7/23/2019 Employee Welfare - Hyundai 2014 http://slidepdf.com/reader/full/employee-welfare-hyundai-2014 1/80 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 fle"ible and ever#changing. $ew welfare measures are added to the e"isting 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. 1
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! The social evils prevalent among the labours such as substance abuse, etc are reduced to
a greater e"tent by the welfare policies.
()uring the pre#independence period, industrial relations policy of the
*ritish +overnment was one of laisse% faire and also of selective intervention. There
were hardly any labour welfare schemes. fter 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.-oon after independence, the government at a tripartite conference in )ecember 01
adopted the industrial truce resolution. -everal legislations, including the following, were
enacted to maintain industrial peace and harmony &actories ct, 02, Employees -tate
3nsurance ct, 02 and 4inimum Wages ct, 02. The payment of bonus act was
passed in 56.
3n the early 7s, 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 liberali%ation policy for fear of unemployment
while entrepreneurs have welcomed it in the hope of new opportunities to improve 3ndian
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, andsecond to allow a free interplay of the market forces. Economic reforms, by removing barriers to
entry, have created competitive markets. &iscal stabili%ation has resulted in drastic reduction in
budgetary support to the public sector commercial enterprises while e"posing these enterprises
to increased competition from private sector.
Labour and Employee Welfare sub#sector consists of si" main
programmed vi%. Employee dministration, 8ehabilitation of bonded Employee, ssistance to
Employee 9ooperatives, 9raftsmen training programmed, pprenticeship training programmed,
Employment -ervices and -anjay +andhi -wavalamban:oja, 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. 3n the early 77s labour unions, social
reformers, journalists, and photographers brought to national attention poor working conditions
e"perienced by industrial workers. 3n the ensuing economic climate of the late ;7s and <7s,
many e"ecutives came to believe that the foundation of business and of a democratic societyitself rested in part in affirming the role of the worker. To inspire company loyalty, discourage
high employee turnover and unioni%ation, 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 fle"ible and elastic and fifers widely with times, region,
industry, social value and customs degree of industriali%ation the general socio#economic
development of the people and political ideologies prevailing at a particular moments. 3t is also
mounded according to the age group, se", socio#culture background, marital status, economic
status and education level of the workers in various industries.
There are generally three categories of research based on the type of information
reBuired, they are
. E"ploratory research
;. )escriptive research
<. 9asual 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. 9onsumer profile studies, market
potential studies, product usage studies, ttitude surveys, sales analysis, media research and
prove survey s are the,
E"amples of this research. ny 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. P%!"%y S#u%)(: )iscussions with plant staff, 3nterviews, Guestionnaire administered.
. S()#nd%y S#u%)(: Hournals 4aga%ines and articles from prominent newspapers.
Fopulation and -ample There are 07 ?fficers I -upervisors and 77 4anagerial staff .The
Buestionnaire is administered to 77 ?fficers, -upervisory staff, and 4anagerial staff.
-ample si%e is 77.
.SAMPLE DESIN
aD -ampling unit the study is directed towards the e"ecutive of managerial level.
bD -ample si%e sample si%e of 77 is taken in this study
/0DATA ANALYSES
-imple analysis method is followed for analysing the data pertaining to differentdimensions of employees. -imple statistical data like percentage are used in the interpretation of
data pertaining to the study. The results are illustrated by means of bar charts.
The u$#"#!'( !ndu&$%y !n Ind! is the ninth largest in the world with an annual production of
over ;.< million units in ;772 3n ;77, 3ndia emerged as siaJs fourth largest e"porter of
automobiles, behind Hapan, -outh Korea and Thailand.
&ollowing economic liberali%ation in 3ndia in , the 3ndian automotive industry hasdemonstrated sustained growth as a result of increased competitiveness and rela"ed restrictions.
-everal 3ndian automobile manufacturers such as T?:?T 4otors, 4aruti -u%uki and
4ahindra and 4ahindra, e"panded their domestic and international operations. 3ndiaJs robust
economic growth led to the further e"pansion of its domestic automobile market which attracted
significant 3ndia#specific investment by multinational automobile manufacturers. 3n &ebruary
;77, monthly sales of passenger cars in 3ndia e"ceeded 77,777 units.
bryonic automotive industry emerged in 3ndia in the 07s. &ollowing the independence, in01, the +overnment of 3ndia and the private sector launched efforts to create an automotive
component manufacturing industry to supply to the automobile industry. @owever, the growth
was relatively slow in the 67s and 57s due to nationali%ation and the license raj which
hampered the 3ndian private sector. fter 17, the automotive industry started to grow, but the
growth was mainly driven by tractors, commercial vehicles and scooters. 9ars were still a major
lu"ury. Hapanese manufacturers entered the 3ndian market ultimately leading to the establishment
of 4arutidyog. number of foreign firms initiated joint ventures with 3ndian companies.
