TO STUDY THE EFFECTIVENESS OF CORPORATE

WELLNESS PROGRAM IN IT SECTOR.

Submitted in partial fulfilment of the requirements for the award of

MASTER OF BUSINESS ADMINISTRATION

By
A.R DEEPA

40410040

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 2022

1
 SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY

(DEEMED TO BE UNIVERSITY)
Accredited with “A” grade by NAAC I 12B Status by UGC I Approved by AICTE

Jeppiaar Nagar, Rajiv Gandhi Salai, Chennai –119

www.sathyabama.ac.in

SCHOOL OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that this Project Report is the bonafide work of A.R.DEEPA
40410040 who carried out the project entitled TO STUDY THE
EFFECTIVENESS OF CORPORATE WELLNESS PROGRAM IN IT SECTOR.
under my supervision from January 2022 to March 2022.

Dr. JOHN BRITTO

Internal guide External Guide

Dr. BHUVANESWARI .G
Dean – School of Management Studies

Submitted for Viva voce Examination held on_____________________

Internal Examiner External Examiner

2
 DECLARATION

I A.R DEEPA (40410040) hereby declare that the Project Report entitled TO STUDY THE
EFFECTIVENESS OF CORPORATE WELLNESS PROGRAM IN IT SECTOR. done by me
under the guidance of Dr. JOHN BRITTO is submitted in partial fulfilment of the requirements
for the award of Master of Business Administration degree.

DATE:

PLACE: A.R DEEPA

3
 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, Dean - School of Management

Studies and Dr. A. Palani, 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.John Britto 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.

A.R DEEPA

4
 TABLE OF CONTENT

CHAPTER PARTICULARS PAGE NO

NO
ABSTRACT (i)

LIST OF TABLES (ii)

LIST OF CHARTS (iii)

1 INTRODUCTION

1.1 Problem identification 1

1.2 Introduction 1

1.3 Area of industry 2

1.4 Industry profile 3

1.5 Objective of the study 4

2 REVIEW OF LITERATURE

2.1 Review of literature 8

3 RESEARCH METHODOLOGY

3.1 Research methodology 16

3.2 Research design 17

3.3 Survey method 18

3.4 Sampling Techniques 18

3.5 Source of data collection 19

3.6 Structure of questionnaire 19

3.7 Sample size 21

3.8 Period of study 21

3.9 Location & targeted people 21

3.10 Hypothesis 21

5
4 DATA ANALYSIS

4.1 Percentage analysis 22

4.2 Chi square 38

4.3 One way ANOVA 39

4.4 CORRELATION 41

5 FINDINGS & CONCLUTION

5.1 Findings 42

5.2 Limitations 43

5.3 Suggestions 43

5.4 Conclution 45

6 ANNEXURE I - QUESTIONNAIRE 46

7 REFERENCES

6
ABSTRACT:

The current study focuses on the measures adopted for wellness adopted and safety of the
employee in the IT organization. It also addresses Workplace Wellness Programs (WWP) in
large and small businesses to assess if and how they are effective, what employers perceived
about WWP. This study aims the analysis of different wellness programs conducted and to
identify the benefits of this program for both men and women. The study is conducted in
Chennai region. The descriptive research methodology has been used and the sample size of
this study is 158. Random sampling technique has been used and the targeted people are
both men and women participated in the wellness program conducted by the organization.
The primary data is collected through questionnaire. In order to verify that statistical package
for social science (SPSS) software has been used.

i
 LIST OF TABLES

TABLE PARTICULARS PAGE NO

NO
4.1.1 Age of the respondents 22

4.1.2 Gender of the respondents 23

4.1.3 Educational qualification 24

4.1.4 Years of work experience 25

4.1.5 How often you complain with fatigue at work 26

4.1.6 Making a personal lifestyle change related to better health 27

4.1.7 Employee wellness initiatives taken by your company 29

4.1.8 Employee participation rates in wellness activities 30

4.1.9 What stops you from participating in such wellness 31

activities
4.1.10 Factors motivates you to participate in wellness activities 32

4.1.11 Wellness program offered by your company 33

4.1.12 How long do you feel a single session welness program 34

should last
4.1.13 Improvement needed for these program offered by your 35
company
4.1.14 Immediate impact of these programs on your lifestyle 36

ii
 LIST OF CHARTS

CHART PARTICULARS PAGE NO

NO
4.1.1 Age of the respondents 22

4.1.2 Gender of the respondents 23

4.1.3 Educational qualification 24

4.1.4 Years of work experience 25

4.1.5 How often you complain with fatigue at work 26

4.1.6 Making a personal lifestyle change related to better health 27

4.1.7 Employee wellness initiatives taken by your company 29

4.1.8 Employee participation rates in wellness activities 30

4.1.9 What stops you from participating in such wellness 31

activities
4.1.10 Factors motivates you to participate in wellness activities 32

4.1.11 Wellness program offered by your company 33

4.1.12 How long do you feel a single session welness program 34

should last
4.1.13 Improvement needed for these program offered by your 35
company
4.1.14 Immediate impact of these programs on your lifestyle 36

iii
 CHAPTER-1

1.1 PROBLEM IDENTIFICATION:

An increasing number of young people are today falling with stress due to busy
working & hectic work schedule or mismanaged lifestyle. Current lifestyle in young
generation is a wake-up call for major health-related issues. Hypertension is one such
disease which is the major concern of society today. A hectic lifestyle that causes
stress plays a major role in responding to all the diseases whether it is diabetes,
unhappiness or brain stroke. This is rapidly growing between the age group of 20 to
40 years. Stress is the major concern of society nowadays and this problem increasing
day by day. So ,how the company manage the employee stress and establish a
wellness program.

1.2 INTRODUCTION:

As much as it is essential for our employees to focus on work deliverables, customer

commitments, targets and so on, it is even more critical for us to have a watch on our
employees’ health. Employee well-being will remain one of our core focus areas and
will only gain more attention in the upcoming years. The physical and mental health of
employees is a crucial determinant for their overall well-being, productivity, and job
satisfaction at work. The World Health Organization (WHO) has concluded after
extensive research that workplace is the key channel to promote health and well-being
for employees and have since called for the development of national strategies to
secure the physical, psychological, and social health and well-being of employees
worldwide. Organizations need to therefore, include health and wellness initiatives into
the employee’s work schedule through “workplace wellness programs”. At Mindtree
our Wellness charter is called “Healthy Mind Healthy Body”. Healthy Mind Healthy
Body focuses on: Health Benefits, Physical Well-being, Psychological Well-being,
Awareness, Safe Workplace.

1
Our workplace wellness programs aim to focus on the physical and mental health of
employees including preventable illnesses the topmost objective of the health and
wellness programs is to measurably improve the overall well-being of the employees
across nutritional, physical and emotional wellness. Mindtree has been running
employee well-being programs for many years through various partners. Currently, we
are using a habit formation platform which enhances the well-being engagement within
the organization. With this platform, we have seen a positive impact on employee
engagement and an overall well-being engagement in the organization. Employees
can take greater ownership for their well-being and also engage with their wellness
journey in their own time and space.

