Study on Employee Involvement & Welfare Measures at ABNL

STUDY ON EMPLOYEE INVOLVEMENT AND WELFARE MEASURES AT ABNL
VIJAYA DEGREE COLLEGE, R.V ROAD, BANGALORE – 560004. Page 1
CHAPTER 1
INTRODUCTION

INTRODUCTION
HUMAN RESOURCE MANAGEMENT
Human resource management is a philosophy of people management based on the
belief that human resource is uniquely important to sustain business success. An
organization gains competitive advantage by using its people effectively, drawing on
their expertise and ingenuity to meet clear denned objectives. HRM is aimed at recruiting
capable, flexible and imitated people, managing and rewarding their performance and
developing key competencies.
Rarely has the management of employee received more attention, than it does
currently. By choice and default, a new era of HRM practices & philosophy has emerged
and assumed an increased significance in the modern organization. Indian industry is
making unto the challenges thrown in by the market economy. To survive in this highly
competitive scenario managers are being pressurized to improve quality, increase
productivity, cut down waste & eliminate inefficiency. The collective efforts of employer
and employee assumes relevancy in this context. And this is where HRM plays a crucial
role.
HRM is a management function that helps managers recruit, select, brain and
develop employees for an organization. HRM helps to ensure that personnel activities are
integrated into the system for achieving organization goals. It evaluates recruiting, labour
relations and all personnel activities to assess how well they help organizations and
employees achieve the objectives. It ensures that activities are integrated with each other
and with all overall organization objectives.
Definitions:
Leon C. Maggins:
―The total knowledge, skill, creative abilities, talents and aptitudes of an
organization‘s work force, as well as the value, attitudes and beliefs of the individuals
involved‖.

George.T.Milkovich and John.W.Boubreau:
"Human resource management is a series of decisions that affect the relationship
between employees and employers: it affects many constituencies and is intended to
influence the effectiveness of employees and employer".
Edwin.B.Flippo:
"Management is the planning, organizing, directing and controlling of the
procurement, development, compensation, integration, maintenance and separation of
human resource to the end that individual, organizational and social objectives are
accomplished".
HRM is that part of management concerned with below areas in every organization:
 HRM is a part of the decisions, strategies, factors, principles, operations,
practices, functions, activities and methods related to the management of
people as employees in any type of organization;
 HRM is also the dimensions related to people in their employment
relationships, and all the dynamics that flow from it; and
 All activities aimed at adding value to the delivery of goods and services,
and to the quality of work life of employees.

Objectives of HRM:
The primary objective of HRM is to ensure the availability competent and willing
workforce to an organization. Beyond this there are other objectives too. Specifically,
HRM objectives are four fold, societal, organizational and functional and personnel.
1) Social objectives: To be ethically and socially responsible for the needs
challenges of society while minimizing the negative impact of such demands
upon the organization. The failure of organizations to use their resources for
societies benefit in the wrap may lead to restrictions. For e.g. the society may
limit human resource decisions through laws that enforce reservation, safety or
other such areas of societal concern.
The below chart shows the objectives of HRM:
Figure: 1.1
objectives
of
HRM
Social
objectives
Organizat
ional
objecties
Functinal
objectives
Personal
objectives

2) Organizational objectives: To recognize the role of HRM in bringing about
organizational effectiveness. HRM is not an end by itself; it is only a means to
assist the organization with its primary objective.
3) Functional objectives: To maintain the department's contribution at a level
appropriate to the organization's need. Resources are wasted when HRM is either
more or less sophisticated to the organizational demands. The department's level
of service must be tailored to fit the organization it serves.
4) Personnel objectives: To assist the employees in achieving their personal goals,
at least in so far as these goals enhance the individual's contribution to the
organization. Personal objectives of the employees must be met if the workers are
to be maintained, retained and motivated. Otherwise, employee performance and
satisfaction may decline and employees may leave the organization.
Functions of HRM:
In order to realize the objectives stated above, human resource management
must perform certain function. These functions have been stated while outlining the
scope of HRM. Generally, it may be stated that there is a correlation between the
objectives and the functions. In other words, some functions help to realize specific
objectives. For e.g. organizational objectives is sort to be met by discharging such
functions as human resource planning, recruitment and selection, training and
development and performance appraisal. Similarly personnel objectives is sort to be
realized through out as remuneration, assessment. The following figure contains the
full list of objectives and functions.

EMPLOYEE INVOLVEMENT AND WELFARE MEASURES
When an organization truly wants to create a positive work environment that is
based on high trust, exceptional customer service, collaborative teamwork, operational
excellence, and creative problem solving, then the leadership team must begin to
understand, invest in, and be responsive to the needs of the group that represents the
organization‘s most valuable assets, and is also one of its most important customers, the
employees. The return on such nominal investments will come in the form of higher
levels of employee motivation, creativity, productivity, and commitment that will move
the organization forward with greater profitability. A fundamental Organizational
Development precept is that employees must be involved and organization should wants
to facilitate welfare activities for their employees.
The welfare amenities are extended in additional to normal wages and other
economic rewards available to employees as per the legal provisions. Welfare measures
may also be provided by the government, trade unions and non-government agencies in
addition to the employer. ―International Labour Organization efforts to make life worth
living for workers‖ According to the Oxford dictionary ―Welfare is fundamentally an
attitude of mind on the part of management influencing the method by which
management activities are undertaken.
Employee involvement means that every employee is regarded as a unique human
being, not just a cog in a machine, and each employee is involved in helping the
organization meet its goals. Each employee‘s input is solicited and valued by his/her
management. Employees and management recognize that each employee is involved in
running the business.
Employee welfare is a term including various services, benefits and facilities
offered to employees by the employers. The welfare measures need not be monetary but
in any kind/forms. This includes items such as allowances, housing, transportation,
medical insurance and food. Employee welfare also includes monitoring of working
conditions, creations of industrial harmony through infrastructure for health, industrial
relations and insurance against disease, accident and unemployment for the workers and
their families. Through such generous benefits the employer makes life worth living for
employees.

Concept of Employee Involvement and Welfare Measures:
Employee involvement & welfare may be viewed as a total concept, as asocial
concept and a relative concept. The total concept is a desirable state of existence
involving the physical, mental, moral and emotional well-being. These four elements
together constitute the structure of involvement & welfare, on which its totality is based.
The social concept of welfare implies the welfare of man, his family, his community and
also for the organizational development by which without much supervisory of
employees on workplace.
One of the greatest underlying factors in the success or failure of any
organization is the power of its people, and how well that power is focused towards
meeting the organization‘s objectives. Modern manufacturing management pursues the
goal of a paperless factory, with design concepts moving from an engineering computer –
aided – design terminal through data links to a computer – aided – manufacturing
terminal, which in turn drives a numerically controlled machine.
The above factory automation example notwithstanding, all companies operate on
the strengths and weaknesses of their employees. Even in a fully automated factory,
employees have to design, maintain, and operate the systems that create output.
Organizations that can tap the strengths of their people will be stronger and more
competitive than those that cannot. Organizations that regard people as automatons or
mere cogs in a wheel will never realize their full potential. In the long run, such
companies‘ inefficiencies attract competition, and unless the management philosophy
changes, they will disappear.
‗Welfare‘ is a broad concept referring to a state of living of an individual or a
group, in a desirable relationship with the total environment-ecological, economic and
social. The term ‗welfare‘ includes both the social and economic contents of welfare.
The Employee Involvement and welfare occupies a place of significance in the
industrial development and economy. It is an important fact of industrial relations, the
extra dimension, giving satisfaction to the worker in a way which evens a good wage
cannot with the growth of industrialization and mechanization, it has acquired added
importance. A happy and committed (and Positive Engaged) workforce is an asset for the
industrial prosperity of any Organization.

LITERATURE REVIEW
Definition:
Employee involvement:
Employee Involvement is process for empowering employees to participate in
managerial decision-making and improvement activities appropriate to their levels in the
organization.
McGregor’s Theory Y first brought to managers the idea of a participative management
style; employee involvement has taken many forms, including the job design approaches
and special activities such as quality of work life (QWL) programs.
According to Susan M. Healthfield, Human Resources expert Say’s,
―Employee involvement is creating an environment in which people have an impact on
decisions and actions that affect their jobs‖.
―Employee involvement is not the goal nor is it a tool, as practiced in many
organizations. Rather, it is a management and leadership philosophy about how people
are most enabled to contribute to continuous improvement and the ongoing success of
their work organization‖.
Robert Bullock, Scontrino-Powell
―The direct participation of staff to help an organization fulfil its mission and meet its
objectives by applying their own ideas, expertise, and efforts towards solving problems
and making decisions‖.
Employee or Labour Welfare:
The oxford dictionary defines labour welfare as ―efforts to make life worth living for
workman‖ chambers dictionary defines welfare as a state of faring or doing well:
freedom from calamity, enjoyment of health and prosperity.

