A STUDY ON EMPLOYEES WELFARE OF INFOPLUS

TECHNOLOGIES PRIVATE LIMITED

Submitted in partial fulfillment of the requirements for the award of

MASTER OF BUSINESS ADMINISTRATION

by

KARTHIK.R
Register No.41410163

SCHOOL OF MANAGEMENT STUDIES

SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY
(DEEMED TO BE UNIVERSITY)
Accredited with Grade “A” by NAAC I 12B Status by UGC I Approved by AICTE
JEPPIAAR NAGAR, RAJIV GANDHI SALAI, CHENNAI - 600 119

APRIL 2023
 SCHOOL OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that this Project Report is the bonafide work of GOKULNATH.G
40410211 who carried out the project entitled “A Study on employees welfare
activities of info plus technologies” under my supervision from January 2023 to
March 2023.

Dr. K. SANTHANALAXMI MBA., PH.D ALLWIN R

Internal guide External guide

Dr. BHUVANESWARI. G
Dean – School of Management Studies

Submitted for Viva voce Examination held on_____________________

Internal Examiner External Examiner

 DECLARATION

I KARTHIK.R (41410163) hereby declare that the Project Report entitled “A Study
on employees welfare activities of info plus technologies” done by me under
the guidance of DR.K. SANTHANALAXMI MBA., PH. D is submitted in partial
fulfillment of the requirements for the award of Master of Business Administration
degree.

DATE:

PLACE: KARTHIK.R
 ACKNOWLEDGEMENT

I am pleased to acknowledge my sincere thanks to Board of Management of

SATHYABAMA for their kind encouragement in doing this project and for
completing it successfully. I am grateful to them.

I convey my sincere thanks to Dr. G. Bhuvaneswari, M.B.A., Ph.D., Dean -

School of Management Studies and Dr. A. Palani, M.Com., M.Phil., M.B.A.,
Ph.D., Head - School of Management Studies for providing me necessary
support and details at the right time during the progressive reviews.

I would like to express my sincere and deep sense of gratitude to my Project

Guide Dr.K. Santhanalaxmi for her valuable guidance, suggestions and
constant encouragement paved way for the successful completion of my project
work.

I wish to express my thanks to all Teaching and Non -teaching staff members of
the School of Management Studies who were helpful in many ways for the
completion of the project.

KARTHIK.R
 TABLE OF CONTENTS

CHAPTER
TITLE PAGE NO.
NO.
ABSTRACT (i)
LIST OF TABLES (iii)
LIST OF CHARTS (iv)
INTRODUCTION
1.1. Introduction 1-2
1.2. Industry Profile 2-3
1.3. Company Profile 3-4
1
1.4. Statement of the problem 4
1.5. Objectives of the Study 4
1.6. Need for the study 4
1.7. Scope & Significance of the study 5
1.8. Limitations of study 5
REVIEW OF LITERATURE
2
2.1 Review of Literature 6-12
RESEARCH METHODOLOGY

3.1 Methodology 13
3.2. Research Design 13
3.3. Sources of Data 14
3 3.4. Questionnaire Development 14
3.5. Sample Size 14
3.6. Period Of Study 14
3.7. Profile area of the Study 14
3.8. Hypothesis 14
DATA ANALYSIS AND INTERPRETATION
4.1 Percentage Analysis 16-36
4
4.2. Regression Analysis 37
4.3. Correlation Analysis 38
4.4. Chi-square 39
5 FINDINGS, SUGGESTIONS AND CONCLUSION
5.1. Findings of the Study 40-41
5.2. Suggestions & Recommendations 41
5.3. Conclusion 42
REFERENCES 43-46
ANNEXURE I – QUESTIONNAIRE 47-49
ANNEXURE II – RESEARCH ARTICLE 50-56
 ABSTRACT

The purpose of the research paper is to decide how to investigate employee welfare
measures. An organization's most precious asset is its workforce. The term
"employee welfare" refers to all actions taken by an employer for the benefit or
comfort of its employees, including the provision of services, facilities, and perks.It
is carried out to increase productivity and motivate workers. The goals of knowing
employee welfare are to enhance working-class life, promote the total development
of the employee's personality, and other things. Housing options, free medical care,
retirement benefits, children's and adults' educational perks, welfare programmes
for the employee's families, loan options, etc. are just a few of the employee welfare
amenities. The type of research methodology used is descriptive. Primary data is
gathered using questionnaires as the data collection tool. 110 participants in the
study were gathered. In any kind of organization, the welfare of the employees is
crucial. The majority of employees are motivated by feedback, which helps them
work more productively. The study sheds information on how welfare policies affect
workers' productivity
 LIST OF TABLES
TABLE NO. PARTICULARS PAGE NO.
4.1.1 MARITAL STATUS 16
4.1.2 GENDER OF THE RESPONDENTS 17

4.1.3 EDUCATION QUALIFICATION OF 18

RESPONDENT
4.1.4 YEARS OF WORKING EXPERIENCE 19

4.1.5 WORKING ENVIRONMENT OF THE 20

ORGANIZATION
MEDICAL BENEFITS PROVIDED BY THE
4.1.6 ORGANIZATION FOR THE EMPLOYEES 21
AND THEIR FAMILIES
4.1.7 MATERNITY LEAVE TO A FEMALE 22
EMPLOYEE
4.1.8
WORKING HOURS OF THE 23
ORGANIZATION
4.1.9
SITTING ARRANGEMENT OF THE 24
ORGANIZATION

4.1.10 CONVEYANCE ALLOWANCE OFFERED 25

BY THE ORGANIZATION
4.1.11 OVERTIME ALLOWANCE OFFERED BY 26
THE ORGANIZATION
4.1.12 LEAVE POLICY OF THE ORGANIZATION 27
4.1.13 REGULAR INCREMENTS 28

4.1.14 ORGANIZATION OFFERS SUFFICIENT 29

NUMBER OF RESTROOMS
4.1.15 RESTROOM AND LUNCHROOM FACILITY 30
TO THE EMPLOYEES
4.1.16 CRECHE FACILITY 31

4.1.17 COMPANY TAKE CARE OF EMPLOYEES 32

WORKING IN NIGHT SHIFT
4.1.18 ORGANIZATION GIVE YOU A FEELING 33
OF SECURITY
4.1.19
COMPANY TAKES SAFETY MEASURES 34
FOR EMPLOYEE SAFETY

