INTRODUCTION:

The study on welfare measures is more relevant in todays business scenario characterized by very tough competition. This situation had led to a stage where organizations are more worried about survival; this led welfare to take a back seat. The employees themselves are looking for the bare minimum and not making any demands for welfare. In such a situation, a study on welfare measures and their effectiveness goes a long way in determining how relevant these concepts are in the changed scenario. Therefore a study is required. The study was also required because implementation of welfare measures in India has become nominal. It has been so neglected in the implementation part that there are very few takers for welfare because of which the basic objective of having welfare measures being implemented is lost. This study was therefore aimed at telling the management areas where they need to tighten up to make welfare really meaningful in the organization. Keeping in view the importance of fertilizers, the following integrated polymers plants with foreign collaborations were set up. The real need for welfare arises from the two basic conditions generally known as the long arm of the job and the social invasion of the factory. The working environment of any job in a factory or mine or a workshop imposes some adverse effect on the workers because of the heat, noise, and order, fumes etc. involved in the manufacturing process.

EMPLOYEE WELFARE Employee is the important factor of Industrial Production. Management seeks to

cooperation of work force by providing welfare in terms of provisions for better working conditions, adequate lighting and ventilation etc., Employee Welfare work aim at providing such service facilities and amenities which enable the Employee employed in industrial to perform their work in healthy congenial surrounding conducive to good health and high morale.

OBJECTIVES OF THE STUDY Primary Objective: To study the level of satisfaction of employees regarding welfare measures at C.I.L.

Secondary Objective: To study the perception of the employees regarding the welfare measures provided to them. To analyze if the level of satisfaction is different among the various categories of employees and departments. To suggest provision of more welfare measures to improve the performance o f t h e e m p l o ye e s HYPOTHESIS: Employee welfare measures provided by the plant influences the productivity Employee welfare measures provided by the plant leads to job satisfaction of the employees PROBLEM OF THE STUDY: A Project titled A Study On Employee welfares Measure in TAKATA India Pvt Ltd, Ammanambakkam .This project is for to know the labour welfare measures provide in the coromandel international limited, and to study the various dimensions of employee measures that perceived by the worker and welfare

the perception of the respondents regarding the

various labour welfare provided to them and to suggest suitable measures to enhance HRD intervention used in improve the welfare facilities.

SCOPE OF THE STUDY:

During the World War II certain non-monetary benefits were extended to employee as means of neutralizing the effect of inflationary condition. These benefits, which include housing, health, education, recreation, credit, canteen etc., have been increased from time to time as a result of the demands and pressures from trade union, it has been recognized that these benefits help employee in meeting some of their lifes contingencies and to meet the social obligation of employee. 1.Employee demands: Employees demands more and varied types of welfare measure rather than pay hike because of reduction in tax burden on their part of employees and in view of the galloping price index and cost of living:

2. Trade union demands: Trade union competes with each other for getting more and a new variety of welfare measure to their members such as life insurance, beauty clinics. If one union succeeds in getting one benefit, the other union persuades management to provide a new model fringe. Thus, the competition among trade union within an organization results in more and varied benefits.

3. Employees preference: Employee also prefers welfare measure to pay-hike, as welfare measure motivate the employee for better contribution to the organization. It improves morale and works as an effective advertisement.

4. As a social security. Social security that society furnishes through appropriate organization against certain risks to which it members are exposed These risks are contingencies of life like accidents and occupational diseases. Employee has to provide various benefits like safety measure, compensation in case of involvement of workers in accidents, medical facilities etc

RESEARCH METHODOLOGY: The information pertaining to various labour welfare philosophies has been collected mainly from various books however the information pertaining to Coromandel International Limited has been obtained from the following two sources. PRIMARY DATA: This is done by personal discussion with various officials in employee relation department and human resource development. Questionnaires were prepared by keeping in view of the objective of the study. The first one is being management questionnaire covering management data on participation of workers in welfare work. The second one was the canvass among the sampled employers to find out their opinion on welfare measures. The questionnaire was distributed to 150 and the response were limited to 110. The study is confined to a sample of 110 only.

SECONDARY DATA:

The secondary data is from various publications on personal management labour welfare and annual reports of TAKATA India Pvt Ltd.

LIMITATIONS OF THE STUDY Every study is conducted under some limitations. Some of the limitations of the study are as follows. During the project period most of the staff members are busy with auditing and other works. So they could not afford give full information. me of the information was not available due to the confidential matters. ince officials, executives and others were busy the study was primarily focused on secondary data. Time was a constraint for the study.

