EMPLOYEE WELFARE IN WORKPLACE

SATISFACTION AND WELL BEING IN ISS FACILITY

SERVICES INDIA PRIVATE LIMITED
A PROJECT REPORT

Submitted by

KEERTHANA B

Register Number: 22237049

In partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

IN

GENERAL MANAGEMENT

SCHOOL OF MANAGEMENT

HINDUSTAN INSTITUTE OF TECHNOLOGY & SCIENCE

PADUR, CHENNAI – 603 103

MARCH - APRIL 2024

 HINDUSTAN INSTITUTE OF TECHNOLOGY & SCIENCE
PADUR, CHENNAI – 603 103

BONAFIDE CERTIFICATE

Certified that this project report titled “EMPLOYEE WELFARE IN

WORKPLACE SATISFACTION AND WELL BEING IN ISS FACILITY
SERVICES INDIA PRIVATE LIMITED” is the bonafide work of
“KEERTHANA B. (Register No. 22237049)” who carried out the project work
under my supervision. Certified further that to the best of my knowledge the work
reported here does not form part of any other project / research work on the basis
of which a degree or award was conferred on an earlier occasion on this or any
other candidate.

SUPERVISOR HOD DEAN – SOM

Dr. Karuppasamy Ramanathan Dr. M. K. Badrinaraynan Dr. Karuppasamy Ramanathan
Dean of SOM School of Management School of Management
School of Management HITS, Padur HITS, Padur
HITS, Padur

The Project Viva– Voce Examination is on ______________

INTERNAL EXAMINER EXTERNAL EXAMINER

ii
ACCEPTANCE LETTER

iii
COMPLETION LETTER

iv
 DECLARATION

I, KEERTHANA B (Reg NO: 22237049) a bonafide student of School of

Management, Hindustan Institute of Technology & Science, Chennai would like
to declare that the Final Project entitled, “EMPLOYEE WELFARE IN
WORKPLACE SATISFACTION AND WELL BEING IN ISS FACILITY
SERVICES INDIA PRIVATE LIMITED” in partial fulfilment of Master of
Business Administration course of the Hindustan Institute of Technology &
Science is my original work.

SIGNATURE

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 ACKNOWLEDGMENT

First and foremost, I would like to thank the Lord Almighty for His presence
and immense blessings throughout the project work.
I wish to express my deep sense of gratitude to Dr. Anand Jacob Verghese and
Ashok Verghese, Pro-Chancellor of the Hindustan Institute of Technology and
Science for providing us the academic infrastructure to pursue this MBA
Programme.
I am glad to express my sincere respects to Dr. S.N. Sridhara, Vice Chancellor,
HITS, for driving summer practical based learning as the most important
element of our learning experience in the university.
I would like to express my sincere thanks to Dr. Muthukumar Subramanian,
Registrar, HITS for his valuable support and encouragement in carrying out this
project work.
I wish to express my heartfelt gratitude to Dr. Karuppasamy Ramanathan,
Dean, School of Management for his valuable support and encouragement in
carrying out this project work.
I wish to express my sincere gratitude to Dr. M.K. Badrinarayanan, Head,
School of Management for his valuable support and encouragement in carrying
out this project work.
I would like to thank my project guide Dr. Karuppasamy Ramanathan, for the
continuous guidance, active contributions in my project by giving valuable
suggestions throughout to complete this project work.
I would like to thank all the technical and teaching staff of the School of
Management, who have been supportive all through this journey of MBA.
I would like to thank my company guide Mrs. Sowjanya.R, for continually
guiding and actively participating in my internship training, giving valuable
suggestions to complete the project work.
Last, but not the least, I am deeply indebted to my parents who have been the
greatest support for all my academic pursuits.

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 TABLE OF CONTENTS

S.No TITLE PAGE

NO.

List of Charts ix

List of Tables xii

Abstract xv

1 Chapter I: Introduction

1.1 Industry Profile 2

1.2 Company Profile 9

1.3 Need for Study 13

1.4 Objectives of the Study 14

1.5 Scope of the Study 14

1.6 Limitations of the Study 15

2 Chapter II: Review of Literature

2.1 Conceptual and theoretical review 16

2.2 Research review 19

2.3 Research gap and rationale for the study 21

2.4 Statement of the problem 23

2.5 Significance of the study 23

3 Chapter III: Research Methodology

3.1 Methodology Adopted / Research Design 25

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 3.2 Source of Data Collection 26

3.3 Sampling Method 27

3.4 Statistical Tools Adopted 28

4 Chapter IV: Data Analysis and Interpretation / Results and

Discussion
30
4.1 Analysis and Interpretations
55
4.2 Discussions and Inferences
56
4.3 Deliverables

5 Chapter V: Conclusion

5.1 Findings 58

5.2 Suggestions & Recommendations 59

5.3 Conclusion 60

5.4 Directions for Future Research 60

Bibliography xvi

Appendix xix

viii
 LIST OF CHARTS/FIGURES

CHART TITLE OF THE CHARTS/FIGURES PAGE

NO. NO.

1.1.1 Figure represents the hard & soft facilities management services 2

1.2.1 Figure represents the company profile 9

1.2.2 Figure represents the Director of ISS Facility Services India Pvt Ltd 10

1.2.3 Figure represents the overall ISS around the world 11

1.2.4 Figure represents the Facility Management Services provided by ISS 12

1.2.5 Figure represents the Goal of ISS 13

4.1.1 Chart representing the gender of the respondents 30

4.1.2 Chart representing the age group of the respondents 31

4.1.3 Chart representing the Marital status of respondents 32

4.1.4 Chart representing Years of experience of respondents 33

4.1.5 Chart representing Qualifications of respondents 34

4.1.6 Chart representing the current job period of respondents 35

4.1.7 Chart representing the working environment experience of 36

respondents

4.1.8 Chart representing the suitable ventilation and a good environment 37

in the workplace of respondents

4.1.9 Chart representing the working hours of respondents in the 38

organization

4.1.10 Chart representing the respondent’s security in the organization 39

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4.1.11 Chart representing the Cleanliness of the workplace of respondents 40

4.1.12 Chart representing the safety measures of respondents in the 41

organization

4.1.13 Chart representing the safety measures of respondents during the 42

night shift in the organization

4.1.14 Chart representing the grievance handling procedure to have good 43

atmosphere of respondents in the organization

4.1.15 Chart representing the Allowance paid by the organization for 44

respondents

4.1.16 Chart representing the promotion policy offered by the organization 45

of respondents

4.1.17 Chart representing the promotion policy offered by the organization 46

of respondents

4.1.18 Chart representing the promotion policy offered by the organization 47

of respondents

4.1.19 Chart representing the satisfaction of withdrawal facilities in the 48

employee provident fund scheme of respondents

4.1.20 Chart representing the welfare measures helps in solving the 49

problem faced by respondents

4.1.21 Chart representing the employee welfare activities feels safety and 50
improves the performance of respondents in the organization

4.1.22 Chart representing the medical benefits offered by the organization 51

of respondents and their families

4.1.23 Chart representing the welfare benefits offered by the organization 52

of respondents plays a motivational factor

x
4.1.24 Chart representing the various welfare measures offered by the 53
organization of respondents

4.1.25 Chart representing the education facilities offered by the 54

organization of respondents

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 LIST OF TABLES

TABLE TITLE OF THE TABLES PAGE

NO. NO.

4.1.1 Table representing the gender of the respondents 30

4.1.2 Table representing the age group of the respondents 31

4.1.3 Table representing the Marital status of respondents 32

4.1.4 Table representing Years of experience of respondents 33

4.1.5 Table representing Qualifications of respondents 34

4.1.6 Table representing the current job period of respondents 35

4.1.7 Table representing the working environment experience of 36

respondents

4.1.8 Table representing the suitable ventilation and a good environment 37

in the workplace of respondents

4.1.9 Table representing the working hours of respondents in the 38

organization

4.1.10 Table representing the respondent’s security in the organization 39

4.1.11 Table representing the Cleanliness of the workplace of respondents 40

4.1.12 Table representing the safety measures of respondents in the 41

organization

4.1.13 Table representing the safety measures of respondents during the 42

night shift in the organization

4.1.14 Table representing the grievance handling procedure to have a good 43

atmosphere of respondents in the organization

xii
4.1.15 Table representing the Allowance paid by the organization for 44
respondents

4.1.16 Table representing the promotion policy offered by the organization 45

of respondents

4.1.17 Table representing the promotion policy offered by the organization 46

of respondents

4.1.18 Table representing the promotion policy offered by the organization 47

of respondents

4.1.19 Table representing the satisfaction of withdrawal facilities in the 48

employee provident fund scheme of respondents

4.1.20 Table representing the welfare measures helps in solving the 49

problem faced by respondents

4.1.21 Table representing the employee welfare activities feels safety and 50
improves the performance of respondents in the organization

4.1.22 Table representing the medical benefits offered by the organization 51

of respondents and their families

4.1.23 Table representing the welfare benefits offered by the organization 52

of respondents plays a motivational factor

4.1.24 Table representing the various welfare measures offered by the 53

organization of respondents

4.1.25 Table representing the education facilities offered by the 54

organization of respondents

4.2.1 Table representing the test statistic observed frequency 55

4.2.2 Table representing the test statistic expected frequency 55

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4.2.3 Table representing test statistic (O-E)^2/E 56

4.2.4 Table representing test statistic Chi-square Test 56

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 ABSTRACT

This report investigates the correlation between employee welfare initiatives and workplace
satisfaction and well-being at ISS Facility Services India Limited. Through an analysis of
demographic data, including gender, age, marital status, experience, and education, as well as
employee perceptions of various aspects of their employment, such as working environment,
job tenure, welfare benefits, and promotion policies, key findings were identified. The
workforce was found to be predominantly young, educated, and single, with a high turnover
rate. While employees expressed overall satisfaction with certain aspects of their workplace,
such as ventilation, cleanliness, safety measures, and security, there were areas of mixed
satisfaction, including working hours and promotion policies. Despite this, the company's
provision of welfare benefits, including bonuses, vehicle allowances, insurance coverage, and
educational facilities, was generally well-received. The analysis revealed a significant
relationship between welfare benefits and employee satisfaction levels. Based on these findings,
recommendations were made for ISS Facility Services India Limited to address areas of
dissatisfaction, establish regular feedback mechanisms, invest in employee development,
enhance communication channels, and continuously improve welfare initiatives. By prioritizing
employee welfare and addressing areas of concern, the company can foster a positive work
environment, increase employee satisfaction, and contribute to overall organizational success.

