A

PROJECT REPORT
ON
EMPLOYEE WELFARE MEASURES
AT
AAMAXX JOBS
SUBMITTED
BY
CHANDRIKA JOSHI
1175-23-672-015

DEPARTMENT OF BUSINESS MANAGEMENT

SAROJINI NAIDU VANITA MAHAVIDYALAYA
(Affiliated to Osmania University)
EXHIBITION GROUNDS, NAMPALLY
HYDERABAD – 500001
(2023-2025)
 DECLARATION

I, CHANDRIKA JOSHI hereby declare that this project synopsis titled “A STUDY ON

EMPLOYEE WELFARE MEASURES” in “AAMAXX JOBS” submitted by me to the

Department of Business Management, Osmania University, is a bonafide work undertaken by

me and it is not submitted to any other University of Institution for the award of any

degree/diploma/certificate or published any time before.

CHANDRIKA JOSHI
1175-23-672-015 Signature of the Student

CERTIFICATE
This is to certify that CHANDRIKA JOSHI (H.T.NO. 1175-23-672-015) is a bonafide

student of this college for the academic years 2022-2025. She has submitted the project

synopsis titled “A STUDY ON EMPLOYEE WELFARE MEASURES “undertaken at

“AAMAXX JOBS”.

GUIDU DIRECTOR

TABLE OF CONTENTS
 S. No Contents Page
No.
I Title Page
ii Declaration
iii College Certificate
iv Company Certificate
v Acknowledgement
vi Abstract
vii List of Tables
viii List of Charts
Chapter-I INTRODUCTION
1.1 Introduction
1.2 Objectives of the study
1.3 Need of the study
1.4 Scope of the study
1.5 Limitations of the study
Chapter-II REVIEW OF LITERATURE
Chapter-III RESEARCH METHODOLOGY
Chapter-IV INDUSTRY/COMPANY
PROFILE
3.1 Industry profile
3.2 Company Profile
Chapter-V DATA ANALYSIS AND
INTERPRETATION
Chapter-VI FINDINGS, SUGGESTIONS
AND CONCLUSIONS
5.1 Findings of the study
5.2 Suggestions
5.3 Conclusions
BIBLIOGRAPHY
ANNEXURE/QUESTIONNAIRE
 CHAPTER – I
INTRODUCTION
EMPLOYEE WELFARE MEASURES
1.1 INTRODUCTION
Employee welfare measures are a set of initiatives and policies implemented by organizations
to promote the physical, emotional, and financial well-being of their employees. These
measures aim to create a supportive work environment, foster a positive organizational
culture, and enhance the overall quality of life of employees. By providing welfare measures,
organizations demonstrate their commitment to the well-being and development of their
employees, leading to improved job satisfaction, increased productivity, and reduced
turnover. Effective employee welfare measures can also contribute to the achievement of
organizational goals and objectives, making them an essential component of modern human
resource management

Employee welfare measures are a comprehensive set of initiatives, policies, and programs
implemented by organizations to promote the overall physical, emotional, and financial well-
being of their employees. These measures are designed to create a supportive, inclusive, and
healthy work environment that fosters a positive organizational culture, encourages employee
engagement, and enhances the overall quality of life of employees.

In today’s fast-paced and competitive business environment, organizations are recognizing

the importance of investing in the well-being and development of their employees. Employee
welfare measures are no longer seen as a luxury, but as a necessity for attracting, retaining,
and motivating top talent. By providing a range of welfare measures, organizations can
demonstrate their commitment to the well-being and success of their employees, leading to
improved job satisfaction, increased productivity, and reduced turnover.

Effective employee welfare measures can also contribute to the achievement of

organizational goals and objectives. When employees feel valued, supported, and
empowered, they are more likely to be motivated, engaged, and committed to delivering
high-quality results. Moreover, organizations that prioritize employee welfare are often seen
as employers of choice, enhancing their reputation and brand image in the marketplace.

In this context, employee welfare measures are an essential component of modern human
resource management. They require a strategic and integrated approach that takes into
account the diverse needs and expectations of employees. By investing in employee welfare
measures, organizations can create a positive and supportive work environment that benefits

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both employees and the organization as a whole. Thus, a plan for labor welfare is regarded as
an important part of the scheme for raising the efficiency of labor at Aamaxx Jobs.

Importance of Employee Welfare

 Enhances Job Satisfaction Employee welfare plays a critical role in ensuring that
employees are satisfied with their jobs. When an organization provides welfare
services like health benefits, flexible working hours, and support for personal
development, employees feel cared for and valued. This leads to higher levels of job
satisfaction, which directly impacts morale, engagement, and overall productivity. Job
satisfaction is often linked to positive work experiences, and when employees feel
secure in their personal lives and have their needs met by the company, their
professional lives improve as well.
 Increases Productivity Employee welfare measures such as health insurance, fitness
programs, and stress management workshops contribute to a healthier workforce.
Healthy employees are more likely to be focused, energetic, and productive, leading
to higher performance levels. In addition, offering mental health support or reducing
work-related stress through employee welfare programs can prevent burnout and
decrease absenteeism, thus maintaining consistent productivity. When employees are
physically and mentally well, they are less likely to experience disruptions that hinder
their performance.
 Improves Employee Retention One of the most significant advantages of employee
welfare programs is their ability to retain talent. When employees feel that the
company is genuinely interested in their well-being and provides benefits that
enhance their work-life balance, they are more likely to stay with the organization.
This reduces the turnover rate and the costs associated with recruiting and training
new employees. Welfare programs, like retirement plans, health insurance, and paid
leave, make employees feel secure, valued, and connected to the company, fostering
long-term loyalty and commitment.
 Promotes a Positive Work Culture Employee welfare is an integral part of shaping
a company’s culture. Welfare initiatives like team-building activities, recognition
programs, and wellness initiatives foster a culture of care and inclusivity. When
employees perceive their organization as a place where their personal well-being
matters, it cultivates a positive environment that is supportive, collaborative, and

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 cohesive. A positive work culture encourages employees to contribute more openly,
share ideas, and engage more effectively with colleagues and managers, improving
overall team dynamics.
 Reduces Absenteeism Employee welfare programs that focus on health, well-being,
and work-life balance can significantly reduce absenteeism. Providing access to
healthcare services, mental health support, or wellness programs helps employees
manage personal issues and health problems, reducing the frequency of sick leaves.
Moreover, employees who are not stressed and are able to manage their personal and
professional lives better are less likely to take unnecessary time off. This reduction in
absenteeism is beneficial not only for the organization but also for the overall work
environment, maintaining high levels of productivity and employee morale.
 Attracts Talent In a competitive job market, companies with strong employee
welfare programs are more likely to attract high-quality talent. Prospective employees
often look for employers who offer more than just a paycheck, seeking organizations
that provide comprehensive benefits, opportunities for growth, and a focus on
employee well-being. By offering perks such as healthcare coverage, flexible work
options, career development opportunities, and wellness programs, organizations can
stand out as employers of choice. As a result, they are able to hire skilled
professionals who are aligned with the company's values and culture, which can
positively impact innovation and success.
 Enhances Employee Engagement Welfare programs that involve recognition,
feedback, career development opportunities, and personal growth initiatives
significantly boost employee engagement. Engaged employees are emotionally
invested in their work, have a sense of pride in their contributions, and feel more
connected to the company’s mission. By addressing employees' needs for personal
and professional growth through welfare programs, organizations create a more
motivated workforce. This increased engagement often leads to greater innovation,
enhanced teamwork, and improved performance, as employees are motivated to
achieve organizational goals.
 Legal Compliance Employee welfare measures also ensure that organizations
comply with labor laws and regulations that protect employees' rights. Many countries
have legal requirements for certain employee welfare benefits, such as paid leave,
health and safety standards, and retirement benefits. By complying with these laws,
companies not only avoid legal penalties but also foster a reputation as ethical
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 employers. Legal compliance in employee welfare programs ensures that employees
are treated fairly and equitably, which contributes to a sense of trust and respect
within the organization.
 Builds a Positive Employer Brand An organization’s commitment to employee
welfare is a key element of its employer brand. When companies are known for
offering excellent welfare benefits, it enhances their reputation in the market, making
them more attractive to potential employees. Companies that prioritize employee
well-being are often perceived as ethical and employee-centric, which can increase
customer loyalty and business opportunities. Furthermore, a positive employer brand
helps with retention and engagement, as employees feel proud to work for a company
that values their welfare.
 Boosts Overall Organizational Success When employees feel valued and supported
through welfare programs, their overall morale improves, leading to better
performance, higher productivity, and stronger retention rates. Organizations that
invest in employee welfare are more likely to experience greater profitability and
success, as a motivated workforce is key to business growth and competitive
advantage. A focus on employee welfare also helps with brand reputation, customer
satisfaction, and innovation, all of which are essential for long-term organizational
success.

TYPES OF EMPLOYEE WELFARE MEASURES

Employee welfare measures refer to the initiatives and programs that organizations
implement to improve the well-being and satisfaction of their employees. These measures not
only focus on the physical, mental, and social welfare of employees but also aim to create a
positive work environment, enhance productivity, and reduce employee turnover. The types
of employee welfare measures can be broadly classified into two categories: Statutory
Welfare and Non-Statutory Welfare.
STATUTORY WELFARE MEASURES
These are welfare measures that are mandated by law or government regulations. Employers
are legally bound to provide these benefits.
Health and Safety: Companies must ensure a safe working environment by providing safety
equipment, regular health checkups, and training employees in safety measures.
Examples: Safety gear, workplace hazard assessments, fire drills.

