Chapter-1 INTRODUCTION

INTRODUCTION

1.1 OVERVIEW OF THE INDIAN FAST FOOD INDUSTRY Up to the year 1995 indian food market was predominantly dominated by the traditional dhabas, potential restaurants in the customers colony and some restaurants in a five star hotel. Having fast food i.e., burgers, pizzas, etc., was considered to be an option for eating out. It was not at all synonymous with the American concept of fast food as a quick takeaway bite or a substitute for lunch. Apart from fast food being available at the local colony restaurants and at some five star restaurants, Nirulas was the only fast food chain existing in the country with its restaurants expanding with every passing year since its inception. It has been almost 50 years now since its set up and there is hardly anyone who doesnt know that nirulas exists. Nirulas was the first one to bring fast food to india back in the 50s since then it has evolved into an eating place with tremendous brand equity and brand recognition. It proved to be a perfect eating place for an average middle class who wants to eat out at affordable price that cant afford the five- star restaurants and would not want to go to the local dhabas. Nirulas almost had a monopoly for decades due to the way it has been placed. It is a place where a person from an average middle class group to upper class group can go to eat out. Its popularity has increased over the decades. With the trends changing and the incomes rising almost anybody who can afford to eat out could go for a snack at nirulas. However the year 1995-96 witnessed a drastic change. 1996 is considered to be the indias entry into the world food market. International giants such as Mc donalds, dominos and pizza hut all bombarded the Indian food market.

Before these, UK its chain based joint called Wimpys had established its chain in the country in 1990. By year 1996 it had about three to four joints established in Delhi. However it did not pose much of a threat to nirulas reason being lack of variety and that Wimpys was looked at more of a hangout place rather than eating out with the family. However, restaurant business is such that it is surrounded by competitors from all sides, be it Indian joints or foreign joints. Each of the foreign food joints that have come into the country have their own strategy lined up to differ from the rest. Each of these studied the Indian tastes and style and thereby targeted the Indian customer. An average Indian restaurant goes is no convenience eater, unlike the Americans. If he is paying, he is paying for food that tastes good (spicy, soft, savory, etc.), for how pleasantly the stuff is served or how spotless the windows are. He wants food for that can make him come back to the restaurant. An Indian food joint owner would definitely understand this but an American company which comes and places itself directly without knowing the customer is definitely in for trouble. Customer loyalty in a restaurant business is essentially low. A customer when he comes to a restaurant usually looks at the quality of the food, variety, ambience, speed of delivery and the location. The variety would influence the frequency of visits since taste is a dominating factor to the Indian customers. Almost all the fast food chains both Indian i.e., nirulas and foreign i.e., Mcdonalds etc., are targeting the families. This serves to be an advantage because the turnaround time is short and family has higher propensity to spend because different members order larger variety of dishes. Each of these restaurants delivers quality, value and services in its own way through its line of strategies. The emphasis is on the value that the restaurant is delivering to the customers.

1.2 PRESENT POSITION OF THIS INDUSTRY

GLOBAL :- Globally this industry is witnessing erosion of customer base. This is due to the fact fast-food contain and excess amount of fast food oils, cholesterol which increase the health problem the customers are becoming more and more health conscious and are becoming more conscious in there food habits.

IN INDIA:- The customer ignore the above mention factors barring if you added to this people tendency to adopt westernized customer has helped fastfood MNCs to increase there markets.

McDonald's Corporation (NYSE:MCD) is the world's largest chain of hamburger fast food restaurants, serving around 64 million customers daily. A McDonald's restaurant is operated by either a franchisee, an affiliate, or the corporation itself. The corporation's revenues come from the rent, royalties and fees paid by the franchisees, as well as sales in company-operated restaurants. McDonald's revenues grew 27% over the three years ending in 2007 to $22.8 billion, and 9% growth in operating income to $3.9 billion. McDonald's primarily sells hamburgers, cheeseburgers, chicken, french fries, breakfast items, soft drinks, shakes and desserts. In response to changing consumer tastes, the company has expanded its menu to include salads, wraps and fruit. McDonald's restaurants are found in 119 countries and territories around the world and serve 58 million customers each day. McDonald's operates over 31,000 restaurants worldwide, employing more than 1.5 million people. The company also operates other restaurant brands, such as Piles Caf.

1.3 PROFILE OF Mc DONALDS

IS THE WORLDS LEADING FOOD SERVICE RETAILER WITH MORE THAN 30,000 RESTAURANTS IN 118 COUNTRIES SERVING 46 MILLION CUSTOMERS EACH DAY HISTORY AND BACKGROUND The business began in 1940, with a restaurant opened by brothers Richard and Maurice McDonald in San Bernardino, California. Their introduction of the "Speedee Service System" in 1948 furthered the principles of the modern fastfood restaurant that the White Castle hamburger chain had already put into practice more than two decades earlier. The original mascot of McDonald's was a man with a chef's hat on top of a hamburger shaped head whose name was "Speedee." Speedee was eventually replaced with Ronald McDonald by 1967 when the company first filed a U.S. trademark on a clown shaped man having puffed out costume legs.

McDonald's first filed for a U.S. trademark on the name McDonald's on May 4, 1961, with the description "Drive-In Restaurant Services," which continues to be renewed through the end of December 2009. In the same year, on September 13, 1961, the company filed a logo trademark on an overlapping, double arched "M" symbol. The overlapping double arched "M" symbol logo was temporarily disfavored by September 6, 1962, when a trademark was filed for a single arch,
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shaped over many of the early McDonald's restaurants in the early years. The famous double arched "M" symbol in use today did not appear until November 18, 1968, when the company filed a U.S. trademark. The first McDonald's restaurants opened in the United States, Canada, Costa Rica, Panama, Japan, the Netherlands, Germany, Australia, France, El Salvador and Sweden, in order of openings. The present corporation dates its founding to the opening of a franchised restaurant by Ray Kroc, in Des Plaines, Illinois, on April 15, 1955 the ninth McDonald's restaurant overall. Kroc later purchased the McDonald brothers' equity in the company and led its worldwide expansion, and the company became listed on the public stock markets in 1965. Kroc was also noted for aggressive business practices, compelling the McDonald brothers to leave the fast food industry. The McDonald brothers and Kroc feuded over control of the business, as documented in both Kroc's autobiography and in the McDonald brothers' autobiography. The site of the McDonald brothers' original restaurant is now a monument. With the expansion of McDonald's into many international markets, the company has become a symbol of globalization and the spread of the American way of life. Its prominence has also made it a frequent topic of public debates about obesity, corporate ethics and consumer responsibility. MC DONALDS VISION :- is to dominate the global food service industry. Global dominance means setting the performance standard for customer satisfaction and increasing market share and profitability through successfully implementing convenience value and exception strategies. Mc donalds franchises restaurants in many international markets, and decisions relating to the selection of candidates are made local by the management in the country where the restaurant is located.