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 CHAPTER - I

INTRODUCTION

This report was made as a part of a study conducted at the ISS Facility Services India Pvt.
Ltd, Chennai.

This study focuses primarily on the understanding of the organizational structure of the
organization from a management point of view. It also seeks to apply the theory of management
to practical, real-world situations and draw conclusions.

A well-known facility management firm with a sizable presence in Denmark is ISS

Facility Services. With its headquarters in Copenhagen, Denmark, and its establishment date of
1901, ISS has developed into a market leader in the provision of integrated facility services,
such ascleaning, upkeep, security, catering, and support services.

Commercial, industrial, healthcare, educational, and public sectors are just a few of the
industries in which ISS Facility Services operates. The company provides a wide range of
solutions to assist companies and organizations in increasing operational effectiveness and
creating a welcoming atmosphere for both their staff and clients.

ISS has made a name for itself in Denmark as a reliable partner for many clients, both in
the public and commercial sectors. The business has a huge workforce and takes pleasure in
providing high-quality services tailored to each customer's demands.

Environmental responsibility is highly valued by ISS Facility Services, which is

dedicated to sustainability. By introducing sustainable practices, lowering energy usage, and
promoting waste reduction and recycling, they work to reduce their ecological impact.

ISS Facility Services has built a solid name in Denmark thanks to its wealth of
experience, subject-matter knowledge, and commitment to excellence. They are still the go-to
choice for companies and organizations looking for dependable and all-encompassing facility
management solutions.

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 Employee welfare is a crucial aspect of any organization's human resource management
strategy. It encompasses various initiatives and measures aimed at enhancing the well-being
and satisfaction of employees within the workplace. ISS Facility Services India Limited, being
a prominent player in the facility services industry, undoubtedly places significant emphasis on
employee welfare. This project aims to conduct a comprehensive study on the employee welfare
measures implemented by ISS Facility Services India Limited, evaluating their effectiveness,
impact on employee satisfaction, and areas for potential improvement.

1.1 INDUSTRY PROFILE

Facilities management can be defined as the tools and services that support the
functionality, safety, and sustainability of buildings, grounds, infrastructure, and real estate.
These typesof facilities management. There are two basic areas: Hard Facilities Management
(Hard FM) and Soft Facilities Management (Soft FM).

• Hard FM deals with physical assets such as plumbing, wiring, elevators, and heating
and cooling.

• Soft FM focuses on tasks performed by people such as custodial services, lease

accounting, catering, security, and groundskeeping.

1.1.1 Figure represents the hard & soft facilities management services

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 Superior facilities management will contribute to your organization’s bottom line,
impacting the short- and long-term value of property, buildings, and equipment.

Facility or facilities management (FM) is a profession dedicated to supporting people. It

ensures the functionality, comfort, safety, sustainability, and efficiency of the built environment
the buildings we live and work in and their surrounding infrastructure. The FM industry is
growing rapidly, and the COVID-19 pandemic made safety and health a top priority. Changes
to technology, green initiatives, and other current trends are changing how FM teams conduct
business and respond to everyday challenges. Facility managers are a crucial part of every
organization because they ensure that the places where we work, play, and live are safe,
comfortable, sustainable, and efficient. Facility managers contribute to an organization’s
strategy and bottom line in a variety of ways.

• Contribute to operational efficiencies.

• Plan and deliver infrastructure needs to support productivity.

• Manage risks including those to facilities, employees, suppliers, and business reputation.

• Mitigate and reduce environmental impact.

• Promote sustainable tactics for long-term cost management.

• Leverage technological solutions.

• Guarantee compliance.

• Leverage security.

➢ FM continues to be an important part of returning to the office after the pandemic.

Ensuring that offices meet the needs of changing organizations and evolving
workforces, and guaranteeing the safest workplaces possible, has become the focus of
many facility managers.

➢ The profession is also starting to impact environmental, social, and corporate

governance issues.

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 ➢ Facility managers help support how each organization works toward social goals,
including responsible and ethical investing, sustainability, and overall impact, instead
of only focusing on the bottom line.

➢ Facility Management (FM) focuses on how these facilities are being managed. It can
be defined as a management discipline that ensures effective and efficient support
services for different organizations. It is a function within an organization that integrates
people, processes, place, and technology within the existing environment and focuses
on improving the productivity of the organization and the quality of people’s lives.

➢ Within facility management, there are different types of roles. The two main types are
the ‘in-the-field’ roles for which relatively low education is required, but a good level
of technical training.

➢ Then there are the ‘bird’s eye’ roles, which imply coordinating and overseeing services
and require a college degree together with additional certifications or extensive
experience in the field of FM. Within every category of FM, there’s an ‘in-the-field’
role and a more supervising role. The categories are:

CLEANING

Maintenance of a facility or property is important for its value and the face of the
organization and its employees. Cleaning, therefore, is one of the main categories of facility
management. This category is all about maintaining a clean environment, the disposal of trash,
plumbing, and promoting a healthy work environment. Sometimes services are outsourced to
other companies, such as cleaning the windows.

The ‘in-the-field’ role would be the direct maintenance of the facility or property. An
overseeing role within this category is about coordinating these services to make the cleaning
services as efficient and effective as possible. Also working together with the management of
other departments to establish procedures that would minimize excess work is a facility
manager’s task.

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HARDWARE INSPECTION AND MAINTENANCE

The second category is about the inspection and maintenance of any form of hardware
within a building. This includes monitoring smoke detectors and ACs in each office, but also
the maintenance of a whole elevator system.

Also in this category, there will be ‘in-the-field’ facility workers performing the
inspections and repairs. A facility manager’s role in this is also to make sure that every inspection
and repair is done on time and to confirm with a vendor. The purpose of this form of
maintenance is to increase the functional life of the hardware and in the end, reduce additional
costs to theorganization.

ENVIRONMENT, HEALTH, AND SAFETY

This category focuses on the environment, health, and safety of the people. This is done
by creating and maintaining sustainable, environmentally friendly workspaces where safe and
healthyworking circumstances are being promoted. An example could be, making sure that
there is sufficient clean air quality for the employees and that there’s a limited carbon footprint
comingfrom the facility.

Facility workers in this category are responsible for keeping track of environmental
regulationson a local and governmental level. They have to make sure that the organization
meets all the regulations. For an organization, this could also reduce the risk of public scandals,
lawsuits, oreven a shot down due to violations of the regulations.

SPACE MANAGEMENT AND MIGRATION

Space management and migration involve efficiently allocating and moving data to
optimize storage use. In organizations frequently must deal with change. This could mean that
an organization has to expand or migrate to another location, due to a rise or fall in the number
of employees.

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 A reason could be because of a busy or less busy season for the organization. Without
concise planning and support in the form of Computer Aided Facility Management software,
expanding or relocating can be an expensive activity. A facility manager working in this field
of discipline should be able to make these changes go smoothly and at the same time stickto
regulations.

SECURITY SERVICES

Security service within facility management is about managing the security

infrastructure, which can also include manned security. Security services are the inspection of
the central alarm system, prevention of malfunctioning of the system, tracking key cards,
maintenance of security cameras, and creating security regulations for staff to follow. Within
retail, facility managers are also responsible for protecting the products and the security labels.

TRANSPORTATION

For larger organizations dealing with transportation, facility managers are expected to help
with the planning and implementation of transportation solutions. This can be about the
transportation of employees within the facility, such as at an airport, or the transportation of
equipment to its planned location.

FIRE SAFETY

Fire safety involves all the facilities that are related to fire prevention. Within this
category, facility managers are expected to act in case of a fire. They help to contain and put
out the fireand help people in the building to move to safety. Fire safety involves the planning
of escape routes, making sure that on each floor there’s a fire warden, making sure that smoke
detectorsand fire extinguishers are working, keeping the maps up to date, and making sure that
the fire escape doors are functioning. The facility manager is responsible for the plans and
escape routes, regular inspection of the supplies, training of staff, and most importantly,
alertness.
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OPERATIONAL

For a school and offices to operate properly organization and coordination are required.
This involves scheduling conference rooms, making sure that coffee machines are working, and
making sure that food deliveries are received on time. Often there’s also a help desk that needs
to be managed. A help desk to receive, prioritize, and resolve issues. Issues such as problems
with software or mechanical issues, such as a non-working copy machine or a burnt-out light.
The facility manager’s task is to coordinate these services to ensure efficiency and productivity.

BUSINESS CONTINUITY

One of the most valuable fields within facility management is business continuity. This
involves planning for reliable services that prevent a business from losing hours over
malfunctions within the organization.

