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CHAPTER – I
INTRODUCTION AND DESIGN OF THE STUDY
1.1 INTRODUCTION
Labour welfare is a important fact of Industrial relations. These give
satisfaction to the worker and ensure that proper remuneration is achieved. With
the growth of Industrialization, Mechanization and Computerization, labour
welfare measures has got fillip. The workers in the Industries cannot cope up with
pace of modern life with minimum sustenance amenities. The workers are in need
of added stimulus to keep body and mind together. Labour welfare, though it has
been provided to contribute to efficiency in production, is expensive. Each
employer provides welfare measures of varying degrees of importance for Labour
force. The social and economic aspects of life of the workers have direct influence
on the social and economic development of nation. There is an imperative need to
take extra care of the workers to provide both statutory and non-statutory facilities
to them. The welfare facilities help to motivate and retain employees. Most of the
welfare facilities are matters of sanitation and hygienic which is not provided
dissatisfaction among workers are motivated by providing welfare measures. This
ensures employee satisfaction result in increased efficiency.
Employee welfare measures may help to minimize social evils like alcoholism,
gambling, drug addiction etc. The workers are likely to fall in victim because of
discontentment or frustration. The welfare facilities induce the workers happy,
cheerful and confident with commitment.
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The welfare measures and schemes form an integral part of Personnel and HR
Management in any organization will go a long way in ensuring the desired goals.
In turn this will enhance the productivity of the organization. The welfare
measures are designed and systematized by the organization through statutory
bodies like trade unions.
The labour departments of the government insist upon minimum amenities to
be implemented in any organization. This will ensure that minimum standards that
are required for an employee to carry out the duties and perform functions to the
extent of satisfaction.
An industrial relations system is made up of certain institutions, which are
popularly known as “three factors” of the system. In all developed and developing
economics, these actors are…… workers (employees) and their organistion (trade
unions), management (employers) and their organizations (employer’s
associations/federations), the Government. These actors jointly determine the
output of the system, which largely consists of rules/regulations relating to terms
and conditions of employment.
1.2 LABOUR WELFARE MEASURE
Employee attitudes are important to human resource management because they
affect organizational behaviour. In particular, an attitude relating to job
satisfaction and organizational commitment is of major interest to the field of
organizational behaviour and the practice of human resource management. Job
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satisfaction focuses on employee’s attitudes toward their jobs and organizational
commitment focuses on their attitudes toward the overall organization.
1.3 LABOUR WELFARE AND SOCIAL SECURITY
Social security is one of the pillars on which the structure of a welfare state
rests, and it constitutes the hard core of social policy in most countries. It is
through social security measures that the state attempts to maintain every citizen at
a certain prescribed level below which no one is allowed to fall. It is the security
that society furnishes through appropriate organization, against certain risks to
which its members are exposed (ILO, 1942). Social security system comprises
health and unemployment insurance, family allowances, provident fund, pensions
and gratuity schemes, and widows and survivors allowances. The essential
characteristics of social insurance schemes include their compulsory and
contributory nature; the members must first subscribe to a fund from which
benefits could be drawn later. On the other hand, social assistance is a method
according to which benefits are given to the needy persons, fulfilling the
prescribed conditions, by the government out of its own resources.
Labour welfare activities in India with particular emphasis on the
unorganized sector. Although provisions for workmen’s compensation in case of
industrial accidents and maternity benefits for women workforce had existed for
long, a major breakthrough in the field of social security came only after
independence. The Constitution of India (Article 41) laid down that the State shall
make effective provision for securing the right to public assistance in case of
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unemployment, old age, sickness and disablement and in other cases of
underserved want. The Government took several steps in compliance of the
constitutional requirements. The Workmen’s Compensation Act (1926) was
suitably revised and social insurance programmes were developed for industrial
workers. Provident funds and gratuity schemes were introduced in most industries,
and maternity legislation was overhauled. Subsequently, State governments
instituted their own social assistance programmes. The provisions for old age
comprise of pension, provident fund, and gratuity schemes. All the three
provisions are different forms of retirement benefits. Gratuity is a lump sum
payment made to a worker or to his/her heirs by the company on termination of
his/her service due to retirement, invalidity, retrenchment or death (Vajpayee and
Sankar, 1950).
