summer-training-report-on-employees-welfare-activities-at-godrej

A PROJECT REPORTON

EFFECTIVENESS OF EMPLOYEES WELFARE ACTIVITITESAT

Godrej Consumer Product Limited, Malanpur(M.P.)

Submitted toJiwaji University

Gwalior

For the partial fulfillment of the award ofMaster of Business Administration

(2010-2012)Submitted byAnita Sharma

PRESTIGE INSTITUTE OF MANAGEMENTGWALIOR (M.P.)

Certificate of Faculty Guide

This is to clarify that Ms. Anita Sharma student of M.B.A. Programme has completed her summer training of five weeks (from 15thMay to 30th June) and prepared this report under my guidance.

Prof. Ravindra Pathak

(Faculty Guide)

Declaration

I hereby declare that this project report titled “EFFECTIVENESS OF WELFARE

ACTIVITIES” has been submitted by me for the award of summer training in M.B.A.,

as partial fulfillment of the requirements for this course.

This is the result of the original work carried out by me. This report has not been

submitted anywhere else for the award of any other degree/diploma.

Anita Sharma

Signature

Date:

Acknowledgement

Expressing gratitude is a difficult task and words often fall short reflecting one’s feeling.

Considered it as a privilege and an honor to have been given the opportunity of doing

my training at Godrej Consumer Product Ltd. Malanpur. A number of people were

associated and engaged in the creation of this project work and I would like to express

my thanks to each one of them.

I would like to express my deep gratitude to Mr. Hamid Ali (Executive-Personnel &

Administration), and other officers in GCPL, Malanpur without their co-operation

completion of the project would not have been possible. They encouraged and supported

us and made our efforts possible by providing us with every possible information.

I also want to thank whole heartedly to Mr. Avinash Mishra (General Manager, P & A)

for permitting me to undergo training in GCPL and possible help and co-operation

extended to me.

It is indeed a moment of great pleasure to express my sense of profound gratitude and

indebtedness to all the people who have been instrumental in marketing my training a

rich experience. I am very grateful to Dr. S. S. Bhakar (Director, Prestige Institute of

Management) Gwalior who gave me this opportunity carryout this project in GCPL. I

would like to express my gratitude towards Prof. Ravindra Pathak, my faculty guide,

for his valuable advice, guidance, support, precious time and encouragement that he

offered to me during the course of project preparation, it made actual complexities of the

world a lot easier to handle.

Last but not the least, I would like to thank God, my family, my teacher and friends who

always supported me directly and indirectly and without their trust and co-operation my

project would have proved to be extremely difficult.

ANITA SHARMA

Executive Summary

It really feels very complacent when you attain something which you desire for, as the

part of curriculum. I had the privilege to do my summer training in Godrej Consumer

Product Limited (GCPL), which is an Indian premier international trading corporation.

The actual study was carried out in the esteemed organization “Godrej Consumer

Product Limited (GCPL) Malanpur (District Bhind) unit”. It was really a good

experience to work in GCPL and learn the basics of human resource practices. My

research topic

“EFFECTIVENESS OF WELFARE ACTIVITIES” which 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

INDEX

Contents Page No.

• Company profile

• Board of directors

• Introduction with Godrej Consumer Product Limited

• GCPL vision

• Corporate mission

• Corporate shared value

• Human resource initiatives

• Rural development activities

• TPM (Total productivity management) in GCPL

• Organizational hierarchy chart

• Employees welfare

• Philosophy and Perceptive of Labor Welfare Activities

• Name of the agencies of employee welfare

• Types of welfare services

• Provisions which Factories Act 1948 provides for

Welfare

• Merits & Demerits of employees’ welfare activity

• Objectives of the study

• Research methodology

• Data analysis and interpretation

• Suggestions

• Limitations

• Conclusion

• References

Company profile

Established in 1897, the Godrej group has grown in India from the days of the charkha

to nights at the call centres. Our founder, Ardeshir Godrej, lawyer-turned-locksmith,

was a persistent inventor and a strong visionary who could see the spark in the

future. His inventions, manufactured by his brother Pirojsha Godrej, were the

foundation of today’s Godrej empire. One of India’s most trusted brands; Godrej

enjoys the patronage and trust of over 400 million Indians every single day. Our

customers mean the world to us. We are happy only when we see a delighted

customer smile.

