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EMPLOYEE WELFARE
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Chapter 6

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• The term’ Employee welfare’’ refers to various se

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benefits and facilities offered to employees b

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employer. Welfare measures, whether mandated

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or undertaken by the employer voluntarily, would

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the following purposes:

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Objectives of labour welfare.

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• Enables workers to lead a richer and more satisfyin

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• Improves the physical and psychological health of w

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• Absorbs the shocks injected by industrialisation and

urbanisation
• Promotes a sense of belongingness among worker
• Acts as a deterrent against social evils like drinking
gambling etc.

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Agencies for welfare work

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Central government
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• Canteens, crèches, rest rooms, washing facilities e

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various
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• Pieces of labour legislation

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• Statutory welfare funds for housing, educational,

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recreational
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• And medical facilities

• Labour welfare officers to ensure justice to workers
State governments
• Statutory welfare funds
• Labour welfare centres
• Medical, educational, recreational facilities
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Employers
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• Hospitals, health centres, dispensaries to workers

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• Family planning clinics

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• Credit societies, gymnasiums, clubs, crèches

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• Canteens, schools, recreational centres

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Trade unions
• Running schools, libraries, sports centres, coopera
societies, Recreation centres, legal cells, labour jou
cultural centres

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Types of Welfare Facilities

• Welfare facilities could be classified into two catego
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Intramural (provided within the establishment) and

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Extramural (undertaken outside the establishment )

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Intramural and Extramural welfare meas

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Types of Welfare Facilities

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Measures undertaken by Employers in India

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v Education
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Housing
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v Transportation
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v Recreation
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v Other facilities
v Canteens, rest rooms, lunch rooms

v Washing facilities, medical aid, leave travel concessions

v Consumer cooperative societies

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Statutory Provisions
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A. The Factories Act

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B. The Plantation Labour Act

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C. The Mines Act

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D. The Motor Transport Workers Act

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E. The Contract Labour Act

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Labour Welfare Officer

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Usually appointed whenever the number of employe

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plant exceeds 500 (300 as per the Plantation Act) t

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out the following duties and responsibilities:

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v Advisory
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v Service oriented
v Supervisory
v Functional
v Policing
v Mediation
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EMPLOYEE GRIEVANCES AND

DISCIPLINE
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• When an employee feels that something is unfair in

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organization, he is said to have a grievance. To be

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precise, grievances have certain common features;

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Features of the term “grievance”

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• Perceived non fulfilment of one's expectations lead

dissatisfaction with any aspect of the organisation.
• The dissatisfaction arises out of employment and n
to personal or family problems
• The reasons could be real or imaginary or disguise
• The discontent may be voiced or unvoiced
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EMPLOYEE GRIEVANCES
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Causes
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• Economic
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• Work environment
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• Supervision
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• Work group
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• Miscellaneous
Effects
If grievances are not identified and redressed properly, th
adversely affect the workers, managers and the organisa
• Production
• Employees
• Managers
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Grievance Procedure
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• It is a formal channel of communication used to r

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grievances. Having a formal grievance procedure

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own advantages. Workers get a wonderful opportu

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ventilate their feelings. Management can go back

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roots of a problem quickly. Supervisors, too, have

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in line and listen to workers’ complaints more serio

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fair redressal mechanism would boost the morale

employees greatly.

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The discovery of grievances

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• The success of a grievance procedure, to a large e

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depends on the various ways adopted to dig out the

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problem:
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How to uncover grievances?

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• Observation
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• A formal grievance procedure

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• Gripe boxes
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• Open door policy

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• Exit interviews
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• Opinion surveys

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Prerequisites of a grievance
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• Conformity with statutory provisions

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• Unambiguity
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• Simplicity
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• Promptness
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• Training
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• Follow up

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Steps in the grievance procedure

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• Identify grievances
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• Define correctly
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• Collect data
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• Analyse and solve

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• Prompt redressal
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• Implement and follow up

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Model Grievance Procedure

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• The model grievance procedure suggested by the

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National Commission on Labour involves six succe

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time-bound steps each leading to the next, in case

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employees have any reason to complain against an

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issue affecting their organisational lives.

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Model grievance procedure

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Grievance Procedure
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Guidelines for handling grievances

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• Treat each case as important and get the grievance

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writing
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• Talk to the employee directly

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• Discuss in a private place

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• Handle each case within a time frame

• Examine company provisions in each case
• Get all relevant facts
• Control your emotions
• Maintain proper records
• Be proactive, if possible.
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Discipline
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• In a restricted sense, it is the act of imposing penal

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wrong behaviour (negative); broadly speaking, it is

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condition of orderliness, where employees willingly

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practice self control and respect organisational rule

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codes of conduct (positive). The differences betwee

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two sides of the same coin could be expressed thus

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Common disciplinary problems

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Causes of Indiscipline
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• Absence of effective leadership

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• Unfair management practices

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• Communication barriers
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• Non-uniform disciplinary action

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• Divide and rule policies

• Inadequate attention to personnel problems

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Positive Discipline Approach

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• The positive discipline, based upon reminders, is a

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cooperative discipline approach where employees

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responsibility for the desired behavioural change. T

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focus is on coping with the unsatisfactory performa

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and dissatisfactions of employees before the proble

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become major.
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Steps in positive discipline approach

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Step 1: An Oral Reminder: Notice here that the word wa

removed. The oral reminder, supported by written docume
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serves as the initial formal phase of the process to identif

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employee what work problems he or she is having. This rem

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designed to identify what is causing the problem and atte

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correct it before it becomes larger.

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Step 2: A Written Reminder: If the oral reminder was unsucc

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more formalised version is implemented. This written remind

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again reinforces what the problems are and what corrective

necessary. Furthermore, specific time tables that the employ
accept and abide by, and the consequences for failing to com
often included.
Step 3: A Decision-making Leave: Here, employees are
decision-making leave—time off from work, usually with pay—
about what they are doing and whether or not they desire to
work with the company: This “deciding day” is designed to allow
employee an opportunity to make a choice—correct the beha
face separation from the company.
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Progressive Discipline Approach

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• In a progressive discipline system, the employee is given a

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warning of performance or other work related problems. Fa

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change his or her behaviour is accompanied by increasingl

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harsher disciplinary action. Due process is based on the ac

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employees have the right to be treated fairly, particularly w

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being disciplined.
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The Progressive Discipline Approach

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Progressive Discipline Approach

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The Red Hot Stove Rule

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• This rule states that discipline should be immediate

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consistent, impersonal and should be in writing.

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Disciplinary Action in India

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• The disciplinary action followed in most Indian com

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consists of the following steps:

• Issuing a letter of charge
• Considering the explanation offered by the employe
• Issuing a show cause notice
• Holding an enquiry based on” principles of natural j

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Giving a fair chance to employee to explain his case thoroughly

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Enabling the employee to cross examine the evidence furnishe

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Explain his own point of view without any fear or pressure

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See that punishment is in line with the offence committed.

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• Making a final order of punishment consisting of various actio

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as:
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• Dismissal
• Discharge
• Suspension
• Demotion to a lower grade
• Withholding of increments
• Imposing fines
• Issuing a warning
• Initiating follow up action.

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Essentials of A Good Disciplinary Sys

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• Rules and performance criteria

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• Documentation of facts
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• Consistent response to rule violations

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• Training of supervisors
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• Prompt action
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• Impersonal discipline
• Reasonable penalty
• Follow up

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