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Gratuity: A retirement benefit that is provided to employees after they have served a
minimum number of years with the organization.
Example: A lump-sum payment at the time of retirement or resignation.
Maternity and Paternity Benefits: Financial and leave support for employees during
pregnancy, childbirth, and child-rearing periods.
Example: Paid maternity leave, parental leave.
Provident Fund (PF) and Pension Schemes: Employers contribute to an employee's
retirement savings through a provident fund. This fund accumulates over time and is
available to the employee upon retirement.
Example: Employees' Provident Fund (EPF) in India.
Employees' Compensation (or Workmen’s Compensation): Provides compensation to
employees in case of injuries or fatalities that occur while on the job.
Example: Medical treatment costs, death benefits, and disability allowances.
Leave Provisions: Legal entitlements to paid leave for various reasons like sickness,
vacation, or national holidays.
Example: Annual leave, sick leave, public holidays.
NON-STATUTORY WELFARE MEASURES
These are welfare programs offered by the employer voluntarily, beyond the legal
requirements. These programs help improve employee morale, job satisfaction, and work-life
balance.

Health and Wellness Programs: Health insurance plans, gym memberships, wellness
seminars, and stress management programs.
Example: Providing free or subsidized health checkups, counseling services, and mental
health support.
Employee Assistance Programs (EAP): These provide confidential support for personal or
work-related problems that may affect an employee's job performance.
Example: Counseling for addiction, mental health, or family problems
Recreational and Social Activities: Activities aimed at creating a fun and engaging
workplace culture.
Example: Organizing sports events, team-building exercises, holiday parties, or company
outings.

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Workplace Cafeterias and Meal Subsidies: Providing meals or food subsidies to
employees to save their time and enhance their workplace satisfaction.
Example: Free lunches, snacks, and beverages for employees.
Flexible Work Hours and Remote Work: Offering flexible working hours, telecommuting,
or hybrid work models to improve work-life balance.
Example: Allowing employees to work from home on certain days or adjusting their shifts to
suit personal needs.
Career Development Programs: Programs that help employees advance their skills and
knowledge.
Example: Sponsoring further education, organizing in-house training, or providing mentoring
programs.
Transportation Facilities: Providing transport facilities for employees, especially if they
work in remote or hard-to-reach areas.
Example: Company buses, transportation allowances.
Childcare Support: Providing assistance to employees with children, such as daycare
facilities or subsidies.
Example: On-site daycare centers or childcare allowances.
Employee Recognition Programs: Programs designed to acknowledge employees'
contributions and achievements.
Example: Employee of the Month awards, performance bonuses, or public recognition
events.
Retirement Benefits (Beyond Legal Requirements): Offering pension plans, voluntary
savings schemes, or financial planning services.
Example: Contributions to a voluntary pension plan or post-retirement medical insurance.

OTHER WELFARE MEASURES

These measures focus on the holistic well-being of employees and may vary greatly from
company to company.
Work-Life Balance Initiatives: Encouraging a healthy balance between personal life and
work.
Example: Paid time off for personal events, promoting family-friendly policies.

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Legal Aid and Counseling Services: Offering access to legal advice or support for
employees dealing with personal legal matters.
Example: Free legal consultation for employees on matters like housing, contracts, etc.

MONETARY AND NON-MONETARY BENEFITS

Monetary and non-monetary benefits are two major types of employee rewards and
incentives that organizations provide to their employees. While both are designed to enhance
employee satisfaction, motivation, and engagement, they differ in the form of compensation
and recognition offered.

Monetary Benefits
Monetary benefits refer to tangible, financial compensation or rewards provided to
employees. These benefits are direct financial incentives that have a clear, measurable value
and are typically used to attract, retain, and motivate employees. Below are the key types of
monetary benefits:
1. Salary or Wages
The most fundamental monetary benefit is the employee’s salary or wages, which is the fixed
regular payment received for the work performed. This is typically paid weekly, bi-weekly, or
monthly. Salaries are determined based on various factors, such as job role, industry
standards, employee experience, and location. Competitive salaries help organizations attract
and retain talented employees.
2. Bonuses
Bonuses are additional financial rewards provided to employees, usually as a form of
recognition for outstanding performance, achieving goals, or celebrating the success of the
company. Bonuses may be annual, quarterly, or project-based and can be performance-linked.
For example, sales targets or year-end performance can influence bonus payouts.
3. Commission
A commission is typically paid to employees, especially those in sales roles, as a percentage
of the revenue they generate. This motivates employees to sell more and directly links their
earnings to their performance. Sales-driven industries, such as real estate or retail, often offer
commission-based pay structures.

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4. Profit Sharing
Profit-sharing is a system where employees receive a share of the company’s profits, usually
at the end of the fiscal year. This is a way of linking the success of the organization with
employee compensation, aligning the interests of employees and employers. It fosters a sense
of ownership and motivates employees to work towards the company’s overall success.
5. Overtime Pay
Overtime pay is given to employees who work beyond their regular working hours. It is
typically calculated at a higher rate, such as time-and-a-half or double time, depending on the
company’s policy or labor laws. Overtime pay ensures employees are compensated fairly for
the extra effort they put in.
6. Stock Options and Equity
Some companies offer stock options or equity as part of their compensation package,
especially in startups or tech industries. Stock options give employees the opportunity to
purchase company shares at a set price in the future. This aligns employees' interests with the
long-term success of the company and provides them with the potential for substantial
financial gain if the company performs well.
7. Retirement Benefits (Pension and Provident Funds)
Monetary retirement benefits are long-term financial rewards provided to employees as a
means of securing their financial future post-retirement. Examples include pension schemes,
provident funds (PF), and employee savings plans. These benefits are often legally mandated
in many countries but can be enhanced by employers as part of their overall compensation
strategy.
8. Health and Life Insurance
Employers often provide health and life insurance plans to employees as part of their
compensation package. These benefits help employees manage their healthcare costs,
including medical, dental, and vision care. Life insurance policies provide a financial safety
net for employees' families in the event of their death.

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NON-MONETARY BENEFITS
Non-monetary benefits refer to the intangible rewards that employees receive which do not
have a direct financial value but are highly valuable in terms of employee satisfaction, well-
being, and motivation. These benefits often focus on work-life balance, personal
development, and job satisfaction. Below are the key types of non-monetary benefits:
1. Flexible Working Hours
Flexible working hours allow employees to have more control over their work schedules.
Instead of rigid 9-to-5 workdays, employees can choose their hours, as long as they meet
their performance targets. This benefit is particularly valuable for employees with family
obligations or those who prefer a work-life balance. Flexibility also promotes better mental
health and can enhance overall productivity.
2. Work from Home (Remote Work)
Work-from-home or remote work options give employees the flexibility to perform their
duties from any location, typically from home. This arrangement has become especially
popular since the COVID-19 pandemic, and many employees value the ability to work from
home due to reduced commute time, better work-life balance, and a comfortable
environment.
3. Career Development Opportunities
Non-monetary benefits related to career development include training programs, workshops,
seminars, and mentorship opportunities. Employees who have access to such opportunities
feel that their employer is invested in their growth and career progression. This contributes to
higher job satisfaction and loyalty. Career development also provides employees with new
skills, increasing their value both to the company and in the job market.
4. Recognition and Appreciation
Employee recognition is one of the most powerful non-monetary motivators. It includes
acknowledging an employee’s hard work, achievements, or contributions through awards,
public praise, or informal recognition. Recognizing employees can come in many forms such
as “Employee of the Month” awards, shout-outs in meetings, or even simple thank-you note.
Recognition fosters a positive work culture and enhances employee morale.

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5. Autonomy and Empowerment
Employees value autonomy in their roles, meaning they are trusted to make decisions and
work independently without constant supervision. Empowering employees by involving them
in decision-making, allowing them to take ownership of their tasks, and providing them with
the freedom to implement their ideas is a powerful non-monetary benefit. It fosters creativity,
increases job satisfaction, and builds trust.
6. Workplace Culture and Environment
A positive workplace culture and environment are essential non-monetary benefits that
impact employee well-being. This includes a supportive and inclusive atmosphere, where
employees feel valued, respected, and part of a team. A collaborative and friendly
environment reduces stress and promotes productivity. Offering a clean, comfortable, and
safe work environment also contributes to overall employee satisfaction.
7. Job Security
Job security is an important non-monetary benefit for employees who value stability. When
employees feel that their jobs are secure, they are less stressed and more focused on their
work. Job security reduces turnover and enhances employee commitment. Employers can
foster job security by providing long-term career opportunities, offering advancement, and
avoiding frequent layoffs.
8. Employee Wellness Programs
Employee wellness programs are non-monetary benefits that focus on the physical, mental,
and emotional health of employees. These can include access to fitness centers, wellness
challenges, meditation sessions, or mental health counseling. Wellness programs help
employees reduce stress, improve their physical health, and enhance their overall well-being,
which leads to greater engagement and productivity at work.
9. Social and Recreational Activities
Social and recreational activities, such as team-building exercises, company outings, or social
events, help foster positive relationships between employees. These activities can reduce
stress, improve team dynamics, and make work more enjoyable. Offering opportunities for
employees to socialize outside of work strengthens bonds, promotes collaboration, and
creates a fun and engaging work environment.
10. Employee Empowerment
Allowing employees to have a say in decision-making processes and providing them with
opportunities to lead projects or initiatives makes them feel empowered and valued. When
employees feel that their opinions matter, it increases their engagement and satisfaction at
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work. Empowerment also encourages employees to take responsibility for their actions and
improves overall job performance.

EMPLOYEE RECOGNITION AND REWARD SYSTEMS

An employee recognition and reward system is a set of policies, practices, and tools that an
organization uses to formally or informally acknowledge employees' positive behaviors,
achievements, and contributions. Recognition involves giving employees praise and
acknowledgment for their work, while rewards are typically tangible, financial, or material
items given as a result of outstanding performance or achievements.

