1

Chapter-1

Introduction



From the study it should be known that there are various welfare facilities provided by
the company to their employees like canteen facility, education facility, housing facility,
transportation facility and medical facility and special facilities also provided by the company
to their employees like loan facility, residential facility and mobile facility. Company also
provided allowances to employees like night shift allowance, festival allowance, shift duty
allowance and bonus.

Employee welfare work aims at providing such service facilities and Amenities which
enable the workers employed in an organization to perform their work in healthy congenial
surrounding conductive to good health and high morale. Employee welfare is
a comprehensive term including various services, benefits and facilities offered by
the employer. Through such generous fringe benefits the employer makes life worth living
for employees.







2

Chapter-2
Industrial Profile


Ever since 1957, the Plastics Industry in India has made significant achievements as it made a
modest but promising beginning by commencing production of Polystyrene. The chronology
of manufacture of Indian polymers is summarized as under:- 1957-Polystyrene , 1959-LDPE
,1961-PVC , 1968- HDPE ,1978-Polypropylene. Such potential Indian market has motivated
the entrepreneurs in the country to acquire technical expertise, achieve high quality standards
and build capacities in various facets of the booming plastic industry. The Phenomenal
Developments in the plastic machinery sector is coupled with the developments in the
petrochemical sector, both of which support the plastic processing sector.
This has facilitated the plastic processors to build capacities for the service of both the
domestic market and the markets overseas. Today Indian Plastic processing sector comprises
of over 30,000 units involved in producing a variety of items through injection molding, blow
molding, extrusion and calendaring. The Capacities built in most segments of this industry
coupled with inherent capabilities has made us capable of servicing the overseas markets. The
Indian plastic industry has taken great strides and in the past few decades, the industry has
grown to the status of a leading sector in the country with a sizable base.
Plastic material is gaining notable importance in different spheres of activity and the per
capita consumption is increasing at a fast pace. Continuous advancements and developments
in Plastic technology, processing machineries, expertise, and cost effective manufacturing is
fast replacing the typical materials. On the basis of value added share, the Indian Plastic
industry is about 0.5% of India's GDP. The export of plastic products also yields about 1% of
the country's exports. The sector has a large presence of small scale companies in the
industry, which account for more than 50% turnover of the industry and provides
employment to an estimated 0.4 million people in the country. Approximately Rs.100 billion
are invested in the form of fixed assets in the plastic processing industry.
3

The Indian Plastic industry is facing severe demand crunch in the domestic industry for quite
some time. Demand for major polymers was 10% lower in Q2 this financial year as compared
to the same period last year. The slowdown demand is adversely affecting the industry
comprising of 15 raw material producers and there are about 26,000 processing units in the
country with adverse impact on the employment of 3.3 million people associated with this
industry. The contribution of the plastic industry in the economic growth of countries the
world has been great.
Today in India there are about 22000 plastic processing units and 150 plastic processing
machinery manufactures. The machinery units supply over 2500 machineries per annum. In
198, the All India Plastic Industries Association was incorporated to solve various issue
related to import duty of polymers.
In the year 2006, the value of world plastic export was US$ 375 billion and the share of India
was less than 1 % with exports of worth US$ 3.187 billion. During this same period the
percentage of growth in export was 21%. During this trend of growth in exports, the exports
of plastic raw material increased from 55% to 60% of the total export of plastic goods, while
the export of processed plastic goods was a negative growth from 45% to 9%. According to
recent reports of analysts, the industry is said to be losing an opportunity of USD 300 million
through value addition on the raw materials that are exported. Indian Plastic Industry today is
symbolizing a promising industry and at the same time creating new employment
opportunities for people in the country. The per capita consumption of plastic products in
India is growing and is moving towards 8% GDP growth.








4


Latest developments

The Indian Plastic industry is at the verge of high growth rate over about 10%-12% which is
contributed by high growth rates, in turn, from the end-user industries. This trend has mainly
been driving the automotive sector, since the economy is already showing signs of recovery
from the downturn.
As the Plastic industry is heavily dependent on automotive sector, launching of new cars in
the small segments are expected to drive the demand for plastics.
India is likely to dominate the rest of the world's Plastic with the domestic per capita
consumption set to double by 2012. As the domestic Indian Plastic Industry expects for the
investment of nearly $80 billion over the next four years.
Indian government has identified the petrochemicals industry as a 'high priority' sector, as it
is owing to the fact that plastics play an important role in providing the basic necessities for
everyday use, while it is conserving the scarce natural resources.
Plastic plays a significant role in the key sectors of the economy, including agriculture, water
management, automobiles, transportation, construction, telecommunication and electronics,
besides defense and aerospace, computers and power transmissions.






5

Chapter-3
Company profile



History of Company:-

Marvel Enterprise Pvt Ltd . known as the reliable and efficient partner in plastic industry
since 1973.Before 40 years, Marvel Enterprise Pvt Ltd . started as a small structured
family-owned enterprise and today it has established as the most renowned, reputed and
reliable partner for the plastic processing industry in India as well as Global market. Marvel
Enterprise Pvt Ltd . has won its customers continued trust by always providing them with a
perfect solution to their specific supplies, and this has helped Marvel Enterprise Pvt Ltd to
emerge as a market leader with about 70% Indian market share of high intensity mixers.

Marvel Enterprise Pvt Ltd is committed to work towards its goal, that of attaining global
leadership in the manufacturing of machinery and equipment for the plastic industry.










6



Vision Statement:-



To be the world leader in mixing technology by implementing latest inventions in
electro-mechanism and essence of our vast experience.



Mission Statement:-


To deliver best quality to our customer we always do R&D, motivate our existing
manpower, invest in skilled manpower and accept desired changes.












Marvel Enterprise Pvt Ltd services:

7

Marvel Enterprise Pvt Ltd fluidizing mixers are high speed mixers, used to mix solid to solid,
liquid and pasty components. It is simply physical mixer, where the heat generates due to
friction is utilities for mixing and hence known as HEATER MIXER. The material may be
sintered, agglomerated, dried, degassed or colored.








Other Specialties:-

Flow deflector optimum setting of charge path and mixing process.
Repaid homogenization.
Temperature probes measure temperature of material infiltration to bearings.
Low slipping ensures full energy transfer.
Low maintenance.


Marvel Enterprise Pvt Ltd Cooler Mixer which is placed in line with HEATER MIXER
which is cools it down at maximum temperature where it can be stored safely. The cooling
cycle is always shorter than the heating cycle. The special designed tool throws the material
on the large contact surface of vessel including conical hollow ring of S.S to decrease the
cooling cycle.