1.4 PROBLEMS OF THE COMPANY As a prominent example of the rapid globalization of the American fast food industry, McDonald's is often the target of criticism for its menu, its expansion, and its business practices. The McLibel Trial, also known as McDonald's Restaurants v Morris & Steel, is an example of this criticism. In 1990, activists from a small group known as London Greenpeace (no connection to the international group Greenpeace) distributed leaflets entitled What's wrong with McDonald's?, criticizing its environmental, health, and labor record. The corporation wrote to the group demanding they desist and apologize, and, when two of the activists refused to back down, sued them for libel in one of the longest cases in British civil law. A documentary film of the McLibel Trial has been shown in several countries. Despite the objections of McDonald's, the term "McJob" was added to MerriamWebster's Collegiate Dictionary in 2003. The term was defined as "a low-paying job that requires little skill and provides little opportunity for advancement". In an open letter to Merriam-Webster, Jim Cantalupo, former CEO of McDonald's, denounced the definition as a "slap in the face" to all restaurant employees, and stated that "a more appropriate definition of a 'McJob' might be 'teaches responsibility.'" Merriam-Webster responded that "we stand by the accuracy and appropriateness of our definition." In 1999, French anti-globalisation activist Jos Bov vandalized a half-built McDonald's to protest against the introduction of fast food in the region In 2001, Eric Schlosser's book Fast Food Nation included criticism of the business practices of McDonald's. Among the critiques were allegations that McDonald's (along with other companies within the fast food industry) uses its political influence to increase its profits at the expense of people's health and the social conditions of its workers. The book also brought into question McDonald's advertisement techniques in which it targets children. While the book did mention other fast-food chains, it focused primarily on McDonald's. McDonald's is the world's largest distributor of toys, which it includes with kids meals. It has been alleged that the use of popular toys by Mc donalds
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encourages children to eat more McDonald's food, thereby contributing to many children's health problems, including a rise in obesity. In 2002, vegetarian groups, largely Hindu and Buddhist, successfully sued McDonald's for misrepresenting their French fries as vegetarian, when they contained beef broth.

A PETA activist dressed as a chicken confronts the manager of the Times Square McDonald's over the company's animal welfare standards. People for the Ethical Treatment of Animals (PETA), continues to pressure McDonald's to change its animal welfare standards, in particular the method their suppliers use of slaughtering chickens. Most processors in the United States shackle fully conscious birds upside down and run them through an electrically charged water tub before slitting their throats. PETA argues that using gas to kill the birds (a method called "controlled atmosphere killing: or CAK) is less cruel. Both CAK and "controlled atmosphere stunning" (CAS) are commonly used in Europe. Morgan Spurlock's 2004 documentary film Super Size Me said that McDonald's food was contributing to the epidemic of obesity in society, and that the company was failing to provide nutritional information about its food for its customers. Six weeks after the film premiered, McDonald's announced that it was eliminating the super size option, and was creating the adult happy meal. The soya that is fed to McDonalds chickens is supplied by agricultural giant Cargill and comes directly from Brazil. Greenpeace alleges that not only is
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soya destroying the Amazon rain forest in Brazil, but soya farmers are guilty of further crimes including slavery and the invasion of indigenous peoples lands. The allegation is that McDonald's, as a client of Cargill's, is complicit in these activities.

Arguments in defense
In response to public pressure, McDonald's has sought to include more healthy choices in its menu and has introduced a new slogan to its recruitment posters: "Not bad for a McJob". (The word McJob, first attested in the mid-1980s and later popularized by Canadian novelist Douglas Coupland in his bookGeneration X, has become a buzz word for low-paid, unskilled work with few prospects or benefits and little security.) McDonald's disputes the idea[]. In 2007, the company launched an advertising campaign with the slogan "Would you like a career with that?" on Irish television, outlining that their jobs have many prospects. In an effort to respond to growing consumer awareness of food provenance, the fast-food chain changed its supplier of both coffee beans and milk. UK chief executive Steve Easterbrook said: "British consumers are increasingly interested in the quality, sourcing and ethics of the food and drink they buy". In a bid to tap into the ethical consumer market, McDonald's switched to using coffee beans taken from stocks that are certified by the Rainforest Alliance, a conservation group that has been dubbed "Fairtrade lite." Additionally, the company started using organic milk supplies for its hot drinks and milkshakes. According to a report published by Farmers Weekly in 2007, the quantity of milk used by McDonald's could have accounted for as much as 5% of the UK's organic milk output. McDonald's announced on May 22, 2008 that, in the U.S. and Canada, it would switch to using cooking oil that contains no trans fats for its french fries, and canola-based oil with corn and soy oils, for its baked items, pies and cookies, by year's end. With regard to acquiring chickens from suppliers who use CAK or CAS methods of slaughter, McDonald's says that they need to see more research "to help determine whether any CAS system in current use is optimal from an animal welfare perspective."

Environmental record In April 2008, McDonald's announced that 11 of its Sheffield, England restaurants have been using a biomass trial that had cut its waste and carbon footprint by half in the area. In this trial, waste from the restaurants were collected by Veolia Environmental Services and used to produce energy at a power plant. McDonald's plans to expand this project, although the lack of biomass power plants in the U.S. will prevent this plan from becoming a national standard anytime soon. In addition, in Europe, McDonald's has been recycling vegetable grease by converting it to fuel for their diesel trucks. Furthermore, McDonald's has been using a corn-based bioplastic to produce containers for some of their products. Although industries who use this product claim a carbon savings of 30% to 80%, a Guardian study shows otherwise. The results show that this type of plastic does not break down in landfills as efficiently as other conventional plastics. The extra energy it takes to recycle this plastic results in a higher output of greenhouse gases. Also, the plastics can contaminate waste streams, causing other recycled plastics to become unsaleable. The U.S. Environmental Protection Agency has recognized McDonald's continuous effort to reduce solid waste by designing more efficient packaging and by promoting the use of recycled-content materials. McDonald's reports that they are committed towards environmental leadership by effectively managing electric energy, by conserving natural resources through recycling and reusing materials, and by addressing water management issues within the restaurant. In an effort to reduce energy usage by 25% in its restaurants, McDonald's opened a prototype restaurant in Chicago in 2009 with the intention of using the model in its other restaurants throughout the world. Building on past efforts, specifically a restaurant it opened in Sweden in 2000 that was the first to intentionally incorporate green ideas, McDonald's designed the Chicago site to save energy by incorporating old and new ideas such as managing storm water, using skylights for more natural lighting and installing some partitions and tabletops made from recycled goods. When McDonalds received criticism for its environmental policies in the 1970s, it began to make substantial progress towards source reductions efforts. For instance, an average meal in the 1970sa Big Mac, fries, and a drinkrequired 46 grams of packaging; today, it requires only 25 grams, allowing a 46%
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reduction. In addition, McDonalds eliminated the need for intermediate containers for cola by having a delivery system that pumps syrup directly from the delivery truck into storage containers, saving two million pounds of packaging annually. Overall, weight reductions in packaging and products, as well as the increased usage of bulk packaging ultimately decreased packaging by 24 million pounds annually.