FEEDBACK AND COMMUNICATION

Feedback and communication are two essential components of effective management and
organizational success. These practices help foster a positive work environment, improve
employee performance, and ensure that employees understand their roles, expectations, and
the overall goals of the organization. Clear, constructive feedback and open communication
channels are critical to enhancing employee engagement, growth, and satisfaction.

Feedback in the Workplace

Feedback is an essential process for improving employee performance and providing

valuable insights. The two main types of feedback in the workplace are:

TYPES OF FEEDBACK:

1. Positive Feedback:
o Acknowledges and appreciates an employee's achievements, skills, or positive
actions.
o Reinforces desired behaviors and encourages employees to maintain or repeat
successful actions.
o Examples: "Great job on finishing the report on time" or "Your teamwork was
outstanding on the project."
2. Constructive Feedback (Negative Feedback):
o Focuses on areas where employees can improve.

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 o Delivered in a way that guides improvement without discouraging or
demotivating employees.
o Examples: "I noticed that deadlines were missed. Let’s talk about how to
improve time management for future projects."
3. 360-Degree Feedback:
o Involves collecting feedback from multiple sources, such as managers, peers,
subordinates, and sometimes even external stakeholders.
o Provides a comprehensive view of an employee’s performance, strengths, and
areas for development.
o Used for personal development and team collaboration improvement.
4. Peer Feedback:
o Feedback provided by colleagues or peers rather than supervisors.
o Helps employees understand their performance from a collaborative or
teamwork perspective.
o Examples: "You did a great job helping me with the presentation last week."
5. Self-Feedback:
o Employees reflect on their own performance and identify areas for
improvement or areas of strength.
o Encourages self-awareness and continuous personal growth.
o Examples: An employee reviewing their own performance after a project and
noting what could be improved.

Communication in the Workplace

Effective communication is crucial for employee engagement, collaboration, and

organizational success. Here are the different types of communication in the workplace:

Types of Communication:

1. Verbal Communication:
o Involves spoken words and can be in the form of face-to-face conversations,
phone calls, or video conferences.
o Direct communication that allows for immediate feedback and interaction.
o Examples: Team meetings, one-on-one discussions, or presentations.
2. Written Communication:
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 o Involves sharing information in written form, such as emails, reports, memos,
or internal messages.
o Useful for documentation and conveying formal information.
o Examples: Emails, company newsletters, and internal announcements.
3. Non-Verbal Communication:
o Refers to the transmission of information through body language, facial
expressions, gestures, and posture.
o Plays an important role in enhancing or contradicting verbal communication.
o Examples: Nodding in agreement, maintaining eye contact, or crossing arms
during a conversation.
4. Visual Communication:
o Uses images, charts, graphs, videos, and other visual aids to convey messages.
o Helps in simplifying complex information and engaging audiences effectively.
o Examples: Presentations, infographics, or design mockups.
5. Formal Communication:
o Follows official channels and protocols, often used in professional settings.
o Generally documented and follows a structured format.
o Examples: Official emails, company-wide announcements, or board meetings.
6. Informal Communication:
o Casual, spontaneous communication that occurs outside formal structures.
o Often helps build relationships and fosters collaboration in a less rigid
environment.
o Examples: Water cooler chats, quick discussions in the break room, or
informal team lunches.

EMPLOYEE ENGAGEMENT AND PARTICIPATION

Employee Engagement and Participation are crucial elements in creating a productive,
positive, and innovative workplace. These practices focus on fostering an environment where
employees feel valued, motivated, and involved in the decision-making processes of the
organization. When employees are engaged and participate actively, they are more likely to
be committed, perform at higher levels, and contribute to the overall success of the
organization.

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Employee Engagement

Employee engagement refers to the emotional commitment and involvement an employee

has towards their organization. Engaged employees are motivated to go above and beyond
their basic job requirements because they feel a personal connection to their work and the
company’s goals. They are more likely to be productive, innovative, and loyal to the
organization.

KEY ASPECTS OF EMPLOYEE ENGAGEMENT:

1. Motivation and Job Satisfaction:

o Engaged employees are motivated to perform well and take pride in their
work. They find fulfillment in their tasks, which leads to higher levels of job
satisfaction. When employees are satisfied with their roles, they are more
likely to stay with the organization, reducing turnover rates.
2. Commitment to Organizational Goals:
o Employees who are engaged understand how their work contributes to the
overall success of the organization. They feel a sense of ownership and
responsibility for the organization’s mission and objectives. This commitment
fosters loyalty, and engaged employees often take on leadership roles in
driving organizational change.
3. Clear Communication:
o One of the key drivers of engagement is clear and transparent communication
between employees and leadership. When employees understand the
company’s goals, challenges, and values, they are better equipped to align
their work with the organization’s priorities. Transparent communication also
builds trust and helps employees feel informed and valued.
4. Recognition and Feedback:
o Regular recognition and constructive feedback are critical to keeping
employees engaged. Recognition reinforces positive behaviors, while
feedback helps employees grow and improve their performance. When
employees receive acknowledgment for their hard work, they feel valued and
appreciated, which strengthens their commitment to the organization.
5. Career Development Opportunities:

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 o Employee engagement is closely tied to the opportunities for growth and
advancement within an organization. When employees see a path for career
progression and development, they are more likely to remain engaged and
invested in their work. Providing training, mentorship, and opportunities to
learn new skills keeps employees motivated and focused on their long-term
goals.
6. Work-Life Balance:
o A good work-life balance is essential for maintaining employee engagement.
When employees are able to balance their personal and professional lives
effectively, they are less stressed and more productive. Offering flexible work
schedules or remote work options can help employees achieve this balance,
increasing their overall engagement and satisfaction.

EMPLOYEE PARTICIPATION

Employee participation involves employees having a role in the decision-making processes

and actively contributing to the management and direction of the organization. This can range
from participating in team meetings to being involved in setting organizational policies or
shaping strategic decisions. Participation empowers employees, making them feel valued and
important to the organization’s success.

KEY ASPECTS OF EMPLOYEE PARTICIPATION:

1. Decision-Making Involvement:
o Employee participation is most effective when employees are involved in the
decision-making processes that affect their roles and the organization as a
whole. This may include providing feedback on policies, helping to shape
workplace procedures, or participating in decisions about product
development or service delivery. When employees contribute to decisions,
they feel more invested in the outcomes and are more likely to support
changes that align with their input.
2. Team Collaboration and Input:
o Encouraging employees to work in teams and collaborate allows for more
inclusive participation. Team-based decision-making encourages diverse
viewpoints, problem-solving, and idea generation. Employees in collaborative
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 environments feel more engaged because they see that their input is valued
and contributes to the team’s success.

3. Open Communication Channels:

o For employee participation to be meaningful, there must be open
communication channels where employees can voice their opinions, concerns,
and suggestions. Providing avenues such as town hall meetings, suggestion
boxes, and open-door policies allows employees to share ideas and feedback
freely. This transparency fosters trust and makes employees feel like their
voices are heard.
4. Employee Ownership of Projects:
o Giving employees ownership of specific projects or tasks can foster a sense of
participation and pride. When employees have a direct impact on the success
of a project, they feel accountable and motivated to ensure it succeeds.
Allowing employees to take the lead on projects can increase their
engagement and satisfaction, as they feel empowered to make decisions and
contribute creatively.
5. Employee Involvement in Organizational Changes:
o Involving employees in major organizational changes, such as restructuring or
strategic shifts, is essential for successful transitions. Employees who are
included in these changes feel more secure and valued, and their participation
can lead to smoother implementation of new policies. It also allows employees
to offer insights into how changes will affect their work, making the process
more effective and beneficial for all.
6. Recognition of Participation:
o Employees who participate in decision-making should be recognized for their
contributions. This could be through formal recognition programs, incentives,
or simply acknowledging their input in team meetings. Recognizing
employees for their participation reinforces the idea that their involvement is
meaningful and appreciated, which encourages continued engagement.

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BENEFITS OF EMPLOYEE ENGAGEMENT AND PARTICIPATION

1. Increased Productivity: Engaged and participative employees tend to be more

productive because they are motivated to do their best work and take ownership of
their tasks. They feel responsible for their performance, which leads to higher
efficiency and better results for the organization.
2. Higher Retention Rates: Organizations that focus on employee engagement and
participation often experience lower turnover rates. Engaged employees are more
likely to stay with the company because they feel valued and have a sense of
ownership over their work and the organization’s success.
3. Improved Innovation and Creativity: When employees are encouraged to
participate and share their ideas, it leads to greater creativity and innovation. Engaged
employees are more likely to suggest new ideas or solutions that can improve
processes, products, or services, leading to a competitive advantage for the
organization.
4. Better Employee Morale and Job Satisfaction: Employee engagement and
participation help create a positive work environment where employees feel
appreciated and part of something meaningful. This boosts morale, increases job
satisfaction, and leads to a more harmonious workplace culture.
5. Stronger Organizational Culture: Employee engagement and participation
contribute to a stronger organizational culture where trust, collaboration, and shared
goals are prioritized. This culture fosters mutual respect between management and
employees and helps build a sense of community within the workplace.
6. Higher Quality of Work: When employees are engaged and involved in decision-
making, they are more likely to deliver high-quality work because they care about the
outcomes. Their emotional investment in the work they do drives them to perform at a
higher level.