4.1.20 FEELING OF SAFETY AND IMPROVE 35

YOUR PERFORMANCE
OVERALL SATISFACTION WITH
4.1.21 EMPLOYEE WELFARE ACTIVITY OF THE 36
ORGANIZATION
 LIST OF CHARTS
CHARTS NO. PARTICULARS PAGE NO.
4.1.1 MARITAL STATUS 16

4.1.2 GENDER OF THE RESPONDENTS 17

4.1.3 EDUCATION QUALIFICATION OF 18

RESPONDENT
4.1.4 YEARS OF WORKING EXPERIENCE 19

4.1.5 WORKING ENVIRONMENT OF THE 20

ORGANIZATION
MEDICAL BENEFITS PROVIDED BY THE
4.1.6 ORGANIZATION FOR THE EMPLOYEES AND 21
THEIR FAMILIES
4.1.7 MATERNITY LEAVE TO A FEMALE 22
EMPLOYEE
4.1.8 WORKING HOURS OF THE ORGANIZATION 23

4.1.9 SITTING ARRANGEMENT OF THE 24

ORGANIZATION
4.1.10 CONVEYANCE ALLOWANCE OFFERED BY 25
THE ORGANIZATION
4.1.11 OVERTIME ALLOWANCE OFFERED BY THE 26
ORGANIZATION
4.1.12 LEAVE POLICY OF THE ORGANIZATION 27
4.1.13 REGULAR INCREMENTS 28

4.1.14 ORGANIZATION OFFERS SUFFICIENT 29

NUMBER OF RESTROOMS
4.1.15 RESTROOM AND LUNCHROOM FACILITY TO 30
THE EMPLOYEES
4.1.16 CRECHE FACILITY 31

4.1.17 COMPANY TAKE CARE OF EMPLOYEES 32

WORKING IN NIGHT SHIFT
4.1.18 ORGANIZATION GIVE YOU A FEELING OF 33
SECURITY
4.1.19 COMPANY TAKES SAFETY MEASURES FOR 34
EMPLOYEE SAFETY
4.1.20 FEELING OF SAFETY AND IMPROVE YOUR 35
PERFORMANCE
4.1.21 OVERALL SATISFACTION WITH EMPLOYEE 36
WELFARE ACTIVITY OF THE ORGANIZATION
 CHAPTER-1

INTRODUCTION

1.1 INTRODUCTION:
Employee welfare is a term including various services, benefits and facilities offered
to employees by the employers. The welfare measures need not be monetary but in
any kind forms. This includes items such as allowances, housing, transportation,
medical insurance and food. Employee welfare also includes monitoring of working
conditions, creation of industrial harmony through infrastructure for health, industrial
relations and insurance against disease, accident and unemployment for the
workers and their families. Through such generous benefits the employer makes life
worth living for employees Welfare includes anything that is done for the comfort
and improvement of employees and is provided over and above the wages. Welfare
helps in keeping the morale and motivation of the employees high to retain the
employees for longer duration. The welfare measures need not be in monetary
terms only but in any kind forms.
Programmes and efforts that businesses implement to improve their employees'
well-being are referred to as employee welfare activities. The goals of these
initiatives are to promote the physical, emotional, and social wellbeing of employees
while also ensuring a safe and healthy work environment. The organization's varied
initiatives to make sure that its employees are happy and motivated to work in a
favorable work environment are collectively known as the employee welfare
activities. The goal of these welfare programmes is to foster goodwill among the
organization's management and its workforce. Employee welfare initiatives, their
significance, and how they affect both employee happiness and organizational
performance will all be covered in this article. Activities promoting employee welfare
are important. On the other side, voluntary welfare programmes are those that
businesses offer to improve employee wellbeing but which are not required by law.
staff wellness programmes, staff development programmes, employee engagement
programmes, and employee recognition programmes are just a few examples of the
efforts that can be included in these welfare activities. These welfare initiatives aim
to improve workers' social, emotional, and physical wellbeing while also fostering a
supportive work environment. Any organization must prioritise employee wellbeing
initiatives, and this is no different in the world of information technology. Given the
demanding work environment and lengthy hours, it is critical to guarantee that
employees have the assistance and advantages they require to preserve their bodily
and emotional wellbeing. Health insurance, paid time off, flexible work schedules,
wellness programmes, and employee support programmes are some examples of
frequent welfare services offered by IT firms. In order to aid staff in reducing stress
and preserving a healthy work-life balance, many organisations also provide on-site
gyms, cafeterias, and leisure rooms. IT businesses also make significant
investments in employee training and development programmes, giving their staff
members chances to advance their abilities. To aid employees in advancing their
careers, they may also provide mentorship programmes, leadership development
initiatives, and career development resources.The overall objective of employee
welfare initiatives in the IT sector is to foster a healthy work environment that
supports employees' health, happiness, and professional development. Companies
can recruit and keep top talent by making investments in their employees' well-
being, which will enhance productivity, innovation, and success.
1.2. INDUSTRY PROFILE
The creation, installation, and mainten ance of computer software, hardware, and
networks are the focus of the IT industry, commonly referred to as the information
technology industry. Due to its ability to give corporations, governments, and
individuals the tools and technology they need to communicate, process data, and
make educated decisions, the IT sector is vital in determining how modern
civilization will develop. Hardware, software, services, and telecommunications are
the four core divisions of the IT industry. The creation and manufactu ring of
computer hardware, such as servers, desktops, laptops, and mobile devices, falls
under this category. The creation and distribution of operating systems, software
programmes, and other digital goods fall under the software category. The category
of services covers outsourcing, support, and consulting services for IT. The creation
and upkeep of communication networks, including the internet and mobile networks,
falls under the telecommunications category.The ongoing innovation and
technology developments that drive the IT business make it one of the most dynamic
and quickly changing industries in the entire globe. As a result, the market is
extremely competitive and evolving, with new goods and services being released
each. The widespread use of cloud computing, which enables businesses to store
and process data on remote servers rather than on local hardware, is one of the key
factors driving growth in the IT sector. New business models and services like
Software-as-a-Service (SaaS), Platform-as-a-Service (PaaS), and Infrastructure-
as-a-Service (IaaS) have been made possible thanks to this technology. These
cloud-based services, which offer greater flexibility, scalability, and cost-
effectiveness, have completely changed the way businesses operate.The
importance of cybersecurity is another significant trend in the IT sector. The risk of
cyberattacks has increased tremendously as more organisations and people rely on
digital technologies to store and process sensitive information. As a result, new
cybersecurity goods and services, like firewalls and antivirus software. The
generation of jobs and economic growth are both crucial components of the IT
sector. By 2029, the US Bureau of Labour Statistics predicts that the IT sector would
add more than 500,000 new positions, with a median annual income of more than
$90,000. Additionally, the industry generates a large number of indirect jobs in allied
industries like customer service, sales, and marketing. In conclusion, the IT sector
is a dynamic, quickly expanding sector that has a significant influence on the
development of contemporary society. The industry offers several potential for
startups, business owners, and existing players to develop new goods and services
that enhance how we live and work because of ongoing innovation and technology
improvements. The IT sector will continue to be a key driver of economic growth and
job creation as the globe gets more and more digitised, with new technologies and
business models emerging every year.
1.3. COMPANY PROFILE
Info Plus is an international IT Company based in India, that offers web design,
software development, mobile apps and SEOservices.Infoplus Technologies UK
Limited is a global IT services company focusing on Enterprise solutions and
integration services consulting (SAP/Oracle), MRO Master Data Management,
software development, product solutions for education segment, and IT consulting
services offering outsourcing solutions to enterprises worldwide. Since inception in
2000, Infoplus has focused on a principle to maximize output for its clients and
partners through cost-savings, enhanced productivity and quality
As an end-to-end IT Service provider, we have the privilege of growing with our
clients, partners, and employees. It is really a source of utmost pleasure to see
that our company has grown organically over the last two decades by religiously
practicing our core values. Some of the interesting facts include.
Mission
Provide visible positive contribution to the client's IT growth strategy.
Vision
Build the best IT product and service, use innovation in engineering and
development, implement the highest standards of quality and ethical practices
1.4. STATEMENT OF THE PROBLEM
Employee welfare programmes boost the physical and mental health of employees
and provide a secure work environment. In addition, housing, health care,
educational opportunities, and recreational amenities for employees' families
contribute to improve living conditions. Staff may focus more intently on their work,
which boosts productivity. Healthcare services enable employees to maintain a
steady workforce. Employees are engaged in their work and have a strong sense of
commitment to it. Employee wellness programmes boost organizational efficiency
and foster positive working relationships, helping to keep the workplace peaceful
1.5. OBJECTIVES OF THE STUDY
This project is designed mainly to identify and evaluate the employee's satisfaction
level towards Info plus technologies
1.5.1 Primary objective:
1. To study the existing welfare facilities provided to the employees.
2. To know the employee's opinion about the present welfare facilities.
3. To study the satisfaction of workers towards the present welfare facilities.
1.6. NEED FOR STUDY

