TAKATA

27
INTRODUCTION: The study on welfare measures is more relevant in today’s business scenario characterized by very tough competition. This situation had led to a stage where organizations are more worried about survival; this led welfare to take a back seat. The employees themselves are looking for the bare minimum and not making any demands for welfare. In such a situation, a study on welfare measures and their effectiveness goes a long way in determining how relevant these concepts are in the changed scenario. Therefore a study is required. The study was also required because implementation of welfare measures in India has become nominal. It has been so neglected in the implementation part that there are very few takers for welfare because of which the basic objective of having welfare measures being implemented is lost. This study was therefore aimed at telling the management areas where they need to tighten up to make welfare really meaningful in the organization. Keeping in view the importance of fertilizers, the following integrated polymers plants with foreign collaborations were set up. The real need for welfare arises from the two basic conditions generally known as the long arm of the job and the ‘social invasion of the factory’. The working environment of any job in a factory or mine or a workshop imposes some adverse effect on the workers because of the heat, noise, and order, fumes etc. involved in the manufacturing process. EMPLOYEE WELFARE

Transcript of TAKATA

Page 1: TAKATA

INTRODUCTION:

The study on welfare measures is more relevant in today’s business scenario

characterized by very tough competition. This situation had led to a stage where organizations

are more worried about survival; this led welfare to take a back seat. The employees themselves

are looking for the bare minimum and not making any demands for welfare. In such a situation, a

study on welfare measures and their effectiveness goes a long way in determining how relevant

these concepts are in the changed scenario. Therefore a study is required.

The study was also required because implementation of welfare measures in India has

become nominal. It has been so neglected in the implementation part that there are very few

takers for welfare because of which the basic objective of having welfare measures being

implemented is lost. This study was therefore aimed at telling the management areas where they

need to tighten up to make welfare really meaningful in the organization. Keeping in view the

importance of fertilizers, the following integrated polymers plants with foreign collaborations

were set up.

The real need for welfare arises from the two basic conditions generally known as the

long arm of the job and the ‘social invasion of the factory’. The working environment of any job

in a factory or mine or a workshop imposes some adverse effect on the workers because of the

heat, noise, and order, fumes etc. involved in the manufacturing process.

EMPLOYEE WELFARE

Employee is the important factor of Industrial Production. Management seeks to

cooperation of work force by providing welfare in terms of provisions for better working

conditions, adequate lighting and ventilation etc., Employee Welfare work aim at providing such

service facilities and amenities which enable the Employee employed in industrial to perform

their work in healthy congenial surrounding conducive to good health and high morale.

OBJECTIVES OF THE STUDY

Primary Objective: To study the level of satisfaction of employees regarding welfare measures

at C.I.L.

Page 2: TAKATA

Secondary Objective: To study the perception of the employees regarding the welfare measures

provided to them.

To analyze if the level of satisfaction is different among the various categories of

employees and departments.

To suggest provision of more welfare measures to improve the performance o f

t he employees

HYPOTHESIS:

Employee welfare measures provided by the plant influences the productivity

Employee welfare measures provided by the plant leads to job satisfaction of the

employees

PROBLEM OF THE STUDY:

A Project titled “A Study On Employee welfares Measure in TAKATA India Pvt Ltd,

Ammanambakkam “.This project is for to know the labour welfare measures provide in the

coromandel international limited, and to study the various dimensions of employee welfare

measures that perceived by the worker and the perception of the respondents regarding the

various labour welfare provided to them and to suggest suitable measures to enhance HRD

intervention used in improve the welfare facilities.

SCOPE OF THE STUDY:

During the World War II certain non-monetary benefits were extended to employee as

means of neutralizing the effect of inflationary condition. These benefits, which include housing,

health, education, recreation, credit, canteen etc., have been increased from time to time as a

result of the demands and pressures from trade union, it has been recognized that these benefits

help employee in meeting some of their life’s contingencies and to meet the social obligation of

employee.

1.Employee demands:

Employees demands more and varied types of welfare measure rather than pay hike

because of reduction in tax burden on their part of employees and in view of the galloping price

index and cost of living:

Page 3: TAKATA

2. Trade union demands:

Trade union competes with each other for getting more and a new variety of welfare

measure to their members such as life insurance, beauty clinics. If one union succeeds in getting

one benefit, the other union persuades management to provide a new model fringe. Thus, the

competition among trade union within an organization results in more and varied benefits.