With 7 major companies with interests in real estate, FMCG, industrial engineering,

appliances, furniture, security and agri care – to name a few – our turnover crosses

2.5 billion dollars. You think of Godrej as such an integral part of India – like the

bhangara or the kurta – that you may be surprised to know that 20% of our business

is done overseas. Our presence in more than 60 countries ensures that our customers

are at home with Godrej no matter where they go. With brands you can believe in,

service excellence you can count on and the promise of brighter living for every

customer, Godrej knows what makes India tick today.

Today, we’re at a point in Godrej’s history when our amazing past is meeting up

with its spectacular future head on. Godrej is learning and relishing being young

again.

Godrej Consumer Products (GCPL) is a leader among India's Fast Moving Consumer

Goods (FMCG) companies, with leading Household and Personal Care Products. Our

brands, which include Good Knight, Cinthol, Godrej No. 1, Expert, Hit, Jet, Fairglow,

Ezee, Protekt and Snuggy, among others, are household names across the country. We

are one of the largest marketers of toilet soaps in the country and are also leaders in hair

colours and household insecticides. Our 'Good Knight' brand has been placed at an

overall rank 12 and continues to be the most trusted household care brand in the country

in Brand Equity's Most Trusted Brands Survey 2010.

Branch Offices in Mumbai, Delhi, Kolkata and Chennai ensure pan-India coverage,

while factories located at Malanpur (Madhya Pradesh), Thana (Himachal Pradesh),

Katha (Himachal Pradesh), Guwahati (Assam) and Sikkim cater to the diverse

requirements of our product portfolio.

We also have a strong emerging presence in markets outside India. With the acquisition

of Keyline Brands in the United Kingdom, Rapidol and Kinky Group, South Africa and

Godrej Global Mideast FZE, we own international brands and trademarks in Europe,

Australia, Canada, Africa and the Middle East. As part of increasing our global

footprint, we have also recently acquired Tura, a leading medicated brand in West

Africa, Megasari Group, a leading household care company in Indonesia and Issue

Group and Argencos, two leading hair colorant companies in Argentina.

They are driven by our mission to continuously enhance the quality of life of consumers

in high-growth markets with superior-quality and affordable home care, personal care

and hygiene products.

The Godrej Group is firmly entrenched in diverse businesses. Security Systems and

Safes, Typewriters and Word processors, Rocket Launchers, Refrigerators and

Furniture, Outsourcing Services, Machine Tools and Process Equipment, Cosmetics and

Detergents, Engineering Workstations, Medical Diagnostics and Aerospace Equipment,

Edible Oils and Chemical, Mosquito Repellents, Car perfumes, Chicken and Agri-

products.

The Godrej group owns vast tracts of land in and around Vikhroli, a suburb to the

Northeast of Mumbai, India’s commercial capital. Traditionally, this location has been

their manufacturing base, but increasingly they have moved significant production

facilities inland in search of cheaper pastures.

Some of Godrej’s firsts:

• In 1897, Godrej introduced the first lock with lever technology in India.

• In 1902, Godrej made the first Indian safe.

• In 1920, Godrej made soap using vegetable oil, which was a huge hit with the

vegetarian community in India

• In 1955, Godrej produced India’s first indigenous typewriter

• In 1989, Godrej became the first company to introduce PUF ( Polyurethane

Foam)

• Introduced India’s first and only 100% CFC, HCFC, HFC free refrigerators

Board of directors

Adi Godrej

Adi Godrej is the Chairman of the Godrej Group and several entities that are part of one

of India’s leading conglomerates. These include Indian companies like Godrej

Industries, Godrej Consumer Products, Godrej Properties as well as international

companies such as Keyline Brands U.K and Rapidol South Africa.

A Mahendran

A. Mahendran is Managing Director, Godrej Consumer Products, India's premier FMCG

Company. He is also Director of Godrej Hershey.

Jamshyd Godrej

Jamshyd Godrej is the Chairman of the Board of Godrej & Boyce . He graduated in

Mechanical Engineering from Illinois Institute of Technology, USA. He is the Chairman

of Aspen Institute – India.

Nadir Godrej

Nadir Godrej is the Managing Director of Godrej Industries and Chairman, Godrej

Agrovet. He is also a Director of numerous firms including Godrej & Boyce, Godrej

Foods and Godrej Consumer Products.

Tanya Dubash

Tanya Dubash is on the boards of several Godrej Group companies including Godrej

Consumer Products, Godrej Industries, and Godrej Agrovet. As Executive Director &

President, Marketing she is also charged with enhancing the value of the Godrej Brand

and evolving the Group to a more Brand driven organization.

Nisaba Godrej

Nisa is the President, Human Capital & Innovation for Godrej Industries and associate

companies. She is responsible for driving the Group's transformation efforts including

efforts to attract and develop outstanding talent and make the culture more agile and

innovative.