To know that whether welfare facilities play an important role on the working of
employees, and to know the employees are dissatisfied welfare facilities will help
them to get motivated. Employees play an important role in the industrial production
of the country. Hence, organizations have to secure the cooperation of employees
in order to increase the production and to earn higher profits. The cooperation of
employees is possible only when they are fully satisfied with their employer and the
working conditions on the job. In the past, industrialists and the employers believed
that their only duty towards their employees was to pay them satisfactory wages and
salaries.
1.7. SCOPE & SIGNIFICANCE OF THE STUDY

This study aims to find out the satisfaction of the employees, whether the company
is providing necessary health, safety and welfare measures in IT industry. The scope
of the current study named” Employee welfare measures” is limited only to IT
Industires. This study helps to improve the performance of the Human resource
management department
1.8. Limitations of study
• The study is confined to the I nfoplus Technologies
• The study is based on the employee's welfare activities
• The data collected for the research is fully on primary data given by the
respondents. There is chance for personal bias. So, the accuracy is not true
 CHAPTER 2
REVIEW OF LITERATURE
• Abayomi, O. J., Aluko, A. O., & Adeyemi, S. L. (2022). Employee welfare
and organizational performance: Empirical evidence from selected
manufacturing firms in Nigeria. Journal of Management and Strategy, 13(2),
34-44
• Asamoah, E., & Boateng, R. (2021). The impact of employee welfare on job
satisfaction and organizational commitment: A case of selected SMEs in
Ghana. Journal of Business and Entrepreneurship Development, 5(1), 1-10.
• Oduro, A., Boateng, P., & Agyei, S. K. (2020). The effect of employee
welfare on employee retention: A case study of selected hotels in Ghana.
Journal of Human Resource Management, 8(1), 11-21.
• Obiegbu, J. O., & Nwachukwu, S. C. (2019). Employee welfare and
organizational performance: Evidence from selected manufacturing firms in
Nigeria. Journal of Business and Management, 21(1), 51-61.
• Abugre, J. B., Kordzadeh, N., & Kamal, A. (2019). Employee welfare and
organizational performance: A case study of selected manufacturing firms in
Ghana. International Journal of Business and Economic Affairs, 4(2), 23-32.
• (Meng & Berger, 2019) Consistent with the previous opinion, Gage and
Berliner (1992) consider motivation as the engine and the steering wheel of
a car, as they believe that motivation generates the energy and controls the
behavior of any person. Because, if we discover and understand what
motivates an employee, we will then be able to know the correct button to
press to make him work harder, the correct levers to drag to make him change
his behavior, and the correct rewards that can be used to direct his attitudes
• Khan, A. B., & Kamal, A. (2018). Impact of employee welfare programs on
employee satisfaction: A study of selected public sector organizations in
Pakistan. Journal of Business and Management Sciences, 6(4), 104-112.
• Idris, A., & Yusoff, R. M. (2018). The impact of employee welfare programs
on employee job satisfaction: A study of selected hotels in Kuala Lumpur,
Malaysia. Journal of Tourism, Hospitality and Environment Management,
3(9), 48-57.
• Kibicho, W., & Waweru, N. M. (2018). Effect of employee welfare programs
on employee job satisfaction: A case of selected tea processing firms in
 Kericho County, Kenya. International Journal of Human Resource Studies,
8(3), 120-132
• Adebayo, A. O., Abiola, J. O., & Adebayo, G. M. (2017). Impact of
employee welfare on organizational performance: Evidence from Nigerian
Banking sector. European Journal of Business and Management, 9(23), 32-
40
• S. Ram and S. Yadav (2017) Employee welfare and organizational culture:
a review of literature" investigates the relationship between employee welfare
and organizational culture.
• R. K. Vohra et al. (2016) Employee welfare practices and organizational
performance: a review of literature" explores the impact of employee welfare
practices on organizational performance
• S.R. Singh and S. Yadav (2016) The impact of employee welfare programs
on employee engagement: a review of literature" explores the impact of
employee welfare programs on employee engagement.
• R. V. Narasimha et al. (2016) Employee welfare: a review of literature"
explores the various dimensions of employee welfare and its impact on job
satisfaction and productivity.
• A. Zaman and S. Rahman (2016) Employee welfare and organizational
performance: a literature review" by provides a comprehensive analysis of
the relationship between employee welfare and organizational performance
• Ravi & Raja (2016) Labor Welfare Measures prove to be an important factor
when compared to the other factors in the organization. When these
measures are not provided to the fullest extent the workers self-interest and
motivation decreases and their dedication to the work may declines. So, the
task of the personnel manager becomes challenging, and it imposes him to
introduce the various employee welfare measures in the organization. These
measures operate to neutralize the harmful effects to large scale
industrialization and urbanization. Thus, these measures an organization are
one of the factors for the workers to stay within the organization and to work
towards success of the organization and this has been evident in this
organization.
• S. Singh and S. Singh (2015) The impact of employee welfare on employee
motivation: a review of literature" examines the impact of employee welfare
on employee motivation.
• B. K. Ravi et al. (2015) Employee welfare and job satisfaction: a review of
literature" byexamines the impact of employee welfare on job satisfaction.
Dinoka Perera (2015) conference paper made the title of “The impact of
welfare on job satisfaction among non -managerial employees”, study says
that in today‟s competitive world every company facing the challenge like,
how to reach peak level, if employees do not give full commitment to achieve
organizational objectives. Satisfaction is the main concept in human
Resource Management. Employees and employers are the assets of the
company. So, companies have to adopt, update and provide welfare facilities
to its employees and finally take responsibilities of its employees. That helps
to attract new employees and retain existing employees.
• K. V. Muthukumar and V. P. Prabhu (2014) Employee welfare practices and
employee retention: a review of literature by evaluates the relationship
between employee welfare practices and employee retention
• Dr.Usha Tiwari Vol.3(11) (2014): Made the title of “A Study on employee
