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Employee welfare benefits essay

Executive summary

To attract, motivate and retain good employees, organization need to define what employeeswant fromemploymentrelationship. Employee needs is to consider Total Reward which iseverything an employee perceives resulting from working for the company. Benefits are coreelements of Total Reward system. Benefits include health, welfare plans and retirement plansprovided by the organizations to protect and ensure employees financial security. Employeebenefits have evolved from basic "Fringe Benefits "to a comprehensive range of benefits thatstrike a balance between employees' personal and professional lives.

Many studies contend that benefits are the most useful mean to attract, motivate and retain

employees. Companies offering attractive benefits packages have more buying power in the jobmarket. The available literature on employee welfare benefits suggest that people do not workjust for a wage or salary but expect more from employment. Companies offering more voluntarybenefits have better chance of attracting qualified people and retaining them. On the other handretention is key challenge in firms lacking such welfare benefits and where work tends to getroutine and there is no opportunity for personal growth and development. The result would behigh rate of employee turnover. Research reveals various reasons why employees want to leavean organization. The most common one includes monotonous work schedule, stress atworkplace, lack ofcareergrowth, training and development opportunities and nepotism etc.

This Research focuses on employee welfare benefits, its impact on employees and organization.

The study also includes case study of Askari Cement a Pakistani based organization. Theorganization did not provide much welfare benefits that resulted not only in high rate ofemployee turnover but also affected efficiency and performance of the organization. In order toidentify employee welfare problems in Askari Cement survey was done using different researchtools including questionnaires and interviews. The data of respondents was analysed carefullyand the findings are represented in this research. At the end final concluding remarks is given.The study also provided some suggestions and recommendations to the organization for theimprovement of employee welfare problems in order to motivate, retain and improve employeeperformance at workplace.

Chapter 1

Introduction

Objectives:

The objective of this chapter is to provide reader with some basic information about theorganization, the business of the organization, problems in the organization, its location andinformation about the country where the organization exists.
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Introduction to the country

At the time of independence in August 1947 only one or two units were producing grey cementsin Pakistan. But during 1948-58 the number of units was increased to six. During Ayub khan erathe economy was stable and construction activities increased and during 1958-68 three more

units were added. During the period of Zulfiqar Ali Bhutto all industrial units including cementindustry were nationalized and there was no increase in units during 1971-77. At the arrival ofGeneral Zia ul Haq decentralization of industries boosted the investments. Housing andconstructions picked up and the demand for cement increased and number of units increased to23 and finally to 24. Since independence production capacity per annum increased from half amillion tonnes to more than 10 million tonnes per annum. Apart from the decentralization thenew manufacturing facilities and expansion by exiting units also contributed to the expansion ofindustry. In total 23 units 4 units are in the public sector while 19 units are in the private sector.Two of 4 in public sector had to close its operations because of tough competition and highproduction costs. Cement units are located in every province of Pakistan. The selectedorganization which is "Askari Cement" has two units located at Wah (Punjab) and at Nizampur

(NWFP) Pakistan.

Background of the company

Profile

Askari Cement Ltd is located in Pakistan. The company has been registered as an ISO 9001-2000certified organization and has the credit of being the first in cement industry to get ISO 9001.Company employs about 1500 employees in which 1150 are permanent employees number offemale employees is about 20 while rest are temporary and daily wages workers. It has two unitsbased at Wah (North Punjab) and at Nizampur (NWFP). Being the high producer of cement at

both plants Askari Cement has consistent availability and a big supply chain in all the provincesof the country. Askari cement is used by mega projects of national importance such as GhaziBrotha Hydro Power Project, Pakistan Housing Authority schemes and Pakistani Railways etc.

History of the company

Askari cement factory is successor of Associated Cement Company. The first plant was set up byBombay based company (Associated Cement Company) in 1921 with a capacity of 120 tonnesper day and was enhanced to 300 tonnes per day in 1950. In 1972 the company was nationalizedand put under control of state cement corporation of Pakistan in 1974. In the year of 1991 itsname was changed to WAH Cement Factory. In the mid nine-tees during privatization scheme it

was privatized and in 1996 was acquired by the Army Welfare Trust. After acquisition by Armywelfare trust the name of the brand was changed to Askari Cement. Askari Cement has the creditof being the first in cement industry to get ISO 9001, and now first to get the ISO-14001Environmental Friendly standards certification in Pakistan. Another plant was started in 1993 bythe Army Welfare Trust in North West Frontier Province at Nizampur that started production in1996.

Statement of problem



Pakistan is a developing country with barely a budding industrial infrastructure. The industriesare facing different sort of external hazards such as political instability, economic instability,energy crises and also suffering from internal problems such as lack of advanced technologies,skilled workers, training facilities and conducive work environment etc.

One important factor that reduces the efficiency and effectiveness of organizations in Pakistan ishigh rate of employee turnover. Looking deep in to the problem and linking it with the availableliterature that clearly proposes an implied possibility of lack of employee welfare benefits.Welfare includes everything done for the comfort and improvement of employees apart fromwages such as monitoring of working conditions, infrastructure for health insurance, accidentaland unemployment benefits for workers and their families, education for children and postretirement benefits. Most of the organizations in Pakistan rarely provide overall competitivepackages to its employees, which results in low productivity, retention and some time high rateof employee turnover. A well defined and comprehensive personal development policy for theemployees should be in place in organizations to increase productivity and reduce employeeturnover. According to social-exchange theory, the more valuable the activity of another is to a

person, the more valuable the approval he gives in return. This view implies that firms offeringmore voluntary compensation should have a better chance of attracting or retaining good workersto contribute their skills and knowledge. A lot of studies contend that benefits are a useful meansto motivate, retain and attract qualified employees. (Tsai & Wang, 2005)

The Research is based on the case study of "Askari Cement" located in Pakistan. In Recent yearsthe company management did not concentrate on employee welfare problems such ascompetitive packages, poor health and safety at workplace, poor messing and toilets facilities,lack of training and career development opportunities, nepotism in promotions etc. Lack of suchwelfare benefits not only de-motivated employees but also resulted in high rate of employeeturnover, low workplace productivity and affected the overall efficiency and performance of theorganization.

Purpose of the study

The primary purpose of this study is to investigate how welfare programs affect employees.Secondly why employers provide employee welfare programs and how they help organizationsin retaining staff and increasing workplace productivity. Finally to highlight employee welfareproblems in the selected organization and to provide suggestions to improve employees' jobsatisfaction, working conditions and health and safety issues at workplace.

Research questions

The research would focus on the following questions

1. To investigate and identify employee welfare/benefits provided by the selectedorganization, to highlight welfare problems and to provide suggestions to improveemployees' job satisfaction, working conditions and health and safety issues atworkplace?



