An insight to participative management and employee welfare

1. Employee Welfare
&
Participative Management
By BY :-
Shipra

2. At a Glance:
Employee Welfare
Case study of Tata Steel
Particiaptive Management

3. Employee Welfare: Definition
Employee welfare is a term which is
understood to include such services, facilities
and amenities as may be established in or in
the vicinity of undertakings to enable the
persons employed in them to perform their
work in healthy, congenial surroundings and
to provide them with amenities conducive to
good health and high morale.
-the [International Labour Organization]
ILO at its Asian Regional Conference

4. Employee Welfare: Objectives
To provide better life and health to the
workers.
To make the workers happy and
satisfied.
To relieve workers from industrial
fatigue and to improve intellectual,
material and cultural conditions of the
workers.

5. STATUTORY WELFARE SCHEME
 Drinking Water
 Facilities for sitting
 First aid appliances
 Canteen facilities
 Spittoons
 Lighting
 Washing places
 Changing rooms
 Rest rooms

6. NON STATUTORY WELFARE SCHEME
 Personal Health Care (Regular
medical check-ups)
 Flexi-time
 Employee Assistance Programs
 Harassment Policy
 Maternity & Adoption Leave
 Medi-claim Insurance Scheme
 Employee Referral Scheme

7. Legal Aspects
 Workmen's Compensation Act, 1923
 The Factories Act, 1948
 The Payment of Gratuity Act, 1972
 The Payment of Wages Act, 1936
 The Trade Union Act, 1926
 The Industrial Disputes Act, 1947
The Employee State Insurance Act, [ESI] 1948
 The Payment of Bonus Act, 1965
 The Employees' Provident Fund Scheme,
1952.
 The Child Labour (Prohibition & Regulation)
Act, 1986

8. Employee Welfare at TATA Steel
“Employer Of Choice”
 Right To freedom of association and collective bargaining
 Caring for the well-being of its employees, including
those with special needs
 Providing a safe, hygienic and humane workplace
 Safety Governance Structure
 Equal opportunity employer
 Promoting a just and fair workplace
 Encouraging work-life balance for employees
 Skill development and creating world-class employees
 Offering a harassment-free workplace to all

9. Rewarded for Excellence
NatSteel has been awarded the Work-Life Excellence
Award
by the Singapore Ministry of Manpower. It is also a
recipient
of the Apex Platinum Health Award by the Singapore
Health
Promotion BoarD.

10. Participative Management
 Participative (or participatory) management,
otherwise known as employee involvement
or participative decision making, encourages
the involvement of stakeholders at all levels
of an organization in the analysis of
problems, development of strategies, and
implementation of solutions.
 Employees are invited to share in the
decision-making process of the firm by
participating in activities such as setting
goals, determining work schedules, and
making suggestions

11. Facts
 This practice grew out of the human
relations movement in the 1920s, and is
based on some of the principles
discovered by scholars doing research in
management and organization studies,
such as the Hawthorne Effect.
 In the 1990s, participatory management
was revived in a different form through
advocacy of organizational learning
practices, particularly by clients and
students of Peter Senge.

12. Participative Management:Forms
increasing the responsibility of
employees (job enrichment)
forming self-
managed teams,
quality circles, or
quality-of-work-life
committees;
soliciting survey
feedback
management

13. Benefits
Instills a sense of pride and motivates
employees to increase productivity in
order to achieve their goals.
employees are more receptive to
change than in situations in
which they have no voice.
Changes are implemented more
effectively when employees have
input and make contributions to
decisions.

14. Benefits
Participation keeps employees
informed of upcoming events so
they will be aware of potential
changes.
Participation helps employees gain
a wider view of the organization.
Creativity and innovation are two
important benefits of
participative management

15. Conclusion