REVIEW OF LITERATURE
Human Resource Management controlling is the process resources is focused of for procuring, effective

developing, maintaining, achievement

and

human

of organizational goals.

This project

on employee

welfare measure and employee morale. 2.1 EMPLOYEE WELFARE DEFINITION Employee workmen. obtain satisfaction then the productivity can be increased and development of the organization will be possible CONDITIONS OF WORK ENVIRONMENT 1) Working conditions Temperature Ventilation Lighting welfare means the effort to make life worth living for facilities are provided and employees

When all basic

Dust Smoke Fumes and gases Noise Humidity Posture simple Hazard and safety complex devices 2) Factory Sanitation and Cleanliness: Provision of urinals in factories Provision of spittoons Provision for the disposal of waste and rubbish Provision for water disposal (drainage) Provision of proper bathing and washing facilities Cleanliness, white- washing and repair of buildings and workshops Care and maintenance of open spaces, gardens, roads, etc 3) Welfare Amenities Provision and care of drinking water Canteen services Lunch Rest room Crches Cloak rooms Other amenities

2.1.1 EMPLOYEES HEALTH SERVICES 1) Factory health services Medical examination of employees Factory dispensary and clinic treatment First aid and ambulance room Treatment of accidents and Health education and research

2) Recreation

Playgrounds for physical recreation (athletics, games, gymnastics, etc) Social and cultural recreation (music, singing, dancing, drama, etc) 3) Workers education Education to improve skills and earning capacity Literacy Library, audio visual education, lecture programmes and Workers educational scheme and its working 4) Economic Services Employees co-operative societies Grain shops and fair price shops and Housing co-operatives 5) Housing for employees and community services

6) Study of the working of welfare Acts Factories Act Employees state insurance act Minimum wages act 7) Social Work in industrial Setting Family Planning Employee counseling 2.1.2 EMPLOYEE SERVICES AND BENEFITS These are concerned with the process of sustaining and maintaining the work force in an organization. They include 1) Safety provision inside the workshop 2) Employee counseling 3) The medical services 4) The recreational and other welfare facilities 5) Fringe benefits and supplementary items

2.1.3 EMPLOYEE MORALE - DEFINITION According to Yoder morale is a feeling, somewhat related to esprit de corps, enthusiasm or zeal.Fippo has described morale As a mental condition or attitude of individuals and groups which determines their willingness to cois evidenced and by employee and a enthusiasm, willingness to voluntary co-operate

operate. Good morale

conformance with regulations with others

orders,

in the accomplishment of an organizations objectives.

2.1.4 FACTORS AFFECTING MORALE According to McFarland, the important factors which have a bearing on morale are The attitude of the executives and managers towards their subordinates. working conditions, including pay, hours of work, and safety rules effective leadership and an intelligent distribution of authority and

responsibility in the organization

the design of the organizations structure which facilities the flow of work and The size of the organization.

2.1.5 CRITERIA THAT DETERMINES MORALE Several criteria seem important in the determination of levels of workers morale, such as The organization itself The nature of the work The level of satisfaction The supervision received The perception of the self Workers perception of the past awards and future opportunities for rewards The employees age The employees educational level and occupational level.

2.1.6 TYPES OF MORALE Morale is generally referred to as high morale. According to McFarland, high morale exists when employee attitudes are favorable to the total situation of a

group and to the

attainment

of

its

objectives

low

morale

exists

when

attitudes inhibit the willingness and ability of an organization to attain its objectives High morale is represented by the use of such term spirit, zest,

enthusiasm, loyalty, dependability and resistance to frustration. Low morale, on the other hand, is described by such words and phrases as apathy, bickering, jealously, pessimism, fighting, disloyalty to the organization, disobedience of the orders of the leaders, dislike of, or lack of interest in, ones job, and laziness. 2.1.7 MORALE AND PERFORMANCE It has been pointed that there is a little evidence in the

available literature that employee attitudes bear any relationship to performance on the job. First, there are some who assert that high satisfaction leads to

high performance. The Hawthorne studies of 1930s seem to support this view, as do findings of other studies.

Second, others take an opposite view. For example, Lyman Porter and Lawler say that satisfaction satisfaction results from high performance, because more tasks, most

people experience

by accomplishing

like building a

radio, or clinching a sale. Third, still others claim that there is no consistent relationship between morale and performance. Vroom found significant relationship between morale and performance in only 5 out of 22 studies undertaken by him. 2.1.8 WARNING SIGNS OF LOW MORALE Among the more significant of the warning signals of low morale are High rate absenteeism Tardiness

High Labour turnover Strike and sabotage Lack of pride in work and Wastage and spoilage.