Bala Balachandran

Bala Balachandran began his teaching career in 1960 while a graduate student at

Annamalai University, India. In 1967 he moved to the University of Dayton and in

1971, to Carnegie-Mellon University, Pittsburgh, where he taught management courses

while working on his doctorate.

Bharat Doshi

Bharat Doshi is presently Executive Director & Group Chief Financial Officer (Group

CFO), of Mahindra & Mahindra Limited (M&M), Flagship Company of the US $6

billion Mahindra Group, which is among the top 10 industrial houses in India. M&M is

the largest manufacturer of multi-utility vehicles and agricultural tractors in India.

Omkar Goswami

Omkar Goswami is the Founder and Chairman of CERG Advisory Private Limited.

CERG is the acronym for the Corporate and Economic Research Group. Its objectives

are to use Indian as well as international resources to provide best in class.

Aman Mehta

Aman Mehta has a Bachelor’s degree in Economics from Delhi University. He has over

35 years of experience in various positions with the HSBC Group. He was the Manager,

Corporate Planning at The Hong Kong and Shanghai Banking Corporation’s

headquarters in Hong Kong.

D Shivakumar

D. Shivakumar is currently Vice President & Managing Director of Nokia India Pvt Ltd.

Nokia has a strong presence in India across manufacturing, infrastructure, sales,

marketing and retail. Nokia is India’s largest MNC and the Nokia brand is India’s most

trusted brand.

Narendra Ambwani

Narendra Ambwani is a professionally trained executive coach and business advisor. He

brings with him experience of over 34 years of work with renowned multi-national

Johnson & Johnson.

Introduction with Godrej Consumer Products Limited, Malapur (M.P.)

The Godrej Consumer Products Ltd. Unit at Malanpur, Gwalior was set up in the year

1991 for the manufacturing of toilet soaps, detergents and stearic acids.

Plant is located on a 70 acre plot with a total investment of Rs. 80 crore, 25 acres of land

is used for providing green covers.

Brands of soaps manufactured at GCPL:

• Godrej Lime

• Godrej Fresh

• Cinthol Deodorant

• New Gnaga

• Godrej Shikakai

• Godrej No. 1

GCPL, Malanpur plant also renders its production facilities for the production of other

company products.

• Rexona (Hindustan Lever Ltd.)

• Jai (Hindustan Lever Ltd.)

• Breeze (Hindustan Lever Ltd.)

• Dettol(Reclitt and Coleman(I) Ltd.)

GCPL, Malanpur through the alpha olefin sulphate( AOS) which is biodegradable

makes soaps at GCPL a shade part from others.

Godrej Consumer Products Limited VISION:

“We are dedicated to

DELIVER SUPERIOR STAKEHOLDER VALUE

By providing solutions to existing

And emerging consumer needs in the

Household & personal care business

We will achieve this through

ENDURING TRUST & RELENTLESS INNOVATION

Delivered with

PASSION & ENTERPRENEURIAL SPIRIT”

CORPORATE MISSION

• We will operate in existing and new business which profitability capitalizes on

Godrej brand and our corporate image of reliability and integrity.

• Our objective is to delight our customer’s both in India and Abroad.

• We shall achieve this objective through continues improvement in quality. Cost

and customer service.

• We shall strive for excellence by nurturing, development and empowering our

employees.

CORPORATE SHARED VALUE

• Commitment to quality

• Customer orientation

• Dedication and commitment

• Discipline

• Honesty and integrity

• Learning organization

• Openness and transparency

• Respect/care and concern for people

• Team work

Human Resources initiatives in GCPL:

Revised suggestion scheme up to superintendent cadre.

Employees’ family visit.

Development of contract workmen through quality circle.

Merit award.

Training need identification and preparation of competency profile of our

workmen.

Before working hours training.

Focus on technical training through “vikaspath” projects.

Basic computer training to workmen.

Health promotion scheme.

Scholarship to SC/ST school children.

E-learning.

Hindi literacy program for illiterate workmen.

English learning classes for quality circle members.

Career counseling for employees children.

Assessment centre.

Rural development activities

GCPL perform some of the rural development activities for the people of Malanpur.

This activity fulfills the corporate social responsibility towards local public. Form the

perspective of P&A executive of GCPL, Malanpur Mr. Hamid Ali is that we must fulfill

or develop the local people because we are taking water, air and the support from them.

The rural development activities which GCPL perform are as follows

Organised eye contract operations.

Promoted entrepreneurship among the youth.