17
IMPACT OF EMPLOYEE WELFARE ON ORGANIZATIONAL
PERFORMANCE

Employee welfare refers to the various programs, policies, and benefits provided by an
organization to improve the well-being and quality of life of its employees. These welfare
measures can include health and safety programs, financial benefits, work-life balance
initiatives, career development opportunities, and overall support systems that cater to the
physical, mental, and emotional needs of employees. When an organization prioritizes
employee welfare, it can have a significant positive impact on its overall performance. Here
are the key ways in which employee welfare influences organizational performance:

 Increased Employee Productivity

When employees feel that their well-being is being cared for, they tend to be more
motivated and productive in their roles. Welfare measures, such as health and
wellness programs, flexible work arrangements, and ergonomic workplace conditions,
allow employees to focus better on their work without distractions caused by stress,
illness, or personal concerns. For example, employees with access to healthcare
benefits are more likely to recover quickly from illness and miss fewer workdays. As
a result, organizations can expect higher levels of productivity, greater efficiency, and
better quality of output.
 Reduced Absenteeism
One of the most significant benefits of employee welfare programs is the reduction in
absenteeism. Employees who are provided with adequate health benefits, work-life
balance options, and stress management programs are less likely to take sick leave or
time off due to personal issues. Additionally, programs like mental health support and
counseling services help employees manage stress and other mental health challenges,
which can directly reduce unplanned absenteeism. Organizations that focus on
employee welfare tend to see fewer disruptions in their operations, leading to
consistent productivity and fewer delays.

18
 Improved Employee Engagement and Job Satisfaction
Employee welfare initiatives have a direct impact on job satisfaction. When
employees feel valued and supported through various welfare measures, they are more
likely to be engaged with their work. Engaged employees are emotionally committed
to their roles and the organization, which translates into higher levels of motivation,
loyalty, and performance. Moreover, employees who have access to career
development programs, skill-building workshops, and recognition opportunities are
more satisfied with their roles and more likely to remain with the company long-term.
This leads to higher employee retention and reduced turnover costs.
 Higher Retention Rates and Reduced Turnover Costs
Employee welfare programs contribute to higher employee retention by fostering a
positive work environment and enhancing job satisfaction. When employees are
offered competitive salaries, benefits, work-life balance, and opportunities for growth,
they are more likely to stay with the organization. Reduced turnover not only saves
costs associated with recruitment, hiring, and training new employees but also ensures
continuity in operations. Employees who stay longer in an organization accumulate
valuable experience and institutional knowledge, which benefits the organization in
the long term.
 Attraction of Top Talent
Organizations that offer comprehensive welfare programs are more likely to attract
top talent. In today’s competitive job market, employees seek employers who care
about their well-being and offer more than just a paycheck. Attractive employee
welfare packages, including health benefits, retirement plans, flexible working hours,
and opportunities for personal development, can make an organization stand out to
potential candidates. By investing in employee welfare, companies position
themselves as employers of choice, helping them secure highly skilled and motivated
talent.

19
 Fostering a Positive Organizational Culture
Employee welfare initiatives help foster a positive organizational culture where
employees feel supported, valued, and respected. When employees see that the
organization is investing in their welfare, they are more likely to exhibit loyalty,
teamwork, and a sense of belonging within the company. A strong organizational
culture leads to improved collaboration, innovation, and communication, which in
turn enhances overall performance. A positive work environment contributes to
employee morale, making employees more motivated to work towards the
organization's success.

 Reduction in Workplace Conflicts

A well-structured employee welfare program that includes conflict resolution
services, diversity and inclusion initiatives, and employee support services can
significantly reduce workplace conflicts. When employees feel that they have access
to resources that support their well-being, they are less likely to engage in negative
behaviors or conflicts with colleagues. Furthermore, the emphasis on mental health
care and counseling services can address underlying issues such as stress, burnout,
and interpersonal tensions, leading to a more harmonious work environment.
 Enhanced Innovation and Creativity
When employees feel secure and supported by welfare programs, they are more likely
to be innovative and creative in their work. A good welfare program allows
employees to focus on their work without being distracted by personal concerns,
leading to higher levels of creativity and problem-solving. By offering development
opportunities, organizations encourage employees to think outside the box and
contribute new ideas, which can drive innovation and business growth. Companies
that support the welfare of their employees create an environment where creativity
thrives, leading to new solutions, products, and services that can provide a
competitive edge.

20
 Improved Customer Satisfaction and Loyalty
Happy, healthy, and motivated employees are more likely to provide better service to
customers. When employees are engaged and satisfied with their work environment,
they interact with customers in a more positive and enthusiastic manner. Excellent
employee welfare programs can improve the overall customer experience by fostering
an environment where employees are motivated to go the extra mile to meet customer
needs. As a result, customers are more likely to be satisfied, leading to increased
customer loyalty, repeat business, and a stronger reputation for the organization.
 Compliance with Legal and Ethical Standards
Investing in employee welfare also ensures that organizations comply with labor laws
and ethical standards. By offering benefits like healthcare, retirement plans, and
ensuring proper working conditions, companies reduce the risk of legal issues,
including labor disputes, lawsuits, or fines. A commitment to employee welfare shows
that an organization values its employees' rights and well-being, which strengthens its
reputation as a responsible corporate entity. Adhering to legal and ethical standards
not only avoids legal consequences but also builds trust with both employees and
customers.

21
1.2 OBJECTIVES OF THE STUDY
 To study and analyses the concept of employee welfare measures in Aamaxx
 To study the level of satisfaction of various employee welfare measures with special
reference to social security in Aamaxx Jobs.
 To study the employee welfare measures with respect to work environment factor,
convenience factor, work health factor, women and child welfare factor, workers’
education factor, and outside welfare factor at Aamaxx Jobs.
 To suggest suitable recommendations to improve employee welfare measures in
Aamaxx Jobs

22
1.3NEED OF THE STUDY

The need for this study on employee welfare measures at Aamaxx Jobs is crucial for

assessing the effectiveness of current welfare programs in meeting employee needs and

enhancing job satisfaction, productivity, and retention. Employee welfare plays a key role in

creating a positive work environment, reducing turnover, and fostering motivation. By

evaluating areas such as social security, health and safety, work environment, education, and

support for women and children, this study will help identify gaps and areas for

improvement. The insights gained will allow Aamaxx Jobs to refine its welfare measures,

ensuring they align with employee expectations, promote well-being, and ultimately

contribute to the company’s long-term success and growth.

23
1.4 SCOPE OF THE STUDY

The scope of the data for this study on employee welfare measures at Aamaxx Jobs will

include a comprehensive examination of various welfare initiatives implemented within the

organization. The data will focus on key areas such as social security, work environment,

health and safety measures, convenience factors, education and training programs, and

support for women and children. It will involve collecting both qualitative and quantitative

data from employees across different departments to assess their satisfaction, awareness, and

engagement with the welfare measures in place. The data will also explore factors influencing

employee motivation, job satisfaction, and overall well-being. This study will be limited to

employees working at Aamaxx Jobs and will not extend to other organizations, providing a

focused analysis of welfare practices within the company itself.

24
1.5 LIMITATIONS OF THE STUDY
 This study is limited for a certain period of time.

 The data depends totally on the respondent’s view, which may be biased.

 In this study the sample size is 100.

25
 CHAPTER - II
REVIEW OF LITERATURE

26
1.Title: Employee Welfare Measures and Their Impact on Job Satisfaction: A
Study of Indian Manufacturing Companies

Author(s): S. Sharma, A. Verma

Year: 2015
Journal Name: Journal of Human Resource Management

Abstract:
This study examines the relationship between employee welfare measures and job
satisfaction in Indian manufacturing companies. It investigates how various welfare
programs, such as health benefits, work-life balance initiatives, and social security, influence
employees' attitudes toward their jobs. The study finds that comprehensive welfare measures
significantly improve job satisfaction, leading to higher productivity and reduced turnover
rates. It emphasizes the need for organizations to invest in employee welfare to foster a
motivated and engaged workforce. The study further suggests that organizations should
regularly evaluate and update their welfare measures to align with employees' evolving
needs.

2. Title: The Role of Employee Welfare Measures in Enhancing

Organizational Performance

Author(s): M. R. Gupta, K. Mehta

Year: 2016
Journal Name: International Journal of Business and Management

Abstract:
This paper explores the impact of employee welfare measures on organizational performance.
The study highlights various welfare programs, including health insurance, pensions, and
educational support, and examines how they influence employee productivity, commitment,
and retention. The findings suggest that a well-structured welfare program not only boosts
morale but also enhances overall organizational performance by creating a work environment
that attracts and retains talented employees. The paper concludes by recommending that
businesses regularly assess employee welfare programs to ensure they align with the
workforce's needs and enhance overall corporate performance.

27
3. Title: The Influence of Employee Welfare Measures on Employee Retention
in the Service Industry

Author(s): N. S. Kumar, R. Patel

Year: 2017
Journal Name: Asian Journal of Management Studies

Abstract:
The study investigates the role of employee welfare measures in improving retention rates in
the service industry. It explores various welfare programs, including flexible working hours,
health insurance, and child care facilities, to determine their effectiveness in retaining
employees. The results indicate that welfare measures are directly linked to employee loyalty
and retention, with employees in organizations offering better welfare benefits demonstrating
higher levels of satisfaction and commitment. The study recommends that service industry
employers focus on designing comprehensive welfare packages to reduce turnover and foster
long-term employee retention.

4. Title: Work-Life Balance and Employee Welfare: A Comparative Study of

IT and Manufacturing Sectors

Author(s): A. S. Rao, V. B. Choudhary

Year: 2018
Journal Name: Journal of Industrial Relations

Abstract:
This paper compares the work-life balance policies and employee welfare measures between
the IT and manufacturing sectors. The study shows that work-life balance initiatives, such as
flexible work hours and remote work options, significantly contribute to employee well-being
in the IT sector. On the other hand, welfare programs in the manufacturing sector are more
focused on health and safety measures. The findings suggest that both sectors benefit from
tailored welfare programs but that the nature of the industry requires different approaches to
employee welfare. The study calls for sector-specific welfare strategies to optimize employee
satisfaction and productivity.

