SUMMER TRAINING PROJECT REPORT

On

“A Study on Employee’s Welfare Activities at Duda

Lucknow”

Towards partial fulfillment of

Master of Business Administration (MBA)
School of Management, Babu Banarasi Das University, Lucknow

Submitted by

VAISHNAVI SINGH

Roll No. 1200672203

MBA IIIrd Semester

Session 2021-2022
School of Management

Babu Banarasi Das University

Sector I, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow (U.P.) India.
CERTIFICATE FROM THE ORGANIZATION

i
 DECLARATION

I do hereby declare that all the work presented in the Summer Training Report

entitled “A Study on Employee’s Welfare Activities at Duda Lucknow” is carried

out and being submitted at the school of management for the award of Master

of Business Administration, is an authentic record of VAISHNAVI SINGH. The

work is carried out under the guidance of Ms. Anukriti Mishra (faculty guide). It

hasn‘t been submitted at any other place for any other academic purpose.

(VAISHNAVI SINGH)

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 ACKNOWLEDGEMENT

Before I get into the thick of the things I would like to add a few heartfelt words for

the people who were part of this Summer Training Report in numerous ways and

people who gave unending support right from the stage the project was started,

appreciated and encouraged when being depressed.

In this context I would like to express my gratitude towards my parents and family

members who have constantly supported and played a pivotal role in shaping my

career.

I owe my sincere gratitude towards faculty guide Ms. Anukriti Mishra of BBDU,

Lucknow for extending the support towards the completion of the Summer Training

Report.

And finally I would like to thank my friends for their unending support

(VAISHNAVI SINGH)

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 PREFACE

Summer Training Report is an important part of the Management studies. It bears

immense important in the field of Business Management. It offers the student to

explore the valuable treasure of experience and an exposure to real work culture

followed by the industries and thereby helping the students to bridge gap between the

theories explained in the book and their practical implementations.

Summer Training plays an important role in future building of an individual so that

we can understand the real world in which he has to work in future. The theories

greatly enhance our knowledge and provide opportunities to blend theoretical with the

practical knowledge where researcher gets familiar with certain aspect of research. I

feel proud to get myself to do research at topic “A Study on Employee’s Welfare

Activities at Duda Lucknow”.

(VAISHNAVI SINGH)

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 TABLE OF CONTENT

Certificate ii

Declaration iii

Acknowledgement iv

Preface v

1. Introduction 1

2. Company Profile

3. Objectives of the study

4. Research Methodology
5. Data Analysis & Interpretations

6. Findings,
7. Recommendations
8. Conclusion
9. Limitations

10. Bibliography

11. Annexure

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INTRODUCTION

1
 INTRODUCTION

Employee satisfaction is a measure of how happy workers are with their job and

working environment. Keeping morale high among workers can be of tremendous

benefit to any company, as happy workers will be more likely to produce more, take

fewer days off, and stay loyal to the company. There are many factors in improving or

maintaining high employee satisfaction, which wise employers would do well to

implement.

To measure employee satisfaction, many companies will have mandatory surveys or

face-to-face meetings with employees to gain information. Both of these tactics have

pros and cons, and should be chosen carefully. Surveys are often anonymous,

allowing workers more freedom to be honest without fear of repercussion. Interviews

with company management can feel intimidating, but if done correctly can let the

worker know that their voice has been heard and their concerns addressed by those in

charge. Surveys and meetings can truly get to the center of the data surrounding

employee satisfaction, and can be great tools to identify specific problems leading to

lowered morale.

Many experts believe that one of the best ways to maintain employee satisfaction is to

make workers feel like part of a family or team. Holding office events, such as parties

or group outings, can help build close bonds among workers. Many companies also

participate in team-building retreats that are designed to strengthen the working

relationship of the employees in a non-work related setting. Camping trips, paintball

wars and guided backpacking trips are versions of this type of team-building strategy,

with which many employers have found success.

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Of course, few workers will not experience a boost in morale after receiving more

money. Raises and bonuses can seriously affect employee satisfaction, and should be

given when possible. Yet money cannot solve all morale issues, and if a company

with widespread problems for workers cannot improve their overall environment, a

bonus may be quickly forgotten as the daily stress of an unpleasant job continues to

mount.

If possible, provide amenities to your workers to improve morale. Make certain they

have a comfortable, clean break room with basic necessities such as running water.

Keep facilities such as bathrooms clean and stocked with supplies.

While an air of professionalism is necessary for most businesses, allowing workers to

keep family photos or small

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trinkets on their desk can make them feel more comfortable and nested at their

workstation. Basic considerations like these can improve employee satisfaction, as

workers will feel well cared for by their employers.

The backbone of employee satisfaction is respect for workers and the job they

perform. In every interaction with management, employees should be treated with

courtesy and interest. An easy avenue for employees to discuss problems with upper

management should be maintained and carefully monitored. Even if management

cannot meet all the demands of employees, showing workers that they are being heard

and putting honest dedication into compromising will often help to improve morale.

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Employee Welfare is an important facet of industrial relations, the extra dimension,

giving satisfaction to the worker in a way which evens a good wage cannot. With

the growth of industrialization and mechanization, it has acquired added

importance. The workers in industry cannot cope with the pace of modern life with

minimum sustenance amenities. He needs an added stimulus to keep body and soul

together. Employers have also realized the importance of their role in providing

these extra amenities. And yet, they are not always able to fulfill workers demands

however reasonable they might be. They are primarily concerned with the viability

of the enterprise .Employee welfare, though it has been proved to contribute to

efficiency in production, is expensive. Each employer depending on his priorities

gives varying degrees of importance to Employee welfare.

It is because the government is not sure that all employers are

progressive minded and will provide basic welfare measures that it introduces

statutory legislation from time to time to bring about some measures of uniformity

in the basic amenities available to industrial workers.

After employees have been hired, trained and remunerated, they need to

be retained and maintained to serve the organization better. Welfare facilities are

designed to take care of the wellbeing of the employees, they do not generally result

in any monetary benefit to the employees. Nor are these facilities provided by

employers alone. Governmental and non-governmental agencies and trade unions

too, contribute towards employee welfare.

Employee welfare is a comprehensive term including various services,

benefits and facilities offered to employees by the employer. Through such

generous fringe benefits the employer makes the life worth living for employees.

