Employee Welfare - Hyundai 2014

A STUDY ON EMPLOYEE WELFARE
CHAPTER-1
INTRODUCTION:
Welfare includes anything that is done for the comfort and improvement of
employees and is provided over and above the wages. Welfare helps in keeping the morale and
motivation of the employees high so as to retain the employees for longer duration. The welfare
measures need not be in monetary terms only but in any kind/forms. Employee welfare includes
monitoring of working conditions, creation of industrial harmony through infrastructure for
health, industrial relations and insurance against disease, accident and unemployment for the
workersand their families.
Labour welfare entails all those activities of employer which are directed
towards providing the employees with certain facilities and services in addition to wages or
salaries.
Labour welfare has the following objectives:
To provide better life and health to the workers
To make the workers happy and satisfied
To relieve workers from industrial fatigue and to improve intellectual, cultural and
material conditions of living of the workers.
The basic features of labour welfare measures are as follows:
Labour welfare includes various facilities, services and amenities provided to workers for
improving their health, efficiency, economic betterment and social status.
Welfare measures are in addition to regular wages and other economic benefits available
to workers due to legal provisions and collective bargaining
Labour welfare schemes are flexible and ever-changing. New welfare measures are
added to the existing ones from time to time.
Welfare measures may be introduced by the employers, government, employees or by

any social or charitable agency.
The purpose of labour welfare is to bring about the development of the whole personality
of the workers to make a better workforce.
The very logic behind providing welfare schemes is to create efficient,

healthy, loyal and satisfied labour force for the organization. The purpose of providing such
facilities is to make their work life better and also to raise their standard of living. The important
benefits of welfare measures can be summarized as follows:
They provide better physical and mental health to workers and thus promote a healthy
work environment
Facilities like housing schemes, medical benefits, and education and recreation facilities
for workers families help in raising their standards of living. This makes workers to pay
more attention towards work and thus increases their productivity.
Employers get stable labour force by providing welfare facilities. Workers take active
interest in their jobs and work with a feeling of involvement and participation.
Employee welfare measures increase the productivity of organization and promote

healthy industrial relations thereby maintaining industrial peace.
The social evils prevalent among the labours such as substance abuse, etc are reduced to
a greater extent by the welfare policies.
"During the pre-independence period, industrial relations policy of the
British Government was one of laissez faire and also of selective intervention. There
were hardly any labour welfare schemes. After independence, labor legislations have
formed the basis for industrial relations and social security. These legislations have also
provided machinery for bipartite and tripartite consultations for settlement of disputes.
Soon after independence, the government at a tripartite conference in December 1947
adopted the industrial truce resolution. Several legislations, including the following, were
enacted to maintain industrial peace and harmony: Factories Act, 1948, Employees State
Insurance Act, 1948 and Minimum Wages Act, 1948. The payment of bonus act was
passed in 1965.
In the early 1990s, the process of economic reforms was set in motion when the
government introduced a series of measures to reduce control on industries, particularly large

industries. The workers have opposed economic liberalization policy for fear of unemployment
while entrepreneurs have welcomed it in the hope of new opportunities to improve Indian
industries. The new economic policy has directly affected industrial relations in the country,
because the government has to play a dual role, one of protecting the interest of the workers, and
second to allow a free interplay of the market forces. Economic reforms, by removing barriers to
2
entry, have created competitive markets. Fiscal stabilization has resulted in drastic reduction in
budgetary support to the public sector commercial enterprises while exposing these enterprises
to increased competition from private sector.
Labour and Employee Welfare sub-sector consists of six main
programmed viz. Employee Administration, Rehabilitation of bonded Employee, Assistance to
Employee Cooperatives, Craftsmen training programmed, Apprenticeship training programmed,
Employment Services and Sanjay Gandhi SwavalambanYoja, Welfare includes anything that is
done for the comfort and improvement of employees and is provided over and above the wages.
Welfare helps in keeping the morale and motivation of the employees high so as to retain the
employees for longer duration. The welfare measures need not be in monetary terms only but in
any kind/forms. Employee welfare includes monitoring of working conditions, creation of
industrial harmony through infrastructure for health, industrial relations and insurance against
disease, accident and unemployment for the workers and their families. Labor welfare entails all
those activities of employer which are directed towards providing the employees with certain
facilities and services in addition to wages or salaries. In the early 1900s labour unions, social
reformers, journalists, and photographers brought to national attention poor working conditions
experienced by industrial workers. In the ensuing economic climate of the late 1920s and 1930s,
many executives came to believe that the foundation of business and of a democratic society
itself rested in part in affirming the role of the worker. To inspire company loyalty, discourage
high employee turnover and unionization, and present a good face to the public, corporate
managers began to focus on the well-being of the employee through the practice of welfare
capitalism
1.2DEFINITION OF EMPLOYEE WELFARE:

The concept of Employee welfare is flexible and elastic and fifers widely with times, region,
industry, social value and customs degree of industrialization the general socio-economic
development of the people and political ideologies prevailing at a particular moments. It is also
mounded according to the age group, sex, socio-culture background, marital status, economic
status and education level of the workers in various industries.
Employee welfare has been defined in different ways:

The oxford dictionary defines employees welfare as:
Efforts make life worth living for workmen The encyclopedia of

social sciences defines it as: The voluntary efforts of the employees to establish,
within the existing industrial system, working and sometimes living and cultural
conditions of employee beyond what is required by law, the customs of the country
and the conditions of market
The I LO reports refer with Gerard to employee welfare as:
Such services, facilities and amenities which may be established in

or in the
vicinity of undertaking to enable the persons employed in their to
perform their work in healthy, congenial surrounding and provided with amenities
conducive to good health and high morale.
According to committee on employee welfare, welfare services should mean
Such services, facilities adequate canteens, rest and

recreation facilities, sanitary and medical facilities, arrangements for travel to
and from and services, as contributed to conditions under which workers are
employed.
NEED OF THE STUDY:

A common place that we see the need to apply Relations and welfare is in
the work place. In the work force, we can see Relations play a key role in leadership success. A
person unable to grasp Relations and apply it, will not become or stay a leader. It is critical that
anyone seeking to lead or Relations understand "Howletts Hierarchy of Work Motivators."
Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of "Howletts
Hierarchy" When these needs are achieved; the person moves up to level four and then five.
However, if levels one through three are not met, the person becomes dissatisfied with their job.
When satisfaction is not found, the person becomes less productive and eventually quits or is
fired. Achievement, advancement, recognition, growth, responsibility, and job nature are internal
4
motivators. These are the last two levels of "Howletts Hierarchy." They occur when the person
motivates themselves (after external motivation needs are met.) An employer or leader that
meets the needs on the "Howletts Hierarchy" will see motivated employees and see productivity
increase. Understanding the definition of motivation, and then applying it, is one of the most
prevalent challenges facing employers and supervisors. Companies often spend thousands of
dollars each year hiring outside firms just to give motivation seminars.
OBJECTIVES OF THE STUDY:

1. To find out the present welfare activates and its level of the employees of Hyundai motors
limited.
2. To find out the blockages for the Relations in Hyundai motors limited (i.e: welfare).
3. To suggest measures for improvement of the Relations as a discipline Point;
4. To study the hygienic and Relational content factors.
Scope of the study
The study is confined and relevant only to Hyundai motors limited not applicable to any
organization.
The study covers motivational practices in Hyundai motors limited at various levels of
employees.
The study assists the management in determining the decision regarding the performance of
the employee.
METHODOLOGY:
The basic principle in the research has been adopted in the overall methodology. The
following methodology has been used for meeting the requirements,
Defining objectives
Developing the information sources
Collection of information
Analysis of information
Suggestion
The methodology followed for collection, analysis under interpretation of data in
explained below.
1. RESEARCH DESIGNS:
5
There are generally three categories of research based on the type of information
required, they are
1. Exploratory research
2. Descriptive research
3. Casual research
The research category used in this project in descriptive research, which is focused on the
accurate description of the variable in the problem model. Consumer profile studies, market
potential studies, product usage studies, Attitude surveys, sales analysis, media research and
prove survey s are the,
Examples of this research. Any source of information can be used in this study although
most studies of this nature rely heavily on secondary data sources and survey research.
2. Primary Source: Discussions with plant staff, Interviews, Questionnaire administered.