2. Should more emphasis be placed on welfare benefits to improve employees' performanceand increase productivity?

3. Employee retention is a key challenge in organizations. How employee welfare benefitshelp organizations in retaining and attracting staff?

4. Why do companies provide employee welfare benefits and how they affect employees?

Research Methodology

In this research data has been collected through primary and secondary research. When researchis conducted and opposed data is accumulated directly from respondents or research subjects forthe purpose of project is called empirical or primary research e.g. personal interviews whereinformants were interviewed about issues being studied.

Secondary research arises when a project necessitates a summary or appraisal of compilation of

data (Saunders et al, 2003). Secondary data can be collected from three mains sources e.g.published data, internal documentation, and feedback provided by industry experts or workers.

Limitations of research

First limitation is that due to time and cost reductions for the purpose of primary researchquestionnaires, telephonic interview have been used instead of face to face interview. Secondlimitation is that in qualitative research all acquired data ought to be presented in written formatnot in figure form (Kumar.2005). The third limitation is research questionnaire might giveresearcher little information. Fourth limitation is some time respondent do not want to fill outquestionnaire and research may get delay. Finally, if a company show its willingness to

participate in research may hide some important documents from researcher

Chapter 2

Literature review

To attract, motivate and retain good employees, organizations need to define what employeesWant from employment relationship. Employee needs is to consider "Total Reward" which iseverything an employee perceives resulting from working for the company. Benefits are coreelements of Total Reward system. Welfare benefits include health, welfare plans and retirementplans provided by the organizations to protect and ensure employees financial security as well as

schemes providing pay for time not worked. Employee benefits have evolved from basic "FringeBenefits "to a comprehensive range of benefits that strike a balance between employees' personaland professional lives. (WorldatWork.2007)

Historical Perspective of Employee Welfare/Benefits

The world of employee benefits is different from before what is not changed is that employeesneed benefits and employers need employees. Plans that now classified as employee benefits



have had a long history in the US. It can be traced back to 1794 when the first recorded profitsharing plan was introduced by Albert Gallatin in his glassworks in Pennsylvania. The firstprivate pension plan was started in the US by the American express company in 1875, and thefirst group annuity contract was issued in 1921 by the metropolitan life insurance company. In1910 the Montgomery Ward Company conceived of group life and accident insurance for its

employees, and the Company adopted the first group accident and sickness policy underwrittenby the London Guarantee and Accident Company. The first group life insurance policy wasissued to the Pantasote Leather Company by the Equitable Life Assurance Society of the UnitedStates in 1911. (Marsh & kleiner, 2004)

According to Jerrell (1997) the Social Security Act of 1935 provided the framework for much ofthe American social insurance and was a vital event in the development of employee benefits. In1939 the advisory council on social security recommended the expansion of the Act by extendingbenefits to employees' dependents and survivors. Recommendations were enacted by congressand established 1940 as year benefits first to be paid. Another employee benefit ofunemployment insurance was introduced during 1900-1950 although its forms and functions

changed over the period. Today the business, social and economic and climates are muchdifferent from that in 1950. (Jerrell.1997). Employees do not work just for a wage or salary andexpect something more from employers so employee welfare programs and benefits are vital forthe development of corporate industrials relations.

What is Employee Welfare

Employee welfare refers to anything that is done for the comfort and improvement of employeesand is provided other than wages or salary. Welfare programs help organizations to motivate itsemployees and keep their morale high so as to retain them for longer duration. Employee welfarerefers to promotion of industrial harmony through infrastructure for health insurance against

diseases, accident and unemployment for the employees and their families. Welfare includes allthose activities by the employers directed toward providing employees with certain facilities andservices. (Online Jan 2010)

Employee Welfare benefits

According to Marsh & Kleiner (2004) Employee welfare benefits represent any form ofcompensation provided:

1. Other than direct wages 2) Paid for in whole or in part by employer, even if provided by athird party (e.g. by the government an insurance company or a health maintenance

organization). Such Benefits vary from organization to organization and serve differentsocial and economic needs. They fall into two categories: several benefits are required bylaw; the first category is employer's contribution to social security, Medicare,unemployment insurance and workers compensation insurance. The other kind is knownas voluntary or discretionary benefits and serves different goals. Such benefits includeemployer's contribution for health coverage, flexitime and child care etc. (marsh &kleiner, 2004)



Cook (2008) argued that along with flexible workings, best practice organizations focuson developing strategies for employee welfare these strategies can encompass a range ofbenefits and there is a growing trend to make them as wide ranging as possible so that theemployee has a choice. The range of welfare options offered will vary depends on themarketplace and demographics of the workforce. According to cook 1) "the welfare

policy of each organization needs to be designed with the needs of different demographicgroups in mind 2) giving employees' flexibility and choice in the welfare benefits thatthey receive is important 3) welfare benefits should have a cultural fit with theorganization". (Cook, p.110-113, 2008)

"Employee benefits consist of arrangements made by the employers for their employeeswhich enhance the latter's well being. They are provided in addition to pay and formimportant part of the total reward package". (Armstrong & Stephens, p.225, 2005)

According to Ivancevich (2007) indirect financial compensation is called benefits. It canbe defined as employer reward other than wages or salaries arising from legally required

social insurance payments, retirement plans, payments for time not worked, extra cashpayments other than bonuses based on performance and cost of services like subsidizedcafeterias', clothing allowances and so on. (p.356, 2007)

Traditional employee welfare benefits such as healthcare programs, insurance andretirement programs are generally provided to all workers within an organization,irrespective of their performance in order to meet their security and safety needs.Employee services comprising childcare services and financial assistance programmesare innovative benefits provided to employee in order to help them manage their workand family life. (Lee et al, 2008)

Lee (2008) found that Organizations that had onsite child care facilities had moremotivated and satisfied employee and also high employee retention level. However firmsthat were unable to provide such services had high absenteeism problem and intention toquit, low employees performance and more employees with health problems because ofcare giving stress. Some of the firms provide such benefits because employees who bringpersonal life problems to work tend to have poor work quality and low productivitybecause of increase absenteeism. Many firms do not provide such benefits because ofhigh costs. But those that do provide enhance its attractiveness as an employer becausewhen workers perceive that their firm's practices are positive their level of identificationwith the firm increases. (Lee et al, 2008)

"People do not work for just a wage or salary. There is usually a whole compensationpackage and this should be assembled primarily with motivational intentions."(forsyth.p81, 2006).The job of the package is has two overriding intentions; first to attract rightpeople to the job and allow successful recruitment and selection to take place. Attractingright people is a competitive process. Certainly good people will be attracted only as aresult of weighing up the pros and cons of what you offer alongside other prospectiveemployers. The second intention of the package is to retain people in the job andencourage them to remain with the company. (Forsyth, 2006)



Armstrong (1999) there are arguments against the provision of welfare services; welfareis provided by the state services why industrial, commercial or public organizationsshould provide welfare services. Employees private and out of work activities should benot the concern of employers. The argument for employee welfare services was put bymartin (1967) "Staff spends at least half their waking time at work or in getting to it or

leaving it. They know they contribute to the organization when they are reasonably freefrom worry, and they feel, perhaps inarticulately, that when they are in trouble they aredue to get something back from the organization. People are entitled to be treated as fullhuman beings with personal needs, hopes and anxieties; they are employed as people;they bring themselves to work, not just their hands, and they cannot readily leave theirtroubles at home."(Armstrong p783-785.1999).Welfare may not directly increaseproductivity but it may increase commitment and help in retention of key employees.