28
5. Title: The Impact of Employee Welfare Programs on Organizational
Culture

Author(s): S. K. Reddy, T. Joshi

Year: 2019
Journal Name: Journal of Business Ethics

Abstract:
This research investigates how employee welfare programs shape organizational culture and
employee behavior. The study finds that comprehensive welfare measures such as wellness
programs, career development opportunities, and family support systems contribute to a
positive organizational culture, where employees feel valued and motivated. It also reveals
that when employees perceive their organization as caring and supportive, they are more
likely to demonstrate positive behavior and organizational commitment. The study concludes
that integrating welfare programs into the company’s culture can significantly enhance
organizational success by fostering loyalty and high morale.

6. Title: Employee Welfare Measures and Their Relationship with Job

Satisfaction and Productivity in the Hospitality Industry

Author(s): L. H. Singh, P. K. Sharma

Year: 2020
Journal Name: International Journal of Hospitality Management

Abstract:
This study explores the relationship between employee welfare measures and job satisfaction
and productivity in the hospitality industry. It examines key welfare programs like health
insurance, job security, training, and social support systems. The research concludes that
effective welfare measures are positively correlated with increased employee satisfaction,

29
which in turn enhances productivity in the hospitality sector. Furthermore, the study
emphasizes the importance of tailored welfare strategies to meet the specific needs of
employees in this high-demand industry. The findings underscore the role of welfare
programs in retaining skilled employees and reducing turnover in hospitality organizations.

7. Title: Exploring the Role of Employee Welfare in Enhancing

Organizational Commitment and Engagement

Author(s): R. K. Aggarwal, A. G. Das

Year: 2021
Journal Name: Journal of Organizational Behavior

Abstract:
This study investigates the role of employee welfare programs in enhancing organizational
commitment and employee engagement. It examines various welfare measures such as
financial security programs, health benefits, career development initiatives, and social
security. The results show that welfare measures significantly enhance employee
engagement, which, in turn, strengthens organizational commitment. Employees who
perceive the welfare measures as fair and comprehensive are more likely to demonstrate
higher levels of dedication and enthusiasm in their roles. The paper concludes that
organizations should invest in long-term welfare strategies to promote a committed and
engaged workforce.

8. Title: Employee Welfare and Its Effect on Work-Life Balance and Job
Stress

Author(s): M. P. Singh, S. L. Kumar

Year: 2022
Journal Name: Journal of Workplace Health and Safety

Abstract:
This study examines how employee welfare measures, particularly work-life balance
initiatives and stress management programs, influence job stress levels and overall work-life
balance. The research finds that organizations that offer comprehensive welfare measures,
including flexible work arrangements, wellness programs, and stress management initiatives,

30
contribute to better work-life balance and reduced job stress among employees. The study
suggests that these measures not only enhance employee well-being but also improve job
satisfaction and performance. The paper highlights the need for businesses to incorporate
effective stress-relief mechanisms and work-life balance strategies into their welfare
programs.

9. Title: The Role of Employee Welfare Programs in Enhancing Employee

Motivation in the Public Sector

Author(s): P. D. Mehra, R. C. Sharma

Year: 2023
Journal Name: Public Administration Review

Abstract:
This paper explores the impact of employee welfare programs on motivation in the public
sector. The study investigates various welfare measures such as health insurance, retirement
plans, and family support benefits, and their role in motivating public sector employees. The
findings suggest that comprehensive welfare programs contribute significantly to higher
motivation and job satisfaction, particularly when employees perceive the benefits as
equitable and valuable. The research highlights that, for motivation to be maximized, welfare
programs should be tailored to the needs of the public sector workforce and regularly updated
to ensure they remain relevant and effective.

10. Title: A Study on Employee Welfare Measures and Their Impact on

Employee Engagement in Multinational Corporations

Author(s): A. S. Prakash, N. M. Thomas

Year: 2024
Journal Name: Journal of Global Human Resource Management

Abstract:
This study investigates how employee welfare measures influence employee engagement in
multinational corporations (MNCs). It focuses on various welfare programs such as
healthcare, performance bonuses, career development, and work-life balance initiatives. The
research shows that MNCs that provide comprehensive welfare benefits see higher levels of
employee engagement, which is linked to increased productivity and reduced turnover. The
study highlights the importance of adopting global best practices in welfare measures while
also customizing them to meet the cultural and regional needs of employees. The findings
emphasize the strategic value of employee welfare in maintaining high levels of engagement
and organizational performance in multinational settings.

31
 CHAPTER – III
RESEARCH METHODOLOGY

32
 The research methodology for this study on employee welfare measures at Aamaxx Jobs

will follow a systematic approach to collect, analyze, and interpret data regarding the

effectiveness of current welfare programs. The methodology will be structured as follows:

Research Design:

The study will adopt a descriptive research design to describe the current status

of employee welfare measures and assess employees' satisfaction with these

measures. It will focus on understanding the perceptions, attitudes, and

experiences of employees at Aamaxx Jobs regarding welfare programs.

Sampling Technique:

The study will use a simple random sampling technique to select employees

from various departments of Aamaxx Jobs.

Sample Size:

A sample size of 100 employees will be chosen to ensure a diverse representation

of opinions from different work levels, including both male and female

employees.

The sampling design for the study will be simple random sampling technique

SOURCES OF DATA

33
  Primary Data: The primary data will be collected through structured

questionnaires and interviews. The questionnaires will include both closed and

open-ended questions, covering aspects such as social security, health, safety,

work environment, and education. Interviews conducted with key stakeholders,

including HR managers and employees, to gather in-depth insights into welfare

practices.

 Secondary Data: Secondary data gathered from existing reports, company

records, HR documents, and literature on employee welfare measures to provide

contextual information and compare Aamaxx Jobs' practices with industry

standards.

1.6TOOLS AND TECHNIQUES USED FOR ANALYSIS:

 Percentage Analysis and

 Correlation

34
 CHAPTER – IV
INDUSTRY PROFILE
&
COMPANY PROFILE

35
 CHAPTER – V
DATA ANALYSIS
AND
INTERPRETATION

36
1. How would you rate your overall satisfaction with the employee welfare measures in
the organization?

Table 4.1: Satisfaction with Employee Welfare Measures

Options No. of Respondents Percentage (%)

Very 30 30%
satisfied
Satisfied 40 40%
Neutral 20 20%
Unsatisfied 10 10%

Satisfaction with Employee Welfare Measures

10%

30%
20%

40%

Very satisfied Satisfied Neutral Unsatisfied

Figure 4.1: Satisfaction with Employee Welfare Measures

INTERPRETATION:

From Table 4.1: Satisfaction with Employee Welfare Measures, it can be observed that a
majority of employees are satisfied with the welfare measures in the organization.
Specifically, 40% of respondents are "satisfied," and 30% are "very satisfied," indicating a
generally positive view. However, 20% of employees expressed a "neutral" stance,
suggesting that they do not have a strong opinion either way. Only 10% of the respondents

37
are "unsatisfied," reflecting a smaller portion of employees with concerns regarding the
welfare measures. In summary, the data indicates a high level of satisfaction overall, but there
is still a segment of employees who feel neutral or dissatisfied, pointing to potential areas for
improvement.

2. Which of the following welfare benefits do you find most valuable in the
organization?

Table 4.2: Most Valuable Welfare Benefits

Options No. of Respondents Percentage (%)

Health and wellness programs 35 35%
Social security benefits 25 25%
Work-life balance initiatives 30 30%
Educational support and 10 10%
development

Most Valuable Welfare Benefits

10%

35%

30%

25%

Health and wellness programs Social security benefits

Work-life balance initiatives Educational support and development

Figure 4.2: Most Valuable Welfare Benefits

INTERPRETATION:

From Table 4.2: Most Valuable Welfare Benefits, it can be seen that the most valued welfare
benefit in the organization is health and wellness programs, with 35% of respondents
selecting it as the most valuable. Following closely, work-life balance initiatives are regarded

38
as highly important by 30% of employees, indicating a strong preference for benefits that
support a balance between personal and professional life. Social security benefits were
chosen by 25% of respondents, highlighting their importance for long-term security and
financial well-being. Lastly, educational support and development was considered the most
valuable by 10% of the employees, suggesting that fewer employees prioritize career
development programs over other welfare benefits. Overall, health and wellness programs are
seen as the most valuable, while educational support has the least priority.

3. Do you feel that the organization provides sufficient support for your social security
needs?

Table 4.3: Social Security Support Satisfaction

Options No. of Respondents Percentage (%)

Yes, very sufficient 20 20%
Yes, somewhat 40 40%
sufficient
No, not sufficient 30 30%
I am not sure 10 10%

Social Security Support Satisfaction

10%
20%

30%

40%

Yes, very sufficient Yes, somewhat sufficient

No, not sufficient I am not sure

Figure 4.3: Social Security Support Satisfaction

INTERPRETATION:

From Table 4.3: Social Security Support Satisfaction, it can be observed that 40% of
respondents feel that the organization provides somewhat sufficient support for their social
security needs, indicating a moderate level of satisfaction. A smaller portion, 20%, believes

39
the support provided is very sufficient, reflecting a more positive view of the organization's
social security benefits. However, 30% of employees feel that the support is not sufficient,
suggesting that a significant number of individuals may have concerns or unmet needs
regarding social security provisions. Lastly, 10% of respondents are unsure about the
sufficiency of the support, indicating a lack of awareness or clarity on the matter. Overall,
while most employees feel the social security support is adequate to some degree, there is still
a notable portion expressing dissatisfaction.