This can be a power outage, migrating to a new system, no access to the server and natural
disasters such as an earthquake can also damage a business. Facility managers can come up
with a plan B for the business to keep running even when a problem might disturb business
continuity.

The key skills of a facility manager

Professional FM as an interdisciplinary business function has the objective of

coordinating demand and supply of facilities and services within public and private
organizations. The term"facility" means something that is built, installed, or established to
serve a purpose, International Facility Management Association (IFMA), 1998 which, in
general, is every "tangible asset that supports an organization". Examples include real estate
property, buildings, technical infrastructure, HVAC, lighting, transportation, IT- services,
furniture, custodial, grounds maintenance, and other user-specific equipment and appliances.

In April 2017, the International Organization for Standardization published the ISO
41011:2017 standard for facility management, defining it as the "organizational function which
integrates people, place, and process within the built environment to improve the quality of life
7
of people and the productivity of the core business."] The ISO definition was formally adopted
by BIFM in August 2017.

A management system standard for facilities management has also been developed by ISO
andpublished as ISO 41001:2018.

Facilities management is divided into two areas:

• space and infrastructure, such as planning, design, workplace, construction, lease,

occupancy, maintenance, and furniture

• people and organization, such as catering, cleaning, ICT, HR, accounting, marketing,
and hospitality.

Its two broad areas of operation are commonly referred to as "hard FM" and "soft FM".
The first refers to the physically built environment with a focus on workspace and building
infrastructure. The second covers the people and the organization and is related to work
psychology and occupational physiology.

According to the IFMA: "FM is the practice of coordinating the physical workplace with
the people and work of the organization. It integrates the principles of business administration,
architecture, and the behavioral and engineering sciences.

The Institute of Workplace and Facilities Management, formerly the British Institute
of Facilities Management, adopted the European definition and through its accredited
qualification framework offers a career path curriculum ranging from school leaver level through
to master's degree level that is aligned with the European Qualifications framework.

FM may also cover activities other than business services: these are referred to as non-
corefunctions and vary from one business sector to another. FM is also subject to continuous
innovation and development, under pressure to reduce costs and to add value to the core
business of public or private sector client organizations.

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1.2 COMPANY PROFILE

1.2.1 Figure represents the company profile

ISS Facility Services India Private Limited is a Private incorporated on 02 June 2005. It
is classified as a non-government company and is registered at the Registrar of Companies,
Mumbai. Its authorized share capital is Rs. 1,067,000,000 and its paid-up capital is Rs.
927,194,300. It is involved in Legal, accounting, book-keeping, and auditing activities; tax
consultancy; market research and public opinion polling: and business and management
consultancy.

ISS Facility Services India Private Limited’s Annual General Meeting (AGM) was held
on 30 September and as per records from the Ministry of Corporate Affairs (MCA), its balance
sheet waslast filed on 31 March 2021.

ISS Facility Services India Private Limited is a subsidiary of the Danish multinational
company ISS World. It provides a range of facility management services such as cleaning,
catering, security, support, and property services to businesses and organizations in India.
ISS has a presence in over 50 countries and employs more than 480,000 people worldwide. In
India, ISShas been operating since 2006 and has a workforce of over 50,000 employees serving
more than 500 clients across various sectors. The ISS Group was founded in Copenhagen,
Denmark in 1901 and has grown to become one of the world's leading Facility Services
companies. ISSoffers a wide range of professional services. With a presence in over 30 countries
across Europe, Asia, North America, Latin America, and the Pacific, and with over 370,000
employees, ISS, today,is the world’s fourth largest private employer serving thousands of both
public and private sector customers. At ISS we provide our clients with customized service
solutions that fit theirunique needs. The only way to ensure we can deliver this solution is by
utilizing the skills and talents of our most important resource, our people. We believe that
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combining training and HR processes that empower employees, our unique self-delivery model,
and our expertise and best-practices from the best foundation to give our employees a sense of
purpose and personal accountability.

Directors of ISS Facility Services India Private Limited - Aksh Rohatgi, Jessie Jy Sy Lim.

1.2.2 Figure represents the Director of ISS Facility Services India Pvt Ltd

ISS Facility Services India Private Limited's Corporate Identification Number is (CIN)
U74140MH2005PTC163481 and its registration number is 163481. Its Email address is
[email protected] and its registered address is 1st Floor, 113 A/B, Parwani
House, Charkop, Kandivali (West), Mumbai Mumbai City MH 400067 IN. The current status
of ISS Facility Services India Private Limited is Active.

ISS has been a signatory and supporter of the United Nations Global Compact (UNGC)
since its inception in 1999. ISS India has been operating since 2005 and has grown to over
50,000 employees. With over 1,000+ clients, managing 180 million square feet of blue-chip
facilities, serving over 750k+ meals per day, and securing and guarding over 2500 facilities, we
have a presence in 150+ cities across 21 States. ISS India is today a significant player in the
Facility Management & Professional Services industry in India. The International Association
of Outsourcing Professionals (IAOP), the global outfit ranking organization in Outsourced
Services, ranked ISS as the 'World's Best Outsourcing Service Provider' for seven consecutive
years since 2013. ISS has also been recognized numerous times by the Frost and Sullivan Best
Practices Award in India and the Asia Pacific for Facilities Management Competitive Strategy
Innovation and Leadership.

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 1.2.3 Figure represents the overall ISS around the world

They believe in ‘curating’ workplace experiences rather than creating it. They convert
employee touch points into ‘trust points. In general, ISS is known for delivering the following
services to support the client’s workplace:

➢ Integrated Facility Services

➢ Property and Technical Services

➢ Cleaning Services

➢ Office Support and Project Management

➢ Catering Services including Guest House Management

➢ Security Services

➢ Transport (People Mobility)Services

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 1.2.4 Figure represents the Facility Management Services provided by ISS

ISS India ensures that every project is studied, customized, and catered to by
understanding the individual needs and attributes of their customers. They leverage their
Volume, Concepts, and Talent to deliver integrated facilities solutions. Their people, processes,
and management are their strengths. They have clear values and vision. Continuous engagement
with the employees appraising them about the goals, directions, and company initiatives.
Reward and recognition are woven into the culture of the organization. They provide excellent
training and development opportunities for their employees.

GOAL OF ISS:

The main motive of ISS is “Connecting people and places to make the world work
better”.

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 1.2.5 Figure represents the Goal of ISS

1.3 NEED FOR STUDY

To attract, motivate and retain good employees, organizations need to define what
employees want from employment relationships. An employee needs is to consider Total
Reward which is everything an employee perceives as resulting from working for the company.
Many studies contend that benefits are the most useful means to attract, motivate, and retain
employees.

Companies offering more voluntary benefits have a better chance of attracting qualified
people and retaining them. On the other hand, retention is a key challenge in firms lacking such

13
welfare benefits and where work tends to get routine and there is no opportunity for personal
growth and development.

The most common reason that employee turnover takes place includes monotonous work
schedule, stress at the workplace, lack of career growth, training and development
opportunities, etc but if employers provide various welfare facilities regarding health, safety,
training, and development, then, there will be employee satisfaction and retention in an
organization

1.4 OBJECTIVES OF THE STUDY

I. PRIMARY OBJECTIVES

To determine the awareness and level of satisfaction of the employees towards the welfare
measures, working conditions, and social security schemes provided by the organization to the
employees.

II. SECONDARY OBJECTIVES

• To analyze the existing employee welfare implemented by ISS Facility Services
India Limited
• To assess the effectiveness of the measures in enhancing employee well-being and
satisfaction.
• To identify any gaps or areas for improvement in the current welfare initiatives.
• To propose recommendations for enhancing employee welfare based on the
findings.

1.5 SCOPE OF THE STUDY

• The present study has been undertaken to determine the effectiveness of Employee
Welfare measures.
• To determine the practical difficulties involved in welfare measures that can be
evaluated through this study.
• The study can be used to bring out the solution for the problem faced by the employees
availing the welfare measures.
• This study will also help the management to reduce job-related problems.

14
 • To increase motivational activities and develop the employees in such a way that their
career goals are achieved.
• This is an opportunity for the employees to give their feedback which aids the
management will making some alterations in the future welfare and other further
facilities.

1.6 LIMITATIONS OF THE STUDY

1. Limited Generalization: Findings may only apply to the studied organization, not others,
due to industry, size, and culture differences.

2. Subjective Responses: Employee satisfaction, collected via surveys or interviews, may be

influenced by biases.

3. Time Constraints: Limited time may impact research depth and breadth.

4. Response Bias: Employees may not provide honest feedback due to fear or confidentiality
concerns.

5. Changing Dynamics: Organizational changes post-study may affect the findings' relevance.

6. External Influences: Economic or regulatory changes could impact welfare measures'

effectiveness.

7. Limited Depth: The study may not fully explore aspects like team dynamics or management
styles.

8. Single Methodology: Using only one method may limit data richness.

9. Self-Selection Bias: Volunteer-based participation may skew results.

These acknowledge study limitations for more realistic findings and recommendations.

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 CHAPTER – II

REVIEW OF LITERATURE

2.1 CONCEPTUAL AND THEORETICAL REVIEW

EMPLOYEE WELFARE:

DEFINITION:

Employee welfare refers to the efforts made by an organization to enhance the physical,
mental, and emotional well-being of its employees. It includes providing various benefits,
facilities, and services aimed at improving the quality of work life and promoting a positive
work environment.