Organized medical health check-up.

Helping in upgrading the village from primary to middle school.

Distribution of award of meritorious students.

Organized enter school & cultural events.

Running of dispensary & organize distribution of medicines.

Organized awareness training program on various health & environment related

topic for villagers.

Running of Gwalior action center, under national safety council, M.P. chapter.

Took initiative to improve the infrastructure beautification in Malanpur area.

Distribution of posters on environment friendly on diwali festival in all school.

Organized speech competition & quiz for students on importance of saving of

environment.

Organized pollution checking of vehicles.

Helped industries in fire accidents.

Organized various training program on SHE (safety, health, & environment).

Organized inter-industry safety posters & slogans competition.

TPM (Total productivity management) in GCPL:-

Pillar 1- 5S:

TPM starts with 5S. Problems cannot be clearly seen when the work place is

unorganized. Cleaning and organizing the workplace helps the team to uncover

problems. Making problems visible is the first step of improvement.

Japanese Term English Translation Equivalent 'S' term

Seiri Organization Sort

Seiton Tidiness Systematize

Seiso Cleaning Sweep

Seiketsu Standardization Standardize

Shitsuke Discipline Self - Discipline

Pillar 2 – Jishu hozen (Autonomous maintenance):

This pillar is geared towards developing operators to be able to take care of small

maintenance tasks, thus freeing up the skilled maintenance people to spend time on

more value added activity and technical repairs. The operators are responsible for

upkeep of their equipment to prevent it from deteriorating.

Pillar 3- Kaizen

"Kai" means change, and "Zen" means good ( for the better ). Basically kaizen is for

small improvements, but carried out on a continual basis and involve all people in the

organization. Kaizen is opposite to big spectacular innovations. Kaizen requires no or

little investment. The principle behind is that "a very large number of small

improvements are move effective in an organizational environment than a few

improvements of large value. This pillar is aimed at reducing losses in the workplace

that affect our efficiencies. By using a detailed and thorough procedure we eliminate

losses in a systematic method using various Kaizen tools. These activities are not limited

to production areas and can be implemented in administrative areas as well.

Pillar 4- Plant maintenance:

It is aimed to have trouble free machines and equipments producing defect free products

for total customer satisfaction. This breaks maintenance down into 4 "families" or

groups which were defined earlier.

Pillar-5 Quality maintenance:

It is aimed towards customer delight through highest quality through defect free

manufacturing. Focus is on eliminating non-conformances in a systematic manner, much

like Focused Improvement. We gain understanding of what parts of the equipment affect

product quality and begin to eliminate current quality concerns, and then move to

potential quality concerns. Transition is from reactive to proactive (Quality Control to

Quality Assurance).

Pillar -6 Training

It is aimed to have multi-skilled revitalized employees whose morale is high and who

has eager to come to work and perform all required functions effectively and

independently. Education is given to operators to upgrade their skill. It is not sufficient

know only "Know-How" by they should also learn "Know-why". By experience they

gain, "Know-How" to overcome a problem what to be done. This they do without

knowing the root cause of the problem and why they are doing so. Hence it become

H.K. Press Exe. Director & President

R.K. Sinha Chief Operating Officer (Mktg. & Oprs.)

Rajesh Tiwari EVP (Operations)

necessary to train them on knowing "Know-why". The employees should be trained to

achieve the four phases of skill. The goal is to create a factory full of experts.

Pillar – 7 Offices TPM:

Office TPM should be started after activating four other pillars of TPM (JH, KK, QM,

and PM). Office TPM must be followed to improve productivity, efficiency in the

administrative functions and identify and eliminate losses. This includes analyzing

processes and procedures towards increased office automation. Office TPM addresses

twelve major losses. They are

Pillar-8 Safety, Health, Environment:

Target:

1. Zero accident,

2. Zero health damage

3. Zero fires.

In this area focus is on to create a safe workplace and a surrounding area that is not

damaged by our process or procedures. This pillar will play an active role in each of the

other pillars on a regular basis.

A committee is constituted for this pillar which comprises representative of officers as

well as workers. The committee is headed by senior vice President (Technical). Utmost

importance to Safety is given in the plant. Manager (Safety) is looking after functions

related to safety. To create awareness among employees various competitions like safety

slogans, Quiz, Drama, Posters, etc. related to safety can be organized at regular

intervals.

Organizational chart of Godrej Consumer Private Limited




Hamid Ali (Executive)

Asad Khan (Executive)

M. Bhattacharjee (Executive)

Santosh Mishra (officer)

Thomas Mathew (Sr. supdt.)