The concept of labour welfare is flexible and elastic and differs widely with
time, region, industry, social values and customs, degree of industrialization, the
general socio-economic development of the people and the political ideologies
prevailing at a particular time. It is also moulded according to the age-groups,
socio-cultural background, marital and economic status and educational level of
the workers in various industries.
In its broad connotation, the term welfare refers to a state of living of an
individual or group in a desirable relationship with total environment – ecological,
economic, and social. Conceptually as well as operationally, labour welfare is a
part of social welfare which, in turn, is closely linked to the concept and the role of
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the State. The concept of social welfare, in its narrow contours, has been equated
with economic welfare. As these goals are not always be realised by individuals
through their efforts alone, the government came into the picture and gradually
began to take over the responsibility for the free and full development of human
personality of its population.
Labour welfare is an extension of the term Welfare and its application
to labour. During the industrialisation process, the stress on labour productivity
increased; and brought about changes in the thinking on labour welfare.
1.4 REVIEW OF LITERATURE
In depth research has been carried out by academician and other independent
agencies in the last few decades to analyse the impact of labour welfare measures
and factors associated with it. These research attempts have thrown light on the
concept of Labour Welfare Measures of employees. Some of these noteworthy
researches are given below.
Fredndlander.F and Newton.M (1969)1 have studied the impact of labour
welfare quality of work life on job Satisfaction.
Kavanagh and Halpern (1970)2 studied the impact of job level and sex
differences on the relationship between life satisfaction and job satisfaction and
found that job satisfaction was contributing factor for life satisfaction but they may
not always correlate.
Iris and Barrett (1972)3 measured life satisfaction on four dimensions, i.e.,
life (life in general), family, leisure and job.
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Sharma (1973)4 contended, “The physiological and safety needs of the
workers are more or less satisfied. In view of this the workers are increasingly
concerned about their ego and social needs”.
Emery and Emery (1974)5 have propounded “guts and guidelines” for
raising the labour welfare.
Seashore Stanley E. (1974)6 had presented impact of job satisfaction on
labour welfare of employment in social indicates research.
Sinnha’s (1974)7 references to a list of desirable components of work life
are worth reckoning. He takes into account the list provided by Emery and
Thorsud.
Taylor and his associates (1974)8 reviewed the empirical researchers
available in English language, presented in professional journals, books and
unpublished reports during the fifteen year period of 1952-68. They obtained
eleven categories for a labour welfare measures on the basis of their search which
they felt would cover the major resultant or outcome variables that could also be
operationalised in behavioual terms.
Ganguly and Joseph (1976)9 studied the labour welfare measures of young
workers with special reference to life and job satisfaction issues.
Macy and Mirvis (1976)10 assessed the labour welfare on the basis of
factors such as absenteeism, tardiness, turnover, work stoppages, strikes,
productivity, product or service quality, grievances, accident and job related
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illness, unscheduled down time and unaccounted to inventory, material and supply
utilization variances.
Stanley (1976)11 also assessed the experience of U.S in this regard. Taylor
J.C had examined various dimensions of labour welfare measures of employees
life.
Cooper C.L (1980)12 especially talks about various factors which influence
labour welfare measures of employees in his paper on “Labour Welfare Measures
of Employees’ Life the Stresses and Satisfiers”.
Mehta. P (1982)13 who had put in considerable research in the field of
labour welfare discussed in his paper on Rising Aspirations, Welfare of Life and
Work Organization discusses Welfare of Work life from the point of view of
workers and tries to match labour welfare measures to their changing attitudes.
Souza K.C.D (1984)14 in his article on labour welfare measures – An
Evolutionary perspective discusses Labour Welfare of Work Life as an emerging
concept with various new areas taking place in it from time to time.
Frank Blacker and Sylvia Shimmin (1984)15 have observed that Labour
Welfare Measures of work experience should be evaluated less in terms of the
achievement of specific objectives and more in terms of the development of self
managing processes. Further, in order to improve Labour Welfare Measures, they
suggest job redesign should be the primary change objective. They also view that
people’s subjective assessments of the value of their involvement in a change
project would be an appropriate approach to evaluate Labour Welfare Measures.