OTHER SPECIALTIES:-

- Increase in cooling surface
8

- Reducing in cooling time through forced circulation of mixing charge.
- Easy fitting to remove mixing tool.
- Water connection fixed out side vessel to have moisture free mix.
- Jacket for cooling with circulation of cooling water.
- Optimum dimensions of the cooling surface.
- Intensive cooling of the mixed materials.
- Cooling in line with heater mixer.




Other Product Details:-

(1) High speed heater cooler mixers.
(2) Automatic Material Handling Mixer
(3) Conical Twin-screw Extruders.
(4) Single screw extruders.
(5) Lab Extruders.
(6) Lab Mixer.
(7) Two Roll Mill.
(8) Hydraulic Press.

9

Chapter-4
Employees Downsizing

EMPLOYEE DOWNSIZING
"Next to the death of a relative or friend, there's nothing more traumatic than losing a job.
Corporate cutbacks threaten the security and self-esteem of survivors and victims alike. They
cause turmoil and shatter morale inside organizations and they confirm the view that profits
always come before people."
- Laura Rubach, I ndustry Analyst, in 1994.
"The market is going to determine where we stop with the layoffs."
- Tom Ryan, a Boeing spokesman, in August 2002
DOWNSIZING BLUES ALL OVER THE WORLD
The job markets across the world looked very gloomy in the early 21st century, with many
companies having downsized a considerable part of their employee base and many more
revealing plans to do so in the near future. Companies on the Forbes 500 and Forbes
International 800 lists had laid off over 460,000 employees' altogether, during early 2001
itself.
This trend created havoc in the lives of millions of employees across the world, Many people
lost their jobs at a very short or no advance notice, and many others lived in a state of
10

uncertainty regarding their jobs. Companies claimed that worldwide economic slowdown
during the late-1990s had had forced them to downsize, cut costs, optimize resources
and survive the slump. Though the concept of downsizing had existed for a long time, its
use had increased only recently, since the late-1990s. (Refer Table I for information on
downsizing by major companies).

Analysts commented that downsizing did more damage than good to the companies as it
resulted in low morale of retained employees, loss of employee loyalty and loss of
expertise as key personnel/experts left to find more secure jobs. Moreover, the uncertain
job environment created by downsizing negatively effected the quality of the work
produced. Analysts also felt that most companies adopted downsizing just as a 'me-too'
strategy even when it was not required.
However, despite these concerns, the number of companies that chose to downsize their
employee base increased in the early 21st century. Downsizing strategy was adopted by
almost all major industries such as banking, automobiles, chemical, information
technology, fabrics, FMCG, air transportation and petroleum. In mid-2002, some of the
major companies that announced downsizing plans involving a large number of employees
included Jaguar (UK), Boeing (US), Charles Schwab (US), Alactel (France), Dresdner
(Germany), Lucent Technologies (US), Ciena Corp. (US) and Goldman Sachs Group (US).
Even in companies' developing countries such as India, Indonesia, Thailand, Malaysia and
South Korea were going in for downsizing.
TABLE I
DOWNSIZING BY MAJOR COMPANIES (1998-2001)
11

YEAR COMPANY INDUSTRY
No. of Employees
Downsized
1998 Boeing Aerospace 20,000
1998 CitiCorp Banking 7,500
1998 Chase Manhattan Bank Banking 2,250
1998 Kellogs FMCG 1,00
1998 BF Goodrich Tyres 1,200
1998 Deere & Company Farm Equipment 2,400
1998 AT&T Telecommunications 18,000
1998 Compaq IT 6,500
1998 Intel IT 3,000
1998 Seagate IT 10,000
1999 Chase Manhattan Bank Banking 2,250
1999 Boeing Aerospace 28,000
1999 Exxon-Mobil Petroleum 9,000
2000 Lucent Technologies IT 68,000
2000 Charles Schwab IT 2,000
2001 Xerox Copiers 4,000
12

2001 Hewlett Packard IT 3,000
2001 AOL Time Warner Entertainment 2,400


THE FIRST PHASE
Till the late-1980s, the number of firms that adopted downsizing was rather limited, but the
situation changed in the early-1990s. Companies such as General Electric (GE) and General
Motors (GM) downsized to increase productivity and efficiency, optimize resources and
survive competition and eliminate duplication of work after M&As. Some other
organizations that made major job cuts during this period were Boeing (due to its merger with
McDonnell Douglas), Mobil (due to the acquisition of Exxon), Deutsche Bank (due to its
merger with Bankers Trust) and Hoechst AG (due to its merger with Rhone-Poulenc SA).
According to analysts, most of these successful companies undertook downsizing as a
purposeful and proactive strategy. These companies not only reduced their workforce, they
also redesigned their organizations and implemented quality improvement programs.
During the early and mid-1990s, companies across the world (and especially in the US),
began focusing on enhancing the value of the organization as a whole. According to Jack
Welch, the then GE CEO, "The ultimate test of leadership is enhancing the long-term value
of the organization. For leaders of a publicly held corporation, this means long-term
shareholder value." In line with this approach to leadership, GE abandoned policy of lifetime
employment and introduced the concept of contingent employment. Simultaneously, it began
offering employees the best training and development opportunities to constantly enhance

13

their skills and performance and keep pace with the changing needs of the workplace.
During this period, many companies started downsizing their workforce to improve the image
of the firm among the stockholders or investors and to become more competitive. The
chemical industry came out strongly in favor of the downsizing concept in the early 1990s.
Most chemical and drug companies restricted their organizations and cut down their
employee base to reduce costs and optimize resources.

As the perceived value of the downsized company was more than its actual value,
managers adopted downsizing even though it was not warranted by the situation. A few
analysts blamed the changes in the compensation system for executive management for the
increase in the number of companies downsizing their workforce in 1990s. In the new
compensation system, managers were compensated in stock options instead of cash. Since
downsizing increased the equity value (investors buy the downsizing company's stocks in
hope of future profitability) of the company, managers sought to increase their wealth
through downsizing. Thus, despite positive economic growth during the early 1990s,
over 600,000 employees were downsized in the US in 1993.