3. Secondary Source: Journals Magazines and articles from prominent newspapers.
Population and Sample: There are 140 Officers & Supervisors and 100 Managerial staff .The
questionnaire is administered to 100 Officers, Supervisory staff, and Managerial staff.
Sample size is 100.
3.SAMPLE DESIGN
a) Sampling unit: the study is directed towards the executive of managerial level.
b) Sample size: sample size of 100 is taken in this study
4)DATA ANALYSES
Simple analysis method is followed for analysing the data pertaining to different
dimensions of employees. Simple statistical data like percentage are used in the interpretation of
data pertaining to the study. The results are illustrated by means of bar charts.
Limitations of the study:

6
There are certain limitations of the concept of empowerment. It may be cost consuming
in selecting personnel, training costs and labour costs may be high, it may result in slower or
inconsistent services and poor use of the technique of empowerment.
At the outset, Managers must also accept the fact that not all employees want to be
empowered.
Many workers just work better in jobs that are clearly defined and closely
supervised. Once both employees and managers have received proper training, the next step is
go give employees control of the resources needed to make the improvements in their job and
work processes. By giving employees information, resources and training and by following with
measurements and reinforcement, Human Resources can create an empowered environment. But
Empowerment should be continuous process like qualityimprovement and it is like a race
without a finish line. Those companies that take the first step by creating an environment
conductive to empowerment will be at the head of the pack
CHAPTER-II
INDUSTRY PROFILE
&
COMPANY PROFILE
Automobile industry in India

8
The automobile industry in India is the ninth largest in the world with an annual production of
over 2.3 million units in 2008 In 2009, India emerged as Asia's fourth largest exporter of
automobiles, behind Japan, South Korea and Thailand.
Following economic liberalization in India in 1991, the Indian automotive industry has
demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions.
Several Indian automobile manufacturers such as TOYOTA Motors, Maruti Suzuki and
Mahindra and Mahindra, expanded their domestic and international operations. India's robust
economic growth led to the further expansion of its domestic automobile market which attracted
significant India-specific investment by multinational automobile manufacturers. In February
2009, monthly sales of passenger cars in India exceeded 100,000 units.
bryonic automotive industry emerged in India in the 1940s. Following the independence, in
1947, the Government of India and the private sector launched efforts to create an automotive
component manufacturing industry to supply to the automobile industry. However, the growth
was relatively slow in the 1950s and 1960s due to nationalization and the license raj which
hampered the Indian private sector. After 1970, the automotive industry started to grow, but the
growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major
luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment
of MarutiUdyog. A number of foreign firms initiated joint ventures with Indian companies.
In the 1980s, a number of Japanese manufacturers launched joint-ventures for building
motorcycles and light commercial-vehicles. It was at this time that the Indian government chose
Suzuki for its joint-venture to manufacture small cars. Following the economic liberalization in
1991 and the gradual weakening of the license raj, a number of Indian and multi-national car
companies launched operations. Since then, automotive component and automobile
manufacturing growth has accelerated to meet domestic and export demands.
The Britannica Encyclopaedia a motorcycle as a bike or tricycle propelled by an internal
combustion engine (or, less often by an electric engine). The automobile was the reply to the
19th century reams of self-propelling the horse-drawn biker age. Similarly, the invention of the
motorcycle created the self propelling bicycle. The first commercial design was three-wheeler
built by Edward Butler in Great Britain in 1884. This employed a horizontal single-cylinder
gasoline engine mounted between two steer able front wheels and connected by a drive chain to
the rear wheel. The 1900s saw the conversion of many bicycles or pedal cycles by adding small,
centrally mounted spark ignition engine engines. There was then felt the need for reliable
constructions. This led to road trial tests and competition between manufacturers. Tourist
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Trophy (TT) races were held on the Isle of main in 1907 as reliability or endurance races. Such
were the proving ground for many new ideas from early two-stroke-cycle designs to
supercharged multivalent engines mounted on aerodynamic, backbonefibre reinforced
bodywork.
The invention of two wheelers is a much-debated issue.
Who invented the first
motorcycle? May seem like a simple question, safety, bicycle, i.e., bicycle with front and
rear wheels of the same size, with a pedal crank mechanism to drive the rear wheel. Those
bicycles in turn described from high-wheel bicycles. The high wheelers descended from an
early type of pushbike, without pedals, propelled by the riders feet pushing against the ground.
These appeared around 1800, used iron banded wagon wheels, and were called bone-crushers,
both for their jarring ride, and their tendency to toss their riders. Gottiieb Daimler (who credited
with the building the first motorcycle in 1885, one wheel in the front and one in the back,
although it had a smaller spring-loaded outrigger wheel on each side. It was constructed mostly
of wood, the wheels were of the iron-banded wooden-spooked wagon-type and it definitely had
a bone-crusher chassis!
FURTHER DEVELOPMENTS:
Most of the developments during the early phase concentrated on three and four-wheeled
design since it was complex enough to get the machines running without having to worry about
them falling over. The next notable two-wheeler though was the Hildebrand & Wolf Mueller,
patented in Munich in 1894. In 1895, the French firm of Deion-button built and engine that was
to make the mass production and common use of motorcycle possible. The first motorcycle with
electric start and a fully modem electrical system; the Hence special from the Indian Motorcycle
Company astounded the industry in 1931. Before World War 1, IMC was the largest motorcycle
manufacturer in the world producing over 20000 bikes per year.
INCREASING POPULARITY:
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The popularity of the vehicle grew especially after 1910, in 1916; the Indian motorcycle
company introduced the model H racer, and placed it on sale. During World War 1, all branches
of the armed forces in Europe used motorcycles principally for dispatching. After the war, it
enjoyed a sport vogue until the Great Depression began in motorcycles lasted into the late 20 th
century; weight the vehicle being used for high-speed touring and sport competitions. The more
sophisticated of a 125cc model. Since then, an increasing number of powerful bikes have blazed
the roads.
HISTORICAL INDUSTRY DEVELOPMENTS:

Indian is the second largest manufacturer and producer to two wheelers in the World. It
stands next only to Japan and China in terms of the number of V produced and domestic sales
respectively. This destination was achieved due to variety of reason like restrictive policy
followed by the government of India towards the passenger bike industry, rising demand for
personal transport, inefficiency in the public transportation system etc. The Indian two-wheelers
industry made a small beginning in the early 50s when Automobile products of India (API)
started manufacturing scooters in the country. Until 1958, API and Enfield were the sole
producers.
The two wheelers market was opened were opened to foreign competition in the mid80s. And the then market leaders-Escorts and Enfield were caught unaware by the onslaught of
the 100cc bikes of the four Indo- Japanese joint ventures. With the availability of fuel-efficiency
low power bikes, demand swelled, resulting in Hero Honda then the only producer of four
stroke bikes (100cc category), gaining a top slot.
The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and
Hero Honda brought in the first two-stroke and four-stroke engine motorcycles respectively.
These two players initially started with assembly of CKD Kits, and later on progressed to
indigenous manufacturing.
The industry had a smooth ride in the 50s, 60s and 70s when government prohibited new
entries and strictly controlled capacity expansion. The industry saw a sudden growth in the 80s.
The industry witnessed a steady of 14% leading to a peak volume of 1.9 mn vehicles in 1990.
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In 1990 the entire automobile industry saw a drastic fall in demand. This resulted in a
decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles.
Barring Hero Honda, all the major producers suffered from recession in FY93 and FY94. Hero
Honda showed a marginal decline in 1992.
The reason for recession in the sector were the incessant rise in fuel prices, high input costs
and reduced purchasing power due to significant like increased production in 1992, due to new
entrants coupled with recession in the industry resulted in companies either reporting losses or a
fall in profits.
The two-wheelers market has had a perceptible shift from a buyers market to a sellers
market with a variety of choice, players will have compete on various fronts viz. pricing,
technology product design, productivity after sale service, marketing and distribution. In the
short term, market shares of individual manufacturers are going to be sensitive to capacity,
product acceptance, pricing and competitive pressures from other manufacturers.
As incomes grow and people grow and people feel the need to own a private means of
transport, sales of two-wheelers will rise. Penetration is expected to increase to approximately to
more than 25% by 2005.
The motorcycle segment will continue to lead the demand for two-wheelers in the
coming years. Motorcycle sale is expected to increase by 20% you as compared to 1% growth in
the scooter market and 3% by moped sales respectively for the next two years.
The four-stroke scooters will add new dimension to the two-wheeler segment in the coming
future.
The Asian continent is that largest user of the two-wheelers in the world. This is due to poor
road infrastructure and low per capita income, restrictive policy on bike industry. This is due to
oligopoly between top five players in the segment, compared to thirsty manufacturers in the bike
industry.
Exports
India has emerged as one of the world's largest manufacturers of small cars. According to New
York Times, India's strong engineering base and expertise in the manufacturing of low-cost, fuel-
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efficient cars has resulted in the expansion of manufacturing facilities of several automobile
companies like Hyundai Motors, Nissan, Toyota, Volkswagen and Suzuki.
In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors plans to
export 250,000 vehicles manufactured in its India plant by 2011. Similarly, General Motors
announced its plans to export about 50,000 cars manufactured in India by 2011.
In September 2009, Ford Motors announced its plans to setup a plant in India with an annual
capacity of 250,000 cars for US$500 million. The cars will be manufactured both for the Indian
market and for export. The company said that the plant was a part of its plan to make India the
hub for its global production business. Fiat Motors also announced that it would source more
than US$1 billion worth auto components from India.
According to Bloomberg L.P., in 2009 India surpassed China as Asia's fourth largest exporter of
cars.
INDIAN AUTOMOBILE COMPANIES