Wellness programs are initiatives in the workplace meant to promote and improve the
health and well-being of employees (“Wellness Programs,”). The programs can take
on different capacities, such as passive and active wellness programs. Passive and
active wellness programs could also be described as, participatory, and health-
contingent wellness programs (Moran, 2013). Participatory (passive) wellness
programs are those that do not have rewards or rewards that are not related to the
health factors proposed in the Workplace Wellness Programs (WWP) and made
available to all individuals; whereas, health-contingent (active) programs

1.3 AREA OF INDUSTRY

Wellness programs don’t just increase productivity but also lead to increased
engagement, improve employee morale and retention, and reduced health. This
project deals with the IT industry. Chennai is the second largest IT park in India. The
IT corridor for Chennai city since major IT company and major workforce are located
in this region. The IT companies included Wipro, Cognizant, TCS, HCL, HTC, EY,
PWC, Infosys, Tech Mahindra and etc. The key competencies required for the IT
companies located in Chennai (Sholinganallur). The sample is done among various IT
company employees between the age (20 to 50)

2
1.4 INDUSTRY PROFILE

IT’ is commonly used to describe computers and networks within a business

environment. It refers to their applications in generating, manipulating, storing,
regaining, transmitting, handling, exchanging, studying and securing all data or
information in an electronic format. IT is also used as an umbrella term to cover:
television, telecommunication equipment, software, e-commerce and the internet.
India's IT Services industry was with the establishment of Tata Consultancy Services
in 1977 partnered with Burroughs which began India's export of IT services. The
worldwide full-time employment in the IT sector is projected to reach 55.3 million in
2020 (pre-corona estimation), an increase of 3.9 percent over 2019.

Sholinganallur has been recently brought under the purview of the City Corporation of
Chennai and the plans for a number of infrastructure projects have been drawn up.
The civic amenities have also improved here. The industrial and IT sector growth have
led to the development of retail and hospitality sector as well. Further, the government
of Tamil Nadu is building a financial city here to accommodate international financial
corporations. Today, more than 9 in 10 organizations across the globe offer employees
at least one kind of wellness benefit, and more than 3 in 5 have dedicated “wellness
budgets,” which are expected to expand by 7.8% in the coming years. But are these
benefits really what we need to feel healthy, engaged, and supported at work? For all
the attention (and money spent) on workplace wellness, the jury is still out on whether
these programs are really beneficial to our health. In fact, a recent study suggests that
14 corporate wellness offerings may resonate more with already-healthy employees,
and even alienate those who are dealing with health issues in the first place, mental
or physical. While there is no one solution to this problem, there are several steps we
can take, both as organizations and as individuals, to make work a place of humanity
and compassion. With trust at the center of employer-employee relationships,
wellness programs can transform from shiny lacquer into authentic elements of an
integrated, human system.

3
1.5 OBJECTIVES OF THE STUDY:

 To study the effectiveness of corporate wellness program in IT sector.

 To analysis different wellness programs conducted.

 To identify the benefits of this program(men/women).

 To study the importance of wellness facilities provided by the organization.

EXAMPLES OF IT SECTOR:

Chennai is among the top destinations in India for IT professionals. Some of the top
IT companies in India have set their base of operations in this southern city.
Resultantly, there are job opportunities galore, with lakhs of locals and migrant
population making Chennai their home. While some companies may go up or down
on the ranking chart, the following companies have more or less retained their position
as top companies in Chennai over the last few years.

INFOSYS:

Infosys Limited is an Indian multinational information technology company that

provides business consulting, information technology and outsourcing services. The
company was founded in Pune and is headquartered in Bangalore. Infosys is the
second-largest Indian IT company after Tata Consultancy Services by 2020 revenue
figures and the 602nd largest public company in the world according to Forbes Global
2000 ranking. On 24 August 2021, Infosys became the fourth Indian company to cross
$100 billion in market capitalization. Undoubtedly a global leader in the IT space, and one
of the top 10 IT companies in Chennai,

4
ACCENTURE:

A brand in the IT space, Accenture is among the top 10 IT companies in Chennai. The
Irish-based IT services and consulting company has its office in Chennai. Among the
renowned IT companies, it has around 150,000 employees in India. Accenture plc is
an Ireland-based multinational professional services company that specialises in
information technology (IT) services and consulting. A Fortune Global 500 company,
it reported revenues of $50.53 billion in 2021. Accenture's current clients include 91 of
the Fortune Global 100 and more than three-quarters of the Fortune Global 500. Julie
Sweet has served as CEO of Accenture since 1 September 2019. It has been
incorporated in Dublin, Ireland, since 2009.

COGNIZANT :

One of the top software companies in Chennai, Cognizant uses data to provide
product-based services besides a host of others such as artificial intelligence, digital
engineering, strategy etc. Cognizant is an American multinational information
technology services and consulting company. It is headquartered in Teaneck, New
Jersey, United States. Cognizant is part of the NASDAQ-100 and trades under CTSH.
It was founded as an in-house technology unit of Dun & Bradstreet in 1994, and started
serving external clients in 1996. After a series of corporate re-organizations there was
an initial public offering in 1998. Cognizant had a period of fast growth during the 2000s
and became a Fortune 500 company in 2011; as of 2021, it is ranked 185.

5
HCL TECHNOLOGIES:

A big name among the Chennai IT companies and globally, HCL Technologies offer
tech solutions that are built around digital, IoT, automation, cloud and more. HCL
Technologies (Hindustan Computers Limited) is an Indian multinational information
technology (IT) services and consulting company headquartered in Noida. The
company has offices in 50 countries and over 187,000 employees. HCL Technologies
is on the Forbes Global 2000 list. It is among the top 20 largest publicly traded
companies in India with a market capitalisation of $50 billion as of September 2021.
As of July 2020, the company, along with its subsidiaries, had a consolidated annual
revenue of ₹71,265 crore (US$10 billion). Location: HCL Technologies Ltd. ELCOT-
Special Economic Zone, 602/3, Shollinganallur Medavakkam High Road, Chennai-
600119 Tamilnadu, INDIA

WIPRO :

The Western Indian Vegetable Products Limited known as Wipro Limited is one of the
Indian multinational alliance companies. They have headquartered in Bangalore,
Karnataka, India and other 20 offices around the globe. They make their client’s
businesses successful with their FMCG, lighting, data innovation, and counselling
services. Wipro Limited (formerly, Western India Palm Refined Oils Limited) is an

6
Indian multinational corporation that provides information technology, consulting and
business process services. Thierry Delaporte has served as CEO and managing
director of Wipro since July 2020. It is headquartered in Bangalore, Karnataka, India.
Wipro's capabilities range across cloud computing, cyber security, digital
transformation, artificial intelligence, robotics, data analytics, and other technology
consulting services to customers in 67 countries.