1.5 COMPETITORS INFORMATION Major players in this field :1. 2. 3. 4. Mc DONALDS PIZZA HUT KFC NIRULAS

These days working executives are busy a lot they dont have the spare time to cook food due to there high this possible income and ever increasing arperalional levels they prefer to it out at this fast food outlets (mc donalds, nirulas, pizza hut) where they find the match according to there asperitional level.

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PIZZA HUT is the largest pizza restaurant company in the world. It has 12700 outlets in 90 countries. Pizza hut has an aggressive expansion plan for india. It intends to have more than 600 outlets till 2012. Pizza hut will consolidate its presence in cities where it already exists as an endeavor to create a major share of these profitable markets first before spreading to other markets. Pizza hut is one of the largest pizza brands. Further, all new outlets in india would be franchisee owned resulting from the smooth functioning of the existing stores which are all franchisee owned. Hence, the same arrangement will be followed in the future to ensure growth oriented results. The data written below represent what pizza hut is all about and gives a brief profile of the company. Their main quote: customer is the reason that we are here No customers No pizzas Thats the secret ingredient. The 5 secret principles: Employees are our secret ingredients. Show your care. Say yes to customers. Satisfied, capable teams create satisfied customers.

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KFC (KENTUCKY FRIED CHICKEN) KFC, founded and also known as Kentucky Fried Chicken, is a chain of fast food restaurants based in Louisville, Kentucky, in the United States. KFC has been a brand and operating segment, termed a concept of Yum! Brands since 1997 when that company was spun off from PepsiCo as Tricon Global Restaurants Inc. KFC primarily sells chicken pieces, wraps, salads and sandwiches. While its primary focus is fried chicken, KFC also offers a line of grilled and roasted chicken products, side dishes and desserts. Outside the USA, KFC offers beef based products such as hamburgers or kebabs, poutine, pork based products such as ribs and other regional fare. The company was founded as Kentucky Fried Chicken by Colonel Harland Sanders in 1952, though the idea of KFC's fried chicken actually goes back to 1930. Although Sanders died in 1980, he remains an important part of the company's branding and advertisements, and "Colonel Sanders" or "The Colonel" is a metonym for the company itself. The company adopted KFC, an abbreviated form of its name, in 1991. Newer and remodeled restaurants will adopt the new logo and name, while older stores will continue to use the 1980s signage. Additionally, Yum! continues to use the abbreviated name freely in its advertising.
In 2001, KFC started test in Austin, Texas restaurants of "Wing Works" chicken wing line sold with one of a few flavored sauces. Also, KFC hired a consultant to develop a breakfast menu. Additionally, Colonel Sanders' nephew, Lee Cummings, took his own Kentucky Fried Chicken franchises (and a chicken recipe of his own) and converted them to his own "spin-off" restaurant chain, Lee's Famous Recipe Chicken.

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NIRULA's
Up to the year 1995 indian food market was predominantly dominated by the traditional dhabas, potential restaurants in the customers colony and some restaurants in a five star hotel. Having fast food i.e., burgers, pizzas, etc., was considered to be an option for eating out. It was not at all synonymous with the American concept of fast food as a quick takeaway bite or a substitute for lunch. Apart from fast food being available at the local colony restaurants and at some five star restaurants, Nirulas was the only fast food chain existing in the country with its restaurants expanding with every passing year since its inception. It has been almost 50 years now since its set up and there is hardly anyone who doesnt know that nirulas exists. Nirulas was the first one to bring fast food to india back in the 50s since then it has evolved into an eating place with tremendous brand equity and brand recognition. It proved to be a perfect eating place for an average middle class who wants to eat out at affordable price that cant afford the five- star restaurants and would not want to go to the local dhabas. Nirulas almost had a monopoly for decades due to the way it has been placed. It is a place where a person from an average middle class group to upper class group can go to eat out. Its popularity has increased over the decades. With the trends changing and the incomes rising almost anybody who can afford to eat out could go for a snack at nirulas.

14

Chapter-2 RESEARCH METHODOLOGY

15

OBJECTIVE AND METHODOLOGY

2.1 SIGNIFICANCE
The restaurant industry is undergoing a dramatic transformation, experiencing heightened competition and reduced employees. Restaurant is an important but often neglected area of study. The fact is that restaurant business is regarded as the low credence service and the quality of the services are difficult to prove until the employees works with full dedication and they are completely satisfied. Moreover, the quality of the service provided by the employees may be different each time they provide their service, it can be good or poor. It is because of the level of satisfaction the employees have. If they have full satisfaction, the quality of the service provided will be good. If they have less satisfaction, the quality of the service provided will be poor. Given these important issues that need to be addressed, the main purpose of this study was to examine the factors that affect employees satisfaction.

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2.2 USEFULNESS
Employees will help to know the prevailing market condition and also help them to work accordingly those conditions. The study will help the management to understand the customer and employees mindset and also what type of working conditions should be there for increment in the work done by employees.

It will help to estimate the level of awareness established amongst the employees and in deciding the extent of improvement required for the benefit of employees. It will help in finding out the employees expectations from the company and also help to know the employees physiology.

2.3 OBJECTIVES
To know the employees expectations in fast-food service industry prevailing in mc donalds.
1. Working conditions provided in mc donaldS.

Working

conditions: It includes Temperature Ventilation Lighting Noise

17

 Humidity Hazard and safety complex devices.

To know the area or fields needing improvement. To find out the ways by which Mcdonalds can improve upon its employees satisfaction in fast food service industry.

2.4 SCOPE OF THE STUDY In the present study, an attempt has been made to analyze the satisfaction level of the employees towards the fast food restaurants in New Delhi. The scope of the study was confined to New Delhi only. The study was confined to the employment of fast food restaurants. The employees satisfaction is the wide concept, therefore more importantly the in-depth study for the 40 respondents focused only on the important factors of employees satisfaction in fast food restaurants. Given the time constraints and the specified scope of work, this endeavor is intended to be neither exhaustive nor comprehensive, but a modest step in the direction of pinpointing and developing the strategies were delimited to study. But the findings will help fast food managers to understand the critical factors that
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influence employees fast performance and help them to make improvements accordingly.