2.1.9 IMPROVING MORALE A three-fold action may be initiated. In the first place, it is essential to change the policy or to correct it immediately. Employees do not lose their respect for the boss who admits his mistakes but they cannot respect one who makes too many, and they may have contempt for one who refuses to admit his mistakes. Second, misconceptions should be removed, and the correct position should be explained to the employees. Third, a reasonable attempt should be made to educate and convince the employees.

2.2 REVIEW OF LITERATURE FROM JOURNALS AND ARTICLES

Preserving Employee Morale during Downsizing

Karen E. Mishra, Gretchen M. Spreitzer and Aneil K. Mishra Topic: Human Resource Management and Industrial Relations Reprint 3927; winter 1998, Vol. 39, No. 2, pp. 8395 Mishra propose a four-stage approach to downsizing, gleaned from interviews and surveys that will retain workers' trust and sense of empowerment. The company should consider all stakeholders' needs survivors, laid-off employees, the community, local and national press, and any affected government agencies. The implementation of all the above, is the most important. Management

should communicate frequently and be open and honest.

How to Boost Employee Morale By Betsy Gallup April 9, 2006

The following are the ways to boost the employee morale. Treat employees with respect Show interest in your employees' personal lives Allow your employees to gain ownership of their jobs by being part of the decision-making process Create a pleasant work environment Establish an employee recognition program Give clear direction and set priorities. Stand behind your employees. Be their greatest advocate.

Boost Employee Morale with an Employee Incentive Program

By: Trevor Marshall Good managers know from their own observations that employee attitude affects their work and eventually the companys output. It is essential that your incentive program will actually inspire and motivate them to work efficiently and not just be competitive with each other. Healthy competition among the companys employees is good but too much of it may also cause the company to disintegrate. The company should still be very much hands-on with the whole employee incentive program to ensure that the outcome of the employee incentive program will be good.

Employee Welfare By Regina Barr Employee Welfare program is based on the management policy which is aimed shaping perfect employees. Therefore the concept of employee

welfare includes to aspects namely physical and mental welfares

1. Applications of merit system or work performance system as the basis for employee rewarding. 2. Providing the retired employees with the old age allowance. 3. Employee insurance program to provide the employee with better security. 4. Improvement in health security for the employees and their families so that they can work confidently and productively. 5. Increase in basic salaries and pension as adjustment to the needs providing all work units and their officials with vehicles to help support smooth mobility.

INDUSTRY PROFILE

Takata has been engineering the precision of our products to the millisecond for over 70 years. We have been driven by our dedication to save human life while embracing a pioneering spirit in developing innovative products. Takata has spread this same thought process to all of our locations worldwide. Somewhere on earth, Takata products have saved the preciousness of human life today. We continue to challenge ourselves and our affiliates all over the world to develop new technologies so that people will be able to experience the joy of life. Our dream is that some day there will be zero victims due to traffic accidents. And we hope the day will come when the word TAKATA becomes synonymous with safety.

1933 Takezo Takada establishes Takata Company, a textile manufacturer in Shiga Prefecture. The firm uses its weaving technology to manufacture lifelines.

1952 Stimulated by American research on equipping cars with seat belts, Takata begins its own research on using parachute technology to manufacture seat belts. (At the time, the total annual production of automobiles in Japan is 39,000 units.) 1956 The company incorporates as Takata Kojo Corporation. 1960 Production and sales of the first two-point seat belts begins. 1962 Public disclosure of Japans first seat belt crash tests conducted in cooperation with the Ministry of Transports Technical Research Institute and the National Research Institute of Police Science, ignites huge public response due to extensive media coverage.

Japan Installs the first dynamic test facility to test our seat belt protection systems under real1963 world conditions in Hikone. Takata embarks on mass production of seat belts as standard options.

1965 Begins a series of crash tests with dummies which receives nationwide media coverage.

1971 Takata develops a passive restraint system.

1973 Participates voluntarily in U.S. National Highway Traffic Safety Administration (NHTSA) crash tests. Takata is the only company out of six to clear the 32.3 mph standard.

1976 Takata starts developing child restraint systems. 1977 Begins production of the Guardian child restraint systems. 1979 Supports International Seat Belt Symposium.

1983 The company name changes to Takata Corporation. Supplied 800 airbags to various U.S. institutions, including police agencies, for use in an airbag fleet test program as part of a safety campaign sponsored by the U.S. Department of Transportation (DOT). 1984 Establishes Takata Fisher Corporation, a joint venture, in the State of Michigan, U.S.A., to assemble and sell seat belts. 1985 Guardian child safety seat receives the 1985 Product of the Year award from the U.S. National Independent Nursery Furniture Retailers Association. 1987 Begins production of driver side airbag modules. Begins production of child-restraint seats in Colorado, U.S.A. Establishes Highland Industries Inc. in the State of North Carolina, U.S.A. as a production 1988 base for textiles, airbags, and other automobile interior components. Establishes production base in Europe in Northern Ireland. European Component Company (ECC) begins production and sale of seat belts in Europe.