However, most companies did not achieve their objectives and, instead, suffered the
negative effects of downsizing. A survey conducted by the American Management
Association revealed that less than half of the companies that downsized in the 1990s saw an
increase in profits during that period. The survey also revealed that a majority of these
companies failed to report any improvements in productivity.One company that suffered
greatly was Delta Airlines, which had laid off over 18,000 employees during the early
1990s. Delta Airlines realized in a very short time that it was running short of people for its
baggage handling, maintenance and customer service departments. Though Delta succeeded
14

in making some money in the short run, it ended up losing experienced and skilled workers,
as a result of which it had to invest heavily in rehiring many workers.

As investors seemed to be flocking to downsizing companies, many companies saw
downsizing as a tool for increasing their share value. The above, coupled with the fact that
senior executive salaries had increased by over 1000% between 1980 and 1995, even as the
layoff percentage reached its maximum during the same period, led to criticism of
downsizing.In light of the negative influence that downsizing was having on both the
downsized and the surviving employees, some economists advocated the imposition of a
downsizing tax (on downsizing organizations) by the government to discourage companies
from downsizing. This type of tax already existed in France, where companies downsizing
more than 40 workers had to report the same in writing to the labor department. Also, such
companies had liable to pay high severance fees, contribute to an unemployment fund, and
submit a plan to the government regarding the retraining program of its displaced employees
(for their future employment). The tax burden of such companies increased because they
were no longer exempt from various payroll taxes.

However, the downsizing tax caused more problems than it solved. As this policy restrained a
company from downsizing, it damaged the chances of potential job seekers to get into the
company. This tax was mainly responsible for the low rate of job creation and high rates of
unemployment in many European countries, including France.



15

THE SECOND PHASE
By the mid-1990s, factors such as increased investor awareness, stronger economies, fall in
inflation, increasing national incomes, decrease in level of unemployment, and high profits,
reduced the need for downsizing across the globe. However, just as the downsizing trend
seemed to be on a decline, it picked up momentum again in the late-1990s, this time
spreading to developing countries as well.This change was attributed to factors such as
worldwide economic recession, increase in global competition, the slump in the IT industry,
dynamic changes in technologies, and increase in the availability of a temporary employee
base. Rationalization of the labor force and wage reduction took place at an alarming rate
during the late 1990s and early 21st century, with increased strategic alliances and growing
popularity of concepts such as lean manufacturing and outsourcing .

Criticism of downsizing and its ill-effects soon began resurfacing. Many companies suffered
from negative effects of downsizing and lost some of their best employees. Other problems
such as the uneven distribution of employees (too many employees in a certain division and
inadequate employees in another), excess workload on the survivors, resistance to change
from the survivors, reduced productivity and fall in quality levels also cropped up. As in the
early 1990s, many organizations downsized even though it was not necessary, because it
appeared to be the popular thing to do.

Due to the loss of experienced workers, companies incurred expenditure on overtime pay and
employment of temporary and contract workers. It was reported that about half of the
companies that downsized their workforce ended up recruiting new or former staff within a
few years after downsizing because of insufficient workers or lack of experienced people.
The US-based global telecom giant AT&T was one such company, which earned the dubious
16

reputation of frequently rehiring its former employees because the retained employees were
unable to handle the work load.
AT&T frequently rehired former employees until it absorbed the 'shock' of downsizing. It
was also reported that in some cases, AT&T even paid recruitment firms twice the salaries of
laid-off workers to bring them back to AT&T. A former AT&T manager commented, "It
seemed like they would fire someone and [the worker] would be right back at their desk the
next day." Justifying the above, Frank Carrubba, Former Operations Director, AT&T, said,
"It does not happen that much, but who better to bring back than someone who knows the
ropes?" Very few people bought this argument, and the rationale behind downsizing and then
rehiring former employees/recruiting new staff began to be questioned by the media as well
as the regulatory authorities in various parts of the world.

Meanwhile, allegations that downsizing was being adopted by companies to support the
increasingly fat pay-checks of their senior executives increased. AT&T was again in the news
in this regard. In 1996, the company doubled the remuneration of its Chairman, even as over
40,000 employees were downsized. Leading Internet start-up AOL was also criticized for the
same reasons. The increase in salary and bonuses of AOL's six highest paid executive officers
was between 8.9% to 25.2% during 2000. The average increase in salary and bonus of each
officer was about 16%, with the remuneration of the CEO exceeding $73 million during the
period. Shortly after this raise, AOL downsized 2,400 employees in January 2001.

Following the demand that the executive officers should also share in the 'sacrifice' associated
with downsizing, some companies voluntarily announced that they would cut down on the
remuneration and bonuses of their top executives in case of massive layoffs. Ford was one of
the first companies to announce such an initiative. It announced that over 6,000 of its top
17

executives, including its CEO, would forgo their bonus in 2001. Other major companies that
announced that their top executives would forgo cash compensations when a large number of
workers were laid off were AMR Corp., Delta, Continental and Southwest Airlines. In
addition to the above, companies adopted many strategies to deal with the criticisms they
were facing because of downsizing.
TACKLING THE EVILS OF DOWNSIZING
During the early 21st century, many companies began offering flexible work arrangements to
their employees in an attempt to avoid the negative impact of downsizing. Such an
arrangement was reported to be beneficial for both employees as well as the organization. A
flexible working arrangement resulted in increased morale and productivity; decreased
absenteeism and employee turnover, reduced stress on employees; increased ability to recruit
and retain superior quality employees improved service to clients in various time zones; and
better use of office equipment and space. This type of arrangement also gave more time to
pursue their education, hobbies, and professional development, and handle personal
responsibilities.
The concept of contingent employment also became highly popular and the number of
organizations adopting this concept increased substantially during the early 21st century.
According to the Bureau of Labor Statistics (BLS), US, contingent employees were those
who had no explicit or implicit contract and expected their jobs to last no more than one year.
They were hired directly by the company or through an external agency on a contract basis
for a specific work for a limited period of time.Companies did not have to pay unemployment
taxes, retirement or health benefits for contingent employees. Though these employees
appeared on the payroll, they were not covered by the employee handbook (which includes

18

the rights and duties of employers and employees and employment rules and regulations). In
many cases, the salaries paid to them were less than these given to regular employees
performing similar jobs. Thus, these employees offered flexibility without long-term
commitments and enabled organizations to downsize them, when not required, without much
difficulty or guilt. Analysts commented that in many cases HR managers opted for contingent
employees as they offered the least resistance when downsized.
However, analysts also commented that while contingent employment had its advantages, it
posed many problems in the long run. In the initial years, when contingent employment was
introduced, such employees were asked to perform non-critical jobs that had no relation to an
organization's core business. But during the early 2000s, contingent employees were
employed in core areas of organizations. This resulted in increased costs as they had to be
framed for the job. Not only was training time consuming, its costs were recurring in nature
as contingent employees stayed only for their specified contract period and were soon
replaced by a new batch of contingent employees. Productivity suffered considerably during
the period when contingent employees were being trained. The fact that such employees were
not very loyal to the organization also led to problems.