Why we have employee welfare benefits

The question is why we have employer welfare benefits and what is the purpose of suchbenefits? Employee benefits or benefits plans are provided to serve both employer andemployees, though needs and desires of individuals employees differ. According to Marsh &kleiner (2004) the following are some of the reasons why employee welfare benefits areimplemented, one of the most important reason is to provide an appropriate standard of living toemployees and for his/her family, to recognize employee performance through some kind ofincentive compensation, to provide protection against medical expenses for the employee and hisfamily, to provide protection against loss of income in the event of employees premature death,disability or unemployment, to provide retirement income and Possibly to make available soundretirement, financial and tax planning programme and services (Marsh & kleiner, 2004)

Why employer provide welfare benefits

As discussed above People do not work for just a wage or salary. There is usually a wholecompensation package and this should be assembled primarily with motivational intentions.Employer provides welfare benefits for different reasons some of the important reasons are, oneof the most important objective of employee welfare benefits is to motivate and retain employee,second objective from employer point of view is to attract professional talent for the firm, toprovide incentives for high performance, some other objectives Include designing acompensation system that is internally equitable among employees, to contain employee benefitcost as much as feasible consistent with other compensation objectives and to meet union

bargaining demands in effective manner. All these objectives are aimed at promoting companyprofits while enabling company to meet its social obligation to its employees. (Marsh & kleiner,2004)

Features of welfare measures

Giri (2008) Employees' welfare includes services, facilities and amenities provided to employeesfor improving their efficiency, health, economic condition and social status. These welfare



benefits are provided in addition to wages and other benefits available to employees due to legalprovisions. Welfare measures are flexible and may be introduced by the employers, governmentsand employees. The main purpose of employee welfare is to develop the whole personality of theemployees to make a better work life. The logic behind welfare benefits is to prepare efficient,healthy, loyal and satisfied work force for the organization. The purpose of such services and

facilities is to improve employees' standard of living and make their work life better. Theimportant benefits of welfare measures are to provide a good physical and mental health toemployees to create a better working life. Employer gets a strong work force by providingwelfare benefits and employees take active part in their jobs and work with a feeling ofparticipation. Employee welfare benefits increase organizations productivity and promote ahealthy work environment. Facilities like medical benefits, education for employees familieshelp in improving their standard of living and this makes employees to concentrate more on theirjobs. (Giri.2008)

Employee welfare schemes

Employee welfare programs serve different objectives. The most important objective is toprovide better and healthy life to workers. Secondly welfare benefits are provided in order tomake employee happy and satisfied. Other purpose of benefits is to relieve employees fromexhaustion and improve cultural and living conditions of the employees. As an employer if youemployee anyone (irrespective of time period short or long) you must as reasonably provideadequate welfare facilities for employees while they are at work. Welfare facilities are thosenecessary for the wellbeing of your employees. Organizations provide welfare benefits to theiremployees to motive them. Employee welfare schemes can be divided into two categories:statutory and non statutory. Statutory schemes are required by law to be provided to theemployees while non statutory schemes vary from organization to organization. (Giri.2008)

Statutory welfare schemes:

Statutory schemes are those required by law and organizations must be provided in order to meetstatutory obligations. Employers are required to made provisions for Health and safety, first Aidappliances, drinking water, latrines, canteens, lighting, washing places and changing rooms etc.The most important of such statutory schemes are health and safety and first aid facilities atworkplace which are discussed below.

Health and safety at workplace

Cushway (2002) Employer has a general responsibility towards the health and safety of its

employees. This requirement was given legal force through the health and safety act of 1974.Every employer must take practical steps to provide, safe working environment and safe accessto and from working place, a safe system of work, safe tools, equipment and appliances,protection hazards and necessary training for employees. Apart from this if an organizationsemployee five or more employees it must have written health and safety policy. Employers havea duty towards general public as well and must ensure health and safety of visitors. Employeesalso have a duty to ensure health and safety at work and must not take steps which can affectothers health and safety. The management of health and safety at work regulations act of 1999



require employer to, maintain health and safety and asses any risks to the health and safety ofemployees and if an organization employee more than five to record any findings, makearrangements for the preventive and protective measures arising from risks assessments, to carryout surveillance of employees regarding health and safety, to appoint a competent person to beresponsible for the health and safety of the company, and make arrangements for necessary

contacts with emergency services, and provide training and information about health and safetyto employees and to ensure that temporary employees are also informed of health and safetymeasures. (Cushway. 2002)

First Aid facilities at workplace

As an employer you are required to provide first aid appliances at the work place. These facilitieswill depend on, the number of staff, type of work, size of the working premises and location ofstaff and location of working premises. As far as number of staff is concerned it depends on theabove factors but generally there should be one first aider for 50 to 100 employees. Wherehazards are greater there should be one first aider for every 50 employees. (cushway. 2002)

Employers are also required to provide hygienic drinking water, Canteens and cafeteria,sufficient number of latrines; adequate washing places and changing rooms at the workplace.Proper lighting and seating arrangements are also statutory welfare requirement.