Notable Indian automobile manufacturers
Ashok Leyland
Chinkara Motors: Beachster, Hammer, Roadster 1.8S, Rockster, Jeepster, Sailster.
Force Motors
Hindustan Motors: Ambassador.
Mahindra: Major, Xylo, Scorpio.
Maruti Suzuki: 800, Alto, WagonR, Estilo, AStar, Ritz, Swift, Swift DZire, SX4, Omni,
Versa, Gypsy
Premier: Sigma, Roadster, RiO.
San Motors: Storm
TOYOTA Motors: Nano, Indica, Indigo, Sumo, Safari, TL.Aria
Electric car companies in India
Ajanta Group
Mahindra
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Hero Electric REVA
Tara International
TOYOTA Motors
Multi-national automobile manufacturers

Locally manufactured Automobiles of Multi-national Companies
Audi: A4, A6.
BMW: 3 Series, 5 Series.
Chevrolet: Spark, Beat, Aveo U-VA, Aveo, Optra, Cruze, Tavera.
Fiat: Palio, Grande Punto, Linea.
Ford: Ikon, Fiesta, Fusion, Endeavour, Figo
Honda: Jazz, City, Civic, Accord.
Hyundai: Santro, i10, Getz, i20, Accent, Verna, Hyundai , Sonata.
Mercedes-Benz: C-Class, E-Class
Mitsubishi: Lancer, Lancer Cedia.
Nissan: Micra
Renault: Logan
koda: Fabia, Octavia, Laura.
Toyota: Corolla, Innova, Fortuner
Volkswagen: Jetta, Passat, Polo.
Cars sold in India as CBU (Completely Built Units)
Audi: A8, TT, R8, Q5, Q7.
Bentley: Arnage, Azure, Brooklands, Continental GT, Continental Flying Spur,

Mulsanne.
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BMW: 6 Series, 7 Series, X3, X5, X6, M3, M5, M6 and Z4.
Chevrolet: Captiva
Fiat: Nuova 500.
Honda: Civic Hybrid, CR-V.
Hyundai: Santa Fe.
Jaguar: XF, XJ, XK.
Lamborghini: Gallardo, Murcilago.
Land Rover: Range Rover, Range Rover Sport, Discovery 4, Freelander 2.
Maybach: 57 and 62.
Mercedes-Benz: CL-Class, CLS-Class, S-Class, SL-Class, SLK-Class, M-Class, Viano.
Mitsubishi: Pajero, Montero, Outlander.
Nissan: Teana, X-Trail, 307Z.
Porsche: 911, Boxter, Panamera, Cayman, Cayenne.
Rolls Royce: Ghost, Phantom, Phantom Coup, Phantom Drophead Coup.
koda: Superb.
Suzuki: Grand Vitara.
Toyota: Camry, Land Cruiser, Land Cruiser Prado, Prius.
Volkswagen: Beetle, Touareg.
Volvo: S80, XC90.
COMPANY PROFILE
HISTORY:
15
The Company is an authorized Dealer of Hyundai Motors India Limited (HMIL) for sale
of its entire range of motor vehicles. It is also authorized to service & repair of all Hyundai cars
and also deals in spare parts of Hyundai cars.
Lakshmi Hyundai was established in the year 1998 in Himayathnagar with the launch of
Hyundais first car in India- the evergreen SANTRO. The entire business is managed under the
able leadership and guidance of the managing Director Sri K.Rama MohanaRao.
Soon after the Himayathnagar showroom, came up the state-of-art service facilities at
Kukatpally, Banjarahills and L.B.Nagar. These service canters are well equipped to cater to the
needs of valued customers. The management left no stone unturned to review research and
implement the latest of technologies and methodologies to improve on the sales, service on the
customer satisfaction. Continuous up gradation of the facilities at the sales and service outlets
and adding to the service agenda each time, add been sales graph go high by the year.
AWARDS:
Hyundai Elantra Won the 'Car of the Year' Award at 'Car India & Bike India Awards
2013'
Hyundai Elantra Won the 'Best Design and Styling' Award at 'Bloomberg UTV Auto Car
India 2013'
Hyundai Elantra Won the 'Saloon Car of the Year' Award at 'Bloomberg UTV Auto Car
India 2013'
Hyundai Elantra Won the 'Executive Car of the Year' Award at 'Car India & Bike India
Awards 2013'
Hyundai Elantra Won the 'Design of the Year' Award at 'Car India & Bike India Awards
2013'
Hyundai Elantra Won the 'Car of the Year' Award at 'CNBC TV18 Overdrive Awards
2013'
Hyundai Elantra Won the 'Executive Sedan of the Year' Award at 'CNBC TV18 Overdrive
Awards 2013'
Hyundai Elantra won the 'Design of the Year' award at 'NDTV Car & Bike Awards 2013'
Hyundai Sonata won the 'Full Size Sedan of the Year' award at 'NDTV Car & Bike
Awards 2013'
Hyundai Elantra won the 'Mid Size Sedan of the Year' award at 'NDTV Car & Bike
Awards 2013'
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Hyundai Elantra won the 'CNB Viewers' Choice Car of the Year' award at 'NDTV Car &
Bike Awards 2013'
Hyundai Elantra won the 'Saloon Car of the year 2012' by BBC Top Gear Magazine
Awards 2012
Verna gets the 'Sedan Of The Year 2011' Golden Steering Award
HMIL gets the 'Automotive Company Of the Year 2011' Golden Steering Award
Eon gets the 'Entry-Level Hatchback Of The Year' at ET Zigwheels Awards 2011
HMIL gets the 'Best Car Manufacturer 2012' award by Motor Vikatan magazine
The awards received for Best in sales in south region, Best in finance, Top performer
in 2005 and their technicians being awarded with a Gold Medal for standing No.1 in the world at
World skill Olympics held at Korea-stand testimony to the recognition that received at the global
level.
According to the popular belief, a customer walking into LAKSHMI HYUNDAI is treated
like an asset. His/her needs are assessed in the first stage and the customer is educated
subsequently about the product line, service range, allied services, etc., ample information and
time is given to the prospective buyer to make up his/her mind on which car to buy.
focused customer centric approach, unparalleled service motto, top-end facilities, bouquet of
allied services, solid after sales backup, quality assurance, unconditional warranty promise and
desire to excel through service are some of the threads which blend in effectively to give birth to
the fabric called LAKSHMI HYUNDAIs success is just beginning and more to expect
spectacular chapters in the preamble Winning Edges.
LAKSHMI HYUNDAI MAN POWER:

Department
Sales
Own
57
Contract
0
Total
57
17
Service
Spaces
Finance &
126
15
98
49
0
0
175
15
98
HR/Administration
Total
296
49
345
RECRUITMENT PROCESS AT LAKSHMI HYUNDAI:

The recruitment process involves both internal and external methods. Internal
namely are employee referrals, promotions, intercompany transfers.
methods
Employee referrals;
This is the most common method of recruitment used by the organization. Last year the
organization recruited 16 employees by employee referrals.
Promotions
Posts falling vacant due to be filled will be notified within the division/office, giving educational
qualifications and experience laid down for the post and the extent to which these will be relaxed
for promotion and inviting applications from eligible employees in lower group, who have
rendered the requisite qualifying service and who have requisite higher post.
External methods of recruitment followed by the organization are employment exchange, paper
advertisements and campus recruitment. .
Employment Exchange: All vacancies are to be notified to the Local Employment Exchange. If
employment exchanges are unable to sponsor the suitable candidates within the prescribed time
limits, the vacancies may be advertised in the press on a local/regional advertisement the
vacancies may be advertised on India Basis. A minimum of two weeks notice is to given to the
Local Employment Exchange for sponsoring suitable candidates.
Paper advertisements:
Of the external methods this method is mostly adopted by the organization. This method of
recruitment involves advertising the requirements of personnel in two of the leading newspapers
one being in English language and other being in regional language. For recruitments in
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Hyderabad, Eenadu and Deccan Chronicle are the two leading newspapers that the requirement
of personnel is advertised.
SELECTION PROCESS AT LAKSHMI HYUNDAI:
After the recruitment process next step is the selection process in employing a suitable candidate
into the organization. At Hindustan Aeronautics Limited the selection process mainly includes
test/interviews. If a candidate passes through the different rounds of interviews/test then he is
employed into the organization. The Personnel Department of each division or the corporate
office will screen the applications received and categorize them to those that satisfy prescribed
minimum educational qualification and experience and those do not.
Personal Manager Interview:
This is the first round of interview for the candidate. The Personal manager checks the
knowledge of the candidate in the applied field along with his positive attitude, communication
skills and so on. On personal dissatisfaction the manager can call the candidate for another round
of interview. He prepares an evaluation report on the candidates' performance in the interview.
Board Directors Interview:

After the personal manager interview, the next in line is the Board Directors Interview. There are
4 directors who take the seat of interviewer. Questions about family background, health details,
academic performance and activities, likes and dislikes, attitudes and capabilities etc. are all
questioned. The interview conducted by the Board directors can take any shape from stress
interview to formal or informal interview depending on the kind of department they are being
recruited for. All the directors prepare an evaluation report individually on the candidates
performance in relation to personality, intelligence, attitudes, skills and knowledge and so on. .
Verification of Date of Birth, Character and Antecedents
The secondary school certificate is the accepted document required for verification of date of
birth. However, if this document is not available, the candidate should produce a RESUME. In
that he/she mention all study details of them.
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APPOINTMENT OF SELECTED CANIDIDATES