4. How satisfied are you with the work environment in the organization?

Table 4.4: Satisfaction with Work Environment

Options No. of Respondents Percentage (%)

Very satisfied 25 25%
Satisfied 45 45%
Neutral 20 20%
Unsatisfied 10 10%

Satisfaction with Work Environment

10%
25%

20%

45%

Very satisfied Satisfied Neutral Unsatisfied

Figure 4.4: Satisfaction with Work Environment

INTERPRETATION:

From Table 4.4: Satisfaction with Work Environment, it is clear that a majority of employees
are satisfied with the work environment in the organization. 45% of respondents are
"satisfied," while 25% are "very satisfied," indicating a generally positive perception of the
workplace conditions. However, 20% of employees reported feeling "neutral," suggesting

40
that while they do not have strong opinions either way, they are neither highly satisfied nor
dissatisfied. A smaller group, 10%, expressed being "unsatisfied," highlighting that a small
portion of the workforce is not fully content with the work environment. Overall, the data
reflects a high level of satisfaction, though there is room for improvement, particularly for the
30% of employees who feel neutral or unsatisfied.

5. Which aspect of the work environment in the organization would you like to see
improved?

Table 4.5: Aspect of Work Environment to Improve

Options No. of Percentage

Respondents (%)
Cleanliness and hygiene 15 15%
Safety and security measures 30 30%
Access to ergonomic tools and equipment 40 40%
Communication between management and 15 15%
employees

Aspect of Work Environment to Improve

Cleanliness and hygiene

15% 15%
Safety and security
measures

Access to ergonomic tools

30% and equipment
40%
Communication between
management and em-
ployees

Figure 4.5: Aspect of Work Environment to Improve

INTERPRETATION:

From Table 4.5: Aspect of Work Environment to Improve, it is evident that the majority of
employees feel that access to ergonomic tools and equipment needs the most improvement,
with 40% of respondents highlighting this as a key area. This is followed by safety and
41
security measures, which 30% of employees believe should be enhanced. Both cleanliness
and hygiene and communication between management and employees were identified by
15% of respondents each as aspects that require improvement. While cleanliness and
communication are important, they are not as high a priority compared to ergonomic and
safety concerns. In conclusion, the data suggests that focusing on improving ergonomics and
safety measures would address the main areas of concern for the employees regarding the
work environment.

6. How satisfied are you with the convenience factors (e.g., transportation allowances,
work location, etc.) provided by the organization?

Table 4.6: Satisfaction with Convenience Factors

Options No. of Respondents Percentage (%)

Very satisfied 20 20%
Satisfied 50 50%
Neutral 20 20%
Unsatisfied 10 10%

Satisfaction with Convenience Factors

10%
20%

20%

50%

Very satisfied Satisfied Neutral Unsatisfied

Figure 4.6: Satisfaction with Convenience Factor

INTERPRETATION :

From Table 4.6: Satisfaction with Convenience Factors, it is clear that a majority of
employees are satisfied with the convenience factors provided by the organization. 50% of
respondents expressed being "satisfied," while 20% are "very satisfied," indicating that half

42
of the workforce has a positive view of the convenience benefits. However, 20% of
employees reported being "neutral," suggesting that they neither feel strongly satisfied nor
dissatisfied with the available convenience factors. A small group of 10% expressed being
"unsatisfied," indicating that a few employees are not fully content with the transportation
allowances, work location, or other related benefits. Overall, the data shows a high level of
satisfaction with convenience factors, but there is still a segment of employees who feel
neutral or unsatisfied, highlighting areas for potential improvement.

7. Do you feel that your health and well-being are supported by the organization’s
welfare programs?

Table 4.7: Support for Health and Well-Being

Options No. of Respondents Percentage (%)

Yes, completely supported 30 30%
Somewhat supported 40 40%
No, not supported 20 20%
I am not aware of it 10 10%

Support for Health and Well-Being

10% Yes, completely
supported
30%
20% Somewhat supported

No, not supported

I am not aware of it
40%

Figure 4.7: Support for Health and Well-Being

INTERPRETATION:

From Table 4.7: Support for Health and Well-Being, it can be observed that 40% of
respondents feel somewhat supported in terms of their health and well-being through the
organization’s welfare programs. Additionally, 30% of employees feel completely supported,

43
indicating a strong positive response toward the health-related benefits provided. However,
20% of respondents expressed that they feel not supported in this regard, suggesting that a
significant portion of the workforce may not perceive the available programs as adequate for
their health and well-being needs. Finally, 10% of employees are unaware of the support
offered, indicating a gap in communication or understanding of the welfare programs.
Overall, while many employees feel supported, there is room for improvement in both
communication and the extent of health and well-being initiatives.

8. How would you rate the work-life balance initiatives in the organization (e.g., flexible
work hours, remote working options)?

Table 4.8: Work-Life Balance Initiatives Rating

Options No. of Respondents Percentage (%)

Excellent 15 15%
Good 50 50%
Average 25 25%
Poor 10 10%

Work-Life Balance Initiatives Rating

10%
15%

25%

50%

Excellent Good Average Poor

Figure 4.8: Work-Life Balance Initiatives Rating

INTERPRETATION:

From Table 4.8: Work-Life Balance Initiatives Rating, it is clear that most employees have a
positive view of the work-life balance initiatives provided by the organization. 50% of
respondents rated the initiatives as "good," indicating a generally favorable opinion.

44
Additionally, 15% of employees considered the work-life balance initiatives to be
"excellent," reflecting a smaller but still significant portion of the workforce who are highly
satisfied. However, 25% of employees rated the initiatives as "average," suggesting that some
employees feel there is room for improvement in balancing work and personal life. A smaller
group, 10%, rated the initiatives as "poor," indicating dissatisfaction with the current
offerings. Overall, the data suggests that while the majority of employees appreciate the
work-life balance programs, there is still a need for enhancement to meet the expectations of
all employees.

9. Does the organization provide sufficient support for women and children’s welfare
(e.g., maternity leave, childcare services)?

Table 4.9: Support for Women and Children’s Welfare

Options No. of Respondents Percentage (%)

Yes, sufficient support 25 25%
Somewhat sufficient support 35 35%
No, not sufficient support 20 20%
I’m not aware of such 20 20%
support

Support for Women and Children’s Welfare

20%
25%

20%

35%

Yes, sufficient support Somewhat sufficient support

No, not sufficient support I’m not aware of such support

Figure 4.9: Support for Women and Children’s Welfare

INTERPRETATAION:

From Table 4.9: Support for Women and Children’s Welfare, it can be seen that 35% of
respondents feel that the organization provides somewhat sufficient support for women and
45
children’s welfare, indicating a moderate level of satisfaction. Additionally, 25% of
employees believe the support is sufficient, reflecting a positive view on the available
maternity leave, childcare services, and related benefits. However, 20% of employees feel
that the support is not sufficient, suggesting that there is a segment of the workforce that
believes more could be done in this area. Another 20% of respondents are unaware of such
support, which indicates a communication gap or lack of visibility regarding these benefits.
Overall, while there is some level of satisfaction, the data suggests that improvements in both
support and awareness of women and children’s welfare programs could be beneficial.

10. How important is workers' education and training to you in the organization?

Table 4.10: Importance of Workers' Education and Training

Options No. of Respondents Percentage (%)

Very important 50 50%
Important 30 30%
Somewhat important 15 15%
Not at all important 5 5%

Importance of Workers' Education and

Training

5%

15%

50%

30%

Very important Important

Somewhat important Not at all important

Figure 4.10: Importance of Workers' Education and Training

INTERPRETATION:

From Table 4.10: Importance of Workers' Education and Training, it is clear that education
and training are highly valued by most employees in the organization. Half of the
respondents, 50%, consider it very important, indicating a strong desire for personal and

46
professional development opportunities. An additional 30% view it as important, suggesting
that the majority of employees recognize its value for career growth. A smaller proportion,
15%, consider it somewhat important, implying that while they acknowledge its benefits,
they may not prioritize it as highly. Only 5% of respondents feel that education and training
are not important at all, indicating that a very small portion of employees do not see its
relevance. Overall, the data suggests that education and training are critical factors for
employee engagement and development within the organization.

11. Do you think the organization provides enough opportunities for career
development through education and training programs?

Table 4.11: Opportunities for Career Development

Options No. of Percentage (%)

Respondents
Yes, plenty of opportunities 40 40%
Some opportunities 40 40%
Very few opportunities 15 15%
No opportunities 5 5%

Opportunities for Career Development

5%

15%

40%

40%

Yes, plenty of opportunities Some opportunities

Very few opportunities No opportunities

Figure 4.11: Opportunities for Career Development

INTERPRETATION:

From Table 4.11: Opportunities for Career Development, it is evident that 40% of employees
feel the organization provides plenty of career development opportunities, while another 40%
believe there are some opportunities available. This indicates a general satisfaction with the
47
programs offered. However, 15% of employees feel that career development opportunities
are limited, and 5% believe there are no opportunities at all. The data suggests that while
many employees are content with the current offerings, there is room for improvement to
ensure that more employees have access to sufficient career growth and training
opportunities. Enhancing these opportunities could further support employee development
and engagement.

12. What other external welfare benefits (e.g., community programs, leisure activities)
would you like the organization to offer?