TCS :

TCS has been helping their clients to create the future since 1968. TCS helps its
worldwide clients to build a meaningful future through innovation, technology, and
collective knowledge. Tata Consultancy Services is the largest multinational business
group having over 500,000 of the world’s best-trained consultants in 46 countries
including India, the USA, the UK and many others. Tata Consultancy Services (TCS)
is an Indian multinational information technology (IT) services and consulting company
headquartered in Mumbai. It is a part of the Tata Group and operates in 149 locations
across 46 countries. TCS is the second largest Indian company by market
capitalisation and is among the most valuable IT services brands worldwide. In 2015,
TCS was ranked 64th overall in the Forbes World's Most Innovative Companies
ranking, making it both the highest-ranked IT services company and the top Indian
company.

7
 CHAPTER 2

REVIEW OF LITERATURE

• Amber Regalado 2020, This study illustrates with the topic of Employee Safety,
Wellness, and motivation. In this paper, the study will discuss motivation, performance
linked to the possible reasons for an unhealthy work force and the importance of
having a healthy workforce in the public sector. Having a healthy workforce have
higher chances to prevent absence, improve work productivity, demonstrate corporate
responsibility and prevent legal concerns for Human Resources.

• Heather Wipfli , A qualitative study of key informant semi-structured interviews were

conducted between March and July 2019 in Mexico and India to achieve the following
aims: to explore corporations’ and stakeholders’ views, attitudes and expectations in
relation to health, wellness and cancer prevention in two middle-income countries, and
to determine options for health professions to advance their approach to workplace
wellness programming globally, including identifying return-on-investment incentives
for corporations to implement wellness programming.

• Timothy Gubler 2018, This paper investigates the impact of a corporate wellness
program on worker productivity using a panel of objective health and productivity data
from 111 workers in five laundry plants. Although almost 90% of companies use
wellness programs, existing research has focused on cost savings from insurance and
absenteeism. We find productivity improvements based both on program participation
and post-program health changes.

• Gordon Hull & Frank Pasquale 2018, In the U.S., ‘employee wellness’ programs
are increasingly attached to employer-provided health insurance. These programs
attempt to nudge employees, sometimes quite forcefully, into healthy behaviors such

8
as smoking cessation and exercise routines. Despite being widely promoted as saving
on healthcare costs, numerous studies undermine this rationale. At the same time,
their selective endorsement of health programs (many scientifically unsupported)
produce a social truth of wellness framed as fitness for work. We conclude by arguing
that the public health initiatives occluded by the private sector’s promotion of wellness
programs would be a much better investment of resources.

• Ronald J Burke 2018, Corporate Wellness Programs offers contributions from

international experts, examining the planning, implementation and evaluation of
wellness initiatives in organizations, and offering guidance on how to introduce these
programs into the workplace.

• Veronika Joukes 2017, The results of this study may offer both Portuguese spas
and those in other locations the opportunity to further improve their dialogue with
current and potential spa-goers.

• Leonard L. Berry 2017, Ann M. Mirabito, and William B. Baun, The results of this
study may offer both Portuguese spas and those in other locations the opportunity to
further improve their dialogue with current and potential spagoers.

• Brett Spencer , Developing a wellness plan is an occasion to learn more about the
needs and priorities of employees. Employers become champions for health 17 by
offering employees the opportunity to enhance the quality and length of their lives. No
employee is immune to the risks of chronic disease. Healthy behaviors such as
physical activity, good nutrition, and stress reduction can reduce the risk of heart
disease, high blood pressure, osteoporosis, diabetes, overweight, and some cancers.
More and more, employers recognize that helping their employees make healthier
lifestyle choices makes good business sense. By providing a supportive environment
that offers access to health education programs, value-based benefi ts, safe and

9
healthfriendly facilities, and sound policies, employers can improve the health and
productivity of their employees and also create a healthier, more productive business.

• Timothy Gubler , Ian Larkin,Lamar Pierce 2017, This paper investigates the
impact of a corporate wellness program on worker productivity using a panel of
objective health and productivity data from 111 workers in five laundry plants. Although
almost 90% of companies use wellness programs, existing research has focused on
cost savings from insurance and absenteeism. We find productivity improvements
based both on program participation and postprogram health changes. Sick and
healthy individuals who improved their health increased productivity by about 10%,
with surveys indicating sources in improved diet and exercise. Although the small
worker sample limits both estimate precision and our ability to isolate mechanisms
behind this increase, we argue that our results are consistent with improved worker
motivation and capability. The study suggests that firms can increase operational
productivity through socially responsible health policies that improve both workers’
wellness and economic value, and provides a template for future large-scale studies
of health and productivity.

• Jinhui Li, Yin-Leng Theng, Wei Lun Cheong 2016, This study aimed to explore
the acceptance of exergames in a work environment and investigate influencing
factors through examining a conceptual model. Employees who perceived a higher
level of ease of use toward exergames are more likely to have higher perceived
usefulness and attitude toward use; higher perceived usefulness and attitude toward
use further increases employees’ intention of use for the exergames

• Julianne Callaway, Diana Bosworth, Sonja Thole RGA Reinsurance Company

2015, Wellness programs are becoming more prevalent in society as healthcare
providers try to lower costs of chronic diseases, employers strive for a healthy
workforce, and individuals become motivated to take control of their own health
through technological advances that quantify wellness. While there are many

10
differences in the details of each wellness program, most have similar objectives:
increase engagement and participation to improve health.

• Julianne Callaway, Diana Bosworth, Sonja Thole RGA Reinsurance Company

2014, Wellness programs are becoming more prevalent in society as healthcare
providers try to lower costs of chronic diseases, employers strive for a healthy
workforce, and individuals become motivated to take control of their own health
through technological advances that quantify wellness. While there are many
differences in the details of each wellness program, most have similar objectives:
increase engagement and participation to improve health.

• David Chenoweth, Ph.D., FAWHP 2014, Human resource professionals know that
people—or human capital—are the heart of any successful enterprise, especially in
tough economic times. People provide creativity and innovation, but these intangible
contributions are rarely reflected in financial statements. Unlike structural capital,
human capital never really belongs to the firm. People can walk out the door at any
time unless companies find ways to keep them. Human capital drives every aspect of
an organization’s operations, from technology and product design to distribution
networks and service delivery. Considering the vital role human capital plays in a firm’s
ability to compete in the global economy, HR professionals are always seeking new
ways to tap this potential.

• Jack Welch 2014, This study investigated the employee engagement of the health
sector. It examined the adequacy and effectiveness on the employee motivation,
employee commitment, employee relationships and employee 16 performance as
assessed by the health sector. It is recommended that the health sectors should make
a complete review of their human resource management practices specially on
employee engagement. This will prime the health sectors to craft employee
engagement strategies. There will be a creation of organizational pride for the
employees since they will be satisfied, motivated, enjoying and believing in their work.
Moreover, the culture of employee engagement should be inculcated across all the

11
levels of the organization. The road map of competiveness of the health sector will
lead to profitability and business success.