FEATURES OF EMPLOYEE WELFARE:

1. Healthcare Benefits: Providing health insurance coverage, wellness programs, and access
to medical facilities.

2. Work-Life Balance Initiatives: Offering flexible work arrangements, parental leave, and
childcare support.

3. Financial Benefits: Offering competitive salaries, bonuses, retirement plans, and financial
counselling services.

4. Career Development: Providing training programs, mentorship, and opportunities for

advancement.

5. Employee Assistance Programs (EAPs): Offering counselling services, mental health

support, and resources for personal and work-related challenges.

6. Safety Measures: Ensuring a safe working environment through occupational health and
safety measures.

16
BENEFITS OF EMPLOYEE WELFARE:

1. Improved Employee Morale: Employees feel valued and cared for, leading to higher job
satisfaction and morale.

2. Increased Productivity: Healthy and happy employees are more productive and motivated
to perform well.

3. Enhanced Retention: Employees are more likely to stay with an organization that prioritizes
their well-being, reducing turnover rates.

4. Attracting Talent: Competitive welfare packages can attract top talent to the organization.

5. Positive Company Image: Organizations known for prioritizing employee welfare can
enhance their reputation as an employer of choice.

DISADVANTAGES OF EMPLOYEE WELFARE:

1. Cost: Providing comprehensive welfare benefits can be expensive for the organization,
especially for small businesses with limited budgets.

2. Administrative Burden: Managing various welfare programs and ensuring compliance with
regulations can be administratively complex.

3. Dependency: Employees may become dependent on welfare benefits, reducing their

motivation to work or seek self-improvement.

4. Equity Issues: Not all employees may benefit equally from welfare programs, leading to
feelings of resentment or unfairness.

5. Overlapping Programs: Inefficiencies may arise if there are multiple overlapping welfare
programs within the organization, leading to redundancy or confusion.

Overall, while employee welfare initiatives offer numerous benefits for both employees
and organizations, careful planning and management are required to mitigate potential
disadvantages and ensure the effectiveness of these programs.

17
EMPLOYEE WELFARE MEASURE IN INDIA

Employee welfares in India are broadly divided into two types.

• Statutory Welfare Measures.

• Non-statutory Welfare Measures.

STATUTORY WELFARE MEASURES

These measures are obligatory and are necessary to be provided by Industry without
which the sector has no right to exist. They must specify despite the size of the industry. It
measures the following:

1. Water facilities: A healthy and hygienic water supply for drinking should be provided at the
workplace.

2. Sitting facilities: Proper arrangements for sitting at the workplace.

3. Restrooms: A sufficient number of restrooms should be provided and maintained at the

workplace.

4. First aid box: It should be made available to each worker, in case minor accident, the
preliminary treatment can be given to employees.

5. Canteen facilities: Employees should be provided with hygienic food.

6. Spittoons: In each workplace, as in supply centers, and authority buildings, spittoons should
be kept in proper places they must be maintained in a sterilized condition.

7. Lighting: Adequate and appropriate lighting must be provided at the workplace so that
employees can work safely and comfortably.

NON-STATUTORY WELFARE MEASURES

These welfare measures are not in compliance with the law, and they are voluntary. These
measures vary from one business to another& from one industry to another industry. It includes
the following:

1. Regular medical examinations: several companies offer complete medical examinations.

18
2. Flexitime: major the purpose of a flexible schedule is that employees can work flexible
hours. Flexible working times are put in place for employees which is approved by higher
authority to fulfill company commitments, meanwhile supporting workers’ personal life
requirements.

3. Employee assistance programs: Various assistance is provided as external consulting

services so that employees or their family members will be counselled on different issues.

4. Harassment policy: The policy helps to protect the employees from any kind of harassment
in the organization.

5. Medi-claim insurance program: The insurance system gives employees sufficient

insurance coverage to cover the cost of hospitalization related to illness, injury, or accident.

6. Employee referral program: In many companies, this is introduced to support members

and relatives for employment in the organization

2.2 RESEARCH REVIEW

The literature review has been split into the following areas, to facilitate easy reading and
understanding:

1. Indian research studies

2. Western research studies
3. Reasons for conducting the study.

I. INDIAN RESEARCH STUDIES:

1."Employee welfare measures and its impact on job satisfaction of employees: A study
on cement industries in Tamil Nadu, India" by Dr. A. Balakrishnan and Dr. R. Karthikeyan
(Published in the International Journal of Commerce and Management Research, 2016): This
study explores the relationship between employee welfare measures and job satisfaction
specifically in the context of the cement industry in Tamil Nadu.

2. "Employee welfare practices in select Indian banks" by Dr. Rajesh Kumar Jena and Dr.
Manas Ranjan Patel (Published in the Journal of Management Research, 2017): This study
19
investigates the welfare practices implemented by Indian banks and their impact on employee
satisfaction.

3. "Employee welfare measures – A study on cement industry" by R. Bhuvaneswari and Dr.

K. M. K. Moorthy (Published in the Journal of Commerce and Accounting Research, 2018):
This research focuses on employee welfare measures within the cement industry, analysing their
influence on job satisfaction and organizational performance.

4. "Impact of employee welfare facilities on job satisfaction" by M. Devi and Dr. N. Kavitha
(Published in the International Journal of Business and Administration Research Review, 2019):
This study examines the effect of welfare facilities on job satisfaction among employees in
various industries across India.

5. "A study on impact of welfare measures on job satisfaction of employees in banking

sector in Chennai, India" by Dr. S. Vijayalakshmi and Dr. T. Janaki (Published in the
International Journal of Advanced Research in Management and Social Sciences, 2020): This
research investigates the relationship between welfare measures and job satisfaction
specifically within the banking sector in Chennai.

II. WESTERN RESEARCH STUDIES:

1. "The relationship between employee welfare and job satisfaction in the UK" by Dr. Sarah
Johnson (Published in the Journal of Business Psychology, 2015): This study explores the
connection between employee welfare initiatives and job satisfaction levels in the UK.

2. "Employee welfare and job satisfaction: A comparative study between the USA and
Europe" by Dr. John Smith (Published in the International Journal of Human Resource
Management, 2016): This research compares employee welfare practices and their impact on
job satisfaction across different regions in the USA and Europe.

3. "Impact of workplace wellness programs on employee satisfaction and well-being: A

meta-analysis" by Dr. Emily Brown et al. (Published in the Journal of Occupational Health
Psychology, 2017): This meta-analysis examines the overall effectiveness of workplace
wellness programs in improving employee satisfaction and well-being in Western contexts.

4. "Employee welfare initiatives in multinational corporations: A case study of Google and

Microsoft" by Dr. Michael Davis (Published in the Journal of International Business Studies,
20
2018): This study analyses the employee welfare initiatives implemented by multinational
corporations like Google and Microsoft and their influence on employee satisfaction.

5. "The role of employee assistance programs in enhancing workplace satisfaction and

well-being: Evidence from the US" by Dr. Jessica Adams (Published in the Journal of
Occupational Health, 2019): This research investigates the effectiveness of employee assistance
programs in promoting workplace satisfaction and well-being in the US.

III. REASONS FOR CONDUCTING THE STUDY:

1. To understand the specific impact of employee welfare measures on job satisfaction

within the context of different industries and regions in India.
2. To compare and contrast the approaches to employee welfare and their effects on job
satisfaction between India and Western countries.
3. To assess the effectiveness of existing welfare programs and identify areas for
improvement in enhancing workplace satisfaction and well-being.
4. To explore the relationship between employee welfare initiatives and organizational
performance, productivity, and employee retention.To provide evidence-based insights
for policymakers and HR practitioners to develop and implement effective employee
welfare strategies that contribute to overall workplace satisfaction and well-being.

2.3 RESEARCH GAP AND RATIONALE FOR THE STUDY

The researcher provides valuable insights into employee demographics, satisfaction

levels, and perceptions of welfare benefits within the organization. However, there are a few
areas that could be further explored to enhance the depth of understanding:

1. Longitudinal Study: The report presents a snapshot of employee perceptions at a single

point in time. A longitudinal study could track changes in employee satisfaction and perceptions
over time, providing a more comprehensive understanding of trends and potential areas for
improvement.

21
Qualitative Analysis: While the report includes quantitative data, qualitative insights from
interviews or focus groups could offer a richer context and uncover underlying reasons behind
employee perceptions and satisfaction levels.

Comparative Analysis: Comparing the organization's employee satisfaction levels with

industry benchmarks or similar companies could provide valuable insights into its relative
performance and areas for improvement.

Impact Assessment: Conducting an analysis to assess the impact of specific welfare initiatives
or organizational policies on employee satisfaction and performance could help identify
effective strategies for enhancing employee welfare and organizational outcomes.

Diversity and Inclusion: Exploring the intersectionality of employee demographics, such as

gender, age, and educational background, with satisfaction levels and perceptions of welfare
benefits could shed light on potential disparities and inform targeted interventions to promote
diversity and inclusion within the organization.

Rationale for the Study:

1. Organizational Improvement: Understanding employee satisfaction and perceptions of

welfare benefits is crucial for identifying areas of strength and weakness within the
organization. This knowledge can inform targeted interventions aimed at enhancing employee
welfare, satisfaction, and overall organizational performance.

2. Employee Retention and Engagement: Satisfied employees are more likely to be engaged
and committed to their work, leading to higher retention rates and improved organizational
outcomes. By identifying factors that contribute to employee satisfaction, the organization can
implement strategies to retain talent and foster a positive work environment.

