Published on

  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide


  1. 1. A PROJECT REPORT ONEFFECTIVENESS OF EMPLOYEES WELFARE ACTIVITITES AT Godrej Consumer Product Limited, Malanpur(M.P.) Submitted to Jiwaji University Gwalior For the partial fulfillment of the award of Master of Business Administration (2010-2012) Submitted by Anita Sharma PRESTIGE INSTITUTE OF MANAGEMENT GWALIOR (M.P.)
  2. 2. Certificate of Faculty GuideThis is to clarify that Ms. Anita Sharma student of M.B.A. Programme has completedher summer training of five weeks (from 15thMay to 30th June) and prepared this reportunder my guidance. Prof. Ravindra Pathak (Faculty Guide)
  3. 3. DeclarationI hereby declare that this project report titled “EFFECTIVENESS OF WELFAREACTIVITIES” has been submitted by me for the award of summer training in M.B.A.,as partial fulfillment of the requirements for this course.This is the result of the original work carried out by me. This report has not beensubmitted anywhere else for the award of any other degree/diploma.Anita SharmaSignatureDate:
  4. 4. AcknowledgementExpressing gratitude is a difficult task and words often fall short reflecting one’s feeling.Considered it as a privilege and an honor to have been given the opportunity of doingmy training at Godrej Consumer Product Ltd. Malanpur. A number of people wereassociated and engaged in the creation of this project work and I would like to expressmy thanks to each one of them.I would like to express my deep gratitude to Mr. Hamid Ali (Executive-Personnel &Administration), and other officers in GCPL, Malanpur without their co-operationcompletion of the project would not have been possible. They encouraged and supportedus and made our efforts possible by providing us with every possible information.I also want to thank whole heartedly to Mr. Avinash Mishra (General Manager, P & A)for permitting me to undergo training in GCPL and possible help and co-operationextended to me.It is indeed a moment of great pleasure to express my sense of profound gratitude andindebtedness to all the people who have been instrumental in marketing my training arich experience. I am very grateful to Dr. S. S. Bhakar (Director, Prestige Institute ofManagement) Gwalior who gave me this opportunity carryout this project in GCPL. Iwould like to express my gratitude towards Prof. Ravindra Pathak, my faculty guide,for his valuable advice, guidance, support, precious time and encouragement that heoffered to me during the course of project preparation, it made actual complexities of theworld a lot easier to handle.Last but not the least, I would like to thank God, my family, my teacher and friends whoalways supported me directly and indirectly and without their trust and co-operation myproject would have proved to be extremely difficult. ANITA SHARMAExecutive Summary
  5. 5. It really feels very complacent when you attain something which you desire for, as thepart of curriculum. I had the privilege to do my summer training in Godrej ConsumerProduct Limited (GCPL), which is an Indian premier international trading corporation.The actual study was carried out in the esteemed organization “Godrej ConsumerProduct Limited (GCPL) Malanpur (District Bhind) unit”. It was really a goodexperience to work in GCPL and learn the basics of human resource practices. Myresearch topic“EFFECTIVENESS OF WELFARE ACTIVITIES” which includes anything that isdone for the comfort and improvement of employees and is provided over and above thewages.Welfare helps in keeping the morale and motivation of the employees high so as toretain the employees for longer duration.The welfare measures need not be in monetary terms only but in any kind/forms.Employee welfare includes monitoring of working conditions, creation of industrialharmony through infrastructure for health, industrial relations and insurance againstdisease, accident and unemployment for the workers and their families.Labor welfare entails all those activities of employer which are directed towardsproviding the employees with certain facilities and services in addition to wages orsalaries INDEX
  6. 6. Contents Page No. • Company profile • Board of directors • Introduction with Godrej Consumer Product Limited • GCPL vision • Corporate mission • Corporate shared value • Human resource initiatives • Rural development activities • TPM (Total productivity management) in GCPL • Organizational hierarchy chart • Employees welfare • Philosophy and Perceptive of Labor Welfare Activities • Name of the agencies of employee welfare • Types of welfare services • Provisions which Factories Act 1948 provides for Welfare • Merits & Demerits of employees’ welfare activity • Objectives of the study • Research methodology • Data analysis and interpretation • Suggestions • Limitations • Conclusion • ReferencesCompany profile
  7. 7. Established in 1897, the Godrej group has grown in India from the days of the charkha to nights at the call centres. Our founder, Ardeshir Godrej, lawyer-turned-locksmith, was a persistent inventor and a strong visionary who could see the spark in the future. His inventions, manufactured by his brother Pirojsha Godrej, were the foundation of today’s Godrej empire. One of India’s most trusted brands; Godrej enjoys the patronage and trust of over 400 million Indians every single day. Our customers mean the world to us. We are happy only when we see a delighted customer smile. With 7 major companies with interests in real estate, FMCG, industrial engineering, appliances, furniture, security and agri care – to name a few – our turnover crosses 2.5 billion dollars. You think of Godrej as such an integral part of India – like the bhangara or the kurta – that you may be surprised to know that 20% of our business is done overseas. Our presence in more than 60 countries ensures that our customers are at home with Godrej no matter where they go. With brands you can believe in, service excellence you can count on and the promise of brighter living for every customer, Godrej knows what makes India tick today. Today, we’re at a point in Godrej’s history when our amazing past is meeting up with its spectacular future head on. Godrej is learning and relishing being young again.Godrej Consumer Products (GCPL) is a leader among Indias Fast Moving ConsumerGoods (FMCG) companies, with leading Household and Personal Care Products. Ourbrands, which include Good Knight, Cinthol, Godrej No. 1, Expert, Hit, Jet, Fairglow,Ezee, Protekt and Snuggy, among others, are household names across the country. Weare one of the largest marketers of toilet soaps in the country and are also leaders in haircolours and household insecticides. Our Good Knight brand has been placed at anoverall rank 12 and continues to be the most trusted household care brand in the countryin Brand Equitys Most Trusted Brands Survey 2010.