Candidates who are selected for appointment to post will be issued with a letter proposing to
offer the post or offering the post. If they accept appointment offer they are to be reply in the
form.
SALES TEAM PERFORMANCE BONUS POINTS
Universal Factors
Job Knowledge &
Sub-Factors
Product Information
No. of Points
100
Communication Skills
GDMS Up gradation
Accessories Selling Skills
Finance Dealing Skills
75
100
25
50
Presentation Skills
Confidence Level
Voice & Body Culture
Appearance
Selling Skills
50
50
100
50
50
Time Management
Obeying Orders
Alertness
Company Dress
Attendance Record
50
100
75
50
75
Total points
Judgment
Sales Personality
Code Of Conduct
350
300
350
Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai

Motor Company (HMC), South Korea and is the largest passenger car exporter and the second
largest car manufacturer in India. HMIL presently markets 6 models of passenger cars across
segments. The A2 segment includes the Santro, i10 and the i20, the A3 segment includes the
Accent and the Verna, the A5 segment includes the Sonata Transform and the SUV segment
includesthe Santa Fe.
HMILs fully integrated state-of-the-art manufacturing plant near Chennai boasts of the most
advanced production, quality and testing capabilities in the country. To cater to rising demand,
HMIL commissioned its second plant in February 2008, which produces an additional 300,000
units per annum, raising HMILs total production capacity to 600,000 units per annum.
In continuation with its commitment to providing Indian customers with cutting-edge global
technology, HMIL has set up a modern multi-million dollar research and development facility
20
in the cyber city of Hyderabad. It aims to become a centre of excellence for automobile
engineering and ensure quick turnaround time to changing consumer needs.
As HMCs global export hub for compact cars, HMIL is the first automotive company in India
to achieve the export of 10 lakh cars in just over a decade. HMIL currently exports cars to
more than 110 countries across EU, Africa, Middle East, Latin America, Asia and Australia. It
has been the number one exporter of passenger car of the country for the sixth year in a row.
To support its growth and expansion plans, HMIL currently has a 315 strong
dealer network and 640 strong service points across India, which will see further expansion in
2010. Mr. Han Woo Park joined Hyundai Motor Company in Seoul, South Korea, in 1982 in
the finance department and ever since he has been involved with costing, auditing and the
financial operations of the company.He joined Hyundai Motor India Limited in 2003 as the
Chief Financial Officer and since then he has played a pivotal role in HMIL as he was
involved in all aspects of the company in his capacity as a CFO.Mr Park has a vast experience
and understanding of Hyundai Motor India Ltd and the Indian culture and has successfully led
his team for the last seven years.Mr Park holds a degree in Business Administration from the
University of Dan kook in Seoul, South Korea. Prior to his becoming the Managing Director
of HMIL he held the position of CFO and Senior Executive Director. Mr Park lives in Chennai
with his wife. He has two children, a son and a daughter. The son is studying at University of
Texas, Austin and the daughter is studying at SUNY Buffalo. Mr Park was born in South
Korea on January 29, 1958.
Hyundai Motor India Engineering (HMIE) is a fully owned subsidiary of Hyundai Motor
Company, South Korea, which has set up the R&D Centre in Hyderabad. HMIE is a centre with
one of the most advanced research and development facilities which focuses on state of the art
product and design engineering and rigorous quality enhancement. The new R&D Centre at
Hyderabad in India is Hyundai Motor Companys fourth overseas R&D centre.
Set up with an investment of Rs. 184 crores, the new 200,000 square-foot facility R&D Centre,
is aimed at further accelerating local content development and enable Hyundai to respond even
more quickly to changing customer needs across the world. The R&D Centre will further
facilitate the development of India as Hyundais global hub for manufacturing and engineering
of small cars.
The new R&D Centre in Hyderabad will support all back-end operations like
computer aided engineering (CAE), computer aided design (CAD) and help the R & D work
taking place across Hyundais car line-up. The R&D Centre will help in developing vehicles
which includes their styling, design engineering and vehicle test & evaluation. The R&D Centre
will play a pivotal role for cars manufactured in India in order to satisfy the specific needs of the
Indian customers. Hyundai Motor Companys other overseas R&D centres are located in the
United States, Germany, Japan & Korea.
21
Management Philosophy With the spirit of creative challenge, we will strive to create a more
affluent lifestyle for humanity, and contribute to the harmony and co-prosperity with
shareholders, customers, employees and other stakeholders in the automobile industry.
The spirit of creative challenge has been a driving force in leading HMC to where it is today.
It is the permanent key factor for HMC to actively respond to change in the management system
and seek creative and selfinnovative system. With the spirit of creative challenge, we create
profits, the primary objective of a private enterprise. Furthermore, we take responsibility for the
environment and society we belong to, and offer sustainable mobility in order to implement our
corporate philosophy and provide benefits to all stakeholders including shareholders, customers,
executives, employees, suppliers, and communities. Vision
We announced "Innovation for
Customers" as our midto longterm vision with five core strategies: global orientation, respect
for human values, customer satisfaction, technology innovation, and cultural creation. We desire
to create an automobile culture of putting customer first via developing human creativity.
Management Policy
Based on a respect for human dignity, we make efforts to meet the
expectations of all stakeholders including customers and business partners by building a

constructive relationship amongst management, labor, executives and employees. Also, we focus
on communicating our corporate values both internally and externally, and gaining confidence.
22
Mid-and Long-term Strategies
We developed five midand longterm strategies: global
management, higher brand values, business innovation, environmental management, and

strengthening product competitiveness. Especially, we selected environmental management as
one of our strategies to meet the needs of our stakeholders and the society we belong to. We also
intend to promote sustainability development and preservation of the environment.
23
MOST LIKED SMALL CAR IS SANTROXING
24
25
26
New Arrivals
EON
Santro Xing
27
i10
i20
Accent
Fluidic Verna
28
The All New Sonata
CHAPTER-III
THEORETICAL BACKGROUND
29
Welfare includes anything that is done for the comfort and improvement of employees and is
provided over and above the wages. Welfare helps in keeping the morale and motivation of the
employees high so as to retain the employees for longer duration. The welfare measures need not
be in monetary terms only but in any kind/forms. Employee welfare includes monitoring of
working conditions, creation of industrial harmony through infrastructure for health, industrial
relations and insurance against disease, accident and unemployment for the workers and their
families.
Labour welfare entails all those activities of employer which are directed towards providing the
employees with certain facilities and services in addition to wages or salaries.
Labour welfare has the following objectives:
To provide better life and health to the workers
To make the workers happy and satisfied
To relieve workers from industrial fatigue and to improve intellectual, cultural and
material conditions of living of the workers.
The basic features of labour welfare measures are as follows:
Labour welfare includes various facilities, services and amenities provided to workers for
improving their health, efficiency, economic betterment and social status.
Welfare measures are in addition to regular wages and other economic benefits available
to workers due to legal provisions and collective bargaining
30
Labour welfare schemes are flexible and ever-changing. New welfare measures are
added to the existing ones from time to time.
Welfare measures may be introduced by the employers, government, employees or by

any social or charitable agency.
The purpose of labour welfare is to bring about the development of the whole personality
of the workers to make a better workforce.
The very logic behind providing welfare schemes is to create efficient, healthy, loyal and
satisfied labour force for the organization. The purpose of providing such facilities is to make
their work life better and also to raise their standard of living. The important benefits of welfare
measures can be summarized as follows:
They provide better physical and mental health to workers and thus promote a healthy
work environment
Facilities like housing schemes, medical benefits, and education and recreation facilities
for workers families help in raising their standards of living. This makes workers to pay
more attention towards work and thus increases their productivity.
Employers get stable labour force by providing welfare facilities. Workers take active
interest in their jobs and work with a feeling of involvement and participation.
Employee welfare measures increase the productivity of organization and promote

healthy industrial relations thereby maintaining industrial peace.
The social evils prevalent among the labours such as substance abuse, etc. are reduced to
a greater extent by the welfare policies.
31
Employee Welfare Schemes

Organizations provide welfare facilities to their employees to keep their motivation levels high.
The employee welfare schemes can be classified into two categories viz. statutory and nonstatutory welfare schemes. The statutory schemes are those schemes that are compulsory to
provide by an organization as compliance to the laws governing employee health and safety.
These include provisions provided in industrial acts like Factories Act 1948, Dock Workers Act
(safety, health and welfare) 1986, Mines Act 1962. The non statutory schemes differ from
organization to organization and from industry to industry.
32
STATUTORY WELFARE SCHEMES