Amrit Verma (Sr. supdt.)

Manoj Sharma (Sr. supdt.)

Anil Tyagi (Supdt.)

Girdharilal (Supdt.)

Pradeep Darbari (Sr. staff)

Anand S Negi (Sr. staff)

Pramod Tiwari (Sr. staff)

Pushpendra Kumar (Staff)

Banwarilal Saina (Staff-driver) Ashraf Khan

(Staff-driver)

Ashok Pal (Staff-driver)

Organization chart Personal & Administration Department




Eshwar Baddi

Baddi Factory

Kattha Factory

MalanpurFactory

Progression Factory

Sikkim Factory

Guwahati

A.K.Singh(GM-oprs.)

S.MahajanMngr.-oprs.

ManojSaxena(Exec.-oprs.)

Surender Singh(Exec.-oprs.)

S.N. Mathur(Sr. offi. Oprs)

Ajay SaxenaExec.-stores

Ajay Batham(Sr. offi. RMS)

Rajiv Saxena(AM-Eng. Serv.)

Mukesh AgrawalSr.Exec.Eng.Srv.

D.K. TripathiSr. offi.Eng Srv.

D. Verma(Offi. Eng. Srv.)

Alok Gupta(Offi. Eng. Srv.)

Pradeep Tripathi(Offi. Eng. Srv.)

Avinash Mishra(GM-P&A)

Hamid AliExec. P&A

Asad KhanExec. P&A

Vyom DattSr.offi.safety

Vineeta GuptaManager(QA)

G.S. GiriMgr. (E&D)

P.G. RaoMgr. (F&A)

S.S. GuptaExec. (QA)

Sunil SharmaSr.offi.(E&D)

Anil DixitSr. offi. ISD

V.K. KhandelwalSr. offi. (F&A)

Mukul Sharma Offi. (F&S)








Anil Tyagi (Supdt.)







(Staff-driver)


Introduction with the concept of “EMPLOYEES

WELFARE”

Avinash Mishra GM (Pers. & Admn.)




Vyom Dattsonker(Sr. officer-safety)





Anil Tyagi (Supdt.)







(Staff-driver)


Rapid industrialization and urbanization have made employees dependent on capitalists.

Inflation has made their lot poor and they find it difficult to maintain their standard of

life. In such situation employee welfare facilities enable workers to live a richer and

more satisfactory.

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 labor force, to reduce labor 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.

• To reduce the threat of further government intervention.

• To make recruitment more effective (because these benefits add to job appeal).

Philosophy and Perceptive of Labor Welfare Activities

In an industrial society labor welfare activities, not only effects on the far-reaching work

force but it also effects on various aspects of human resources. All such activities which

are not only secure existential necessities but also ensures improved spiritual and

emotional quotient, including in labor welfare. The short and long term vision to build a

humane society is centered in labor welfare activities.

The theories of Labor welfare activities firmly believe in that, behind any machine, the

man is only responsible for achieving the organization's mission. With complete

satisfaction and be committed on any cause, a person may act in its best. Various

welfare facilities are provided by the organization keep not only employees motivated

and committed even their family members also.

Term "welfare" expresses many ideas, meanings, and to additional means, such as well

status, health, happiness, prosperity and development of human resource etc. The

welfare of both social and economic aspects is also included. The social concept of

welfare implies the welfare of a man, his family and his community. These three aspects

inter-relate, and work together. Within economic aspects of welfare, is involved

promotion of economic growth by increasing production and productivity.

The concept of welfare is also concerned with time and space. The changes have similar

effects on the welfare system. As welfare progressive and dynamic and keep pace with

the changing times as a result, the material of welfare remains potentially volatile. The

features of welfare may also be varying depending on the nation in all fields. Therefore,

it’s meaning and components can be differ in different countries & different places.

Philosophy of Labor welfare activities:

The philosophy of labor welfare activities are based on the success of industrial

development and the theory of harmony depends on the cooperation and relationship

between labor and management (employer). Worker has a fund of knowledge and

experience to perform his job. If his ability and skill to be properly utilized with the right

direction, the worker can be a working good contributor in the prosperity of the

organization. And it can be achieve by work satisfaction of the worker.

The labor welfare activities in a form of health care centres to facilitate provided

through the idea of a good medical care center to ensure job satisfaction and

productivity improvements will help more. His staffs to be healthy are a basic need of an

organization.