In the words of R.R.Hopkins,
―welfare is fundamentally an attitude of mind on the part of management,
influencing the method by which management activities are undertaken.‖ Obviously the
emphasis here is on the ―attitude of mind.‖
The Labour Investigation Committee (1944-46),
Includes under labour welfare activities anything done for the intellectual,
physical, moral and economical betterment of the workers, whether by employers by
government or by other agencies, over and above what is laid down by law or what is
normally expected as part of the contractual benefits for which the workers may have
bargained.‖
The Report of the committee on Labour welfare (1969),
Includes under it ―such services, facilities and amenities as adequate canteens, rest
and recreation facilities, sanitary and medical facilities, arrangements for travel to and
from work and for the accommodation of workers employed at a distance from their
homes, and such other services, amenities and facilities including social security
measures as contribute to improve the conditions under which workers are employed.‘
The whole field of welfare is said to be one ―in which much can be done to combat the
sense of frustration of the industrial workers, to relieve them of personal and family
worries to improve their health, to afford them means of self-expression, to offer them
some sphere in which they can excel others and to help them to a wider conception of
life.‘‘ It promotes the well-being of workers in a variety of ways.
Employee Involvement Model:
For people and organizations who desire a model to apply, the best have
discovered was developed from work by Tannenbaum and Schmidt (1958) and Sadler
(1970). They provide a continuum for leadership and involvement that includes an
increasing role for employees and a decreasing role for supervisors in the decision
process. The continuum includes this progression.
i) Tell: the supervisor makes the decision and announces it to staff. The
supervisor provides complete direction. Useful when communicating about
safety issues, government regulations, decisions that neither require nor ask
for employee input.

Figure 1.2
ii) Sell: the supervisor makes the decision and then attempts to gain commitment
from staff by "selling" the positive aspects of the decision. Useful when
employee commitment is needed, but the decision is not open to employee
influence
iii) Consult: the supervisor invites input into a decision while retaining authority
to make the final decision herself. The key to a successful consultation is to
inform employees, on the front end of the discussion, that their input is
needed, but that the supervisor is retaining the authority to make the final
decision. This is the level of involvement that can create employee
dissatisfaction most readily when this is not clear to the people providing
input
iv) Join: the supervisor invites employees to make the decision with the
supervisor. The supervisor considers her voice equal in the decision process.
The key to a successful join is when the supervisor truly builds consensus around a
decision and is willing to keep her influence equal to that of the others providing
input.
v) Delegate: the supervisor turns the decision over to another party.
Employee
Involvement Model
•Tell
•Sell
•Consult
•Join
•Delegate

Outcomes of Employee Involvement
Providing opportunities for active participation is beneficial for individuals as
well as entire organizations. Applied organizational researchers have identified a myriad
of positive outcomes of employee involvement initiatives. The list below shows just how
much of an impact that employee participation and voice can have on the performance
and well-being of a person, team, department, or entire organization.
1) Improved organizational decision-making capability. (Apostolou, 2000)
2) Improved attitude regarding work. (Leana, Ahlbrandt, & Murrell, 1992)
3) Substantially improved employee well-being. (Freeman & Kleiner, 2005)
4) Reduced costs through elimination of waste and reduced product cycle times.
(Apostolou, 2000)
5) Empowerment, job satisfaction, creativity, commitment, and motivation,
as well as intent to stay. (Apostolou, 2000; Light, 2004)
6) Increased employee productivity across industries. (Jones, Kalmi, &
Kauhanen, 2010)
7) Decrease in staff turnover (Susan M. Healthfield, 2007)
8) Increases More effective communication (Susan M. Healthfield, 2007)
How to Get Employee Involvement:-
Depending on your background or specialty is developed by Robert Bullock,
Scontrino-Powell. You may refer to it as engagement, voice, participation, democracy,
etc. No matter what you call it, the concept of employee ―voice‖ has been a topic of
consideration for centuries. Even ancient Romans understood the value of having direct
participation in matters of business and state. Organizations are still realizing the
importance of employee involvement in every type and level of work. So what exactly
is employee involvement and how can organizations benefit from it.

In order for an employee involvement process to be effective, three things need
to be present:
1) Employees need to be given the authority to participate in substantive decisions
2) Employees need to have training or experience with appropriate decision-making
skills
3) Incentives to participate (either implicit or explicit) must be present
Formal interventions usually involve manager and staff training, buy-in and vocal
support from the highest levels, and the application of specific measures to increase
employee participation. Examples of specific measures include: self-directed/self-
managed work teams, problem solving teams, and cross-functional task-forces (to name a
few).
However, if wants to start encouraging employee involvement in organization right
now, following these steps:
1) Give a brief survey to your staff that is made up of open-ended questions that ask
for specific improvement ideas,
2) Review every response,
3) Communicate the results with all of your staff, and
4) Create a team to implement the easiest ideas that can have the greatest positive
impact (see this chart as an easy template to organize ideas). Here are a couple of
survey questions to get you started:
―If you were in charge, what steps would you take to make our organization
even better?‖
―What are two actions we can take to improve our services?‖
Surveys always have a caveat. If you are not ready to act on what your employees tell
you, reconsider conducting a survey. Organizations are often better off not asking for
employee ideas and/or feedback than asking and not communicating and acting on
results.

Scope of Welfare Measures:
It is somewhat difficult to accurately lay down the scope of labour welfare work,
especially because of the fact that labour is composed of dynamic individuals with
complex needs. Its scope has been described by writers and institutions of different ways.
The scope of labour welfare can be interpreted in different countries, with varying stages
of economic development, political outlook and social philosophy.
While expressing its interpretation regarding the scope of labour welfare, the ILO
has observed: ―the term is one which lends itself of various interpretations and it has not
always the same significance in different countries. Sometimes the concept is a very wide
one and is more or less synonymous conditions of work as a whole. It may include not
only the minimum standard of hygiene and safety laid down in general labour legislation,
but also such aspects of working life as social insurance schemes, measures for the
protection of women and young workers, limitation of hours of work, and paid vacations.
In other cases, the definition is much more limited, and welfare, in addition to general
physical working conditions, is mainly concerned with the day-to-day problems of the
workers and the social relationships at the place of work. In some countries the use of
welfare facilities provided is confined to the workers employed in the undertaking
concerned, while in others, the workers‘ families are allowed to share in many of the
benefits which are made available.‘‘
As the subject of welfare facilities is a very broad one covering a wide field of
amenities and activities, limits cannot be rigidly laid down regarding its scope for all
industries and for all times. In the final analysis labour welfare survive should include all
extra-mural and intra-mural welfare work, statutory and non-statutory welfare facilities
undertaken by the employers,
Government, trade unions or voluntary organization and also social security
measures which contribute to worker‘ welfare such as industrial health, insurance,
provident fund, gratuity, maternity benefits, workmen‘s compensation, retirement
benefits, and so on. More specifically, we may examine the ways in which labour welfare
is classified in order to obtain a clearer understanding of its scope.

Employee or Labour welfare work can be broadly into two
categories:
i) Statutory, and
ii) Non-statutory or voluntary.
Statutory measures:
This refers to those provisions which are desired from the coercive power of the
government and their observance in any industry is binding on the employer by law
(factories act of 1948)
 canteen facilities(sec46)
 working facilities(sec42)
 first aid appliances(sec45)
 facilities for sitting (sec44)
 shelters rest rooms and lunch rooms(sec47)
 crèches(sec18)
 drinking water facilities(sec18)
 lighting(sec19)
 urinals(sec19)
 spittoons(sec20)
 welfare officers (maternity benefit) (sec49)
 Provident fund schemes
 E.S.I schemes
 Family pension schemes
 Gratuity

Non-statutory measures:
There are activities which are under taken by the employees for their workers. are
philanthropic Such welfare activates are philanthropic but in the long run they increase
efficiency of worker and reduce of conflict between employees and worker.
 Housing Facilities
 Transport Facilities
 Medical facilities
 Cultural activities
 Recreation
 Consumer co-operation
 Loan and various advances
 Leave Traveling Concession
 Worker education
 School for the employees children
 Uniform
 Labor welfare fund
 Libraries
 Vehicles stand for parking
Statutory welfare consists of those provisions of welfare work which depend for
their implementation on the coercive power of the government. The government enacts
certain rules of labour welfare to enforce the minimum standards of health and safety of
workers. The employers are required by law to fulfill their statutory obligations on
welfare. Every country is increasing gradually its statutory control over labour welfare.
Non-statutory welfare measures include all those activities which employers undertake
for the welfare of their workers on voluntary basis. There are some social welfare
organizations which undertake voluntary welfare work for the benefit of their members.

Aims and Objectives Employee Welfare:
The aim or object of welfare activities is partly humanitarian-to enable workers to
enjoy a fuller and richer life-and partly economic- to improve of the workers- and also
partly civic-to develop among them a sense of responsibility and dignity and thus make
them worthy citizens of the nation. Another object of labour welfare is to fulfil the
future needs and aspirations of labour.
The following motives and considerations have prompted employers to provide
welfare measures:
1) Some of the early philanthropic employers tried to ameliorate the working and
living conditions of their workers by providing various welfare measures.
2) Some of them took recourse to welfare work to win over their employees‘ loyalty
and to combat trade unionism and socialist ideas. The devotion to welfare work
by many American employers during the twenties could be attributed to their anti-
unionism. However, such a motive did not succeed in checking the spread of trade
unionism.
3) Some employers provided labour welfare services to build up a stable labour
force, to reduce labour turnover and absenteeism and to promote better relations.
With their employees.
4) At present, labour welfare has been conceived of by some employers as an
incentive and good investment to secure, preserve and develop greater efficiency
and output from workers. Anyhow, there is no direct relationship between welfare
work on the one hand and efficiency and productivity on the other. Apart from
this, it is very difficult to quantify the additional contribution of welfare measures
to the increased productivity. However, some studies have shown a positive link
between labour welfare and productivity.
5) One of the objects for provision of welfare activities in recent times by certain
employers is to save themselves from heavy taxes on surplus

6) The purpose behind provision of welfare amenities by some companies is to
enhance their image and to create an atmosphere of goodwill between labour and
management and also between management and the public.
Principles of Labour or Employee Welfare:
The following are some of the principles to be kept in mind for successful
implementations of any welfare programme in an organization:
1) The labour welfare activities should pervade the entire hierarchy of an
organization. Management should be welfare-oriented at every level.
2) The employer should not bargain labour welfare as a substitute for wages or
monetary incentives. In other words, the workers have a right to adequate wages
in addition to welfare measures.
3) The employer should look after the welfare of his employees as a matter of social
obligation. The constitution of India, in its directive principles of state policy,
also emphasizes this aspect of labour welfare.
4) Labour welfare must aim at helping employees to help themselves in the long run.
This principle of self-help will enable them to become more responsible and more
efficient.
5) There should be proper co-ordination, harmony and integration if all labour
welfare services in an undertaking.
6) The labour welfare work of an organization must be administratively viable and
essentially development oriented.
7) The management should ensure co-operation and active participation of unions
and workers in formulating and implementing labour welfare programmers‘.
8) There should be periodical assessment or evaluation of welfare measures and
necessary timely improvements on the basis of feedback.