The statutory welfare schemes include the following provisions:
Drinking Water: At all the working places safe hygienic drinking water should be
provided.
Facilities for sitting: In every organization, especially factories, suitable seating

arrangements are to be provided.
First aid appliances: First aid appliances are to be provided and should be readily
assessable so that in case of any minor accident initial medication can be provided to the
needed employee.
Latrines and Urinals: A sufficient number of latrines and urinals are to be provided in
the office and factory premises and are also to be maintained in a neat and clean
condition.
Canteen facilities: Cafeteria or canteens are to be provided by the employer so as to

provide hygienic and nutritious food to the employees.
Spittoons: In every work place, such as ware houses, store places, in the dock area and
office premises spittoons are to be provided in convenient places and same are to be
maintained in a hygienic condition.
Lighting: Proper and sufficient lights are to be provided for employees so that they can
work safely during the night shifts.
Washing places: Adequate washing places such as bathrooms, wash basins with tap and
tap on the stand pipe are provided in the port area in the vicinity of the work places.
Changing rooms: Adequate changing rooms are to be provided for workers to change
their cloth in the factory area and office premises. Adequate lockers are also provided to
the workers to keep their clothes and belongings.
Rest rooms: Adequate numbers of restrooms are provided to the workers with provisions
of water supply, wash basins, toilets, bathrooms, etc.
NON STATUTORY SCHEMES

Many non statutory welfare schemes may include the following schemes:
33
Personal Health Care (Regular medical check-ups): Some of the companies provide
the facility for extensive health check-up
Flexi-time: The main objective of the flex time policy is to provide opportunity to
employees to work with flexible working schedules. Flexible work schedules are initiated
by employees and approved by management to meet business commitments while
supporting employee personal life needs
Employee Assistance Programs: Various assistant programs are arranged like external
counselling service so that employees or members of their immediate family can get
counselling on various matters.
Harassment Policy: To protect an employee from harassments of any kind, guidelines

are provided for proper action and also for protecting the aggrieved employee.
Maternity & Adoption Leave Employees can avail maternity or adoption leaves.
Paternity leave policies have also been introduced by various companies.
Medi-claim Insurance Scheme: This insurance scheme provides adequate insurance

coverage of employees for expenses related to hospitalization due to illness, disease or
injury or pregnancy.
Employee Referral Scheme: In several companies employee referral scheme is

implemented to encourage employees to refer friends and relatives for employment in the
organization.
34
EMPLOYEE WELFARE
Employee welfare defines as "efforts to make life worth living for workmen". These
efforts have their origin either in some statute formed by the state or in some local custom or in
collective agreement or in the employer's own initiative.
To give expression to philanthropic and paternalistic feelings.
To win over employee's loyalty and increase their morale.
To combat trade unionism and socialist ideas.
To build up stable labour force, to reduce labour turnover and absenteeism.
To develop efficiency and productivity among workers.
To save oneself from heavy taxes on surplus profits.
To earn goodwill and enhance public image.

35
To reduce the threat of further government intervention.
To make recruitment more effective (because these benefits add to job appeal).
Principles of Employee Welfare Service

Following are generally given as the principles to be followed in setting up a employee
welfare service:
The service should satisfy real needs of the workers. This means that the manager must
first determine what the employee's real needs are with the active participation of
workers.
The service should such as can be handled by cafeteria approach. Due to the difference
in Sex, age, marital status, number of children, type of job and the income level of
employees there are large differences in their choice of a particular benefit. This is
known as the cafeteria approach. Such an approach individualises the benefit system
though it may be difficult to operate and administer.
The employer should not assume a benevolent posture.
The cost of the service should be calculate and its financing established on a sound basis.
There should be periodical assessment or evaluation of the service and necessary timely
on the basis of feedback.
Types of Employee Welfare Services
Safety Services
Prevention of accidents is an objective which requires o explanation.

The costs of accidents are enormous in suffering to the injured, in reduction or loss of earnings,
in disabilities and incapacities which afflict those involved and in compensation, insurance and
legal costs, in lost time, filling in reports and attending to enquiries, and in spoilage of materials,
equipment and tools to management.
Accidents are the consequence of two basic factors: technical and human. Technical
factors include all engineering deficiencies, related to plant, tools material and general work
environment. Thus, for example, improper lighting, inadequate ventilation, poor machine
guarding and careless housekeeping are some hazards which may cause accidents. Human
factors include all unsafe acts on the part of employees. An unsafe act is usually the result of
carelessness.
36
Young and new employees, because of their difficulty in adjusting to the work situation
and to life in general, also have many more accidents than do old and nature workers.
The Phenomenon of Accident Proneness. Some persons believe wrongly in the theory that
certain individuals are accident prone, that is , they have some personality trait as opposed to
some characteristic of the environment which predisposes them to have more accidents than
others in work condition where the risk of hazards is equal to all.
Components of a Safety Service
Among the many components of a safety service the following have proved effective
when applied in combination:
Appointment of safety officer
In big organizations, the appointment of a safety officer to headthe safety department is a must.
In small organizations, the personnel manager may look after the functions of this department.
The head of the safety department, who is usually a staff man, is granted power to inspect the
plant for unsafe condition, to promote sound safety practices (through posters and d safety
campaigns), to make safety rules, and to report violations to the plant manager.
Support by line management
The head of the safety department, whether enjoying a staff or a functional position, by him,
cannot make a plan safe. His appointment lulls line management into assuming that all its safety
problems have been solved.
Elimination of hazards
Although complete elimination of all hazards is virtually Impossibility but following steps can
be taken to help reduce them:
Job safety analysis
All job procedures and practices should be analysed by an expert to discover hazards. He should
then suggest changes in their motion patterns, sequence and the like.
Placement
A poorly placed employee is more apt to incur injury than a properly placed employee.
Employees should be placed on jobs only after carefully estimating and considering the job
requirements with those which the individual apparently possesses.
37
Personal protective equipment
Endless variety of personal safety equipment is available nowadays which can be used to prevent
inju
Safeguarding machinery
Guards must be securely fixed to all power-driven machinery.
Materials handling
Though often ignored, the careless handling of heavy and inflammable materials is an important
source of several injuries and fire.
Hand tools
Minor injuries often result from improperly using a good tool or using a poorly designed tool.
Therefore, close supervision and instruction should be given to the employees on the proper tool
to use a proper use of the tool.
Safety training, education and publicity
Safety training is concerned with developing safety skills, whereas safety education is concerned
with increasing contest programmes, safety campaigns, suggestion awards, and various audiovisual aids can be considered as different forms of employee education.
Safety inspection
An inspection by a trained individual or a committee to detect evidence of possible safety

hazards (such as poor lighting, slippery floors, unguarded machines, faulty electrical
installations, poor work methods and disregard of safety rules) is a very effective device to
promote safety.
Health Services
The prevention of accident constitutes only on segment of the function of employee
maintenance. Another equally important segment is the employee's general health, both physical
and mental.
There are two aspects of industrial health services
Preventive
Curative, the former consists of
pre-employment and periodic medical examination,

38
removal or reduction of health hazards to the maximum extent possible,
Surveillance over certain classes of workers such as women, young persons and persons
exposed to special risks.
Counselling Services
An employee very often comes across problems which have emotional content. For
example, he may be nearing retirement and feeling insecure or he may be getting promotion and
feeling hesitant to shoulder increased responsibility or he may be worried due to some family
problem.
Employee Welfare in India
The chapter on the Directive Principles of State Policy in our Constitution expresses the
need for labour welfare thus:
The State shall strive to promote the welfare of the people by securing and protecting as
effectively as it may a social order in which justice, social, economic and political, shall
inform all the institutions of the national life.
The State shall, in particular, direct its policy towards securing:
That the citizens, men and women equally, have the right to an adequate means of
livelihood;
That the ownership and control of the material resources are so distributed as to sub serve
the common good.
The State shall make provision for securing just and humane conditions of work and
maternity relief.
Factories Act, 1948
The principal Act to provide for various labour welfare measures in India is the Factories
Act, 1948. The Act applies to all establishments employing 10 or more workers where power is
used and 20 or more workers where power is not used, and where a manufacturing process is
being carried on.
Employee Welfare Officer
Section 49 of the factories act provides that in every factory wherein 500 or more
workers are ordinarily employed the employer shall appoint at least one welfare officer.
39
The welfare officer should possess; (i) a university degree; (ii) degree or diploma in
social service or social work or social welfare from a recognized institution; and (iii) adequate
knowledge of the language spoken by the majority of the workers in the area where the factory is
situated.
Supervision
Counselling workers
Advising management
Establishing liaison with workers
working with management and workers to improve productivity.
working with outside public to secure proper enforcement of various acts.
Health of Employees
Cleanliness. Every factory shall be kept clean by daily sweeping or washing the floors
and work rooms and by using disinfectant where necessary.
Disposal of wastes and effluents. Effective arrangements shall be made for the disposal
of wastes and for making them innocuous.
Ventilation and temperature. Effective arrangements shall be made for ventilation and
temperature so as to provide comfort to the workers and prevent injury to their health.
Dust and fume. Effective measures shall be taken to prevent the inhalation and
accumulation of dust and fumes or other impurities at the work place.
Artificial humidification. The State Government shall make rules prescribing standard of
humidification and methods to be adopted for this purpose.
Overcrowding. There shall be in every work room of a factory in existence on the date of
commencement of this act at least 9.9cubic meters and of a factory built after the
commencement of this act at least 4.2 cubic meters of space for every employee.
Lighting. The State Government may prescribe standards of sufficient and suitable
lighting.
Drinking Water. There shall be effective arrangement for wholesome drinking water for
workers at convenient points.
40
Latrines and urinals. There shall be sufficient number of latrines and urinals, clean, wellventilated, conveniently situated and built according to prescribed standards separately
for male and female workers.
Spittoons. There shall be sufficient number of spittoons placed at convenient places in