1989 Acquires two U.S. companies, Gateway Industries, Inc. and Irvin Industries, Inc. and begins assembly and manufacturing of seat belts and interior trim. Establishes TK Holdings Inc. in North Carolina, U.S.A.

1990 Begins production and sale of passenger seat airbags. Establishes Automotive Systems Laboratory, Inc. as research and development center in Michigan, U.S.A.

1991 Establishes Takata (Europe) Vehicle Safety Technology GmbH as research and development center in Germany. Establishes Inflation Systems Inc. (formerly Takata Moses Lake Inc.) in the State of Washington, U.S.A. and begins manufacturing inflators. Establishes Takata (Europe) GmbH in Germany. 1992 Establishes Takata Asia Pte Ltd (formerly Automotive Safety Systems Worldwide Pte Ltd) in Singapore.

1994 Establishes TAKATA DE MEXICO, S.A. DE C.V. in Mexico to serve the Mexican seat belt and airbag cushion markets. Establishes TAKATA-TOA CO., LTD. in Thailand and begins manufacturing seat belts and airbag cushions. 1995 Establishes TAKATA-PETRI (Sachsen) GmbH (formerly Takata (Sachsen) GmbH). Establishes Takata (Philippines) Corporation in the Philippines and begins manufacturing seat belts and airbag cushions. 1997 Establishes Takata Petri S.A. (formerly Takata do Brasil Autopecas Ltda.) to serve the South American seat belt market. 1999 Establishes TAKATA CPI Singapore Pte Ltd in Singapore. Begins manufacture and sale of the MiLiB and ISO-FIX child restraint systems.

2000 Acquires PETRI AG, a major German steering wheel manufacturer, and establishes TAKATA-PETRI AG. Establishes Takata (Shanghai) Automotive Components Co., Ltd. (formerly Takata (Shanghai) Safety Systems Co., Ltd.) in China and begins manufacture and sale of seat belts, airbags, and steering wheels. 2002 Begins full-scale production of steering wheels at TAKATA-PETRI Romania S.R.L. in Romania.

2003 Establishes Takata (Shanghai) Automotive Component Co., Ltd. and begins manufacturing airbags and steering wheels.

2004

Begins production of seat belts at TAKATA-PETRI Romania S.R.L. in Romania. Begins production of airbag fabric at TAKATA-PETRI Sibiu S.R.L. in Romania. Begins mass production of the worlds first TWIN BAG, an advanced design of airbag. Establishes Takata (Changxing) Safety Systems Co., Ltd. as inflator base in China. Listed in the First Section of the Tokyo Stock Exchange.

2005

2006 Establishes TAKATA-PETRI PlasTec GmbH in Germany. Begins manufacturing of the worlds first mass-produced motorcycle airbags. Japans NHK public TV covers Takatas airbags that protect the head of pedestrians. These airbags were shown in the 2007 Tokyo Motor Show and attracted considerable attention from the public. 2007 Establishes Takata Kyushu Corporations Arita Plant in Japan. Establishes TAKATA INDIA PVT. LTD. in India. Receives Innovation Partnership PACE Award from Automotive News. 2008 TAKATA R&D Center Berlin established in Germany to serve as R&D base for Europe. Also, established R&D centers in South Korea and China Establishes Takata Automotive Electronics (Shanghai) Co., Ltd.in China.

2010 Establishes TAKATA-PETRI MAROC SARL in Morroco. Begins production of streering wheels.

Objectives of the study

Primary Objective: To study the level of satisfaction of employees regarding welfare measures at TAKATA India pvt ltd. Secondary Objective: To study the perception of the employees regarding the welfare measures provided to them. To analyze if the level of satisfaction is different among the various categories of employees and departments. To suggest provision of more welfare measures to improve the performance of the employees.

Scope of the study

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

Limitations of the study

The study was restricted to the class III and class IV non ministerial staff of TAKATA India pvt ltd. Due to time constraints the sample size had to be confirmed to 100. The respondents have replied to the queries recalling from their memory. Therefore recall bias and personal bias are possible. Since the data was collected using a schedule, the interviewers inability to understand and record the responses correctly is possible. The respondents were unable or unwilling to give a complete and accurate response to certain questions.