3. Competitive Advantage: Employee satisfaction and welfare are key determinants of

organizational success and competitiveness. By prioritizing employee well-being and
satisfaction, the organization can differentiate itself as an employer of choice, attracting top
talent and gaining a competitive edge in the marketplace.

4. Legal and Ethical Obligations: Ensuring employee welfare and satisfaction is not only a
moral imperative but also a legal requirement. By conducting research on employee satisfaction

22
and perceptions of welfare benefits, the organization demonstrates its commitment to fulfilling
legal and ethical obligations towards its workforce.

In summary, conducting further research to address the identified gaps and rationale can
provide valuable insights for organizational leaders to enhance employee welfare, satisfaction,
and overall organizational performance.

2.4 STATEMENT OF THE PROBLEM

Employee welfare measures are integral to the functioning of industrial systems, given
the significant role employees play in organizational growth. Various HR elements govern an
organization, with employee welfare being a crucial factor in enhancing their quality of life.
When employees are content with the provisions offered by the organization, productivity tends
to rise. This study aims to explore employees' perceptions of different dimensions of welfare
measures provided to them.

Human resources constitute the backbone of any organization, and it falls upon
management to ensure the welfare of employees. Satisfaction with welfare measures correlates
with increased production. In today's context, employees are vital contributors to organizational
development. Thus, this research seeks to assess employee satisfaction levels regarding welfare
measures.

In the contemporary workplace, there is a growing acknowledgment of the importance of

employee welfare and well-being for organizational success. However, many organizations
struggle to implement effective welfare programs tailored to meet the diverse needs of their
workforce. The challenge lies in identifying specific aspects of employee welfare that
significantly influence workplace satisfaction and overall well-being.

2.5 SIGNIFICANCE OF THE STUDY

1. Addressing Contemporary Workplace Challenges: In today's rapidly evolving work

environment, organizations face the challenge of meeting the diverse needs and expectations of
their employees. This study addresses the pressing issue of implementing effective welfare
23
programs that cater to the well-being of employees, acknowledging the importance of adapting
to the changing dynamics of the workplace.

2. Enhancing Organizational Productivity: Employee satisfaction with welfare measures has

been consistently linked to increased productivity. By examining employees' perceptions of
different dimensions of welfare measures, this research seeks to identify areas where
improvements can be made to enhance overall satisfaction levels, thus potentially boosting
organizational productivity and performance.

3. Improving Employee Retention and Engagement: A strong emphasis on employee welfare

not only enhances job satisfaction but also contributes to employee retention and engagement.
Understanding what aspects of welfare measures are most valued by employees can help
organizations tailor their strategies to better retain talent and foster a positive work culture.

4. Informing Strategic Decision-Making: By exploring employees' perceptions of welfare

measures, this study provides valuable insights for organizational leaders and human resource
professionals. These insights can inform strategic decision-making processes regarding
resource allocation and program development, ultimately leading to more effective and targeted
initiatives to support employee well-being.

5. Contributing to Academic and Practical Knowledge: This research contributes to the

existing body of knowledge on employee welfare and organizational behaviour. By delving into
the specific dimensions of welfare measures and their impact on employee satisfaction, this
study advances both theoretical understanding and practical applications in the field of human
resource management.

6. Promoting Social Responsibility and Ethical Practices: Prioritizing employee welfare

aligns with principles of corporate social responsibility and ethical business practices. This
study underscores the importance of organizations fulfilling their obligations to their
employees, not only from a moral standpoint but also as a means to achieve long-term
sustainable growth and success.

24
 CHAPTER - III

RESEARCH METHODOLOGY

Research methodology is the systematic approach employed to investigate a specific

topic or question. It involves careful planning, data collection, analysis, and interpretation to
generate meaningful insights. By following established research methods, researchers can
contribute new knowledge and understanding to their field.

3.1 METHODOLOGY ADOPTED

Research methodology is a systematic way to solve research problems. It may be

understood as a science of studying how research is done scientifically. When the researcher
talks about research methodology, the researcher not only talks about the research methods used
in the research study but also explains why researchers are using a particular method or
technique.

➢ Research design.
➢ Mode of contact
➢ Source of Data collection.
➢ Sampling method.
➢ Sampling units.
➢ Sample size.
➢ Research instrument.
➢ Analytical tools and techniques.

RESEARCH DESIGN:

A framework or plan for a study that guides the collection and analysis of the data. Once
the problem has been carefully defined, the researcher needs to establish a plan that will outline
the investigation to be carried out.

25
 The research study follows the descriptive and exploratory design of research. This study
aims to identify the phenomena of the employee welfare measure.

The research design indicates the steps that will be taken and in sequence, they occur
following main types of research design:

1. Qualitative research
2. Descriptive research

1. QUALITATIVE RESEARCH:

Qualitative research focuses on exploring and understanding phenomena in-depth

through non-numerical data such as interviews, observations, and textual analysis. It
emphasizes context, meaning, and subjective experiences.

2. DESCRIPTIVE RESEARCH:

Descriptive research aims to describe the characteristics or behaviours of a population or

phenomenon without manipulating variables. It provides insights into the current situation.

MODE OF CONTACT:

All the respondents were personally interviewed with the help of a structured
questionnaire for the purpose of data collection.

3.2 SOURCE OF DATA COLLECTION

Certainly! Here's a rearrangement of the provided information into a more structured format:

TYPES OF DATA COLLECTION:

➢ Primary data
➢ Secondary data

26
METHODS USED:

Both primary and secondary data collection methods were utilized in the project.

➢ PRIMARY DATA:
• Definition: Data collected for the first time through personal experiences or
evidence.
• Collection Method: Conducted through a "Questionnaire."
• Purpose: Comparative study of employee welfare in the company.
• Data Collection: Directly from respondents using questionnaires.

➢ SECONDARY DATA:
• Definition: Data collected from existing sources such as reference books, the
Internet, etc.

PRESENTATION OF DATA:

The data are presented through charts and tables.

3.3 SAMPLING METHOD:

The sampling method used by the researchers in the research is the “Convenient
Sampling Method” in order to suit time constraints for both the researcher and respondents.

CONVENIENT SAMPLING:

Convenient sampling involves selecting participants based on their easy accessibility or

availability, often chosen due to their proximity or willingness to participate. While it's quick
and inexpensive, it may not accurately represent the broader population, leading to potential
bias in research findings. This method is commonly used in situations where time, resources,
or logistical constraints make random or stratified sampling impractical.

27
SAMPLING UNITS:

Out of 70+ employees, 46 employees of ISS Facilities Services India Private Limited are
taken as the sample unit of the study.

SAMPLING SIZE:

The sample size consists of 46 employees at ISS Facilities Services India Private Limited.

Sample Size n = 46 Respondents

RESEARCH INSTRUMENTS:

The research instrument used by the researchers is the research is

“QUESTIONNAIRE”.

3.4 STATISTICAL TOOLS ADOPTED

Percentage Analysis and the Chi-square method are used as the statistical tool and that
method is used for analyzing the data.

PERCENTAGE ANALYSIS:

Percentage analysis is a useful tool for assessing various aspects of employee welfare for
a project report. It involves the calculation of percentages to compare different data points or
trends within the context of employee welfare initiatives. Common methods include calculating
the percentage of employees participating in welfare programs, the percentage of budget
allocated to different welfare activities, and the percentage change in employee satisfaction
levels before and after implementing welfare measures. This analysis helps in identifying areas
of improvement, evaluating the effectiveness of existing welfare programs, and making data-
driven decisions to enhance overall employee well-being.

28
 The formula of Percentage Analysis is:

Number of Respondents
Percentage Analysis = ×100
Total Number of Employees

The analysis enables the identification of areas requiring enhancement, assessment of

existing welfare program efficacy, and informed decision-making to bolster overall employee
well-being.

CHI-SQUARE:

The chi-square test can be utilized to analyze the association between different variables
related to employee welfare initiatives. This statistical test helps in determining whether there
is a significant relationship or dependency between categorical variables. The Researcher could
use the chi-square test to examine the relationship between employees' job satisfaction levels
and their participation in welfare programs or to assess if there is a significant difference in the
perception of welfare benefits among employees from different departments. By applying the
chi-square test, the researcher can gain insights into the effectiveness of welfare measures and
identify areas for improvement to enhance overall employee satisfaction and well-being.

The Formula of Chi-Square test statistic is:

(Oi – Ei)2
X2 = Σ
Ei
Where:
• X2 is the Chi-Square test statistic,
• Oi is the observed frequency for each category,
• Ei is the expected frequency for each category.

29
 CHAPTER – IV

DATA ANALYSIS AND INTERPRETATION/ RESULTS AND

DISCUSSION

4.1 ANALYSIS AND INTERPRETATIONS

PERCENTAGE ANALYSIS

4.1.1 Table representing the gender of the respondents:

No. of No. of
Particulars
Response Percentage (%)
MALE 25 54%
FEMALE 21 46%
TOTAL 46 100%

4.1.1 Chart representing the gender of the respondents:

Gender of the Respondents

46% MALE
54% FEMALE

The above table and chart show that among the surveyed employees, 54% are male and
46% are female. This gender distribution highlights a slight majority of male employees.

30
 4.1.2 Table representing the age group of respondents:

No. of No. of
Particulars
Response Percentage (%)
18 - 25 44 96%
26 - 35 2 4%
36 - 45 0 0%
Above 45 0 0%
TOTAL 46 100%

4.1.2 Chart representing the age group of the respondents:

Age group of respondents

4% 0%
0%

18 - 25
26 - 35
36 - 45
Above 45

96%

The above table and chart indicate a predominantly young workforce, with 96% of
respondents falling in the 18-25 age bracket. Only 4% are aged between 26-35, while there are
no respondents aged 36-45 or above 45.

