1.1.

1 INTRODUCTION

EMPLOYEE WELFARE MEASURES

Welfare includes anything that is done for the comfort and improvement of employees
and is provided over and above the wages. Welfare helps in keeping the morale and motivation
of the employees high so as to retain the employees for longer duration. The welfare measures
need not be in monetary terms only but in any kind/forms.

Employee welfare includes monitoring of working conditions, creation of industrial

harmony through infrastructure for health, industrial relations and insurance against disease,
accident and unemployment for the workers and their families. Employee welfare entails all
those activities of employer which are directed towards providing the employees with certain
facilities and services in addition to wages or salaries.

Legally welfare is termed as "welfare plan" mean any plan, fund, or program which was
heretofore or is hereafter established or maintained by an employer or by an employee
organization, or by both, to the extent that such plan, fund, or program was established or is
maintained for the purpose of providing for its participants or their beneficiaries, through the
purchase of insurance or otherwise, (A) medical, surgical, or hospital care or benefits, or benefits
in the event of sickness, accident, disability, death or unemployment, or vacation benefits,
apprenticeship or other training programs, or day care centers, scholarship funds, or prepaid legal
services, or (B) any benefit described in section 302(c) of the Labor Management Relations Act,
1947 [29 USCS § 186(c)] (other than pensions on retirement or death, and insurance to provide
such pensions)

Welfare measures started its origin from the ancient age of kings where the people were
given added benefits and the evolution has been with the change in time and now it is considered
essential for growth and development of an organization through employee satisfaction.

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Principles of Employee Welfare measures
Following are generally given as the principles to be followed in setting up an employee
welfare service:

 The service should satisfy real needs of the workers. This means that the manager
must first determine what the employee’s real needs are with the active participation
of workers.

 The service should be handled by cafeteria approach. Due to the difference in

Sex, age, marital status, number of children, type of job and the income level of
employees there are large differences in their choice of a particular benefit. This is
known as the cafeteria approach. Such an approach individualizes the benefit system
though it may be difficult to operate and administer.

 The employer should not assume a benevolent posture.

 The cost of the service should be calculated and its financing established on a
sound basis.
 There should be periodical assessment or evaluation of the service and necessary
timely on the basis of feedback.

Objectives of welfare measures

The welfares measures in an organization are given to employees with following

objectives.

 To provide better life and health to the workers

 To make the workers happy and satisfied
 To relieve workers from industrial fatigue and to improve intellectual, cultural and
material conditions of living of the workers.

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Features of welfare measures

The basic features of employee welfare measures are as follows:

 Employee welfare includes various facilities, services and amenities provided to

workers for improving their health, efficiency, economic betterment and social status.
 Welfare measures are in addition to regular wages and other economic benefits
available to workers due to legal provisions and collective bargaining.
 Employee welfare schemes are flexible and ever-changing. New welfare measures are
added to the existing ones from time to time.
 Welfare measures may be introduced by the employers, government, employees or by
any social or charitable agency.
 The purpose of employee welfare is to bring about the development of the whole
personality of the workers to make a better workforce.

Benefits of welfare measures

The very logic behind providing welfare schemes is to create efficient, healthy, loyal and
satisfied labor force for the organization. The purpose of providing such facilities is to make their
work life better and also to raise their standard of living. The important benefits of welfare
measures can be summarized as follows:

 They provide better physical and mental health to workers and thus promote a healthy
work environment
 Facilities like housing schemes, medical benefits, and education and recreation
facilities for workers’ families help in raising their standards of living. This makes
workers to pay more attention towards work and thus increases their productivity.
 Employers get stable labor force by providing welfare facilities. Workers take active
interest in their jobs and work with a feeling of involvement and participation.
 Employee welfare measures increase the productivity of organization and promote
healthy industrial relations thereby maintaining industrial peace.

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  The social evils prevalent among the labors such as substance abuse, etc are reduced
to a greater extent by the welfare policies.

Types of welfare measures

Welfare includes anything that is done for the comfort and improvement of employees
and is provided over and above the wages.

Tangible welfare measures Intangible Welfare measures

• Social services • Social status and recognition
• Safety services includes shelter and
job security
• Health services include counseling
services to balance work life.

EMPLOYEE SATISFACTION

Employee satisfaction is the terminology used to describe whether employees are happy
and contented and fulfilling their desires and needs at work. Many measures purport that
employee satisfaction is a factor in employee motivation, employee goal achievement, and
positive employee morale in the workplace.

Importance of employee satisfaction for organization

Employees are the assets of the organization and they need to be kept satisfied.
 Enhance employee retention.
 Increase productivity.
 Increase customer satisfaction.
 Reduce turnover, recruiting, and training costs.
 Enhance customer satisfaction and loyalty.
 More energetic employees.

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  Improve teamwork.
 Higher quality products and/or services due to more competent, energized
employees.

Importance of employee satisfaction for employee

 Employ will believe that the organization will be satisfying in the long run.
 They will care about the quality of their work.
 They will create and deliver superior value to the customer.
 They are more committed to the organization.
 Their works are more productive.
EMPLOYEE SATISFACTION THROUGH WELFARE MEASURES

A satisfied employee provides greater benefits to organization. Employee will be

committed to the organization; will care about the quality of their work. They will create and
deliver superior value to the customer and their works are more productive. It is vitally important
to know which factors most affect employee satisfaction. A 2009 survey, by the Society for
Human Resource Management that are regularly thought to relate to employee satisfaction. The
study found that employees identified these five most important factors:
 job security,
 benefits (especially health care) with the importance of retirement benefits rising
with age of the employee,
 compensation/pay,
 opportunities to use skills and abilities, and
 Feeling safe in the work environment.

