International Journal of Management and Organizational Research  |  ISSN: 2583-6641  |  Double-Blind Peer Review  |  Open Access  |  CC BY 4.0

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     2026:5/6

International Journal of Management and Organizational Research

ISSN: (Print) | 2583-6641 (Online) | Impact Factor: 8.56 | Open Access

Employee Welfare Measures Practiced at Cement Bricks Manufacturing Units and Employee Retention Tendency

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Abstract

Facility provisions, focusing on welfare of employees both mental and physical health, work life balance, assurance to health and safety in the workplace result in employee motivation, satisfaction and employee retention. This study aims to evidence the employee welfare measures practiced in cement bricks manufacturing units which are an uncovered area of research and to bring out the satisfaction of employees resulting retention tendency. It tests the linear relationship of welfare measures with retention tendency of employees. It emphasizes the importance of experience as a key factor deciding satisfaction on welfare measures and retention tendency. The study adopted questionnaire survey among randomly selected 120 sample respondents. It evidenced the employee welfare measures practiced at Cement Bricks Units - Medical facilities, Canteen Facility, Rest rooms, Safety measures, Insurance Coverage, Water facility, Leisure Hours, Rest Intervals, Tools and Equipment provisions, Trainings and instructions that are significantly contribute to create retention tendency among the respondents. Further, the study identified the significant relationship of experience of respondents with satisfaction on welfare measures in the sampled units resulting retention tendency. This study emphasizes strategic implications that must focus on the development of employees – well being, work life balance, health and safety aspects.

How to Cite This Article

Bharath M, Dharshini S (2026). Employee Welfare Measures Practiced at Cement Bricks Manufacturing Units and Employee Retention Tendency . International Journal of Management and Organizational Research (IJMOR), 5(6), 25-29. DOI: https://doi.org/10.54660/IJMOR.2026.5.6.25-29

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