Analysts also found that most contingent employees preferred their flexible work
arrangements and were not even lured by the carrot (carrot and stick theory of motivation) of
permanent employment offered for outstanding performance. In the words of Paul Cash,
Senior Vice President, Team America (a leasing company), "It used to be that you worked as
a temp to position yourself for a full-time job. That carrot is not there any more for
substantial numbers of temps who prefer their temporary status. They do not understand your
rules, and if they are only going to be on board for a month, they may never understand."
With such an attitude to remain outside the ambit of company rules and regulations,
19

contingent employees reportedly failed to develop a sense of loyalty toward the organization.
Consequently, they failed to completely commit themselves to the goals of the organization.

According to some analysts, the contingent employment arrangement was not beneficial to
contingent employees. Under the terms of the contract, they were not eligible for health,
retirement, or overtime benefits. Discrimination against contingent employees at the
workplace was reported in many organizations. The increasing number of contingent
employees in an organization was found to have a negative effect on the morale of regular
employees. Their presence made the company's regular employees apprehensive about their
job security. In many cases regular employees were afraid to ask for a raise or other benefits
as they feared they might lose their jobs. Though contingent employment seemed to have
emerged as one of the solutions to the ills of downsizing, it attracted criticism similar to those
that downsizing did. As a result, issues regarding employee welfare and the plight of
employees, who were subject to constant uncertainty and insecurity regarding their future,
remained unaddressed. Given these circumstances, the best option for companies seemed to
be to learn from those organizations that had been comparatively successful at downsizing.
LESSONS FROM THE 'DOWNSIZING BEST PRACTICES' COMPANIES
In the late 1990s, the US government conducted a study on the downsizing practices of firms
(including major companies in the country). The study provided many interesting insights
into the practice and the associated problems. It was found that the formulation and
communication of a proper planning and downsizing strategy, the support of senior leaders,
incentive and compensation planning and effective monitoring systems were the key factors
for successful downsizing.
20

In many organizations where downsizing was successfully implemented and yielded positive
results, it was found that senior leaders had been actively involved in the downsizing process.
Though the downsizing methods used varied from organization to organization, the active
involvement of senior employees helped achieve downsizing goals and objectives with little
loss in quality or quantity of service. The presence and accessibility of senior leaders had a
positive impact on employees - those who were downsized as well as the survivors.
According to a best practice company source, "Managers at all levels need to be held
accountable for - and need to be committed to - managing their surplus employees in a
humane, objective, and appropriate manner. While HR is perceived to have provided
outstanding service, it is the managers' behavior that will have the most impact." In many
companies, consistent and committed leadership helped employees overcome organizational
change caused by downsizing.

HR managers in these companies participated actively in the overall downsizing exercise.
They developed a employee plan for downsizing, which covered issues such as attrition
management and workforce distribution in the organization. The plan also included the
identification of skills needed by employees to take new responsibilities and the development
of training and reskilling programs for employees. Since it may be necessary to acquire other
skills in the future, the plan also addressed the issue of recruitment planning.

Communication was found to be a primary success factor of effective downsizing programs.
According to a survey conducted in major US companies, 79% of the respondents revealed
that they mostly used letters and memorandums from senior managers to communicate
information regarding restructuring or downsizing to employees. However, only 29% of the
respondents agreed that this type of communication was effective.
21

The survey report suggested that face-to-face communication (such as briefings by managers
and small group meetings) was a more appropriate technique for dealing with a subject as
traumatic (to employees) as downsizing. According to best practice companies, employees
expected senior leaders to communicate openly and honestly about the circumstances the
company was facing (which led to downsizing).

These companies also achieved a proper balance between formal and informal forms of
communication. A few common methods of communication adopted by these companies
included small meetings, face to face interaction, one-on-one discussion, breakfast
gatherings, all staff meetings, video conferencing and informal employee dialogue sessions,
use of newsletters, videos, telephone hotlines, fax, memoranda, e-mail and bulletin boards;
and brochures and guides to educate employees about the downsizing process, employee
rights and tips for surviving the situation. Many organizations encouraged employees to voice
their ideas, concerns or suggestions regarding the downsizing process. According to many
best practice organizations, employee inputs contributed considerably to the success of their
downsizing activities as they frequently gave valuable ideas regarding the restructuring,
increase in production, and assistance required by employees during downsizing.

Advance planning for downsizing also contributed to the success of a downsizing exercise.
Many successful organizations planned in advance for the downsizing exercise, clearly
defining every aspect of the process. Best practice companies involved employee union
representatives in planning. These companies felt it was necessary to involve labor
representatives in the planning process to prevent and resolve conflicts during
downsizing.According to a survey report, information that was not required by companies for
their normal day-to-day operations, became critical when downsizing. This information had
22

to be acquired from internal as well as external sources (the HR department was responsible
for providing it). From external sources, downsizing companies needed to gather information
regarding successful downsizing processes of other organizations and various opportunities
available for employees outside the organization. And from internal sources, such companies
need to gather demographic data (such as rank, pay grade, years of service, age, gender and
retirement eligibility) on the entire workforce. In addition, they required information
regarding number of employees that were normally expected to resign or be terminated, the
number of employees eligible for early retirement, and the impact of downsizing on women,
minorities, disabled employees and old employees.
The best practice organizations gathered information useful for effective downsizing from all
possible sources. Some organizations developed an inventory of employee skills to help
management take informed decisions during downsizing, restructuring or staffing. Many best
practice organizations developed HR information systems that saved management's time
during downsizing or major restructuring by giving ready access to employee information.
The major steps in the downsizing process included adopting an appropriate method of
downsizing, training managers about their role in downsizing, offering career transition
assistance to downsized employees, and providing support to survivors. The various
techniques of downsizing adopted by organizations included attrition, voluntary retirement,
leave without pay or involuntary separation (layoffs). According to many organizations, a
successful downsizing process required the simultaneous use of different downsizing
techniques. Many companies offered assistance to downsized employees and survivors, to
help them cope with their situation.Some techniques considered by organizations in lieu of
downsizing included overtime restrictions, union contract changes, cuts in pay, furloughs,
shortened workweeks, and job sharing. All these approaches were a part of the 'shared pain'
23

approach of employees, who preferred to share the pain of their co-workers rather than see
them be laid-off. Training provided to managers to help them play their role effectively in the
downsizing process mainly included formal classroom training and written guidance (on
issues that managers were expected to deal with, when downsizing). The primary focus of
these training sessions was on dealing with violence in the workplace during downsizing.