The welfare amenities are extended in addition to normal wages and other economic

5
rewards available to employees as per the legal provisions. Welfare measures may

also be provided by the government, trade unions and non-government agencies in

addition to the employer. The basic purpose of employee welfare is to enrich the life

of the employees and keep them happy and contended.

MEANING AND DEFINITION

Welfare means faring or doing well. It refers to the physical, mental, moral and

emotional well-being of an individual. Further, the term welfare is a relative

concept, relative in time and space. It, therefore, varies from time to time, from

region to region and from country to country.

Employee welfare, also referred to as betterment work for employees, relates to

taking care of the well-being of workers by employers, trade unions and government

and non-governmental agencies. It is rather difficult to define the term Employee

welfare precisely because of the relatively of the concept.

The Oxford dictionary defines employee welfare as ―efforts to make life worth

living for workmen‖. It is however, difficult to precisely define the scope of these

efforts. Different writers have defined it in different ways. Some writers say that

only voluntary efforts on the part of employers to improve the conditions of

employment in their factories from the scope of employee welfare efforts. Some

others say that it includes not only voluntary efforts of the employer but also the

minimum standards of hygiene and safely laid down in general legislation. Here are

some of the definitions given by some of the experts.

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The Employee Investigation Committee preferred to include under ‗Employee

Welfare‘:

―Anything done for the intellectual, physical, moral and economic betterment of the

workers, employers, by government or by other agencies over and about what is laid

down by law or what is normally expected of the contractual benefits for which

workers may have bargained.‖

According to the committee and Employee welfare services should me:

―Such services, facilities, and amenities as adequate canteen, rest and recreation

facilities, sanitary and medical facilities, arrangements for travel to and from place

of work, and for the accommodation of workers employed at a distance from the

homes; and such other services, amities and facilities, including social security

measures, as contribute to the conditions under which workers are employed ―

The ILO report refers to Employee welfare as:

“Such services, facilities, and amenities as may be established in or in the vicinity

of under takings to enable the persons employed in them to perform their work in

health, congenial surroundings and provided with amenities conductive to good

health and high morale.‖

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The encyclopedia of social sciences has defined Employee welfare work as:

The voluntary efforts of the employers to established, with in the exiting industrial

system, working and some times, living and cultural condition of the employees

beyond what is required by law, the custom of the country and the conditions of the

market‖

IMPORTANCE

Industrial progress of a country depends on its committed Employee force. In this

regard the importance of Employee welfare was recognized as early as 1931, when

the royal commission on Employee started that the benefits, which go under this

nomenclature, are of great importance to the worker who is unable to secure by

himself. The schemes of Employee welfare may be regarded as ―a wise investment‖

which should and usually does bring profitable return in the form of greater

efficiency. 20 years later, the planning commission realized the importance of

Employee welfare, when it observed ―in order to get the best out of a worker in the

matter of production, working conditions require to be improved to a large extent.

The workers should at least have the means and facilities to keep him in a state of

health and efficiency. This is primarily a question of adequate nutrition and suitable

housing conditions.

The working condition should be such as to safeguard his health and protect him

against occupational hazards. The work place should provide reasonable amenities

for his essential needs. The worker should also be equipped with the necessary

technical training and a certain level of general education.‖

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BASIC FEATURES OF EMPLOYEE WELFARE

On the basis of the various definitions, the basic charters tics of Employee welfare

work may be noted thus:

a) It is the work, which is usually undertaken with in the premises or in the

vicinity of the undertakings for the benefits employees and the members of their

families.

b) The work generally includes those items of welfare which are over and above

what is provided by statutory provisions are required by the custom of the industry

or the employees expect as a results of a contract of services from the employers.

c) The purpose of providing welfare amenities is to bring about the development

of the whole personality of the worker-his social, psychological, economic, moral,

and cultural and intellectual development to make him a good worker, a good

citizen and a good member of the family.

d) These facilities may be provided voluntarily by progressive and enlightened

entrepreneurs at their own accord out of their realization of social responsibility

towards Employee statutory provisions may compel them to make these facilities

available: or these may be under taken by the government or trade unions, if they

have the necessary funds for the purpose.

e) Employee welfare is a very broad term, covering social securities and such

other activities as medical aid, crèches, canteens, recreations, housing, adult

education, arrangements for the transports of Employee to and from the work place.

f) It may be noted that not only intra mural but also extra mural, statutory as well

as non statutory activities, undertaken by any of the three agencies- the employers,

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trade unions or the government- for the physical and mental development of worker,

both as a compensation for wear and tear the undergoes as part of the production

process and also to enable him to sustain and improve upon the basic capacity of

contribution on the processes of production, ―which are all the species of the longer

family encompassed by the term ‗Employee Welfare‘‖

NEED FOR EMPLOYEE WELFARE

The need for the Employee welfare arises from the very nature of the industrial

system, which is characterized by two basic factors ;one, the conditions under which

work is carried on are not congenial for health; and second, when a Employer joins

an industry, he has to work on an entirely strange atmosphere, which create

problems of adjustment. One author calls these two factors ―the long arm of the

job‖, and ―the social invasion of the factory‖.

The working environment in a factory /mine adversely affects the workers ‗health

because of the excessive heat or cold, noise, odours, fumes, dust and lack of

sanitation and pure air etc., lead to occupational hazards. These have, therefore, to

be held in check by providing ameliorative services, protective devices and

compensatory benefits following of accident or injury or disablement. This has been

referred to as ―the long arm of the job which stretches out its adverse effects on to

the worker long after his normal 8-hour work‖. Hence the need for provision of

welfare services within the premises of the factory, mine or plantation arises.

There is a social reason also as pointed out by the Employee Investigation

Committee,‖ the provision of the canteens improves the physique, entertainment

reduce the incidence of vices; medical aid and maternity and child welfare services

10
improve the health of the workers and bring down the rates of general, maternal and

infantile morality; And educational facilities increase their mental efficiency and

economic productivity.

AIMS OF EMPLOYEE WELFARE WORK

The Employee welfare work aims at providing such service facilities and amenities

as would enable the workers employed in industries /factories to perform their work

in healthy, congenial surroundings conducive to good health and high morale.

 It is partly humanistic, for it enables the workers to enjoy a fuller and richer life.