Non statutory welfare benefits:

According to Armstrong & Mulis (1988) employee welfare benefits are forms of remunerationprovided in addition to cash pay. Such benefits provide a quantifiable value for individualemployees and may be contingent like a pension scheme, sick pay and insurance cover. Suchbenefits also include elements which are not strictly remuneration such as annual holidays. The

objectives of such employee benefits policies and practice of an organization might be, toincrease commitment of the staff to the organizations, to provide for the actual personal needs ofthe employees such as personal security, financial security, to demonstrate that organizationcares for the needs of its employees, to ensure that a competitive compensation package isprovide in order to attract and retain highly valuable staff and to provide a method ofremuneration which reduces tax liabilities. (Armstrong & Mulis.1988)

Cushway (2002) employer is not legally bound to provide benefits, above minimum statutoryentitlements. But employers provide just because to be competitive in the job markets andencourage staff satisfaction and motivation. Such benefits include pensions, cars, medicalinsurance, death-in-service benefits, holidays, sick pay, relocation expenses, maternity and

paternity leave, sports facilities, loans and child care facilities. (Cushway. 2002)

Principle types of benefits include:

Pension schemes:

Pension has always been an important and valuable element of remuneration package. Thequestion arises here is why organizations provide pension schemes for its employees and what


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are the benefits of providing it. According to Armstrong & Mulis (1988) historically employersprovided pensions for the following reasons. It an employer perceived moral obligation toprovide a standard of post retirement living for employees particularly for those with longservice. The logic also extends to providing pensions arrangements for dependents on a currentor retired employee's death. Similarly a pension scheme demonstrates that employer has a long

interest of employees at heart. Apart from this pension scheme may help organizations inretaining and attracting staff. (Armstrong & Mulis.1988)

Employer sponsored funded pensions are the means used by organizations to meet humanresource management objectives. Occupational pensions play vital role first in attracting andsubsequently retaining staff. According to tailor (2000) pensions scheme play a vital role inlimiting employees turnover.

Personal security:

According to Armstrong & Mulis (1988) Personal security includes benefits that enhance

employees' personal and family life security with regard to illness, health, accidents andredundancy or life insurance. This also include death in service benefits which is provided as apart of pension scheme or as a separate life assurance cover, such benefits include a multiple ofsalary to be paid to employees dependents if he or she dies before retirement. The range of salarypayable ranges from one to four times and may be dependent on employees' status. Personalaccident cover is another form of personal security which provides compensation if an employeeis involved in an accident causing serious injury or death. (Armstrong & Mulis.1988)

Permanent health insurance also called long term disability cover provides for a continuedincome once the provisions of the organizations sick pay scheme are exhausted. It is provided asa security for those struck down with chronic or terminal illness. It is normally paid after six

months of sick pay and used to continue till death or retirement or when the employees' pensionbecomes payable. It is a cheaper than any cover available to individuals. Its costs will vary inrelation to any special health risks involved in employment. In order to look after employeeshealth employers need to provide medical facilities and health screening such as X-rays for chestailments. Although employees are provided statutory sick but most major employers provideextra statutory sick pay for longer than the statutory period. Extra statutory redundancy pay ispaid by some organizations that faced redundancy from restructuring or change in business andusually include the following provisions, extra notice compensation, additional payments(service related) and payments given as a loss of office. Policy on redundancy is influenced bywhat the company can afford but the fact that generosity of treatment may well affect the moraleof those whose jobs are safe. (Armstrong & Mulis.1988). Career counselling is one of the

benefits offered by some employers to redundant employees is professional help in sorting outwhat they want to do next.

Financial Assistance:

Another kind of welfare benefits is giving employees some sort of financial assistance. Companyloan schemes either provide sums of money to be lent interest free or at favourable interest ratesto employees. Small sum to be lent where there is personal hardship. While larger loans are to be



lent for defined purposes such as house improvements and purchasing car etc. Repayments aremade on regular deductions from salary as agreed by employee and employer. A good employerprovides relocation charges to its staff when they moved from one place to another. Companieswhich offer products and services provide discounts to its employees on such products andservices. Another kind of financial assistance is payment of fees for any professional course

undertaken by employees. (Armstrong & Mulis.1988)

Personal needs:

According to Armstrong & Mulis (1988) in personal needs annual leave entitlements' are a majorbenefit. Employers are obliged to offer a minimum of 20 days paid holidays per year.Entitlement for holidays begins at the first day at work. Basic holidays are typically five weekswith some organizations offering up to six weeks. Long holidays may also be given inrecognition of working unsociable hours or agreeing to flexible working practices.Compassionate leave may also be given to employees if a close relative is ill or die but is subjectto formal policy in larger employers. It is a paid leave for short period and unpaid for longer

period. The purpose of such leave is to show concern for its employees and to recognize theimportance of family life in time of personal hardship. Such leave can do much for employeemorale. In today's world women are also active in the workforce and employers need to providesome sort of benefits to them as well such as providing maternity leave till the time their babiesare born. All female workers are entitled to 26 weeks maternity leave and to return to work onthe same terms and conditions irrespective of working hours, service and status of employment.A women employee has statutory right to continue to benefit from all contractual terms andconditions of employment during the period of ordinary maternity leave except for wage orsalary. Such contractual benefits consist of annual leave, public holidays missed. Somecompanies offer more maternity arrangements like offering full salary for longer than six weeks.According to Armstrong one engineering company reported offering 52 weeks full pay in order

to attract more female employees. Where organizations employee large number of women and isdependent on their skills and knowledge generosity in the form of maternity leave can help withlong term recruitment and retention. (Armstrong & Mulis.1988). Some organizations alsoprovide paternity leave. According to which an employee is eligible for paternity leave if heexpects to have the responsibility of upbringing of the baby and is the baby biological father. Theparental and maternity leave came into force on 15 Dec1999. Parents of children with childrenunder age of five with more than one year service are entitled for 13 weeks of unpaid parentalleave for each child. (Armstrong & Mulis.1988).

Apart from what discussed above adoption leave, child care and pr retirement counselling,personal counselling, sports and social facilities are some of the other welfare services provided

by the companies.

Opportunities for learning, training and development

According to Armstrong (1999) some of major organizations provide opportunities of personalgrowth and development for its employees. Employees learning means to develop firms' resourcebased capability. According to Human Resource Management principle it is necessary to investin employees in order to develop human capital required by firm and to increase its stock of



knowledge and skills. According to Human capital theory the skills and knowledge that anemployee has which comes from learning and training generates a stock of productive capital. Soit is very much important for a firm to develop conducive leaning and innovative environment.(Armstrong.1999)

Armstrong (1999) further says that organizations also provide training to its employees in orderto achieve its objectives by adding value to the people it employs. Organizations invest in peoplein order to improve their performance and make them use their natural abilities. The purpose oftraining is to develop the competence of employees and to help employees to grow within theorganization. Effective training can: reduce learning costs, improve individual, quality andoverall productivity, can attract people by providing training and development opportunities,develop a positive culture in the organization and can increase employees' level of satisfaction.(Armstrong.1999)

Minor (1995) further add that some firms also provide coaching for development which is aprocess of building a working environment which enhances the development of skills and the

performance of employees. Development is to identify the activities of to prepare staff forgreater scope in their current or future positions. Employee development increases personalgrowth and job satisfaction of employees. Such development increases staff productivity andperformance, increases employees retention, motivate employees and enables staff to respondquickly to change. From employee point of view it is important because it helps employee togrow, keeps skills current, increases employee's involvement in decision making and providegreater visibility and exposure to information. (Minor.1995)