welfare facilities and its impact on employee efficiency”. If company providing
facilities by state government rules and regulations, they have to continue
that, may result in increase in the productivity of the organization and
satisfaction level of the employees
• (Ernst & Young, 2014). Lack of such welfare benefits not only de-motivate
employees, but also results in a high rate of employee turnover, and overall
efficiency and performance of the non -academic staff in private universities
• K Lalitha, T Priyanka ,2014 The present study is made an attempt to identify
the employee welfare measures adopted in IT industry. Employee welfare
means anything done for the comfort and improvement of the employees over
and above the wages paid which is not a necessity of the industry The basi c
purpose of employee welfare is to enrich the life of employees and keep them
happy Employees spend at least half their time at work or getting to it,or
leaving it.
• Rajkur(2014) among all, human being is the finest one, who needs skills,
talents, attitudes, motivation, career planning and to deliver goods and
services in time with the facilities of Labor Welfare Measures and Social
 Security. Employees are highly perishable, which need constant welfare
measures for their up gradation and performance in this field. In India, service
sector is a leading sector, which generates more employment, needs welfare
measures for their improvement. The welfare facilities help to motivate and
retain employees. Most of the welfare facilities are methods of hygienic
among workers are motivated by providing welfare measures. This ensures
employee satisfaction result in increased efficiency
• Lalitha (2014) Human resource plays an important role in any organization.
employee welfare facilities are concern to this department, if the employee
happy with welfare facilities, then only the productivity of that organization
can be increased. Based on the study of Employee Welfare Facilities in IT
industry the companies are very keen in the promoting all the welfare facilities
provided by IT industries
• B. Goyal and S. Bagga (2013) Employee welfare and organizational
commitment: a review of literature" investigates the effect of employee
welfare programs on organizational commitment
• KT Srinivas: (2013) made the title of “A study on employee welfare facilities
and its impact on job satisfaction”. The study says that how the company
providing facilities and how it improves the satisfaction level of the employees
and understands that what are facilities are company adopted to improve the
welfare of the employees
• Kuria (2012) examined the effects of employee welfare programmes on job
satisfaction of employees within the flower industry in Kenya. The study
revealed that the effects of employeewelfare programmes on job satisfaction
of employees in organizations within the flower industry in Kenya, a case of
Sueka Firm. In addition, the study established how equitable rewards,
involving employees in decision making, career development opportunities,
health and safety and good HR policies and practices contributed to job
satisfaction.
• (Harika, 2012). The success of the employees’ welfare programmes
depends on the approach which the organization has considered. An
organization should have a policy that guides provision of such welfare
programmes to employees which include medical facilities, sanitary,
accommodation of workers, amenities and industrial social security
 measures, training and education facilities, HIV and AIDS risk reduction and
counselling
• Business & market (2009) analyzed that the “welfare” is a broad concept
referring to a state of living of an individual or group, in a desirable
relationship with the total environment - ecological, economic and social.
• (Mishra & Bhagat, 2007) Employee welfare programmes in both developed
and developing society have an impact not only on the workforce but also on
the facets of human resources. Welfare schemes should be implemented by
all the organisations, whether public sector or private sector and industrial or
service sector, as it raises the morale of employees, reduce the risk and
insecurity, eliminates absenteeism, and improves the quality of living, which
would go a long way in achieving the goals of an organization.
• Analoui (2007), Moreover, motivation can influence managers‟
effectiveness as, according to motivation is one of the parameters of
managerial effectiveness.
• Maruthamuthu k, (2003), has observed that the overall impression is that an
atmosphere of satisfaction prevails on campus, but there is scope for
improvements in certain area like recreation facilities, and bonus. With
implementation of innovative schemes and improvements, better labour-
management relationship may be established and maintained in future.
• P.R. China in 2003, Great expectations are being placed on firms to act with
increasing social responsibility, which is adding a new dimension to the role
of management and the vision of companies. They argue that social welfare
activities are strategic investments for firm. They can create intangible assets
that help companies overcome entry barriers, facilitate globalization, and
outcompete local rivals. They are simple contribution, topic contribution,
collaboration with non-profit organizations or government organizations, and
establishment of corporation charity fund. Future research on corporate
citizenship would be strengthened in philanthropic strategy and
management.
• P.L. Rao, (2002) in his “Labour Legislation in the Making”, opines that
professional bodies like National Institute of Personnel Management should
constitute a standing committee to monitor the proceedings in the Parliament
regarding the labour welfare measures. A Study was Conducted that, For the
 quick transmission of messages relating to factory accidents, gas leaks, fires
and disasters in the area a broad network of office/ residential telephones is
an essential requisite for the Factory Inspector, the concerned Dy. Chief
Inspector of Factories, the Chief Inspector and from C.I.F.to higher authorities
• Thompson and McHugh (2002) Motivation is one of the most important
factors for any organizationit is one of the five factors that determine the
existence of any organization, as they put motivation on an equal footing with
men, money, machines, and morale.
• V. V. Giri National Labour Institute (2000), a fully funded autonomous body
of the Ministry of Labour, it was conducted action -oriented research and
provides training to grass root level workers in the trade union movement,
both in the urban and rural areas, and to officers dealing with industrial
relations, personal management, labour welfare, etc.
 CHAPTER 3
RESEARCH METHODOLOGY