8
Tennings, Sandra Ann Ruff (1985)16 in her investigation compared the
data collected in 1969 and 1977 by the Institute for Social Research that the
University of Michigean to determine what, if any, changes that were important in
the Labour Welfare Measures issues during that period. Additionally, various
demographic categories of employees were examined to determine if responses to
questions about Labour Welfare Measures were consistent with and across
demographic categories. The observation that was made from this study was that
the findings of 1967 did not differ much from those of 1977. Whit collar
employees and whites reported higher job satisfaction than did women and blacks
and blue collar employees. Union employees were found to be more satisfied with
extrinsic rewards from work than non-union employees.
Barry Wilkinson (1986)17 outline some theories regarding the relationship
between technological change and work organization, thereby drawing out the
implications of Labour Welfare Measures. He concludes that advances in his
country on Labour Welfare Measures developments depend on the emergence of
new managerial ideology, wherein there is recognition of social and psychological
importance of work organization and belief in the ability of workers to
constructively participate in managerial decisions.
Peter F Sorensen Jr, Thomas C Head, Dick Stotz (1986)18 – their article
reports on a successful four-year labour welfare of work life program undertaken
at a small suburban community service organization. The process included survey
feedback, Likert’s three variable models, as well as a quasi-experimental design
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for evaluation. Conclusions include observations on Labour Welfare of Work Life
in general as well as implications for the small business.
Monga R.C (1992)19 view of the productivity concept in practical terms ie
(i) doing right things – providing products which meet functional reliability and
aesthetic needs of consumers and generate less waste and pollute less in use, meet
qualitative needs, and are easy to maintain. (ii) doing things rightly – manufactures
products in a manner which optimizes use of all resources, uses clean and low
wastage technologies, improves Labour Welfare Measures, reduces wastages and
maximizes value addition.
Subratesh Ghosh (1992)20 of IIM, Kolkatta conducted a study on
improvement of Labour Welfare Measures in the micro level in India. Only 13
organistions responded to the structured questionnaire. The concept of Labour
Welfare Measures adopted covered all possible aspects of work related life
including work-environment, job enrichment and employee participation in
management, wages , benefits and welfare services, career outlook and human
relations etc. Out of the 13 organizations, the implications of Labour Welfare
Measures in Telco and Canara Bank revealed that according to categories
identified and measured, the Labour Welfare Measures were excellent. The
organsiational support and top management commitment of Labour Welfare
Measures were conducive to the growth of high level of Labour Welfare
Measures. The studies also revealed the effect of work culture on the Labour
Welfare Measures.
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Amutha.G (2001)21 in her survey on the effect of human resource
interactions at Dalmia Cement (Bharat) Ltd, Dalimiapuram, Trichy. She has
analysed the Socio-demographic characteristics of the respondents.
Bram Steijn (2001)22 in his analysis organizations are looking for new
organizing principles and new relationships with employees in order to replace the
traditional Taylorist or Fordist organization, which is characterized by a high
division of labour. This paper distinguishes between four categories of work
systems: 1. The traditional Tayloristic system (2) “Lean” teamwork (3)
“Sociotechnical” teamwork and (4) The professional work system. Using a
Telepanel survey of over 800 Dutch workers, the association of work system with
several employee outcome variables is analysed, including labour welfare
measures of employees, well-being and worker attitudes.
Forrest B Green, Eric Hatch (2002)23 their paper examines the
development of Business Process Reengineering (BPR). Misconceptions and
misapplications of the Business Process Reengineering concept are discussed
using higher education as an example. The authors stress that empowerment and
autonomy are the true cornerstones of effectiveness in genuine reengineering
efforts. Several examples of Business Reengineering’s correct applications are
then illustrated.
Deen Elmuti (2003)24 his study revealed that the impact of participation in
an Internet aided self-managed (IASM) teams program on employee welfare
measures attitudes and on performance was studied among employees in a
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manufacturing firm for a 36 month period. The attitudinal results indicate the
IASM teams improved participants’ quality of welfare measures. The performance
results document a positive and substantial impact on employee productivity,
efficiency, quality and over all performance. However, implementation of IASM
teams is a complex task that requires time and commitment of resources to reap
potential rewards. In addition, the research findings suggest that using this
program give employees the authority to act and make decisions of their own,
making their jobs more demanding and challenging at the same time.