• David Chenoweth 2014 ,Wellness Program is an organized program, to assist and

support workers in establishing healthier lifestyles. Such programs may include 18
increasing employee awareness on health topics, scheduling behavior change
programs, and/or establishing corporation policies that support health-related
goals.Programs and policies that promote increased exercise, smoking avoidance and
cessation, and healthful food selections are several examples. Worksite wellness
strategies have been shown to lead to cost savings for a company. A review of 42
studies have demonstrated that worksite health promotion programs can lead to more
than 25% reduction in absenteeism, health care costs and disability/workers
compensation costs. Comprehensive worksite health programs focused on life style
behavior changes have been shown to yield a $3 to $6 return on investment (ROI) for
each dollar invested. According to these studies, it takes about 2 to 5 years after the
initial program investment to realize the savings.

• Gundu H R Rao 2013,A Such programs may include increasing employee

awareness on health topics, scheduling behavior change programs, and/or
establishing corporation policies that support health-related goals. Programs and
policies that promote increased exercise, smoking avoidance and cessation, and
healthful food selections are several examples. Worksite wellness strategies have
been shown to lead to cost savings for a company. A review of 42 studies have
demonstrated that worksite health promotion programs can lead to more than 25%
reduction in absenteeism, health care costs and disability/workers compensation
costs. Comprehensive worksite health programs focused on life style behavior
changes have been shown to yield a $3 to $6 return on investment (ROI) for each
dollar invested. According to these studies, it takes about 2 to 5 years after the initial
program investment to realize the savings.

12
• Robert Feyen 2013, The goal of this project was to create a reference guide for the
Minnesota Department of Transportation (Mn/DOT) that addresses the different
components of a workplace health and wellness promotion program. This document
was created based on data gathered through a review of research literature, interviews
with other states department of transportation, and interviews with health insurance
providers in the state of Minnesota. This 19 manual includes information on the
different types of wellness and health promotion programs, their factors for success,
their limitations and issues, as well as the current availability and cost associated with
their implementation. This reference guide will assist the Mn/DOT management team
to take sound decisions regarding wellness and health promotion initiatives in order to
optimize success and minimize cost.

• David Chenoweth, Ph.D., FAWHP 2012, Human resource professionals know that
people—or human capital—are the heart of any successful enterprise, especially in
tough economic times. People provide creativity and innovation, but these intangible
contributions are rarely reflected in financial statements. Unlike structural capital,
human capital never really belongs to the firm. People can walk out the door at any
time unless companies find ways to keep them. Human capital drives every aspect of
an organization’s operations, from technology and product design to distribution
networks and service delivery. Considering the vital role human capital plays in a firm’s
ability to compete in the global economy, HR professionals are always seeking new
ways to tap this potential.

• HA T. TU AND RALPH C. MAYRE 2012, Employers that lack the ability and
commitment to support a comprehensive wellness program may be wiser to stay on
the sidelines, according to experts interviewed for a new qualitative research study
from the Center for Studying Health System Change (HSC). Most experts believe
substantial financial incentives are essential to achieving strong employee
participation. Measuring impact has many challenges—one key challenge is that
wellness programs are seldom implemented without concurrent benefit design
changes, so isolating the impact of wellness interventions alone may not be possible.

13
• David Chenoweth 2012 ,Wellness Program is an organized program, to assist and
support workers in establishing healthier lifestyles. Such programs may include 18
increasing employee awareness on health topics, scheduling behavior change
programs, and/or establishing corporation policies that support health-related
goals.Programs and policies that promote increased exercise, smoking avoidance and
cessation, and healthful food selections are several examples. Worksite wellness
strategies have been shown to lead to cost savings for a company. A review of 42
studies have demonstrated that worksite health promotion programs can lead to more
than 25% reduction in absenteeism, health care costs and disability/workers
compensation costs. Comprehensive worksite health programs focused on life style
behavior changes have been shown to yield a $3 to $6 return on investment (ROI) for
each dollar invested. According to these studies, it takes about 2 to 5 years after the
initial program investment to realize the savings.

• Gundu H R Rao 2012 A Such programs may include increasing employee

awareness on health topics, scheduling behavior change programs, and/or
establishing corporation policies that support health-related goals. Programs and
policies that promote increased exercise, smoking avoidance and cessation, and
healthful food selections are several examples. Worksite wellness strategies have
been shown to lead to cost savings for a company. A review of 42 studies have
demonstrated that worksite health promotion programs can lead to more than 25%
reduction in absenteeism, health care costs and disability/workers compensation
costs. Comprehensive worksite health programs focused on life style behavior
changes have been shown to yield a $3 to $6 return on investment (ROI) for each
dollar invested. According to these studies, it takes about 2 to 5 years after the initial
program investment to realize the savings.

• Robert Feyen 2011, The goal of this project was to create a reference guide for the
Minnesota Department of Transportation (Mn/DOT) that addresses the different
components of a workplace health and wellness promotion program. This document
was created based on data gathered through a review of research literature, interviews
with other states department of transportation, and interviews with health insurance

14
providers in the state of Minnesota. This 19 manual includes information on the
different types of wellness and health promotion programs, their factors for success,
their limitations and issues, as well as the current availability and cost associated with
their implementation. This reference guide will assist the Mn/DOT management team
to take sound decisions regarding wellness and health promotion initiatives in order to
optimize success and minimize cost.

• Tony peregrin 2005, The corporate community needs to recognize that they cannot
afford to wait for more studies to support the benefits of providing employee wellness
programs. Today’s society is beyond [the need] to prove that quitting smoking,
improving eating habits, and regularly exercising will result in more productive, healthy
employees that ultimately use less health care dollars. Ferko-Adams, who has been
providing health promotion services for corporations for over 15 years, says that today
the business sector should focus more towards implementing, budgeting, and
evaluating individual employee wellness programs—specifically initiatives that
address key health risks such as obesity.

• Goetzel, Ron Z 2002, The study examines the impact of participation in a highrisk
intervention program called Pathways to Change® on health risk factors.
McNemarchi-squared and z-test statistics were used to evaluate changes in health
risks over time. Results indicate significant risk reduction in 8 of 13 risk 20 categories
examined for all employees who participated in two health risk assessments over an
average of 23/4 years. When comparing Pathways to Change participants with non-
participants, participants outperformed their non participant counterparts in six
categories but performed worse in five other categories that were not specifically
targeted by the high-risk program. In two categories, no differences were found. The
study underscores the ability of large-scale, well-attended, and comprehensive
corporate health and productivity management programs to positively impact the
health and wellbeing of workers.