Counselling at workplace

Counselling at work place is another welfare service provided by organizations. According to

Highley & Cooper (1996) Counselling at workplace is aimed at helping employees (andsometime their families) to deal more effectively with personal, family and work relatedproblems. The growth of counselling at work place is the result of a number of influencesparticularly stress as a real phenomenon within organizations. Stress is widely recognized as amajor contributor to sickness, absence, lack of mental well being and other problems in theworkplace. Stress at work is caused by both personal and work related issues. Workplacecounselling programmes in order to be effective must address both personal and work relatedissues. Highley & Cooper (1996) further says that occupational stress presents a major threat tothe financial position and profitability of the firm. So an organization is to consider what it cando to reduce workplace stressors. Counselling programme needs to be positioned in order toincrease the value of the benefits in organizational areas and to ensure that it offers support to

those involved in change and any other company developments. (Highley & Cooper.1996)

Flexible Working Pattern

Papalexandris & Kramar (1997) says that organizations provide flexible working arrangementsfor a variety of reasons. The most important is economics reasons and in order to improveproductivity and competitiveness, other reasons include a change in the composition of theworkforce and the use of flexible patterns as way of recruiting and retaining staff. Some time



organizations are required to arrange flexible working pattern as a consequence of industrialagreement. Flexible working arrangements have economic and social benefits. BothPapalexandris & Kramar (1997) further says that flexible working pattern not only improvesproductivity and competitiveness but is also recognized as way of reducing unemployment andas an important tool for reconciling work and family life. Working conditions like, flexible hours

of work, working schedule and job autonomy affects family and employee satisfaction. Poorhealth, stress and job satisfaction have found to be the outcomes of heavy job demands. Similarlyif an employer is not supportive of an employee child care needs considerable stress at work andhome is created. So flexible working arrangements meet the needs of business resulting fromeconomical and technological changes and also provide some way to satisfy the needs ofemployees by attempting to combine employment and family life.

Flexible working arrangements take many forms such as, Flexibility in working timearrangements, flexibility in the number of hours worked and flexibility with regard to place ofwork. Work and family life policies have a positive effect on employees and on the outcome oforganizations. Flexible working arrangements improve employee morale, enhance recruitment

and retention, increase productivity and reduce employee absentees. Flexible working patterns inparticular can serve a number of organizational purposes such as increasing productivity andcompetitiveness, fostering organizational change and improving quality of recruitment andretention of employees. Flexible working arrangements can facilitate the reconciliation of workand family needs and allow employees to manage both responsibilities'. (Papalexandris &Kramar.1997)

Impact of Employee Welfare/well being on workplace Productivity

According to Croome (2000) in today's competitive environment firms are being forced to workharder than before in order to increase profitability. Creating a productive workplace provides a

critical, multidisciplinary review of the factors affecting workplace productivity. Workplaceproductivity is a key issue for companies and a small increase in productivity can have highfinancial returns. Studies have shown that productivity at work place have a very closerelationship with work environment. To ensure a healthy working environment should always bethe first step towards increasing productivity. Productivity is dependent on four different cardinalaspects; social, personal, organizational and environmental.

Croome (2000) further says that it is hard to give a precise relationship between variousindividual environmental factors and productivity but sufficient evidence showed that there areenvironmental settings that decrease dissatisfaction and absenteeism of employees and indirectlyenhances productivity. Indoor working environment is a dynamic interaction of social and

physical factors which affects productivity, health and comfort of employees. There are numberof factors that are conducive to high productivity such as well being, health and comfort ofemployees. Producing quality work gives employees a sense of fulfilment and satisfaction.Organizations are just beginning to know the benefits of good workplace environment and toacknowledge the notion of healthy work force means a healthy organization. (Croome.2000).Organizational structure also play a vital role in improving employees performance by managingthem in way that provide career growth and a balance between work and social life.



Baptiste (2008) says that employee wellbeing at work has attracted much attention because ofproblems such as absenteeism and accidental injury and is giving way to a broader vision of whata healthier, happier and more productive workforce can achieve in terms of higher performanceand productivity. The fundamental principles outlined by Policy makers are that all work agepeople have the opportunity to make maximum contribution to their organization and enjoy a

safer, satisfied and healthy working life. The vision of "Health, Work and well being, caring forthe future" has been embraced by companies who has invested in the well being of employeesare now reaping the benefits as welfare/wellbeing as work is increasingly recognized as animportant factor in organizational success. Staff well being is essential in order for a company toremain efficient and profitable. (Baptiste.2008)

According to Warr (2002) that job related well being refers to staff satisfaction with their jobs interms of facets like pay, working conditions, job security, training opportunity and teamworking. Employee wellbeing has a positive impact on performance and productivity because ithelps organization to have a healthy workforce. According to Currie (2001) staff should beworking in stress free and safe physical environment. Bakke (2005) notes that wellbeing can be

linked to promoting of an environment that makes work ,rewarding, exciting, stimulating andenjoyable and proposes that joy filled workplace improve financial performance andproductivity. (Baptiste.2008)

For an organization to survive in this competitive world it should ensure a healthy workingenvironment. Important factors of organizational and personal wellbeing involve team working,open communication, flexibility, support and a balance between work and personal life.Employees commit to an organization in return of for certain rewards which can be extrinsic(salary) and intrinsic (belonging and job satisfaction). Affective commitment is viewed as anemployee's attachment to the employing organization and a willingness to contribute towards tothe attainment of organizational goals. (Baptiste.2008)

On the other hand employees seek employment in an organization that is likely to providemotivator that meets their needs; therefore employers have realized the creating of a work lifebalance for employees through flexibility and introduction of different working patterns in orderto meet individual needs. There are a number of important business related reasons whycompanies should have work life balance. The first reason is to raise morale and job satisfaction.The single important an organization could do is to improve its performance and bottom line isincrease employee morale. Studies showed that when firms' employees are satisfied its financialreturns go up. Another important reason of work life balance is to make your staff moreproductive. Companies having work life initiative programs for its employees found that theyreduced absenteeism and increased productivity. People having more control on their work andpersonal life can intensively focus on their work. Many companies have reported increase inproductivity after initiating work life effort. For instance Scott Paper Co; said its work lifeprograms increased production by 35%. (World at work. 2007)

According to Jackson et al (2009) employees' welfare/wellbeing is to promote an environmentthat makes work, rewarding, flexible, enjoyable and productive. Apart from this compensationpractices of an organization also influence productivity in numerous ways. Organizationalcompensation practices that link employees pay to the organizations financial performance or



productivity can help staff to focus on new ways of reducing costs and increasing productivity.When employees pay is tied to performance and productivity, productivity tends to go up.Effective compensation practices motivate employees to make the most of their energy which isimportant for organizational success. Organizational compensation philosophy should be tied toits strategic objectives of which the most are, attracting and retaining staff and improving

productivity. Paying employees competitive wages, giving better than market, rewardingperformance and offering valued benefits help organization achieve its goals of attracting andretaining staff and fostering a creative culture and being financially successful.( Jackson etal.2009)

How Welfare benefits Motivate employees

Employees are key to organizational performance. When workers are motivated and haveappropriate skills, performance targets are often exceeded. Employee motivation is viewed bymany scholars as key to performance improvement. Level of motivation is mixed in theworkplace, where some are highly motivated, others wary or only modestly motivated.