Scott Dalgleish (2005)25 his work is admirable, most quality professionals
realize that hard work does not necessarily equate to high output. When you
combine a refined and optimized process with hard work, you achieve a
combination that is hard to beat. Most people only can work at their intellectual
peak for four to six hours a day. The only ways people can work a 12 hours day is
either work way below their skill level or spend lots of time during that 12 hour
period doing low value work. Managers who demand extensive hours are either
asking their employee to do work that is suboptimal for their skill level or asking
their employees to fill their day with activities that don’t make progress on a given
task.
Chandhury Lawton R et al. (2006)26 argue that team work is one of the
best strategies to create greater synergies in corporate working. The authors points
that team building brings about greater awareness, increased speed, innovation,
flexibility, better co-ordination in complex managerial situations and heightened
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involvement. They suggest that in order to achieve better results, permanent teams
can be built within the existing structures for long-term results and smaller teams
could be built outside an existing corporate structure for short term projects.
Sangeeta Jain (2006)27 found that (1) there were differences at various
hierarchical levels of the organization in perceiving their working life. Higher
levels were found to have better perception regarding their working life than
worker level on all the sub-factors of Labour Welfare Measures and overall
Labour Welfare Measures factors were positive, contributing towards group
cohesiveness. These findings were the outcomes of a study conducted in a large
scale private industry with a total strength of 644 employees.
Sarang Shankar Bhola (2006)28 analysed the people constitute the core of
an organization and it is again the people for whom the people work. This aspect is
however overlooked in the glamour of technology. Researchers are often more
willing to develop and adopt new technology and are much less concerned about
the people at work, their social system, their work relationship, life style and
culture. Hence, their welfare often suffers. The research design of the study is
diagnosis vis-à-vis exploratory in nature. This study requires quantitative vis-s-vis
qualitative data need to collect from primary and secondary sources. The findings
of the study and contributions made through exploratory research may be of some
help to the management of public limited and private limited concerns and
proprietor or partnership engineering units to strategy implications. In todays
competitive, liberalize and globalize world, besides adopting different quality
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modules and quality standards, implementation of quality of welfare measures
program is very essential due to its numerous advantages.
Mesut Akdere (2006)29 says family is defined as a group of individuals
living under one roof and usually one head (Merriam-Webster Dictionary, 2005).
Work is an essential part of people’s lives in providing livelihood for families.
Therefore, family and work cannot be separated from each other. However, there
are emerging problems around work and family and these problems need to be
approached holistically as they are closely interconnected and inevitably affect
each other. Furthermore, these problems have significant impact on organizational
ability to attract and retain skilled people, achieving higher levels of production,
employee satisfaction and morale, innovation and teamwork (Gurvis & Patterson,
2005).
Pradip N. Khadwalla (2007)30 while discussing the different keys to
organizational excellence, views that human excellence is manifested not through
individual efforts but through team efforts Team effort is often needed especially
in organizational settings – for surpassing achievement. In settings large
organizations, where specialization is extensive, excellent teamwork is vital for
human excellence to manifest itself.
Raymond Nam Cam Trau, Charnine Emma Jean Hartel (2007)31 their
study explain with the current political environment (such as new legislation
recognizing gay and lesbian couples) and social changes (such as increasing
disclosure of sexual identity in the workplace) in countries such as the United
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States of America and Australia, organizations are increasingly recognizing the
existence of their gay and lesbian employees. This paper reports on an on-line
survey of 581 working gay men, examine their quality of welfare and career
attitudes. The findings of the research provide a strong indication but contextual
factors affecting the welfare of employees and work attitudes of gay men.
Labour Welfare Measures is a broader concept and in assessing the level of
Labour Welfare Measures of employees mostly job content factors, social
responsibilities of the organization towards their employees, individual
relationships in the organization and democratizations of the work place are taken
as some of the important parameters. There is scope for redefining the concept
especially for application purposes. Though most of the studies associate Labour
Welfare Measures with blue collar workers, some have extended it to managerial
cadres since Labour Welfare Measures is involved.