15
 CHAPTER: 3

3.1 RESEARCH METHODOLOGY:

Research Method According to Saunders et al (2012) research is something that is

undertaken to find the answer of an issue in a systematic way in order to increase
knowledge. Thus, this is regarded as research since the aim is to increase knowledge
about the attitude-intention relationship within the online grocery market in Sweden. In
research it is important to know the difference between method and methodology in
order to explain the research and how it will be conducted. Methodology refers to the
set of theory of how the research will be undertaken; this includes research strategy,
philosophy, approach and technique. Method is the set techniques and procedures in
which the research will be conducted, in other words it describes how data will be
collected. This research will use a quantitative method when conducting primary data.
However in order to fully understand the choice of method, the concepts concerning
methodology will be further elaborated below. Research Strategy A research strategy
is the plan of action implemented to achieve a goal that is set for research. An
explanatory research strategy aims to explain how one phenomenon is related to
another. Considering the research question; “Does consumers’ positive attitudes
influence the decision of purchasing groceries online. and the testing of the Theory of
Planned Behaviour, an explanatory strategy is chosen for this research. An
explanatory research strategy aids in explaining and investigates the relationships of
the variables of the Theory of Planned Behaviour within the online grocery market and
gives an explanation that later on can be generalized in theory. Research Philosophy
In order to conduct research in an appropriate manner aligned with the purpose and
research strategy, knowledge regarding the appropriate research philosophy is vital.
Research is the process of systematic and in-depth study or search for any particular
topic, subject or area of investigation, backed by collection, compilation, presentation
and interpretation of relevant details or data.

16
3.2 RESEARCH DESIGN:

3.2.1 DESCRIPTIVE RESEARCH

Descriptive research has been used, it involves survey and fact-finding enquiries if
different kinds, the purpose of descriptive research are the descriptive of state of
affairs, as it exists at present.

3.2.2 PROJECT PLANNING:

Project planning is the first step in actually conducting & directing a research Project.
It is one of the most important tasks of a researcher. This includes formulation of the
rejoiced objectives & goals and determining ways of achieving them.

3.2.3 RESEARCH PROCESS:

In research process, the first and foremost step is defining and selecting a research
problem. A Researcher should at first find the problem. Then he should formulate it so
that it becomes susceptible to research. For a systematic presentation, the process of
research may be classified under three stages-primary stages, secondary stage, and
the tertiary stage.

3.2.4 THE PRIMARY STAGE INCLUDES:

• Observation

• Interest

• Formulating research problems

• Documentation

• Research designs

17
3.2.5 THE SECONDARY STAGE INCLUDES:

• Project planning

• Data collection

• Questionnaire preparation

• Analysis of data

• Testing of hypothesis

• Interpretation

• Questionnaire preparation.

3.3 SURVEY METHOD:

A survey is a research method used for collecting data from a predefined group of
respondents to gain information and insights into various topics of interest. They can
have multiple purposes, and researchers can conduct it in many ways depending on
the methodology chosen and the study's goal. This survey is collected by Google form.

3.4 SAMPLING TECHNIQUES:

• Probability sampling involves random selection, allowing you to make strong

statistical inferences about the whole group.

• Non-probability sampling involves non-random selection based on convenience or

other criteria, allowing you to easily collect data.

• In a simple random sample, every member of the population has an equal chance of
being selected. Your sampling frame should include the whole population

• Quota Sampling Quota sampling is a method for selecting survey participants. In

quota sampling, a population is first segmented into mutually exclusive sub-groups,

18
just as in stratified sampling. Then judgment is used to select the subjects or units
from each segment based on a specified proportion.

• Systematic sampling is similar to simple random sampling, but it is usually slightly

easier to conduct. Every member of the population is listed with a number, but instead
of randomly generating numbers, individuals are chosen at regular intervals.

3.5 SOURCES OF DATA COLLECTION:

Data collection is one of the most important aspects of research. The information in
tough research methodology must be accurate and relevant. The data collection
method can be classified into two methods.

3.5.1 PRIMARY DATA:

Questionnaire methods have been used as a tool for a data collection in this research.

3.5.2 SECONDARY DATA:

Secondary data means data that are already available i.e., they refer to data which
has already been collected and analysed by someone else. The secondary data for
the study was collected from books, company websites, magazines and other sources

3.6 STRUCTURE OF QUESTIONNAIRE:

3.6.1 DATA COLLECTION:

Data collection is one of the most important aspects of research. The information in
tough research methodology must be accurate and relevant. The data collection
method can be classified into two methods.

19
3.6.2 GENERAL QUESTIONS

General Questions are the Common questions that can be answered by their own for
example: Name, age, gender, education, occupation etc.

3.6.3 QUESTIONS RELATED TO TOPICS:

Questions are related to wellness program. There are different types of questions
related to wellness program.

• Structure:

A structure is something of many parts that is put together.

• Introduction:

Introduction is about introducing the topic.

• Personal questions:

Personal questions are the questions which are related to the candidate like name,
age, gender, education, occupation.

• Variable related questions:

Variable related questions are related to topic wellness program.

• Likert scale:

Likert scale is typically a five, seven, or nine-point agreement scale used to measure
respondents' agreement with various statements. The type of psychometric response
scale in which responders specify their level of agreement to a statement typically in

20
five points: (1) Strongly disagree; (2) Disagree; (3) neither agree nor disagree; (4)
Agree; (5) Strongly agree.

• Suggestion questions:

A suggestive question is one that implies that a certain answer should be given in
response, or falsely presents a presupposition in the question as accepted fact For
example, the phrasing "Don't you think this was wrong?" is more suggestive than "Do
you think this was wrong?" despite the difference of only one word.

3.7 SAMPLE SIZE:

My sample size is 158.

3.8 PERIOD OF STUDY:

My period of study is one month January – March (2022)

3.9 LOCATION & TARGETED PEOPLE OF STUDY:

My location of survey is Sholinganallur. And my targeted people is both men and

women at the age group (20-50)

3.10 HYPOTHESIS:

The hypothesis framed for the project TO STUDY THE EFFECTIVENESS OF

CORPORATE WELLNESS PROGRAM IN IT SECTOR.

21
 CHAPTER 4

DATA ANALYSIS

4.1 PERCENTAGE ANALYSIS

TABLE 4.1.1 : AGE OF THE RESPONDETS

AGE NO. OF RESPONDENTS PERCENTAGE

20 – 25 80 51

26 – 30 67 42

31 – 35 7 4

36 – 40 4 3

Source: primary data.

Chart 4.1.1: Age of the respondets

INTERPRETATION:
The above table shows the result of age of the respondents. Where, the age group from 20 -
25 are 51 %, 26 – 30 are 42 %, 31 – 35 are 4 %, 36 – 40 are 3 %.

INFERENCE:
Majority 51 % of the respondents are from the age group of 20 – 25.

22
TABLE : 4.1.2 GENDER OF THE RESPONDENTS

GENDER NO. OF RESPONDENTS PERCENTAGE

Male 79 50

Female 79 50

SOURCE: Primary Data

CHART : 4.1.2 GENDER OF THE RESPONDENTS

INTERPRETATION:
The above table shows the result of gender of the respondents. Where 50 % are male and 50
% are female

INFERENCE:

Majority (50%) of the respondents are female.