  8. 8. Branch Offices in Mumbai, Delhi, Kolkata and Chennai ensure pan-India coverage,while factories located at Malanpur (Madhya Pradesh), Thana (Himachal Pradesh),Katha (Himachal Pradesh), Guwahati (Assam) and Sikkim cater to the diverserequirements of our product portfolio.We also have a strong emerging presence in markets outside India. With the acquisitionof Keyline Brands in the United Kingdom, Rapidol and Kinky Group, South Africa andGodrej Global Mideast FZE, we own international brands and trademarks in Europe,Australia, Canada, Africa and the Middle East. As part of increasing our globalfootprint, we have also recently acquired Tura, a leading medicated brand in WestAfrica, Megasari Group, a leading household care company in Indonesia and IssueGroup and Argencos, two leading hair colorant companies in Argentina.They are driven by our mission to continuously enhance the quality of life of consumersin high-growth markets with superior-quality and affordable home care, personal careand hygiene products.The Godrej Group is firmly entrenched in diverse businesses. Security Systems andSafes, Typewriters and Word processors, Rocket Launchers, Refrigerators andFurniture, Outsourcing Services, Machine Tools and Process Equipment, Cosmetics andDetergents, Engineering Workstations, Medical Diagnostics and Aerospace Equipment,Edible Oils and Chemical, Mosquito Repellents, Car perfumes, Chicken and Agri-products.The Godrej group owns vast tracts of land in and around Vikhroli, a suburb to theNortheast of Mumbai, India’s commercial capital. Traditionally, this location has beentheir manufacturing base, but increasingly they have moved significant productionfacilities inland in search of cheaper pastures.Some of Godrej’s firsts:
  9. 9. • In 1897, Godrej introduced the first lock with lever technology in India. • In 1902, Godrej made the first Indian safe. • In 1920, Godrej made soap using vegetable oil, which was a huge hit with the vegetarian community in India • In 1955, Godrej produced India’s first indigenous typewriter • In 1989, Godrej became the first company to introduce PUF ( Polyurethane Foam) • Introduced India’s first and only 100% CFC, HCFC, HFC free refrigeratorsBoard of directors
  10. 10. Adi GodrejAdi Godrej is the Chairman of the Godrej Group and several entities that are part of oneof India’s leading conglomerates. These include Indian companies like GodrejIndustries, Godrej Consumer Products, Godrej Properties as well as internationalcompanies such as Keyline Brands U.K and Rapidol South Africa.A MahendranA. Mahendran is Managing Director, Godrej Consumer Products, Indias premier FMCGCompany. He is also Director of Godrej Hershey.Jamshyd GodrejJamshyd Godrej is the Chairman of the Board of Godrej & Boyce . He graduated inMechanical Engineering from Illinois Institute of Technology, USA. He is the Chairmanof Aspen Institute – India.Nadir GodrejNadir Godrej is the Managing Director of Godrej Industries and Chairman, GodrejAgrovet. He is also a Director of numerous firms including Godrej & Boyce, GodrejFoods and Godrej Consumer Products.Tanya DubashTanya Dubash is on the boards of several Godrej Group companies including GodrejConsumer Products, Godrej Industries, and Godrej Agrovet. As Executive Director &President, Marketing she is also charged with enhancing the value of the Godrej Brandand evolving the Group to a more Brand driven organization.Nisaba Godrej
  11. 11. Nisa is the President, Human Capital & Innovation for Godrej Industries and associatecompanies. She is responsible for driving the Groups transformation efforts includingefforts to attract and develop outstanding talent and make the culture more agile andinnovative.Bala BalachandranBala Balachandran began his teaching career in 1960 while a graduate student atAnnamalai University, India. In 1967 he moved to the University of Dayton and in1971, to Carnegie-Mellon University, Pittsburgh, where he taught management courseswhile working on his doctorate.Bharat DoshiBharat Doshi is presently Executive Director & Group Chief Financial Officer (GroupCFO), of Mahindra & Mahindra Limited (M&M), Flagship Company of the US $6billion Mahindra Group, which is among the top 10 industrial houses in India. M&M isthe largest manufacturer of multi-utility vehicles and agricultural tractors in India.Omkar GoswamiOmkar Goswami is the Founder and Chairman of CERG Advisory Private Limited.CERG is the acronym for the Corporate and Economic Research Group. Its objectivesare to use Indian as well as international resources to provide best in class.Aman MehtaAman Mehta has a Bachelor’s degree in Economics from Delhi University. He has over35 years of experience in various positions with the HSBC Group. He was the Manager,Corporate Planning at The Hong Kong and Shanghai Banking Corporation’sheadquarters in Hong Kong.