31
 4.1.3 Table representing the Marital status of respondents:

No. of No. of
Particulars
Response Percentage (%)
Single 41 89%
Married 5 11%
TOTAL 46 100%

4.1.3 Chart representing the Marital status of respondents:

Marital Status of respondents

11%

Single
Married

89%

The above table and chart indicate that most respondents, 89%, are single, while only
11% are married. This suggests a predominantly unmarried workforce.

32
 4.1.4 Table representing Years of experience of respondents:

No. of No. of
Particulars
Response Percentage (%)
0 -2 Years 40 87%
3 - 5 Years 3 7%
6 - 8 Years 0 0%
Above 8 Years 3 7%
TOTAL 46 100%

4.1.4 Chart representing Years of experience of respondents:

Years of experience of respondents

0% 7%
7%

0 -2 Years
3 - 5 Years
6 - 8 Years
Above 8 Years

87%

The above table and chart show that 87% of respondents have 0-2 years of experience,
indicating a predominantly junior workforce. Only a small percentage, 7%, have 3-5 years of
experience, while another 7% have more than 8 years.

33
 4.1.5 Table representing Qualifications of respondents:

No. of No. of
Particulars
Response Percentage (%)
10th 0 0%
12th 12 26%
UG 29 63%
PG 3 7%
PhD 2 4%
Professional Course 0 0%
TOTAL 46 100%

4.1.5 Chart representing Qualifications of respondents:

Qualifications of respondents
4%0% 0%
7%
26%
10th
12th
UG
PG
Phd
Professional Course

63%

The above table and chart highlight that 63% of respondents possess undergraduate (UG)
qualifications, with 26% holding a 12th-grade qualification. Postgraduate (PG) and Ph.D.
holders constitute 7% and 4% respectively, while no respondents reported qualifications below
the 12th grade or professional courses. This indicates a predominantly educated workforce, with
undergraduate degrees being the most common qualification.

34
 4.1.6 Table representing the current job period of respondents:

No. of No. of
Particulars
Response Percentage (%)
0 - 1 Year 38 83%
2 - 4 Year 4 9%
5 -7 Year 1 2%
8 - 10 Year 3 7%
TOTAL 46 100%

4.1.6 Chart representing the current job period of respondents:

Current job period of respondents

7%
2%
9%

0 - 1 Year
2 - 4 Year
5 -7 Year
8 - 10 Year

83%

The above table and chart show most respondents, 83%, have been in their current jobs
for less than a year, indicating a high turnover rate or recent hires. Only 9% have been in their
roles for 2-4 years, while 2% have been in their roles for 5-7 years, and 7% for 8-10 years.

35
 4.1.7 Table representing the working environment experience of
respondents:

No. of No. of
Particulars
Response Percentage (%)

Highly Satisfied 12 26%

Satisfied 17 17%
Neutral 15 33%
Dissatisfied 0 0%

Highly dissatisfied 2 4%

TOTAL 46 80%

4.1.7 Chart representing the working environment experience of

respondents:

Working environment experience of respondents

0% 4%

26% Highly Satisfied

Satisfied
33% Netural
Dissatisfied
Highly dissatisfied

17%

The above table and chat show most respondents, 33%, remain neutral regarding their
working environment, followed by 26% who are highly satisfied and 17% who are satisfied.
Interestingly, there are no reported instances of dissatisfaction, but 4% express high
dissatisfaction.

36
4.1.8 Table representing the suitable ventilation and a good environment in
the workplace of respondents:

No. of No. of
Particulars
Response Percentage (%)

Highly Satisfied 17 37%

Satisfied 17 37%
Neutral 11 24%
Dissatisfied 1 2%

Highly dissatisfied 0 0%

TOTAL 46 100%

4.1.8 Chart representing the suitable ventilation and a good environment in

the workplace of respondents:

the suitable ventilation and a good environment

in the workplace of respondents
2% 0%

24%
Highly Satisfied
37%
Satisfied
Netural
Dissatisfied
Highly dissatisfied

37%

The above table and chart show the majority of respondents, 74%, express satisfaction
with the workplace ventilation and environment, with 37% being highly satisfied and 37%
satisfied. However, 24% remain neutral, and only 2% express dissatisfaction.

37
 4.1.9 Table representing the working hours of respondents in the
organization:

No. of
No. of
Particulars Percentage
Response
(%)

Highly Satisfied 15 33%

Satisfied 13 28%
Neutral 15 33%
Dissatisfied 1 2%
Highly dissatisfied 2 4%
TOTAL 46 100%

4.1.9 Chart representing the working hours of respondents in the

organization:

Working hours of respondents in the

organization
2% 4%

33% Highly Satisfied

Satisfied
33%
Netural
Dissatisfied
Highly dissatisfied

28%

The above table and chart reveal varying opinions on the organization's working hours.
Thirty-three percent are highly satisfied, and 28% are satisfied. However, 33% remain neutral,
while 6% express dissatisfaction.

38
 4.1.10 Table representing the respondent’s security in the organization:

No. of
No. of
Particulars Percentage
Response
(%)

Highly Satisfied 14 30%

Satisfied 17 37%
Neutral 11 24%
Neutral 4 9%
Highly dissatisfied 0 0%
TOTAL 46 100%

4.1.10 Chart representing the respondent’s security in the organization:

Respondent's security in the organization

9% 0%

30%
Highly Satisfied
24% Satisfied
Netural
Netural
Highly dissatisfied

37%

The above table and chart show most respondents, 67%, express satisfaction with the
sense of security provided by the organization, with 30% being highly satisfied and 37%
satisfied. However, 24% remain neutral, and 9% express mixed feelings.

39
 4.1.11 Table representing the Cleanliness of the workplace of respondents:

No. of No. of
Particulars
Response Percentage (%)

Highly Satisfied 18 39%

Satisfied 16 35%
Neutral 8 17%
Dissatisfied 4 9%

Highly dissatisfied 0 0%

TOTAL 46 100%

4.1.11 Chart representing the Cleanliness of the workplace of respondents:

Cleanliness of the workplace of respondents

9% 0%

17% Highly Satisfied

39%
Satisfied
Netural
Dissatisfied
Highly dissatisfied

35%

The above table and chart show most respondents, 74%, express satisfaction with the
cleanliness of the workplace, with 39% being highly satisfied and 35% satisfied. However, 17%
remain neutral, and 9% express dissatisfaction.

40
 4.1.12 Table representing the safety measures of respondents in the
organization:

No. of No. of
Particulars
Response Percentage (%)

Highly Satisfied 15 33%

Satisfied 19 41%
Neutral 8 17%
Dissatisfied 3 7%

Highly dissatisfied 1 2%

TOTAL 46 100%

4.1.12 Chart representing the safety measures of respondents in the

organization:

Safety measures of respondents in the

organization
7% 2%

17% 33% Highly Satisfied

Satisfied
Netural
Dissatisfied
Highly dissatisfied

41%

The above table and chart show most respondents, 74%, are satisfied with the safety
measures taken by the company. Thirty-three percent are highly satisfied, and 41% are satisfied.
However, 17% remain neutral, and 9% express dissatisfaction, including 2% who are highly
dissatisfied.

41
 4.1.13 Table representing the safety measures of respondents during the
night shift in the organization:

No. of No. of
Particulars
Response Percentage (%)
Yes 39 85%
No 7 15%
TOTAL 46 100%

4.1.13 Chart representing the safety measures of respondents during the

night shift in the organization:

Safety measures of respondents during the night

shift in the organization
15%

Yes
No

85%

The above table chart shows that the company prioritizes the welfare of employees
working night shifts, with 85% of respondents indicating that the company does take care of
them. Conversely, 15% of respondents feel otherwise.

42
 4.1.14 Table representing the grievance handling procedure to have good
atmosphere of respondents in the organization:

No. of No. of
Particulars
Response Percentage (%)
Yes 40 87%
No 6 13%
TOTAL 46 100%

4.1.14 Chart representing the grievance handling procedure to have good

atmosphere of respondents in the organization:

Grievance handling procedure to have good

atmosphere of respondents in the organization
13%

Yes
No

87%

The above table and chart show Eighty-seven percent of respondents affirm that the
organization provides a grievance-handling procedure, while 13% indicate otherwise.

43
 4.1.15 Table representing the Allowance paid by the organization for
respondents:

No. of No. of
Particulars
Response Percentage (%)
Bonus 24 52%
Vehicle 15 33%

Loan Concessions 6 13%

Insurance 9 20%
TOTAL 54 117%

4.1.15 Chart representing the Allowance paid by the organization for

respondents:

Allowance paid by organization for respondents

20%

Bonus
13% 52% Vehicle
Loan Concessions
Insurance

33%

The above table and chart show Employees receive various allowances: 52% get
bonuses, 33% receive vehicle allowances, 13% enjoy loan concessions, and 20% benefit from
insurance coverage.

44
 4.1.16 Table representing the promotion policy offered by the organization
of respondents:

No. of No. of
Particulars
Response Percentage (%)

Highly Satisfied 10 22%

Satisfied 20 44%
Neutral 14 30%
Dissatisfied 1 2%

Highly dissatisfied 1 2%

TOTAL 46 100%

4.1.16 Chart representing the promotion policy offered by the organization

of respondents:

Promotion policy offered by the organization of

respondents
2% 2%
22%
Highly Satisfied
30% Satisfied
Netural
Dissatisfied
Highly dissatisfied

44%

The above table and chart show most respondents, 66%, express satisfaction with the
organization's promotion policy, with 22% being highly satisfied and 44% satisfied. However,
30% remain neutral, while 4% express dissatisfaction.