According to best practice companies, periodic review of the implementation process and
immediate identification and rectification of any deviations from the plan minimized the
adverse effects of the downsizing process. In some organizations, the progress was reviewed
quarterly and was published in order to help every manager monitor reductions by different
categories. These categories could be department, occupational group (clerical,
administrative, secretarial, general labor), reason (early retirement, leave without pay,
attrition), employment equity group (women, minorities, disabled class) and region. Senior
leaders were provided with key indicators (such as the effect of downsizing on the
organizational culture) for their respective divisions. Some organizations tracked the progress
and achievement of every division separately and emphasized the application of a different
strategy for every department as reaction of employees to downsizing varied considerably
from department to department.

Though the above measures helped minimize the negative effects of downsizing, industry
observers acknowledged the fact that the emotional trauma of the concerned people could
never be eliminated. The least the companies could do was to downsize in a manner that did
not injure the dignity of the discharged employees or lower the morale of the survivors.


24


QUESTIONS FOR DISCUSSION
1. Explain the concept of downsizing and describe the various downsizing techniques.
Critically evaluate the reasons for the increasing use of downsizing during the late
20th century and the early 21st century. Also discuss the positive and negative effects
of downsizing on organizations as well as employees (downsized and remaining).
2. Why did contingent employment and flexible work arrangements become very popular
during the early 2000s? Discuss. Evaluate these concepts as alternatives to downsizing in
the context of organizational and employee welfare.

3. As part of an organization's HR team responsible for carrying it through a downsizing
exercise, discuss the measures you would adopt to ensure the exercise's success. Given
the uncertainty in the job market, what do you think employees should do to survive the
trauma caused by downsizing and prepare themselves for it?








25





Chapter-5

Theoretical Aspect of the project


Introduction:

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

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

26

Meaning:

The word labour means any productive activity. In a broader sense therefore the phrase
labour welfare means the adoption of measures to promote the physical, social, psychological
and general well-being of the working population. Welfare work in any industry aims at
improving the working and living conditions of workers


Definitions:

The Oxford dictionary defines employee welfare as Efforts to make life worth living
for workers. In the words of R.Rhopkins welfare is fundamentally an Attitude of the mind
on the part of management activities is under taken.






Aim of welfare:

The main aim of providing the welfare measures is to bring the development in the
personality of the worker his social, psychological, moral, cultural and intellectual
development to make him a good worker a good citizen and a good member of the family





Need for welfare work:

The need for employee welfare arises from very of the industrial system which is
characterized by two basic factors.
27

The conditions under which work is carried on or no congenial for health.
When a employee joins in an industry he has to work in an entirely strange atmosphere which
creates problem of adjustment with one another. Call these two factors the long arm of the
job and the social invasion of the factory.
The need for employee welfare was strongly felt by the royal commission on employee as
and back as in 1931, primarily because of a lack of commitment to industrial work among
factory workers and the harsh treatment they received from their employers.
This need was emphasized in free India by the constitution, which contains the following
articles in this regard Article 41 the state shall within the limits of its economic capacity
and development make effective provision for security.

The right to work and right to education and right to public assistance in the case of
unemployment, old age, sickness and disablement and in other cases of understand.

Article 42 the state shall make provision for securing just and human conditions of work and
for maternity relief.

Article -43 the state shall Endeavour to ensure by suitable legislation (or) economic
organization in any other way to all workers agricultural, industrial (or) other From the above
analysis, satisfaction of employees towards safety equipment provided by the company wise
work a wage conditions of work ensuring a decent standard of life and full enjoyment of
leisure and social and cultural opportunities and in particular the state shall Endeavour to
promote cottage industries on an individual (or) operative basis in rural areas.





Improvement of welfare:
28


It influences the sentiment of the workers:
Welfare activities such as educational facilities influence the sentimental
atmosphere of the factory to develop the feeling of friendship.


Social advantages of welfare of workers:
It improves the workers physique and reduce incidence of eyes, mental
efficiently and economic productivity of workers.


Realization of workers importance:
Workers realized that they have also some take in undertaking and reduce
any reckless on their part and will be realized by the employees.



Reduce turn over and absenteeism:
Whatever improves conditions of the work and life of employees will
reduce their absenteeism and turnover from one to another.


It improves the standards of living workers:
Welfare activities such as medical, canteen facilities and housing facilities
improve the standard of living of workers and their role in the economic development of our
country


Merits of welfare measures:

29

The industrial worker is a soldier safeguarding the social and economic factors of the
industrial economy, and his/her actions and interactions with in the industrial framework will
have a great impact and influence on industrial development.
The social and economic aspects of the life of a worker have a direct influence on the social
and economic development of the nation. There is every need to take extra care of the worker
to provide both statutory and non-statutory facilities to him/her.
Welfare facilities, besides removing dissatisfaction, help to develop loyalty in workers
towards the organization.
Welfare may help minimize social evils, such as alcoholism, gambling, prostitution, drug
addiction and the like. A worker is likely to fall a victim to any of these if he/she is
dissatisfied or frustrated. Welfare facilities tend to make the worker happy, cheerful and
confident looking.


REVIEW OF LITERATURE:

P.L. Rao, in his Labour Legislation in the Making, opines that professional bodies
like National Institute of Personnel Management should constitute a standing committee to
monitor the proceedings in the Parliament regarding the labour welfare measures.
Cooperative Unionism and Employee Welfare by Michael R. White, (University
of Westminster - Policy Studies Institute), Industrial Relations Journal, Vol. 36, No. 5, pp.
348-366, September 2005.
Using British national survey data, this article assesses the impact of unions on
management practices to reduce labour costs, implement high-performance work systems,
and make employee welfare provisions. Relative to non-union workplaces, those with unions
are found to have practices which are consistent with 'mutual gains' outcomes.
Staff development and employee welfare practices and their effect on productivity
Ghana Library Journal Vol. 19 (1) 2007 pp. 83-96
30

Staff development and employee welfare are valuable assets in an organization since an
organization's primary aims are productivity and profitability. Every organization primarily
needs committed and dedicated staff that will help the organization to meet its tactical and
strategic objectives.
The study examines whether staff development policies exist in three special libraries in
Ghana, and whether training programmes are being offered to increase staff competence,
efficiencies and performance. It was also aimed at assessing staff welfare practices and how
these affect productivity and performance.
In conducting the survey, two sets of questionnaires were drawn up. One set was
administered to management and the other set went to Library staff. The survey revealed that
all the organizations under study have staff development policies and training programmes
for staff to enhance their capabilities and efficiency. Again, the survey revealed that staff
welfare is catered for since several motivational avenues and incentive packages are available
to boost their morale.