3. Employee’s preference:

Employee also prefers welfare measure to pay-hike, as welfare measure motivate the

employee for better contribution to the organization. It improves morale and works as an

effective advertisement.

4. As a social security.

Social security that society furnishes through appropriate organization against certain

risks to which it members are exposed These risks are contingencies of life like accidents and

occupational diseases. Employee has to provide various benefits like safety measure,

compensation in case of involvement of workers in accidents, medical facilities etc

RESEARCH METHODOLOGY:

The information pertaining to various labour welfare philosophies has been collected

mainly from various books however the information pertaining to Coromandel International

Limited has been obtained from the following two sources.

PRIMARY DATA:

This is done by personal discussion with various officials in employee relation

department and human resource development. Questionnaires were prepared by keeping in view

of the objective of the study. The first one is being management questionnaire covering

management data on participation of workers in welfare work. The second one was the canvass

among the sampled employers to find out their opinion on welfare measures.

The questionnaire was distributed to 150 and the response were limited to 110. The study

is confined to a sample of 110 only.

SECONDARY DATA:

Page 4: TAKATA

The secondary data is from various publications on personal management labour welfare

and annual reports of TAKATA India Pvt Ltd.

LIMITATIONS OF THE STUDY

Every study is conducted under some limitations. Some of the limitations of the study are

as follows.

During the project period most of the staff members are busy with auditing and other

works. So they could not afford give full information.

Some of the information was not available due to the confidential matters.

Since officials, executives and others were busy the study was primarily focused on

secondary data.

Time was a constraint for the study.

REVIEW OF LITERATURE

Human Resource Management is the process of procuring,

developing, maintaining, and controlling human resources for effective

achievement of organizational goals. This project is focused on employee

welfare measure and employee morale.

2.1 EMPLOYEE WELFARE – DEFINITION

Employee welfare means “the effort to make life worth living for

workmen”. When all basic facilities are provided and employees

obtain

satisfaction then the productivity can be increased and development of the

organization will be possible

CONDITIONS OF WORK ENVIRONMENT

1) Working conditions

Temperature

Ventilation Lighting

Page 5: TAKATA

Dust

Smoke

Fumes and gases

Noise

Humidity

Posture – simple

Hazard and safety complex devices

2) Factory Sanitation and Cleanliness:

Provision of urinals in factories

Provision of spittoons

Provision for the disposal of waste and rubbish

Provision for water disposal (drainage)

Provision of proper bathing and washing facilitiesCleanliness, white- washing and repair of buildings and workshops

Care and maintenance of open spaces, gardens, roads, etc

3) Welfare Amenities

Provision and care of drinking water

Canteen services

Lunch

Rest room

Crèches Cloak

rooms

Other amenities

2.1.1 EMPLOYEES’ HEALTH SERVICES

1) Factory health services

Medical examination of employees Factory

dispensary and clinic treatment First aid

and ambulance room Treatment of

accidents and

Health education and research

2) Recreation

Page 6: TAKATA

Playgrounds for physical recreation (athletics, games, gymnastics, etc)

Social and cultural recreation (music, singing, dancing, drama, etc)

3) Workers education

Education to improve skills and earning capacity

Literacy

Library, audio visual education, lecture programmes and

Workers educational scheme and its working

4) Economic Services

Employees’ co-operative societies

Grain shops and fair price shops and Housing co-operatives

5) Housing for employees and community services

6) Study of the working of welfare Acts

Factories Act

Employees state insurance act

Minimum wages act

7) Social Work in industrial Setting

Family Planning

Employee counseling

2.1.2 EMPLOYEE SERVICES AND BENEFITS

These are concerned with the process of sustaining and maintaining

the work force in an organization. They include

1) Safety provision inside the workshop

2) Employee counseling

3) The medical services

4) The recreational and other welfare facilities

5) Fringe benefits and supplementary items

Page 7: TAKATA

2.1.3 EMPLOYEE MORALE - DEFINITION

According to Yoder “morale is a feeling, somewhat related to esprit

de corps, enthusiasm or zeal.Fippo has described morale “As a mental condition

or attitude of individuals and groups which determines their willingness to co-

operate. Good morale is evidenced by employee enthusiasm, voluntary

conformance with regulations and orders, and a willingness to co-operate

with others in the accomplishment of an organization’s objectives.