2.5 RESEARCH METHODOLOGY

The research process is carried out according to a designated series of steps, which are required to be taken in a chronological order. Fundamental to the success of any research project is sound research design. It is the framework or plan for a study that guides the collection and analysis of data. The research design used for this project is exploratory in nature. The major emphasis is on the discovery of ideas. The exploratory study is also used to increase the analyst familiarity with the problem under investigation. Sample design Target population Those who worked regularly in the fast-food joints. Sampling unit Delhi market is treated as sampling unit. (laxmi nagar, shahdara, karkardooma, etc.) Sample size: 40

Data collection Primary data it has been collected through surveyed to the employees.
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Secondary data It has been collected from the companys information brochure and internet.

2.6 LIMITATIONS OF STUDY

Certain limitations are inherent with this project work. 100% response rate was not found from the respondents. Some extent of biasness was found because of their loyalty towards their work place while answering the questions. Lack of interest of the respondent was one of the major problems. The geographic extent of this study was limited to the Delhi and NCR market only. The time duration of the project acted as another impediment and so the size of the survey was limited to 40 respondents only.

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Chapter-3 DATA ANALYSIS

21

DATA INTERPRETATION
Q1. EMPLOYEES HAVE READY ACCESS TO THE INFORMATION THEY NEED TO GET THEIR JOB DONE

70 60 50 40 62.5 30 20 25 10 0 12.5

INTERPRETATION:- According to this diagram, 25 employees agrees that they

have ready access to the information they need to get their job done. 10 employees disagrees that they dont have any access to the information required to perform the job effectively and efficiently. Where as , 5 employees shows neutral response which means they didnt get complete information.

Employees having access to the information (out of 40) agree disagree neutral 62.5% 25% 12.5% 25 10 5

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Q2. EMPLOYEES FAMILIAR WITH THE MISSION STATEMENT PUT FORTH BY THEIR DEPARTMENT

70 60 50 40 30 20 10 0 AGREE DISAGREE NEUTRAL 25 12.5 62.5

INTERPRETATION:- 25 EMPLOYEES WORKING IN MC DONALDS IN EAST DELHI AGREES

THAT THEY ARE FAMILIAR WITH THE MISSION STATEMENT PUT FORTH BY THEIR DEPARTMENT , 10 EMPLOYEES DISAGREES THAT THEY ARE NOT FAMILIAR WITH THE MISSION STATEMENT OF THEIR DEPARTMENT AS MANY INFORMATION IS KEPT CONFIDENTIAL . 5 EMPLOYEES GIVES NEUTRAL RESPONSE TO THIS .

EMPLOYEES FAMILIAR WITH THE MISSION STATEMENT .

agree disagree neutral

62.5% 25% 12.5%

25 10 5

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Q3.

EMPLOYEES INVOLVED IN DECISION MAKING THAT AFFECTS THEIR JOB

70 60 50 NEUTRAL 40 30 20 10 0 AGREE DISAGREE NEUTRAL 62.5 25 12.5 DISAGREE AGREE

INTERPRETATION:- 62.5% EMPLOYEES SAYS YES, THAT THEY ARE INVOLVED IN THE
DECISION MAKING PROCESS BY THEIR MANAGEMENT. 25 % EMPLOYEES THINKS THAT THEIR OPINION DOES NOT MATTER FOR THE MANAGEMENT , HENCE THEY ARE NOT INVOLVED IN THE DECISION MAKING PROCESS. THE LEFT 12.5% GIVES NEUTRAL RESPONSE TO THIS .

EMPLOYEES INVOLVED IN DECISION MAKING OF THEIR DEPARTMENTS

agree disagree neutral

62.5% 25% 12.5%

25 10 5

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Q4.MANAGEMENT OPERATES AN OPEN DOOR POLICY ON SAFETY ISSUES

NEUTRAL

12.5

AGREE DISAGREE 25 DISAGREE NEUTRAL 62.5

AGREE

20

40

60

80

INTERPRETATION:-

ACCORDING TO THIS DIAGRAM , 72.5% EMPLOYEES THINKS THAT

MANAGEMENT OPERATES AN OPEN DOOR POLICY ON SAFETY ISSUES . 15% DISAGRESS TO THIS , THAT MANAGEMENT IS CONCERNED WITH SAFETY ISSUES FOR EMPLOYEES. WHEREAS, 12.5% EMPLOYEES SAYS THAT THEY CANT SAY AND SHOWS A NEUTRAL RESPONSE.

EMPLOYEES WHO KNOWS THAT MANAGEMENT OPERATES AN OPEN DOOR POLICY ON SAFETY ISSUES.

agree disagree neutral

72.5% 15% 12.5%

29 6 5

25

Q5. SAFETY IS THE NUMBER ONE PRIORITY IN EMPLOYEES MIND WHEN COMPLETING A JOB
12.5

AGREE 25 DISAGREE NEUTRAL

62.5

INTERPRETATION:-

ACCORDING TO THE WORKING CONDITIONS PROVIDED IN MC

DONALDS, 62.5% EMPLOYEES THINKS THEIR SAFETY IS THE NUMBER ONE PRIORITY IN THEIR MIND WHEN COMPLETING A JOB. RESPONSE .

25% DISAGREES WIT H THIS AND 12.5% SHOWS NEUTRAL

EMPLOYEES HAVING SAFETY AS THE NUMBER ONE PRIORITY IN THEIR MIND.

agree disagree neutral

62.5% 25% 12.5%

25 10 5

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Q6.SAFETY RULES AND PROCEDURES ARE CAREFULLY FOLLOWED

0 37.5 AGREE DISAGREE NEUTRAL 62.5

INTERPRETATION :- 62.5% EMPLOYEES THINKS THAT

SAFETY RULES AND PROCEDURES

ARE CAREFULLY FOLLOWED IN THEIR ORGANISATION, 37.5% EMPLOYEES DISAGREES THAT SAFETY RULES AND PROCEDURES ARE NOT CAREFULLY FOLLOWED IN THEIR DEPARTMENTS .

EMPLOYEES WHO THINKS THAT SAFETY RULES AND PROCEDURES ARE CAREFULLY FOLLOWED.

agree disagree neutral

62.5% 37.5% 0%

25 15 0

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Q9. EMPLOYEES HAVE RECEIVED THE TRAINING THEY NEED TO DO THEIR JOB EFFICIENTLY AND EFFECTIVELY.