31

Chapter-6

Research Methodology





1] Objectives of the study:


1. To study the various employees welfare measures available in the company.

2. To identify the impact of the welfare measures upon the workers health and
productivity.

3. To know the satisfaction levels of employees about welfare measures provided by the
company.

4. To recommended suitable remedies related to welfare problem so as to increase the job
satisfaction and productivity of the employees.

5. To understand how welfare measures improve the motivation of the Employees.





32


2] Scope of the study:

This project is done to analyze the satisfaction level of welfare facilities among the
employees at Marvel Enterprise Pvt Ltd .
The scope of the study is to suggest many ways to increase the level of welfare measures
in the company. It may be helpful for the management department of the company to make
decisions for the future development and satisfy employees in the industry. This study is done in
the area of employees welfare in Marvel Enterprise Pvt Ltd .






3] SOURCE OF DATA COLLECTION
The information required for the study was collected from primary and secondary sources.
a) Primary Data
Primary data was collected from the employees of Wheels India Limited. Questionnaire
was used for this purpose, which was administered by the supervisor.
b) Secondary Data

Secondary sources can be found more quickly and cheaply than primary data. Secondary
data needed for conducting this research was collected from various sources such as books,
brochures, magazines, company websites and company records.


33

4] Sample Design:

Research design is a plan, structure, strategy of investigation conceived so as to
obligation answer to research question and control variance.
To study and describe the satisfaction level of various employee welfare measure
provide to employee Marvel Enterprise Pvt Ltd is Descriptive Research. Descriptive
research includes surveys and facts findings enquires of different kinds. The major purpose of
descriptive research is description of the state affairs as it exist at present
The sampling technique used was the simple random sampling. It was the method by
which each number of the population had a chance of being selected.
Col l ect i ng the information through direct contact with employees and fill up the
Questionnaire and sample size is 100.

5] Data Analysis Tool:

* SWOT Analysis:

SWOT analysis is the internal as well as external factors affect the company. SWOT
analysis
means to study the companys
Strengths
Weakness
Opportunities
Threats
The SWOT analysis of MARVEL ENTERPRISE PVT LTD is as follows:
34




Strengths
The followings are considered as the strengths of the company. It is the internal factor which
affects the company.
(1) High research and Development.
(2) Market share leadership.
(3) Unique products.




35

Weakness
The followings are considered as the Weakness of the company. It is the internal factor which
affects the company.
(1) No online presence
(2) Poor supply chain.
(3) Insufficient marketing on foreign markets.

Opportunities
The followings are considered as the Opportunities of the company. It is the external factor
which affects the company.
(1) Products and service expansion.
(2) Export potential of plastic machinery.

Threats
The followings are considered as the threats of the company. It is the external factor which
affects the company.
(1) Price wars
(2) Products substitutions.
(3) Cheaper technology.
(4) Lower cost competitors or imports.




36


















37

Chapter-7
Research Findings
Que. (3) Duration of service
Particular No of
respondent
0-5 31
5-10 44
10-15 15
15-20 8
More than 20 2



Interpretation:
31%
44%
15%
8%
2%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
0 to 5 5 to 10 10 to 15 15 to 20 More than 20
Duretion of service
Duretion of service
38

As per the above graph we can say that 44% employees of the company have experience of 5
to 10 years and only 2% employees have experience of more than 20 years in the company.
Que. (4) facilities provided by company













47%
16%
9%
24%
92%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Facilities provided by company
Facilities provided by company
Particulars No of respondent
Canteen 47
Education 16
Housing 9
Transportation 24
Medical 92
Any other ---
39

Interpretation:

As per the above graph we can say that out of 100% employees 92% employees gets medical
facility from the company and out of 100% employees only 9% employees gets housing
facility.


Que. (5) Special facilities provided by company
Particulars No of
Respondent
Loan 59
Residential 25
Mobile 64


40



Interpretation:
As per the graph we can say that the out of 100% employees highest 64% gets mobile facility
and out of 100% lowest 25% gets residential facility from the company. Some employees
said that the company provides next loan after the repayment of their previous loan.



Que. (6) Allowances provided by the company





59%
25%
64%
0%
10%
20%
30%
40%
50%
60%
70%
Loan Residential Mobile
Special facilities provided by company
Special facilities provided by
company
Particulars No of respondent
Night shift allowance 52
Festival allowance 60
Shift duty allowance 48
Bonus 89
41





Interpretation:
As per the graph we can say that out of 100% employees 89% gets bonus from the company
as allowances and out of 100% employees only 48% gets shift duty allowances from the
company. Some respondent says the company gave them bonus





Que. (7) facilities provided for education of children to employees
52%
60%
48%
89%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Night shift Festival Shift duty Bonus
Allowances provided by company
Allowances provided by
company
Particulars No of respondent
42








Interpretation:
As per the above graph we can say that out of 100% employees highest 83% employees gets
education loan facility for their children and out of 100% only 7% gets both bus and school
facility.



Que. (10) satisfaction level about welfare facilities
7% 7%
83%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Bus facility School facility Education loan
facility
facility provided for childeren to employees
facility provided for childeren to
employees
Bus facility 7
School facility 7
Education Loan
facility
83
43

Particulars Highly
satisfied
Satisfied Neutral

Dissatisfied Highly
Dissatisfied
Canteen 26 34 20 11 9
Education 5 2 21 35 37
Housing 4 6 14 28 48
Transportation 23 28 27 17 5
Medical 42 30 18 9 1


Interpretation:
As per the above graph we can say that most of the employees of the company are highly
satisfied with the medical facility and most of the employees are highly dissatisfied with the
housing facility. Because the company provides medical facility more then the rest of the
facilities.