3.1. METHODOLOGY:
Research methodology is mainly needed for the purpose of framing the research
process and the designs and tools that are to be used for the project purpose.
Research methodology helps to find the inventory management in pharmacy. This
research methodology is framed for the purpose of finding the A Study on
employee's welfare activities of info plus technologies
3.2. RESEARCH DESIGN:
Descriptive Research Design
Descriptive research design is a type of research design that is used to describe
and observe a particular phenomenon or behavior. This type of research design is
primarily concerned with answering questions such as "what," "when," "where," and
"how" rather than "why." Descriptive research aims to provide a comprehensive
understanding of the subject being studied by collecting and analyzing data through
various methods such as surveys, observations, and case studies.
3.3. SAMPLING TECHNIQUE:
Probability Sampling Method
Probability sampling is a sampling method where every member of the population
has an equal and known chance of being selected for the sample. This means that
each individual in the population has the same probability or chance of being chosen
for the sample as any other individual in the population.In probability sampling, the
selection of the sample is based on random selection methods such as simple
random sampling, stratified random sampling, cluster sampling, or systematic
sampling.
3.4. SOURCES OF DATA:
Data collection is the term used to describe a process of preparing and collecting
data.
• Primary Data – Questionnaire given to employees of Infoplus technologies
3.5. STRUCTURE OF QUESTIONNAIRE:
Questionnaire was divided into two sections. First part was designed to know the
general information about employees and the second part contained the respondent
‘s satisfaction about welfare activities
3.6. SAMPLE SIZE:
Number of sampling size selected from employee is called the size of the sample.
Sample of 109 respondents were obtained from the company
3.7. PERIOD OF STUDY:
January 2023 - May 2023
3.8. LOCATION & TARGETED PEOPLE OF STUDY:
Perungudi Chennai & employees of the Info plus Technologies
3.9. HYPOTHESIS:
Null Hypothesis
A null hypothesis, denoted by H0, posits a negative statement to support the
researcher’s findings that there is no relationship between two variables or that any
findings are the result of mere chance.
Alternative Hypothesis
An alternative hypothesis, denoted by H1 or Ha, challenges the null hypothesis and
states that there is a relationship between the two variables of the study and that
the results are significant to the research topic.
3.10. TOOLS FOR ANALYSIS:
3.10.1. PERCENTAGE ANALYSIS
Research questions are always answered with a descriptive statistic: generally,
either percentage or mean. Percentage is appropriate when it is important to know
how many of the participants gave a particular answer. Generally, percentage is
reported when the responses have discrete categories.
Percentage of Respondents = (No of Respondents/Total no of respondents) x 100
3.10.2. REGRESSION ANALYSIS
Regression analysis is the mathematically measured correlation of a link between
two variables: the independent variable X and the dependent variable Regression
analysis evaluates how strongly related the two elements are to help you make
stronger business plans, decisions and forecasts
3.10.3 ANALYSIS USING KARL PEARSON'S CORRELATION
Correlation analysis is the statistical tool used to measure the degree to which
two variables are linearly related to each other.Correlation measures the degree
of association between two variables.
3.10.4 CHI-SQUARE ANALYSIS
The Chi-Square test is a statistical procedure for determining the difference
between observed and expected data.This test can also be used to determine
whether it correlates to the categorical variables in our data. It helps to find out
difference between two categorical variables is due to chance or a relationship
between them.
 CHAPTER 4
DATA ANALYSIS AND INTERPRETATION

4.1. PERCENTAGE ANALYSIS

4.1.1. Marital status of Respondents
Table indicating marital status
MARITAL NO. OF
S.NO PERCENTAGE
STATUS RESPONDENTS
1. Married 44 40.4
2. Unmarried 65 59.6
TOTAL 109 100.00
Source: Primary data.

Chart 4.1.1: Chart represents marital status

Interpretation
From the above table it is interpreted that the number of respondents 40.4% were
married and 59.6% were unmarried
Inference
Majority (59.6%) of the respondents are unmarried
4.1.2 Gender of the respondents
Table indicating gender

GENDER OF
NO. OF
S NO THE PERCENTAGE
RESPONDENT
RESPONDEN

1. Male 69 63..3
2. Female 40 36.7

TOTAL 109 100.00

Source: Primary data

Chart 4.1.2: Gender of the respondents

Interpretation
From the above table it is interpreted that the number of male respondents is 63.3%
and female respondent is 36.7%
Inference
Majority (63.3%) of the respondents are male
4.1.3 Eduation qualification of the respondents
Table indicating education qualification
S NO EDUCATION NO. OF PERCENTAGE
QUALIFICATION RESPONDENTS

1. Undergraduate 70 64.2

2. Postgraduate 39 35.8
TOTAL 109 100
Source: Primary data

chart 4.1.3: Education qualification of respondent

Interpretation
From the above table it is interpreted that the number of undergraduate respondents
is 64.2% and post graduate respondent is 34.8%.