The next five most important satisfaction factors for employees were:

 relationship with immediate supervisor,

 management recognition of employee job performance,
 communication between employees and senior management,

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  the work itself, and
 Autonomy and independence.

This survey puts in its findings that welfare measures given to the employees makes them more
satisfied assisting in offering big benefits to organization in achieving goals and targets easily.
This shows the importance of the welfare measures in an organization.

Employee satisfaction chart

The following chart describes the welfare measures and its relation to satisfaction and
productivity. Welfare measures play a great part in achieving employee satisfaction which in turn
enables in achieving organization goals.

FIGURE: 1: Employee satisfaction Factors

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 This chart makes it visible that the welfare measures provided to the employee in an
organization makes one satisfied with his work and enthuse himself towards work commitment,
think and act responsible and promote to productivity and growth of the organization. So all the
organization seek employee satisfaction for productivity improvement through welfare measures.
Employee satisfaction leads to customer satisfaction. When internal customers (employees) are
happy, they treat external customers well. Customers will keep coming back for more. This
grows the relationship and leads to customer loyalty.
This chart depicts the welfare measures and its effects upon employee satisfaction which
in turn contributes to productivity. Satisfied employees will be the real assets of a company.

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 Employee Satisfaction – Major factors and benefits

MANAGEMENT
PAY/COMPENSATION
POLICIES

WELFARE
OTHER BENEFITS
MEASURES

SATISFIED

EMPLOYEES

CUSTOMER INCREASED
SATISFACTION QUALITY

EMPLOYEE INCREASED
RETENTION PRODUCTIVITY

FIGURE: 2: Employee Satisfaction – Major factors and benefits

1.1.2 OBJECTIVES OF THE STUDY

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 The present study about the tea workers in Pachamalai Tea Estate is undertaken with the

following objectives

PRIMARY OBJECTIVE

 To evaluate the welfare benefits extended to the workers in the company.

 To identify impact of welfare measure on employee satisfaction.

SECONDARY OBJECTIVE

 To review the company’s profile.

 To suggest the ways to improve workers welfare benefits.

1.1.3 SCOPE OF THE STUDY

The various components of welfare facilities are washing storing, drying and clothing,

sitting first aid appliances, canteen, shelters, restroom, lunch room, crèches, welfare offers,

9
ventilation & temperature, drinking water, latrines & urinals, spittoons and lighting. The scope of

study is

 To find the welfare facilities given by the company.

 To know the employees expectations regarding welfare measures.

 To know about the employee’s satisfaction regarding welfare measures.

 To bring about a strong industrial relationship.

1.1.4 NEED OF THE STUDY

In the present industrial scenario, the basic aim of every organization is to achieve

optimum production of high quality and earn adequate profits to survive in the field, in this

context various welfare measures are undertaken so as to promote good industrial relations and

create congenial atmosphere. The employers have to satisfy all the needs of employees to make

better profits. Besides giving good wages, the welfare facilities given to them play a vital role in

achieving their objectives. By providing good welfare facilities, the workers feel a better

working condition. The basic needs of this study are

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  Welfare facilities are one of the major factors boosting up the quality and production.

 Helps to identify the impact of the welfare measures on employee satisfaction.

 Helps employer to know the aspirations of his employee.

 Helps employer to bridge the gap in industrial relationship.

1.1.5 LIMITATIONS OF THE STUDY

The following limitations were faced while doing this study:

(i) Few of the respondents hesitated to give the correct information’s.

(ii) Some of the respondents discussed among themselves before answering.

(iii) Few respondents hesitated to give opinion about their management.

(iv) The period of the study was limited.

(v) The validity of the study depends up on the reliability of the primary data.

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1.2.1 COMPANY PROFILE

Tata Coffee is coffee company owned by the Tata Group. Tata Coffee is arguably the
largest integrated coffee plantation company in the world .Tata Coffee has a hand in every aspect
of the coffee making process, with business activities ranging from growing and curing of coffee
and tea to the manufacture and marketing of value-added coffee products. Tata Coffee grows
coffee on its own estates, processes the beans, exports green coffee, manufactures and exports
Instant Coffee and retails coffee with its own branding in the domestic market.

PLANTATIONS
COFFEE

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 Tata Coffee owns 19 coffee estates located in ideal coffee growing highlands of Southern
India, with fertile soils and invigorating climate. Spread over 8037 hectares in Coorg,
Chickmaglur and Hassan districts of Karnataka and in Valparai district of Tamil Nadu, Tata
Coffee produces 10,000 metric tonnes of natural shade grown Arabica and Robusta coffees, in
both washed and unwashed forms. These estates are located at various altitudes, and the coffee
produced possesses distinct cup characteristics.

TEA
The company also owns six tea estates which spans 4755 hectares in Coorg and
Chickmagalur districts of Karnataka and Annamalais district of TN and produce 6.5 million
kilograms of tea.

ESTATE SUPPLIES
Tata Coffee also deals in plantation requirements such as fertilizers and chemicals, estate
implements, and tyres and tubes through its Estate Supplies Division.

INSTANT COFFEE
Tata Coffee also has the capacity to produce 5000 metric tonnes of Instant Coffee per
annum, for which it has a sizable export market. International Tata Café, Mysore Gold and
Malabar are the popular Instant Coffee brands which are exported

TIMBER
Tata Coffee has abundant reserves of timber, which is grown for shade. The company's
timber resources on its estates include Rosewood, Silver Oak, and other softwood trees. As part
of its plans to optimise the utilisation of the company's captive timber resources, the company
has entered into 'Timber Value-Addition' industry by getting its Silver Oak timber converted into
plywood of different types and bearing the brand name 'Conswood'.