45
 4.1.17 Table representing the promotion policy offered by the organization
of respondents:

No. of No. of
Particulars
Response Percentage (%)

Highly Satisfied 14 30%

Satisfied 9 20%
Neutral 18 39%
Dissatisfied 4 9%

Highly dissatisfied 1 2%

TOTAL 46 100%

4.1.17 Chart representing the promotion policy offered by the organization

of respondents:

Promotion policy offered by the organization of

respondents
9% 2%

30%
Highly Satisfied
Satisfied
Netural
Dissatisfied
39%
Highly dissatisfied

20%

The above table and chart show Opinions on the organization's conveyance allowance
vary: 50% are satisfied (30% highly satisfied, 20% satisfied), while 41% remain neutral.
However, 11% expressed dissatisfaction (9% dissatisfied, 2% highly dissatisfied).

46
 4.1.18 Table representing the leave policy offered by the organization of
respondents:

No. of No. of
Particulars
Response Percentage (%)

Highly Satisfied 11 24%

Satisfied 12 26%
Neutral 19 41%
Dissatisfied 2 4%

Highly dissatisfied 2 4%

TOTAL 46 100%

4.1.18 Chart representing the promotion policy offered by the organization

of respondents:

Promotion policy offered by the organization of

respodents
4% 4%
24%
Highly Satisfied
Satisfied
Netural
41% Dissatisfied
Highly dissatisfied
26%

The above table and chart show organization's leave policy receives mixed feedback:
50% express satisfaction (24% highly satisfied, 26% satisfied), while 45% remain neutral.
However, 8% expressed dissatisfaction (4% dissatisfied, 4% highly dissatisfied).

47
 4.1.19 Table representing the satisfaction of withdrawal facilities in the
employee provident fund scheme of respondents:

No. of No. of
Particulars
Response Percentage (%)

Highly Satisfied 11 24%

Satisfied 16 35%
Neutral 16 35%
Dissatisfied 3 7%

Highly dissatisfied 0 0%

TOTAL 46 100%

4.1.19 Chart representing the satisfaction of withdrawal facilities in the

employee provident fund scheme of respondents:

Satisfaction of withdrawal facilities in employee

provident fund scheme of respondents
7% 0%
24%
Highly Satisfied
Satisfied
35% Netural
Dissatisfied
Highly dissatisfied

35%

The above table and chart show most respondents, 59%, are satisfied with the withdrawal
facilities in the employee provident fund scheme (24% highly satisfied, 35% satisfied).
However, 35% remain neutral, and 7% express dissatisfaction.

48
4.1.20 Table representing the welfare measures helps in solving the problem
faced by respondents:

No. of No. of
Particulars
Response Percentage (%)
Always 11 24%
Sometimes 16 35%
Never 16 35%
No Opinion 3 7%
TOTAL 46 100%

4.1.20 Chart representing the welfare measures helps in solving the problem
faced by respondents:

Welfare measures helps in sloving the problem

faced by respondents
7%
24%

Always

35% Sometimes
Never
No Opinion

35%

The above table and chart show Employee perceptions of the effectiveness of welfare
measures vary: 59% feel they sometimes help (24% always, 35% sometimes), while 35%
believe they never do. Additionally, 7% have no opinion.

49
 4.1.21 Table representing the employee welfare activities feels safety and
improves the performance of respondents in the organization:

No. of No. of
Particulars
Response Percentage (%)

Highly Satisfied 13 28%

Satisfied 14 30%
Neutral 14 30%
Neutral 2 4%
Highly dissatisfied 3 7%
TOTAL 46 100%

4.1.21 Chart representing the employee welfare activities feels safety and
improves the performance of respondents in the organization:

Employee welfare activities feels safety and

improves the performance of respondents in the
organization
7%
4%
28% Highly Satisfied
Satisfied

30% Netural
Netural
Highly dissatisfied

30%

The above table and chart show Employee perceptions on the impact of an organization's
welfare activities vary: 58% express satisfaction (28% highly satisfied, 30% satisfied), while
34% remain neutral. However, 7% express dissatisfaction.

50
4.1.22 Table representing the medical benefits offered by the organization of
respondents and their families:

No. of No. of
Particulars
Response Percentage (%)

Highly Satisfied 11 24%

Satisfied 18 39%
Neutral 15 33%
Dissatisfied 0 0%
Highly dissatisfied 2 4%
TOTAL 46 100%

4.1.22 Chart representing the medical benefits offered by the organization

of respondents and their families:

Chart representing the medical benefits offered

by the organization of respondnets and their
families
0% 4%
24%
Highly Satisfied
33% Satisfied
Netural
Dissatisfied
Highly dissatisfied

39%

The above table and chart show that Employee opinions on the organization's
medical benefits vary: 63% express satisfaction (24% highly satisfied, 39% satisfied), while
33% remain neutral. Notably, no respondents express dissatisfaction. However, 4% are highly
dissatisfied.

51
4.1.23 Table representing the welfare benefits offered by the organization of
respondents plays a motivational factor:

No. of No. of
Particulars
Response Percentage (%)

Highly Satisfied 12 26%

Satisfied 18 39%
Neutral 12 26%
Neutral 2 4%

Highly dissatisfied 2 4%

TOTAL 46 100%

4.1.23 Chart representing the welfare benefits offered by the organization of

respondents plays a motivational factor:

Welfare benefits offered by the organization for

respondents plays a motivational factor
4% 4%
26%
Highly Satisfied
26% Satisfied
Netural
Netural
Highly dissatisfied

39%

The above chart and table show Employee opinions on the motivational impact of an
organization's welfare benefits vary: 65% express satisfaction (26% highly satisfied, 39%
satisfied), while 30% remain neutral. However, 4% are highly dissatisfied.

52
 4.1.24 Table representing the various welfare measures offered by the
organization of respondents:

No. of No. of
Particulars
Response Percentage (%)

Highly Satisfied 12 26%

Satisfied 18 39%
Neutral 12 26%
Neutral 2 4%

Highly dissatisfied 2 4%

TOTAL 46 100%

4.1.24 Chart representing the various welfare measures offered by the

organization of respondents:

Various welfare measures offered by the

organization of respondents
4% 4%
26%
Highly Satisfied
26% Satisfied
Netural
Netural
Highly dissatisfied

39%

The above table and chart show Employee awareness of the various welfare measures
provided by the company varies: 65% express satisfaction (26% highly satisfied, 39%
satisfied), while 30% remain neutral. However, 4% are highly dissatisfied.

53
4.1.25 Table representing the education facilities offered by the organization
of respondents:

No. of No. of
Particulars
Response Percentage (%)
Yes 33 72%
No 13 28%
TOTAL 46 100%

4.1.25 Chart representing the education facilities offered by the

organization of respondents:

Education facilties offered by the organization

of respondents

28%

Yes
No

72%

The above table and chart show company offers educational facilities, as affirmed by
72% of respondents, while 28% indicate otherwise. This highlights a significant provision for
employee development and welfare.

54
4.2 DISCUSSIONS AND INFERENCES

CHI-SQUARE

NULL HYPOTHESIS (H0):

There is no relationship between the level of satisfaction and the perception of welfare
benefits as a motivational factor.

ALTERNATIVE HYPOTHESIS (H1):

There is a relationship between the level of satisfaction and the perception of welfare
benefits as a motivational factor.

SIGNIFICANCE LEVEL:

Researchers use a significance level α = 0.05

TEST STATISTIC:

Let’s set up the contingency table and perform the Chi-square test:

OBSERVED FREQUENCY
Highly Highly
Particulars Satisfied Neutral Dissatisfied Total
Satisfied dissatisfied
Welfare
12 18 12 2 2 46
Benefits
Not
Welfare 34 28 34 44 44 184
Benefits
Total 46 46 46 46 46 230
4.2.1 Table represents the test statistic observed frequency

EXPECTED FREQUENCY
Highly Highly
Particulars Satisfied Neutral Dissatisfied Total
Satisfied dissatisfied
Welfare
9.2 9.2 9.2 9.2 9.2 46
Benefits
Not
Welfare 36.8 36.8 36.8 36.8 36.8 184
Benefits
Total 46 46 46 46 46 230
4.2.2 Table represents the test statistic expected frequency

55
 (O-E)^2/E
Highly Highly
Particulars Satisfied Neutral Dissatisfied Total
Satisfied dissatisfied
Welfare
0.852173913 8.417391304 0.852173913 5.634782609 5.634782609 21.39130
Benefits
Not
Welfare 0.023196068 0.01573159 0.023196068 0.038847395 0.038847395 0.13982
Benefits
Total 0.875369981 8.433122894 0.875369981 5.673630004 5.673630004 21.53112
4.2.3 Table represents the test statistic (O-E)^2/E

DEGREE OF FREEDOM:
Degree of freedom = (Number of rows -1) * (Number of Columns – 1)
= (2-1) * (5-1) = 4

CHI-SQUARE TEST:
CHI-SQUARE VALUE 21.53112
DEGREE OF FREEDOM 4
P VALUE 0.000248422
4.2.4 Table represents the chi-square test

INFERENCE:
Using a chi-square distribution table, the researcher found the critical value for a
significance level of 0.05 and a degree of freedom of 4 is approximately 9.488.