  12. 12. D ShivakumarD. Shivakumar is currently Vice President & Managing Director of Nokia India Pvt Ltd.Nokia has a strong presence in India across manufacturing, infrastructure, sales,marketing and retail. Nokia is India’s largest MNC and the Nokia brand is India’s mosttrusted brand.Narendra AmbwaniNarendra Ambwani is a professionally trained executive coach and business advisor. Hebrings with him experience of over 34 years of work with renowned multi-nationalJohnson & Johnson.
  13. 13. Introduction with Godrej Consumer Products Limited, Malapur (M.P.)The Godrej Consumer Products Ltd. Unit at Malanpur, Gwalior was set up in the year1991 for the manufacturing of toilet soaps, detergents and stearic acids.
  14. 14. Plant is located on a 70 acre plot with a total investment of Rs. 80 crore, 25 acres of landis used for providing green covers.Brands of soaps manufactured at GCPL: • Godrej Lime • Godrej Fresh • Cinthol Deodorant • New Gnaga • Godrej Shikakai • Godrej No. 1GCPL, Malanpur plant also renders its production facilities for the production of othercompany products. • Rexona (Hindustan Lever Ltd.) • Jai (Hindustan Lever Ltd.) • Breeze (Hindustan Lever Ltd.) • Dettol(Reclitt and Coleman(I) Ltd.)GCPL, Malanpur through the alpha olefin sulphate( AOS) which is biodegradablemakes soaps at GCPL a shade part from others. Godrej Consumer Products Limited VISION:
  15. 15. “We are dedicated to DELIVER SUPERIOR STAKEHOLDER VALUE By providing solutions to existing And emerging consumer needs in the Household & personal care business We will achieve this through ENDURING TRUST & RELENTLESS INNOVATION Delivered with PASSION & ENTERPRENEURIAL SPIRIT” CORPORATE MISSION• We will operate in existing and new business which profitability capitalizes on Godrej brand and our corporate image of reliability and integrity.• Our objective is to delight our customer’s both in India and Abroad.• We shall achieve this objective through continues improvement in quality. Cost and customer service.• We shall strive for excellence by nurturing, development and empowering our employees. CORPORATE SHARED VALUE
  16. 16. • Commitment to quality • Customer orientation • Dedication and commitment • Discipline • Honesty and integrity • Learning organization • Openness and transparency • Respect/care and concern for people • Team workHuman Resources initiatives in GCPL:
  17. 17.  Revised suggestion scheme up to superintendent cadre. Employees’ family visit. Development of contract workmen through quality circle. Merit award. Training need identification and preparation of competency profile of our workmen. Before working hours training. Focus on technical training through “vikaspath” projects. Basic computer training to workmen. Health promotion scheme. Scholarship to SC/ST school children. E-learning. Hindi literacy program for illiterate workmen. English learning classes for quality circle members. Career counseling for employees children. Assessment centre.
  18. 18. Rural development activitiesGCPL perform some of the rural development activities for the people of Malanpur.This activity fulfills the corporate social responsibility towards local public. Form theperspective of P&A executive of GCPL, Malanpur Mr. Hamid Ali is that we must fulfillor develop the local people because we are taking water, air and the support from them.The rural development activities which GCPL perform are as follows  Organised eye contract operations.  Promoted entrepreneurship among the youth.  Organized medical health check-up.  Helping in upgrading the village from primary to middle school.  Distribution of award of meritorious students.  Organized enter school & cultural events.  Running of dispensary & organize distribution of medicines.  Organized awareness training program on various health & environment related topic for villagers.  Running of Gwalior action center, under national safety council, M.P. chapter.  Took initiative to improve the infrastructure beautification in Malanpur area.  Distribution of posters on environment friendly on diwali festival in all school.  Organized speech competition & quiz for students on importance of saving of environment.  Organized pollution checking of vehicles.  Helped industries in fire accidents.  Organized various training program on SHE (safety, health, & environment).  Organized inter-industry safety posters & slogans competition.