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LOCATIONS
The Coorg district of Karnataka, India, is one of the main coffee-growing regions in India
and the main plantation operations of Tata Coffee are in Pollibetta, in the Southern part of Coorg.
The company owns 19 coffee estates and 7 tea estates located in the districts of Coorg, Hassan
and Chickmagalur, including one recently acquired coffee estate and five tea gardens in the
Annamallais region of Tamil Nadu. The coffee grown on these estates are naturally grown, in a
mixed shade of two tiers. The plantation's head office is at Pollibetta, Coorg, Karnataka.

CORPORATE OFFICE
The company's marketing and corporate functions are based out of its corporate office
located in Bangalore.

The company's shares are listed in the National Stock Exchange, Mumbai, Bangalore
Stock Exchange Ltd., Madras Stock Exchange and Hyderabad Stock Exchange.

AWARDS AND CERTIFICATIONS

CERTIFICATIONS

 Utz Kapeh certification for growing coffee in a socially and environmentally

responsible manner
 SA 8000 for social accountability

POPULAR AWARDS RECEIVED

 Best MNEB in 2006

 1st prizewinner for Best Arabica coffee from Anamalais in 2007

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  Awarded ISO 22000, EIM, IMO certifications.
 Rain forest alliance
 Accreditations from SCAA,SCAE&SCAI

PACHAIMALLAI ESTATE

Pachaimallai, derived from the Tamil words "Pachai'' meaning green and "Mallai''
meaning hill, was planted in 1917 in the Anamallais.

The estate is located about 4km from Valparai town against a picturesque backdrop of the
Grass Hills, a National Park that continues into the Eravikulam National Park in Munnar. The
estate is at an elevation of 3726 feet above mean sea level and witnesses an annual precipitation
of about 100 inches.

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 The estate comprises of 301.07 hectares of tea, 74.56 hectares of eucalyptus and 2.54
hectares of coffee and has achieved a record yield of 3623 kilogram per hectare in the year 1997
- 98 with a clonal area of just 2 per cent.

The factory is nestled conveniently in the centre of the estate, which is like a bowl, and
remains the only Orthodox tea factory of the company in the Anamallias.

Pachaimallai teas have a good demand for the export markets, especially in the CIS
countries and the Gulf.

As the estate borders a coffee estate and a tract of 'shola' (rainforest), the area is alive
with bountiful wildlife. Elephants, bison, sambar, barking deer, bears, Indian wild dog and the
elusive leopard frequent the estate. The giant Indian hornbill and lion-tailed macaque are also
visible in the adjoining forest.

VISION AND MISSION

Vision

To emerge as one of the leading players in the coffee industry upholding ethical, social
& environmental values with total commitment to our customers and stakeholders.

Mission

To provide our customers a range of products of high standard and value in every

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segment through our fully integrated coffee operations spanning plantations, production and
marketing.

We will strive to move up the value chain by adding value to all our products and
operations thereby meeting expectations of all our stakeholders. Be an exemplary corporate
citizen upholding Tata values with total commitment to the communities in which we operate

Our Values

 Integrity
 Understanding
 Excellence
 Unity
 Responsibility

EMPLOYEE STRENGTH DETAILS

The company’s estate covering a total area of 418.01 hectares employs around 300
permanent workers and 200 temporary workers. The estate has four divisions as North, South,
West and Factory divisions and has the employee strength as given in table as on June 2010.

Table: 1: Company employee strength

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 TOP AND MIDDLE LEVEL MANAGEMENT

DY.MANAGER 1

ASST.MANAGER 1

JUNIOR OFFICER 2

STAFF 12

ARTISAN STAFF 14

DIVISION SUPERVISORS PERMANENT TEMPORARY

WORKERS WORKERS

NORTH 4 71 24

SOUTH 8 148 5

WEST 5 73 49

FACTORY 6 60

TOTAL 17 298 138

CATEGORIZATION OF EMPLOYEE-BASED ON EMPLOYEE LEVEL

Based on the employee level the categorization is as in the figure

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 CATEGORIZATION OF EMPLOYEE-BASED ON EMPLOYEE LEVEL

SENIOR GENERAL MANAGER

DEPUTY MANAGER

ASSISTANT MANAGER

JUNIOR OFFICER

WORKERS
STAFF NON-STAFF
NON-STAFF

PERMANENT TEMPORARY

FIGURE: 3: Categorization of employee-based on employee level

CATEGORIZATION OF EMPLOYEE-STRENGTH OF EMPLOYEE

Based on the employee strength in each level the categorization is as in the figure

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CATEGORIZATION OF EMPLOYEE-STRENGTH OF EMPLOYEE (as at end of may2010)

SENIOR GENERAL MANAGER (1)

DEPUTY MANAGER (1)

ASSISTANT MANAGER (1)

JUNIOR OFFICER (2)

NON-STAFF (14)
STAFF (12) WORKERS

PERMANENT (298) TEMPORARY (138)

FIGURE: 4: Categorization of employee-based on employee level in nos.

FLOW OF AUTHORITY IN COMPANY’S ESTATE

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 FLOW OF AUTHORITY

SENIOR GENERAL
MANAGER

ASST. FACTORY
DEPUTY MANAGER
OFFICER

ASSISTANT MANAGER

OFFICE FIELD
JUNIOR OFFICER

NON-STAFF STAFF

FIELD OFFICE SUPERVISORS

PERMANENT TEMPORARY
SUPERVISORS
WORKERS WORKERS

PERMANENT TEMPORARY
WORKERS WORKER WORKERSS

FIGURE: 5: Flow of authority

AMENITIES GIVEN BY THE COMPANY

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The workers are eligible for the following statutory amenities.

 Rent free quarters – maintained by the Management.