Employers and managers should expect that their workers vary greatly in their level ofmotivation. Such variations in the workplace motivation reflect some important realities. Thefirst reality is that people are motivated by different things and vary in their ability to find thosethings in their job. (Berman.2006)

According to Berman (2006) the strategy of employees' motivation is twofold. The First strategyfor organizations is to provide a range of conditions in which employees can find something andsatisfy their needs. If we make assumptions about what employees needs are then companies canprovide a work environment by providing these conditions. In this case organizations canprovide some measure of motivation for its employees and is the case in many workplaces. Thesecond strategy is to discuss face to face to establish what each wants from the other. When one

expresses what he wants he has a better chance of getting it. It is well established that employeesare motivated by pursuing their needs. There are three types of different needs. First people havephysical security needs which includes the ability to pay for food and shelter as well as benefitsthat provide protection against the loss of this security; retirement contributions and healthinsurance are becoming important motivators for some employees in recent years, job security isalso important one. Secondly employees need acknowledgement and recognition fromorganizations, most employees like a compliment which acknowledges both their contributionand acceptance contribution in the organization. Some time people a strong need to have theirwork appreciated while others a stronger need to be part of a group. Acknowledgement can alsobe shown with salary, promotions, bonuses and formal recognition. The third group of needs areemployees need for accomplishment, creativity and growth in order to acquire new knowledge

and skills. Employees have a strong need for high achievement and creativity. Employees whodo not have this need may

Experience stress as severely de-motivating specially if not accompanied by other extrinsicrewards. (Berman.2006) Another group of needs involve acquisition and use of power.According to Mc Cleland (1985) are motivated by power, affiliation and achievement.Employees' can create programs and develop policies through use of power and also have somemeaning control their work such as to design one's own work, work environment or work



schedule. Power has positive as well as negative impact. But negative uses of power have highlyde-motivated impact on employees. The fifth and last categories of needs are non-work needsthat are satisfied through work. Work enables employees to satisfy other needs like, buying anice house, raising a family, taking vacations and others. These things are important motivatorsfor people, and work allows them to fulfil these things. To take care of one's family and to help

them afford a better life style is good example. Many people are highly committed to raisingtheir children and are motivated to organization because of the material benefits it provides inraising their family life. (Berman.2006)

According to Berman (2006) In fact motivation is affected by many different factors and variesamong employees. The following factors constitute a general climate for employees' motivation.If all of them are present employee will find something that motivates them. Competitive salary,benefits that meet the needs of employees for economic security and non-work needs (family,vacation), opportunities for learning and development, friendly work relations, feedback, controlover work environment and promoting positive supervisory relationship. It can easily be seenthat a work environment with the above conditions provide a significant amount of motivation

for employees. (Berman.2006)

Impact of welfare Benefits on Employee Retention

Employee retention has become a perplexing problem for many organizations. Keeping turnoverlevel below target and managing retention is one of the important issues faced by business. Thequestion is how to retain employees in order to reduce employee turnover. Tsai & Wang (2005)says that according to social exchange theory, the more valuable the activity of another is to aperson, the more valuable approval he gives in return. So according to theory firm that offersmore voluntary compensation should have a better chance of attracting and retaining goodemployees to contribute their knowledge and skills. Studies contend that giving employees

benefits are a good means of motivating, attracting and retaining skilled workers. Keeping that inview many organizations provide benefits programme to develop employees' skills in the beliefthat such investment will strengthen their human capital. (Tsai & Wang, 2005) Employeebenefits help organizations to recruit and retain high skilled workers that are seen as strategicresources in achieving competitive advantage. Overall attractiveness of firms can be enhancedthrough benefits and that employees will then be influenced to feel greater satisfaction andloyalty. (Tsai & Wang, 2005)

Chapter Conclusion

This chapter discussed the available literature on the concept of employee welfare programs and

benefits, why organizations provide welfare benefits to employees and how such welfare benefitsincrease firm's productivity and help organizations in attracting and retaining qualified people.There are different views about these questions. According to Marsh & Kleiner (2004) employeewelfare benefits represents any form of compensation provided other than direct wages, paid inpart or in whole by employer, such benefits serve different social and economic needs.According to Forsyth (2006) employees do not work for just a wage or salary. It is usually awhole compensation package and should be provided with the intentions to motivate employees.



The purpose of such package is to attract and retain employees by encouraging them to remainwith the organization.

At the same time some there are arguments against the provision of welfare programs. Accordingto Armstrong (1999) welfare programs are provided by state services why industrial, public or

commercial organizations should provide such services. Staff out of work activities should not bethe concern of organizations.

But still industrial and commercial organizations provide welfare programs for different reasonsfirstly to motivate and retain employees, Secondly to improve employees' performance, health,social status and economic condition. The logic behind welfare programs is to prepare efficient,loyal, healthy and satisfied workers for the organizations. Services such as medical facilities,education for employees families and help in improving their life living standard and makesemployees to concentrate on their job. Productivity is a key issue and a small increase inproductivity can result in strong financial returns. So a healthy work environment should alwaysbe a first step towards improving firms' productivity. Providing welfare programs improve firms'

productivity and promote a healthy work environment.

According to Berman (2006) Competitive salaries, benefits that meet the needs of employees foreconomic and non-work needs, opportunity for learning and development and friendly workrelationship provide a significant amount of motivation for employees.

Retention is key issue in today's competitive business world and organizations should offersomething more than wage and salary in order to keep key employees. According to socialexchange theory that firm that offers more voluntary compensation have better chance ofretaining employees to contribute their knowledge and skills. (Tsai & Wang, 2005)

Chapter 3

Research Methodology

Research needs scrupulous arrangement and thorough study by the researcher. It is important tomap out what apt route of research should be taken. This chapter illustrates and appraiseavailable options of research methodology and also elucidates underlying principle that shouldbe utilized at the preliminary and juncture phase of the research methodology. The stipulation ofassortment of a species of research methodology is having clear understanding of the pertinentresearch area. Therefore, primary and secondary research prerequisite will be carried out in thisresearch.