It is part of the facilities provided by the employer, that would associated with health

care of workers and it would ensure their minimum health hazardous. The concerning

law prescribes the minimum standard, but a progressive employer to expand its activities

must protect the health of workers and their dependents. In return, their cooperation will

be wholehearted, work to maximum efficiency and attitude will be fair and friendly

towards them.

Labor welfare activities perceptive:

The attention on Labor welfare activities has led to a rising interest by the stakeholders

who have now started to identify the problems of labor welfare and to formulate their

position. The main stakeholders are the investor of enterprises, employees, trade

associations or unions, and government etc. Therefore, they are gradually increasing

information about the potential of labor welfare activities and even putting vision on

labor welfare activities in future prospects.

From this perspective, some basic questions as follows:

• Should Labor welfare activities be compulsory for enterprises?

• If mandatory, should labor welfare activities be regulated by law or social

organization?

• If voluntary, how to secure the interests of the employees at the enterprise-

level?

What are the features of employee welfare:

Employee welfare is a comprehensive term including various services,

facilities and amenities provided to employees for their betterment.

* The basic purpose in to improve the lot of the working class.

* Employee welfare is a dynamic concept.

* Employee welfare measures are also known as fringe benefits and

services.

* Welfare measures may be both voluntary and statutory.

Objectives behind employee welfare

Employee welfare is in the interest of the employee, the employer and the

society as a whole. The objectives of employee welfare are: -

* It helps to improve.

* It improves the loyalty and morale of the employees.

* It reduces labor turnover and absenteeism.

* Welfare measures help to improve the goodwill and public image of the

enterprise.

* It helps to improve industrial relations and industrial peace.

* It helps to improve employee productivity.

Name of the agencies of employee welfare

1. Central government: - The central government has made elaborate

provisions for the health, safety and welfare under Factories Act 1948, and

Mines Act 1952. These acts provide for canteens, crèches, rest rooms,

shelters etc.

2. State government: - Government in different states and Union

Territories provide welfare facilities to workers. State government

prescribes rules for the welfare of the workers and ensures compliance with

the provisions under various labor laws.

3. Employers: - Employers in India in general looked upon welfare work as

fruitless and barren though some of them indeed had done pioneering

work.

4. Trade unions: - In India, trade unions have done little for the welfare of

workers. But few sound and strong unions have been the pioneering in this

respect. E.g. the Ahmedabad textiles labor association and the Mazdoor

sabha, Kanpur.

5. Other agencies: - Some philanthropic, charitable d social service

organizations like: - Seva Sadan society, Y.M.C.A., etc.

Types of welfare services

* Intramural: - These are provided within the organization like:

1. Canteen,

2. Rest rooms,

3. Crèches,

4. Uniform etc.

* Extramural: - These are provided outside the organization, like: -

1. Housing,

2. Education,

3. Child welfare,

4. Leave travel facilities,

5. Interest free loans,

6. Workers cooperative stores,

7. Vocational guidance etc.

Provisions which Factories Act 1948 provides for welfare

* Adequate, suitable and clean washing facilities separately for men and

women workers.

* Facilities for storing and drying clothes.

* Canteens, if more than 250 workers are employed.

* Welfare officer, wherever more than 500 workers are employed.

* First aid boxes are provided.

Merits & Demerits of employees’ welfare activity

Merits:

• Motivates employees • Employee Retention • Minimized social evils • Better Job satisfaction • Cuts down labor turnover

Demerits:

• Huge investment • Employees being dissatisfied

Objectives of the study-

To know the effectiveness of welfare measures.

How many people actually know about the welfare measures?

What suggestive measures must be taken regarding welfare?

To study the satisfaction level of employees with respect to their welfare in

Godrej Consumer Product Ltd., Malanpur.

To know the working condition and what are things that affect them not to work

properly.

To find out the suggestions.

Research methodology

The project was exploratory in nature and required data collection to achieve the desired objective.

Sample technique:

For the purpose of finding a sample group was selection on the basis welfare activities and on the random basis of different factors involved like Transport facilities, cleanliness, washroom, library facilities, training facilities etc.

Sample size :

Sample sizes for this research were 100. Out of them 20 from the staff and rest of 80 from the labor

Data collection

Collection of primary data:

Primary data was collected by questionnaires which have been filled by the employees and interviews of the sample group.

Secondary data collection:

Besides the methods stated earlier more information was collected during in formal talk with the employees and from other documents provided by the organization.

Data analysis and interpretation

1. I believe work atmosphere is friendly.

7%

69%

0%16%

8%

StronglyAgreeAgree

Neutral

StronglyDisagreeDisagree

• 7% employees of GCPL, Malanpur strongly agree say with that work atmosphere is friendly. Where 69% employees choose the agree option in questionnaire. 0% was neutral. 16% were strongly disagree with this that work atmosphere is friendly. And 8 % disagree with it.