 It is partly economic because it improves the efficiency of the worker,

increases its availability where it is scarce and keeps him contented .it, therefore,

minimizes the inducement to form or join unions and to resort to strikes.

 The aim is partly civic because it develops a sense of responsibilities and

dignity among the workers and thus makes them worthy citizens of nation.

Employee welfare has 2 aspects—negative and positive.

On the negative side, employee welfare is concerned with counteracting the baneful

effects of the large-scale industrial system of production especially capitalistic, so

far as India is concerned on the personal/family, and social life of the worker. On its

positive side, it deals with the provision of opportunities for the worker and his/her

family for a good life as understood in its most comprehensive sense.

Employee welfare operates to neutralize the harmful effects of large scale

industrialization and urbanization. Provision of welfare amenities enables the

workers to live a richer and more satisfactory life and contributes to their efficiency

and productivity. It helps in maintaining industrial peace.

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TYPES OF WELFARE ACTIVITIES

The meaning of Employee welfare may be clearer by listing the

activities and facilities, which are referred to as welfare measures.

A comprehensive list of welfare activities on Employee welfare into two

broad groups, namely:

1. Welfare measures inside the work place; and

2. Welfare measures outside the work place.

1. Welfare Measures inside the Work Place

Conditions of the work Environment

 Safety and cleanliness: attention to approaches.

 Housekeeping

 Workshop sanitation and cleanliness.

 Control of effluents

 Convenience and comfort during work

 Distribution of work hours

 Workmen‘s safety measures

 Supply of necessary beverages

 Notice Boards

b) Conveniences

Provision of drinking water

 Urinals and bathrooms

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 Provision for spittoons

 Canteen services

 Rest rooms and reading rooms

C) Worker’s Health Services

 Factory health center

 Dispensary

 Ambulance

 Emergency aid

 Health education

d) Women and Child Welfare

 Services Crèche and child care

 Separate services for woman workers

 Family planning

e) Workers’ recreation

 Indoor games; strenuous games to be avoided during intervals of work

f) Economic services

 Co operatives, loans, financial grants

 Thrift and savings schemes

 Unemployment insurance

 Profit sharing and bonus schemes

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 Gratuity and pension

g) Employee management participation

 Formation and working of various committees

 Workmen‘s arbitration council

 Research bureau

h) Workers education

 Reading room

 Library

 Adults education

 Daily news review

 Factory news bulletin

2. Welfare Measures outside the Work Place

a) Water, sanitation, waste disposal.

b) Roads, lighting, parks, recreation, playgrounds.

c) Schools: nursery, primary, secondary and high school.

d) Markets, co operatives, consumer and credit societies.

e) Bank

f) Transport

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g) Communication: post, telegraph and telephone.

h) Health and medical services: dispensary, emergency ward, outpatient and in-

patient care, family visiting, family planning

i) Recreation: games; clubs; craft centers; cultural programmes

j) Watch and ward; security.

k) Administration of community services and problems.

Welfare facilities may also be categorized as (a) intra- mural and (b) extra- mural

Intra-mural facilities

Intra-mural activities consist of facilities provided with in the factories and

include medical facilities, compensation for accidents, provision of crèches and

canteens, supply of drinking water, washing and bathing facilities, provision of

safety measures, activities relating to improving conditions of employment, and the

like.

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Extra-mural facilities

Extra-mural activities cover the services and facilities provided out side the

factory such as housing accommodation, indoor and out door recreational facilities,

amusement and sports, educational facilities for adults and children, and the like.

It may be started that the welfare activities may be provided by the employer,

the government, non-government organization and the trade unions, while, what

employees provide will be started later; the activities undertaken by other agencies

are mentioned here.

EMPLOYEE WELFARE – LEGAL SIDE

Statutory and non-statutory activities:

Welfare activities may also be classified into

1) Statutory provisions

2) Non-statutory provisions

Statutory provisions

The factories act, 1948; the mines act, 1952; the plantation Employee act,

1951; and some other acts mandate these. Of all these, the factories act is more

significant and hence is covered in detail here.

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The factories act:

The act was first conceived in 1881 where legislation was enacted to protect

children and to provide health and safety measures.

Later, hours of work were sought to be regulated and were, therefore, incorporated

in the act in 1911. The act was amended and enlarged in 1934 following the

recommendations of the royal commission of the Employee. A more comprehensive

legislation to regulate working conditions replaced the act in 1948.

The welfare amenities provided under the act are given below:

a) Washing facilities (S. 42)

b) Facilities for storing and dry clothing (S. 43)

c) Sitting facilities for occasional rest for workers who are obliged to work standing

(S. 44)

d) First aid boxes or cupboards- one for every 150 workers and ambulance facilities,

if there are more than 500 workers (S. 45)

e) Canteens, if employing more than 250 workers (S. 46)

f) Shelters, rest rooms and lunchrooms, if employing over 150 workers (S.47)

g) Crèche, if employing more than 30 women(S. 48)

h) Welfare officer, if employing 500 or more workers (S.49)

Non-statutory provisions

Non-statutory benefits, also called voluntary benefits, include loans for house

building, education of children; leave travel concession, fair price shops, loans for

purchasing personnel conveyance and a host of other facilities

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 FUNCTIONS AND DUTIES EMPLOYEE WELFARE OFFICER

Schedule 49 of the act provides that in every factory where in 500 or more

workers are ordinarily employed, the employers shall appoint at least one welfare

officer. The officer is expected to act as an advisor, counselor, mediator and

liaisoning officer between the management and the Employee. Specifically, his/her

duties include the following

1. Supervision of (i) safety, health and welfare programs like housing, recreation,

and sanitation services (ii) working of joint committees; (iii) grant of leave with

wages; and (iv) redressal of workers.

2. Counseling workers in (i) personal and family problems; (ii) adjustment to their

work environment; and (iii) understanding their rights and privileges.

3. Advising management in matters of (i) formulating welfare policies; (ii)

apprenticeship training programs; (iii) complying with statutory obligations to

workers; (iv) developing fringe benefits; and (v) workers education.

4. Laisoning with workers so that they may (i) appreciate the need for harmonious

industrial relations in the plant; (ii) resolved disputes, if any; (iii) understanding the

limitations under which they operate; and (iv) interpret company policies correctly.