12.5 12.5 75 AGREE DISAGREE NEUTRAL

INTERPRETATION:-IN MC DONALDS, WORKING CONDITIONS, TRAINING ARE PROVIDED SO

THAT EMPLOYEES CAN PERFORM THEIR JOB EFFECTIVELY AND EFFICIENTLY AND ACCORDING TO

75% EMPLOYEES THEY HAVE BEEN PROVIDED WITH THE TRAINING TO PERFORM BETTER. ON OTHER HAND , 12.5% EMPLOYEES ARE PROVIDED WITH THE TRAINING AND 12.5% GAVE NEUTRAL RESPONSE .
EMPLOYEES WHO HAVE RECEIVED THE TRAINING THEY NEED TO DO THEIR JOB EFFICIENTLY AND EFFECTIVELY .

agree disagree neutral

75% 12.5% 12.5%

30 5 5

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Q11. EMPLOYEES TREATED WITH RESPECT BY MANAGEMENT AND THE PEOPLE THEY WORK WITH.

100 80 60 40 20 0 AGREE

87.5

12.5 0 DISAGREE NEUTRAL

INTERPRETATION:-IN THE WORKING CONDITIONS OF MC DONALDS, 75% EMPLOYEES

AGREES THAT THEY ARE TREATED WITH RESPECT BY MANAGEMENT AND THE PEOPLE THEY WORK WITH, WHERE AS, 25% EMPLOYEES THINKS THAT THEY ARE NOT TREATED WITH RESPECT BY MANAGEMENT AND THEIR COLLEAGUES AND THEY ARE TREATED WITH BIASEDNESS . EMPLOYEES TREATED WITH RESPECT BY MANAGEMENT AND THE PEOPLE THEY WORK WITH .

agree disagree neutral

87.5% 12.5% 0

35 5 0

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Q14. HOW MUCH TIME A WEEK EMPLOYEES SPEND AT WORKPLACE.

50 40 30 20 10 0 <40 HRS 0

50 37.5 <40 HRS 40-50 HRS 12.5 40-50 HRS 50-60 HRS >60 HRS 50-60 HRS >60 HRS

INTERPRETATION:- ACCORDING TO SURVEY, (OUT OF 40) 0 EMPLOYEES

SPENDS LESS

THAN 40 HRS AT WORKPLACE , 20 EMPLOYEES SPENDS 40-50 HRS AT WORKPLACE , 15 EMPLOYEES SPENDS 50-60 HRS AT WORKPLACE AND 5 EMPLOYEES HAVE LONG WORKING HOURS I.E.,>

60 HRS.

QUANTITY OF TIME EMPLOYEES SPEND AT WORKPLACE.

<40 HRS 40-50 HRS 50-60 HRS >60 HRS

0% 50% 37.5% 12.5%

0 20 15 5

30

Q15. MANAGEMENT IS FLEXIBLE AND UNDERSTANDS THE IMPORTANCE OF BALANCING EMPLOYEES WORK
AND PERSONAL LIFE.

75

AGREE DISAGREE NEUTRAL

25

INTERPRETATION:- ACCORDING TO SURVEY, 75% EMPLOYEES AGREES THAT

MANAGEMENT IS FLEXIBLE AND UNDERSTANDS THE IMPORTANCE OF BALANCING EMPLOYEES WORK AND PERSONAL LIFE, WHEREAS, 25% EMPLOYEES DISAGREES WITH THE FOLLOWING STATEMENT .

EMPLOYEES OPINION OVER FLEXIBILITY OF MANAGEMENT

agree disagree neutral

75% 25% 0%

30 10 0

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Q16. EMPLOYEES SATISFY WITH WORKING CONDITION OF THE ORGANISATION

13

AGREE 25 62 DISAGREE NEUTRAL

INTERPRETATION:-

ACCORDING TO THE PIE -CHART, 62% EMPLOYEES AGREES THAT THEY

ARE SATISFIED WITH THE WORKING CONDITION OF THE EMPLOYEES , 25% EMPLOYEES DISAGREES THAT THEY ARE SATISFIED WITH THE WORKING CONDITION OF THEIR ORGANISATION. WHEREAS,

13% EMPLOYEES GAVE NEUTRAL RESPONSE.

agree disagree neutral

62% 25% 13%

25 10 5

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COMPLETE RESULTS OF SURVEY

Q16 Q15 Q13 Q12 Q11 Q10 Q9 NEUTRAL Q8 Q7 Q6 Q5 Q4 Q3 Q2 Q1 0 20 40 60 80 100 DISAGREE AGREE

AGREE DISAGREE NEUTRAL

Q1 37.5 37.5 25

Q2 62.5 12.5 25

Q3 62.5 25 12.5

Q4 87.5 12.5 0

Q5 62.5 25 12.5

Q6 62.5 37.5 0

Q7 50 25 25

Q8 75 12.5 12.5

Q9 75 12.5 12.5

Q10 62.5 25 12.5

Q11 87.5 12.5 0

Q12 50 25 25

Q13 75 25 0

Q15 25 75 0

Q16 62.5 25 12.5

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DATA ANALYSIS
The sample taken up for the study were the employees working at the middle level of the organization in various departments. Their responses were collected through the questionnaire distributed among them. The detailed interpretation of the results is as follows: 1-4= strongly disagree, 5= neutral, 6-8= strongly agree SURVEY RESULTS (Out of 40 people ) AGREE(%) 37.5 62.5 62.5 87.5 62.5 62.5 50 75 75 62.5 87.5 50 75 25 62.5 <40 HRS DISAGREE(%) NEUTRAL(%) 37.5 25 12.5 25 12.5 25 37.5 25 12.5 12.5 25 12.5 25 25 75 25 40-50 HRS
34

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q15 Q16

25 12.5 0 12.5 0 25 12.5 12.5 12.5 0 25 0 0 12.5 50-60 HRS >60 HRS

Q14

50

37.5

12.5

Chapter-4 CONCEPTUAL DISCUSSION

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1. INTRODUCTION TO WORKING CONDITIONS

One of the important duties of the modern manager is to get things done through people. He has to bring employees into contact with the organization in such a way that the objectives of both groups are achieved. He must be interested in the people, the work and the achievement of assigned objectives. To be effective, he must balance his concerns for people and work. In other words, he must know how to utilize human as well as non-human resources while translating goals into action. It is in managing human assets that the managers capabilities are tested fully. Human resources are heterogeneous. They consist of many different individuals, each of whom has a unique personality, a combination of different emotional responses to different stimuli, and different values, attitudes, motives and modes of thought. Human beings behave in widely differing and complicated ways. Their reactions to promises, praise or criticism, for example, can especially in an organization where they work in groups. Their behavior is neither consistent nor readily predictable. Modern employees are better educated, possess greater skills, have more sophisticated technology available for their use and enjoy higher standards of living than previous generations. A human being himself determines what he contributes. If he is motivated, he will work for an organization more efficiently and more effectively. So, it must recognize by the manager that individuals, not organizations create excellence. The problem of establishing the right climate to maximize employee motivation and commitment is still with us.
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The vast majority of people must work to support themselves and their families. But people work for many reasons other than economic security. For example, many of the people also work to keep busy and feel useful, to create and achieve something. They want to gain recognition and achieve status or to test and stretch their capabilities. Unfortunately this trade union seldom approaches perfection. Organizations encounter several obstacles in meeting their goals and in similar vein all employees report some problems in their attempts to the productive and efficient in their jobs and to feel satisfied in their work lives. The challenge of human resource management is to minimize these obstacles and problems.