The Factories Act, 1948:
Section 42 to 48 of the India factories act, 1948, contains specific provisions relating
to the welfare of labour in factories.
1. Washing facilities
According to sec.42, every factory
 Adequate and suitable facilities for washing shall be provided and
maintained for the use of the workers there in.
 Separate and adequately screened facilities shall be provided for the use of
male and female workers.
 Such facilities shall be conveniently accessible and shall be kept clean
2. Facilities for storing and drinking clothing
Under sec 43, the state government may in respect of any factory make rules
requiring the provisions therein of suitable place for keeping clothing not worn
during working hours and for the drying of wet clothing.
3. Facilities for sitting
According to sec.44, in every factory, suitable arrangements for sitting shall be
provided and maintained for all workers.
4. First aid appliances
Under sec.45, these shall in every factory be provided and maintained so as to be
readily accessible during all working hours. First aid boxes or cupboards to be
provided and maintained shall not be less than one for every one hundred and fifty
workers ordinarily employed at any one time in the factory.
5. Canteens
under sec.46, the state government may make rules requiring that in any specified
factory where in more than two hundred and fifty workers are ordinarily
employed, a canteen or canteens shall be provided and maintained by the
occupied for the use of the workers.

6. Shelters, rest rooms and lunch rooms
According to sec.47, in every factory where as more than one hundred and fifty
workers are ordinarily employed adequate and suitable shelters, rest rooms and a
suitable lunch room which provision for drinking water, shall be provided and
maintained for the use of the workers.
7. Crèches
According to sec.48, in every factory where more than 30 women workers are
ordinarily employed, there shall be provided and maintained a suitable room for
the use of children under the age of 6 years of such women. Such room shall
provide adequate accommodation, shall be adequately lighted and ventilated and
shall be maintained.
8. Welfare officers
In every factory where in five hundred or more workers are ordinarily employed,
the occupier shall employ in the factory, such number of welfare officers as may
be prescribed. The state government may prescribe the duties, qualifications and
conditions of service of welfare officers appointed under the provisions of the
factories act.
Other Legislated Acts related to Employee Welfare:
 The mines Act, 1952
 The mines Act, 1952
 The Plantations Labour, 1951:
 The Motor Transport Warders Act, 1961:
 The Contract Labour (Regulation and Abolition) Act, 1970:
 The Merchant Shipping Act, 1958:
 Dock Workers (Safety, Health and Welfare) Scheme, 1961:
 Inter-State Migrant Workmen (Regulation of employment and Conditions of
Service) Act, 1979:

CHAPTER 2
RESEARCH DESIGN

RESEARCH DESIGN
A Research design is the basic plan, which guides the data collection and analysis
phases of the research project. It is the framework, which specifies the type of
information to be collected, the source of data, and the data collection procedure. A good
collection procedure will make sure that the information gather is consistent with this
study objectives and that the data collected by accurate and economic procedures.
The objective of research project logically determines the characteristics desired
in the research design. Before starting any study of research the researcher anticipate the
needs and the circumstance of the proposed project and decides in advance what to obtain
and what to do for a detail study. A lot of things and a fair amount of spadework are
required if a Research Design has to serve well, for all the different aspects of project
have to be considered and the working plans and schedules prepared.
STEPS IN RESERCH PROCESS
Figure 2.1
Establish need
for information
Specify research
objectives and
information
needs
Determine
research design
and source of
data
Develop data
collection
procedure
Design sampleCollect data
process data Analyse data
Present
research results

STATEMENT OF THE STUDY
The statement of this study is to find out how employees are satisfied by the
Aditya Birla Nuvo Ltd‘s (ABNL‘s) employees motivational involvement measures and
also by welfare measures which providing for their employees and This study is to assist
the Aditya Birla Nuvo Ltd‘s Madural F&L to know about the mental perception of
employees and provides information of great assistance in making and enforcing decision
about such subject as promotion pay increase and layoff.
OBJECTIVES OF THE STUDY
The primary objectives of the study are as follows:
1) The purpose of doing this project is to understand what types of employee
Involvement and welfare measures which enforced in Aditya Birla Nuvo Ltd.
(ABNL)
2) To identify the Employees involvement levels in Organizational activities.
3) To study and understand employees satisfaction levels towards the welfare
measures at ABNL
4) To ascertain whether the welfare measures are being implemented effectively.
5) To measure how an employee does work responsibilities are clear to them.
6) To analyze the effects of employee involvement and welfare measures in
improving productivity of ABNL.
7) To suggest appropriate employee involvement and welfare measures to improve
the employee productivity at ABNL.

SCOPE OF THE STUDY:
The scope of the study is to find out how far the existing involvement and welfare
schemes cater to the requirement of the employees of Aditya Birla Nuvo Ltd‘s Madura
F&L in Bangalore. The study will be able to throw light on the dark spots where it need
some sort of improvement in the welfare scheme that has been implemented. The purpose
of the study is to measure the employee‘s attitude regarding the involvement and welfare
measures provide in the company.
NEED OF STUDY
The 5 M's (management, man, machine, material, methods and money) Out of
these resources man power is an asset to the organization. It also called knowledge
capital. As the management Guru Peter F.Drucker rightly says "knowledge is the only
meaningful resource today" for access to other resources is no longer limited. Capital
freely flows across the borders, seeking out the companies that need it. Today the human
resources is very demanding and they are look at jobs to test their own knowledge,
organization are also realizing the importance of people resources in this liberalized,
globalized and privatized economy.
Employee involvement and welfare can be statistically proved is directly co
related to customer satisfaction. Every organization should determine whether the
employees working are satisfied with the facility provided by the organization. This is the
need of the labour because satisfied employees will ensure satisfied customers.
In order to make them happy, feel satisfied and retain them, organization plan
retention strategies. To make this possible one has to determine whether the present
employees perceived satisfaction towards the positive involvement and welfare facilities.
The survey on employee satisfaction will help the organization to evaluate its return on
investment in the important area like Employee involvement and welfare measures.

Hence, in this study I propose the need to understand the impact of different
employee involvement and welfare measures on employee performance and satisfaction
at ABNL.
LIMITATIONS OF THE STUDY:
Collecting primary data using the survey method carries out the research. It is
most widely for collecting the information because the researcher gets hand and direct
information from the respondent.
The main limitations of the study are:
 Company cannot provide some of data due to confidentiality.
 The studies restricted only in Bangalore.
RESEARCH METHODOLOGY:
The first and foremost step in the research process consists of problem
identification. Once the problem is defined, the next step is the research design becomes
easier. The research design is the basic framework, which provides guide line for the rest
of the research process. The research designs the methods of collection of data collection
and analysis.
Researcher made a study of various aspects of departmental process and tried to
gain an understanding of the activities involved in the company and how they are
performed during process. The data for the study was basically primary and secondary
data.

SAMPLING DESIGN:
The technique that used in questionnaire through the percentage graphs are
prepared, the survey is done on employees of Aditya Birla Nuvo Ltd‘s Madura F&L in
Bangalore.
Total Employees = 2037
The below Table which shows sample size for the proposed study
TABLE: 2.1
Surveyed Area NO of Respondents
Unit 1 25
Unit 2 25
Unit 3 & 4 (10 each) 20
Unit 5 (Floor 1, 2 & 3) 30
Total Respondents 100
In organization there are Five production Units are there Unit 1, 2, 3 and 5 are
Sewing Departments, Unit 4 will be Cutting section and Unit 5 includes three floors of
Sewing Departments.
SOURCES OF DATA COLLECTION:
Both primary and secondary data has-been collected for the study. Following are
few ways in which the data was collected.
 Primary data:
Primary data are those collected specifically by or the data user. Primary
data for the study is only from the internal sources were approached. The data was
collected through questionnaires.