3n the 27s, a number of Hapanese manufacturers launched joint#ventures for building
motorcycles and light commercial#vehicles. 3t was at this time that the 3ndian government chose
-u%uki for its joint#venture to manufacture small cars. &ollowing the economic liberali%ation in
and the gradual weakening of the license raj, a number of 3ndian and multi#national car
companies launched operations. -ince then, automotive component and automobile
manufacturing growth has accelerated to meet domestic and e"port demands.
The *ritannica Encyclopaedia a motorcycle as a bike or tricycle propelled by an internal
combustion engine Cor, less often by an electric engineD. The automobile was the reply to the
th century reams of self#propelling the horse#drawn biker age. -imilarly, the invention of the
motorcycle created the self propelling bicycle. The first commercial design was three#wheeler
built by Edward *utler in +reat *ritain in 220. This employed a hori%ontal single#cylinder
gasoline engine mounted between two steer able front wheels and connected by a drive chain to
the rear wheel. The 77s 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 reliableconstructions. This led to road trial tests and competition between manufacturers. Tourist
The popularity of the vehicle grew especially after 7, in 5A the 3ndian motorcycle
company introduced the model @ racer, and placed it on sale. )uring World War , all branches
of the armed forces in Europe used motorcycles principally for dispatching. fter the war, it
enjoyed a sport vogue until the +reat )epression began in motorcycles lasted into the late ;7 th
centuryA weight the vehicle being used for high#speed touring and sport competitions. The more
sophisticated of a ;6cc model. -ince then, an increasing number of powerful bikes have bla%ed
the roads.
@3-T?839L 3$)-T8: )EOEL?F4E$T-
3ndian is the second largest manufacturer and producer to two wheelers in the World. 3tstands ne"t only to Hapan and 9hina in terms of the number of O produced and domestic sales
respectively. This destination was achieved due to variety of reason like restrictive policy
followed by the government of 3ndia towards the passenger bike industry, rising demand for
personal transport, inefficiency in the public transportation system etc. The 3ndian two#wheelers
industry made a small beginning in the early 67s when utomobile products of 3ndia CF3D
started manufacturing scooters in the country. ntil 62, F3 and Enfield were the sole
producers.
The two wheelers market was opened were opened to foreign competition in the mid#
27s. nd the then market leaders#Escorts and Enfield were caught unaware by the onslaught of
the 77cc bikes of the four 3ndo# Hapanese joint ventures. With the availability of fuel#efficiency
low power bikes, demand swelled, resulting in @ero @onda then the only producer of four
stroke bikes C77cc categoryD, gaining a top slot.
The first Hapanese motorcycles were introduced in the early eighties. TO- -u%uki and
@ero @onda brought in the first two#stroke and four#stroke engine motorcycles respectively.
These two players initially started with assembly of 9K) Kits, and later on progressed to
indigenous manufacturing.
The industry had a smooth ride in the 67s, 57s and 17s when government prohibited new
entries and strictly controlled capacity e"pansion. The industry saw a sudden growth in the 27s.
The industry witnessed a steady of 0P leading to a peak volume of . mn vehicles in 7.
efficient cars has resulted in the e"pansion of manufacturing facilities of several automobile
companies like @yundai 4otors, $issan, Toyota, Oolkswagen and -u%uki.
3n ;772, @yundai 4otors alone e"ported ;07,777 cars made in 3ndia. $issan 4otors plans to
e"port ;67,777 vehicles manufactured in its 3ndia plant by ;7. -imilarly, +eneral 4otorsannounced its plans to e"port about 67,777 cars manufactured in 3ndia by ;7.
3n -eptember ;77, &ord 4otors announced its plans to setup a plant in 3ndia with an annual
capacity of ;67,777 cars for -Q677 million. The cars will be manufactured both for the 3ndian
market and for e"port. The company said that the plant was a part of its plan to make 3ndia the
hub for its global production business. &iat 4otors also announced that it would source more
than -Q billion worth auto components from 3ndia.
ccording to *loomberg L.F., in ;77 3ndia surpassed 9hina as siaJs fourth largest e"porter of
@yundai 4otor 3ndia Limited C@43LD is a wholly owned subsidiary of @yundai
4otor 9ompany C@49D, -outh Korea and is the largest passenger car e"porter and the secondlargest car manufacturer in 3ndia. @43L presently markets 5 models of passenger cars across
segments. The ; segment includes the -antro, i7 and the i;7, the < segment includes the
ccent and the Oerna, the 6 segment includes the -onata Transform and the -O segment
includesthe -anta &e.