2. SCOPE
Working conditions normally relates to occupational safety, health and general working condition of people in an industry. Working conditions define the factors in which the workers live and are commonly seen to include hours of work, work organization, job content and welfare services. The scope of working conditions safety and health which are generally interlinked in many ways. Emphasis needs to be given on the training program well laid by the management towards safe and comfortable work environment for its employee. Tolerance of the error by the workers is required to be provided for the working situation. The scope of work shall also refer to efficient work relationship in which safety norms are not required to be by passed by the workers. National policy
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relating to safety, health and environment at work place need to be very focused , objective in nature action oriented, comparable with international level. In changing environment Supreme court guideline on sexual harassment of women workers has got special attention.

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MEANING OF WORKING ENVIRONMENT

It is one of the most important factors in the organization. The organization should maintain a highly satisfied working environment, which consists of infrastructure and physical setting under which a job must be done. The organization should maintain a good working environment in the organization to improve the productivity and harmonial industrial relations among people, and reduce the absenteeism of the workers. If all the needed facilities are provided by the organization it automatically increases the standard life of the workers. Working conditions: It includes Temperature Ventilation Lighting Noise Humidity 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 facilities. 3. Welfare facilities Provision and care of drinking water Canteen services Lunch Rest room Crches Cloak room

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AN UNACCEPTABLE SITUATION Some 50 million accidents occur every year in industry alone, i.e., an average of 160000 each day. Of these around, 100000 are fatal- an estimate that is probably on the low side. Each year, industrial accidents also disable 1.5 millions workers for the rest of their lives; in addition, millions suffer from disabling occupational diseases. On average, one out of every ten industrial workers will be injured at work each year in the industrialized countries, and it is estimated that the world wide figure for certain sectors is one in three: in other words, each workers in these sectors will be injured every third year on an average. These are the completely pointless human tragedies that occur daily throughout the world. There are many harrowing episodes of bad working conditions that adversely affect the workers health, equilibrium and consequently productivity: long working hours, nonexistence or inadequate rest; repetitive tasks; exhaustion caused by heavy physical work, a hostile environment or strenuous postures; fatigue and premature ageing caused by a fast work pace and the need for intense vigilance. for many years the ILO (international labour organisation) has been warning that working conditions are only too often not adapted to the physical and mental capacities. Not only do bad working conditions cause occupational accidents and diseases, they are also the source of tension, fatigue and dissatisfaction leading to poor health, high absenteeism, rapid labour turnover and mediocre productivity. Unfortunately, there are serious doubts that this is case- which is the second reason for our concern.
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A WORRYING TREND Two types of hazard currently confront us: first, conventional hazards, which continue to claim many victims, and second, new hazards, resulting from technological change, new products or new forms of work organization which modify even job content. The first is just as burning a question as it was 20 or 50 years ago. Although especially in industrialized countries, the severity and frequency rates of occupational accidents are leveling out, few countries can actually point to even a modest downturn. In the developing countries, despite of incompleteness of statistics, there are indications that the number of occupational accidents is probably rising with increase in production. Long working hours and the diseases, accidents and premature ageing that they cause are still on too common in many countries. Working conditions and environment are not isolated phenomena unconnected with each other and with other aspects of the workers life.

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WORKING CONDITIONS AND ENVIRONMENT FORM A WHOLE

Each component is related to the others in a multitude of ways. For example, accidents, diseases and fatigue may be caused just as much by bad working conditions, long or poorly scheduled working hours, too rapid a work pace and piece- work rates, as by dangerous machines or a hazardous physical environment. In the same way, the length and arrangement of working time may condition not only free time and the quality of life in general but also wages and safety and health.

THE COMPREHENSION OF WORK SITUATIONS Two basic conclusions summarise the findings outlined above Working conditions and environment form an entity for each worker. Work is perceived and experienced as the convergence and accumulation of a series of factors which, although individually distinguish, are assessed as a whole and These factors form a complex system A. They interact, and consequently to assess each in isolation would give only an imprecise evaluation of a given situation: A proper appreciation of the factors and their significance often entails a search for the basic causes behind them B. The total effect of working conditions and environment may be greater than the sum of the individual components.