5. Laisoning with the management so as to appraise the latter about workers view

points on organization matters

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OBJECTIVES

The basic features of Employee welfare measures are as follows:

 Employee welfare includes various facilities, services and amenities provided

to workers for improving their health, efficiency, economic betterment and social

status.

 Welfare measures are in addition to regular wages and other economic benefits

available to workers due to legal provisions and collective bargaining

 Employee welfare schemes are flexible and ever-changing. New welfare

measures are added to the existing ones from time to time.

 Welfare measures may be introduced by the employers, government,

employees or by any social or charitable agency.

 The purpose of Employee welfare is to bring about the development of the

whole personality of the workers to make a better workforce.

 Enabling workers to live richer and more satisfactory lives;

 Contributing to the productivity of Employee and efficiency of the enterprise;

 Enhancing the standard of living of workers by indirectly reducing the burden

on their work they purse;

 Enabling workers to live in tune and harmony with services for workers

obtaining in the neighborhood community where similar enterprises are situated;

 Based on an intelligent prediction of the future needs of the industrial workers,

designing policies to cushion off and absorb the shocks of industrialization and

urbanization to workers;

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 Fostering administratively viable and essentially developmental outlook

among the workforce; and Discharging social responsibilities

The important benefits of welfare measures can be summarized as follows:

 They provide better physical and mental health to workers and thus promote a

healthy work environment

 Facilities like housing schemes, medical benefits, and education and recreation

facilities for workers‘ families help in raising their standards of living. This makes

workers to pay more attention towards work and thus increases their productivity.

 Employers get stable Employee force by providing welfare facilities. Workers

take active interest in their jobs and work with a feeling of involvement and

participation.

 Employee welfare measures increase the productivity of organization and

promote healthy industrial relations thereby maintaining industrial peace.

 The social evils prevalent among the Employees such as substance abuse, etc are

reduced to a greater extent by the welfare policies.

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 LITERATURE REVIEW

The term Employee satisfaction was brought to lime light by hoppock (1935). He

revived 35 studies on Employee satisfaction conducted prior to 1933 and observes

that Employee satisfaction is combination of psychological, physiological and

environmental circumstances. That causes a person to say. ―I m satisfied with my

job‖. Such a description indicate the variety of variables that influence the satisfaction

of the individual but tell us nothing about the nature of Employee satisfaction.

Employee satisfaction has been most aptly defined by pestonjee (1973) as a job,

management, personal adjustment & social requirement. Morse (1953) considers

Employee satisfaction as dependent upon job content, identification with the co.,

financial & job status & priding group cohesiveness

One of the biggest preludes to the study of Employee satisfaction was the Hawthorne

study. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard

Business School, sought to find the effects of various conditions (most notably

illumination) on workers‘ productivity.

These studies ultimately showed that novel changes in work conditions temporarily

increase productivity (called the Hawthorne Effect). It was later found that this

increase resulted, not from the new conditions, but from the knowledge of being

observed.

This finding provided strong evidence that people work for purposes other than pay,

which paved the way for researchers to investigate other factors in Employee

satisfaction.

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The form of Employee welfare activities is flexible, elastic and differs from time to

time, region to region, industry to industry and country to country depending upon the

value system, level of education, social customs, and degree of industrialization and

general standard of the socio-economic development of the nation. Seven theories

constituting the conceptual frame work of Employee welfare activities are the

following:-

The Police Theory: This is based on the contention that a minimum standard of

welfare is necessary for Employers. Here the assumption is that without policing, that

is, without compulsion, employers do not provide even the minimum facilities for

workers. Apparently, this theory assumes that man is selfish and self centered and

always tries to achieve his own ends, even at the cost of the welfare of others.

According to this theory, owners and managers of industrial undertakings get many

opportunities for exploitation of Employee. Hence, the state has to intervene to

provide minimum standard of welfare to the working class.

The Religious Theory: This is based on the concept that man is essentially "a

religious animal." Even today, many acts of man are related to religious sentiments

and beliefs. These religious feelings sometimes prompt an employer to take up

welfare activities in the expectation of future emancipation either in this life or after

it.

The Philanthropic Theory: This theory is based on man's love for mankind.

Philanthropy means "Loving mankind." Man is believed to have an instinctive urge

by which he strives to remove the suffering of others and promote their well-being. In

22
fact, the Employee welfare movement began in the early years of the industrial

revolution with the support of philanthropists.

The Trusteeship Theory: This is also called the Paternalistic Theory of Employee

Welfare. According to this the industrialist or employer holds the total industrial

estate, properties, and profits accruing from them in a trust. In other words, the

employer should hold the industrial assets for himself, for the benefit of his workers,

and also for society. The main emphasis of this theory is that employers should

provide funds on an ongoing basis for the well-being of their employees.

The Placating Theory: This theory is based on the fact that the Employee groups are

becoming demanding and militant and are more conscious of their rights and

privileges than ever before. Their demand for higher wages and better standards of

living cannot be ignored. According to this theory, timely and periodical acts of

Employee welfare can appease the workers. They are some kind of pacifiers which

come with a friendly gesture.

The Public Relation Theory: This theory provides the basis for an atmosphere of

goodwill between Employee and management, and also between management and the

public, Employee welfare programmes under this theory, work as a sort of an

advertisement and help an organization to project its good image and build up and

promote good and healthy public relations.

The Functional Theory: This is also called the Efficiency Theory. Here, welfare

work is used as a means to secure, preserve and develop the efficiency and

productivity of Employee, It is obvious that if an employer takes good care of his

workers, they will tend to become more efficient and will thereby step up production.

This theory is a reflection of contemporary support for Employee welfare. It can work

23
well if both the parties have an identical aim in view; that is, higher production

through better welfare. And this will encourage Employee's participation in welfare

programmes.

PRINCIPLES FOR SUCCESSFUL IMPLEMENTATION OF WELFARE

ACTIVITIES

The success of welfare activities depends on the approach which has been taken into

account in providing such activities to the employees. Welfare policy should be

guided by idealistic morale and human value. There are employers who consider all

Employee welfare activities as distasteful legal liability. There are workers who look

upon welfare activities in terms of their inherent right. Both parties have to accept

welfare as activities of mutual concern. Constructive and lasting Progress in the

matter of social justice can be achieved only if welfare activities are accepted as

essential factors in the progress of the business organization Employee welfare is

dependent on certain basic principles. The following are the principles on which

successful implementation of welfare programmes depends :

Adequacy of Wages: Employee welfare measures cannot be a substitute for wages.