1.5 STATEMENT OF THE PROBLEM
An organistaion is influenced by various human resources factors. The labour
welfare measure is one of the factors penetrating in the life of employees those
who are working in the small scale sector. This study explores the employees’
labour welfare measures of IT companies in Chennai. It also studies the employee
view about the labour welfare measures on the productivity of IT units. Another
aspect identified in the study is the factors that contribute to improve the standard
of labour welfare measures of employees. It covers every dimension of work
including economic reward, security, working conditions and interpersonal
15
relationship. Thus, the goal of this study was to gain knowledge about employee’s
labour welfare measures and social security in IT industries-A study with
reference to Chennai.
An attempt is made to labour welfare measure and social security in IT
industries at Chennai. What do the various factors constitute to the labour welfare
measures and social security? What is the relationship between the labour welfare
measures and social security and personal and social background of the
respondents?
1.6 SCOPE OF THE STUDY
Labour Welfare Measures and Social Security provided the ability to keep a
balance in our lives, or to recognize where the imbalance is. For instance, is all our
focus on work rather than on leisure and social activities good? What about our
family and those near and dear to us-are they allowed to play an important role in
our lives, or are they constantly brushed to one side?
The present study is conducted to probe and unravel the way workers in
Information Technology Companies in Chennai based manage their work. The
present study is expected to throw light on Labour Welfare Measures and Social
Security of workers of IT companies in Chennai.
The outcome of the study is excepted to benefit the workers of IT
companies in a big way. The study is expected to examine and analyze the
prevailing Labour Welfare Measures and Social Security of workers in making
optimum use of resources so that they are in a position to work productively,
16
contributing to the development of IT companies. The study would also examine
the type and nature of work pressure in executing the jobs assigned to the workers.
It is basically aimed at identifying the factors influencing the Labour Welfare
Measures and Social Security of workers of IT companies in Chennai.
1.7 OBJECTIVES OF THE STUDY
This study has been carried out with the following objectives.
1. To find out the prevailing labour welfare measures and social security in
the selected organization.
2. To analyse the welfare measures of employees that may require to improve
the employees productivity.
3. To evaluate the existing service, on the job and orientation measures of
employees.
4. To analyse employees motivation towards the enriching asset of the
organization.
5. To cull out the problems encountered by the employees in select IT
Industries.
6. To suggest suitable measures to improve the labour welfare measures and
social security.
1.8 HYPOTHESES
The following hypotheses have been set up to indicate the direction in
which the research study is expected to proceed.
17
1. There is no significant difference between genders with respect to the
Selection process.
2. There is no significant difference between genders with respect to the
Training process.
3. There is no significant difference between genders with respect to the
Skill and knowledge.
4. There is no significant difference between age groups with respect to the
Training process.
5. There is no significant difference between age groups with respect to the
Performance appraisal.
6. There is no significant difference between age groups with respect to the
Career planning.
7. There is no significant difference between age groups with respect to the
Feedback and counseling.
8. The relationship between the typesof organization and mental stress of
Employees are due to lack of job security.
9. The relationship between marital status and work satisfaction of the
Employees.
10. The relationship between designation and mental stress of employee.
11. The relationship between designation of the employee and pay
satisfaction.
18
12. The relationship between types of organization and the satisfaction level
of the pay.
13. The relationship between the type of organization and the provision for
recreational facilities.
1.9 METHODOLOGY
The present study adopted is the survey method of research. It covers the
workers of IT companies in Chennai. As census method is not feasible, the
researcher has proposed to follow sampling. The workers are selected by
following random sampling method.
1.10 SAMPLING DESIGN
There are a number of Information Technology companies in the Tidal Park
of Chennai and its environs. Nearly 60 small scale selected companies sample
units were selected on random sampling for the purpose of this study. This study
considers the company who have started to function during 2000-05 and
continuing. The sample represents selected types of industry groups.
600 employees have been selected for the intensive study using stratified
random sampling. The study selects five companies of IT companies in Chennai.