2. I am given adequate freedom to do my job efficiently.

3%

38%

0%2%

57%

Strongly Agree

Agree

Neutral

StronglyDisagree

Disagree

• 3% strongly agree with this, they have adequate freedom to do their job. 38% employees agree. And 0% is disagreeing. Where 57% are strongly disagree with thing. And only 2% ere there who was strongly disagreeing this thing.

2. I receive praise for my good work.

5%

87%

0% 6% 2%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• 87% employees say that, they get praise for their good work. 5% were strongly agreeing with this thing. 6% were strongly disagreeing. 2% were disagreeing with it.

4. My opinion seems to count.

3%

68%

2%

14%13%

Strongly Agree

Agree

Neutral

StronglyDisagree

Disagree

• 4% employees think that their opinion seems to count. Where 79% employees were agreeing with this thing which shows that in GCPL they follow participative leadership style.

5. My supervisor encourages my development.

8%

66%

5%2%19%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• 66% employees strongly say that their supervisor encourage their development. By this they motivate to their employees.

6. People here are willing to give extra to get the job done.

12%

58%

2%1%

27%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• If organization needs in this situation 58% employees are ready to give extra time to get job done. Where only 27% employees does not ready with this thing.

7. I can ask management any reasonable question and get a straight answer.

9%

61%0%

16%

14%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• 61% people say that their management gives them attention and there queries also.

8. Management is approachable, easy to talk with.

24%

71%

0%0%5%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• 71% employees agree to that their management is easily approachable.

9. Management delivers its promises.

3%

78%

0%2%17%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• GCPL, Malanpur delivers its promises 78% employees were agree with it.

10. I am given all resources and equipment to do my job.

6%

83%

0%0% 11%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• GCPL, Malanpur give all the equipment and resources to their employees 83% agree with it.

11. This is a physically safe place to work.

4%

87%

0%0%9%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• GCPL, Malanpur is safe place to work 87% employees agree with it. 6% employees strongly agree and 11% disagree with this thing.

12. I feel the sports activity undertaken at GCPL is help to refreshing and development of employees

7%

51%

2%4%

36%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• 51% employees agree with it that what so ever activity undertaken at GCPL is Help to them refreshing and developing. But this is also a fact that 36% also disagree with it.

13. I believe that social and cultural activities being practices at GCPL help us to improve our interpersonal relation with our superiors, collogue, and subordinates.

4%

87%

0%0%9%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• 28% employees strongly agree with it that social and cultural activities help to improve the good relationship with their superiors, collogue, and subordinates. 85% employees were agreeing with it also.

14. In my opinion educational assistance provided for children’s education is highly satisfied.

0% 21%

0%

71%

8%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• 81% employees strongly disagree with it that educational assistance is not up to the mark there is need to improvement.

15. I am …………………with the procedure adopted for career growth of workers.

3% 14%0%

78%

5%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• All most employees are satisfying with the procedure adopted for career groth

16. I am offered training and development to further myself professionally. It has

77%

19% 0%4%0%

ExtremelyBeneficial

Beneficial

Neutral

ExtremelyDisadvantageous

Disadvantageous

• 77% employees think that training and development program which offering by GCPL, Malanpur is extremely beneficial.

17. My salary is on par with other industry

21%

25%47%

0%7%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• Employees are not satisfied with the salary they are getting from their organization. They want to increment in their salary as the same industries are paying high

18. I get some kind of benefits from my job also like health insurance, job security, and pension plan.

73%

25%2%0%0%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• Employees are satisfying enough with the other benefits like insurance, health policy etc. which they get from their job.

19. The first aid facility in GCPL at the time of accidents is

0%

53%41%

6%0%

AlwaysAvailable

MostlyAvailable

GenerallyAvailable

RarelyAvailable

Not at all

• Employees are not happy with first-aid facility. There is need of improvement.

20. I am satisfied with the duty shift.

0%

53%41%

6%0%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• There is no need to take any decision against the duty shift of their employees because they are satisfied with it.

21. In my opinion canteen service is

0%1%0%

58%

41%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• Employees are not satisfied with the canteen services there are some improvement should take place to satisfied your employees by the management of GCPL.

22. As far as my concern schemes related to bonus, discount, gifts, etc. formulated by the management are

0%

62%4%

34%0%0%

HighlySatisfied

Satisfied

Neutral

Unsatisfied

HighlyDissatisfied

• Employees are quite happy with bonus, gifts and these kind of things as 62% indicates toward it.