 Secondary data:
The secondary data is another source for the collection of data from
various books, previous office records, through internet from different ways such
as yahoo, Google etc
TOOLS AND TECHNIQUES APPLIED FOR THE JUSTIFICATION
OF THE STUDY
The tools used for the purpose of collecting the primary data are a questionnaire with
about 15 questions with including all sub questions totally 29 questions.
CHAPTARIZATION:
 Chapter 1: Introduction
In this chapter it deals with introduction and literature review of the HRM,
Employee Involvement and Welfare measures.
 Chapter 2: Research Design
It deals with research design process of the study.
 Chapter 3: Industry profile and Company profile
In this chapter it deals with the industry and company profiles.
 Chapter 4: Data Analysis and Interpretation
In this chapter it details with data analysis, graphical representation and
interpretation.
 Chapter 5: Findings
In this chapter it contents about the findings of the study.
 Chapter 6: Suggestions and Conclusion
In this chapter various suggestion will given about study and it conclusion.
 Chapter 7: ANNEXURE
In this chapter deals with ANNEXURE of the study

CHAPTER 3
INDUSTRY PROFILE
AND
COMPANY PROFILE

INDUSTRY PROFILE
INTRODUCTION
The Indian textile industry is one of the largest in the world with a massive raw
material and textiles manufacturing base. Our economy is largely dependent on the textile
manufacturing and trade in addition to other major industries. About 27% of the foreign
exchange earnings are on account of export of textiles and clothing alone. The textiles
and clothing sector contributes about 14% to the industrial production and 3% to the
gross domestic product of the country. Around 8% of the total excise revenue collection
is contributed by the textile industry. So much so, the textile industry accounts for as
large as 21% of the total employment generated in the economy. Around 35 million
people are directly employed in the textile manufacturing activities. Indirect employment
including the manpower engaged in agricultural based raw-material production like
cotton and related trade and handling could be stated to be around another 60 million.
A textile is the largest single industry in India (and amongst the biggest in the
world), accounting for about 20% of the total industrial production. It provides direct
employment to around 20 million people. Textile and clothing exports account for one-
third of the total value of exports from the country. There are 1,227 textile mills with a
spinning capacity of about 29 million spindles. While yarn is mostly produced in the
mills, fabrics are produced in the powerloom and handloom sectors as well. The Indian
textile industry continues to be predominantly based on cotton, with about 65% of raw
materials consumed being cotton. The yearly output of cotton cloth was about 12.8
billion m (about 42 billion ft). The manufacture of jute products (1.1 million metric tons)
ranks next in importance to cotton weaving. Textile is one of India‘s oldest industries and
has a formidable presence in the national economy inasmuch as it contributes to about 14
per cent of manufacturing value-addition, accounts for around one-third of our gross
export earnings and provides gainful employment to millions of people. They include
cotton and jute growers, artisans and weavers who are engaged in the organised as well as
decentralised and household sectors spread across the entire country.

ROLE OF INDIAN TEXTILE INDUSTRY IN THE ECONOMY
Textile industry plays a significant role in the economy. The Indian textile
industry is one of the largest and most important sectors in the economy in terms of
output, foreign exchange earnings and employment in India. It contributes 20 per cent of
industrial production, 9 per cent of excise collections, 18 per cent of employment in
industrial sector, nearly 20 per cent to the country‘s total export earnings and 4 per cent
ton the GDP. The sector employs nearly 35 million people and is the second highest
employer in the country. The textile sector also has a direct link with the rural economy
and performance of major fibre crops and crafts such as cotton, wool, silk, handicrafts
and handlooms, which employ millions of farmers and crafts persons in rural and semi-
urban areas. It has been estimated that one out of every six households in the country
depends directly or indirectly on this sector.
India has several advantages in the textile sector, including abundant availability
of raw material and labour. It is the second largest player in the world cotton trade. It has
the largest cotton acreage, of about nine million hectares and is the third largest producer
of cotton fibre in the world. It ranks fourth in terms of staple fibre production and fourth
in polyester yarn production. The textile industry is also labour intensive, thus India has
an advantage.
GOVERNMENT INITIATIVES
With a view to raise India's share in the global textiles trade to 10 per cent by
2015 (from the current 3 per cent), the Ministry of Textiles proposes 50 new textile parks.
Out of the 50, 30 have been already sanctioned by the government (with a cost of US$
710 million). Set up under the Scheme for Integrated Textile Parks (SITP), this initiative
will not only make the industry cost competitive, but will also enhance manufacturing
capacity in the sector.

INDIAN TEXTILE INDUSTRY – SWOT ANALYSIS
Strength
 India has rich resources of raw materials of textile industry. It is one of the largest
producers of cotton in the world and is also rich in resources of fibres like
polyester, silk, viscose etc.
 India is rich in highly trained manpower. The country has a huge advantage due to
lower wage rates. Because of low labor rates the manufacturing cost in textile
automatically comes down to very reasonable rates.
 India is highly competitive in spinning sector and has presence in almost all
processes of the value chain.
 Indian garment industry is very diverse in size, manufacturing facility, type of
apparel produced, quantity and quality of output, cost, and requirement for fabric
etc. It comprises suppliers of ready-made garments for both, domestic or exports
markets.
Weakness
 Knitted garments manufacturing has remained as an extremely fragmented
industry. Global players would prefer to source their entire requirement from two
or three vendors and the Indian garment units find it difficult to meet the capacity
requirements.
 Industry still plagued with some historical regulations such as knitted garments
still remaining as a SSI domain.
 Labour force giving low productivity as compared to other competing countries.
 Technology obsolescence despite measures such as TUFS.
 Low bargaining power in a customer-ruled market.

 India seriously lacks in trade pact memberships, which leads to restricted access
to the other major markets.
 Indian labour laws are relatively unfavorable to the trades and there is an urgent
need for labour reforms in India.
Opportunity
 Low per-capita domestic consumption of textile indicating significant potential
growth.
 Domestic market extremely sensitive to fashion fads and this has resulted in the
development of a responsive garment industry.
 India's global share is just 3% while China controls about 15%. In post-2005,
China is expected to capture 43% of global textile trade.
 Companies need to concentrate on new product developments.
 Increased use of CAD to develop designing capabilities and for developing
greater options.
Threats
 Competition in post-2005 is not just in exports, but is also likely within the
country due to cheaper imports of goods of higher quality at lower costs.
 Standards such as SA-8000 or WARP have resulted in increased pressure on
companies for improvement of their working practices.
 Alternative competitive advantages would continue to be a barrier.

INDIAN GARMENT INDUSTRY
History
Indian sub continent is the second largest manufacturer of garments after China being
the global leader in garment production. India is known for its high quality garments for
men and most of the garment manufacturers are in the Small and Medium scale industry.
Indian men's clothing industry has been growing steadily over the past few years, this has
been possible owing to the Indian male becoming more fashion conscious, and hence
there is more consumption which has increased global demand of men's garments by the
rest of the world.
Size of the Industry Trade growing at a rate of 30% per annum.
Geographical distribution All major cities in India
Output per annum 7% share of industrial production
Market Capitalization Growing at 20% rate
India Garment Industry has an advantage as it produces and exports stylish garments
for men at economical prices due to cheap labor rates. Today the by the way of

Technological advancement and use of sophisticated machinery it has enabled the
manufacturers to achieve better quality and well designed garments
India's Garment Industry has been rapidly growing in last few years. Exports have
been rising as there is an increase in orders from global buyers accompanied by a rise of
investments in the garment sector of the country. The Garment Industry is of major
importance to the Indian economy as it contributes substantially to India's export earning,
it is estimated and analyzed that one out of every six households in the country depends
on this sector either indirectly or directly for its livelihood. From all over the world the
Retailers also increasingly come to India attracted by low production costs. The large
brands among them are Wal-Mart, Tesco, and M&S.
Market capitalization
India's Garment/ Apparel Market Size
INDIA'S APPAREL MARKET SIZE
2002 2003 2004 2005
Volume
('000
units)
Value
(Rs.Cr,)
Volume
('000 units)
Value
(Rs.Cr,)
Volume
('000
units)
Value
(Rs.Cr,)
Volume
('000
units)
Value
(Rs.Cr,)
Mens Wear 1254370 23335 1297220 26090 1342140 29135 1393639 32590
Womens wear 1236880 19130 1300610 21730 1368310 24680 1443113 28375
Unisex Apparel 417810 4215 434340 5240 452020 5835 470978 6615
Kidswear 1139870 9950 1180290 10810 1222280 11745 1268933 13085
Uniforms 372960 4660 397210 5460 423020 6345 456862 7675
TOTAL 4421890 61290 4609670 69330 4807770 77740 5033524 88340
Table: 3.1

Today India is booming with fashion and lifestyle, with the organized retail trade
growing at a rate of 30% per annum. The Indian apparel or Indian garment industry is
pegged at more than 90,000 crores with nearly 13% growth per annum. The men's
garment or clothing segment constitutes nearly 45 % of the total apparel market and
growing at a constant rate each year. The share of organized branded segment in men's
wear is fast increasing in the Indian apparel market.
Domestic and Export Share
Indian Garment Sector earns high export revenue, it has witnessed substantial profit
accruing to retailers and Indian manufacturers are reflected in garment workers' wages. In
2004, Asian trade in the Garment Industry was to the tune of 138 billion US dollars. In
Bangalore itself there are large retail chains from the US and Europe - like GAP,
Walmart, Tommy Hilfiger and JC Penny - have outsourced orders to large factories to the
tune of 269.6 million US dollars in 2005.
In 2006, India's textile industry (including garments) contributed 14% to industrial
production, 4% to GDP, and 17% to export revenues which directly employed 35 million
people including women and backward classes. Apparel exports totaled Rs 50,479 crore
in 2009-10 compared to Rs 50,293 crore in 2008-09. But in dollar terms, all months of
2009-10 except July, August and November showed a painful downslide.
Employment Opportunities
Indian Garment Industry is closely connected to the fashion industry and grows hand
in hand. With these even opportunities for the employment is also increasing to a larger
extent. These high levels of fashion consciousness has created the need for candidates
who are highly productive, efficient and have a passion to create new designs and give
way to creativity. This Industry demands and requires both skill and diligence. India is an
ultimate combination, like it has a matured garment industry for a long time along with a
vast trained manpower. Some of the key areas to work are related to design and
manufacturing, merchandising, import export according to the government policies,

freight and shipments etc. work as designer, or a start up a business in the local market
and expand the business to the others areas of the national market.
Top leading Companies
 Pantaloon Retail IndiaLtd
 Shopper's Stop
 Tata – Trent
 Globus stores Pvt Ltd
 Pirmayd Retail Ltd
 Arvind Brands Ltd
 Provogue India Ltd
 The Raymond Group
 Madura F & L (Madura Garment)
 Reliance Retial Ltd
 Wills lifestyle
 Murjani Group
 Landmark Group
 Gokalda Group
 Zodiac Clothing

