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1. A STUDYONEMPLOYEEWELFAREAND SATISFACTION
NAME: MANIKANDAN.T
REG NO:41740194

2. INTRODUCTION:
EMPLOYEEWELFAREincludes anything that is done for the comfort and improvement of
employees and is provided over and above 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 to be in monetary terms only but in any kind/forms. Employees
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 family. Employee welfare entails all those activities
of employer which are directed towards providing the employees with certain facilities ad
services in addition to wage or salaries.The purpose of employee welfare is to bring about the
development of the whole personality of the workers to make a better workforce .

3. EMPLOYEE SATISFACTION describes how content an individual is with his or her
job.The happier people are within their job, the more satisfied they are said to be.
Employee satisfaction is not the same as motivation, although it is clearly linked.
Job design aims to enhance Employee satisfaction and performance, methods
include job rotation, job enlargement and job enrichment. Other influences on
satisfaction include the management style and culture, employee involvement,
empowerment and autonomous work position. Employee satisfaction is a very
important attribute which is frequently measured by organizations. The most
common way of measurement is the use of rating scales where employees report
their reactions to their jobs. Questions relate to rate of pay, work responsibilities,
variety of tasks, promotional opportunities, the work itself and co-workers.

4. OBJECTIVES OFTHE STUDY:
Primary objective:
To study and analyze the effectiveness of employee welfare and
satisfaction.
Secondary objective:
•To understand employee's perception towards welfare facilities.
•To analyze the factors affecting employee satisfaction.
•To understand the relationship between employee satisfaction and
welfare schemes.
•To study the impact of welfare schemes to employee performance.

5. REVIEW OF LITERATURE:
• ApoorvaGhosh(2012) —AContemporary Model for IndustrialRelations
Relook fromGlobalPerspective attempts to query what IR is and analysis the
ways in which it has been defined and understand sinceits beginning. This
paper attempts to suggest a modelfor IR, so that it caninvolve all the
addressedas well as unaddressedissues . Afterward, this model tested with
what have been the academicopinions of howIR shouldchange & respond to
theexisting realities. Thearticle concludesby proposing empirical testing of
this modelin theservice economyof post-industrialera when we have
knowledge workers instead of blue-collarworkers, flat team-based structures
instead of hierarchy and participative control rather than bureaucracy.

6. AbhishekGupta (2014) in hisstudy entitled,—Trade Unions & IndustrialRelations,has described
that, over the last 20 years, there has been considerabledebate about the impact ofTU on
Productivity, and the implicationsofdifferenttypes of labour -market arrangementsfor economic
performance.The most effective way of improvingcompetitivenessis to weakenTU and remove the
regulatory structures & rules that restrict managerialdecision-making.Thisresearch has reviewed a
keypoint to come into view is the importanceof the IR climate in improvingorganizational
performance .A positiveand cooperativelabour management relationship,with extensive joint
decision-making,appearsto be advantageous to greater organizationalefficiency.
• Sian Moore & StephanieTailby (2015) expressedtheir views in his research paper under title heading
—The changingfaceof employmentrelations:equality and diversity.The principleofthis paper is to
explore what has happenedto the concept & reality of equal pay over the past 50 years in the UK. It
does so in the context of women employmentlevelsbased on labour market participationthough
their continued overrepresentationin part-time employment,locatingthe narrowed but persistent
overall gender paygap in the UK. Finally,this paper suggests the need of a legalframework in order
to establishwages equality.
• PriyaShrivastava (2015),The New Age Path of Industrial Relations,she has describedthat the main
architecture of the Indian IRS was establishedprior to Independenceandleftovers mostly
untouched. The nature of this system is highlycentralizedand the Govt. is the main arbitrator
between capital& labour . This articleprovides a broad overview IR and the labour market reform
debate that has arisenin the context of economicchangesin India.The structure of the Indian labour
market, the overwhelmingsize of the informalor 'unorganized'workforce,and its locationoutside
the industrialsystem is the fundamentalchallengefacingIndianIRS.

7. • Rajesh H & Dr. P.K. Manoj, (2013), Industrial Relationsin the Statel has concludedthat to avoid
conflictsor disputes, an organizationshouldensure Code ofConduct that each individualorganism
must followthe Code of Disciplineinthe organizationformulatedby the Govt. and made applicable
to managementand employees.Encouragethe mutual trust between the two main actors of IRS
should help to managecooperation, confidenceandrespect, between the employeesand
management.The authors suggest establishingthe followingsinorder to minimizethe ID: (1) Works
Committees (2) ProcessofCB (3)Wage Boards (4) Grievances Procedures(5)StandingOrders (6)
Joint ManagementCouncils,and (7) SuggestionSystem.
• Archna Bhat & RavikantSwami (2014) describedthat the tendencyof industrialconflictsinour
country, right from the economicreformsdue to changesin composition&structure base.This study
found that number of work disputes, mandayslost, and workers'involvement in disputes showed a
gradual declineover the recent years.The numbers of workers involvedin strikes were more than
the number of workers involvedin lockoutsand the man-dayslost in lockoutswere more than the
mandayslost in strikes. Intolerance,indiscipline&violencewere found to be the prime causes of
industrialdisputes. Production lossesdue to disputes were higher in the private sector than the
publicsector.The study concludedthat economicreformscertainlyhave shifted the power in the
hands of the employees.