Inference
Majority (64.2%) of the respondents are undergraduate
4.1.4 working experience of respondents
Table indicating years of working experience
S.NO YEARS OF NO. OF PERCENTAGE
EXPERIENCE RESPONDENTS
1. 0-5 years 56 51.4
2. 5-10 years 35 32.1
3. 10-15 years 9 8.3
4. More than 15 years 9 8.3
TOTAL 109 100.00
Source: Primary data

Chart 4.1.4: Years of working experience

Interpretation
From the above table it is interpreted that the number of respondents 0-5 years of
experienced respondents are 51.4%, 5-10 years of experienced respondents are
32.1%,10-15 years of experienced respondents are 8.3%, more than 15 years of
respondents are 8.3%
Inference
Majority (51.4%) of the respondents are 0-5 years of working experience
4.1.5 working environment of the organization of respondents
Table indicating working environment of the organization
S I NO WORKING NO OF PERCENTAGE
ENVIRONMENT OF RESPONDENT
THE ORGANIZATION
1 Highly satisfactory 39 35.8
2 satisfactory 56 51.4
3 Neutral 11 10.1
4 Dissatisfactory 3 2.8
5 Highly dissatisfactory 0 0

TOTAL 109 100

Source: Primary data.

Charts 4.1.5: working environment of the organization

Interpretation
From the above chart 35.8% are Highly satisfied,51.4% of the respondents are
satisfied,10.1% of the respondents are neutral,2.8% of the respondents are
dissatisfied and 0% of the respondents are highly dissatisfied
Inference
Majority of 51.4% are satisfied towards working environment of the organization
4.1.6 Medical benefits provided by the organization of respondents
Table indicating medical benefits provided by the organization for the
employees and their families
S I NO MEDICAL BENEFITS NO OF PERCENTAGE
PROVIDED BY THE
RESPONDENTS
ORGANIZATION FOR
THE EMPLOYEES AND
THEIR FAMILIES
1 Highly satisfactory 53 48.6
2 satisfactory 33 30.3
3 Neutral 21 19.3
4 Dissatisfactory 2 1.8
5 Highly dissatisfactory 0 0
TOTAL 109 100

Source: Primary data

chart 4.1.6 Medical benefits provided by the organization for the employees
and their families
Interpretation
From the above table it is interpreted that 48.6% of the respondents are highly
satisfactory,30.3% of the respondents are satisfactory,19.3% of the respondents are
neutral 1.8% of the respondents are dissatisfactory and 0% of the respondents are
highly dissatisfactory
Inference
Majority of the respondents (48.6%) highly satisfied towards medical benefits
provided by the organization for the employees and their families
4.1.7: Maternity leave of respondents
Table indicating maternity leave to a female employee
SI NO MATERNITY LEAVE TO NO OF PERCENTAGE
FEMALE EMPLOYEE RESPONDENT
1 Yes 105 96.3
2 No 4 3.7
TOTAL 109 100
Source: Primary data

chart 4.1.7 maternity leave to a female employee

Interpretation
From the above chart 96.3% of them responded yes and 3.7% of them responded
No
Inference
Majority of the respondents (96.3%) of them responded yes
4.1.8 working hours of the organization of respondents
Table indicating working hours of the organization
S I NO WORKING HOURS NO OF PERCENTAGE
OF AN
RESPONDENTS
ORGANIZATION
1 Highly satisfactory 35 32.1
2 satisfactory 48 44
3 Neutral 23 21.1
4 Dissatisfactory 3 2.8
5 Highly dissatisfactory 0 0
TOTAL 109 100
Source: Primary data

chart 4.1.8 working hours of the organization

Interpretation
From the above chart 32.1% are Highly satisfied,44% of the respondents are
satisfied,21.1% of the respondents are neutral,2.8% of the respondents are
dissatisfied and 0% of the respondents are highly dissatisfied
Inference
Majority of (44%) of them responded satisfied towards working hours of the
organization
4.1.9 Sitting arrangements of respondents
Table indicating sitting arrangement of the organization
S I NO SITTING NO OF PERCENTAGE
ARRANGEMENT OF
RESPONDENTS
THE ORGANIZATION
1 Highly satisfactory 41 37.6
2 satisfactory 46 42.2
3 Neutral 18 16.5
4 Dissatisfactory 4 3.7
5 Highly dissatisfactory 0 0
TOTAL 109 100
Source: Primary data

Chart 4.1.9 sitting arrangement of the organization

Interpretation
From the above chart 37.6% are Highly satisfied,42.2% of the respondents are
satisfied,16.5% of the respondents are neutral,3.7% of the respondents are
dissatisfied and 0% of the respondents are highly dissatisfied
Inference
Majority of (42.2%) of the respondents are responded satisfied
4.1.10 Conveyance allowance of respondents
Table indicating conveyance allowance offered by the organization
S I NO CONVEYANCE NO OF PERCENTAGE
ALLOWANCE
RESPONDENTS
OFFERED BY THE
ORGANIZATION
1 Highly satisfactory 34 31.6
2 satisfactory 61 46.8
3 Neutral 21 19.3
4 Dissatisfactory 3 2.8
5 Highly 0 0
dissatisfactory
TOTAL 109 100
Source: Primary data

Chart 4.1.10 conveyance allowance offered by the organization

Interpretation
From the above chart 31.6% are Highly satisfied,46.8% of the respondents are
satisfied,19.3% of the respondents are neutral,2.8% of the respondents are
dissatisfied and 0% of the respondents are highly dissatisfied
Inference
Majority of (46.8%) of the respondents are responded satisfied
4.1.11 Overtime allowance of respondents
overtime allowance offered by the organization
S I NO OVERTIME NO OF PERCENTAGE
ALLOWANCE
RESPONDENTS
OFFERED BY THE
ORGANIZATION
1 Highly satisfactory 40 36.7
2 satisfactory 44 40.4
3 Neutral 20 18.3
4 Dissatisfactory 4 3.7
5 Highly dissatisfactory 1 0.9
TOTAL 109 100
Source: Primary data

Chart 4.1.11 overtime allowance offered by the organization

Interpretation
From the above table it is interpreted that 36.7% of the respondents are highly
satisfactory,40.4% of the respondents are satisfactory,18.3% of the respondents are
neutral 3.7% of the respondents are dissatisfactory and 0.9% of the respondents
are highly dissatisfactory
Inference
Majority of the respondents (40.4%) satisfied
4.1.12 Leave policy of respondents
Table indicating leave policy of the organization
S I NO LEAVE POLICY OF THE NO OF PERCENTAGE
ORGANIZATION
RESPONDENTS