Workers have a right to adequate wages. But high wage rates alone cannot create

healthy atmosphere, nor bring about a sense of commitment on the part of workers. A

combination of social welfare, emotional welfare and economic welfare together

would achieve good results.

Social Liability of Industry: Industry, according to this principle, has an obligation

or duty towards its employees to look after their welfare. The constitution of India

also emphasizes this aspect of Employee welfare.

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Impact on Efficiency: This plays an important role in welfare services, and is based

on the relationship between welfare and efficiency, though it is difficult to measure

this relationship. Programmes for housing, education and training, the provision of

balanced diet and family planning measures are some of the important programmes of

Employee welfare which increases the efficiency of the workers, especially in

underdeveloped or developing countries.

Increase in Personality: The development of the human personality is given here as

the goal of industrial welfare which, according to this principle, should counteract the

baneful effects of the industrial system. Therefore, it is necessary to implement

Employee welfare services. Both inside and outside the factory, that is, provide intra-

mural and extra-mural Employee welfare services.

Totality of Welfare: This emphasizes that the concept of Employee welfare must

spread throughout the hierarchy of an organization. Employees at all levels must

accept this total concept of Employee welfare programme will never really get off the

ground.

Co-ordination or Integration: This plays an important role in the success of welfare

services. From this angle, a co-ordinate approach will promote a healthy development

of the worker in his work, home and community. This is essential for the sake of

harmony and continuity in Employee welfare services.

Democratic Values: The co-operation of the worker is the basis of this principle.

Consultation with, and the agreement of workers in, the formulation and

implementation of Employee welfare services are very necessary for their success.

This principle is based on the assumption that the worker is "a mature and rational

25
individual." Industrial democracy is the driving force here. Workers also develop a

sense of pride when they are made to feel that Employee welfare programmes are

created by them and for them.

Responsibility: This recognizes the fact that both employers and workers are

responsible for Employee welfare. Trade unions, too, are involved in these

programmes in healthy manner, for basically Employee welfare belongs to the domain

of trade union activity. Further, when responsibility is shared by different groups,

Employee welfare work becomes simpler and easier.

Accountability: This may also be called the Principle of Evaluation. Here, one

responsible person gives an assessment or evaluation of existing welfare services on a

periodical basis to a higher authority. This is very necessary, for then one can judge

and analyze the success of Employee welfare programmes.

Timely: The timeliness of any service helps in its success. To identify the Employee

problem and to discover what kind of help is necessary to solve it and when to

provide this help are all very necessary in planning Employee welfare programmes.

Timely action in the proper direction is essential in any kind of social work.

26
COMPANY
PROFILE

27
 COMPANY PROFILE
ABOUT US

Duda is the leading web design platform for companies that offer web

design services to small businesses. We serve all types of customers,

from freelance web professionals and digital agencies, all the way up to

the largest hosting companies and online publishers in the world.

Loaded with powerful team collaboration and client management tools,

the Duda platform enables users to build feature-rich, responsive websites

at scale. Every Duda website is automatically optimized for lightning-fast

loading and great out-of-the-box SEO. Currently, over 14 million sites

have been built on the Duda platform.

MEET OUR MANAGEMENT TEAM

Amir Glatt

Co-Founder & CTO

Itai Sadan

Co-Founder & CEO

Alan Keller

Chief Enterprise Sales Officer

28
Oded Ouaknine

Chief Customer Officer

Stephanie Hsiung

Chief Financial Officer

29
OUR INVESTORS

Chemi Peres

Pitango Venture Capital

Oren Zeev

Zeev Ventures

Noa Wolfson

Susquehanna Growth Equity

Our Legacy

―To pursue the American Dream – to own land, freely practice his faith,

and create a better life for his family.‖

Andrew Duda

30
DUDA is owned by descendants of Andrew Duda, who emigrated from

Slovakia to America in 1909 to pursue the American dream – to own

land, freely practice his faith, and create a better life for his family.

Among those who founded the small Slovak community of Slavia in

Central Florida, Duda and his three sons, John, Andrew, Jr., and

Ferdinand, harvested their first cash crop of celery in 1926 and

established A. Duda & Sons.

The three brothers were visionary in building the business, acquiring

land, diversifying their operations, relying on others inside and outside of

the business for advice, having integrity in their business practices and –

above all else – trusting in God.

In the early 1970s, the reins of management were transferred to the third

generation sons of the Three Seniors. A more market-driven business

strategy was developed for DUDA‘s fresh produce operations to satisfy

market demands. To offer farm fresh produce year round to their growing

customer base, the company acquired farmland in California and Texas.

Sod was also added to the company‘s agricultural offerings in the 1970s.

In the 1980s, due to the growth of Brevard County, Florida, plans were

set in motion to build a master-planned community on DUDA‘s Cocoa

Ranch. The town of Viera, which means ―faith‖ in Slovak, was

established in 1989. Eventually, a home building division, commercial

31
sales division, and a championship golf course were all added to the

company‘s fully integrated real estate operations.

Left to right,

Andrew Jr., John, Ferdinand Duda

Now in its fourth generation of leadership, the company is professionally

managed by men and women of the third, fourth and fifth

generations of the Duda Family, and a team of experienced managers.

The company is governed by a Board of Directors consisting of six

members of the Duda family and four non-family members from varying

business backgrounds. In 2004, the Duda family established the Duda

Family Council to address some of the governance issues that family

32
businesses in their third and subsequent generations must begin to

address. Its mission is: One family, growing together, making an eternal

difference. Through elected family representatives, the Council develops

processes and structures for the family and owners.

The importance placed on philanthropy is reflected in DUDA‘s stated

purpose: We multiply and share God‘s blessings. This philosophy is

central to all of DUDA‘s business operations and actions.

The values passed down from Andrew through each generation at DUDA

have earned the company its reputation for quality, integrity and

innovation. Its focus on market trends and customer needs has helped the

company maintain a competitive edge in all of its business operations.

The company has been rewarded by earning recognition for its leadership

in business integrity, environmental stewardship and employee benefits.