the factory.
Safety of Employees
Fencing of machinery. All dangerous and moving parts of machinery shall be securely
fenced. Screws, bolts and teeth shall be completely encased to prevent danger.
Work on or near machinery in motion. Lubrication or other adjusting operation on

moving machinery shall be done only by a specially trained adult male worker.
Employment of young persons on dangerous machines. No young person shall be

allowed to work on any dangerous machine (so prescribed by the state government)
unless he is sufficiently trained or is working under the supervision of knowledgeable
person.
Device for cutting off power. Suitable device for cutting of power in emergencies shall
be provided.
Hoists and lifts. These shall be made of good material and strength, thoroughly
examined at least once in every six months and suitably protected to prevent any person
or thing from being trapped.
Welfare of Employees
Chapter V of the factories Act contains provisions about the welfare of employees.
These are as follows:
There shall be separate and adequately screened washing facilities for the use of male
and female employees.
There shall be suitable places provided for clothing not worn during working hours and
for the dying of wet clothing.
There shall be suitable arrangement for all workers to sit for taking rest if they are
obliged to work in a standing position.
41
There shall be provided the required number of first-aid boxes or cupboard (at the rate of
one for every 150 workers) equipped with the prescribed contents readily available
during the working hours of the factory.
The State Government may make rules requiring that in any specified factory employing
more than 250 employees a canteen shall be provided and maintained by the occupier for
the use of the employee.
There shall be provided sufficiently lighted and ventilated lunch room if the number of
employees ordinarily employed is more than 150.
Restrictions in the Factories Act on the employment of young persons:

1.
Prohibition as to employment of children (Section 67)
No child who has not completed his fourteenth year shall be required or allowed to work in any
factory.
2.
Employment of Children and Adolescent (Section 68)
A child who has completed his fourteenth year or an adolescent shall not be required or allowed
to work in any factory unless following conditions are fulfilled:
The manager of the factory has obtained a certificate of fitness granted to such young
While at work, such child or adolescent carries a token giving reference to such
certificate.
3.
Certificate of fitness (Section 69)
Before a young person is employed in the factory, a certifying surgeon has to certify that such
person is fit for that work in the factory.
Welfare Funds
In order to provide welfare facilities to the workers employed in mica, iron, ore,
manganese ore and chrome ore, limestone and dolomite mines and in the beedi industry, the
welfare funds have been established to supplement the efforts of the employers and the State
Government under respective enactments.
The welfare measures financed out of the funds relate to development of medical
facilities, housing, supply of drinking water, support for education of dependents and recreation,
etc.
42
Voluntary Benefits:
Benefits are also given voluntarily to workers by some progressive employers. These
include loans for purchasing houses and for educating children, leave travel concession, fair
price shops for essential commodities and loans to buy personal conveyance.
Machinery Connected with Employee Welfare Work
1.
Chief inspector of Factories
It is the duty of the Chief inspector of factories (who generally works under the administrative
control of the labour commissioner in each state) to ensure enforcement of various provisions of
Factories Act i8n respect of safety, health and welfare of workers.
2.
Central Labour Institute
The institute was set up in Bombay in 1966 to facilitate the proper implementation of the
Factories Act, 1948; to provide a centre of information for inspectors, employers, workers and
others concerned with the wellbeing of industrial labour and to stimulate interest in the
application of the principles of industrial safety, health and welfare.
3.
National Safety Council
The National Safety Council was wet up on 4th March, 1966 in Bombay at the initiative of the
Union Ministry of Labour and Rehabilitation, Government of India, as an autonomous national
body with the objective of generating developing and sustaining an movement of safety
awareness at the national level.
4.
Director General of Mines Safety
The Director General of Mines Safety enforces the Mines Act, 1952. He inspects electrical
installation and machinery provided in the mines and determines the thickness of barriers of 2
adjacent mines in order to prevent spread of fire and danger of inundation.
Appraisal of Welfare Services
One of the main obstacles in the effective enforcement of the welfare provisions of the
Factories Act has been the quantitative and qualitative inadequacy of the inspection staff.
at present, a labour welfare officer is not able to enforce laws independently because he
has to work under the pressure of management.
43
Women workers do not make use of the crche facilities either because they are
dissuaded by the management to bring their children with them or because they have to
face transport difficulties.
National Commission on Employee Recommendations
The statutory provisions on safety are adequate for the time being effective enforcement
is the current need.
Every fatal accident should thoroughly be enquired into and given wide publicity among
workers.
Employers should play a more concerted role in safety and accident prevention
programme and in arousing safety consciousness.
Safety should become a habit with the employers and workers instead of remaining a
mere ritual as at present.
Unions should take at least as much interest in safety promotion as they take in claims for
higher wages.
SOCIAL SECURITY
The connotation of the term "Social Security" varies form country to country with
different political ideologies. In socialist countries, the avowed goal is complete protection to
every citizen form the cradle to the grave.
There are some components of Social Security:
Medical care
Sickness benefit
Unemployment benefit
Old-age benefit
Employment injury benefit
Family benefit
Maternity benefit
Invalidity benefit and
Survivor's benefit
44
Social Securities may be of two types
Social assistance under which the State finances the entire cost of the facilities and benefits
provided.
Social insurance, under the State organizes the facilities financed by contributions form the
workers and employers, with or without a subsidy from the state.
Social Security in India

At present both types of social security schemes are in vogue in our country. Among the
social assistance schemes are the most important.
The social insurance method, which has gained much wider acceptance than the social
assistance method, consists of the following enactments.
The workmen's Compensation Act, 1961.
The Employee's State Insurance Act, 1948.
The employees' State Insurance Act, 1948.
The Maternity Benefit Act, 1961.
Employees' compensation Act, 1923
a. Coverage. This Act covers all workers employed in factories, mines, plantations, transport
undertakings, construction works, railways, ships, circus and other hazardous occupations
specified in schedule II of the Act.
The Act empowers the State Government to extend the coverage of the Act by adding any
hazardous occupation to the list of such occupations is schedule II.
Administration. The Act is administered by the State Government which appoints

Commissioners for this purpose under sec. 20 of the Act.
Benefits. Under the Act, compensation is payable by the employer to a workman for all
personal injuries caused to him by accident arising out of and in the course of his
employment which disable him for more than 3 days.
2.
Employees' State Insurance Act, 1948
Other than seasonal factories, run with power and employing 20 or more workers.
Administration. The Act is administered by the ESI Corporation, an autonomous body

consisting of representatives of the Central and State Governments, employers,
employees, medical profession and parliament.
45
Benefits. The Act, which provides for a system of compulsory insurance, is a landmark
in the history of social security legislation in India.
Medical Benefit. An insured person or (where medical benefit bas been

extended to his family) a member of his family who requires medical treatment is
entitled to receive medical benefit free of charge.
Sickness Benefit. An insured person, when he is sick, is also entitled to get

sickness benefit at the standard benefit rate corresponding to his average daily
wage.
An insured woman is entitled to receive maternity benefit (which is twice the

sickness benefit rate) for all days on which she does not work for remaining
during a period of 12 weeks of which not more than 6 weeks shall precede the
expected date of confinement.
The Act makes a three-fold classification of injuries in the same way as is done in
the workmen's compensation Act.
Dependant's Benefit. If an insured person meets with an accident in the course

of his employment an dies as a result thereof, his dependants, i.e. his widow,
legitimate or adopted sons and legitimate unmarried daughters get this benefit.
3.
The Maternity Benefit Act, 1961
Maternity benefit is one of the important benefits provided under theEmployees State Insurance
Act, 1948. Another important legislation in this respect is the Maternity Benefit Act, 1961. The
Act covers only those persons who are not covered by the Employees State Insurance Act. The
Act entitles a woman employee to claim maternity leave from her employer if she has actually
worked for a period of at least 160 days in the 12 months immediately preceding the day of her
expected delivery.
The act further provides for the payment of medical bonus of Rs. 250
to the confined woman worker.
The committee on the status of women in India 1974 has, therefore,
Recommended the following changes in the Act:
The administration of the fund should follow the pattern already established by the ESIC.
46
For casual labour a minimum of 3 months of service should be considered as

qualification service for this benefit.
This will provide greater incentive to women workers to participate in trade union
activities.
1.
The Payment of Gratuity Act, 1972
Coverage. The Act applies to every factory, mine, oilfield, plantation, port and Railway
Company and to every shop or establishment in which 10 or more persons are employed,
or were employed, on any day of the preceding 12 months.
Administration. The Act is administered by a controlling authority appointed by the

appropriate Government.
Benefits. Under the Act gratuity is payable to an employee on the termination of his
employment after he has rendered continuous service for not less than five years. The
completion of continuous service of five years is, however, not necessary where the
termination of the employment is due to death or disablement Gratuity is payable at the
rate of 15 days' wages based on the rate of wages last drawn by the employee for every
complete year of service or part thereof in excess of six months. But the amount of
gratuity payable to an employee shall not exceed Rs. 3.5 lakh.
Source of Funds. Under the Act gratuity is payable entirely by the Employer. For this
purpose is required either (i) to obtain insurance with the Life Insurance Corporation, or
(ii) to establish a gratuity fund. Thus it is his liability to pay the premium in the first case
to make the contribution in the second case.
47
CHAPTER-IV
DATA ANALYSIS & INTREPRITATION
Data analysis has been done by arranging the data in a simple table form and percentages are
calculated. The quantitative data has been represented by drawing out the charts where ever
necessary.
48
1. Do you think Employee Welfare is needed in a company?