2.1.4 FACTORS AFFECTING MORALE

According to McFarland, the important factors which have a bearing

on morale are

The attitude of the executives and managers towards their subordinates.

working conditions, including pay, hours of work, and safety rules

effective leadership and an intelligent distribution of authority and

responsibility in the organization

the design of the organization’s structure which facilities the flow of work and

The size of the organization.

2.1.5 CRITERIA THAT DETERMINES MORALE

Several criteria seem important in the determination of levels of workers

morale, such as

The organization itself

The nature of the work

The level of satisfaction

The supervision received

The perception of the self

Workers perception of the past awards and future opportunities for rewards

The employees age

The employee’s educational level and occupational level.

Page 8: TAKATA

2.1.6 TYPES OF MORALE

Morale is generally referred to as high morale. According to McFarland,

“high morale exists when employee attitudes are favorable to the total situation of a

group and to the attainment of its objectives low morale exists when

attitudes inhibit the willingness and ability of an organization to attain its objectives

High morale is represented by the use of such term spirit, zest,

enthusiasm, loyalty, dependability and resistance to frustration. Low morale, on

the other hand, is described by such words and phrases as apathy, bickering,

jealously, pessimism, fighting, disloyalty to the organization, disobedience of the

orders of the leaders, dislike of, or lack of interest in, one’s job, and laziness.

2.1.7 MORALE AND PERFORMANCE

It has been pointed that “there is a little evidence in the

available literature that employee attitudes bear any relationship to performance on

the job.

First, there are some who assert that high satisfaction leads to

high performance. The “Hawthorne” studies of 1930s seem to support this view,

as do findings of other studies.

Second, others take an opposite view. For example, Lyman Porter and

Lawler say that satisfaction results from high performance, because most

people experience satisfaction by accomplishing more tasks, like building a

radio, or clinching a sale.

Third, still others claim that there is no consistent relationship between

morale and performance. Vroom found significant relationship between morale and

performance in only 5 out of 22 studies undertaken by him.

2.1.8 WARNING SIGNS OF LOW MORALE

Among the more significant of the warning signals of low morale are

High rate absenteeism

Tardiness

Page 9: TAKATA

High Labour turnover

Strike and sabotage

Lack of pride in work and

Wastage and spoilage.

2.1.9 IMPROVING MORALE

A three-fold action may be initiated. In the first place, it is essential to

change the policy or to correct it immediately. Employees do not lose their

respect for the boss who admits his mistakes but they cannot respect one who

makes too many, and they may have contempt for one who refuses to admit his

mistakes.

Second, misconceptions should be removed, and the correct position

should be explained to the employees.

Third, a reasonable attempt should be made to educate and convince the

employees.

Page 10: TAKATA

2.2 REVIEW OF LITERATURE FROM JOURNALS AND ARTICLES

Preserving Employee Morale during DownsizingKaren E. Mishra, Gretchen M. Spreitzer and Aneil K. Mishra

Topic: Human Resource Management and Industrial Relations

Reprint 3927; winter 1998, Vol. 39, No. 2, pp. 83–95

Mishra propose a four-stage approach to downsizing, gleaned from interviews

and surveys that will retain workers' trust and sense of empowerment. The

company should consider all stakeholders' needs — survivors, laid-off employees,

the community, local and national press, and any affected government agencies.

The implementation of all the above, is the most important. Management

should communicate frequently and be open and honest.

How to Boost Employee Morale

By Betsy GallupApril 9, 2006

The following are the ways to boost the employee morale.

Treat employees with respect

Show interest in your employees' personal lives

Allow your employees to gain ownership of their jobs by being part of the

decision-making process

Create a pleasant work environment

Establish an employee recognition program

Give clear direction and set priorities.

Stand behind your employees. Be their greatest advocate.

Page 11: TAKATA

Boost Employee Morale with an Employee Incentive Program

By: Trevor Marshall

Good managers know from their own observations that employee attitude

affects their work and eventually the company’s output.