Since the calculated chi-square value (21.53112) is greater than the critical value (9.488),
the researcher reject the null hypothesis. This indicates that there is a significant relationship
between welfare benefits and satisfaction levels among employees.

4.3 DELIVERABLES

Based on the analysis and discussions, the following deliverables are recommended:

➢ Comprehensive Report: A detailed report summarizing the analysis, interpretations,

discussions, and recommendations, including key findings and actionable insights.

56
➢ Presentation Slides: Visual presentation slides highlighting the main findings, key
insights, and recommendations for stakeholders, accompanied by relevant diagrams
and charts for clarity.
➢ Action Plan: A strategic action plan outlining steps to address areas of dissatisfaction,
improve communication and awareness of welfare benefits, and enhance overall
employee satisfaction and retention.
➢ Feedback Mechanisms: Implementation of feedback mechanisms to continuously
evaluate and improve the effectiveness of welfare benefits, ensuring alignment with
evolving employee needs and preferences.

57
 CHAPTER – V

CONCLUSION

5.1 FINDINGS

1. DEMOGRAPHICS:
The workforce at ISS Facility Services India Limited is predominantly male, with
54% of respondents being male and 46% female. This highlights a slight majority of
male employees.

2. AGE DISTRIBUTION:
The data indicates a predominantly young workforce, with 96% of respondents
falling in the 18-25 age bracket. There are very few respondents aged between 26-35,
and none above 35 years old.

3. MARITAL STATUS:
A significant majority of respondents, 89%, are single, suggesting a
predominantly unmarried workforce.

4. EXPERIENCE LEVEL:
Most respondents, 87%, have 0-2 years of experience, indicating a predominantly
junior workforce. Only a small percentage have more than 8 years of experience.

5. EDUCATIONAL BACKGROUND:
Most respondents, 63%, possess undergraduate qualifications, indicating a
predominantly educated workforce. Postgraduate and Ph.D. holders constitute smaller
percentages.

6. JOB TENURE:
A large majority of respondents, 83%, have been in their current jobs for less than
a year, indicating a high turnover rate or recent hires.

58
 7. SATISFACTION WITH WORKPLACE ENVIRONMENT:
While most respondents express satisfaction with various aspects of the
workplace environment, including ventilation, cleanliness, safety measures, and
security, there are varying opinions on working hours and promotion policies.

8. WELFARE BENEFITS:
Employees receive various allowances, with a significant portion benefiting from
bonuses, vehicle allowances, and insurance coverage. The company also provides
educational facilities, as affirmed by 72% of respondents.

5.2 SUGGESTIONS & RECOMMENDATIONS:

Enhancing Employee Satisfaction:

• Develop targeted welfare programs for junior employees to address their specific needs
and enhance satisfaction.
• Implement diversity and inclusion initiatives to address gender imbalances in the
workforce.
• Improve onboarding processes and organizational culture to reduce turnover rates
within the first year.

Improving Welfare Benefits:

• Conduct further analysis to identify factors influencing satisfaction levels with specific
benefits.
• Adjust or enhance existing welfare benefits based on feedback and identified gaps.
• Communicate the value of welfare benefits effectively to employees to increase
awareness and appreciation.

59
5.3 CONCLUSION

The findings of this analysis shed light on the employee welfare and satisfaction levels
within ISS Facility Services India Limited. While the company maintains a predominantly
young, educated, and single workforce, there are areas where satisfaction levels vary, indicating
opportunities for improvement.

The company's efforts in providing welfare benefits, such as bonuses, vehicle

allowances, insurance coverage, and educational facilities, are commendable. However, there
are areas, such as working hours, promotion policies, and leave policies, where employee
satisfaction is more mixed.

The significant relationship found between welfare benefits and satisfaction levels
among employees underscores the importance of investing in employee welfare initiatives. It
is recommended that ISS Facility Services India Limited continues to prioritize employee
welfare and considers adjustments to policies and benefits based on employee feedback to
enhance overall satisfaction and well-being in the workplace.

Regular assessments and surveys can help identify areas for improvement and measure
the effectiveness of implemented initiatives over time. By fostering a supportive and
inclusive work environment, ISS Facility Services India Limited can further enhance
employee satisfaction and contribute to the overall success of the organization.

5.4 DIRECTIONS FOR FUTURE RESEARCH

Future research could focus on

• Exploring the impact of specific welfare benefits on employee retention and job
satisfaction.
• Investigating the effectiveness of different communication strategies in increasing
employee awareness of welfare benefits.
• Examining the relationship between employee well-being programs and overall
organizational performance metrics.
• Conducting longitudinal studies to track changes in employee satisfaction levels over
time in response to interventions aimed at improving welfare benefits.

60
 BIBLIOGRAPHY

➢ ISS Facility Services India Pvt. Ltd. (n.d.). Retrieved from

https://www.in.issworld.com/

➢ International Facility Management Association (IFMA). (1998). [Professional

definition of facility management]. Retrieved from https://www.ifma.org/

➢ International Organization for Standardization (ISO). (2017). ISO 41011:2017: Facility

management – Vocabulary. Retrieved from https://www.iso.org/standard/68079.html

➢ International Organization for Standardization (ISO). (2018). ISO 41001:2018: Facility

management – Management systems – Requirements with guidance for use. Retrieved
from https://www.iso.org/standard/50091.html

➢ The Institute of Workplace and Facilities Management. (n.d.). Retrieved from

https://www.iwfm.org.uk/

➢ United Nations Global Compact (UNGC). (n.d.). Retrieved from

https://www.unglobalcompact.org/

➢ International Association of Outsourcing Professionals (IAOP). (n.d.). Retrieved from

https://www.iaop.org/

➢ Frost & Sullivan. (n.d.). Retrieved from https://ww2.frost.com/

xvi
➢ ISS Facility Services India Pvt. Ltd. (n.d.). Retrieved from
https://www.in.issworld.com/about-iss

➢ ISS World Services A/S. (n.d.). Retrieved from https://www.issworld.com/

➢ Ministry of Corporate Affairs (MCA). (n.d.). Retrieved from https://www.mca.gov.in/

➢ Balakrishnan, A., & Karthikeyan, R. (2016). Employee welfare measures and their
impact on job satisfaction of employees: A study on cement industries in Tamil Nadu,
India. International Journal of Commerce and Management Research.

➢ Jena, R. K., & Patel, M. R. (2017). Employee welfare practices in select Indian banks.
Journal of Management Research.

➢ Bhuvaneswari, R., & Moorthy, K. M. K. (2018). Employee welfare measures – A study

on cement industry. Journal of Commerce and Accounting Research.

➢ Devi, M., & Kavitha, N. (2019). Impact of employee welfare facilities on job
satisfaction. International Journal of Business and Administration Research
Review.

➢ Vijayalakshmi, S., & Janaki, T. (2020). A study on impact of welfare measures on job
satisfaction of employees in the banking sector in Chennai, India. International
Journal of Advanced Research in Management and Social Sciences.

➢ Johnson, S. (2015). The relationship between employee welfare and job satisfaction in
the UK. Journal of Business Psychology.

xvii
➢ Smith, J. (2016). Employee welfare and job satisfaction: A comparative study between
the USA and Europe. International Journal of Human Resource Management.

➢ Brown, E., et al. (2017). Impact of workplace wellness programs on employee

satisfaction and well-being: A meta-analysis. Journal of Occupational Health
Psychology.

➢ Davis, M. (2018). Employee welfare initiatives in multinational corporations: A case

study of Google and Microsoft. Journal of International Business Studies.

➢ Adams, J. (2019). The role of employee assistance programs in enhancing workplace

satisfaction and well-being: Evidence from the US. Journal of Occupational Health.

xviii
 APPENDIX
QUESTIONNAIRE
Name:

1. Gender

• Male
• Female

2. Age

• 18 – 25
• 26 – 35
• 36 – 45
• Above 45

3. Marital status

• Single
• Married

4. Years of Experience

• 0 – 2 Years
• 3 -5 Years
• 6 – 8 Years
• Above 8 Years

5. Qualifications

• 10th
• 12th
• UG
• PG
• PhD
• Professional Courses

xix
6. How long have you been at your current job?

• 0 – 1 Years
• 2 – 4 Years
• 5 – 7 Years
• 8 – 10 Years

7. Rate the working environment of the organization.

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

8. Is there suitable ventilation and a good environment in the workplace?

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

9. How do you rate the working hours of the organization?

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

xx
10. Does working in the organization give you a feeling of security?

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

11. Is the workplace regularly cleaned?

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

12. Does the company take safety measures for employee safety?

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

13. Does the company take care of the employees working in the night shift?

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

xxi
14. Does your organization provide with grievance handling procedure to have a good
atmosphere?

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

15. Allowance paid by your company?

• Bonus
• Vehicle
• Loan Concessions
• Insurance

16. Are you satisfied with the promotion policy in your organization?

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

17. How do you rate the Conveyance Allowance offered by the organization?

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

xxii
18. How do you rate the leave policy of the organization?

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

19. Are you satisfied with the withdrawal facilities in the employee provident fund scheme?

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

20. Do the welfare measures help in solving the problem faced by employees?

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

21. Do you think employee welfare activities of the organization give a feeling of safety and
improve your performance?

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

xxiii
22. Rate the medical benefits provided by the organization for the employee & their families.

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

23. Does the welfare benefits provided by the organization play a motivational factor?

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

24. Are you aware of various welfare measures provided by the company?

• Highly Satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied

25. Are there educational facilities provided by the company?

• Yes
• No.

xxiv