 Water supply borne by management.

 Electricity bill up to 94 units for Staff and 44 units for Non-Staff is borne by the

company

 Free medical treatments for employees and their children up to 18 years. This

includes free treatment for their parents.

 Leave facility & Wages with way expenses.

 Advance payments to workers on festivals and on emergency.

 2/3 wages to the workers falling sick – upto 14 days per annum.

 Maternity Benefit as per Rules – to Women workers.

 Gratuity payment as per Statuary Rules – to Act.

 P.F. and pensioner contributions as pet Act.

 Crèche maintenance to the children of workers at the cost of management.

 Free tea to workers during working hours.

 Warm clothing – subsidy as per Rules.

 Sweets to all the workers on National festivals.

 Scholarships are given by the management to the children of the employees.

 Flexibility in work hours is given on grounds of necessity.

 Fuel allowances to top management officials.

 Club and canteen is borne by management.

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  Recreation centre is borne by the management and it facilitates functions of workers

like marriages and other ceremonies

 Inter-estate sports are conducted every year to encourage workers.

 Gifts to all workers on excess profits and achievements.

 Free Uniforms to factory workers, Sanitary Worker and Skilled Workers.

 Workers are covered with insurance for any untoward incidents during working

hours.

 Burial expense of the workers of meatless of their family met by management if they

die in the estate.

1.2.2 REVIEW OF LITERATURE

All industries are made up of people and function through people, without people no
industries exist. The resources for men, material and machinery are collected, co-coordinated and
utilized through people. Human resource by themselves fulfill the objectives of an industries,
they need to be united into a team. It is through the combined effects of people that material and
monetary resource are effectively utilized for the attainment of common objectives without unity
of any industry can achieve its goal.
According to Urwick. L.F., “Business houses are made broken in the long run not by
market, capital, patents or equipment but by men” Of all the resource, manpower is the only

23
resource, which does not depreciate with the passage of time. Hence it is the duty of every
employer to safeguard the resource because without human resource no industrial unit can
survive.
According to Mark Columbus, in his study “Welfare facilities towards shoe makers in
Chicago”, 1964 specifies that, Welfare measures are one of the most important factors for the
overall wellbeing. Welfare measures will make the workers more contented in their job and
therefore more productive.
The welfare measures are defined in the same way as defined by the I.L.O. at its Asian
Regional Conference "A term which is understood to include such services, facilities and
amenities as may be established in or in the vicinity of undertakings to enable the persons
employed in them to perform their work in healthy, congenial surroundings and to provide them
with amenities conducive to good health and high morale."
In every industrial unit the human resource requires some basic facilities inside the
premises to perform the job properly. These basic facilities are termed as welfare measures in the
Factories act 1948. The need for adoption of welfare measures as a means to increase the
workers productive efficiency, to keep up these moral and for the maintain of industrial peace
which has then realized by all section of the society. The main objectives of this provision are to
provide basic welfare amenities to the workers, while working in the factories. Provision relating
to welfare of the factory workers has been numbered in Section 42 to Section 50 of the factories
act 1948.

The welfare measures according to the Factories act 1948 are as follows. These are
general welfare measures given by Indian legislations covering all the factories and companies in
India.

Washing facilities
In every factory adequate and suitable facilities for washing shall be provided and
maintained for the use of workers, Separate and adequately screened facilities shall be provided
for the male and female workers. Such facilities shall be easily accessible and shall be kept clean.
The state government may make rules prescribing adequate standard of facilities for washing.

24
Facilities for storing and drying
In every factory facilities must be provided for the storage of clothing not worn during
working hours and for the drying of wet clothing.

Facilities for sitting

In every factory where workers are obliged to work in a standing position for suitable
arrangements for sitting should be made so that such workers may take advantage often
opportunity for rest which may occur in the course of their worker.

First aid appliances

The Act has made the provision for first aid appliances obligatory. Every factory must
have first –aid boxes or cupboards equipped with the prescribed contents so as to be readily
accessible during all working hours. In every factory where more than 500 workers are ordinarily
employed there shall be provided and maintained an ambulance room of the prescribed size
containing the prescribed equipment the ambulance rooms shall be in the charge of properly
qualified nursing staff. These facilities shall be made readily available during the working hours
of the factory.

Canteen
Section 46 casts statutory duty on occupier of a factory, that is to say, the person who has
the ultimate control of affairs of a factory to provide a canteen conforming to the rules which
may be prescribed by the State Government. In every factory employing more than 250 workers
the State Government is given the right to require such factories to maintain a canteen for the use
of the workers.

Shelters, rest rooms, and lunch rooms

In every factory where more than 150 workers are employed, adequate and suitable
shelter or rest rooms and a suitable lunch rooms shall be provided and maintained for the use of

25
the workers. But there is no need to provide and maintain a lunch room, where any canteen is
maintained in accordance with the provisions of section 46. The section further provides that
where a lunch room exists, no worker shall eat any food in the work room.

Creches
In every factory wherein more than 30 women workers are ordinarily employed there
shall be provided and maintained a suitable room or rooms for the use of children under the age
of six years of such women. These rooms are called creches. Such rooms must have adequate
accommodation and shall be adequately lighted and ventilated. They shall be maintained in a
clean and sanitary condition. Such rooms shall be under the charge of women trained in the care
of children and infants. Suitable provision must be made in such crèches for washing and
changing the clothing of the children and for the supply of free milk or refreshment of both.
Facilities must be provided to, others to feed their children at necessary intervals.

Welfare Officers
The main duty to look after the welfare of the workers lies on the welfare officer of a
factory. As such in every factory wherein 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 such
officers.