  19. 19. TPM (Total productivity management) in GCPL:-
  20. 20. Pillar 1- 5S:TPM starts with 5S. Problems cannot be clearly seen when the work place isunorganized. Cleaning and organizing the workplace helps the team to uncoverproblems. Making problems visible is the first step of improvement. Japanese Term English Translation Equivalent S term Seiri Organization Sort Seiton Tidiness Systematize Seiso Cleaning Sweep Seiketsu Standardization Standardize Shitsuke Discipline Self - DisciplinePillar 2 – Jishu hozen (Autonomous maintenance):This pillar is geared towards developing operators to be able to take care of smallmaintenance tasks, thus freeing up the skilled maintenance people to spend time onmore value added activity and technical repairs. The operators are responsible forupkeep of their equipment to prevent it from deteriorating.Pillar 3- Kaizen
  21. 21. "Kai" means change, and "Zen" means good ( for the better ). Basically kaizen is forsmall improvements, but carried out on a continual basis and involve all people in theorganization. Kaizen is opposite to big spectacular innovations. Kaizen requires no orlittle investment. The principle behind is that "a very large number of smallimprovements are move effective in an organizational environment than a fewimprovements of large value. This pillar is aimed at reducing losses in the workplacethat affect our efficiencies. By using a detailed and thorough procedure we eliminatelosses in a systematic method using various Kaizen tools. These activities are not limitedto production areas and can be implemented in administrative areas as well.Pillar 4- Plant maintenance:It is aimed to have trouble free machines and equipments producing defect free productsfor total customer satisfaction. This breaks maintenance down into 4 "families" orgroups which were defined earlier.Pillar-5 Quality maintenance:It is aimed towards customer delight through highest quality through defect freemanufacturing. Focus is on eliminating non-conformances in a systematic manner, muchlike Focused Improvement. We gain understanding of what parts of the equipment affectproduct quality and begin to eliminate current quality concerns, and then move topotential quality concerns. Transition is from reactive to proactive (Quality Control toQuality Assurance).Pillar -6 TrainingIt is aimed to have multi-skilled revitalized employees whose morale is high and whohas eager to come to work and perform all required functions effectively andindependently. Education is given to operators to upgrade their skill. It is not sufficientknow only "Know-How" by they should also learn "Know-why". By experience theygain, "Know-How" to overcome a problem what to be done. This they do withoutknowing the root cause of the problem and why they are doing so. Hence it become
  22. 22. necessary to train them on knowing "Know-why". The employees should be trained toachieve the four phases of skill. The goal is to create a factory full of experts.Pillar – 7 Offices TPM:Office TPM should be started after activating four other pillars of TPM (JH, KK, QM,and PM). Office TPM must be followed to improve productivity, efficiency in theadministrative functions and identify and eliminate losses. This includes analyzingprocesses and procedures towards increased office automation. Office TPM addressestwelve major losses. They arePillar-8 Safety, Health, Environment:Target: 1. Zero accident, 2. Zero health damage 3. Zero fires.In this area focus is on to create a safe workplace and a surrounding area that is notdamaged by our process or procedures. This pillar will play an active role in each of theother pillars on a regular basis.A committee is constituted for this pillar which comprises representative of officers aswell as workers. The committee is headed by senior vice President (Technical). Utmostimportance to Safety is given in the plant. Manager (Safety) is looking after functionsrelated to safety. To create awareness among employees various competitions like safetyslogans, Quiz, Drama, Posters, etc. related to safety can be organized at regularintervals.Organizational chart of Godrej Consumer Private Limited
  23. 23. H.K. Press Exe. Director & President R.K. Sinha Chief Operating Officer (Mktg. & Oprs.) Rajesh Tiwari EVP (Operations) Eshwar Baddi Kattha Malanpur Progressio Sikkim Baddi Factory Factory Guwahati Factory n Factory Factory P.G. Rao A.K.Singh Avinash Mishra Vineeta Gupta G.S. Giri Mgr. (F&A) (GM-oprs.) (GM-P&A) Manager(QA) Mgr. (E&D)S.Mahajan Rajiv SaxenaMngr.-oprs. (AM-Eng. Serv.) Ajay Saxena Exec.-stores Mukesh Agrawal Hamid Ali S.S. GuptaManojSaxena Sr.Exec.Eng.Srv. Exec. P&A Exec. (QA)(Exec.-oprs.) Ajay Batham (Sr. offi. RMS) D.K. Tripathi Asad Khan Sr. offi.Eng Srv. Exec. P&A Surender Singh (Exec.-oprs.) Sunil Sharma Anil Dixit Vyom Datt Sr.offi.(E&D) Sr. offi. ISD D. Verma (Offi. Eng. Srv.) S.N. Mathur (Sr. offi. Oprs) V.K. Khandelwal Alok Gupta Sr. offi. (F&A) (Offi. Eng. Srv.) Mukul Sharma Offi. (F&S) Organization chart Tripathi Pradeep Personal & Administration Department (Offi. Eng. Srv.)