Each sector consisting of 120 respondents are taken for study purpose.
1.11 SOURCES OF DATA
The primary data is collected from the employees of IT industries through a
direct structured questionnaire. The interviewer asks them questions pertaining to
19
the survey and collects the desired information. The information collected in this
manner is first hand and also original in character.
The secondary data is collected from the books, journals, magazines,
newspapers, websites, Directorate of Industries and Commerce and Chennai
information brochure.
1.13 CONSTRUCTION OF TOOLS AND PILOT STUDY
The data collected through primary source were tabulated scientifically.
The data was analysed by using SPSS 11th version. The tabulated data was
analysed using appropriate statistical tools such as Chi-square test, ANOVA,
Regression, frequency distribution, percentage analysis and diagrammatic
representations.
1.14 FIELD WORK AND COLLECTION OF DATA
The fieldwork for the study was conducted during the period between
September 2009 to March 2010. The data was recorded by the respondent in the
questionnaire. The questionnaires thus filled up were thoroughly checked to
ensure accuracy, consistency and completeness. The data thus collected were
categorized and posted in the master table for further processing.
1.15 DATA PROCESSING
After the collection of data, the filled up questionnaires were edited
properly. A master table was prepared to sum up all the information. With the help
of the master table, classification tables were prepared and they were taken
directly for analysis.
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1.16 GEOGRAPHICAL COVERAGE AND PERIOD OF THE STUDY
This study covers IT industries which were listed in Directorate of
Industries and Commerce, Chennai. The period of study was 2005-2009.
1.17 LIMITATIONS OF THE STUDY
1. The study was based on sampling. Therefore all limitations of sampling
theory are applicable to the study.
2. Questionnaire method was used for primary data collection. Due to
personal constraints and bias, the respondents need not necessarily disclose full
and complete information. However, cross-questioning had maintained this risk at
minimum.
3. Most of the information used as qualitative in nature. Appropriate scaling
techniques were used to quantify the information. Therefore, all limitations of
scaling are applicable to this study also.
In spite of above limitations, the study deliberately adopted the norms of
scientific research in this study. The study also attempted a scientific way to
measure the impact of labour welfare measures on productivity in IT industries at
Chennai. The findings of this study could be used for further academic research.
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1.18 CHAPTER SCHEME
Chapter I: Introduction and Design of the Study
This chapter presents the detailed description about the concept ‘Labour
Welfare Measures and Social Security’. Further, it includes statement of problem,
significance of the study, scope of the study, objectives and hypothesis of the
study, review of literature and a brief methodology, to be applied for the
verification including statistical tools used, sampling methods adopted, data
collection procedures and limitations of the study.
Chapter II: Labour Welfare and Social Security – An Overview
This chapter deals with theories of Labour Policy, Capacity, skill building,
Occupational Safety and heath of workers, Review of Labour Laws, Social
Security of workers and Minimum Wages.
Chapter III: Conceptual frame work
This chapter deals with the concepts and purpose of the labour welfare
measures and social welfare. A brief note on the role of labour welfare measures
and social security as perceived by experts’ human resource management is
explained in this chapter.
Chapter IV: The Impact of Labour Welfare Measures and Social Security of
Respondents
This chapter explains the impact of labour welfare measures and social
security of respondents’ organization.
22
Chapter V: Factors Influencing the Labour Welfare Measures and Social
Security
This chapter presents factors influencing the labour welfare measures and
Social Security of respondents’ organization.
Chapter VI: Determinants of Labour Welfare Measures and Social Security
The researcher chooses some determinants that may affect the labour
welfare measures and social security in the Information Technology industries.
This concept is explained in this chapter.
Chapter VII: Summary of Findings, Suggestions and Conclusions
In this chapter the findings emerged out of this study are enumerated and
suggestions of the researcher to improve the labour welfare measures and social
security are given.
23
Foot Notes
1. Friend lander.F and Newton.M, Work in the 1969s; Improving Productivity
and the Labour Welfare, Industrial and Commerical Training,
guilsborought: 1969, Vol.23, Issue 1, p.6
2. Kavanagh and Halpern: Labour Welfare what can unions Do? S.A.M
Advanced Management Journal Cininnati: Spring 1970, Vol.55, Issue 2,
p.17.