Table 4.12: External Welfare Benefits

Options No. of Respondents Percentage (%)

More community support programs 25 25%
Leisure and recreational activities 30 30%
Travel and vacation benefits 35 35%
None of the above 10 10%

External Welfare Benefits

10%
25%

35%

30%

More community support programs Leisure and recreational activities

Travel and vacation benefits None of the above

Figure 4.12: External Welfare Benefits

INTERPRETATION:

From Table 4.12: External Welfare Benefits, it is clear that employees value additional
welfare benefits outside of the organization’s core offerings. 35% of respondents expressed a
desire for more travel and vacation benefits, indicating that many employees seek enhanced

48
time off or travel-related perks. 30% of employees would appreciate more leisure and
recreational activities, suggesting a need for activities that promote relaxation and team
bonding. Additionally, 25% of employees would like the organization to offer more
community support programs, reflecting an interest in contributing to social causes. Only
10% of respondents indicated that they do not wish for any additional external welfare
benefits. Overall, the data highlights a strong interest in travel, leisure, and community-
oriented benefits, pointing to areas where the organization could further invest in employee
well-being.

13. How satisfied are you with the overall social security benefits (e.g., health insurance,
retirement plans) in the organization?

Table 4.13: Satisfaction with Social Security Benefits

Options No. of Respondents Percentage (%)

Very satisfied 20 20%
Satisfied 40 40%
Neutral 30 30%
Unsatisfied 10 10%

Satisfaction with Social Security Benefits

10%
20%

30%

40%

Very satisfied Satisfied Neutral Unsatisfied

Figure 4.13: Satisfaction with Social Security Benefits

INTERPRETATION:

49
From Table 4.13: Satisfaction with Social Security Benefits, it can be observed that 40% of
respondents are satisfied with the social security benefits provided by the organization, such
as health insurance and retirement plans. Additionally, 20% of employees are very satisfied,
indicating a strong positive view of the benefits. However, 30% of employees are neutral,
suggesting they neither feel strongly satisfied nor dissatisfied with the benefits. A smaller
group, 10%, reported being unsatisfied, indicating that there is some dissatisfaction regarding
the current social security offerings. Overall, the data shows that while a majority of
employees are satisfied with the social security benefits, there is room for improvement to
ensure greater satisfaction among all employees.

14. How often do you feel informed about changes or updates to the employee welfare
measures in the organization?

Table 4.14: Frequency of Being Informed about Welfare Changes

Options No. of Percentage (%)

Respondents
Very frequently 10 10%
Occasionally 40 40%
Rarely 30 30%
Never 20 20%

Frequency of Being Informed about Welfare Changes

10%
20%

40%
30%

Very frequently Occasionally Rarely Never

Figure 4.14: Frequency of Being Informed about Welfare Changes

INTERPRETATION:

50
From Table 4.14: Frequency of Being Informed about Welfare Changes, it is clear that
communication about employee welfare measures varies across the organization. 40% of
respondents feel they are informed occasionally about changes, while 30% report being
informed rarely. 20% of employees feel they are never informed, indicating a significant gap
in communication regarding welfare updates. Only 10% of respondents feel they are very
frequently informed, suggesting that regular updates on welfare measures are not consistently
shared. This data highlights a need for the organization to improve communication channels
to ensure that all employees are well-informed about any changes or updates to the welfare
programs. Enhanced communication could help increase employee awareness and
satisfaction with the welfare measures.

15. Do you feel that the employee welfare measures in the organization are designed to
meet the diverse needs of employees?

Table 4.15: Welfare Measures Catering to Diverse Needs

Options No. of Respondents Percentage (%)

Yes, they cater to diverse needs 30 30%
To some extent, they do 40 40%
No, they do not 20 20%
I am unsure 10 10%

Welfare Measures Catering to Diverse Needs

10%

30%
20%

40%

Yes, they cater to diverse needs To some extent, they do

No, they do not I am unsure

Figure 4.15: Welfare Measures Catering to Diverse Needs

INTERPRETATION:

51
From Table 4.15: Welfare Measures Catering to Diverse Needs, it is clear that 40% of
respondents feel that the employee welfare measures in the organization to some extent cater
to diverse needs. Additionally, 30% believe that the welfare measures completely cater to
diverse needs, suggesting that these employees feel the programs are inclusive and well-
suited to various employee requirements. However, 20% of employees feel that the welfare
measures do not cater to diverse needs, indicating a gap in addressing the different needs of
the workforce. A smaller portion, 10%, is unsure about the extent to which the measures meet
diverse needs, possibly reflecting a lack of awareness or understanding. Overall, while a
significant portion of employees feels the welfare measures are somewhat effective, there is
room for improvement to ensure that all employee needs are fully addressed.

16. Do you think the organization provides enough opportunities for employees to
provide feedback on welfare programs?

Table 4.16: Opportunities for Feedback on Welfare Programs

Options No. of Respondents Percentage (%)

Yes, always 30 30%
Sometimes 40 40%
Rarely 20 20%
Never 10 10%

Opportunities for Feedback on Welfare Programs

10%

30%
20%

40%

Yes, always Sometimes Rarely Never

Figure 4.16: Opportunities for Feedback on Welfare Programs

INTERPRETATION:

52
From Table 4.16: Opportunities for Feedback on Welfare Programs, it is evident that 40% of
respondents feel that the organization provides feedback opportunities sometimes, indicating
that employees occasionally have a chance to voice their opinions. Additionally, 30% of
employees believe they have the opportunity to provide feedback always, suggesting that a
portion of the workforce feels regularly involved in giving input. However, 20% of
employees feel that they have the chance to give feedback rarely, and 10% feel they are never
given the opportunity. This data highlights that while many employees have the chance to
provide feedback, there is still room for improvement in ensuring that all employees have
consistent and regular opportunities to share their views on welfare programs.

17. How effective do you think the organization’s employee welfare measures are in
improving job satisfaction?

Table 4.17: Effectiveness of Welfare Measures in Job Satisfaction

Options No. of Respondents Percentage (%)

Very effective 25 25%
Somewhat 45 45%
effective
Not very effective 20 20%
Not effective at all 10 10%

Effectiveness of Welfare Measures in Job Satisfaction

10%

25%

20%

45%

Very effective Somewhat effective Not very effective Not effective at all

Table 4.17: Effectiveness of Welfare Measures in Job Satisfaction

INTERPRETATION:
53
From Table 4.17: Effectiveness of Welfare Measures in Job Satisfaction, it is clear that 45%
of respondents feel that the organization's employee welfare measures are somewhat effective
in improving job satisfaction. Additionally, 25% of employees believe the measures are very
effective, indicating a strong positive impact on their job satisfaction. However, 20% of
employees feel that the welfare measures are not very effective, and 10% believe they are not
effective at all. This data suggests that while a significant portion of employees sees value in
the welfare measures, there is room for improvement to ensure that these programs are more
impactful in enhancing job satisfaction across the entire workforce.

18. Do you believe that the organization’s employee welfare measures contribute to a
positive organizational culture?

Table 4.18: Contribution to Positive Organizational Culture

Options No. of Respondents Percentage (%)

Yes, they play a major role 40 40%
Yes, to some extent 40 40%
No, they have little impact 10 10%
No, they don’t contribute at 10 10%
all

Contribution to Positive Organizational Cul-

ture

10%

10%
40%

40%

Yes, they play a major role Yes, to some extent

No, they have little impact No, they don’t contribute at all

Figure 4.18: Contribution to Positive Organizational Culture

INTERPRETATION:

54
From Table 4.18: Contribution to Positive Organizational Culture, it can be observed that
40% of respondents believe that the organization’s employee welfare measures play a major
role in contributing to a positive organizational culture. An additional 40% feel that the
welfare measures contribute to some extent, indicating a moderate impact on the overall
culture. However, 10% of employees feel that the welfare measures have little impact, and
another 10% believe that they do not contribute at all to the organizational culture. This
suggests that while a majority of employees recognize the positive role of welfare measures
in shaping the organizational culture, there is still a portion of the workforce that feels these
measures do not significantly affect the work environment.

19. What additional welfare measures would you recommend for the organization to
improve employee satisfaction?

Table 4.19: Additional Welfare Measures Recommended

Options No. of Percentage

Respondents (%)
More health and wellness programs 30 30%
Better work-life balance initiatives 40 40%
More career development and training 20 20%
opportunities
More family-friendly benefits 10 10%

Additional Welfare Measures Recommended

10%
More health and wellness programs
30%
20% Better work-life balance initiatives

More career development and training

opportunities

More family-friendly benefits

40%

Figure 4.19: Additional Welfare Measures Recommended

INTERPRETATION:
55
From Table 4.19: Additional Welfare Measures Recommended, it is clear that 40% of
respondents recommend better work-life balance initiatives as an additional welfare measure
to improve employee satisfaction. Furthermore, 30% of employees suggest more health and
wellness programs to enhance overall well-being. 20% of employees advocate for more
career development and training opportunities, highlighting the importance of growth and
skill enhancement in the workplace. Lastly, 10% of respondents suggest more family-friendly
benefits to support employees’ personal lives. This data indicates that employees prioritize
work-life balance and health, while also expressing the desire for career development and
family support.

20. Would you suggest any changes to the current employee welfare measures in the
organization?

Table 4.20: Suggestions for Changes to Current Welfare Measures

Options No. of Respondents Percentage (%)

Yes, significant changes 20 20%
Yes, minor changes 40 40%
No changes needed 30 30%
I am unsure 10 10%

Suggestions for Changes to Current Welfare Measures

10%
20%

30%

40%

Yes, significant changes Yes, minor changes

No changes needed I am unsure

Figure 4.20: Suggestions for Changes to Current Welfare Measures

INTERPRETATION:
56
From Table 4.20: Suggestions for Changes to Current Welfare Measures, it is observed that
40% of respondents suggest minor changes to the current employee welfare measures,
indicating that they feel some adjustments are necessary, but not drastic ones. 20% of
employees believe that significant changes are required, reflecting a desire for more
substantial improvements in welfare programs. On the other hand, 30% of employees feel
that no changes are needed, suggesting satisfaction with the current measures. 10% of
respondents are unsure about whether changes are needed, possibly indicating uncertainty or
lack of awareness regarding the welfare measures. This data highlights differing opinions on
the need for changes, with a majority favoring minor adjustments.