  24. 24. Avinash Mishra GM (Pers. & Admn.) M. Bhattacharjee Hamid Ali Asad Khan (Executive) (Executive) (Executive) Vyom Dattsonker Santosh Mishra (Sr. officer-safety) (officer)Thomas Mathew Amrit Verma Manoj Sharma Anil Tyagi Girdharilal (Sr. supdt.) (Sr. supdt.) (Sr. supdt.) (Supdt.) (Supdt.) Pradeep Darbari Anand S Negi Pramod Tiwari Pushpendra Kumar (Sr. staff) (Sr. staff) (Sr. staff) (Staff) Banwarilal Saina Ashraf Khan Ashok Pal (Staff-driver) (Staff-driver) (Staff-driver) Introduction with the concept of “EMPLOYEES WELFARE”
  25. 25. Rapid industrialization and urbanization have made employees dependent on capitalists.Inflation has made their lot poor and they find it difficult to maintain their standard oflife. In such situation employee welfare facilities enable workers to live a richer andmore satisfactory.Employee welfare defines as “efforts to make life worth living for workmen”. Theseefforts have their origin either in some statute formed by the state or in some localcustom or in collective agreement or in the employer’s own initiative. • To give expression to philanthropic and paternalistic feelings. • To win over employee’s loyalty and increase their morale. • To combat trade unionism and socialist ideas. • To build up stable labor force, to reduce labor turnover and absenteeism. • To develop efficiency and productivity among workers. • To save oneself from heavy taxes on surplus profits. • To earn goodwill and enhance public image. • To reduce the threat of further government intervention. • To make recruitment more effective (because these benefits add to job appeal).Philosophy and Perceptive of Labor Welfare ActivitiesIn an industrial society labor welfare activities, not only effects on the far-reaching workforce but it also effects on various aspects of human resources. All such activities whichare not only secure existential necessities but also ensures improved spiritual andemotional quotient, including in labor welfare. The short and long term vision to build ahumane society is centered in labor welfare activities.The theories of Labor welfare activities firmly believe in that, behind any machine, theman is only responsible for achieving the organizations mission. With completesatisfaction and be committed on any cause, a person may act in its best. Various
  26. 26. welfare facilities are provided by the organization keep not only employees motivatedand committed even their family members also.Term "welfare" expresses many ideas, meanings, and to additional means, such as wellstatus, health, happiness, prosperity and development of human resource etc. Thewelfare of both social and economic aspects is also included. The social concept ofwelfare implies the welfare of a man, his family and his community. These three aspectsinter-relate, and work together. Within economic aspects of welfare, is involvedpromotion of economic growth by increasing production and productivity.The concept of welfare is also concerned with time and space. The changes have similareffects on the welfare system. As welfare progressive and dynamic and keep pace withthe changing times as a result, the material of welfare remains potentially volatile. Thefeatures of welfare may also be varying depending on the nation in all fields. Therefore,it’s meaning and components can be differ in different countries & different places.Philosophy of Labor welfare activities:The philosophy of labor welfare activities are based on the success of industrialdevelopment and the theory of harmony depends on the cooperation and relationshipbetween labor and management (employer). Worker has a fund of knowledge andexperience to perform his job. If his ability and skill to be properly utilized with the rightdirection, the worker can be a working good contributor in the prosperity of theorganization. And it can be achieve by work satisfaction of the worker.The labor welfare activities in a form of health care centres to facilitate providedthrough the idea of a good medical care center to ensure job satisfaction andproductivity improvements will help more. His staffs to be healthy are a basic need of anorganization.
  27. 27. It is part of the facilities provided by the employer, that would associated with healthcare of workers and it would ensure their minimum health hazardous. The concerninglaw prescribes the minimum standard, but a progressive employer to expand its activitiesmust protect the health of workers and their dependents. In return, their cooperation willbe wholehearted, work to maximum efficiency and attitude will be fair and friendlytowards them.Labor welfare activities perceptive:The attention on Labor welfare activities has led to a rising interest by the stakeholderswho have now started to identify the problems of labor welfare and to formulate theirposition. The main stakeholders are the investor of enterprises, employees, tradeassociations or unions, and government etc. Therefore, they are gradually increasinginformation about the potential of labor welfare activities and even putting vision onlabor welfare activities in future prospects.From this perspective, some basic questions as follows: • Should Labor welfare activities be compulsory for enterprises? • If mandatory, should labor welfare activities be regulated by law or social organization? • If voluntary, how to secure the interests of the employees at the enterprise- level? What are the features of employee welfare: Employee welfare is a comprehensive term including various services, facilities and amenities provided to employees for their betterment.
