In small organizations, it is possible to have an open-door policy but in large
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organizations it would not be practicable because managers run short of time
to attend to the grievances of workers.
6. TRADE DISPUTES & TRADE UNIONS
6.1. Introduction and definition
A trade union is an association of workers formed with the object of
improving the conditions of workers. It is formed for protecting the
interests of workers. Workers have little bargaining capacity when they are
unorganized. In fact, trade union movement began against the exploitation of
workers by certain managements under the capitalist system.
A trade union is an organisation made up of members (a membership-based
organisation) and its membership must be made up mainly of workers. One of
a trade union's main aims is to protect and advance the interests of its
members in the workplace.
Most trade unions are independent of any employer. However, trade unions
try to develop close working relationships with employers. This can
sometimes take the form of a partnership agreement between the employer
and the trade union which identifies their common interests and objectives.
6.2. Aims of trade unions
The following are the objectives of trade union:
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 To improve the economic lot of workers by securing them better
wages.
 To secure for workers better working conditions.
 To secure bonus for the workers from the profits of the
enterprise/organization.
 To ensure stable employment for workers and resist the schemes of
management which reduce employment opportunities.
 To provide legal assistance to workers in connection with disputes
regarding work and payment of wages.
 To protect the jobs of labour against retrenchment and layoff etc.
 To ensure that workers get as per rules provident fund, pension and
other benefits.
 To secure for the workers better safety and health welfare schemes.
 To secure workers participation in management.
 To inculcate discipline, self-respect and dignity among workers.
 To ensure opportunities for promotion and training.
 To secure organizational efficiency and high productivity.
 To generate a committed industrial work force for improving
productivity of the system.
6.3. Functions of Trade Unions:
 Collective bargaining with the management for securing better work
environment for the workers/ employees.
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 Providing security to the workers and keeping check over the hiring and
firing of workers.
 Helping the management in redressal of grievances of workers at
appropriate level.
 If any dispute/matter remains unsettled referring the matter for
arbitration.
 To negotiate with management certain matters like hours of work, fringe
benefits, wages and medical facilities and other welfare schemes.
 To develop cooperation with employers.
 To arouse public opinion in favour of labour/workers.
6.4. Benefits of Trade Union:
Workers join trade union because of a number of reasons as given
below:
 A worker feels very weak when he is alone. Union provides him an
opportunity to achieve his objectives with the support of his fellow
colleagues.
 Union protects the economic interest of the workers and ensures a
reasonable wage rates and wage plans for them.
 Union helps the workers in getting certain amenities for them in addition
to higher wages.
 Union also provides in certain cases cash assistance at the time of
sickness or some other emergencies.
 Union organize negotiation between workers and management and are
instruments for settlement of disputes.
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 Trade union is also beneficial to employer as it organizes the workers
under one banner and encourages them follow to peaceful means for
getting their demands accepted.
 Trade union imparts self-confidence to the workers and they feel that
they are an important part of the organization.
 It provides for promotion and training and also helps the workers to go to
higher positions.
 It ensures stable employment for the workers and opposes the motive of
management to replace the workers by automatic machines.
 Workers get an opportunity to take part in the management and oppose
any decision which adversely affects them.
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References
Armstrong, M. (2006). A Handbook of Human Resource Management Practice
10th edition. London and Philadelphia: Kogan Page Limited.
Martin, A. (1967). Welfare at Work, . Batsford, London.
R.C.Sharma. (2016). lndustrial Relation and Labour Legislation. Delhi: PHI

Learning Private Limited.
Kumar,H.l. (2010). Labour Laws. Universal law publishing.
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STAFF WELFARE

wellbeing of employees. It means anything done for the comfort and

(intellectual or social) improvement of the employees, over and above the

welfare’ ’employees’ welfare’ and ‘workers’ welfare’ are used interchangeably

to denote various services provided by the employers to the employees in

(Martin, 1967) and cited by (Armstrong, 2006);

Staff spend at least half their waking time at work or in getting to it or

organization. People are entitled to be treated as full human beings with

According to Arthur J. T., (2010) “Employee welfare means anything done

for the comfort and improvement, intellectual or social of the employees

According to ILO (International Labour Organisation), “Staff welfare should

be understood as such service, facilities and amenities which may be

established in or in the vicinity of undertakings to enable the persons

employed in them to perform their work in healthy and peaceful

Staff welfare initiatives are designed to look at reducing absences from

work as a result of illness or injury as well as encouraging and promoting

aspect of the employee’s life.

class, to bring about holistic development of the worker’s personality and so

on. Employee welfare is in the interest of employee, employer and the

society as a whole. It enables workers to perform their work in healthy and

favorable environment. Hence, it improves efficiency of workers and keeps

them content, thereby contributing to high employee morale. It also

makes them good citizens of the nation.

are included in employee welfare.

What sort of welfare services?

Welfare services fall into two categories as highlighted by (Armstrong,

2006) . These include;

 Individual or personal services in connection with sickness, bereavement,

domestic problems, employment problems, and elderly and retired

retired staff and benevolent organizations.

1.3. Types of staff welfare

Employee welfare can be divided into two categories, namely:

(1) Statutory, and

Statutory staff welfare

This is where government has passed a number of legislations in order to set

minimum standards of safety and welfare for the employees at their

such as washing, storing, first-aid appliances, hours of work, sanitation, etc.

Voluntary staff welfare

This is where the employers voluntarily provide welfare amenities to the

more concerned with the welfare of their employees. Many organizations

provide adequate transport and similar other facilities to their employees.

Facilities for recreation, medical treatment, free meals or subsidized meals,

within and outside the organisation premises.

(i) Welfare and amenities within the organisation premises.

(ii) Welfare and facilities outside organisation premises.

Welfare and amenities within the organisation premises include – provision

canteens, arrangement of drinking water, arrangement for prevention of

fatigue, administrative arrangement within the plant to look after welfare,

uniforms and protective clothing, and shift allowance.

Welfare and amenities outside the organisation premises include – maternity

benefit, social insurance, benevolent fund, medical facilities, education

facilities, housing facilities, recreational facilities, holiday/leave and travel

facilities, workers’ cooperatives, other programme for the welfare of

1.4. Objectives of Staff Welfare

(i) To enhance the level of morale of employees.

(ii) To create a loyal, contented workforce in organization.

(iv) To enable the workers to live comfortably and happily.

(v) To develop efficiency of the workers.

(vi) To reduce influence of trade unions over the workers.

(vii) To expose philanthropic and benevolent activities of the company.

(ix) To develop positive attitude towards job, company and management.

(x) To reduce tax burden.

(xi) To develop a feeling of satisfaction of employees with the company.