Earlier Studies:
From the earlier studies conducted it was found that the basic objectives if the welfare
measures are
 To provide better life and health to the workers
 To make the workers happy and satisfied
 To relieve workers from industrial fatigue and to improve intellectual, cultural and
material conditions of living of the workers.
The earlier studied revealed that welfare measures had a great impact on employee job
satisfaction and on the productivity. To measure the level and to make the studies accurate
this study is carried upon.

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1.2.3 METHODOLOGY

Research connotes a systematic and objective investigation of a subject or problem in

order to discover relevant information or principles. The success of a research depends mostly on
the method on which it is carried out. The applied method will improve the validity of finding.
This chapter discusses the method of data collection.

RESEARCH

27
 It is defined as “A systematic gathering, recording and analyzing of data’s about
problems relating to marketing of goods and services”. It enables the companies to understand
the needs and wants of the customers and also helps them in making decisions.

RESEARCH DESIGN

The research design is purely and simply the frame work or plan for a study, that guides
the collection or analysis of data research design has been considered a highly specialized tool
for success of a research programmed.

Descriptive Research

Descriptive study includes survey and facts finding enquiry of different kinds. The major
purpose of descriptive research is descriptive of the state of affairs as it is at present. It portrays
the characteristics of a particular situation, Group or communities. It begins with a research
about past form of the problem. The main objective of the descriptive design is to acquire
knowledge. This project is done through descriptive study.

DATA COLLECTION
This is an empirical study based on survey method. The data were collected from both
primary & secondary sources.

Primary data
The major tool that has been used for collecting data in this study is an interview
schedule. The schedule has been constructed with reverence to different aspects influencing the
welfare facilities in the factory

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 Accordingly the schedule has been designed to consist of two parts namely
› Questions regarding personal data
› Questions regarding welfare facilities

In addition to the primary data collected through interview schedule the researcher has
discussion with the supervisor, manager and promoter. This helped the researcher to collect more
valuable information.

Secondary data
The secondary data has been collected from various records, files & registers from the
factory and journals, pamphlets, internet etc…

SAMPLING DESIGN
The boundary of this study is Pachaimallai Tea estate, Valparai. The Sample Size
selected for the study is 50 units. Stratified Sampling Method was used for the selection of
sample units.

DATA PROCESSING
After completion of interview schedule the data collected is edited. For further rocessing,
the data have been entered in table with the help of master table; other calculations were carried
out with the help of scientific calculator.

STATISTICAL TOOL FOR ANALYSIS

Analyst must use different statistical tools for analyzing and interpreting the data, in this
study the following tools are applied.

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 • Percentage analysis

• Chi-square analysis

Percentage Analysis

Percentage refers to a special kind of ratio. Percentages are used making comparison
between two or more series of data. Percentages are used to describe relationship. Percentage can
also be used to compare the relative terms, the distribution of two or more series of data.

No. of respondents

Percentage of respondents = ----------------------- X 100

Total respondents

Chi-Square Test

The chi-square test is one of the simplest and most widely used non-parameter. The
quantity chi-square describes the magnitude of the discrepancy between theory and observations
test in statistical work. These steps involved in chi-square are as follows:

• Observed frequencies (o) are tabulated

• Expected frequencies (e) are tabulated

Expected frequencies for any cell can be calculated using the formula

RT x CT

E= -------------

Where,E = Expected frequency

RT = the row total for the row containing cell

30
 CT = the column total for the column containing cell

N = the total number of operation.

• The difference between the observed and expected frequency are obtained and the square
of the differences are tabulated as (O – E) 2.

• The values of the (O – E) 2. Is obtained in step 3 are divided by the expected frequency
and the total (O – E) 2. Is compared with the table of ^2 for the given degree of freedom
at a certain level of significance (generally 5% level is selected).

by degree of freedom, we mean the number of classes to which the values can be assigned
arbitrarily if at the 5% level of significance the calculated value of ^2 is more than table value of
^2 is more than the table value of ^2, the difference between the theory and observation is
considered to be significant. On the other hand, the calculated value of ^2 is less than table value.
The difference the theory and observation is not considered as significant i.e., it is regarded as
due to fluctuations of sampling and hence ignored. The degree of freedom can be calculated
using the formula.

V = (c -1) (r – 1)

Where, c – refers to columns, and r = refers to rows.

2.1 ANALYSIS AND INTERPRETATION OF DATA

INTRODUCTION
The data after collection has been processed and analyzed. Technically data processing
includes editing the data, coding the data, classification of data and tabulation of data. The term
analysis refers to the computation of certain measures searching for patents of relationship that
exits. This is the process of analysis relationship are difference supporting or conflicting with
hypothesis should subjected to statistical test of significance to determine its validity. Here the
data, which was collected by means of interview schedule from the workers of Pachamalai Tea

31
Estate, Valparai have been analyzed Statistical tools used for analysis are simple percentage
analysis method and Chi-square test.

Association between demographic factors and welfare facilities

Chi-square analysis is used to test whether the demographic factors like age,
qualification, gender, experience, service condition, monthly income of the respondents have
significance influence over welfare measures.

X 2 = Σ (O-E) ^2/E

O= Observed frequency
E=Expected frequency
Degree of Freedom = (r-1) (c-1)

AGE:
The employees in the organization are classified on the basis of age as follows and the
inference from the observations is given below with the charts to describe them.

TABLE: 2: CLASSIFICATION OF EMPLOYEES BASED ON AGE

S.No. AGE NO. OF PERCENTAGE

RESPONDENTS

1 Below 35yrs 18 36

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 2 35 - 45 yrs 22 44

3 Above 45 yrs 10 20

Total 50 100
Sources: Primary Data

INFERENCE:

It is found out that most of the tea workers belong to the age group between 35-45 i.e. 44
percent, about 36 percent of workers belong to the age group between 25-35 and 20 percent of
the respondents belong to the age above 45 years.