33
Our Values

―Since our founding… our values have remained the same.‖

DUDA‘s Core Values

The senior Duda brothers at St. Luke‘s

Lutheran Church in Slavia (circa 1980s). Left to right, Ferdinand, John

and Andrew Jr.

Our values are what hold us together as an organization and remind us

who we are as we conduct our business. Since our founding in 1926 by

Andrew Duda, a Slovak immigrant with an American dream to have the

freedom to own land and practice his Christian faith, our values have

remained the same.

 Faith in the Lord who richly blesses us all

 Faith in the goodness of people

 Responsibility to our customers, employees, and shareholders

34
  Stewardship of the land and its resources

 Integrity in our business conduct

 Strength from diversity

 The need to grow

DUDA‘s Mission

Our mission was distilled from these values to help guide the work we do

across all of our business operations.

Our mission as a diversified Land Company is to grow…

 Christian Faith and Business Integrity

 Land Values and Vibrant Communities

 Families, People, and Relationships

 Healthy Food Products

 Sustainable Wealth and Balanced Financial Returns

… for Future Generations

DUDA‘s Purpose

At the center of everything we do is our purpose: We Multiply and Share

God‘s Blessings. Our purpose inspires the work we do and gives deeper

meaning to our efforts.

35
Living Our Values

How we live our values from year to year can be found in our

annual Living Our Values report. To read our latest report, click here.

Sustainability

We demonstrate our commitment to sustainability through transparent

and responsible business practices. We measure our sustainability in three

ways: Environmental Stewardship, Social Responsibility, and Corporate

Philanthropy.

Environmental Stewardship

DUDA is committed to continuous improvement in environmental

protection and performance, and stewardship of our natural resources.

Social Responsibility

36
DUDA respects the rights of and deals fairly, ethically, and honestly with

our employees, customers, suppliers, competitors, and associates.

Corporate Philanthropy

DUDA‘s purpose is to multiply and share God‘s blessings. Supporting

communities through giving has always been a cornerstone of our

business and a belief that guides many of our decisions. Each year, we are

blessed to be able to set aside a percentage of our after-tax profits for

sharing. The annual recipients of our giving are chosen by our many

business operations and locations, as well as the Duda family‘s three

philanthropic Foundations.

Diversified Operations

―The company has grown and evolved… to a diversified land company.‖

Our family-owned and -operated business is headquartered in Oviedo,

Florida, with operations across the United States. Since 1926, the

company has grown and evolved from a fresh vegetable grower and

shipper to a diversified land company with a variety of agriculture and

real estate operations. Our diversified operations include:

37
Duda Farm Fresh Foods, Inc., a wholly-owned subsidiary of DUDA –

this legacy business operates as a nationwide quality grower, shipper and

marketer of fresh produce.

38
Duda Ranches, an operating division of DUDA – this business manages

the company‘s diversified agricultural operations which include sod,

sugarcane, citrus and cattle.

The Viera Company, a wholly-owned subsidiary of DUDA – this

vertically integrated real estate operation manages the development of

DUDA‘s non-agricultural land and is the master developer of the planned

community of Viera, Florida.

The Viera Company, a wholly owned subsidiary of DUDA, manages

commercial and residential development of DUDA‘s non-agricultural

property in Florida and is the master developer of the master-planned

community of Viera in Brevard County, Florida. The Viera Company

plays an integral role in DUDA‘s land strategy by providing a means to

maximize and enhance the company‘s land values. The company‘s

integrated real estate operations include Viera Builders, Inc. (home

39
construction), Viera Commercial Properties, Inc. (commercial property

sales and management), and Duran Golf Club (championship course,

driving range, learning center, clubhouse, and restaurant).

To learn more about The Viera Company, click here.

To learn about our Viera community, visit the Viera website

at: www.viera.com

Contact Us

The Viera Company

7280 Murrell Road

Suite 201

Viera, FL 32940

Phone: 321-242-1200

Email: www.viera.com/contactUs

40
As a diversified land business, DUDA has a variety of agricultural

operations, putting its land base to productive use. These land holding

operations are managed by Duda Ranches, a division of DUDA. As

stewards of the land using good agricultural management practices in its

production operations, this business unit supplies DUDA with a

diversified source of operating profits.

Cattle

Since the 1940s, with the purchase of the Cocoa Ranch in Brevard

County, Florida, DUDA has been actively involved in the cattle business.

Today, DUDA has a top-notch cow/calf operation with a breeding herd of

approximately 6,000 head of Beef Master Angus-crossed cattle. From its

pasture lands in central and south Florida, Duda Ranches sells its cattle to

41
western feeding states, such as Texas, where they are released to graze on

grass or wheat pastures and then sent to feed yards.

Sugarcane

DUDA has been farming sugarcane in south Florida since the early

1960s. In the mid 1990s, the company expanded its sugar operations to

the state of Texas. Each year, the company‘s cane is harvested and sent to

be processed into raw sugar and molasses. The raw sugar is further

processed into refined sugar and sold domestically.

42
Citrus

The company‘s citrus groves are located in Florida‘s Gulf Coast growing

region. The groves produce orange, tangerine and grapefruit varieties that

are sold directly from the farm to entities that provide fruit for both the

fresh and processed juice markets.

43
Sod

DUDA‘s sod operation got its start in Florida in 1973. The division

produces and markets many varieties of sod from numerous locations in

Florida as well as Georgia and Texas. Wholesale customers include

landscapers, builders, installers, sod brokers and government agencies.

For more information about DUDA Sod, visit www.duda-sod.com.

Commercial Properties: DUDA has acquired a variety of commercial

properties across the United States and is an active participant in this

market as both buyer and seller. The majority of the properties,

comprised of restaurants, retail stores, drug stores, warehouse distribution

centers and office buildings, are single tenant, triple net lease properties

44
held as investments of the corporation. Properties are in several states

including Florida, Georgia, Alabama, Colorado, Tennessee and Texas.

The commercial property portfolio is managed by DUDA‘s Land

Division and Viera Commercial Properties management teams.

Contact Us

Lee Ward, Vice President

Viera Commercial Properties, Inc.

7380 Murrell Road

Suite 201

Viera, FL 32940

Phone: 321-242-1200

45
OBJECTIVES OF
THE STUDY

46
 OBJECTIVES OF THE STUDY

 To Study on Employee‘s Satisfaction Towards Safety and Welfare Measure

in Duda Lucknow

 To Study the effectiveness of welfare measures.