8. RESEARCH METHODOLOGY
MEANING OF RESEARCH METHODOLOGY:
Researchmethodologyis the processused to collectdata and informationfor the purpose of
makingdecisions.Thismethodologymay includeinterviews, surveys, and various techniques.And it could
includepresent and historicalinformation.
MEANING OF RESEARCH DESIGN:
A research designis the set of methods and proceduresused in collectingandanalyzing
measures of the variablesspecifiedinthe research problem.A research designis a frame work that has
been created to findanswers to research questions.
SELECTED RESEARCH DESIGN- DESCRIPTIVE RESERCH DESIGN

9. DESCRIPTIVE RESEARCH DESIGN:
Descriptiveresearch gives a better and deeper understandingof a phenomenonon the basis
of an in the depth study of phenomenon.Descriptive researchprovides a basis for decisionmaking.
Business managersoften base their decisionsuponbusiness researcher.The combinationofits
characteristicsummaryand correlationalstatistics,alongwith its focus on specifictypesof research
questions, methods, and outcomes is what distinguishesdescriptiveresearchfrom other research
types.Three mainpurpose of research are to describe, explain,and validate findings.
COLLECTION OF DATA:
The data for the study was collectedfrom both primaryand secondarysource.The source of
informationisfrom primaryand secondarydata.The primarysource of informationwas from
observationand questionnaire.The secondarysource was from the university’s website for university’s
profileand university’s records was internal sources and external sources includeinternet and other
publications.

10. ABOUT MY COMPANY:
A leading technology solutions company specializing in software development and technological corporate
services. LogeshAutomobile is anAutomobile services, digital and business solutions company based in
Chennai (India) providing sales, service, accounting and marketing .They have earned the pride of being one of
the main dealer of TVS motors and they sales motor vehicles that helps our customers to full fill their dreams
and wants. At Logesh automobile, they provide qualified and best vehicles to the customers all over in India
they have a wide and varied range of products in motor vehicles.That can suits and full fill the needs of the
customers.They understand that for the success of the products, time, quality and support has to be in top
class, of this planning and quality they control the team make sure that their products are very well planned and
design to be delivered on time and also the quality of the product is more than what you have expected
SAMPLING FRAME :
SAMPLE POPULATION:
The total population of the Sampling – 110 Employee
SAMPLE SIZE:
The sample size – 90 Employee

11. QUESTIONNAIRE
NAME
GENDER
DATE OF BIRTH
AGE
EDUCATIONAL QUALIFICATION
DEPARTMENT
YEARS OF EXPERIENCE

12. 8.Are there comprehensive health and safety measures in place,
such as regular maintenance of machinery and safety training?
• (a) Yes, extensive measures
• (b) Yes, basic measures
• (c) No
9.Are employees provided with competitive salaries and benefits
packages?
• (a) Yes
• (b) No
• (c) Unsure

13. 10.Does the company offer flexible working hours or remote work
options?
• (a) Yes
• (b) No
• (c) Sometimes
11.Are employees provided with opportunities for skill
development and training related to automotive technology?
• (a) Yes, frequently
• (b) Yes, occasionally
• (c) No

14. 12.Are there resources available for employees facing work-related
challenges or safety concerns?
• (a) Yes, comprehensive support
• (b) Yes, limited support
• (c) No
13.Is there an open communication channel for employees to
provide feedback or report issues to the management?
• (a) Yes, strongly encouraged
• (b) Yes, somewhat encouraged
• (c) No

15. 14.How does the company promote diversity and inclusion within
the workplace?
• (a) Actively promotes diversity and inclusion
• (b) Has initiatives but could improve
• (c) Does not prioritize diversity and inclusion
15.Does the company prioritize environmental sustainability in its
operations, such as using eco-friendly materials or reducing carbon
emissions?
• (a) Yes, extensively involved
• (b) Yes, to some extent
• (c) No involvement

16. 16.How satisfiedare you with your current role and responsibilitiesat the
company?
• (a) Satisfied
• (b) Neutral
• (c) Dissatisfied
17.How would you describe the overall work environmentin the company?
• (a) Positive and supportive
• (b) Mostly positive with some areas for improvement
• (c) Neutral
• (d) Negative and challenging

17. 18.Do you feel that the company prioritizes safety in the workplace?
• (a) Yes, safety is a top priority
• (b) Somewhat, there are safetymeasures but they could be improved
• (c) No, safety concerns are not adequately addressed
19.Have you receivedsufficienttraining to perform your job effectively?
• (a) Yes, extensive training provided
• (b) Some training provided, but more would be beneficial
• (c) No, insufficient training provided

18. 20.How would you rate the level of collaboration among teams
and departments?
•(a) Excellent, strong collaboration
•(b) Good, but could be improved
•(c) Fair, collaboration needs significant improvement
•(d) Poor, minimal collaboration
21.Do you believe there are opportunities for career growth and
advancement within the company?
•(a) Yes, plenty of opportunities for growth
•(b) Some opportunities available, but more clarity needed
•(c) Limited opportunities for career advancement

19. 22.How would you describe the company culture?
•(a) Inclusive and supportive
•(b) Mixed, with both positive and negative aspects
•(c) Toxic or unhealthy
23.Does the company recognize and reward employees for their
contributions?
(a) Yes, regularly and effectively
•(b) Sometimes, but inconsistently
•(c) No, there is a lack of recognition and rewards