  28. 28. * The basic purpose in to improve the lot of the working class.* Employee welfare is a dynamic concept.* Employee welfare measures are also known as fringe benefits andservices.* Welfare measures may be both voluntary and statutory.Objectives behind employee welfareEmployee welfare is in the interest of the employee, the employer and thesociety as a whole. The objectives of employee welfare are: -* It helps to improve.* It improves the loyalty and morale of the employees.* It reduces labor turnover and absenteeism.
  29. 29. * Welfare measures help to improve the goodwill and public image of theenterprise.* It helps to improve industrial relations and industrial peace.* It helps to improve employee productivity.Name of the agencies of employee welfare1. Central government: - The central government has made elaborateprovisions for the health, safety and welfare under Factories Act 1948, andMines Act 1952. These acts provide for canteens, crèches, rest rooms,shelters etc.2. State government: - Government in different states and UnionTerritories provide welfare facilities to workers. State governmentprescribes rules for the welfare of the workers and ensures compliance withthe provisions under various labor laws.3. Employers: - Employers in India in general looked upon welfare work asfruitless and barren though some of them indeed had done pioneeringwork.
  30. 30. 4. Trade unions: - In India, trade unions have done little for the welfare ofworkers. But few sound and strong unions have been the pioneering in thisrespect. E.g. the Ahmedabad textiles labor association and the Mazdoorsabha, Kanpur.5. Other agencies: - Some philanthropic, charitable d social serviceorganizations like: - Seva Sadan society, Y.M.C.A., etc.Types of welfare services* Intramural: - These are provided within the organization like:1. Canteen,
  31. 31. 2. Rest rooms,3. Crèches,4. Uniform etc.* Extramural: - These are provided outside the organization, like: -1. Housing,2. Education,3. Child welfare,4. Leave travel facilities,5. Interest free loans,6. Workers cooperative stores,7. Vocational guidance etc.Provisions which Factories Act 1948 provides for welfare* Adequate, suitable and clean washing facilities separately for men andwomen workers.* Facilities for storing and drying clothes.* Canteens, if more than 250 workers are employed.* Welfare officer, wherever more than 500 workers are employed.
  32. 32. * First aid boxes are provided. Merits & Demerits of employees’ welfare activityMerits: • Motivates employees • Employee Retention • Minimized social evils • Better Job satisfaction • Cuts down labor turnoverDemerits: • Huge investment • Employees being dissatisfied
  33. 33. Objectives of the study- To know the effectiveness of welfare measures. How many people actually know about the welfare measures? What suggestive measures must be taken regarding welfare? To study the satisfaction level of employees with respect to their welfare inGodrej Consumer Product Ltd., Malanpur. To know the working condition and what are things that affect them not to workproperly. To find out the suggestions.
  34. 34. Research methodologyThe project was exploratory in nature and required data collection to achieve thedesired objective.Sample technique:For the purpose of finding a sample group was selection on the basis welfare activitiesand on the random basis of different factors involved like Transport facilities,cleanliness, washroom, library facilities, training facilities etc.Sample size :Sample sizes for this research were 100. Out of them 20 from the staff and rest of 80from the laborData collectionCollection of primary data:Primary data was collected by questionnaires which have been filled by theemployees and interviews of the sample group.Secondary data collection:Besides the methods stated earlier more information was collected during in formaltalk with the employees and from other documents provided by the organization.
  35. 35. Data analysis and interpretation1. I believe work atmosphere is friendly.
  36. 36. Strongly Agree 8% 7% Agree 16% 0% Neutral 69% Strongly Disagree Disagree• 7% employees of GCPL, Malanpur strongly agree say with that workatmosphere is friendly. Where 69% employees choose the agree option inquestionnaire. 0% was neutral. 16% were strongly disagree with this that workatmosphere is friendly. And 8 % disagree with it.2. I am given adequate freedom to do my job efficiently.
  37. 37. Strongly Agree 3% Agree 38% Neutral 57% 2% 0% Strongly Disagree Disagree• 3% strongly agree with this, they have adequate freedom to do their job. 38%employees agree. And 0% is disagreeing. Where 57% are strongly disagree withthing. And only 2% ere there who was strongly disagreeing this thing.2. I receive praise for my good work.