26%
5% 4%
23%
42%
34%
2%
6%
28%
30%
20%
21% 14%
27%
18%
11%
35%
28%
17%
9%
9%
37%
48%
5%
1%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Highly dissatisfied
Dissatisfied
Neutral
Satisfied
Highly satisfied
44


Que. (11) Satisfaction level about special welfare facilities
Particulars Highly
satisfied
Satisfied Neutral Dissatisfied Highly
dissatisfied
Loan
21 30 22 11 16
Residential
8 13 17 34 28
Mobile
23 35 20 13 9



Interpretation:
As per the research most of the employees said that they are satisfied with the mobile facility
provided by company and they are dissatisfied with the residential facility provided by the
company.

21%
8%
23%
30%
13%
35%
22%
17%
20%
11%
34%
13%
16%
28%
9%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Loan Residential Mobile
Highly Dissatisfied
Dissatisfied
Neutral
Satisfied
Highly satisfied
45



Que. (12) Welfare benefits works as a motivational factor to perform better









Interpretation:
As per the above study we can say that most of the employees of the company are agree by
the welfare facility works as a motivational factor to perform them better in the company.
26%
35%
22%
11%
6%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Highly Agree Agree Neutral Disagree Highly Disagree
Series 1
Series 1
Particulars No. of Respondent
Highly Agree 26
Agree 35
Neutral 22
Disagree 11
Highly Disagree 6
46






Que. (13) Welfare benefits works as a motivational factor to be loyal to the job



19%
31%
26%
15%
9%
0%
5%
10%
15%
20%
25%
30%
35%
Highly Agree Agree Neutral Disagree Highly Disagree
Column1
Column1
Particulars No of Respondent
Highly Agree 19
Agree 31
Neutral 26
Disagree 15
Highly Disagree 9
47

Interpretation:
As per the research most employees said that they are agree by the welfare facility works as a
motivational factor to be loyal to their job.




Que. (14) medical reimbursement on time
Particulars No of Respondent
Yes full reimbursement 59
Yes partial reimbursement 30
No reimbursement 11



59%
30%
11%
0%
10%
20%
30%
40%
50%
60%
70%
Yes full reimbursement Yes partial reimbursement No reimbursement
Series 1
Series 1
48

Interpretation:
From the above graph we can say that 59% employees says that they gets full reimbursement
from the company and only 11% employees says they gets no reimbursement on time from
the company.




Que. (15) Satisfaction level with regard to allowances
Particulars Highly
Satisfied
Satisfied Neutral Dissatisfied Highly
Dissatisfied
Night shift
allowances
12 18 26 21 23
Festival
allowances
16 28 23 19 14
Shift duty
allowances
47 22 31 45 55
Bonus
25

32 20 15 8


49


Interpretation:-
As per the study we can say that the most of the employees are satisfied with the bonus
allowances given by the company and most of the employees are highly dissatisfied with the
shift duty allowances provided by the company.
Hypothesis:

Que. (10) satisfaction level about welfare facilities
Particulars Highly
satisfied
Satisfied Neutral

Dissatisfied Highly
Dissatisfied
Canteen 26 34 20 11 9

A. H
o
: = 3 (Employees are satisfied by canteen facilities)
H
a
: >3 (Employees are not satisfied by canteen facilities)
B. T test

C. For two-tail test, /2 = 0 .025 critical t
.025,99
= 1.960
11%
16%
9%
25%
18%
29%
19%
32%
27%
23%
15%
20%
21%
19%
26%
15%
23%
13%
31%
8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Night shift
allowances
Festival
allowances
Shift duty
allowances
Bonus
Highly dissatisfied
Dissatisfied
Neutral
Satisfied
Highly satisfied
50


D. Observed t = -.3237 > t
.025,99
= -.8163

E. t =
n
s
x


F.
One-Sample Statistics

N Mean Std. Deviation Std. Error Mean
data 100 2.4300 1.24117 .12412

One-Sample Test

Test Value = 3
t Df Sig. (2-tailed) Mean Difference
95% Confidence Interval of the
Difference
Lower Upper
data -4.592 99 .000 -.57000 -.8163 -.3237

G. Accept the null hypothesis
H. Employees are satisfied by canteen facilities

Particulars Highly
satisfied
Satisfied Neutral

Dissatisfied Highly
Dissatisfied
Education 5 2 21 35 37

A. H
o
: = 3 (Employees are satisfied by education facilities)
H
a
: >3 (Employees are not satisfied by education facilities)
B. T test

C. For two-tail test, /2 = 0 .025 critical t
.025,99
= 1.960

D. Observed t = 1.1709 > t
.025,99
= .7491

51

E. t =
n
s
x

F.
One-Sample Statistics

N Mean Std. Deviation Std. Error Mean
data 100 3.9600 1.06287 .10629

One-Sample Test

Test Value = 3
t Df Sig. (2-tailed) Mean Difference
95% Confidence Interval of the
Difference
Lower Upper
data 9.032 99 .000 .96000 .7491 1.1709


G. Reject the null hypothesis
H. Employees are not satisfied by education facilities



Particulars Highly
satisfied
Satisfied Neutral

Dissatisfied Highly
Dissatisfied
Medical 42 30 18 9 1

A. H
o
: = 3 (Employees are satisfied by medical facilities)
H
a
: >3 (Employees are not satisfied by medical facilities)
B. T test

C. For two-tail test, /2 = 0 .025 critical t
.025,99
= 1.960

D. Observed t = -.8257 > t
.025,99
= -1.2343

52

E. t =
n
s
x

F.
One-Sample Statistics

N Mean Std. Deviation Std. Error Mean
data 100 1.9700 1.02942 .10294


One-Sample Test

Test Value = 3
t Df Sig. (2-tailed) Mean Difference
95% Confidence Interval of the
Difference
Lower Upper
data -10.006 99 .000 -1.03000 -1.2343 -.8257

G. Accept the null hypothesis
H. Employees are satisfied by medical facilities




Que. (11) How much are you satisfied by the special welfare facilities?
Particulars Highly
satisfied
Satisfied Neutral

Dissatisfied Highly
Dissatisfied
Loan
21 30 22 11 16

A. H
o
: = 3 (Employees are satisfied by loan facilities)
H
a
: >3 (Employees are not satisfied by loan facilities)
B. T test