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

Duda and to suggest measures to strengthen this regime.

 To know the working condition and what are thing that affect them not work
properly.

 To understand & present the various welfare measures at Duda Lucknow.

 To find out how effectively existing welfare measures have been

implemented.

 To examine the satisfaction level of Employees regarding welfare measures

provided by the Organization.

47
RESEARCH
METHODOLOGY

48
 RESEARCH METHODOLOGY

Research methodology is a very organized and systematic way through which a

particular case or problem can be solved efficiently. It is a step-by-step logical

process, which involves:

1. Defining a problem

2. Laying the objectives of the research

3. Sources of data

4. Methods of data collection

5. Tabulation of data

6. Data analysis & processing

7. Conclusions & Recommendations

Research Design- Descriptive

Sample Design

 No of sample - 50

 Sample Unit - Employee of Duda Lucknow.

 Sampling Technique – Simple Random Sampling Technique

Universe - Duda Lucknow

Data Collection Method – Primary & Secondary Data

Data Collection Tools –

 Primary Data Source – Questionnaire

 Secondary Data Source - Newspaper & magazines

Data Analysis Tool – Percentage, Bar Charts, Pie Charts etc.

49
Data Analysis

50
 DATA ANALYSIS AND INTERPRETATION

TABLE1
AWARENESS ABOUT VARIOUS WELFARE MEASURES OF THE
ORGANISATION
AWARENESS OF
VARIOUS
WELFARE
MEASURES NO.OF.RESPONDENTS PERCENTAGE(%)

YES 36 72

NO 14 28

TOTAL 50 100

CHART 1
AWARENESS ABOUT VARIOUS WELFARE MEASURES OF THE
ORGANISATION

No. Of respondents

Yes
No

INFERENCE: From the above table it is inferred that 72% were aware of various
welfare measures provided by the company and 28% were not aware of various
welfare measures provided by the company.

51
TABLE2
OVERALL SATISFACTION TOWARCS MEDICAL FACILITIES
PROVIDED

OVERALL NO.OF
SATISFACTION RESPONDENTS PERCENTAGE(%)
YES 41 82
NO 9 18
TOTAL 50 100

CHART 2
OVERALL SATISFACTION TOWARDS MEDICAL FACILITIES
PROVIDED

OVERALL SATISFACTION OF
MEDICAL FACILITY
90.00

80.00

70.00

60.00

50.00

40.00 PERCENTAGE

30.00

20.00

10.00

0.00
YES NO

INFERENCE:
From the above table it is inferred that 82% of respondents are satisfied with the
overall medical facility provided and 18% of the respondents are not satisfied with the
overall medical facility.

52
TABLE 3
OVERALL SATISFACTION TOWARDS EDUCATIONAL FACILITIES

SATISFIED
OVERALL NO.OF.RESPONDENTS PERCENTAGE(%)
YES 44 88
NO 6 12
TOTAL 50 100

CHART 3
OVERALL SATISFACTION TOWARDS EDUCATIONAL FACILITIES

OVERALL SATISFACTION OF
EDUCATIONAL FACILITIES
100.00
80.00
60.00
40.00
20.00
0.00
YES NO

PERCENTAGE

INFERENCE:
From the above table it is inferred that 88% of respondents are satisfied with the
overall educational facility provided and 12% of the respondents are not satisfied with
the overall educational facility.

53
TABLE 4
OVERALL SATISFACTION LEVEL TOWARDS CANTEEN FACILITIES

OVERALL
SATISFACTION NO.OF.RESPONDENTS PERCENTAGE(%)

YES 40 80

NO 10 20

TOTAL 50 100

CHART 4
OVERALL SATISFACTION LEVEL TOWARDS CANTEEN FACILITIES

OVERALL SATISFACTION OF
CANTEEN FACILITIES
90.00
80.00
70.00
60.00
50.00
40.00 PERCENTAGE
30.00
20.00
10.00
0.00
YES NO

INFERENCE:
From the above table it is inferred that 80% of respondents are satisfied with the
overall canteen facility provided and 20% of the respondents are not satisfied with the
overall canteen facility.

54
TABLE5
PERSONS AVAILING HOUSING LOANS:
AVAILING HOUSING
LOAN NO.OF.RESPONDENTS PERCENTAGE(%)

YES 35 70

NO 15 30

TOTAL 50 100

CHART 5
PERSONS AVAILING HOUSING LOANS:

AVAILING HOUSING LOAN

80.00
70.00
60.00
50.00
40.00
PERCENTAGE
30.00
20.00
10.00
0.00
YES NO

INFERENCE:
From the above table it is inferred that 70 % of the respondents are availing housing
loan and 30 % of the respondents are not availing housing loan.

55
TABLE6
SATISFACTION TOWARDS HOUSING FACILITY:
SATISFIED
HOUSING NO.OF.RESPONDENTS PERCENTAGE(%)

YES 28 56

NO 22 44
TOTAL 50 100

CHART 6
SATISFACTION TOWARDS HOUSING FACILITY:

SATISFACTION TOWARDS
HOUSING FACILITY
60.00

50.00
40.00

30.00
PERCENTAGE
20.00

10.00

0.00
YES NO

INFERENCE:
From the above table it is inferred that 56 % of respondents are satisfied with the
housing facility provided and 44% of the respondents are not satisfied with the
housing facility provided.

56
TABLE 7
WELFARE PROVIDES MOTIVATION:
MOTIVATIONAL NO.ON
FACTOR RESPONDENTS PERCENTAGE(%)

YES 33 66

NO 17 34

TOTAL 50 100

CHART 7
WELFARE PROVIDES MOTIVATION:

MOTIVATIONAL FACTOR
70.00

60.00

50.00

40.00

30.00 PERCENTAGE
20.00

10.00

0.00
YES NO

INFERENCE:
From the above table it is inferred that for 66% of respondents welfare act as a
motivational factor and for 34% of respondents welfare is not acting as a motivational
factor

57
TABLE 8
FREQUENCY OF GETTING FEEDBACK:
FREQUENCY OF GETTING PERCENTAGE(
FEEDBACK NO.OF RESPONDENTS %)
OFTEN 9 18
OCCASIONALLY 34 68
NEVER 7 14
TOTAL 50 100

CHART 8
FREQUENCY OF GETTING FEEDBACK

FREQUENCY OF GETTING FEEDBACK

80.00
70.00
60.00
50.00
40.00
PERCENTAGE
30.00
20.00
10.00
0.00
OFTEN OCCASIONALLY NEVER

INFERENCE:
From the above table it is inferred that 68% of respondents are occasionally asked for
the feedback about the welfare measures,18% of respondents are often asked for the
feedback and 14% of the respondents are never asked for the feedback.