TABLE : 4.1.3 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

23
 EDUCATIONAL NO. OF RESPONDENTS PERCENTAGE
QUALIFICATION
Diploma 2 1

UG 74 47

Engineering 40 25

PG 41 26

SOURCE: Primary Data

CHART : 4.1.3 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

INTERPRETATION:
The above table shows the result of educational qualification of the respondents, Where
Engineering are 25 %, UG are 47 %, PG are 26 % and DIPLOMA are 1 %

INFERENCE:

Majority (47%) of the respondents are UG

24
TABLE : 4.1.4 YEARS OF WORK EXPERIENCE OF THE RESPONDENTS

YEARS NO. OF RESPONDENTS PERCENTAGE

1–3 61 39

4–6 64 40

7 – 10 27 17

11- 13 6 4

SOURCE: Primary Data

CHART : 4.1.4 YEARS OF WORK EXPERIENCE OF THE RESPONDENTS

INTERPRETATION:

The above table shows the result of work experience of the respondents. Where, 39 % of the
respondents have 1-3 year of experience, 40 % of them are having 4-6 years of experience,
17 % of them are having 7-10 years of work experience, 4 % of the respondents have 11-13
years of work experience, % of the respondents have above 13 years of work experience.

INFERENCE:

Majority 40 % of the respondents have 4-6 years of work experience.

25
TABLE : 4.1.5 HOW OFTEN YOU COMPLAIN WITH FATIGUE AT WORK

FREEQUENCY NO. OF RESPONDENTS PERCENTAGE

Never 14 9

Frequently 53 34
Rarely 65 41

Cannot be generalized 19 12

Never come across such 7 4

complaints

SOURCE: Primary Data

CHART : 4.1.5 HOW OFTEN YOU COMPLAIN WITH FATIGUE AT WORK

INTERPRETATION:

The above table shows the result of how often you complain with fatigue at work. Where, 9
% of the respondents never complaint, 34 % of the respondents frequently complaint, 41 % of
the respondents rarely complaint, 12 % of the respondents stated cannot br generalized, 4 %
of the respondents stated never come across such complaints.

INFERENCE:

Majority (41%) of the respondents rarely complaint.

26
TABLE : 4.1.6 MAKING A PERSONAL LIFESTYLE CHANGE RELATED TO BETTER
HEALTH

ACTIVI NO. OF RESPONDENTS PERCENTAGE

TIES Stron Agr Neut Disag Stron Stron Agr Neut Disag Stron
gly ee ral ree gly gly ee ral ree gly
agree disag agree disag
ree ree
Lose 32 63 47 13 3 20 40 30 8 2
weight
Change 26 74 48 9 1 17 46 30 6 1
food
habit
Physical 34 50 61 12 1 22 32 39 8 1
ly active
Reduce 32 59 52 13 2 20 37 33 8 1
stress
Stop 32 51 55 14 6 20 32 35 9 4
bad
habits

SOURCE: Primary Data

CHART : 4.1.6 MAKING A PERSONAL LIFESTYLE CHANGE RELATED TO BETTER

CHART TITLE
Lose weight Change food habit Physically active
Reduce stress Stop bad habits
46
40

39
37

35
33
32

32

30
30
22
20

20
20
17

9
8

8
8
6

4
2
1
1
1

STRONGLY AGREE NEUTRAL DISAGREE STRONGLY

AGREE DISAGREE
PERCENTAGE

27
INTERPRETATION:

The above table shows the result of making a personal lifestyle change related to better health.
Where For lose weight, 20 % of the respondents are Strongly agreed, 40 % of the respondents
are agreed, 30 % of the respondents are neutral, 8 % of the respondents are disagreed, and
2 % of the respondents are strongly disagreed. For change food habit, 17 % of the
respondents are Strongly agreed, 46 % of the respondents are agreed, 30 % of the
respondents are neutral, 6 % of the respondents are disagreed, and 1 % of the respondents
are strongly disagreed. For physically active, 22 % of the respondents are Strongly agreed,
32 % of the respondents are agreed, 39 % of the respondents are neutral, 8 % of the
respondents are disagreed, and 1 % of the respondents are strongly disagreed. For reduce
stress, 20 % of the respondents are Strongly agreed, 37 % of the respondents are agreed, 33
% of the respondents are neutral, 8 % of the respondents are disagreed, and 1 % of the
respondents are strongly disagreed. For stop bad habit, 20 % of the respondents are Strongly
agreed, 32 % of the respondents are agreed, 35 % of the respondents are neutral, 9 % of
the respondents are disagreed, and 4 % of the respondents are strongly disagreed.

INFERENE:

Majority 40 % of the respondents are agreed that it helps to lose weight.

Majority 46 % of the respondents are agreed it helps to change food habit.

For physically active, Majority 39 % of the respondents are neutral

Majority 37 % of the respondents are agreed it helps to reduse stress

For stop bad habbit, Majority 35 % of the respondents are neutral

28
TABLE : 4.1.7 EMPLOYEE WELLNESS INITIATIVES TAKEN BY YOUR COMPANY

WELLNESS INITIATIVES NO. OF PERCENTAGE

RESPONDENTS
Providing healthy lunch and snacks 20 13
Allocating nap room 62 39

Providing free fitness activities 54 34

Providing personal mentor 16 10

Others 6 4

SOURCE: Primary Data

CHART: 4.1.7 EMPLOYEE WELLNESS INITIATIVES TAKEN BY YOUR COMPANY

INTERPRETATION:

The above table shows the result of wellness initiatives taken by your company. Where 13 %
of the respondents stated providing healthy lunch and snacks, 39 % of the respondents stated
allocating nap rooms, 34 % of the respondents stated providing free fitness activities, 10 %
of the respondents stated providing personal mentor and 4 % of the respondents stated others.

INFERENCE:

Majority (39 %) of the respondents stated that company allocating nap rooms.

29
TABLE : 4.1.8 EMPLOYEE PARTICIPATION RATES IN WELLNESS ACTIVITIES

RATES NO. OF RESPONDENTS PERCENTAGE

Less than 20% 12 8

20% – 40% 43 27

40% - 60% 60 38

60% - 80% 29 18

Greater than 80% 14 9

SOURCE: Primary Data

CHART : 4.1.8 EMPLOYEE PARTICIPATION RATES IN WELLNESS ACTIVITIES

INTERPRETATION:

The above table shows the result of employee participation rates in wellness activities . Where
8 % of the respondents stated less than 20%, 27 % of the respondents stated 20 - 40%, 38%
of the respondents stated 40 – 60%, 18 % of the respondents stated 60 – 80% and 9 % of
the respondents stated greater than 80%

INFERENCE:

Majority (38 %) of the respondents stated 40 – 60% of employee partication rates.