(a ) YES
(b) NO
s.no
Options
1
YES
2
NO
TOTAL
No. of Responses
100
0
100
Percentage
100
0
100
Interpretation:
To above question, almost 100% of the employees thought that the Employee
Welfare programs is needed in a company.
2. In Your Organization Educational assistance provided for childrens education

A) Yes
49
B) No
S.No Options
YES
1
NO
2
TOTAL
No. of Responses
45
55
100
Percentage
45
55
100
No. of Responses
60
50
40
No. of Responses
30
20
10
0
YES
NO
Interpretation:
45%of the employees in the organization are saying that the organization is bearing the
childrens education as a Employee Welfare program.
3) Rate the Welfare program, you are getting in the organization

Particulars
Canteen Subsidy
% Rating
100%
50
Festival Allowance
Night Shift Allowance
Heat Treatment Allowance
Rest Room Facility
shift timings
Safety practices
death in harness
HRA
Uniform Allowance
50%
65%
75%
15%
10%
55%
95%
100%
50%
Analysis
65%
agreed with Night Shift Allowance
75%
agreed with Heat Treatment Allowance
15%
agreed with Rest Room Facility
10%
agreed with shift timings
55%
agreed with Safety practices
95%
agreed with death in harness
100% agreed with HRA

50%
agreed with Uniform Allowance
Interpretation:
From the above table we can find the employees in the organization are getting benefits from the
organization as an employee welfare programs
Most of the employee given the rating for the facility of canteen for their food and refreshment
facilities in the organization, the organization is allowing the house rent allowances also.
4. What are the methods used in your organization in order to help the staff in managing as
welfare?
Rest room
Yoga and Meditation
Physical Exercise and indoor games
Music
None of the above
Particulars
Response (No of persons)

51
Rest room
45
Yoga and Meditation
14
Physical Exercise and indoor

games
20
Music
20
None of the above
Interpretation:
Employees are managing the stress by using rest rooms and , by meditation and yoga by
Physical Exercise and indoor games and using other.
5.Is it necessary that the organization should take up the programmers for welfare
programs?
Yes
No
Particulars
Yes
90
No
10
52
Respondents
100
90
80
70
60
Respondents
50
40
30
20
10
0
Yes
No
Interpretation:
90 respondents said that the organization should take up the programmers for welfare and 10 are
said that no need to do.
6.When You Feel stress, who will help you to overcome the stress?
Management
Family
Friends
Colleagues
None of the above
Particulars
53
Management
13
Family
45
Friends
10
Colleagues
25
None of the above
Interpretation:
13 respondents said that management will help and 45 said that family and 10
respondents said that friends,25 respondents said that Colleagues and remaining 7
respondents said none of the above.
7. To increase the welfare programs?
I will work very fast

I should decide when to relax
I will work very intensively
I will plan my job schedules
I should maintain good relations
54
Other
Particulars
75
I should maintain good

relations
15
Other
Interpretation:
5 respondents said that I will work very fast ,5 are I should decide when to relax,75 respondents
said that they will plan my job schedules, 15 are said that maintain good relations.
8. Do your welfare programs interface in your work life?

Yes
No
At times
Particulars
55
Yes
45
No
50
At times
Response
60
50
40
Response
30
20
10
0
Yes
No
At times
Interpretation:
45 respondents said that personal welfare programs will interfere in work life and 50 are said no
impact and 5 are said that at the time of the mind set.
9. Are there any recreational programs/events at your work place?

Yes
No
Particulars
Yes
35
56
No
65
Respondents
70
60
50
Respondents
40
30
20
10
0
Yes
No
Interpretation:
35 employees are said that there are recreational programs/events at work place
and 65 said that there are no such programs.
10.Do you setup reasonable and attainable goals when you have a large project to computer?
Yes
No
Particulars
57
Yes
85
No
15
Respondents
90
80
70
60
Respondents
50
40
30
20
10
0
Yes
No
Interpretation:
85 respondents setup reasonable and attainable goals when you have a large project
to computer and 15say No.
11. Are you satisfied with the job at the work environment?
Yes
58
No
Particulars

Yes
90
No
10
Respondents
100
90
80
70
60
Respondents
50
40
30
20
10
0
Yes
No
Interpretation:
90 respondents are satisfied with the job at the work environment and 10 are
unsatisfied with the job at the work environment.
12. How is the communication among you and the subordinates in an Organization?
59
Good
Bad
Poor
Particulars

Good
95
Bad
Poor
Respondents
100
90
80
70
60
Respondents
50
40
30
20
10
0
Good
Bad
Poor
Interpretation:
95 employees are said that good communication among you and the subordinates in
an organization and 5 said bad communication among you and the subordinates in an
organization and 0 said it is poor.
13. Does organization provides you any assistance for non welfare related problems?
Yes
60
No
Particulars

Yes
95
No
Respondents
100
90
80
70
60
Respondents
50
40
30
20
10
0
Yes
No
Interpretation:
95 respondents said that organization provides assistance for non welfare related
problems And 5 said than not doing.
14.Do you feel you have enough skills to handle the responsibilities assigned to your role?
61
Yes
No
Particulars

Yes
75
No
25
Respondents
80
70
60
50
Respondents
40
30
20
10
0
Yes
No
Interpretation:
75 are said that they feel enough skills to handle the responsibilities assigned their
role, 25 said they are not feeling.
62
15.Do you feel introduction of stress management and its preventive actions in every
organization mandatory?
Yes
No
If yes please comment
Particulars
Yes
80
No
20
90
80
70
60
50
Respondents
40
30
20
10
0
Yes
No
Interpretation:
80 feel that introduction of stress management and its preventive actions in every
organization mandatory and 20 say no
63
Employee Benefits
1). Is the physical working conditions are taken care by superiors?
A) Yes
B) No
C) Sometime
D) Cant say
PARTICULARS
YES
NO
SOME TIME
CANT SAY
RESPONDENTS
40
25
25
10
Respondents
45
40
35
30
Respondents
25
20
15
10
5
0
Yes
No
Some Time
Can't Say
Interpretation:
More Number of Employees is saying that the physical working conditions are taken care
by superiors only.
64
2. Are you accustomed to work under many supervisors for the same nature of work?
A) Yes
B) No
C) Sometime
D) Cant say
PARTICULARS
YES
NO
SOME TIME
CANT SAY
RESPONDENTS
25
50
25
0
Respondents
60
50
40
Respondents
30
20
10
0
Yes
No
Some Time
Can't say
Interpretation:
25% of Employees is saying that they accustomed to work under many supervisors for the same
nature of work, 50% are no,25% are some time and 0% respondents cant say anything.
65
3. Do you feel to do your duty out of your commitment to job because of the fear of survival?
A) Yes
B) No
C) Some times
PARTICULARS
YES
NO
SOME TIME
RESPONDENTS
30
70
0
responds
yes
no
Interpretation:
30% of Employees is saying that they feel to do your duty out of your commitment to job
because of the fear of survival, 70% of employees said no.
66
4. Do you feel that working atmosphere is friendly in nature at your work place?
A) Agree
B) Disagree
C) Agree to some extent D) Cant say
PARTICULARS
AGREE
DISAGREE
AGREE TO SOME EXTENT
CANT SAY
RESPONDENTS
80
20
0
0
Respondents
90
80
70
60
Respondents
50
40
30
20
10
0
Agree
Disagree Agree to some extent Can't Say
Interpretation:
67
80% of Employees are saying that there working atmosphere is friendly in nature at your
work place and 20% are disagreed.
5. Do you feel that you are having a good report with all your peers and superiors?
Very good B) Average C) Below Average D) Low

PARTICULARS
VERY GOOD
AVERAGE
BELOW AVERAGE
LOW
RESPONDENTS
50
30
20
0
Interpretation:
More number of Number of Employees is saying that feel that you are having a good rapport
with all your peers and superiors
68
6. Does In your department work is distributed in a fair manner?

A) Yes
B) No
C) Sometime
PARTICULARS
YES
NO
SOME TIME
CANT SAY
D) Cant say
RESPONDENTS
60
30
20
10
Interpretation:
More number of Number of Employees is saying that the department work is distributed in a fair
manner
69
7. Do you feel that your job is secured?
Yes B) No C) Doubtful D) cant say

PARTICULARS
YES
NO
DOUBTFUL
CANT SAY
RESPONDENTS
75
15
10
0
Interpretation:
More number of Number of Employees is saying that their job is secured.
70
8. Do you feel Discipline helps in individual development?