Latest developments
 In southern India's Tirupur town, young girls are lured to work in the garment
industry with a promise of 'golden opportunity' to earn their own dowry at the end
of a three-year apprentice period. Garment industry of Tirupur projects a turnover
of Rs 10,000 crore this year, down from Rs 11,000 crore in 2006-07, thanks to the
falling dollar. The industry employs 400,000 workers regularly and an additional
500,000 seasonally where most of them women and teenaged girls.
 The Indian Garment industry is today modernized via an exclusive scheme, which
has set aside $5bn for investment in improvisation of machinery. International
brands like the Levis, JC Penny, Wal-Mart, Gap, Marks & Spencer and other
industry giants are sourcing more and more fabrics and garments from India.
 According to a study China and India will be major gainers. Where India could
increase their share from present 8 % in US textile market to 13.5% and from 3%
to 8% in US Garment market.
 Morgan Stanley has projected India to be one of top three exporters of textile and
garments.
 Indian Cotton Mills Federation study has estimated Indian textile exports to reach
US $ 40 Billion by 2010 and 12.5% share in the Indian Commodity export basket
 However, the garment industry in India faces stiff competition from countries
such as Bangladesh, China and Vietnam. There is a pressure on the Indian
garment industries to produce finished garments at lower costs to survive the cut-
throat competition. Today, around 45% of the total textile exports in India account
for ready-made garments.
 Garment Industry in India is looking at achieving an export target of $25 billion-
an Apparel Export Promotion Council (AEPC) official said.
 The industry today would need an additional 1.5 million people
 An investment of Rs. 35000 crore in terms of related infrastructure is required
 AEPC plans to set up 50 training centres besides the 22 centres it has at present
across the country.

COMPANY PROFILE
Aditya Birla Nuvo Limited:
A US $40 billion corporation, the Aditya Birla Group is in the League of Fortune
500. It is anchored by an extraordinary force of over 120,000 employees belonging to 42
nationalities. The Group has been ranked Number 4 in the global 'Top Companies for
Leaders' survey and ranked Number 1 in Asia Pacific for 2011. 'Top Companies for
Leaders' is the most comprehensive study of organizational leadership in the world
conducted by Aon Hewitt, Fortune Magazine, and RBL (a strategic HR and Leadership
Advisory firm). The Group has topped the Nielsen's Corporate Image Monitor 2013-14
and emerged as the Number 1 corporate, the 'Best in Class', for the second consecutive
year.
Aditya Birla Nuvo Ltd. (ABNL) is a US$ 4 billion premium conglomerate. It is
part of the Aditya Birla Group, a US$ 40 billion Indian multinational operating in 36
countries in six continents.
Over 50 per cent of the Aditya Birla Group's revenues flow from its overseas
operations. The Group operates in 36 countries – Australia, Austria, Bangladesh, Brazil,
Canada, China, Egypt, France, Germany, Hungary, India, Indonesia, Italy, Ivory Coast,
Japan, Korea, Laos, Luxembourg, Malaysia, Myanmar, Philippines, Poland, Russia,
Singapore, South Africa, Spain, Sri Lanka, Sweden, Switzerland, Tanzania, Thailand,
Turkey, UAE, UK, USA, and Vietnam
ABNL in 36 countries in six continents.

Vision:
 To be a premium conglomerate building leadership in businesses and creating
value for all the stakeholders.
Mission:
 Investing in promising sectors
 Building leadership in businesses
 A platform to drive synergy of resources
 Delivering best value to all the stakeholders
 To be a responsible corporate citizen
With a market capital of ~US$ 3.5 billion as on 30 September 2014, ABNL is present
across Financial Services, Telecom, Fashion and Lifestyle and Manufacturing businesses.
Anchored by about 49,000 employees, ABNL touches the lives of more than 145 million
Indians. Over the years, Aditya Birla Nuvo has transformed itself from a manufacturing
company to a diversified conglomerate.
Chart: 3.1

Madura Fashion & Lifestyle
Madura Fashion & Lifestyle, a division of Aditya Birla Nuvo Ltd, is one of
India‘s fastest growing branded apparel companies and a premium lifestyle player in the
retail sector. After consolidating its market leadership with its own brands, it introduced
premier international labels, enabling Indian consumers to buy the most prestigious
global fashion wear and accessories within the country.
The company‘s brand portfolio includes product lines that range from affordable
and mass-market to luxurious, high-end style and cater to every age group, from children
and youth to men and women. Madura Fashion & Lifestyle is defined by its brands —
Louis Philippe, Van Heusen, Allen Solly, Peter England and People — that personify
style, attitude, luxury and comfort.
Madura Fashion & Lifestyle reaches its discerning customers through an
exclusive network comprising 1,607 stores, covering 2.2 million sq ft of retail space, and
is present in more than 1,500 premium multi-brand stores and 320+ departmental stores.
The company's lifestyle store, The Collective, offers a unique blend of global
fashions, international trends and innovative customer services, to customers in
Bangalore, Mumbai, Delhi, Pune and Chennai.
Planet Fashion, the multi-brand, apparel-retailing arm of Madura Fashion &
Lifestyle, housing the company's in-house and other brands, is the largest chain of stores
of its kind in India.
Madura Fashion & Lifestyle marked its foray into the luxury mono brand business
in India by launching the quintessential British men's luxury clothing and accessories
brand Hackett London through a joint venture with the UK firm.
Recently, the company launched Trendin.com, a one-stop shopping destination
for the style conscious. As the official online store showcasing the widest range of
merchandise from Louis Phillipe, Van Heusen, Allen Solly, Peter England and People,
Trendin.com caters to both men and women. With the best talent in the fields of design,

manufacturing and product development, Trendin.com brings contemporary, chic,
fashion forward sensibility at price points that work with every budget.
Each of the company‘s brands has an integrated Design Department, which is
constantly at work on innovating designs, concepts and products by incorporating the
latest international trends in fashion and clothing styles.
Madura Fashion & Lifestyle, an IT and web-enabled organization, is the first-ever
apparel company to have successfully implemented the ERP SAP system. It is also the
first company globally to integrate Retek ERP with SAP ERP.
Always at the cutting edge of fashion and innovation, Madura Fashion &
Lifestyle has for over a decade now sourced technology, fabrics and garments globally.
Madura Fashion & Lifestyle is a global supplier for premium international brands such as
Esprit, S‘Oliver, MONOPRIX.
Madura Fashion & Lifestyle harnesses the power of young, driven professionals
from the country‘s best professional institutes and companies. For years now, empowered
and motivated employees have propelled Madura Fashion & Lifestyle towards achieving
quality, customer service, design and brand equity comparable to the best worldwide.
Madura Fashion & Lifestyle has ISO-9001-2000 accreditation with periodic
internal audits. It's manufacturing division recently became the first apparel
manufacturing unit to win one of India's most prestigious quality excellence award, the
Ramkrishna Bajaj National Quality award, instituted jointly by the Indian Merchants
Chamber and the house of Bajaj.
Madura Fashion & Lifestyle sources only from factories that are compliant with
the Factory Act, and each factory is independently audited by the International Textile
Services (ITS) and Société Générale de Surveillance (SGS) for international clients such
as Louis Philippe, Marks & Spencer and Van Heusen. Madura Fashion & Lifestyle is one
of the fastest growing branded apparel companies, recording a blistering growth rate of
over 25 per cent year-on-year.

History and lineage
Established in 1988 by Madura Coats Limited, Madura Fashion & Lifestyle has
its origins in the erstwhile Coats Viyella Plc, Europe‘s largest clothing supplier. In
December 1999, Aditya Birla Nuvo, an Aditya Birla Group company, acquired Madura
Fashion & Lifestyle to become the undisputed leader in the readymade menswear
industry in India. In 2000, the company became a wholly-owned subsidiary of Aditya
Birla Nuvo.
Vision and values
Madura Fashion & Lifestyle‘s vision is to passionately satisfy the Indian
consumer‘s needs in fashion, style and value, across wearing occasions, in apparels and
accessories, by anticipating trends and creating markets with the ultimate purpose of
delivering superior value to all stakeholders.
The company aims to be the undisputed leader in the lifestyle industry, delivering
continued value growth for all stakeholders by honouring:
 Transparency and trust
 Human touch
 Empowered teams
 Promises always honoured
 Responsive to customer needs
 Ownership for partner success
 Merchandise and design leadership
 IT leadership in service
 Simple and speedy processes that enable quick decisions
 Effective communication

Company values:
 Integrity
 Commitment
 Passion
 Seamlessness
 Speed
Milestone of Aditya Birla Nuvo Ltd (Madura F&L):
The Aditya Birla Group traces its origins back to the tiny village of Pilani in the
Rajasthan desert, where Seth Shiv Narayan Birla started cotton trading operations in
1857.
2013
 Madura Fashion & Lifestyle launches Trendin.com, a one-stop
shopping destination for the style conscious, showcasing the widest
range of merchandise from Louis Phillipe, Van Heusen, Allen
Solly, Peter England and People
2012
 Peter England forays into non apparel: Launches Peter England
Bags
 Madura Fashion & Lifestyle enters into a joint venture with
Hackett London, the quintessential British men's luxury clothing
and accessories brand
2011
 Van Heusen launched a sub brand called Van Heusen Sport
 Planet Fashion launched Planet Fashion Grande
 Van Heusen Woman announces Nargis Fakhri as their brand
ambassador
 Louis Philippe announces Louis Philippe Cup with India‘s top
professional golfers‘
 Madura F&L and Indira Gandhi National Open University
(IGNOU), Roll out a certification programme in garment stitching
in Bangalore. IGNOU is the largest university in the world with 1.4
million students at any given point of time.