30
TABLE : 4.1.9 WHAT STOPS YOU FROM PARTICIPATING IN SUCH WELLNESS
ACTIVITIES

REASONS NO. OF RESPONDENTS PERCENTAGE

Lack of awareness 16 10

Lack of interest 46 29

Lack of time 58 37

Already participated 31 20

Lack of trust 7 4

SOURCE: Primary Data

CHART : 4.1.9 WHAT STOPS YOU FROM PARTICIPATING IN SUCH WELLNESS

ACTIVITIES

INTERPRETATION:

The above table shows the result of what stops you from participating in such wellness
activities. Where, 10 % of the respondents are have lack of awareness, 29 % of the
respondents are have lack of interest, 37 % of the respondents are have lack of time, 10 % of
the respondents are already participated and 4 % of the respondents are have lack of trust

INFERENCE:

Majority (37 %) of the respondents have felt lack of time is the main reason for not participating

31
TABLE : 4.1.10 FACTORS MOTIVATES YOU TO PARTICIPATE IN WELLNESS
ACTIVITIES

FACTORS NO. OF RESPONDENTS PERCENTAGE

Concern about health 26 16

Management pressure 75 45
Peers participation 39 23
Stress management 18 16

SOURCE: Primary Data

CHART : 4.1.10 FACTORS MOTIVATES YOU TO PARTICIPATE IN WELLNESS

ACTIVITIES

INTERPRETATION:

The above table shows the result of factors motivates you to participate in wellness activities.
Where 16 % of the respondents are concern about health, 45 % of the respondents are have
management pressure, 23 % of the respondents are have peers’ participation, 16 % of the
respondents are have stress management

INFERENCE:

Majority (45%) of the respondents have faced management pressure

32
TABLE : 4.1.11 WELLNESS PROGRAM OFFERED BY YOUR COMPANY

WELLNESS NO. OF RESPONDENTS PERCENTAGE

PROGRAM Often Sometimes Rare Often Sometimes Rare
Physical health 49 85 24 31% 54% 15%

Mental health 46 91 21 29% 58% 13%

Personal hygiene 50 75 33 32% 47% 21%

Stress management 52 83 23 33% 52% 15%

Another program 46 76 36 30% 48% 23%

SOURCE: Primary Data

CHART : 4.1.11 WELLNESS PROGRAM OFFERED BY YOUR COMPANY

CHART TITLE
PERCENTAGE Often PERCENTAGE Sometimes
PERCENTAGE Rare
58%
54%

52%

48%
47%

33%
32%
31%

30%
29%

23%
21%

15%
15%

13%

PHYSICAL MENTAL PERSONAL STRESS ANOTHER

HEALTH HEALTH HYGIENE MANAGEMENT PROGRAM

INTERPRETATION:

The above table shows the result of wellness program offered by your company. For physical
health, 31 % prefer often, 54 % prefer sometimes, 15 % prefer rare. For mental health, 29 %
prefer often, 58 % prefer sometimes, 13 % prefer rare. For Personal hygiene 32 % prefer
often, 47 % prefer sometimes, 21 % prefer rare. For stress management 33 % prefer often,
52 % prefer sometimes, 15 % prefer rare and for another program 30 % prefer often, 48 %
prefer sometimes, 23 % prefer rare

33
INFERENCE:

For physical health, majority 54% of the respondents prefer sometimes

For mental health, majority 58% of the respondents prefer sometimes

For personal hygiene, majority 47% of the respondents prefer sometimes

For stress management, majority 52% of the respondents prefer sometimes

For another program, majority 48% of the respondents prefer sometimes

34
TABLE : 4.1.12 HOW LONG DO YOU FEEL A SINGLE SESSION WELNESS PROGRAM
SHOULD LAST

TIME NO. OF RESPONDENTS PERCENTAGE

15 minutes 32 20
30 minutes 52 33
45 minutes 46 29
1 hour 20 13
More than 1 hour 8 5

SOURCE: Primary Data

CHART : 4.1.12 HOW LONG DO YOU FEEL A SINGLE SESSION WELNESS PROGRAM
SHOULD LAST

INTERPRETATION:

The above table shows the result of how long you feel a single session wellness program
should last. Where, 20 % of the respondents states 15 minutes, 33 % of the respondents
states 30 minutes, 29 % of the respondents states 45 minutes, 13 % of the respondents stated
1 hour and 5 % of the respondents stated more than 1 hour

INFERENCE:

Majority (33 %) of the respondents want to have 30 minutes session of wellness program

35
TABLE: 4.1.13 IMPROVEMENT NEEDED FOR THESE PROGRAM OFFERED BY YOUR
COMPANY

IMPROVEMENT NO. OF RESPONDENTS PERCENTAGE

PERCENTAGE
25% 15 9
50% 59 37
75% 55 35
Present state is good 26 17
A lot to be done 3 2

SOURCE: Primary Data

CHART: 4.1.13 IMPROVEMENT NEEDED FOR THESE PROGRAM OFFERED BY YOUR

COMPANY

INTERPRETATION:

The above table shows the result of improvement needed for these program offered by your
company. Where, 10 % of the respondents responded 25%, 38 % of the respondents
responded 50%, 33 % of the respondents responded 75%, 17 % of the respondents
responded present state is good, , 2 % of the respondents responded a lot to be done.

INFERENCE:

Majority (38) % of the respondents have felt there should 50% of improvement in wellness
program

36
TABLE : 4.1.14 IMMEDIATE IMPACT OF THESE PROGRAMS ON YOUR
LIFESTYLE
IMMEDIATE NO. OF
IMPACT RESPONDENTS PERCENTAGE
Work potential 15 10
improved
Interest in work 48 30
improved
Stress management 65 41
Enjoying work like 22 14
never before
Didn’t experience 8 5
any changes

SOURCE: Primary Data

CHART : 4.1.14 IMMEDIATE IMPACT OF THESE PROGRAMS ON YOUR

LIFESTYLE

PERCENTAGE
Work potential
improved
5%10%
14% Interest in work
improved
30%
Stress management
41%
Enjoying work like never
before

INTERPRETATION:

The above table shows the result of immediate impact for these program offered by your
company. Where, 10% of the respondents have respondent Work potential improved, 30%
responded Interest in work improved, 41% responded stress management, 14%
responded Enjoying work like never before, and 5% have responded Didn’t experience
any changes

INFERENCE:

Majority (41) % of the respondents have felt there is immediate impact in stress management.

37
HYPOTHESIS

CHI-SQUARE TEST:

A chi-square statistic is one way to show a relationship between two categorical

variables. In statistics, there are two types of variables: numerical (countable)
variables and non-numerical (categorical) variables. The chi- squared statistic is a
single number that tells you how much difference exists between your observed
counts and the counts you would expect if there were no relationship at all in the
population.

There are a few variations on the chi-square statistic. Which one you use depends
upon how you collected the data and which hypothesis is being tested. However, all
of the variations use the same idea, which is that you are comparing your expected
values with the values you actually collect. One of the most common forms canbe
used for contingency tables.

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
Age of respontends * Fatique 158 100.0% 0 0.0% 158 100.0%
in work

Age of respontends * Fatique in work Crosstabulation

Count
Fatique in work
Never came
Cannot be across such
Never Frequently Rarely generalized complaints
Age of respontends 20-25 11 33 20 10 4
26-30 3 18 36 8 3
31-35 0 1 5 1 0
36-40 0 2 2 0 0
12.00 0 0 1 0 0
Total 14 54 64 19 7

38
 Chi-Square Tests
Asymptotic
Significance (2-
Value df sided)
Pearson Chi-Square 19.896a 16 .225
Likelihood Ratio 22.430 16 .130
Linear-by-Linear Association 1.658 1 .198
N of Valid Cases 158

a. 17 cells (68.0%) have expected count less than 5. The minimum

expected count is .04.