It is essential that your incentive program will actually inspire and

motivate them to work efficiently and not just be competitive with each other.

Healthy competition among the company’s employees is good but too much of it

may also cause the company to disintegrate.

The company should still be very much hands-on with the whole employee

incentive program to ensure that the outcome of the employee incentive

program will be good.

Employee Welfare

By Regina Barr

Employee Welfare program is based on the management policy which is

aimed shaping perfect employees. Therefore the concept of employee

welfare includes to aspects namely physical and mental welfares

1. Applications of merit system or work performance system as the basis

for employee rewarding.

2. Providing the retired employees with the old age allowance.

3. Employee insurance program to provide the employee with better security.

4. Improvement in health security for the employees and their families so that

they can work confidently and productively.

5. Increase in basic salaries and pension as adjustment to the needs providing

all work units and their officials with vehicles to help support smooth mobility.

Page 12: TAKATA

INDUSTRY PROFILE

Takata has been engineering the precision of our products to the millisecond for over 70 years. We have been driven by our dedication to save human life while embracing a pioneering spirit in developing innovative products. Takata has spread this same thought process to all of our locations worldwide. “Somewhere on earth, Takata products have saved the preciousness of human life today”. We continue to challenge ourselves and our affiliates all over the world to develop new technologies so that people will be able to experience the joy of life. Our dream is that some day there will be zero victims due to traffic accidents. And we hope the day will come when the word “TAKATA” becomes synonymous with “safety”.

1933 Takezo Takada establishes Takata Company, a textile manufacturer in Shiga Prefecture.  The firm uses its weaving technology to manufacture lifelines.

1952 Stimulated by American research on equipping cars with seat belts, Takata begins its own research on using parachute technology to manufacture seat belts. (At the time, the total annual production of automobiles in Japan is 39,000 units.)

1956 The company incorporates as Takata Kojo Corporation.

1960 Production and sales of the first two-point seat belts begins.

1962 Public disclosure of Japan’s first seat belt crash tests conducted in cooperation with the Ministry of Transport’s Technical Research Institute and the National Research Institute of Police Science, ignites huge public response due to extensive media coverage.

1963 Japan Installs the first dynamic test facility to test our seat belt protection systems under real-world conditions in Hikone.Takata embarks on mass production of seat belts as standard options.

1965 Begins a series of crash tests with dummies which receives nationwide media coverage.

1971 Takata develops a passive restraint system.

1973 Participates voluntarily in U.S. National Highway Traffic Safety Administration (NHTSA) crash tests. Takata is the only company out of six to clear the 32.3 mph standard.

 

Page 13: TAKATA

1976 Takata starts developing child restraint systems.

1977 Begins production of the “Guardian®” child restraint systems.

1979 Supports International Seat Belt Symposium.

1983 The company name changes to Takata Corporation.Supplied 800 airbags to various U.S. institutions, including police agencies, for use in an airbag fleet test program as part of a safety campaign sponsored by the U.S. Department of Transportation (DOT).

1984 Establishes Takata Fisher Corporation, a joint venture, in the State of Michigan, U.S.A., to assemble and sell seat belts.

1985 “Guardian®” child safety seat receives the 1985 Product of the Year award from the U.S. National Independent Nursery Furniture Retailers Association.

1987 Begins production of driver side airbag modules.Begins production of child-restraint seats in Colorado, U.S.A.

1988 Establishes Highland Industries Inc. in the State of North Carolina, U.S.A. as a production base for textiles, airbags, and other automobile interior components.Establishes production base in Europe in Northern Ireland. European Component Company (ECC) begins production and sale of seat belts in Europe.

1989 Acquires two U.S. companies, Gateway Industries, Inc. and Irvin Industries, Inc. and begins assembly and manufacturing of seat belts and interior trim.Establishes TK Holdings Inc. in North Carolina, U.S.A.

Page 14: TAKATA

1990  Begins production and sale of passenger seat airbags.

1991  

Establishes Automotive Systems Laboratory, Inc. as research and development center in Michigan, U.S.A.

Establishes Takata (Europe) Vehicle Safety Technology GmbH as research and development center in Germany.Establishes Inflation Systems Inc. (formerly Takata Moses Lake Inc.) in the State of Washington, U.S.A. and begins manufacturing inflators.Establishes Takata (Europe) GmbH in Germany.