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POOR WORKING CONDITIONS AFFECT LONG TERM HEALTH

IRREGULAR WORKING HOURS

POLLUTION DRAUGHTS

HEAT ALTERATION BETWEEN HEAT AND COLD

VARIATIONS IN WORKLOAD

WORKLOAD / UNDERSTAFFING

LIFTING AND CARRYING HEAVY LOADS

SPEED REQUIREMENTS

PHYSIOLOGICAL WEAR AND TEAR

PSYCHOLOGICAL WEAR AND TEAR

PSYCHOSOMATIC ILLNESS/ SYMPTOMS

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FACTORS WHICH AFFECTS THE EFFICIENCY OF LABOUR 1. INHERITANCE: Persons from good collection are bound to work professionally. The quality and rate of physical as well as mental development, which is dissimilar in case of different individuals is the result of genetic differences. 2. CLIMATE: This is a prevailing set of attitudes about the job and work environment in general. Perceptions about the following are typical: how are the people treated and valued? Are the people respected and their issues properly considered, no matter how small? Does the working conditions and environment produce a climate commensurate with the work being done? Is there respect for the individual? 3. HEALTH OF WORKER: workers physical condition plays a very important part in performing the work. Good health means the sound mind, in the sound body. 4. GENERAL AND TECHNICAL EDUCATION: education provides a definite impact on the working ability and efficiency of the worker. 5. PERSONAL QUALITIES: persons with dissimilar personal qualities bound to have definite differences in their behavior and methods of working. The personal qualities influence the quality of work. 6. WAGES: proper wages guarantees certain reasons in standard of living, such as cheerfulness, discipline etc. and keep workers satisfy. This provides incentive to work. 7. HOURS OF WORK: long and tiring hours of work exercise have bad effect on the competence of the workers. 8. ATTITUDE AND BEHAVIORS: how one think about their jobs and the work they perform. Is it an opportunity to gain satisfaction
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and reward or is it resented? Attitudes and behaviors are the most difficult thing to change and takes the longest period of time. Everyone by their pure nature all resist to changes. It is a hard thing to do. 9. SYSTEM: this describes the systematic workflow process, operating practices, policies, and procedures used to give structure for completing the defined work output. 10. FEEDBACK: getting the information necessary and in a timely manner to know when all is well, and if not, to make corrections. 11. SUPERVISION/ MANAGEMENT: the act of overseeing, coaching, mentoring and/ or inspection. 12. MOTIVATION: An inducement or incentive for getting a desired outcome. How valuable is the work being performed, and if done well, how will others and I benefit? Consequence/ reward systems are often used to influence the motivation. 13. SKILLS: both cognitive and overt skills (psychomotor skills) collectively produce a persons expertise or know-how. 14. TRAINING AND EDUCATION : the process utilized to induce or change in human behavior. Classroom, computer-based/ elearning, on job (show and tell) or even trial by fire are all accepted methods, and yes, self- directed too.

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Theory x and Theory y (Douglas Mc Gregor)

According to the Mc Gregor, traditional organisation with its centralized decision making, superior- subordinate pyramid, and external control of work, is based upon certain assumptions about human nature and human motivation. List of assumptions about human nature that underline(Mc Gregors)

THEORY X & THEORY Y

Work is inherently distasteful to most people. Most people are not ambitious, have little desire for responsibility, and prefers to be directed. Most people have little capacity for creativity in solving organizational problems Motivation occurs only at the physiological and safety levels. Most people must be closely controlled and often coerced to achieve organizational objectives. Work is as natural as play, if the conditions are favourable. Self control is often indispensable in achieving organizational goals. The capacity for creativity in solving organizational problems is widely distributed in the population. Motivation occurs at the social, esteem and self-actualization levels, as well as physiological and security levels. People can be self-directed and creative at work if properly motivated.

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Motivation & Hygiene Factors

hygiene factors policies and administration supervision working conditions interpersonal relations money, status, security

motivators achievement recognition for accomplishment challenging work increased responsibility growth and development

The hygiene factors if absent will cause dissatisfaction but their presence does not create positive motivation. In the presence of satisfactory hygiene factors, motivators are necessary to stimulate positive motivation. Hygiene factors, when satisfied, tend to eliminate dissatisfaction and work restriction, but they do little to motivate an individual to superior performance or increased capacity. Satisfaction of the motivators, however, will permit an individual to grow and develop in a mature way, often implementing an increase in ability. Thus, hygiene factors effect an individuals willingness or motivation and motivators impact an individuals ability.

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MOTIVATION AND WORK

Now the question arises how can I increase motivation to work at our task? we have to aim allowing employees to work on higher order needs (achievement, self-esteem, self-actualization) while working towards organizational goals. Assuming that lower order needs are met, a motivating climate would have these factors: 1. The work itself must allow opportunities for employees to satisfy their higher-order needs. 2. The employees must be involved in determining what needs are important and what will be done to satisfy those needs. 3. The immediate work context must be supportive of these efforts at improvement. WORKING CONDITIONS, SAFETY AND WELFARE A comprehensive code has been developed to ensure satisfactory working conditions, safety of person and the provision of a variety of facilities to promote the welfare of the workers. Steps, however, have to be taken to make the implementation of the statutory provisions more effective. The improvement of working conditions call result in greater productive efficiency. The problem of safety should receive greater attention. A standing advisory committee will be set up to promote measures for bringing down the incidence of accidents in factories. State governments have to strengthen the inspectorates provided for the administration of factory laws in factories. The building and construction industry is a similar field ill which rapid programmes of expansion call for greater attention to safety standards, while the central and state public works departments are among the major employing authorities.
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Working conditions at restaurants are very different from those in factories, primarily because of the purely temporary basis upon which most of the work is organized. The question of separate sfety legislation for building and construction workers is under examination. Industrial hygiene surveys undertaken so far have disclosed that exposure to occupational disease has been increasing. The surveys should cover the remaining industries and prompt remedial action should be taken in each case. WORKERS COOPERATIVES On the whole cooperation has not made much headway so far as the working class is concerned. It will derive immense benefit from the extension of cooperative activity in various forms. Campaigns should be undertaken for setting up cooperative credit societies and cooperative consumers stores. It is hoped that trade unions and voluntary organisations will evince greater interest and initiative in running such cooperatives. INDUSTRIAL HOUSING Although the subsidized industrial housing scheme has been in operation for some years, the situation in respect of the housing of industrial workers has not improved and , in several centres, it has even deteriorated. The present approach to the problem has been found to be wholly inadequate and and new ways will have to be devised immediately so that the workers may be assured of minimum standards in respect of living conditions within a reasonable period in the interest of their health and efficiency. Towards the same end, facilities for recreation and sports will have to be greatly enlarged for all sections of the workers.
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OTHER PROBLEMS With the help of studies which are now in progress regarding contract labour, it will be possible to select occupations in which contract labour will not be permitted and , where abolition is not feasible, to decide on the steps which can be taken to safeguard fully the interests of contract workers. While considerable improvement has occurred in the living and working conditions of employees in large and organized industries owing both to state activity and trade union action, a great deal of leeway remains to be made up in respect of the workers engaged in agriculture and unorganized industries. Their conditions should become, a matter of special concern to the government as well as to the organizations of labour.