CHAPTER – VI
FINDINGS
SUGGESTIONS
CONCLUSION

57
FINDINGS

 40% of employees are satisfied with the welfare measures, while 30% are very
satisfied. However, 20% feel neutral, and 10% are unsatisfied, suggesting room for
improvement.
 35% of employees consider health and wellness programs the most valuable welfare
benefit, followed by 30% valuing work-life balance initiatives and 25% choosing
social security benefits.
 45% of employees are satisfied with the work environment, and 25% are very
satisfied, though 20% feel neutral, and 10% are unsatisfied.
 40% of employees feel that access to ergonomic tools and equipment requires
improvement, followed by 30% focusing on safety and security measures, and 15%
on cleanliness and communication.
 50% of employees are satisfied with the convenience factors, while 20% are very
satisfied. However, 10% are unsatisfied, indicating areas for improvement in
convenience benefits.
 40% of employees feel somewhat supported in terms of health and well-being, and
30% feel completely supported, while 20% feel unsupported, and 10% are unaware of
the available support.
 50% of employees rate work-life balance initiatives as "good," with 15% rating them
"excellent." However, 25% find them average, and 10% are dissatisfied.

58
 35% of employees feel the organization provides somewhat sufficient support for
women and children’s welfare, while 25% find it sufficient, 20% feel it’s insufficient,
and 20% are unaware of the support.
 50% of employees consider workers' education and training very important, while
30% find it important, 15% somewhat important, and 5% find it not important.
 40% of employees believe the organization offers plenty of career development
opportunities, while 40% see some opportunities. 15% feel there are very few
opportunities, and 5% believe there are none.
 35% of employees want more travel and vacation benefits, while 30% desire more
leisure and recreational activities, and 25% seek more community support programs.
 40% of employees are satisfied with the social security benefits, and 20% are very
satisfied. However, 30% are neutral, and 10% are unsatisfied.
 40% of employees are occasionally informed about welfare changes, 30% are
informed rarely, 20% are never informed, and 10% are very frequently informed.
 40% of employees feel welfare measures somewhat cater to diverse needs, and 30%
believe they fully meet diverse needs, while 20% feel they do not, and 10% are
unsure.
 40% of employees have occasional opportunities to provide feedback on welfare
programs, and 30% have regular opportunities. However, 20% feel they rarely have a
chance to give feedback, and 10% feel they never do.
 45% of employees feel welfare measures are somewhat effective in improving job
satisfaction, while 25% find them very effective, 20% find them not very effective,
and 10% feel they are not effective at all.
 40% of employees believe welfare measures significantly contribute to a positive
organizational culture, and 40% think they contribute to some extent. However, 10%
believe the impact is minimal, and 10% feel they do not contribute at all.
 40% of employees recommend better work-life balance initiatives, and 30% suggest
more health and wellness programs. 20% want more career development and training
opportunities, and 10% seek more family-friendly benefits.
 40% of employees suggest minor changes to current welfare measures, while 20%
advocate for significant changes. 30% feel no changes are needed, and 10% are
unsure.

59
SUGGESTIONS

 The organization should improve communication channels to regularly inform

employees about changes to welfare measures, ensuring transparency and awareness.
 Investing in comprehensive health and wellness programs, such as gym memberships
and mental health support, would enhance employee well-being.
 Offering more flexible work hours and remote work options would improve work-life
balance and better meet employees' personal needs.
 Prioritizing ergonomic equipment and improving safety measures would contribute to
a more comfortable and secure work environment.
 The organization should enhance career development opportunities, offering
professional growth programs like training, mentorship, and workshops.
 Expanding family-friendly benefits, such as paid parental leave and childcare support,
would help employees balance work and family life effectively.

60
CONCLUSION

In conclusion, most employees are satisfied with the welfare measures provided by the
organization, but there are a few areas that need improvement. Communication about welfare
updates should be more frequent so that all employees stay informed. Many employees also
feel that better work-life balance programs and stronger health and wellness support would
improve their overall well-being. Additionally, offering more career development and
training opportunities is important for employee growth. Some employees also raised
concerns about safety and ergonomics in the work environment. By focusing on these areas,
such as improving communication, work-life balance, career growth, and safety, the
organization can make employees feel more supported and valued. This will help improve job
satisfaction and create a more positive and productive workplace for everyone.

61
BIBLIOGRAPHY

62
BIBLIOGRAPHY

1. Armstrong M (2006), “A Handbook of Human Resource Management Practice (10th

Edition)”, London, UK, pp. 845-857.

2. Aswath Appa K (2002), “Human Resource and Personnel Management”, Tata

McGraw Hill, pp. 325.

3. Aguilar (2016), “Importance of Employee Welfare and Performance: The Case of the

UASU at Egerton University, Kenya”, European Journal of Business and

Management, vol.6, issue No.7.

4. Bharti and Kumar (2013), “A Study on Labor Welfare Measures”, International

Journal of Management, Technology and Engineering, vol.8, issue 3.

5. Chaudhary Asiya, Iqbal Roohi (2011), “An Empirical Study on Effect of Welfare

Measures on Employees' Satisfaction in Indian Railways”, International Journal of

Research in Commerce and Management, vol.2, issue 9.

63
 6. Harshani and Welmilla (2017), “Effect of Employee Welfare Facilities on Employee

Retention: A Study of Cabin Crew Employees in Sri Lankan Airlines”, Kelaniya

Journal of Human Resource Management, vol.12, issue 2.

7. Kumar and Yadav (2002), “Provision of Welfare Under Factories Acts and Its Impact

on Employee Satisfaction”, Journal of Business Management & Social Sciences

Research, vol.4, issue 2.

8. Lakshmi, Ramya (2016), “A Study on Employee Welfare Facilities and Its Impact on

Employee Satisfaction at Hotel Industry with Special Reference to Mysuru”,

International Journal of Engineering Science and Computing, vol. 6, issue 4.

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64
ANNEXURE

65
1. How would you rate your overall satisfaction with the employee welfare measures in
the organization?
a) Very satisfied b) Satisfied c) Neutral d) Unsatisfied
2. Which of the following welfare benefits do you find most valuable in the
organization?
a) Health and wellness programs b) Social security benefits
c) Work-life balance initiatives d) Educational support and development
3. Do you feel that the organization provides sufficient support for your social security
needs?
a) Yes, very sufficient b) Yes, somewhat sufficient c) No, not sufficient d) I am not sure
4. How satisfied are you with the work environment in the organization?
a) Very satisfied b) Satisfied c) Neutral d) Unsatisfied
5. Which aspect of the work environment in the organization would you like to see
improved?
a) Cleanliness and hygiene
b) Safety and security measures
c) Access to ergonomic tools and equipment
d) communication between management and employees
6. How satisfied are you with the convenience factors (e.g., transportation allowances,
work location, etc.) provided by the organization?
a) Very satisfied b) Satisfied c) Neutral d) Unsatisfied

66
7. Do you feel that your health and well-being are supported by the organization’s
welfare programs?
a) Yes, completely supported b) Somewhat supported
c) No, not supported d) I am not aware of It
8. How would you rate the work-life balance initiatives in the organization (e.g., flexible
work hours, remote working options)?
a) Excellent b) Good c) Average d) Poor
9. Does the organization provide sufficient support for women and children’s welfare
(e.g., maternity leave, childcare services)?
a) Yes, sufficient support b) Somewhat sufficient support
c) No, not sufficient support d) I’m not aware of such support

10. How important is workers' education and training to you in the organization?
a) Very important b) Important
c) Somewhat important d) Not at all important
11. Do you think the organization provides enough opportunities for career development
through education and training programs?
a) Yes, plenty of opportunities b) Some opportunities
c) Very few opportunities d) No opportunities
12. What other external welfare benefits (e.g., community programs, leisure activities)
would you like the organization to offer?
a) More community support programs b) Leisure and recreational activities
c) Travel and vacation benefits d) None of the above
13. How satisfied are you with the overall social security benefits (e.g., health insurance,
retirement plans) in the organization?
a) Very satisfied b) Satisfied c) Neutral d) Unsatisfied
14. How often do you feel informed about changes or updates to the employee welfare
measures in the organization?
a) Very frequently b) Occasionally c) Rarely d) Never
15. Do you feel that the employee welfare measures in the organization are designed to
meet the diverse needs of employees?

67
a) Yes, they cater to diverse needs b) To some extent, they do
c) No, they do not d) I am unsure
16. Do you think the organization provides enough opportunities for employees to
provide feedback on welfare programs?
a) Yes, always b) Sometimes c) Rarely d) Never
17. How effective do you think the organization’s employee welfare measures are in
improving job satisfaction?
a) Very effective b) Somewhat effective c) Not very effective d) Not effective at all
18. Do you believe that the organization’s employee welfare measures contribute to a
positive organizational culture?
a) Yes, they play a major role b) Yes, to some extent
c) No, they have little impact d) No, they don’t contribute at all

19. What additional welfare measures would you recommend for the organization to
improve employee satisfaction?
a) More health and wellness programs
b) Better work-life balance initiatives
c) More career development and training opportunities
d) More family-friendly benefits
20. Would you suggest any changes to the current employee welfare measures in the
organization?
a) Yes, significant changes
b) Yes, minor changes
c) No changes needed
d) I am unsure

68
69