53

C. For two-tail test, /2 = 0 .025 critical t
.025,99
= 1.960

D. Observed t = -.0220 > t
.025,99
= -.5580

E. t =
n
s
x

F.
One-Sample Statistics

N Mean Std. Deviation Std. Error Mean
data 100 2.7100 1.35061 .13506

One-Sample Test

Test Value = 3
t Df Sig. (2-tailed) Mean Difference
95% Confidence Interval of the
Difference
Lower Upper
data -2.147 99 .034 -.29000 -.5580 -.0220

G. Accept the null hypothesis
H. Employees are satisfied by loan facilities



Que. (12)- Does welfare benefits provided by company works as a Motivational factor to
perform better?
Highly
Agree
Agree Neutral Disagree Highly
Disagree
26 35 22 11 6

A. H
o
: = 3 (Employees are agree with welfare benefits works as a motivation factor)
H
a
: >3 (Employees are not agree with welfare benefits works as a motivation
factor)
B. T test
54


C. For two-tail test, /2 = 0 .025 critical t
.025,99
= 1.960

D. Observed t = -.4100 > t
.025,99
= -.8700

E. t =
n
s
x

F.
One-Sample Statistics

N Mean Std. Deviation Std. Error Mean
data 100 2.3600 1.15924 .11592

One-Sample Test

Test Value = 3
t Df Sig. (2-tailed) Mean Difference
95% Confidence Interval of the
Difference
Lower Upper
data -5.521 99 .000 -.64000 -.8700 -.4100

G. Accept the null hypothesis
H. Employees are agree with welfare benefits works as a motivation factor




Que. (15) Satisfaction level with regard to allowances
Particulars Highly
Satisfied
Satisfied Neutral Dissatisfied Highly
Dissatisfied
Festival allowances
16 28 23 19 14

A. H
o
: = 3 (Employees are satisfied by festival allowance)
H
a
: >3 (Employees are not satisfied by festival allowance)
55

B. T test

C. For two-tail test, /2 = 0 .025 critical t
.025,99
= 1.960

D. Observed t = -.4100 > t
.025,99
= -.8700

E. t =
n
s
x

F.
One-Sample Statistics

N Mean Std. Deviation Std. Error Mean
data 100 2.8700 1.29221 .12922

One-Sample Test

Test Value = 3
t df Sig. (2-tailed) Mean Difference
95% Confidence Interval of the
Difference
Lower Upper
data -1.006 99 .317 -.13000 -.3864 .1264

G. Fail to reject the null hypothesis
H. Employees are not satisfied by festival allowance







56

Chapter-8
Suggestions/Recommendations

The company has to improve the quality and adequate item of the food which is one
of the most important basic amenities and it helps to satisfy the employees.

Residential facility can be improved.

Housing facility can also be improved.

The company has to provide shift duty allowances to employees.

Employees can self-access, finding faults and correcting them.

Transportation facility cant be provided by company only few employees gets it so
the company has to provide this facility to employees.










57

Chapter-9
Limitation of the project

Less sample size.

Difficult in fill up of questionnaire.


Some respondent are not filled up with sincerity.

No enough time got to learn.













58

Chapter-10
Conclusion


Employee welfare measures are advocated to maintain a strengthen manpower
both physically and mentally. The study of various welfare measures brings in to light that
the present measures taken by the company. The improvement in working condition are
suggested to improve effectiveness of the employee welfares measures like canteen facility,
education facility, transportation facility, medical and housing facilities which in turn would
build the morale and increase the productivity of the employees .


After analyzing the whole data it can be stated that the overall satisfaction levels of
employees about welfare measures in the organization cover under study is satisfactory.
However, a few are not satisfied with welfare measures provided by the organization.
Therefore it is suggested that the existing welfare measures may be improved further. Such
welfare measures enrich the employees standard of living and their satisfaction levels.








59

Annexure:


1. Name: ____________________________________________________

2. Designation: __________________________________________________

3 duration of service

a) 0 to 5 b) 5 to 10 c) 10 to 15
d) 15 to 20 e) more than 20

4) How many facilities are provided in your company?
a) Canteen facility [ ]
b) Education facility [ ]
c) Housing facility [ ]
d) Transportation facility [ ]
e) Medical facility [ ]
f) Any other [ ]



60

5) How many special facilities are provided in your company?
a) Loan facility [ ]
b) Residential facility [ ]
c) Mobile facility [ ]
6) How many Allowances are provided in your company?
a) Night Shift Allowances [ ]
b) Festival allowances [ ]
c) Shift duty Allowances [ ]
d) Bonus [ ]

7) How many facilities are provided for education of children to employees?
a) Bus facility [ ]
b) School facilities [ ]
c) Education Loan facilities [ ]


8) Are you getting wages as per basic minimum criteria alloted by goverment?
Yes [ ] No [ ] cant say [ ]


9) How much time it will take for sanctioning special welfare facility?
1-2 week [ ] 2-3 week [ ] 3-4 week [ ]

61

10) How much are you satisfied by welfare facilities?
Facilities Highly
satisfied
(1)
Satisfied

(2)
Neutral

(3)
Dissatisfied

(4)
Highly
Dissatisfied
(5)
Canteen
Education
Housing
Transportation
Medical


11) How much are you satisfied by the special welfare facilities?
Special
facilities
Highly
satisfied
(1)
Satisfied

(2)
Neutral

(3)
Dissatisfied

(4)
Highly
Dissatisfied
(5)
Loan
Residential
Mobile


12) Does welfare benefits provided by company works as a Motivational factor to perform
better?
a) Highly agree [ ]
62

b) Agree [ ]
c) Neutral [ ]
d) Disagree [ ]
e) Highly Disagree [ ]
13) Does welfare benefits provided by company works as a Motivational factor to be
loyal to the job?
a) Highly agree [ ]
b) Agree [ ]
c) Neutral [ ]
d) Disagree [ ]
e) Highly Disagree [ ]

14) Do you get medical reimbursement on time?
a) Yes full reimbursement [ ]
b) Yes partial reimbursement [ ]
c) No reimbursement [ ]

15) Please specify the level of satisfaction with regard to allowance like
Allowances Highly
satisfied
(1)
Satisfied

(2)
Neutral

(3)
Dissatisfied

(4)
Highly
Dissatisfied
(5)
Night shift
allowance

63

Festival
allowance

Shift duty
allowance

Bonus




16) Do you think any other welfare measure should be taken by your company?
If Yes the which,
1) ______________
2) ________________
3) ______________

17) Any other suggestion
..
...

18) Any complains?
..
..



64



65

BIBLIOGRAPHY

Websites.
www.mercer.com
www.hrguide.com
www.hr-software.net
www.wipro.co.in