23. Reward schemes by the management at GCPL is transparent and impartial

2%

72%

0%6%

20% 0%

HighlySatisfied

Satisfied

Neutral

Unsatisfied

HighlyDissatisfied

• 72% employees think that their management is impartial and transparent. But should also analysis it why 20% disagree and 6% are strongly disagree towards it.

24. I am…………………… with transport facility

89%

6% 5% 0%0%0%

HighlySatisfied

Satisfied

Neutral

Unsatisfied

HighlyDissatisfied

• 89% employees are highly satisfied with the transport facility.

25. This is a psychologically and emotionally healthy place to work

2%

68%

0%7%

23%0%

StronglyAgree

Agree

Neutral

StronglyDisagree

Disagree

• Although 68% employees sa that GCPL, Malanpur is psychologically and emotionally, health place to work. But 23% employees deny this thing.

26. Rate the following

(a) Cleanliness

85%

15% 0%0%0%0%

HighlySatisfied

Satisfied

Neutral

Unsatisfie

HighlyUnsatisfied

• Cleanliness is up to the mark in the organization.

(b) Rest room facility

0%

36%

4%0%

60%

0%

HighlySatisfied

Satisfied

Neutral

Unsatisfie

HighlyUnsatisfied

• This thing lacking behind because 60% employees are highly dissatisfied with rest room facility

(c) Washrooms

13%

78%

0% 9% 0%0%

HighlySatisfied

Satisfied

Neutral

Unsatisfie

HighlyUnsatisfied

• Employees are satisfied with washrooms facility.

(d) Library

9%6%

2%

83%

0%0%

HighlySatisfied

Satisfied

Neutral

Unsatisfie

HighlyUnsatisfied

• Only 83% employees are satisfied with library facility.

(e) Pure drinking water

41%

53%

0% 6% 0%0%

HighlySatisfied

Satisfied

Neutral

Unsatisfie

HighlyUnsatisfied

• 41% employees are highly satisfied with pure drinking water. Where 53% are satisfied with this.

Conclusion

Godrej Consumer Product Limited is one of the largest fast moving consumer goods company which is having 10-15% market share with 5 industrial plants. Where as I have under gone to summer training I have found that GCPL, Malanpur performing there social responsibility efficiently. The job satisfaction level of employees is in its satisfactory level it never leg behind in putting the optimum input through various means to motivate the employees for the maximum best output.

GCPL, Malanpur is well aware about its social and environmental responsibility.The findings show that the employees are quite satisfied with the policies, rules and regulations of GCPL.

The compensation and the welfare dimension of GCPL are at a higher acceptability position among the employees

Suggestions

Although GCPL, Malanpur is always committed towards their employees and their families but than also I would like to give some suggestions.

It is must and necessary their should be proper coordination and understanding among executives and non- executives groups.

It is also necessary that the non-executives groups must be motivated time to time by providing them some incentives, benefits or doing some extra works for them.

Quality of food must be improved to satisfy the employees.

The feelings of satisfaction can be made better by making more employees friendly especially for non-executives population.

Educational assistance is not up to the mark there is need to improvement.

Limitations of this study

Difficulty in fill up of questionnaires.

Some responses are not filled up with sincerity.

No enough time got to learn.

Less sample size.

Some responses may be not correct due to disclose of their responses.

Conclusion

Godrej Consumer Product Limited is one of the largest fast moving consumer goods company which is having 10-15% market share with 5 industrial plants. Where as I have under gone to summer training I have found that GCPL, Malanpur performing there social responsibility efficiently. The job satisfaction level of employees is in its satisfactory level it never leg behind in putting the optimum input through various means to motivate the employees for the maximum best output.

GCPL, Malanpur is well aware about its social and environmental responsibility.The findings show that the employees are quite satisfied with the policies, rules and regulations of GCPL.

The compensation and the welfare dimension of GCPL are at a higher acceptability position among the employees.

References

BooksDr. C. B. Gupta, (2005), Sultan Chand & Sons PublicationB.P. Arya, (2008), Deep & Deep Publication

Websiteswww.godrejcp.comhttp://provigator.com/godrej-consumer-products-ltdhttp://industrialrelations.naukrihub.com/employee-welfare.html

summer-training-report-on-employees-welfare-activities-at-godrej

Documents

pure drinking water

rajesh tiwari evp

higher acceptability position

todays godrej empire

spectacular future head

rest room facility

rural development activities

labor welfare activities