2010
 Peter England reinvents. Launches 'Beginning of good things'
 Louis Philippe Shoes launched
 Madura Garments rechristened as Madura Fashion & Lifestyle
2009
 Van Heusen ties up with FDCI to create the Van Heusen India
Men‘s Week, the annual conclave for men‘s fashion
2008
 Louis Philippe launches sub brand Luxure in the luxury segment
 Launched The Collective
2007
 Peter England launches sub brand Elite in the premium segment
 Louis Philippe launches sub brand LP in casual wear segment
 Consolidation of textiles and apparel business
2006
 Van Heusen Woman launched
 V Dot from Van Heusen launched
2005  Esprit launched in India
2001
 Planet Fashion launched
 Launch of Allen Solly Women
 Aditya Birla Group acquires Madura Garments
2000  Acquisition of world rights over Peter England
1997  Peter England launched in India
1993  Allen Solly launched in India
1990  Van Heusen launched in India
1989  Louis Philippe launched in India
Table: 3.2

MANAGEMENT
Board of directors
NAME DESIGNATION
Mr. Kumar Mangalam Birla Chairman
Mrs. Rajashree Birla Director
Mr. P. Murari Director
Mr. B. R. Gupta Director
Ms. Tarjani Vakil Director
Mr. S. C. Bhargava Director
Mr. G. P. Gupta Director
Mr. Tapasendra Chattopadhyay Nominee
Mr. Lalit Naik Managing Director
Mr. Sushil Agarwal Whole Time Director
Table: 3.3
Business heads
NAME Business
Mr. Lalit Naik
Agri, Insulators, Viscose Filament Yarn
and Chemicals
Mr. Ajay Srinivasan Financial Services
Mr. Pranab Barua Branded Apparels
Mr. Himanshu Kapania Telecom
Mr. Thomas Varghese Textiles
Table: 3.4
Company secretary & Compliance Officer
 Mrs. Hutokshi Wadia
Management team
NAME DESIGNATION
Mr. Pranab Barua, Business Director Business Director – Apparel & Retail
Mr. Ashish Dikshit CEO – Madura F&L
Mr. S Visvanathan Chief Financial Officer – Apparel
Mr. Neeraj Pal Singh
Chief Information Officer – Apparel &
Retail
Mr. Chandrashekhar Chavan Chief People Officer – Apparel
Table: 3.5

Executive Committee
NAME DESIGNATION
Mr. Jacob John, Brand Head Brand Head – Louis Philippe
Mr. Vinay Bhopatkar Brand Head – Van Heusen
Mr. Sooraj Bhat Brand Head – Allen Solly
Mr. Kedar Apshankar COO – Peter England
Mr. R Satyajit COO – International Brands and New
Businesses
Mr. Puneet Kumar Malik Head – Trade Sales – Planet Fashion &
Branded Export
Mr. Swaminathan R Head – Supply Chain & Sourcing
Mr. Vikas Agarwal Head – Commercial
Mr. Mohana Sundaram Head – Controller
Mr. Dr Naresh Tyagi Head – Product Development & Quality
Assurance
Mr. R Parthasarathy Head – Retail Business Development
Mr. Lal Sudhakaran Head – Manufacturing & MGE
Table: 3.6
Organizational chart of Aditya Birla Nuvo Ltd (Madura F&L)
(Manufacturing unit at Parappana Agrahara, Bangalore – 100)
Chart: 3.2

MAN POWER AT Aditya Birla Nuvo Ltd (Madura F&L)
(Manufacturing unit at Parappana Agrahara, Bangalore – 100)
Till December 2014-15
Department Finishing Sewing Tailors Sewing Helpers
Sewing
Checker
UNIT 1 42 135 26 7
UNIT 2 46 40 22 11
UNIT 3 13 139 3 10
UNIT 5-1 54 222 33 18
UNIT 5-2 48 227 38 22
UNIT 5-3 48 192 42 17
Subtotal 1 251 955 164 85
Department Total
CUTTING 229
QUALITY
SUPPORT
12
ADMINISTRATION 50
MAINTENANCE 35
STORES 85
HUMAN
RESOURCES
3
OFF SUPPORT 60
SAMPLING &
PILOT
108
Subtotal 2 582
(+) Subtotal 1 1455
Grand total 2037
Table: 3.7

Brand and Innovations of Aditya Birla Nuvo Ltd (Madura F&L)
For over a decade now, Madura Fashion & Lifestyle has been at the cutting edge
of fashion and innovation, and has sourced fabrics, technology and products globally.
The company's product development and quality assurance functions work constantly to
provide product innovations to the Indian consumer. The latest finishes, fabrics, fits,
technologies and product development in fashion and clothing styles are incorporated
into their brand portfolio. Continuous product innovations and value proposition provides
the much-needed support in sustaining product leadership. This helps maintain brand
equity for best-in-class merchandise in the apparel segment.
Trends, fashion knowledge, technology and process help in product development
and innovation, creating and adding significant value to the fibre-to-fashion value chain.
The company has developed and successfully launched many breakthrough products in
the last decade. Some of the latest product innovations that were the highlights of FW09 /
SS10 season are listed below.
Louis Philippe
Silk Route shirt from Louis Philippe:
Incorporating an oriental secret that combines the sheen of silk with the
breathability of cotton, the Silk Route shirts are tailored from dyed cotton-silk yarn. They
offer the soft touch and feel of silk with the comfort of cotton and the convenience of
being machine washable.

Crème Collection:
Louis Philippe's easy care dress shirts with a silk-protein finish are made from
premium fabric woven from the finest single yarn. The yarn is previously treated with
special liquid ammonia, and the result is the lustrous, soft-as-silk dress shirts that form
the Crème Collection.
Liquid Cotton Shirts:
A revolutionary yarn spinning technology and fabric finish developed by Madura
Fashion & Lifestyle has made it possible to craft this brand of 100 per cent cotton yarn-
dyed shirts which are so sinfully soft and seamless; they literally flow on your body like
water. These shirts look and feel like silk, provide the comfort and convenience of cotton,
and yet are easy to maintain.
Van Heusen
Eco Story:
Van Heusen kicked off the concept of shirts made from 100 per cent organic
cotton, grown in a sustainable and environmentally-friendly manner. Launched as 'Eco
Concept' for men, the shirts have a naturally soft feel to them.
Best white formal shirt:
Van Heusen's formal white shirt is fully taped for pucker-free seams. Made of 100
per cent wrinkle-free cotton, it not only has the highest whiteness index of 156+ CIE, but
also excellent colour retention with the whiteness remaining at the 150+ CIE index even
after 25 washes.

Best Non-Iron shirt:
Van Heusen's Best Non-Iron shirt is made from 100 per cent two-ply cotton and
has a DP rating of 3.8, which gives it superior lustre. It offers the perfect combination of
premium fabric and world-class manufacturing set-up. A Premium dress shirt with
superior lustre and good craftsmanship, Van Heusen Non-Iron shirt has been a huge hit
among consumers.
Dura Press Ultima trousers:
Van Heusen's premium two-ply cotton trousers have wrinkle-free treatment,
breathability, and moisture management for superior wearing comfort.
Allen Solly
Air Shirts:
The Air Shirt is part of the cool summer fashion apparel, crafted specifically to
soothe the heat. It has been designed with special light yarn and uses the lightest of
buttons and lissom thread work which weighs as low as 163 grams.
Allen Solly Go:
Allen Solly's Go trousers are tailored from a specially-designed premium fabric
that combines comfort with functional performance. The fabric has been treated with a
special processing technique that gives it colour durability, lustre and sheen, and has been

finished by putting it through a unique wrinkle-free process to give wrinkle-resistant
characteristics to the finished pair of trousers.
These stretch, wrinkle-free trousers will stay crease-free for 25 hours. 'Go
trousers' promise that you can sit down, get up, leap on, dive in, do all the things you
need to do, because they can keep up with you without letting the wrinkles catch up.
The custom-engineered fabric (with olefin XLA elastane) is a unique product co-
created with partner Dow Fibers. It's a high-density fabric made with xla stretch fibre and
a special liquid ammonia finish for lustre, coupled with a superior treatment for making
the apparel wrinkle-free. It is the most comfortable chino in the market allowing for ease
of body movements.
Non-Iron trousers:
These premium two-ply trousers can be worn straight from the wash. A true Non-
Iron, wash-and-wear offering in the premium segment, these trousers have been tailored
from fabric that has been treated with a special wrinkle-free formulation for DP rating 4.
Best casual shirt:
Allen Solly's unique shirt collection marries high colour appeal and durability
with the softest touch and feel. Special garment dyeing technology is used to give the
shirts a unique touch and colour retention in various shades of indigo, white, and black.
Peter-England
Oxygeans:
Oxygeans is a sustainable Fashion Innovation from House of Peter England under
PE Jeans. Produced using an indigenous innovative washing technique, this denim saves
up to 80 Liters of Water during its manufacturing. A normal washed denim consumes
120-200 liters of water during manufacturing.

Fragrance Shirt:
The Fragrance shirt was a unique innovation as part of Peter England‘s Formal
Wear Collection. It comes with embedded micro capsules which release refreshing
fragrance and help user in staying fresh throughout the day.
Razor Stripes:
Peter England introduced transparent yarn in weft filling to achieve maximum sharpness
of the stripes.