When research is conducted and opposed data is accumulated directly from respondents orresearch subjects for the purpose of project is called empirical or primary research e.g. personalinterviews where informants were interviewed about issues being studied. Secondary researcharises when a project necessitates a summary or appraisal of compilation of data (Saunders et al,2003). Secondary data can be collected from three mains sources e.g. published data, internaldocumentation, and feedback provided by industry experts or workers. In fact, this methodologychapter depends profoundly on secondary data for the recognition of distinctive performance.



Existed research approaches

Theoretically we have some clear understanding of 'research objectives', but now need toexplicate the methodology so reader can know 'how' and 'why '. According to Yin (1994) theresearch questions should be formulated in terms of 'how' and 'why' rather than what, who or

where.

Yin (1994) arguments proved that the methodological approach mainly explanatory rather thandescriptive. There are two common research methods have been used: qualitative andquantitative each method has its own pros & cons. Any of them approach can be implemented toexecute the research. Another famous and most used research approach is to combine bothquantitative and qualitative to congregate aims and purpose of the research in a more inclusiveway (Prasad, 2005).

Yin (1994) predicted that in future, most researches will have combine methods rather than one.Bringing both facts together qualitative and quantitative will be exceptional strength of the case

study method (Yin, 1994).

Quantitative approach is delineated as the numerical representation and management ofobservations for the purpose of explicating the phenomena that observation reflects, andqualitative method defined as non numerical assessment and analysis of observations for thedetermination of underlying meaning and pattern of relationships (Denscombe, 2002).Qualitative method is also called an "interpretivist" approach or "relativist" paradigm whilequantitative describes as a "positivist" approach. interpretivist argued that data can be collectedby an assortment of factors e.g. views of different people, like previous researches, etc While,positivist claimed that data can be assessed by scientifically like experiments, surveys, numericalestimation, assumption, etc (Hyde, 2000).

Strauss & Corbin (1990) further argued that qualitative and quantitative schools are linked withdeductive and inductive approaches, respectively. Deductive process refers to theory & tests it,and inductive approach refers to making observations in order to develop a new hypothesis.Deductive approach of qualitative research works from general to specific, usually it is alsocalled 'top down' approach. In this approach arguments commence from the theory aboutselected topic and then narrow that down to more specific hypothesis in next stage thatassumptions can be tested, and further collected observations address the hypothesis. Thismethod leads researcher to test the hypothesis with specific data for authentication of originaltheory e.g. experiments. While, Inductive approach of quantitative works vice-versa in thisapproach arguments start from specific observation to broader overview and theory. It is also

called 'bottom up' approach. In social research both approaches can be used together (jupp &Noris 1993).

Sampling

Sampling is the procedure of choosing of units e.g. people and organisations from the populationof the interest, by doing this process it may help researcher to generalise his results back to theselected population. Commentators argued that the main reason behind this activity in terms of



sampling is to recognize representativeness of paradigm rather than statistical representativeness(Hyde, 2000). Before selecting method of the sampling the question should keep in a first placethat who do you want to generalize to? There are three types of sampling random, judgement,and convenient. Each method has its own procedure and differs in the approach subject to theunits. Convenient approach is suitable when specific people have been chosen from population

for observation; a judgement sample can be collected when some one is recognized withpertinent feature of the population and finally random sampling usually used in lottery andraffles, where a number of respondents selected randomly (Akingbola, 2004).

In this research data will be collected by three primary traditional processes, including casestudy, questionnaire, and interviews. Employees and their management have been selected as asubject of sampling frame questionnaire will be distributed and telephonic interview will betaken conversant with the statistical data that is, the working condition at workplace andemployee welfare data. Questionnaire and interview questions are designed to ascertain theviews of the respondent. After receiving questionnaire and interview feedback, data will bearranged. All received data will be analysed and combine together in analysis chapter with graph

and charts.

Selected research method

Both research methods have an equally reputable place in business and management researches.This research falls in the category of qualitative research that requires critical analysis andelucidation. The apt research tools will be followed to collect data e.g. interviews, questionnaire,and academic journals will be used as an instrument to gather data.

The case study approach

The case study research approach will be implemented to identify problems at workplace inselected organisation. There is no valid definition of the case study. Case study can be defined asa tool to collect the research knowledge of the practitioners and expanding theory from it. Mostcommentators argued that the case study analyse an observable fact in its natural setting, usingmultiple process of data collection to accumulate information from one or few entities i.e.organisation, people, and groups, it is useful here to contrast this method with others approachesordinary adopted by management researchers (Benbasat et al, 1987).

According to Yin (1997) both research methods qualitative and quantitative have been confusedwithin the title of the case study approach. Selecting one or another kind each one has differentinterpretation regarding the possible development over the decade time (Yin, 1997). Further, Yin

(1997) claimed that firstly, the method relies on the use of and capability to integrate inconverging fashion (data from multiple sources of evidence). The information may include fromdirect observation, archrivals, interviews, and documents. The evidence and conclusions for thecase study can be built around the reliability of data from these sources, and further conclusioncan be illustrated in both qualitative and quantitative terms. Secondly, the process of concludingthe result of either type of case study depends on the development, testing, and replication oftheoretical proposition rather than selection of numerical selections (Yin, 1997).



Flyvberg (2006) describes the importance of case study research that theoretical knowledge ismore important than practical knowledge. He further, described more misunderstanding aboutcase study research approach. Including that the result can not generalise from single case study,the case study is more helpful approach to generate hypothesis whereas, other approaches aremore appropriate for testing hypothesis and theory building (Flyvberg, 2006).

Flyvberg (2006) research proved that the case study is a detailed appraisal of a single exampleand it gives reliable information about the topic or issues. Case study approach also can be usedin initial stage of an investigation to make hypothesis. John Waltson (1992) similarly observedthat case study is likely to create the best theory (Quoted in Flyvberg, 2006).

Yin further differentiates between three kinds of use of case study research: descriptive,exploratory and explanatory. In exploratory method a pilot study can conducted as a basis forformulating more accurate related questions or testable hypothesis, and descriptive methodusually contrasted with prediction and prescription e.g. investigate and predict what happenswhen machinery break down in factory. Descriptive methods evaluate and select choices.

Finally, explanatory method of case study is evaluates and looked upon with uncertainty andscepticism. This type of method has been described as a best strategy approach in studyingprocesses in any organisation (Bratt, 1998)

In order to determine suitable case studies will be analysed for this research. There are manytypes of method existed to collect date from case studies including interviews, archival records,documents, direct and participant observation. In this research appropriate method will be usedto generate data e.g. interviews, and archival records and documents. Case study approach can bemore useful, convincing, and accurate if data is collected from several different sources ofinformation. The findings might not be entirely representative of thousands of factory workersdue to the limited of time a numbers of employees will be interviewed and data will also be

collected from company archival records, magazine, annual financial reports, and otherdocuments.