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UNDERSTANDING THE ORGANISATIONAL IMPACT ON WORKING CONDITIONS AND HEALTH

Low Working capacity Malnutrition Poor education Inadequate housing

Low production

diseases

Low Salaries

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(TRENDS

AND ISSUES)

Working time and work organization (WTWO)

The subject of working time has been important to the work of the International Labour Organization since its inception. Some of the major challenges in this area remain those which have been important to working time policies since the adoption of the ILOs first Convention, the hours of work (industry) convention, 1919(no. 1). Most significantly, these include the need to limit excessive hours of work and provide for adequate periods of rest and recuperation, including weekly rest and paid annual leave, in order to protect workers health and safety. These concerns have been enshrined for many years in a wide range of international labour standards concerning working time. In particular, the problem of long working hours and the need for adequate rest remain of vital importance--- not only in the developing world, but in many industrialized countries as well. Over the last several decades a number of broad socio economic trends have emerged which have had an enormous impact on working time. The process of globalization and the resulting intensification of competition, the associated development in information and communications technologies, and new patterns for consumer demands for goods and services in the 24hour economy have had a large impact on production methods and work organization. From the perspective of the organization, the drive to enhance the utilization of capital, reduce labour costs, manage human resources in innovative ways, and respond to diversifying customer demands have birthed enterprise strategies such as new methods of flexible production(just-

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in time, lean production etc.) and a much more flexible organization of work, including work time. From the perspective of workers, there have been profound demographic changes, particularly the increasing entry of women into the paid labour market and resulting increased feminization of the labour force, the related shift from the single male breadwinner household to dual earner households; and a growing concern over the quality of the working life, particularly in the industrialized world. These various developments have shaped workers needs and preferences in relation to working life, including in respect to the duration and timing of work, which vary according to workers characteristics perhaps most significantly by changes are reflected in a variety of working time arrangements which vary from conventional full-time, permanent weekday work in terms of either their duration and/ or timing: part time work, flexi time and time- banking accounts in which workers can credit or debit their hours just like money in a bank, working on call (as and when needed), and the averaging of working time over periods of up to a year The end result of these developments is a growing diversification, decentralization and individualization of the hours that people work, as well as an often increasing tension between enterprises business requirements and workers need and preferences regarding their working time. Thus, in addition to longstanding concerns about working time and workers health and safety, new concerns have emerged relating to employment security and stability, wages and nonwage compensation, and workers ability to balance their paid work with the rest of their lives.
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WORK AND FAMILY

Pressures from an increasingly competitive work environment combined with lack of support for family responsibilities are leading to considerable conflicts and stresses for workers trying to juggle work with family responsibilities. It is sometimes assumed that in developing countries family responsibilities are not really a problem since workers can appeal to traditional family solidarity and find some relative who can help look after dependents. However, evidence suggests that family support for the domestic and caring responsibilities of those who work outside the home is less and less available and increasingly problematic, particularly in the urban areas. Family responsibilities can constitute a major handicap in the labour market particularly when society is organized such that conflict is high between the demands of work and the demands of family. And since women often continue to shoulder the bulk of family responsibilities, the stresses and the disadvantages in the labour market tend to affect them more than men. Yet families are thus increasingly relying on the incomes of women to meet economic needs and aspirations. In many countries, the increasing labour force participation of women means that the working couple, always a reality in the subsistence and informal economies, is emerging as the norm rather than the exception. In addition, changes in marriage and divorce patterns are increasing the number of single parents who are the main breadwinners for families. Similarly, enterprises have become dependent on the greater availability of women in the labour market and countries have come to
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rely on their economic contributions for enhanced national economic prosperity. However, in many contexts, public and workplace policies have been slow to catch up with the social and economic realities impacting on the lives of men and women with family responsibilities. INTERNATIONAL LABOUR STANDARDS The Convention on Workers with Family Responsibilities, 1981(no.156) is the key international labour standards as concerns the family. Since the convention was adopted in 1981, the issues that it addressesconflict between work and family responsibilities and its implications for equality of opportunity in the labour market- have become increasingly prominent. The other key international labour standard related to family responsibilities is the Maternity Protection Convention (no. 183 of 2000) which is related specifically to the child bearing role of women and its protection in the workplace.

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NATIONAL POLICY ON SAFETY, HEALTH AND ENVIRONMENT AT WORKPLACE

New Delhi, feb 5 (ANI): the union cabinet has approved the National Policy on Safety, health and environment at work place to address the issue of securing health and safety of workers in the country as envisaged in the constitution. It provides general guidelines for all stakeholders such as governments, inspection authorities employees, research and development institutions, educational institutions , etc. for developing a safety and culture and environment at all work places. The policy envisages actions for improving safety, health and environment at workplace by providing for a statutory framework, administrative and technical support, system of incentives, prevention strategies and their monitoring and inclusion of safety health and environment aspects in other related national policies also. It also spells an action programme comprising development of standards and codes of practices, encouraging compliance by stakeholders, increasing awareness, promoting and proving for research and development, knowledge and skill development, practical guidance and providing financial and non-financial incentives. The provisions of the policy would be reviewed every five years, if necessary. (ANI)

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FUTURE STRATEGY
In this period of economic liberalization and globalization, the quality of employment will depend upon several factors. The foremost among these are access to education and opportunities for skill development. The solution lies in creating awareness among workers about their legal rights and duties and by providing them adequate opportunities to upgrade their skill levels. The emphasis should be on effective enforcement of the Minimum Wages Act, 1948 and the Equal Remuneration Act,1976. Proper enforcement of these acts will create an enabling environment for women workers. Besides these protective measures, policies, which encourage education , skill development and training among women, also need to be given priority.

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CHAPTER-5 FINDINGS

&
RECOMMENDATIONS

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FINDINGS

They have proper medical aids facility for their employees. They have setup the fire control system. For the future benefit of employees they have maintain provident fund. There are 12 working hours in a day and they provide the half hour lunch time to the workers twice a day, but since its a 24*7 hour service, some employees remains ON DUTY. They have maintained proper ventilation system for the employees. They have provided labour as well as staff rooms to the workers. They have setup proper lightning system for the employees. Restaurant environment and flooring was attractive. They follow monthly salary basis. They provide proper and regular training to the employees .

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RECOMMENDATIONS Salary provided should be increased. Coordination is there, but cooperation should

be introduced in the management tool. Unity of command should be followed. Skills of employees should be improved and their full utilization should be done. Management should provide flexibility and understands the importance of balancing employees work and their personal life. Management should provide leave allowances.

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CHAPTER-6 LIMITATIONS

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These are the following limitations I found about the company while making the project: McDonald's is often the target of criticism for its menu, its expansion, and its business practices. What's wrong with McDonald's?, criticizing its environmental, health, and labor record. Mc job is defined as "a low-paying job that requires little skill and provides little opportunity for advancement". McDonald's uses its political influence to increase its profits at the expense of people's health and the social conditions of its workers. The book also brought into question McDonald's advertisement techniques in which it targets children. It has been alleged that the use of popular toys by Mc donalds encourages children to eat more McDonald's food, thereby contributing to many children's health problems, including a rise in obesity. (PETA), continues to pressure McDonald's to change its animal welfare standards, in particular the method their suppliers use of slaughtering chickens.

Following are the problems faced while making this project report: 100% response rate was not found from the respondents. Some extent of biasness was found because of their loyalty towards their work place while answering the questions. Lack of interest of the respondent was one of the major problems. The geographic extent of this study was limited to the Delhi and NCR market only. The time duration of the project acted as another impediment and so the size of the survey was limited to 40 respondents only.

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