CHART: 1: AGE WISE DISTRIBUTION OF EMPLOYEES

The age wise distribution from the observations taking the age along X-axis and the
percentage on the Y-axis is given in the Bar chart as

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 FIGURE: AGE WISE DISTRIBUTION

TABLE: 3: ASSOCIATION BETWEEN AGE AND SATISFACTION LEVEL

TOWARDS VARIOUS WELFARE SCHEMES

S.No. AGE SATISFACTION TOTAL

LEVEL

HIGH LOW

1 Below 35yrs 5 13 18

3 Above 35 yrs 11 21 32

Total 16 34 50

Sources: Primary Data

HYPOTHESIS – “Age of the respondents has no significant influence over the level of
satisfaction towards welfare measures”

APPLICATION OF CHI SQUARE TEST BETWEEN AGE AND

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SATISFACTION LEVEL TOWARDS VARIOUS WELFARE SCHEMES

TABULATION

O E (O-E)^2 (O-E)2/E

5 2.88 4.49 1.55

11 5.12 34.57 6.75

13 6.12 47.33 7.73

21 6.12 102.41 9.41

TOTAL 25.45

By applying the Chi Square test the following inferences and conclusions are obtained

Calculated Value - 25.44

Table Value - 3.841
Degree of freedom - 1

After analysis, the result reveals that the hypothesis is rejected as the table value is less
than the calculated value, hence is can be concluded that there is significant influence of age over
satisfaction level towards various welfare schemes.

GENDER
The employees in the organization are classified on the basis of the gender as follows and
the inference is given below with the charts to describe them.

TABLE: 4: GENDER WISE DISTRIBUTION OF THE RESPONDENTS

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 S.No. GENDER NO. OF PERCENTAGE
RESPONDENTS

1 Male 18 36

2 Female 32 64

Total 50 100

Sources: Primary Data

INFERENCE:
`The above table shows that about 64 Percentage of workers in the company is male and
the remaining 36 percentage are female.

CHART: 2: GENDER WISE DISTRIBUTION OF EMPLOYEES

The gender wise distribution from the observations taking the gender along X-axis and
the percentage on the Y-axis is given in the Bar chart as

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 FIGURE: GENDER WISE DISTRIBUTION

TABLE: 5: ASSOCIATION BETWEEN GENDER AND SATISFACTION LEVEL

TOWARDS VARIOUS WELFARE SCHEMES

S.No. AGE SATISFACTION TOTAL

LEVEL

HIGH LOW

1 Male 11 21 32

3 Female 05 13 18

Total 16 34 50
Sources: Primary Data

HYPOTHESIS – “Gender of the respondents has no significant influence over the level of
satisfaction towards welfare measures”

APPLICATION OF CHI SQUARE TEST BETWEEN GENDER AND

SATISFACTION LEVEL TOWARDS VARIOUS WELFARE SCHEMES

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 O E (O-E)^2 (O-E)2/E

11 5.12 34.57 6.75

05 2.88 4.49 1.55

21 10.88 102.41 9.41

13 6.12 47.33 7.73

TOTAL 25.45

By applying the Chi Square test the following inferences and conclusions are obtained

Calculated Value - 25.44

Table Value - 3.841
Degree of freedom - 1

After analysis, the result reveals that the hypothesis is rejected as the table value is less
than the calculated value, hence is can be concluded that there is significant influence of age over
satisfaction level towards various welfare schemes.

EDUCATION

The employees in the organization are classified on the basis of qualification level as
follows and the inference is given below with the charts to describe them.

TABLE: 6: CLASSIFICATION BASED ON THE EDUCATIONAL QUALIFICATION

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 S.No. EDUCATION NO. OF PERCENTAGE
QUALIFICATION RESPONDENTS

1 Primary 12 24

2 Secondary 29 58

3 Higher Secondary 06 12

4 Graduate 03 06

Total 50 100

Sources: Primary Data

INFERENCE:
It is found that most of the respondents have completed secondary i.e., 58 percent, 24
percent of the respondents have completed primary education and mere 6 percent of the
respondents have completed graduation.

CHART: 3: QUALIFICATION WISE DISTRIBUTION OF EMPLOYEES

The qualification wise distribution from the observations taking the qualification along
X-axis and the percentage on the Y-axis is given in the Bar chart as

39
 FIGURE: QUALIFICATION WISE DISTRIBUTION

TABLE: 7: ASSOCIATION BETWEEN EDUCATION & SATISFACTION LEVEL

TOWARDS VARIOUS WELFARE SCHEMES

AGE SATISFACTION TOTAL

LEVEL

HIGH LOW

Secondary 14 27 41

Higher Secondary 01 05 06

Graduate & Technical 01 02 03

Total 16 34 50
Sources: Primary Data
HYPOTHESIS – “Qualification of the respondents has no significant influence over the level of
satisfaction towards welfare measures”

APPLICATION OF CHI SQUARE TEST BETWEEN QUALIFICATION AND

SATISFACTION LEVEL TOWARDS VARIOUS WELFARE SCHEMES

O E (O-E)^2 (O-E)2/E

40
 14 6.56 55.35 8.44

01 0.96 0.0016 0.0016

01 0.48 0.27 0.56

27 13.94 170.56 12.24

05 2.04 8.76 4.29

02 1.02 0.96 0.94

TOTAL 26.47

By applying the Chi Square test the following inferences and conclusions are obtained

Calculated Value - 26.47

Table Value - 5.991
Degree of freedom – 2

After analysis, the result reveals that the hypothesis is rejected as the table value is less
than the calculated value, hence is can be concluded that there is significant influence of
education over satisfaction level towards various welfare schemes.