Interview

Interview is an important research method that can be conducted in different forms and types.Interview could be based on different research guidelines depend on research type. There arethree main types used and these include structured, semi structured and unstructured interviews.

For this research semi structured interview has been selected as a tool to collect data. The reasonbeing that, a semi structured interview consists of both open and closed questions. According to

saunders (2000) semi structured is a kind of depth interview style that provides opportunity tointerviewer to "probe" answers where you want your interviews to explain, or build on,interviewee responses (Saunders, 2000).

Semi structured interview is the most used interview technique in qualitative research. It helps tocreate a better understanding of certain information and useful method for data collection. While,during informal unstructured Interview questions are not put in any particular order andinterviewer might limit him self to testing a few questions (Bratt, 1998).



Time management can be a vital issue for interviewer. Semi structured interviews have to bescheduled with a list of questions in different categories and sections. In order to construct allsections, the use of coding can be applied. This process enables the interviewer to arrange andcollect data that obtained from interviews. Further, the coding method can be used to arrange andcollect data from the interviews into logical order collected data can be analysed in finding

chapter (Akingbola, 2004).

The purpose of this method is to make easier for the interviewer to take notes when carrying outthe interview with the interviewee. Saunders (2000) recommended this approach and furtherargued that this approach is time saving, normally well tested, and enables interviewer tocompare collected result with other surveys (Saunders, 2000).

A structural interview can be considered as an oral presentation of written questions. During instructured interviews the interviewer reads out the question and the person being interviewedwill give his responses. A fix numbers of question normally used in a structured interview. Instructured interview questions usually prepared in advance. In this approach it is easy to retrieve

answers related issues of special importance and analysis of result is very easy and quantified.Both approaches can be used in telephonic and face to face interviews (Hislop, 2004).

A telephonic interview provides more realistic evidence for the existence of the organisationability questions remain as same but method of collecting data, observation and judgement canbe changed (Daellenbach et al, 2002). In this research a telephonic interview will be taken frominterviewee (HR Manager of the company) to absorb answers of those research questions thathave not been found in literature, on company website and in archival record. All methods fordata collection have both features advantages and disadvantages. There is a substantial risk thatthese approaches of acquiring data may lead to superficiality (Bratt, 1998). For example, ifresearcher collects data from employees of chosen organisation and published worse story in

news paper. Once data collected Respondent feedback would be thoroughly analysed underfollowing questions and findings will be discussed in result chapter.

1. To investigate and identify employee welfare/benefits provided by the selectedorganization, to highlight welfare problems and to Provide Suggestions to improveemployees' job satisfaction, working conditions and Health and safety issues atworkplace

2. To find out impact of welfare benefits on employees' performance and workplaceproductivity

3. To find out how welfare benefits help organizations in retaining staff?4. To investigate and identify why organizations provide welfare benefits and how they

affect employees?

Questionnaire

The second method used for collecting data was questionnaire. It was mainly used for collectingdata from employees of the organization. Questionnaire can be defined as a cross sectional



survey technique by this method researcher collects further data from fieldwork to analyse andanswer the research questions. Well organised questionnaire provides useful data and opinions ofdifferent relatively quickly. Questionnaire is very cost effective and time saving method tocollect data when compared to face to face interview.

Questionnaire is a method of fact finding that needs good planning, design, and careful use oflanguage. It is very important to ensure that apt questions are asked in order to meet theobjectives of the research. Before designing questionnaire important points should be considered,including what kind of data is needed to answer the research questions and needs to recognisethat who will be respondent. (Bell .2005)

Further, Bell & Opie (2002) argued that a well design questionnaire gives researcher betterinformation and that data can be easily interpreted at analysis stage. There are two types ofquestionnaire that has been used in research to collect data, these are including open and closedended questionnaire. Close questionnaire possesses list of choices and respondent choose a rightanswer. It has advantage of making analysis easy. However, this method has disadvantages as

well. For example, researcher may know answers of the particular questions. While, open endedquestionnaire allows the respondent to answer in as much depth and it provides data that reflecttheir true feeling (Bell et al, 2002).

In this research, questionnaire asks participants about welfare programs provided by theCompany at work place such as messing and toilets facilities, training facilities, Holidaysentitlement, working hours, flexibility in working pattern, medical facilities and other welfarePrograms. This questionnaire also asks employees about Company promotion policy, health andsafety issues at workplace, etc. Research questionnaire will help researcher to identify andcollect data about employees' problems at workplace. All obtained data will be thoroughlyanalysed in analysis chapter.

Data analysis method

In qualitative research, data gathering and analysis is concurrent process. Wolcott (1994) claimedthat data can be collected through by different methods as participant interviewing andobservation, it is important to analyse collected data in analysis chapter to pass through forscience. Analysis always recommends something of the scientific mind at work, inherentlyconservative, careful, and systematic (Wolcott, 25:1994). There are many ways and strategies toanalyse data these are including highlight your findings, display your findings, follow and reporta systematic field work procedures, compare with another case, compare with standard, andcritique the research etc (Wolcott, 1994).

This research follows display your findings analysis method. In this method researcher analyseand present evaluated data in graph, tables, diagrams, figures and in chart (Wolcott, 1994). Allthese graphics reflects the way that the researcher interprets observation with better concept.

Ethical Issues



Both research methods qualitative and quantitative necessitates ethics to be taken intoconsideration both during and after research. For example, if someone collects data fromrespondent and publishes them in newspaper without respondent permission, it is totally againstethics. Commentators recommend that Include honesty in reporting the findings will beguaranteed (Hislop, 2004). It is to be acknowledged that participants might be harmed as

consequences of their participation in survey including, injury, stress, death, reduction etc.therefore, all collected data should be treated confidential.

In this research confidentiality will be applied and acquired data from fieldwork will be onlyused for research purpose. Ethical approval should be taken to conduct research from concernedbody at university and allocated supervisor.

Research Limitations

Kumar (2005) argued that in qualitative research all acquired data ought to be presented inwritten format not in figure form. (Kumar, 2005)

The second limitation is research questionnaire might give researcher little information. Thirdlimitation is some time respondent do not wants to fill out questionnaire and research may getdelay. Fourth limitation is the time factor. Usually respondent do not fill out questionnaire ontime or practitioners do not show availability for interview and project may delay. Fifth thequestions included in research questionnaire should not be taken from literature e.g. journals,books etc. The questionnaire questions should explore matter and should not leave anyvagueness unattended. Finally, if a company show its willingness to participate in research mayhide some important documents from researcher.

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