Cordeans:
Cordeans is developed using Peter England‘s patented process. This product is Part Jeans
– Part Corduroy - Jeans which are made of denim fabric and yet has corduroy look n feel
on its surface
Magnetism:
Part of Peter England‘s Sub Premium Brand called Peter England Elite, this shirt
comes with a magnetic chip in the collar bone which keeps the collar intact throughout
the day and helps in retaining the crisp look.
Adjustable Trouser:
The smart Adjustable trouser is designed with a unique, flexible waist-band which
can expand to two inches on the inside, giving the user enough flexibility. It's reassuring
to know the trouser always gives the perfect fit.

Go Green shirt:
These environmentally-friendly shirts are made of a fusion of traditional cellulose
fibre, cotton, and Modal, a modern regenerated cellulose fibre, resulting in shirts that not
only drape well, but can also be worn in comfort.
Royale:
The shirts that comprise this segment are true two-tone shirts that set the wearer
up in distinguished style.

Beyond business
"Our vision is to make a qualitative difference to the lives of the weaker sections
of society in proximity to our plants and in doing so improve the human development
index of our nation."
Mrs. Rajashree Birla, Chairperson The Aditya Birla Centre for Community
Initiatives and Rural Development Aditya Birla Centre for Community Initiatives and
Rural Development, the apex body responsible for development project, is spearheaded
by Mrs. Rajashree Birla, who is the Chairperson of the Centre.
The centre is anchored by the Group's Corporate Communications Division,
supported by various company CSR heads and a 250 strong field force. The centre
provides the strategic direction and decides the thrust areas for the Group's work,
ensuring performance and management as well. The work of all the Group companies, in
India and globally is channelised and monitored by the centre. At the Group company,
the business director takes on the role of the project mentor, while the onus for the
implementation of the projects is on the various unit Presidents.
Corporate responsibility philosophy:
Even as we in India have made a mark on the globe as a reservoir of intellectual
capital, as a nation we are grappling with 'quality of life' challenges. More so, in the
hinterland, where poverty is a ground reality. To address these larger issues, we work in
tandem with the government, the district authorities and NGOs.
We believe in the trusteeship concept of management. Simply put, in the context
of social responsibility it entails ploughing part of the profit into programmes, which
results in the larger good of the society. Our legendary leader, Mr. Aditya Birla ingrained
the concept of sustainable livelihood into it in the year 2000; Mr. Kumar Mangalam
Birla, our Chairman, spawned the concept of triple bottom line accountability, which
entails factoring three key aspects viz., economic success, environmental accountability
and social responsibility for ensuring sustainable success. In a holistic way, the interest of
the entire Group's stakeholders has been textured into its fabric.

Employee involvement and welfare committees in ABNL
 Work committee
 Canteen committee
 Safety committee
 Prevention of Sexual Harassment committee
Employee welfare in ABNL
ABNL is one of the good organization which pay better fit salaries than many
other companies.
Providers most of the statutory measures like
 canteen facilities
 working facilities
 first aid appliances
 facilities for sitting
 shelters rest rooms and
lunch rooms
 crèches
 drinking water facilities
 lighting
 urinals
 welfare-officers
(maternity benefit)
 Provident fund schemes
 E.S.I schemes
 Gratuity
Provides non-statutory measures like
 Hostel
 Transport Facilities
 Medical facilities
(Health centre)
 Cultural activities
 Recreation
 Loan and various advances
 Free Energy drinks
 Worker education
 Safety Training
 School for the employees
children
 Labor welfare fund
 Vehicles stand for parking
 Nutrition‘s for expectant
mother

CHAPTER 4
DATA ANALYSIS AND
INFERENCES

ANALYSIS OF DATA
1. Table showing the opinion of the Employees regarding working conditions:
(1. a) Table showing the opinion of the Employees regarding space and ventilation
SL.NO Opinion Percentage
1 Highly Satisfied 83
2 Satisfied 14
3 Neutral 3
4 Dissatisfied 0
5 Highly Dissatisfied 0
TOTAL 100
Table 1.a
(1. a) Graph showing the opinion of the Employees regarding space and ventilation
Graph: 1. a
Interpretation:
The satisfaction levels of the employees are responding positively towards space
and ventilation in the organization. It is observed that the majority of respondents are
highly satisfied and the above analysis shows only 3% employs are neutral and 83
percent are highly satisfied.
83
14
3
0
0
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
12345
Percentage
Percentage

(1 .b) Table showing employee’s opinion regarding Lighting facilities
2 Satisfied 27
3 Neutral 0
4 Dissatisfied 0
TOTAL 100
Table 1.b
(1 .b) Graph showing employee’s opinion regarding Lighting facilities
Graph: 1.b
Interpretation:
In total responds 27% of the employees are satisfied with lighting facilities. 73%
are fully satisfied. The satisfaction level of the employees responding highly positive
towards lighting facilities in the organization
73
27
0
0
0
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
12345
Percentage
Percentage

(1 .c) Table showing employee’s opinion regarding cleanliness facilities
2 Satisfied 19
3 Neutral 0
4 Dissatisfied 0
TOTAL 100
Table: 1.c
(1 .c) Graph showing employee’s opinion regarding cleanliness facilities
Graph: 1.c
Interpretation:
The satisfaction levels of the employees are responding Positive towards
cleanliness facilities in the organization. It is observed that the majority of respondents
are highly satisfied and the above analysis shows 81% employees are highly satisfied and
19% employees are satisfied.
81
19
0
0
0
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
12345
Percentage
Percentage

(1 .d) Table showing employee’s opinion regarding Toilet facilities
2 Satisfied 28
3 Neutral 14
4 Dissatisfied 7
TOTAL 100
Table: 1.d
(1 .d) Graph showing employee’s opinion regarding Toilet facilities
Graph: 1.d
Interpretation:
Maximum employees are satisfied with Toilet facilities in the organization. 49%
of the people respond highly satisfied and 28% of the people respond satisfied, only 9%
of people respond not satisfied and balance 14% respondents are neutral.
49
28
14
7
2
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
12345
Percentage
Percentage

(1 .e) Table showing employee’s opinion regarding Sitting Facilities
2 Satisfied 16
3 Neutral 19
4 Dissatisfied 7
TOTAL 100
Table: 1.e
(1 .e) Graph showing employee’s opinion regarding Sitting Facilities
Graph: 1.e
Interpretation:
The satisfaction levels of the employees are responding positively towards sitting
facilities in the organization. It is observed that the majority of respondents are highly
satisfied and the above analysis shows 19% employs are neutral and 10% are not satisfied
with the sitting facilities provided by organization
55
16
19
7
3
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
12345
Percentage
Percentage

(1 .f) Table showing employee’s opinion regarding safety
2 Satisfied 18
3 Neutral 5
4 Dissatisfied 0
TOTAL 100
Table: 1.f
(1 .f) Graph showing employee’s opinion regarding safety
Graph: 1.f
Interpretation:
The satisfaction levels of the employees are responding positively towards
uniforms & shoes facilities provided by the organization. It is observed that the majorities
60% of respondents are highly satisfied and the above analysis shows 10% employs are
neutral and 6 percent are not satisfied.
77
18
5
0
0
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
12345
Percentage
Percentage

2. Table showing the opinion of the employees regarding Welfare measures
(2 .a) Table showing employee’s opinion regarding Canteen Facilities
2 Satisfied 27
3 Neutral 26
4 Dissatisfied 12
TOTAL 100
Table: 2.a
(2 .a) Graph showing employee’s opinion regarding Canteen Facilities
Graph: 2.a
Interpretation:
Canteen facilities in the organization. It is observed that the majority of respondents are
highly satisfied and the above analysis shows 26% employees are neutral and 12% are
not satisfied with the canteen facilities provided by organization.
35
27
26
12
0
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
12345
Percentage
Percentage

(2.b) Table showing employee’s opinion regarding Drinking Water Facilities
2 Satisfied 24
3 Neutral 7
4 Dissatisfied 0
TOTAL 100
Table: 2.b
(2.b) Graph showing employee’s opinion regarding Drinking Water Facilities
Graph: 2.b
Interpretation:
drinking water facilities in the organization. It is observed that the majority of
respondents are satisfied and the above analysis shows 7% employees are neutral and
69% are highly satisfied.
69
24
7
0
0
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
12345
Percentage
Percentage

(2.c) Table showing employee’s opinion regarding Health Centre
2 Satisfied 29
3 Neutral 5
4 Dissatisfied 2
TOTAL 100
Table: 2.c
(2.c) Graph showing employee’s opinion regarding Health Centre
Graph: 2.c
Interpretation:
The satisfaction levels of the employees are responding positively towards Health
Centre facilities provided by the organization. It is observed that the majority 64% of
respondents is highly satisfied and the above analysis shows 5% employees are neutral
and 2 percent are not satisfied
64
29
5
2
0
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
12345
Percentage
Percentage

(2.d) Table showing employee’s opinion regarding Crèche
2 Satisfied 23
3 Neutral 4
4 Dissatisfied 1
TOTAL 100
Table: 2.d
(2.d) Graph showing employee’s opinion regarding Crèche
Graph: 2.d
Interpretation:
The satisfaction levels of the employees are responding positively towards Crèche
facilities provided by the organization. It is observed that the majorities 72% of
respondents are highly satisfied and the above analysis shows 4% employees are neutral
and 1% is not satisfied.
72
23
4
1
0
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
12345
Percentage
Percentage