  38. 38. Strongly Agree Agree 0% 6% 2% 5% Neutral Strongly 87% Disagree Disagree• 87% employees say that, they get praise for their good work. 5% were stronglyagreeing with this thing. 6% were strongly disagreeing. 2% were disagreeing with it.4. My opinion seems to count.
  39. 39. Strongly Agree 13% 3% Agree 14% Neutral 2% 68% Strongly Disagree Disagree• 4% employees think that their opinion seems to count. Where 79% employeeswere agreeing with this thing which shows that in GCPL they follow participativeleadership style.5. My supervisor encourages my development.
  40. 40. Strongly Agree Agree 19% 8% 2% 5% Neutral 66% Strongly Disagree Disagree• 66% employees strongly say that their supervisor encourage their development.By this they motivate to their employees. 6. People here are willing to give extra to get the job done.
  41. 41. Strongly 12% Agree 27% Agree Neutral 1% 2% 58% Strongly Disagree Disagree• If organization needs in this situation 58% employees are ready to give extra time to get job done. Where only 27% employees does not ready with this thing. 7. I can ask management any reasonable question and get a straight answer.
  42. 42. Strongly Agree Agree 14% 9% 16% Neutral 0% 61% Strongly Disagree Disagree• 61% people say that their management gives them attention and there queries also. 8. Management is approachable, easy to talk with.
  43. 43. Strongly Agree Agree 0%5% 24% Neutral 71% Strongly Disagree Disagree• 71% employees agree to that their management is easily approachable. 9. Management delivers its promises.
  44. 44. Strongly Agree Agree 17% 3% 2% 0% Neutral 78% Strongly Disagree Disagree• GCPL, Malanpur delivers its promises 78% employees were agree with it. 10. I am given all resources and equipment to do my job.
  45. 45. Strongly Agree 11% 6% Agree 0% Neutral 83% Strongly Disagree Disagree• GCPL, Malanpur give all the equipment and resources to their employees 83% agree with it. 11. This is a physically safe place to work.
  46. 46. Strongly Agree Agree 0%9% 4% Neutral 87% Strongly Disagree Disagree• GCPL, Malanpur is safe place to work 87% employees agree with it. 6% employees strongly agree and 11% disagree with this thing. 12. I feel the sports activity undertaken at GCPL is help to refreshing and development of employees
  47. 47. Strongly Agree 7% Agree 36% Neutral 51% 4% 2% Strongly Disagree Disagree• 51% employees agree with it that what so ever activity undertaken at GCPL is Help to them refreshing and developing. But this is also a fact that 36% also disagree with it. 13. I believe that social and cultural activities being practices at GCPL help us to improve our interpersonal relation with our superiors, collogue, and subordinates.
  48. 48. Strongly Agree Agree 0%9% 4% Neutral 87% Strongly Disagree Disagree• 28% employees strongly agree with it that social and cultural activities help to improve the good relationship with their superiors, collogue, and subordinates. 85% employees were agreeing with it also. 14. In my opinion educational assistance provided for children’s education is highly satisfied.
  49. 49. Strongly Agree Agree 8% 0% 21% 0% Neutral 71% Strongly Disagree Disagree• 81% employees strongly disagree with it that educational assistance is not up to the mark there is need to improvement. 15. I am …………………with the procedure adopted for career growth of workers.
  50. 50. Strongly Agree Agree 5% 3% 14% 0% Neutral 78% Strongly Disagree Disagree• All most employees are satisfying with the procedure adopted for career groth 16. I am offered training and development to further myself professionally. It has
  51. 51. Extremely Beneficial Beneficial 0% 0% 4% 19% Neutral 77% Extremely Disadvantage ous• Disadvantage 77% employees think that training and development program which offering by GCPL, Malanpur is extremely beneficial. ous 17. My salary is on par with other industry
  52. 52. Strongly Agree Agree 0%7% 21% Neutral 47% 25% Strongly Disagree Disagree• Employees are not satisfied with the salary they are getting from their organization. They want to increment in their salary as the same industries are paying high 18. I get some kind of benefits from my job also like health insurance, job security, and pension plan.
  53. 53. Strongly Agree Agree 2% 0% 25% Neutral 73% Strongly Disagree Disagree• Employees are satisfying enough with the other benefits like insurance, health policy etc. which they get from their job. 19. The first aid facility in GCPL at the time of accidents is
  54. 54. Always Available Mostly 6%0% 0% Available Generally 41% 53% Available Rarely Available Not at all• Employees are not happy with first-aid facility. There is need of improvement. 20. I am satisfied with the duty shift.