@43L's fully integrated state#of#the#art manufacturing plant near 9hennai boasts of the most
advanced production, Buality and testing capabilities in the country. To cater to rising demand,
@43L commissioned its second plant in &ebruary ;772, which produces an additional <77,777
units per annum, raising @43L's total production capacity to 577,777 units per annum.
3n continuation with its commitment to providing 3ndian customers with cutting#edge globaltechnology, @43L has set up a modern multi#million dollar research and development facility
in the cyber city of @yderabad. 3t aims to become a centre of e"cellence for automobile
engineering and ensure Buick turnaround time to changing consumer needs.
s @49's global e"port hub for compact cars, @43L is the first automotive company in 3ndia
to achieve the e"port of 7 lakh cars in just over a decade. @43L currently e"ports cars tomore than 7 countries across E, frica, 4iddle East, Latin merica, sia and ustralia. 3t
has been the number one e"porter of passenger car of the country for the si"th year in a row.
To support its growth and e"pansion plans, @43L currently has a <6 strong
dealer network and 507 strong service points across 3ndia, which will see further e"pansion in
;77. 4r. @an Woo Fark joined @yundai 4otor 9ompany in -eoul, -outh Korea, in 2; in
the finance department and ever since he has been involved with costing, auditing and the
financial operations of the company.@e joined @yundai 4otor 3ndia Limited in ;77< as the
9hief &inancial ?fficer and since then he has played a pivotal role in @43L as he was
involved in all aspects of the company in his capacity as a 9&?.4r Fark has a vast e"perience
and understanding of @yundai 4otor 3ndia Ltd and the 3ndian culture and has successfully led
his team for the last seven years.4r Fark holds a degree in *usiness dministration from the
niversity of )an kook in -eoul, -outh Korea. Frior to his becoming the 4anaging )irector
of @43L he held the position of 9&? and -enior E"ecutive )irector. 4r Fark lives in 9hennai
with his wife. @e has two children, a son and a daughter. The son is studying at niversity of
Te"as, ustin and the daughter is studying at -$: *uffalo. 4r Fark was born in -outh
Korea on Hanuary ;, 62.
@yundai 4otor 3ndia Engineering C@43ED is a fully owned subsidiary of @yundai 4otor
9ompany, -outh Korea, which has set up the 8I) 9entre in @yderabad. @43E 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 Buality enhancement. The new 8I) 9entre at
@yderabad in 3ndia is @yundai 4otor 9ompany's fourth overseas 8I) centre.
-et up with an investment of 8s. 20 crores, the new ;77,777 sBuare#foot facility 8I) 9entre,
is aimed at further accelerating local content development and enable @yundai to respond even
more Buickly to changing customer needs across the world. The 8I) 9entre will further
facilitate the development of 3ndia as @yundai's global hub for manufacturing and engineering
of small cars. The new 8I) 9entre in @yderabad will support all back#end operations like
computer aided engineering C9ED, computer aided design C9)D and help the 8 I ) work
taking place across @yundai's car line#up. The 8I) 9entre will help in developing vehicles
which includes their styling, design engineering and vehicle test I evaluation. The 8I) 9entre
will play a pivotal role for cars manufactured in 3ndia in order to satisfy the specific needs of the
3ndian customers. @yundai 4otor 9ompany's other overseas 8I) centres are located in the
4id#and Long#term -trategies 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 alsointend to promote sustainability development and preservation of the environment.
! P(%&#n' H('$, C%( R(9u'% "(d!)' ),()4-u*&0: -ome of the companies provide
the facility for e"tensive health check#up
! F'(3!-$!"(: The main objective of the fle" time policy is to provide opportunity to
employees to work with fle"ible working schedules. &le"ible work schedules are initiated by employees and approved by management to meet business commitments while
supporting employee personal life needs
! E"*'#y(( A&&!&$n)( P%#9%"&: Oarious assistant programs are arranged like e"ternal
counselling service so that employees or members of their immediate family can get
counselling on various matters.
! H%&&"(n$ P#'!)y: To protect an employee from harassments of any kind, guidelines
are provided for proper action and also for protecting the aggrieved employee.