(2.e) Table showing employee’s opinion regarding Energy Drink
2 Satisfied 19
3 Neutral 14
4 Dissatisfied 17
TOTAL 100
Table: 2.e
(2.e) Graph showing employee’s opinion regarding Energy Drink
Graph: 2.e
Interpretation:
The satisfaction levels of the employees are responding positively towards Energy
Drink provided by the organization. It is observed that the majorities 61% of respondents
are satisfied and the above analysis shows 14% employs are neutral and 25% are not
satisfied
42
19
14
17
8
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
12345
Percentage
Percentage

3. Table showing employee’s opinion regarding Nutrition’s for expectant mother
1 To Great extent 77
2 To Some extent 22
3 Neutral 1
4 Not at all 0
5 Can't say 0
TOTAL 100
Table: 3.a
3. Graph showing employee’s opinion regarding Nutrition’s for expectant mother
Graph: 3.a
Interpretation:
Nutrition‘s for expectant mother facilities in the organization. It is observed that the
majority of respondents are satisfied and the above analysis shows 1% employee is
neutral and 77% are satisfied greater extent.
77
22
1
0
0
To Great extent
To Some extent
Neutral
Not at all
Can't say
12345
Percentage
Percentage

4. Table showing users of transportation facilities
SL.NO User Percentage
1 YES 41
2 NO 59
TOTAL 100
Table: 4.a
4. Graph showing users of transportation facilities
Graph: 4.a
Interpretation:
From the above table it is inferred that 41% of employees are using transportation
facilities and 59% of employees are not using transportation facilities of the organization.
41
59
YES
NO
12
Percentage
Percentage

(4.b) Table showing employee’s opinion regarding transportation facilities
1 Highly Helpful 61
2 Helpful 34
3 Neutral 5
4 Sometime Helpful 0
5 Less Helpful 0
TOTAL 100
Table: 4.b
(4.b) Graph showing employee’s opinion regarding transportation facilities
Graph: 4.b
Interpretation:
transportation facilities provided by the organization. It is observed that the majorities
95% of respondents are satisfied and the above analysis shows 5% employs are neutral.
61
34
5
0
0
Highly Helpful
Helpful
Neutral
Sometime Helpful
Less Helpful
12345
Percentage
Percentage

5. Table showing employee’s opinion regarding ESI Facilities
1 Greater Extend 29
2 Full Extend 18
3 Neutral 30
4 Average 18
5 Below Average 5
TOTAL 100
Table: 5.a
5. Graph showing employee’s opinion regarding ESI Facilities
Graph: 5.a
Interpretation:
From the above table it is inferred that 29% of employees are satisfied towards
greater extend of the ESI facilities provided by the organization, 18% of employees are
full extend satisfied, 30% are neutral and 23% are averagely satisfied.
29
18
30
18
5
Greater Extend
Full Extend
Neutral
Average
Below Average
12345
Percentage
Percentage

6. Table showing employee’s opinion regarding loans and advances
1 To Great extent 42
2 To Some extent 22
3 Neutral 31
4 Not at all 4
5 Can't say 1
TOTAL 100
Table: 6.a
6. Graph showing employee’s opinion regarding loans and advances
Graph: 6.a
Interpretation:
The satisfaction levels of the employees are responding positively towards loans
and advances facilities provided by the organization. It is observed that the majorities
42% of respondents are satisfied to great extent and 22% of respondents are satisfied to
some extent and the above analysis shows 31% employees are neutral and 4% are not
satisfied and 1% is undecided.
42
22
31
4
1
To Great extent
To Some extent
Neutral
Not at all
Can't say
12345
Percentage
Percentage

7. Table showing the opinion of the employees regarding committees
(7.a) Table showing employee’s opinion regarding Work Committee
1 Highly Helpful 39
2 Helpful 18
3 Neutral 21
5 Less Helpful 6
TOTAL 100
Table: 7.a
(7.a) Graph showing employee’s opinion regarding Work Committee
Graph: 7.a
Interpretation:
The satisfaction levels of the employees are responding positively towards work
committee in organization. It is observed that the majorities 57% of respondents are
satisfied, 21% employees are neutral and the above analysis shows 22% respond says less
and sometimes helpful.
39
18
21
16
6
Highly Helpful
Helpful
Neutral
Sometime Helpful
Less Helpful
12345
Percentage
Percentage

(7.b) Table showing employee’s opinion regarding Canteen Committee
1 Highly Helpful 33
2 Helpful 22
3 Neutral 16
5 Less Helpful 7
TOTAL 100
Table: 7.b
(7.b) Graph showing employee’s opinion regarding Canteen Committee
Graph: 7.b
Interpretation:
canteen committee in organization. It is observed that the majorities 55% of respondents
are satisfied, 16% employees are neutral and the above analysis shows 29% respond says
less and sometimes helpful.
33
22
16
22
7
Highly Helpful
Helpful
Neutral
Sometime Helpful
Less Helpful
12345
Percentage
Percentage

(7.c) Table showing employee’s opinion regarding Safety Committee
1 Highly Helpful 61
2 Helpful 23
3 Neutral 13
5 Less Helpful 1
TOTAL 100
Table: 7.c
(7.c) Graph showing employee’s opinion regarding Safety Committee
Graph: 7.c
Interpretation:
The satisfaction levels of the employees are responding positively towards safety
committee in organization. It is observed that the majorities 84% of respondents are
satisfied, 13% employees are neutral and the above analysis shows 3% respond says less
and sometimes helpful.
61
23
13
2
1
Highly Helpful
Helpful
Neutral
Sometime Helpful
Less Helpful
12345
Percentage
Percentage

(7.d) Table showing employee’s opinion regarding Prevention of Sexual Harassment
Committee
1 Highly Helpful 73
2 Helpful 18
3 Neutral 6
5 Less Helpful 0
TOTAL 100
Table: 7.d
(7.d) Graph showing employee’s opinion regarding Prevention of Sexual
Harassment Committee
Graph: 7.d
Interpretation:
The satisfaction levels of the employees are responding positively Prevention of
Sexual Harassment in organization. It is observed that the majorities 91% of respondents
are satisfied, 6% employees are neutral and the above analysis shows 3% respond says
sometimes helpful.
73
18
6
3
0
Highly Helpful
Helpful
Neutral
Sometime Helpful
Less Helpful
12345
Percentage
Percentage

8. Table showing the opinion of the employees regarding safety training
(8.a) Table showing employee’s opinion regarding MOCK Drills
1 Highly Helpful 73
2 Helpful 26
3 Neutral 1
5 Less Helpful 0
TOTAL 100
Table: 8.a
(8.a) Graph showing employee’s opinion regarding MOCK Drills
Graph: 8.a
Interpretation:
From the above table it is inferred that 73% of employees are responding highly
helpful of MOCK Drills training, 26% are said helpful and 1% respond are neutral
73
26
1
0
0
Highly Helpful
Helpful
Neutral
Sometime Helpful
Less Helpful
12345
Percentage
Percentage

(8.b) Table showing employee’s opinion regarding First Aid and Fire Fight Training
1 Highly Helpful 76
2 Helpful 19
3 Neutral 5
5 Less Helpful 0
TOTAL 100
Table: 8.b
(8.b) Graph showing employee’s opinion regarding First Aid and Fire Fight
Training
Graph: 8.b
Interpretation:
From the above table it is inferred that 76% of employees are responding highly
helpful of First Aid and Fire Fight Training, 19% are said helpful and 5% respond are
neutral
76
19
5
0
0
Highly Helpful
Helpful
Neutral
Sometime Helpful
Less Helpful
12345
Percentage
Percentage

9. Table showing employee’s opinion regarding their work responsibilities.
1 Disagree 0
2 Neutral 8
3 Somewhat Agree 9
4 Strongly Agree 81
5 Don't Know 2
TOTAL 100
Table: 9.a
9. Graph showing employee’s opinion regarding their work responsibilities.
Graph: 9.a
Interpretation:
From the above table it is inferred that 81% of respond are strongly agreed them
work responsibility are cleared, 9% are somewhat agreed, 8% are neutral and 2% are not
decided.
0
8
9
81
2
Disagree
Neutral
Somewhat Agree
Strongly Agree
Don't Know
12345
Percentage
Percentage

10. Table showing employee’s opinion regarding their job makes them good use of
them skills and abilities.
1 Disagree 1
2 Neutral 10
3 Somewhat Agree 4
4 Strongly Agree 77
5 Don't Know 8
TOTAL 100
Table: 10.a
10. Graph showing employee’s opinion regarding their job makes them good use of
them skills and abilities.
Graph: 10.a
Interpretation:
From the above table it is inferred that 77% of respond are strongly agreed them
job makes them good use of them skills and abilities, 4% are somewhat agreed, 10% are
neutral, 8% are not decided and only 1% are disagreed.
1
10
4
77
8
Disagree
Neutral
Somewhat Agree
Strongly Agree
Don't Know
12345
Percentage
Percentage

11. Table showing employee’s opinion regarding respond their committed to
continuous quality improvement in their work.
1 Disagree 0
2 Neutral 17
3 Somewhat Agree 16
4 Strongly Agree 67
5 Don't Know 0
TOTAL 100
Table: 11.a
11. Graph showing employee’s opinion regarding respond their committed to
continuous quality improvement in their work.
Graph: 11.a
Interpretation:
From the above table it is inferred that 67% of respond are strongly agreed their
committed to continuous quality improvement in their work, 16% are somewhat agreed
and 17% are neutral
0
17
16
67
0
Disagree
Neutral
Somewhat Agree
Strongly Agree
Don't Know
12345
Percentage
Percentage

Study on Employee Involvement & Welfare Measures at ABNL

Study on Employee Involvement & Welfare Measures at ABNL

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