1 Highly satisfactory 41 37.6

2 satisfactory 40 36.7
3 Neutral 24 22
4 Dissatisfactory 3 2.8
5 Highly dissatisfactory 1 0.9
TOTAL 109 100
Source: Primary data

chart 4.1.12 leave policy of the organization

Interpretation
From the above table it is interpreted that 37.6% of the respondents are highly
satisfactory,36.7% of the respondents are satisfactory,22% of the respondents are
neutral 2.8% of the respondents are dissatisfactory and 0.9% of the respondents
are highly dissatisfactory
Inference
Majority of the respondents (37.6%) satisfied on leave policy
4.1.13 Regular increments of the respondents
Table indicating regular increments
SI NO REGULAR NO OF PERCENTAGE
INCREEMENTS RESPONDENTS
1 Yes 90 82.6
2 No 19 17.4
TOTAL 109 100.00
Source: Primary data

Chart 4.1.13 indicating regular increments

Interpretation
From the above chart 82.6% of them responded yes and 17.4% of them responded
No
Inference
Majority of the respondents (82.6%) of them responded yes towards regural
increment
4.1.14 Organization offers sufficient number of restrooms of respondents
Table indicates organization offers sufficient number of restrooms
SI NO SUFFICIENT NO OF PERCENTAGE
NUMBER OF RESPONDENTS
RESTROOMS
1 Yes 98 89.9
2 No 11 10.1
TOTAL 109 100.00
Source: Primary data

Chart 4.1.14 Table indicates organization offers sufficient number of

restrooms
Interpretation
From the above chart 89.9% of them responded yes and 10.1% of them responded
no
Inference
Majority of the respondents (89.9%) of them responded yes towards sufficient
number of restrooms
4.1.15 Restroom and Lunchroom facility of respondents
Table indicates restroom and lunchroom facility to the employees
S I NO RESTROOM AND NO OF PERCENTAGE
LUNCHROOM
RESPONDENTS
FACILITY TO THE
EMPLOYEES
1 Highly satisfactory 37 33.9
2 satisfactory 47 43.1
3 Neutral 23 21.1
4 Dissatisfactory 2 1.9
5 Highly dissatisfactory 0 0
TOTAL 109 100
Source: Primary data

Chart 4.1.15 indicates restroom and lunchroom facility to the employees

Interpretation
From the above table it is interpreted that 33.9% of the respondents are highly
satisfactory,43.1% of the respondents are satisfactory,21.1% of the respondents are
neutral 1.9% of the respondents are dissatisfactory and 0% of the respondents are
highly dissatisfactory
Inference
Majority of the respondents (43.1%) satisfied towards lunchroom and restroom
facility
4.1.16 Creche facility of respondents
Table indicates creche facility
SI NO CRECHE NO OF PERCENTAGE
FACILITY RESPONDENTS
1 Yes 98 89.9
2 No 11 10.1
TOTAL 109 100.00
Source: Primary data

Chart 4.1.16 indicates creche facility

Interpretation
From the above chart 89.9% of them responded yes and 10.1% of them
responded No
Inference
Majority of the respondents (89.9%) of them responded yes towards creche facility
4.1.17 care of employees working in night shift of respondents
Table indicates take care of employees working in night Shift
SI NO TAKE CARE OF EMPLOYEES NO OF PERCENTAGE
WORKING IN NIGHT SHIFT RESPONDENTS
1 Yes 105 96.3
2 No 4 3.7
TOTAL 109 100.00
Source: Primary data

Chart 4.1.17 indicates care of employees working in night Shift

Interpretation
From the above chart 96.3% of them responded yes and 3.7% of them responded
No
Inference
Majority of the respondents (96.3%) of them responded yes towards care of
employess in night shift
4.1.18 organization give you a feeling of security of respondents
Table indicates organization give you a feeling of security
SI NO FEELING OF SECURITY NO OF PERCENTAGE
RESPONDENTS
1 Yes 98 89.9
2 No 11 10.1
TOTAL 109 100.00
Source: Primary data

Chart 4.1.18 organization give you a feeling of security

Interpretation
From the above chart 89.9% of them responded yes and 10.1% of them responded
No
Inference
Majority of the respondents (89.9%) of them responded yes towards feeling of
security
4.1.19 safety measures for employee safety of respondents
Table indicates safety measures for employee safety
SI NO SAFETY MEASURES FOR NO OF PERCENTAGE
EMPLOYEE SAFETY RESPONDENTS
1 Yes 102 93.6
2 No 7 6.4
TOTAL 109 100.00
Source: Primary data

e
Chart 4.1.19 safety measures for employee safety
Interpretation
From the above chart 93.6% of them responded yes and 6.4% of them responded
No
Inference
Majority of the respondents (93.6%) of them responded yes
4.1.20 feeling of safety of respondents
Table indicates feeling of safety and improve your performance
SI NO FEELING OF SAFETY AND NO OF PERCENTAGE
IMPROVE YOUR RESPONDENTS
PERFORMANCE
1 Yes 105 95.4
2 No 4 4.6
TOTAL 109 100.00
Source: Primary data

Chart 4.1.20 feeling of safety and improve your performance

Interpretation
From the above chart 95.4% of them responded yes and 4.6% of them responded
No
Inference
Majority of the respondents (95.4%) of them responded yes towards feeling of safety
and performance
4.1.21 overall employee's welfare activities of respondents
Table indicates overall employee's welfare activities
S I NO OVERALL EMPLOYEES' NO OF PERCENTAGE
WELFARE ACTIVITIES
RESPONDENTS

1 Highly satisfactory 42 38
2 satisfactory 50 46.3
3 Neutral 17 15.7
4 Dissatisfactory 0 0
5 Highly dissatisfactory 0 0
TOTAL 109 100
Source: Primary data

Chart 4.1.21 Table indicates overall employee's welfare activities

Interpretation
From the above table it is interpreted that 38% of the respondents are highly
satisfactory,48.3% of the respondents are satisfactory,15.7% of the respondents are
neutral, 0% of the respondents are dissatisfactory and 0% of the respondents are
highly dissatisfactory
Inference
Majority of the respondents (48.3%) satisfied on overall employee's welfare activities
4.2 REGRESSION ANALYSIS
Regression analysis for working hours of the organization and regural increment
H1 - there is significant relationship between regural increements
and working hours of the organization
H0 - there is significant relationship between regural increements
and working hours of the organization
Regression Analysis