58
TABLE 9
MODE OF DETERMINING WELFARE REQUIREMENTS:

PERCENTAGE(%
DETERMINING THROUGH NO.OF.RESPONDENTS )
OBSERVATION 9 18
SUGGESTIONS 20 40
PERFORMANCE 17 34
INTERVIEW 4 8
TOTAL 50 100

Chart 9
MODE OF DETERMINING WELFARE REQUIREMENTS:

DETERMINING WELFARE
REQUIREMENTS
45.00
40.00
35.00
30.00
25.00
20.00
15.00
10.00
5.00 PERCENTAGE
0.00

INFERENCE:
From the above table it is inferred that 18% the welfare requirement is determined by
observation, 40% the welfare requirement is determined by suggestion, 8% the
welfare is determined by interview and 34% the welfare requirement is determined by
performance
.

59
TABLE 10
SATISFACTION OF OVERALL WELFARE MEASURES:
SATISFIED
WITH OVERALL
WELFARE MEASURES NO.OF.RESPONDENTS PERCENTAGE(%)
YES 33 66
NO 17 34
TOTAL 50 100

CHART 10
SATISFACTION OF OVERALL
WELFARE MEASURES

OVERALL SATISFACTION TOWARDS

WELFARE MEASURES
70.00

60.00

50.00

40.00

30.00 PERCENTAGE

20.00

10.00

0.00
YES NO

INFERENCE: From the above table it is inferred that 66% of the respondents are
satisfied with overall welfare measures provided and 34 % of the respondents are not
satisfied with overall welfare measures provided.

60
FINDINGS

61
 FINDINGS
1. Most of the employees are aware about the various welfare measures of the

company.

2. Employees has rated the medical facilities, educational facilities and housing

facilities provided by the company as their first , second and third preferences

respectively.

3. Most of the employees of the company are satisfied with the educational and

medical facilities provided by the company.

4. Employees are somewhat satisfied with the canteen and rest shelter facilities

provided by the company.

5. Most of employees are less satisfied with cleaning and ventilation of the

company.

6. The company is maintaining good relationship with the workers and staff of

the organization

7. Most of the employees are having overall satisfaction towards welfare

measures of the company.

8. Company has taken lot of initiatives for protecting and making hazard free

environment.

9. Management provides all basic facilities required by the employees.

10. Company occasionally takes feedback from the employees on different issues

so that it might be aware of the areas where it needs improvement.

11. The working environment in the company is such that it satisfies maximum

number of employees.

62
RECOMMENDATION

63
 RECOMMENDATION

1. The company should improve the quality of the food and must make it sure

that the adequate number of food products should be available in the canteen

because it is one of the most important basic amenities and it helps a lot to

satisfy the employees.

2. Company should increase the number of spittoons because it helps to keep the

environment clean.

3. Welfare measures regarding recreational facilities should be properly

implemented by company.

4. Company needs to work a little bit more on its cleaning and ventilation

facilities to make it more effective.

5. Company should keep on monitoring and improving safety measures for the

employees time to time..

6. Company should improve its housing facility for the employees.

7. Adequate number of first aid appliances needs to be provided.

8. The company is at very high response for providing basic needs like rest room

, Safety shoes for working and drinking water facilities for its workers. The

company must hold this status in future.

9. Company must work on updating their employees with new technologies and

working patterns by providing them training time to time.

64
CONCLUSION

65
 CONCLUSION

Employee welfare measures are advocated to maintain a strengthen manpower both

physically and mentally. The study of various welfare measures brings in to light the

present measures taken by the company. The improvement in working condition are

suggested to improve effectiveness of the employee welfares measures like canteen

facility, drinking water, spittoons, rest rooms and housing facilities which in turn

would build the morale and increase the productivity of the employees .

66
LIMITATIONS

67
 LIMITATIONS OF THE STUDY

 Due to time constraints only limited population is taken for the study.

 Findings based on this study cannot be used in other organizations.

 There are chances of misrepresentation responses.

 The biased view of the respondent is another cause of the limitation.

68
BIBLIOGRAPHY

69
 BIBLIOGRAPHY
Books:

1. Ganasekaran.P, 1ST Edition, 2008, Labour Laws, Aruma Pathippagam, Page

No: 46-59.

2. Kothari C.R, 2ND Edition, 2004, Research Methodology Methods and

techniques, New age international (P) Ltd, Page No: 1-7.

3. Punekar.S.D, 12TH Edition, 1999, Labour Trade Unionism and Industrial

Relations, Himalaya Publishing House, Page No. 51-60.

Websites:

 http://www.whatishumanresource.com/employee-welfare

 http://bmmanhum1115.blogspot.in/

 https://www.scribd.com/doc/57755444/Employee-Welfare-Final-Project-

Report-r

 http://www.projects4mba.com/employee-welfare-its-benefits-and-

principles/118/

70
ANNEXURE

71
 QUESTIONNAIRE

1. Name:____________________________

2. Age: ______________ 3.Gender_______________

3) Are you aware of various welfare measures provided by Duda?

a) Yes b) No

4) Are you satisfied with overall Medical facilities provided by the company?

a) Yes b) No

5) Are you satisfied with overall Educational facilities provided by the company?

a) Yes b) No

6) Are you satisfied with overall Canteen facilities provided by the company?

a) Yes b) No

7) Are you provided with the Housing Loans?

a) Yes b) No

8) Are you satisfied with the housing facility provided?

a) Yes b) No

72
9) Does welfare benefits provided by the organization plays as a motivational factor?

a) Yes b) No

10) How often does the organization get feedback from you towards the welfare

measures?

a) Often b) Occasionally c) Never

11) How does the company determine your welfare requirements?

a) Through Observations b) Through Suggestions c) Through

Performance

d) Through Interview

12) Are you satisfied with the overall welfare measures provided by the organization?

a) Yes b) No

73