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ArticlePeer ReviewedOpen AccessPlagiarism Passed
Paper ID:IJSREM66799

Employee Welfare Practices and Job Satisfaction among Employees in Bengaluru: An Empirical Study

Stream/Area:

-

Subject:

-

Paper ID:

IJSREM66799

Volume:

10 |

8 |

Aug 2026

Pages:

1-7

Publication Frequency:

Monthly (12 issues per year)

DOI
Digital Object Identifier
10.55041/IJSREM66799

License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.

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Authors

Dr.Narasappa P R

Dr.Narasappa P R

Department of Commerce

Government College for Women

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Abstract

Purpose: The study examines the relationship between employee welfare practices and job satisfaction among employees in Bengaluru. It specifically assesses the role of health and safety welfare, financial welfare, workplace facilities, leave and recreational facilities and employee support services in determining employee job satisfaction. Methodology/Design: The study adopts a quantitative, descriptive and analytical research design. Primary data are proposed to be collected from 500 employees working in selected organisations in Bengaluru using a structured questionnaire. Simple random sampling is adopted for selecting respondents. The questionnaire uses a five-point Likert scale to measure employee welfare practices and job satisfaction. The collected data are analysed using percentage analysis, Cronbach’s Alpha, Pearson correlation and multiple regression analysis with SPSS. Findings: The study is expected to establish a significant positive relationship between employee welfare practices and job satisfaction. The analysis focuses on determining whether health and safety welfare, financial welfare, workplace facilities, leave and recreational facilities and employee support services are significantly associated with job satisfaction. The regression analysis is expected to identify the welfare dimensions that make the strongest contribution to employee job satisfaction. Practical Implications: The study provides useful implications for HR managers and organisational decision-makers by highlighting the importance of strengthening employee welfare practices to improve job satisfaction. The findings can assist organisations in developing employee-centred welfare policies and improving workplace conditions, employee support and overall employee well-being.

KEYWORDS

Employee Welfare Job Satisfaction Employee Well-being Human Resource Management

Cite This Article

Dr.Narasappa P R, "Employee Welfare Practices and Job Satisfaction among Employees in Bengaluru: An Empirical Study," International Journal of Scientific Research in Engineering and Management, vol. 10, no. 8, pp. 1-7, Aug 2026. https://doi.org/10.55041/IJSREM66799

Full Article/Conclusion

Employee welfare is an important component of HRM and can significantly influence employee job satisfaction. This study examines welfare practices among employees in Bengaluru, focusing on health and safety, financial benefits, workplace facilities, leave and recreational facilities and employee support services. The findings indicate positive relationships between welfare practices and job satisfaction, with workplace facilities emerging as the strongest factor. The study suggests that organisations should strengthen employee-centred welfare practices to improve workplace satisfaction, employee well-being and organisational effectiveness.

References

1.        Agbakwuru, K. N., & Iyawe, B. O. (2023). Employee welfare and job satisfaction among non-academic staff of universities in Ekiti State. World Journal of Advanced Research and Reviews, 18(1), 1–8. 2.        Bandara, S. G. D. K., Abdeen, F. N., Disaratna, V., & Perera, B. A. K. S. (2022). Employee welfare and job satisfaction in the Sri Lankan hotel industry. International Journal of Construction Management, 22(15), 3045–3054. https://doi.org/10.1080/15623599.2020.1839705 3.        Beloor, V. (2020). A study on job satisfaction and employee welfare in garment industries. Indian Journal of Science and Technology, 13(33), 3445–3456. https://doi.org/10.17485/IJST/v13i33.1058 4.        Bhoir, M., & Sinha, V. (2024). Employee well-being human resource practices: A systematic literature review and directions for future research. Future Business Journal, 10, 95. https://doi.org/10.1186/s43093-024-00382-w 5.        Das, S., Chandrasekhar, K., Pradhan, S. K., & Sahoo, S. (2025). Moderating role of employee welfare facilities on job satisfaction: An empirical analysis. In Advances in ethical work climate and employee well-being (pp. 445–460). IGI Global Scientific Publishing. https://doi.org/10.4018/979-8-3693-8819-8.ch021 6.        Hariri, A., Hasmy, A., Rubiyanto, H., Mahmudah, D., & Wahyuni, W. (2024). Employee welfare programs on productivity and job satisfaction. Research Psychologie, Orientation et Conseil, 1(3), 178–186. https://doi.org/10.70177/rpoc.v1i3.1318 7.        Hong, Y.-H., Ford, M. T., & Jong, J. (2024). Employee benefit availability, use and subjective evaluation: A meta-analysis of relationships with perceived organizational support, affective organizational commitment, withdrawal, job satisfaction and well-being. Journal of Applied Psychology, 109(12), 1921–1947. https://doi.org/10.1037/apl0001202 8.        Kumari, N. (2020). Impact of employee welfare facilities on the job satisfaction. Journal of Business Theory and Practice, 8(4). https://doi.org/10.22158/jbtp.v8n4p1 9.        Lai, Y., Lin, C.-H., Saridakis, G., & Georgellis, Y. (2025). The impact of ability-, motivation- and opportunity-enhancing HR sub-bundles on employee wellbeing: An examination of nonlinearities and occupational differences in skill levels. Human Resource Management Journal, 35(1), 45–63. https://doi.org/10.1111/1748-8583.12551 Li, M., Fu, N., Chadwick, C., & Harney, B. (2024). Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices. Human Resource Management Journal, 34(1), 214–235. https://doi.org/10.1111/1748-8583.12527

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Publication Date

8/17/2026

Peer Review Type

Double-Blind Peer Review

Review Rounds: 2

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