1992  Establishes Takata Asia Pte Ltd (formerly Automotive Safety Systems Worldwide Pte

Ltd) in Singapore.

1994  Establishes TAKATA DE MEXICO, S.A. DE C.V. in Mexico to serve the Mexican

seat belt and airbag cushion markets.Establishes TAKATA-TOA CO., LTD. in Thailand and begins manufacturing seat belts and airbag cushions.

1995

 Establishes TAKATA-PETRI (Sachsen) GmbH (formerly Takata (Sachsen) GmbH).

1997

 

Establishes Takata (Philippines) Corporation in the Philippines and begins manufacturing seat belts and airbag cushions.

Establishes Takata Petri S.A. (formerly Takata do Brasil Autopecas Ltda.) to serve the South American seat belt market.

1999  Establishes TAKATA CPI Singapore Pte Ltd in Singapore.

Begins manufacture and sale of the “MiLiB®” and “ISO-FIX” child restraint systems.

2000  Acquires PETRI AG, a major German steering wheel manufacturer, and establishes

TAKATA-PETRI AG.

2002

 

Establishes Takata (Shanghai) Automotive Components Co., Ltd. (formerly Takata (Shanghai) Safety Systems Co., Ltd.) in China and begins manufacture and sale of seat belts, airbags, and steering wheels.

Begins full-scale production of steering wheels at TAKATA-PETRI Romania S.R.L. in Romania.

2003

 

Establishes Takata (Shanghai) Automotive Component Co., Ltd. and begins

Page 15: TAKATA

manufacturing airbags and steering wheels.

2004

 Begins production of seat belts at TAKATA-PETRI Romania S.R.L. in Romania.Begins production of airbag fabric at TAKATA-PETRI Sibiu S.R.L. in Romania.

2005

 Begins mass production of the world’s first TWIN BAG, an advanced design of airbag.Establishes Takata (Changxing) Safety Systems Co., Ltd. as inflator base in China.

2006

 

Listed in the First Section of the Tokyo Stock Exchange.

Establishes TAKATA-PETRI PlasTec GmbH in Germany.Begins manufacturing of the world’s first mass-produced motorcycle airbags.

2007

 

Japan’s NHK public TV covers Takata’s airbags that protect the head of pedestrians. These airbags were shown in the 2007 Tokyo Motor Show and attracted considerable attention from the public.

Establishes Takata Kyushu Corporation’s Arita Plant in Japan.Establishes TAKATA INDIA PVT. LTD. in India.

2008  

Receives Innovation Partnership PACE Award from Automotive News.

TAKATA R&D Center Berlin established in Germany to serve as R&D base for Europe.Also, established R&D centers in South Korea and ChinaEstablishes Takata Automotive Electronics (Shanghai) Co., Ltd.in China.

2010 Establishes TAKATA-PETRI MAROC SARL in Morroco. Begins production of streering wheels.

Objectives of the study

Primary Objective: To study the level of satisfaction of employees regarding welfare

measures at TAKATA India pvt ltd.

Secondary Objective: To study the perception of the employees regarding the welfare

measures provided to them.

To analyze if the level of satisfaction is different among the

various categories of employees and departments.

To suggest provision of more welfare measures to

improve the performance of the employees.

Page 16: TAKATA

Scope of the study

This study would give an overview of the welfare measures existing at

TAKATA India pvt ltd. Since safety and welfare are two important elements essential for

improving the productivity of an organization, a study on the existing welfare measures

would help the organization perform better. This study would throw light on the

perception of the employees regarding safety and welfare. TAKATA India pvt ltd can

identify the areas where it can improve so as to improve the performance of the

employees. This study would also help to analyze if there is dependence between

Limitations of the study

The study was restricted to the class III and class IV non

ministerial staff of TAKATA India pvt ltd.

Due to time constraints the sample size had to be confirmed to 100.

The respondents have replied to the queries recalling from their

memory. Therefore recall bias and personal bias are possible.

Since the data was collected using a schedule, the interviewer’s

inability to understand and record the responses correctly is

possible.

The respondents were unable or unwilling to give a complete and

accurate response to certain questions.

Page 17: TAKATA
Page 18: TAKATA
Page 19: TAKATA