! M$(%n!$y Ad#*$!#n L(6( ? Employees can avail maternity or adoption leaves.
Faternity leave policies have also been introduced by various companies.
! M(d!-)'!" In&u%n)( S),("(: This insurance scheme provides adeBuate insurance
coverage of employees for e"penses related to hospitali%ation due to illness, disease or
injury or pregnancy.
! E"*'#y(( R(+(%%' S),("(: 3n several companies employee referral scheme isimplemented to encourage employees to refer friends and relatives for employment in the
:oung and new employees, because of their difficulty in adjusting to the work situation
and to life in general, also have many more accidents than do old and nature workers.
T,( P,(n#"(n#n #+ A))!d(n$ P%#n(n(&&. -ome persons believe wrongly in the theory that
certain individuals are accident prone, that is , they have some personality trait as opposed tosome characteristic of the environment which predisposes them to have more accidents than
others in work condition where the risk of ha%ards is eBual to all.
C#"*#n(n$& #+ S+($y S(%6!)(
mong the many components of a safety service the following have proved effective
when applied in combination
! A**#!n$"(n$ #+ &+($y #++!)(%
3n big organi%ations, the appointment of a safety officer to headthe safety department is a must.
3n small organi%ations, the personnel manager may look after the functions of this department.
The head of the safety department, who is usually a staff man, is granted power to inspect the
plant for unsafe condition, to promote sound safety practices Cthrough posters and d safety
campaignsD, to make safety rules, and to report violations to the plant manager.
! Su**#%$ y '!n( "n9("(n$
The head of the safety department, whether enjoying a staff or a functional position, by him,cannot make a plan safe. @is appointment lulls line management into assuming that all its safety
problems have been solved.
! E'!"!n$!#n #+ ,5%d&
lthough complete elimination of all ha%ards is virtually 3mpossibility but following steps can
be taken to help reduce them
! J# &+($y n'y&!&
ll job procedures and practices should be analysed by an e"pert to discover ha%ards. @e should
then suggest changes in their motion patterns, seBuence and the like.
! P')("(n$
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
reBuirements with those which the individual apparently possesses.
Endless variety of personal safety eBuipment is available nowadays which can be used to prevent
inju
! S+(9u%d!n9 "),!n(%y
+uards must be securely fi"ed to all power#driven machinery.
! M$(%!'& ,nd'!n9
Though often ignored, the careless handling of heavy and inflammable materials is an important
source of several injuries and fire.
! Hnd $##'&
4inor injuries often result from improperly using a good tool or using a poorly designed tool.Therefore, close supervision and instruction should be given to the employees on the proper tool
to use a proper use of the tool.
! S+($y $%!n!n9= (du)$!#n nd *u'!)!$y
-afety training is concerned with developing safety skills, whereas safety education is concerned
with increasing contest programmes, safety campaigns, suggestion awards, and various audio#
visual aids can be considered as different forms of employee education.
! S+($y !n&*()$!#n
n inspection by a trained individual or a committee to detect evidence of possible safety
The welfare officer should possessA CiD a university degreeA CiiD degree or diploma in
social service or social work or social welfare from a recogni%ed institutionA and CiiiD adeBuate
knowledge of the language spoken by the majority of the workers in the area where the factory is
situated.
-upervision
9ounselling workers
dvising management
Establishing liaison with workers
working with management and workers to improve productivity.
working with outside public to secure proper enforcement of various acts.
H('$, #+ E"*'#y((&
! 9leanliness. Every factory shall be kept clean by daily sweeping or washing the floors
and work rooms and by using disinfectant where necessary.
! )isposal of wastes and effluents. Effective arrangements shall be made for the disposal
of wastes and for making them innocuous.
! Oentilation and temperature. Effective arrangements shall be made for ventilation andtemperature so as to provide comfort to the workers and prevent injury to their health.
! )ust and fume. Effective measures shall be taken to prevent the inhalation and
accumulation of dust and fumes or other impurities at the work place.
! rtificial humidification. The -tate +overnment shall make rules prescribing standard of
humidification and methods to be adopted for this purpose.
! ?vercrowding. There shall be in every work room of a factory in e"istence on the date of
commencement of this act at least .cubic meters and of a factory built after the
commencement of this act at least 0.; cubic meters of space for every employee.
! Lighting. The -tate +overnment may prescribe standards of sufficient and suitable
lighting.
! )rinking Water. There shall be effective arrangement for wholesome drinking water for
! There shall be provided the reBuired number of first#aid bo"es or cupboard Cat the rate of
one for every 67 workersD eBuipped with the prescribed contents readily available
during the working hours of the factory.