A) Agree
B) Disagree
C) Agree to some extent D) Cant say
PARTICULARS
AGREE
DISAGREE
AGREE TO SOME EXTENT
CANT SAY
RESPONDENTS
75
15
10
0
Respondents
80
70
60
50
Respondents
40
30
20
10
0
Agree
Disagree Agree to some extent Can't Say
Interpretation:
More number of Number of Employees is saying that Discipline helps in individual development
71
CHAPTER-V
FINDINGS, SUGGESTIONS
&
CONCLUSION
72
FINDINGS
1. It is found that 100% of the employees thought that the Employee Welfare programs are
needed in a company.
2. 45% of the employees in the organization are saying that the organization is bearing the
childrens education as a Employee Welfare program.
3. Employees are managing the stress by using rest rooms (45%) , by meditation and yoga
(14%) , by Physical Exercise(20%),by music(20% )and using other(%).
4. 90 respondents said that the organization should take up the programmers for welfare and
10 are said that no need to do.
5. 13% respondents said that management will help and 45% said that family and 10%
respondents said that friends, 25% respondents said that Colleagues and remaining 7%
respondents said none of the above.
6. 5% respondents said that I will work very fast, 5% are I should decide when to 75%
relax;respondents said that they will plan my job schedules, 15% are said that maintain
good relations.
7. 45% respondents said that personal welfare programs will interfere in work life and
50%are said no impact and 5% are said that at the time of the mind set.
8. 35% employees are said that there are recreational programs at work place
and 65% said that there are no such programs.
9. 85% respondents setup reasonable and attainable goals when you have a large project to
computer and 15% say No.
10. 90% respondents are satisfied with the job at the work environment and 10 % are
unsatisfied with the job at the work environment.
11. 95% employees are said that good communication among you and the subordinates in an
organization and 5% said bad communication among you and the subordinates in an
organization and 0% said it is poor.
12. 95% respondents said that organization provides assistance for non welfare related
problems and 5% said than not doing.
13. 75% are said that they feel enough skills to handle the responsibilities assigned their role,
25% said they are not feeling.
14. 80% feel that introduction of stress management and its preventive actions in every
organization mandatory and 20% say no.
73
15. 40% of Employees is saying that the physical working conditions are taken care by
superiors 25% are no, 25% are some time 10% are cant say anything.
16. 25% of Employees is saying that they accustomed to work under many supervisors for
the same nature of work, 50% are said no,25% are said some time and 0% respondents
cant say anything.
17. 30% of Employees is saying that they feel to do your duty out of your commitment to job
because of the fear of survival, 70% of employees said no.
18. 80% of Employees are saying that there working atmosphere is friendly in nature at your
work placeand 20% are disagreed.
SUGGESTIONS
The conclusions so far drawn from the study tempts to offer the following suggestions for
making the organization ready for empowerment.
The conclusions drawn above convince

74
anybody to identify the following areas to chart out training programs for the executives to make
them completely ready for empowerment
The organization should provide the welfare schemes according to the needs of the
employees.
The organization has to concentrate on providing educational loans to the children of the
employees
The organization has to concentrate welfare programs interface in the employees work
life.
The organization has to concentrate the physical working conditions are takencare by
superiors.
Rest room physical exercise room should be cleaned with disinfectants daily.
Provide first-Aid appliances near work spots.
CONCLUSION
It is pertinent for every company to motivate the workers. So welfare measures play an
important role and this is forming the responses given by the workers. The welfare measures will
75
help more self-review and realization of the workmen. The welfare activities, which are present
in the memorandum of settlement, is only monologue. So the company policies and procedures
with regard to welfare activities should be implemented in a professional manner not leading to
the base.
The welfare schemes provided by theare very Sujala pipes beneficial to the employees in
the organization. The organization has given high priority towards the living standards, health
and security of the employees. Beneficial schemes like issuing loans, bonus, quality of food etc.,
are provided to the employees of the organization. Conducting welfare meetings periodically is
appreciable.
QUESTIONNAIRE
1. Do you think Employee Welfare is needed in a company?

76
(a ) YES
(b) NO
2. In Your Organization Educational assistance provided for childrens education

A) Yes
B) No
3) Rate the Welfare program, you are getting in the organization
Particulars
Canteen Subsidy
Festival Allowance
Night Shift Allowance
Heat Treatment Allowance
Rest Room Facility
shift timings
Safety practices
death in harness
HRA
Uniform Allowance
% Rating
4. What are the methods used in your organization in order to help the staff in managing as
welfare?
Rest room
Yoga and Meditation
Physical Exercise and indoor games
Music
None of the above
5. Is it necessary that the organization should take up the programmers for welfare
programs?
Yes
No
6.When You Feel stress, who will help you to overcome the stress?
Management
Family
Friends
Colleagues
None of the above
7.To increase the welfare programs?

77
I should maintain good relations
Other
8.Do your welfare programs interface in your work life?
Yes
No
At times
9.Are there any recreational programs/events at your work place?
Yes
No
10.Do you setup reasonable and attainable goals when you have a large project to
computer?
Yes
No
11.Are you satisfied with the job at the work environment?
Yes
No
12.How is the communication among you and the subordinates in an Organization?
Good
Bad
Poor
13.Does organization provides you any assistance for non welfare related problems?
Yes
No
14.Do you feel you have enough skills to handle the responsibilities assigned to your
role?
Yes
No
78
15.Do you feel introduction of stress management and its preventive actions in every
organization mandatory?
Yes
No
BIBLIOGRAPHY
P. SubbaRao, Personneland Human Resources Management, Himalaya Publishing

House, 2001.
BiswajetPatnayak, Human Resources management, Pentice-Hall Of India-2002.
79
ArunMonappa, Mirza. S. Saiyadain, Personnel Management, Tata Mc Graw-Hill

Publishing Company Ltd, 1998.
Annual Reports and Magazines of ultra tech cements.
William. B. Werther, Jr. Keith Davis, Human Resources And Personnel,1999.
Management, Tata Mc Graw Hill Publishing Company Ltd, 1998.
C.R.Kothari, Research Methodology, Vikas Publishing House,2000.
K. Aswathappa, Human Resource & Personnel Management. The Mc Graw-Hill

companies, 2004.
Websites:
www.themanagementor.com
www.hyundaiindia.com
www.hr.com
www.autoindia.com
80

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A STUDY ON EMPLOYEE WELFARE

To provide better life and health to the workers

To make the workers happy and satisfied

The basic features of labour welfare measures are as follows:

Welfare measures may be introduced by the employers, government, employees or by

A STUDY ON EMPLOYEE WELFARE

The very logic behind providing welfare schemes is to create efficient,

Employee welfare measures increase the productivity of organization and promote

government introduced a series of measures to reduce control on industries, particularly large

A STUDY ON EMPLOYEE WELFARE

1.2DEFINITION OF EMPLOYEE WELFARE:

A STUDY ON EMPLOYEE WELFARE

Employee welfare has been defined in different ways:

Efforts make life worth living for workmen The encyclopedia of

Such services, facilities and amenities which may be established in

vicinity of undertaking to enable the persons employed in their to

Such services, facilities adequate canteens, rest and

NEED OF THE STUDY:

A STUDY ON EMPLOYEE WELFARE

OBJECTIVES OF THE STUDY:

Scope of the study

Developing the information sources

A STUDY ON EMPLOYEE WELFARE

2. Primary Source: Discussions with plant staff, Interviews, Questionnaire administered.

Limitations of the study:

A STUDY ON EMPLOYEE WELFARE

A STUDY ON EMPLOYEE WELFARE

Automobile industry in India

A STUDY ON EMPLOYEE WELFARE

A STUDY ON EMPLOYEE WELFARE

The invention of two wheelers is a much-debated issue.

Who invented the first

A STUDY ON EMPLOYEE WELFARE

HISTORICAL INDUSTRY DEVELOPMENTS:

A STUDY ON EMPLOYEE WELFARE

A STUDY ON EMPLOYEE WELFARE

INDIAN AUTOMOBILE COMPANIES

Chinkara Motors: Beachster, Hammer, Roadster 1.8S, Rockster, Jeepster, Sailster.

Hindustan Motors: Ambassador.

Mahindra: Major, Xylo, Scorpio.

Premier: Sigma, Roadster, RiO.

San Motors: Storm

TOYOTA Motors: Nano, Indica, Indigo, Sumo, Safari, TL.Aria

Electric car companies in India

A STUDY ON EMPLOYEE WELFARE

Hero Electric REVA

Multi-national automobile manufacturers

Audi: A4, A6.

BMW: 3 Series, 5 Series.

Chevrolet: Spark, Beat, Aveo U-VA, Aveo, Optra, Cruze, Tavera.

Fiat: Palio, Grande Punto, Linea.

Ford: Ikon, Fiesta, Fusion, Endeavour, Figo

Honda: Jazz, City, Civic, Accord.

Hyundai: Santro, i10, Getz, i20, Accent, Verna, Hyundai , Sonata.

Mercedes-Benz: C-Class, E-Class

Mitsubishi: Lancer, Lancer Cedia.

koda: Fabia, Octavia, Laura.

Toyota: Corolla, Innova, Fortuner

Volkswagen: Jetta, Passat, Polo.