3. Iris and Barrett, Labour Welfare Measures among information systems
personnel, MIS quarterly, Minneapolis: June 1972, vol.18, Issue 2, p.175.
4. Sharma, Long work Hours and Labour Welfare Measures, Quality Troy:
May 1973, vol.44, Issue 5, p.12.
5. Emery and Emery, Labour Welfare Measures and attitudes of workers: An
empirical study towards the effect of team and non-team work, New
Technology, work and employment, Oxford: November 1974, vol.16, Issue
3, pp.191-203.
6. Seashore Stanley E, Quality Circle and Labour Welfare Measures,
International Journal of Manpower, Bradford: 1974, vol.11, Issue 6, p.3.
7. Sinnha, A Study of Labour Welfare Measures in Casting and Machine Shop
Industry in Kolhapur, Finance India Delhi: March 1974, Vol.20, Issue 1,
pp.202-208.
8. Taylor, Labour Welfare Measures Indicators: Prospectus and problems
Studies in Personnnel Psychology, 1974, Spring, Vol.6(1), pp.7-18.
9. Ganguly and Joseph, The Application of Labour Welfare Measures
Research to Human Service Management, Administration in Social work,
New York: 1976, Vol.11, Issue.3-4, p.161.
10. Macy and Mirvis, Employee Participation in a Labour Welfare Measures
Program: Impact on Labour Welfare Measures, Productivity, Absenteeism,
24
Journal of Applied Psychology: Washington: February 1976, Vol.71, Issue
1, p.61.
11. Stanley, Business Ethics, New York: McMillan Publishing Company, 3rd
edition, 1976, p.346.
12. Copper C.L, Quality Circle and Labour Welfare Measures, International
Journal of Manpower, Bridford: 1980, Vol.11, Issue 6, p.3.
13. Mehta p, Designing of Quality into Work Life, Labour Welfare Measures
Progress, Milwankee: June 1982, Vol.25, Issue 6, p.29.
14. Souza K.C.D, new Forms of Work Organisation in India, Conditions of
Work Life Branch, Geneva: ILO, 1984.
15. Frank Blacker and Sylvia Shimmin, Applying Psychology in Organisation,
New York: methuer Inc.1984, pp.104-123.
16. Tennings, Sankra Ann Ruff, An Investigation of Employee Response to
Labour Welfare Measures Issue: A Demographic Analysis, The University
of Oklahama, 1985.
17. Barry Wilkinson, Technology and Labour Welfare Measures, Singapore
Management Review, Vol.8, Tuly 1986, pp.21-30.
18. Peter F Sorenson Jr, Thomas C Head, Dick Stotz, Labour Welfare
Measures Index: Its Development and Psychometric Validation, The
University of Akron, 1986.
19. Monga R.C, Dynamics of Productivity Management Productivity, Vol.33,
No.1, April-June 1992.
20. Subratesh Ghosh, Labour Welfare Measures in two Indian organizations,
Implications of Case Studies, Decision, Vol.19, No.2, April-June 1992,
pp.89-99.
21. Amutha G, Corporate Culture and Organisational Effectiveness, New
Delhi: Global Business Press, 2001.
25
22. Brem Steijn, Work Systems, Labour Welfare Measures and attitudes of
Workers: An empirical Study towards the effect of team workers, New
Technology, Oxford: December 2001, Vol.19, Issue 4, pp.190-195.
23. Forrest B Green, Eric Hatch, Does Business Process Reengineering
Diminish the Labour Welfare Measures? Social Indicators Research,
Dordrecht: December 2002, Vol.60, Issue 1-3, pp.299-307.
24. Dean Elmuti, Impact of Internet aided self-managed teams on Labour
Welfare Measures and performance, Journal of Business Strategies,
Huntsville: Fall 2003, vol.20, Issue 2, pp.119-136.
25. Scott Dalgleish, Labour Welfare Measures Programmes, Personnel Today,
October – December 2005, pp.3-6.
26. R.Chandhury Lawton et. al, Change Through Team Work, New Delhi:
Century Business, 2006.
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