EXPERIENCE
The employees in the organization are classified on the basis of their experience as
follows and the inference is given below with the charts to describe them.

TABLE: 8: CLASSIFICATION OF EMPLOYEES BASED ON EXPERIENCE

EXPERIENCE NO. OF RESPONDENTS PERCENTAGE

41
 Below 5 yrs 12 24

5 – 10 yrs 19 38

10 – 15 yrs 09 18

Above 15 yrs 10 20

Total 50 100

Sources: Primary Data

INFERENCE:

The table shows that out of 50 respondents 38 percent have experience between 5-10
years and 24 percent have experience below 5 years and the remaining above 10 years.

CHART: 4: EXPERIENCE WISE DISTRIBUTION OF EMPLOYEES

The experience wise distribution from the observations taking experience along X-axis
and the percentage on the Y-axis is given in the Bar chart as

42
 FIGURE: EXPERIENCEWISE DISTRIBUTION

TABLE: 9: ASSOCIATIONS BETWEEN EXPERIENCE AND SATISFACTION LEVEL

TOWARDS VARIOUS WELFARE SCHEMES

S.No. AGE SATISFACTION TOTAL

LEVEL

HIGH LOW

1 Below 10 yrs 12 19 31

3 Above 10 yrs 04 15 19

Total 16 34 50
Sources: Primary Data

HYPOTHESIS – “Experience of the respondents has no significant influence over the level of
satisfaction towards welfare measures”

APPLICATION OF CHI SQUARE TEST BETWEEN AGE AND

SATISFACTION LEVEL TOWARDS VARIOUS WELFARE SCHEMES

43
 O E (O-E)^2 (O-E)2/E

12 4.96 49.56 9.99

04 3.04 0.92 0.304

19 10.54 71.57 6.79

15 31.94 254.08 8.21

TOTAL 25.3

By applying the Chi Square test the following inferences and conclusions are obtained

Calculated Value - 25.3

Table Value - 3.841
Degree of freedom – 1

After analysis, the result reveals that the hypothesis is rejected as the table value is less than the
calculated value, hence is can be concluded that there is significant influence of experience over
Satisfaction level towards various welfare schemes.

BASED ON BASIC AMENITIES

TABLE: 10: THE OVERALL SATISFACTION OF THE RESPONDENTS TOWARDS

BASIC AMENITIES (SHELTER & WATER)

No. of Respondents % Basis

Highly Satisfied 26 52

44
 Satisfied 22 44

Moderate 2 4

Dissatisfied - -

Highly dissatisfied - -

TOTAL 50 100
It is found out that 22 respondents i.e. 44% of the respondents are highly satisfied, 26
respondents i.e. 52% are satisfied, and 2 respondents i.e. 4% of the respondents moderately
satisfied with the basic amenities in the company. This is given in the following bar chart.

CHART: 5: EMPLOYEE SATISFACTION ON BASIC FACILITIES

BASED ON RECREATION FACILITIES

TABLE: 11: THE OVERALL SATISFACTION OF THE RESPONDENTS TOWARDS

RECREATION FACILITIES

No. of Respondents % Basis

Highly Satisfied 09 18

Satisfied 33 66

Moderate 7 14

45
 Dissatisfied 01 2

Highly dissatisfied - -

TOTAL 50 100
It was found out that 9 respondents i.e. 18% of the respondents are highly satisfied, 33
respondents i.e. 66% are satisfied,7 respondents i.e. 14% of the respondents moderately satisfied
and 1respondents i.e. 2% are dissatisfied with recreation facilities. This is given in the following
bar chart.

CHART: 6: EMPLOYEE SATISFACTION ON RECREATION FACILITIES

BASED ON MEDICAL FACILITIES

TABLE: 12: THE OVERALL SATISFACTION OF THE RESPONDENTS TOWARDS

MEDCAL FACILITIES

No. of Respondents % Basis

Highly Satisfied 11 22

Satisfied 21 42

Moderate 12 24

Dissatisfied 03 06

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 Highly dissatisfied 03 06

TOTAL 50 100

It was found out that 11 respondents i.e. 22% of the respondents are highly satisfied, 21
respondents i.e. 42% are satisfied, 12 respondents i.e.24% of the respondents moderately
satisfied, 3 respondents i.e. 6% are dissatisfied, and 3 respondents i.e. 6% are highly dissatisfied
with the medical facilities. This is given in the following bar chart.

CHART: 7: EMPLOYEE SATISFACTION ON MEDICAL FACILITIES

BASED ON BABY CARE FACILITIES

TABLE: 13: THE OVERALL SATISFACTION OF THE RESPONDENTS TOWARDS

BABY CARE CENTRE

No. of Respondents % Basis

Highly Satisfied 12 24

Satisfied 27 54

Moderate 07 14

Dissatisfied 03 06

Highly dissatisfied 01 02

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 TOTAL 50 100
It was found out that 12 respondents i.e. 24% of the respondents are highly satisfied, 27
respondents i.e. 54% are satisfied, 7 respondents i.e. 14% of the respondents moderately
satisfied, 3 respondents i.e. 6% are dissatisfied, 1 respondent i.e. 2% are highly dissatisfied with
the baby care centers. This is given in the following bar chart.