  55. 55. Strongly Agree Agree 6%0% 0% Neutral 41% 53% Strongly Disagree Disagree• There is no need to take any decision against the duty shift of their employees because they are satisfied with it. 21. In my opinion canteen service is
  56. 56. Strongly Agree Agree 0% 1% 0% 41% Neutral 58% Strongly Disagree Disagree• Employees are not satisfied with the canteen services there are some improvement should take place to satisfied your employees by the management of GCPL. 22. As far as my concern schemes related to bonus, discount, gifts, etc. formulated by the management are
  57. 57. Highly Satisfied Satisfied 0% 34% Neutral 62% 4% Unsatisfied Highly Dissatisfied • Employees are quite happy with bonus, gifts and these kind of things as 62% indicates toward it.23. Reward schemes by the management at GCPL is transparent and impartial
  58. 58. Highly Satisfied Satisfied 20% 0% 2% 6% Neutral 0% 72% Unsatisfied Highly Dissatisfied• 72% employees think that their management is impartial and transparent. But should also analysis it why 20% disagree and 6% are strongly disagree towards it. 24. I am…………………… with transport facility
  59. 59. Highly Satisfied 5% 0% 6% Satisfied Neutral 89% Unsatisfied Highly Dissatisfied• 89% employees are highly satisfied with the transport facility. 25. This is a psychologically and emotionally healthy place to work
  60. 60. Strongly Agree 0% 2% 23% Agree Neutral 7% 0% 68% Strongly Disagree Disagree • Although 68% employees sa that GCPL, Malanpur is psychologically and emotionally, health place to work. But 23% employees deny this thing. 26. Rate the following(a) Cleanliness
  61. 61. Highly Satisfied 0% 15% Satisfied Neutral 85% Unsatisfie Highly Unsatisfied • Cleanliness is up to the mark in the organization.(b) Rest room facility
  62. 62. Highly Satisfied 0% Satisfied 36% Neutral 60% 0%4% Unsatisfie Highly Unsatisfied • This thing lacking behind because 60% employees are highly dissatisfied with rest room facility(c) Washrooms
  63. 63. Highly Satisfied 9% 0% 0% 13% Satisfied Neutral 78% Unsatisfie Highly Unsatisfied • Employees are satisfied with washrooms facility.(d) Library
  64. 64. Highly Satisfied 0% 9% 6% 2% Satisfied Neutral 83% Unsatisfie Highly Unsatisfied • Only 83% employees are satisfied with library facility.(e) Pure drinking water
  65. 65. Highly Satisfied 6% 0% 0% Satisfied 41% Neutral 53% Unsatisfie Highly Unsatisfied • 41% employees are highly satisfied with pure drinking water. Where 53% are satisfied with this.Conclusion
  66. 66. Godrej Consumer Product Limited is one of the largest fast moving consumer goodscompany which is having 10-15% market share with 5 industrial plants. Where as I haveunder gone to summer training I have found that GCPL, Malanpur performing theresocial responsibility efficiently. The job satisfaction level of employees is in itssatisfactory level it never leg behind in putting the optimum input through variousmeans to motivate the employees for the maximum best output.GCPL, Malanpur is well aware about its social and environmental responsibility.The findings show that the employees are quite satisfied with the policies, rules andregulations of GCPL.The compensation and the welfare dimension of GCPL are at a higher acceptabilityposition among the employeesSuggestionsAlthough GCPL, Malanpur is always committed towards their employees and theirfamilies but than also I would like to give some suggestions.  It is must and necessary their should be proper coordination and understanding among executives and non- executives groups.  It is also necessary that the non-executives groups must be motivated time to time by providing them some incentives, benefits or doing some extra works for them.  Quality of food must be improved to satisfy the employees.
  67. 67.  The feelings of satisfaction can be made better by making more employees friendly especially for non-executives population.  Educational assistance is not up to the mark there is need to improvement.Limitations of this study  Difficulty in fill up of questionnaires.  Some responses are not filled up with sincerity.  No enough time got to learn.  Less sample size.  Some responses may be not correct due to disclose of their responses.
  68. 68. ConclusionGodrej Consumer Product Limited is one of the largest fast moving consumer goodscompany which is having 10-15% market share with 5 industrial plants. Where as I haveunder gone to summer training I have found that GCPL, Malanpur performing theresocial responsibility efficiently. The job satisfaction level of employees is in itssatisfactory level it never leg behind in putting the optimum input through variousmeans to motivate the employees for the maximum best output.GCPL, Malanpur is well aware about its social and environmental responsibility.The findings show that the employees are quite satisfied with the policies, rules andregulations of GCPL.The compensation and the welfare dimension of GCPL are at a higher acceptabilityposition among the employees.
  69. 69. ReferencesBooksDr. C. B. Gupta, (2005), Sultan Chand & Sons PublicationB.P. Arya, (2008), Deep & Deep PublicationWebsiteswww.godrejcp.com