Interpretation
The above table shows that the linear regression method was used, and it was
significant at p=0.20 and less than 0.05 and alternate hypothesis is rejected H0
the first table shows the first table shows R=.222 which is correlation between
the increments and the working hours of the organization the model summary
table shows R square = 0.49
4.3 ANALYSIS USING KARL PEARSON'S CORRELATION
Correlation for years of working experience and overall satisfaction of
employee's welfare activities of the organization
Null hypothesis (H0):
There is no positive correlation between the years of working experience
and overall welfare activity
Alternate hypothesis (H1):
There is positive relationship between the years of working experience
and overall welfare activity
Correlation

Interpretation
since r is positive there is positive relationship between the years of working
experience and overall welfare activity P=0.149 >0.05 and Null hypothesis
accepted
4.4 Chi-square test
Chi-square test for education qualification and years of working experience
H1 - there is significant relationship between education qualification
and years of working experience
H0 – there is no significant relationship between education qualification
and years of working experience
Chi-square Test

Interpretation
The result in the above table shows that there is the significant relationship
between education qualification and working experience as p=.101 which is
less than 0.05 this finding supports the hypothesis and so there is significant
relationship between the education qualifications of the respondents and
working experience
 CHAPTER 5

5.1. FINDINGS

• Majority (59.6%) of the respondents were unmarried.

• Majority (63.3%) of the respondents are male.
• Majority (64.2%) of the respondents are undergraduate
• Majority (51.4%) of the respondents are 0-5 years of working experience
• Majority of (51.4%) are satisfied towards working environment of the
organization
• Majority of the respondents (48.6%) highly satisfied towards medical benefits
provided by the organization for the employees and their families
• Majority of the respondents (96.3%) of them responded yes for maternity
leave
• Majority of (44%) of them responded satisfied towards working hours of the
organization
• Majority of (42.2%) of the respondents are responded satisfied towards sitting
arrangements of the organization
• Majority of (46.8%) of the respondents are responded satisfied towards
conveyance allowance
• Majority of the respondents (40.4%) satisfied towards overtime allowance
• Majority of the respondents (37.6%) satisfied on leave policy
• Majority of the respondents (82.6%) of them responded yes for regular
increment
• Majority of the respondents (89.9%) of them responded yes for sufficient no
of restrooms
• Majority of the respondents (43.1%) satisfied lunchroom and restroom facility
• Majority of the respondents (89.9%) of them responded yes for creche facility
• Majority of the respondents (96.3%) of them responded yes for care of
employees in night shift
• Majority of the respondents (89.9%) of them responded yes for feeling of
safety
• Majority of the respondents (93.6%) of them responded yes for safety
measures for employees
• Majority of the respondents (95.4%) of them responded yes for safety and
performance
• Majority of the respondents (48.3%) satisfied on overall employee's welfare
activities
5.2 SUGGESTIONS & RECOMMENDATIONS
Health and Wellness Programmes: To support employee health and wellbeing, give
activities like yoga, meditation, and exercise classes, as well as wholesome snacks
and beverages. You can also set up yearly physicals.
Professional Development Programmes: Set up workshops, seminars, and training
sessions to enable personnel advance their knowledge and abilities and advance
their careers.
Provide employees with flexible work options including work-from-home, flexible
work schedules, and condensed workweeks to help them balance their personal
and professional lives.
Promote employee camaraderie and strengthen teamwork by planning social and
recreational events like picnics, team-building exercises, and sporting competitions.
Through employee of the month awards, bonuses, and other incentives, recognise
and reward employees for their outstanding performance and accomplishments.
The organization should improve the restroom and lunchroom facility
some of the employees are not satisfied towards restroom and lunchroom
Facility should improve regular increments to employees

5.3 CONCLUSION
In this research it is conducted that overall responden ts are satisfied with the welfare
measure of employee’s performance method. The employees are aware about
security measures provided by the organization. Overall, the welfare measure of
employer’s performance method is designed well and is beneficial to th e employees
Therefore there is necessity of making some provision for improving the welfare
facility through that employees will become happy, employee's performance level
become increase. It leads to improve favorable effects of profitability and products
of the organization. At last, it can be concluded that the employee welfare facilities
provided by the company to employees are satisfied and it is commendable, but still
of scope is there for further improvement. So that efficiency, effectiveness and
productivity can be enhanced to accomplish the organizational goals.
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 QUESTIONNAIRE

1 Marital status?
Married
Unmarried
2 Gender?
Male
Female
3 Education qualification?
Undergraduate
Postgraduate
4 How many years you are working with this organization?
5 0-5 years
5-10 years
10-15 years
More than 15 years
6 how do you rate the working environment of the organization?
Highly satisfactory
Satisfactory
Neutral
Dissatisfactory
Highly Dissatisfactory
7 how do you rate the medical benefits provided by the organization for the
employees and their families?
Highly satisfactory
Satisfactory
Neutral
Dissatisfactory
Highly Dissatisfactory
8 does the company provide maternity leave to a female employee?
Yes
No
9 How do you rate the working hours of the organization?
Highly satisfactory
Satisfactory
Neutral
Dissatisfactory
Highly dissatisfactory
10 How do you rate the sitting arrangement of the organization?
Highly satisfactory
Satisfactory
Neutral
Dissatisfactory
Highly dissatisfactory
12 How do you rate the conveyance allowance offered by the organization?
Highly satisfactory
Satisfactory
Neutral
Dissatisfactory
Highly dissatisfactory
13 rate the overtime allowance offered by the organization?
Highly satisfactory
Satisfactory
Neutral
Dissatisfactory
Highly dissatisfactory
14 how do you rate leave policy of the organization?
Highly satisfactory
Satisfactory
Neutral
Dissatisfactory
Highly dissatisfactory
15 Do you get regular increments?
Yes
No
16 does the organization offer sufficient number of restrooms?
Yes
No
17 Rate the restroom and lunchroom facility to the employees?
Highly satisfactory
Satisfactory
Neutral
Dissatisfactory
Highly dissatisfactory
18 does the organization provide creche facility?
Yes
No
19 does the company take care of employees working in night Shift?
Yes
No
20 does working in organization give you a feeling of security?
Yes
No
21 does the company takes safety measures for employee safety?
Yes
No
22 do you think employee welfare activities of the organization give me a feeling of
safety and improve your performance?
Yes
No
23 rate the overall satisfaction with employee welfare activity of the organization?
Highly satisfactory
Satisfactory
Neutral
dissatisfactory
Highly dissatisfactory