CHART: 8: EMPLOYEE SATISFACTION ON BABY CARE FACILITIES

BASED ON THE JOB SATISFACTION

TABLE: 14: THE OVERALL SATISFACTION OF THE RESPONDENTS TOWARDS JOB

No. of Respondents % Basis

Highly Satisfied 10 20

Satisfied 14 28

Moderate 18 36

Dissatisfied 06 12

Highly dissatisfied 02 04

TOTAL 50 100

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 It was found out that 10 respondents i.e. 20% of the respondents are highly satisfied, 14
respondents i.e. 28% are satisfied, 18 respondents i.e. 36% of the respondents moderately
satisfied, 6 respondents i.e. 12% are dissatisfied, and 2 respondents i.e. 4% are highly dissatisfied
with their job. This is given in the following bar chart.

CHART: 9: JOB SATISFACTION OF THE EMPLOYEES

SUMMARY OF FINDINGS, SUGGESTION &CONCLUSION

3.1 FINDINGS

 It was found out that 44 percentages of the respondents working in the tea

processing industries are between the age group of 35-45 yrs.

 It was found that 64 percentages of the workers in are female.

 It was found out that 58 percentages of the workers have completed that

secondary level of education.

 About 38 percentages of the workers working in the company are having

experience between 5-10 yrs.

 It was found out that 96 percentages of the workers are satisfied with the basic

amenities in the company.

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  Majority of the workers are (84%) satisfied with the recreation facilities given.

 Most of the respondents (66%) are satisfied with the medical facilities provided.

 It was found out that 78 percentages of the respondents are satisfied with the baby

care centre and dare school.

 It was found out that 48 percentages of the respondents are satisfied with job.

3.2 SUGGESTIONS

This study reveals that the workers are almost satisfied with many aspects in their job,
except some factors. The following are some of the positive suggestions.

 A better income can be provided to the workers. So that the worker can be

motivated.

 An employee-counseling centre can be established in the factory to make the

worker work free without any tension.

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3.3 CONCLUSION

The Project report entitled “A study on the impact of welfare facilities among the tea

workers in Pachamalai estate of Tata coffee limited, Valparai” repeals that the workers are

satisfied with the welfare measure provided to them in the factory. The Finding and suggestion

given by the researchers will definitely help them to improve the welfare measure towards their

workers.

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 A STUDY ON THE IMPACT OF WELFARE MEASURES
AVAILABLE TO THE TEA WORKERS IN PACHAIMALLAI
ESTATE OF TATA COFFEE LTD, VALPARAI

(INTERVIEW SCHEDULE)

1. NAME (optional) :

2. GENDER : MALE FEMALE

3. AGE : < 35yrs 35-45yrs > 45yrs

4. MARITAL STATUS : SINGLE MARRIED

5. WORKING CONDITIONS:

TEMPORARY PERMANENT

6. EDUCATIONAL QUALIFICATION :

PRIMARY SECONDARY

HIGHER SEC. GRADUATE &

POSTGRADUATE

7. YEARS OF EXPERIENCE :

BELOW 5 YRS 5 – 10 YRS

10 – 15 YRS ABOVE 15 YRS

8. Are you satisfied with the shelter (home) rendered to you by the company?

Highly satisfied Satisfied Moderate

Dissatisfied Highly Dissatisfied

52
9. Are you satisfied with the water facilities rendered to you by the company?

Highly satisfied Satisfied Moderate

Dissatisfied Highly Dissatisfied

10. Are you satisfied with the other basic amenities given to you by the company?

Highly satisfied Satisfied Moderate

Dissatisfied Highly Dissatisfied

11. Are you satisfied with the recreation facilities in the company?

Highly satisfied Satisfied Moderate

Dissatisfied Highly Dissatisfied

12. Are you satisfied with the club and he canteen run by the company?

Highly satisfied Satisfied Moderate

Dissatisfied Highly Dissatisfied

13. Are you satisfied with the baby care center borne by the company?

Highly satisfied Satisfied Moderate

Dissatisfied Highly Dissatisfied

14. Are you satisfied with the Dare school borne by the company?

Highly satisfied Satisfied Moderate

Dissatisfied Highly Dissatisfied

15. Are you satisfied with the medical facilities in the company?

Highly satisfied Satisfied Moderate

Dissatisfied Highly Dissatisfied

53
16. Are you satisfied with the medical services and emergency services offered by the company?

Highly satisfied Satisfied Moderate

Dissatisfied Highly Dissatisfied

17. Are you satisfied with your job?

Highly satisfied Satisfied Moderate

Dissatisfied Highly Dissatisfied

18. Do you get proper counseling from management regarding stress and work life balance?

Yes No

19. Do you get awareness about the welfare services and schemes in the company?

Yes No

20. Do you get welfare services without bias and at time?

Yes No

21. Mention your satisfaction level regarding the various welfare schemes

High Medium Low

22. Your suggestion towards the welfare measures in your company.

…………………………………………………………………………………

…………………………………………………………………………………

………………………………………………………………………………….

THANK YOU

5.1 BIBLIOGRAPHY

BOOKS

54
 B. Memorial and S-V Gaukar, Perssonal Management
Himalayapublishers,
New Delhi, 2001, Page No: 811.
 Edwin B. Flippo, Personal Management, Tata MC Graw – Hill book
company,
New Delhi, 6th Eddition.
 S.S. Khanka, Human Resource Management, S. Chand & company Ltd,
New Delhi, 2007, Page No 231 to 235.
 E. Venkatesam, handbook of Mercantile Law, KLJ Piblication,
Madras 1975, Page No 274 to 235.
 S. Kothari, Resource Methodology, Himalaya Publication,
New Delhi, P. No. 620 – 640.
 V.V. Bellur, Research : Theory and Practices Himalaya Publishing
house,
Delhi, 1987. P. No. 237 – 270.
 P.P.S. Gogna, A text book of Labour Law. S. Chand and Company Ltd,
Delhi, 1999, P. No. 560 – 571.

WEBSITES:

www.scribd.com
www.tatacoffee.com
www.strategicresources.com

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