! The -tate +overnment may make rules reBuiring that in any specified factory employingmore than ;67 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
! -ocial assistance under which the -tate finances the entire cost of the facilities and benefits
provided.
! -ocial insurance, under the -tate organi%es the facilities financed by contributions form theworkers and employers, with or without a subsidy from the state.
S#)!' S()u%!$y !n Ind!
t present both types of social security schemes are in vogue in our country. mong the
social assistance schemes are the most important.
The social insurance method, which has gained much wider acceptance than the social
assistance method, consists of the following enactments.
The workmenJs 9ompensation ct, 5.
The EmployeeJs -tate 3nsurance ct, 02.
The employeesJ -tate 3nsurance ct, 02.
The 4aternity *enefit ct, 5.
EmployeesJ compensation ct, ;<
a. C#6(%9(. This ct covers all workers employed in factories, mines, plantations, transport
undertakings, construction works, railways, ships, circus and other ha%ardous occupations
specified in schedule 33 of the ct.
The ct empowers the -tate +overnment to e"tend the coverage of the ct by adding any
ha%ardous occupation to the list of such occupations is schedule 33.
! Ad"!n!&$%$!#n. The ct is administered by the -tate +overnment which appoints
9ommissioners for this purpose under sec. ;7 of the ct.
! B(n(+!$&. nder the ct, 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 < days.
2. E"*'#y((& S$$( In&u%n)( A)$= 1/
! ?ther than seasonal factories, run with power and employing ;7 or more workers.
! Ad"!n!&$%$!#n. The ct is administered by the E-3 9orporation, an autonomous body
consisting of representatives of the 9entral and -tate +overnments, employers,employees, medical profession and parliament.
3nterpretation6 respondents said that 3 will work very fast ,6 are 3 should decide when to rela",16 respondentssaid that they will plan my job schedules, 6 are said that maintain good relations.
2. )o your welfare programs interface in your work lifeM! :es! $o! t times
3nterpretation06 respondents said that personal welfare programs will interfere in work life and 67 are said noimpact and 6 are said that at the time of the mind set.
. re there any recreational programs/events at your work placeM! :es! $o
. 3t is found that 77P of the employees thought that the Employee Welfare programs are
needed in a company.
;. 06P of the employees in the organi%ation are saying that the organi%ation is bearing the
children's education as a Employee Welfare program.<. Employees are managing the stress by using rest rooms C06PD , by meditation and yoga
C0PD , by Fhysical E"erciseC;7PD,by musicC;7P Dand using otherCPD.
0. 7 respondents said that the organi%ation should take up the programmers for welfare and7 are said that no need to do.
6. <P respondents said that management will help and 06P said that family and 7P
respondents said that friends, ;6P respondents said that 9olleagues and remaining 1P
respondents said none of the above.
5. 6P respondents said that 3 will work very fast, 6P are 3 should decide when to 16Prela"Arespondents said that they will plan my job schedules, 6P are said that maintaingood relations.
1. 06P respondents said that personal welfare programs will interfere in work life and67Pare said no impact and 6P are said that at the time of the mind set.
2. <6P employees are said that there are recreational programs at work placeand 56P said that there are no such programs.
. 26P respondent's setup reasonable and attainable goals when you have a large project to
computer and 6P say $o.7. 7P respondents are satisfied with the job at the work environment and 7 P are
unsatisfied with the job at the work environment.
. 6P employees are said that good communication among you and the subordinates in an
organi%ation and 6P said bad communication among you and the subordinates in anorgani%ation and 7P said it is poor.
;. 6P respondents said that organi%ation provides assistance for non welfare related
problems and 6P said than not doing.
<. 16P are said that they feel enough skills to handle the responsibilities assigned their role,
;6P said they are not feeling.0. 27P feel that introduction of stress management and its preventive actions in every
6. 07P of Employees is saying that the physical working conditions are taken care by
superiors ;6P are no, ;6P are some time 7P are can't say anything.5. ;6P of Employees is saying that they accustomed to work under many supervisors for
the same nature of work, 67P are said no,;6P are said some time and 7P respondentscan't say anything.
1. <7P of Employees is saying that they feel to do your duty out of your commitment to job
because of the fear of survival, 17P of employees said no.
2. 27P of Employees are saying that there working atmosphere is friendly in nature at your
work placeand ;7P are disagreed.
SUESTIONS
The conclusions so far drawn from the study tempts to offer the following suggestions for making the organi%ation ready for empowerment. The conclusions drawn above convince