ONEWAY ANOVA:

The one-way analysis of variance (ANOVA) is used to determine whether there are
any statistically significant differences between the means of three or more
independent (unrelated) groups. This guide will provide a brief introduction to the
one-way ANOVA, including the assumptions of the test and when you should use
this test. If you are familiar with the one-way ANOVA, but would like to carry out a
one-way ANOVA analysis,

A one-way ANOVA (“analysis of variance”) compares the means of three or more

independent groups to determine if there is a statistically significant difference
between the corresponding population means.

• The motivation for performing a one-way ANOVA.

• The assumptions that should be met to perform a one-way ANOVA.
• The process to perform a one-way ANOVA.
• An example of how to perform a one-way ANOVA.

39
WORK EXPERIENCE * WHAT STOPS YOU FROM PARTICIPATING IN SUCH WELLNESS
ACTIVITIES

95%
Confidenc
e Interval
for Mean

Std. Std. Lower

N Mean Deviation Error Bound

awareness 16 1.3750 .61914 .15478 1.0451

interest 39 1.8205 .82308 .13180 1.5537

time 65 1.9692 .90085 .11174 1.7460

have 30 2.0333 .76489 .13965 1.7477

participated

trust 7 1.7143 .75593 .28571 1.0152

Total 157 1.8726 .83763 .06685 1.7406

ANOVA

Work experience

Sum of Squares df Mean Square F Sig.

Between Groups 5.625 4 1.406 2.059 .089

Within Groups 103.827 152 .683

Total 109.452 156

INFERENCE:

Since p value (0.089) is greater than 0.05 at 5 percent level of significance we reject the null
hypothesis and accept the alternate hypothesis. Hence there is significant difference between
work experience and what stops you from participating in such wellness activities

40
CORRELATION:

Impact of wellness program in your life * Work experience

Crosstab

Count

Work experience

1-3 4-6 7-10 11-13

Impact of wellness potential improved 10 5 0 0

program in your life
interest improved 18 18 11 0

less stress 23 26 12 4

enjoying work 5 10 5 2

no change 3 5 0 0

22.00 1 0 0 0

Total 60 64 28 6

Symmetric Measures

Asymptotic
Standard Approximate
Value Errora Tb

Interval by Pearson's R .015 .084 .182

Interval

Ordinal by Spearman .149 .075 1.884

Ordinal Correlation

N of Valid Cases 158

INFERENCE:

There is a positive correlation between Impact of wellness program in your life and Work
experience

41
 CHAPTER- 5

FINDINGS AND CONCLUSION

5.1 FINDINGS

• (51%) of the respondents are from the age group of 20 - 25

• (50%) of the respondents are female
• (47%) of the respondents are UG
• (40%) of the respondents have 4-6 years of work experience.
• (41%) of the respondents rarely complaint.
• (40%) of the respondents are agreed that it helps to lose weight.
• (46%) of the respondents are agreed it helps to change food habit.
• For physically active, Majority 39 % of the respondents are neutral
• (37%) of the respondents are agreed it helps to reduse stress
• For stop bad habbit, Majority 35 % of the respondents are neutral
• (39%) of the respondents stated that company allocating nap rooms.
• (38%) of the respondents stated 40 – 60% of employee partication rates.
• (37%) of the respondents have felt lack of time is the main reason for not
participating
• (45%) of the respondents have faced management pressure
• For physical health, majority (54%) of the respondents prefer sometimes
• For mental health, majority (58%) of the respondents prefer sometimes
• For personal hygiene, majority (47%) of the respondents prefer sometimes
• For stress management, majority (52%) of the respondents prefer sometimes
• For another program, majority (48%) of the respondents prefer sometimes
• (33%) of the respondents want to have 30 minutes session of wellness
program
• (38%) of the respondents have felt there should 50% of improvement in
wellness program
• (41) % of the respondents have felt there is immediate impact in stress
management.

42
5.2 LIMITATIONS:

This study was limited to an organization that had a wellness program, and the study
was not based on the specific type of organization or industry. The organization offered
a wellness program, but it was not known how much emphasis was placed on 41
participating in the organization’s wellness program. Other organizations that had a
known emphasis on participating in the wellness program were considered, but
leaders of the organizations did not provide permission to conduct the survey.
Conducting the survey in a hospitality organization whose leaders emphasize the
wellness program and surveying more participants may provide better insight on how
much a wellness program influences employees’ extrinsic and intrinsic job satisfaction.
Organizations have different levels of wellness programs. Some organizations have a
program focused only on weight loss, whereas other organizations have a wellness
program focused on the overall health of the employees, including their financial and
emotional healt

5.3 SUGGESTION :

This study has emphasized the important issues but somehow could have been
overlooked by the people which are wellness, health and employee assistance
programme as part of CSR initiatives. The implementation was considered important;
health and wellness of the employee have been the catalyst for their performance and
directly contribute to company’s competitiveness. Several implications have been
drawn from this study; The consideration of company to employee. Implementing the
wellness and health employee programme as part of CSR initiatives proven the
consideration of companies to employee as it shows that a company is concern and
taking care the employee well-being. Company should design and planning a
comprehensive programme for employee wellness and health as it could lead to
sustain performance and boost the motivation of an employee to stay working. Other

43
than that, companies must carefully identify the risk factors or conflicts that might
triggered to the deterioration of health conditions of employee.

5.4 CONCLUSION :

The employee engagement of the health sector is moderately adequate and

moderately effective but needs continuous improvements and on employee
commitment and employee relationship. The health sectors should run a full
assessment process on their human resources practices on employee engagement.
Further , the health sector should develop and design effective and well-designed
human resource practices particularly on employee engagement strategies and
measurements. This will empower the level of employee engagement and
organization dedication Training courses should be provided to employees on their
field of specialization in the different departments to help them grow and develop in
their field and also will have the opportunity to be promoted in the company. This is
make the health sectors increase the bar of excellence on their employee
competencies and skills. Moreover, the employee engagement culture should be instill
within and across all the organizational levels in the heath sector. This culture should
be embedded in heath sector ‘s mission, vision and core values. Nurturing engaged
employees will yield the organization progressive business outcomes. This will lead to
a roadmap to organizational pride for the workforce and real value for the health
sectors. On the basis of the problems high-lighted encountered on the employee
engagement, there is a need for the heath sector to fulfill the promise for a specific
benefit or increase in pay. This will stimulate employee’s engagement and
commitment because the trust is built

44
QUESTIONNIARE

1.NAME:

2. AGE:

20-25 26-30 31-35 36-40 Above 40

3. GENDER:

• Male
• Female

4. EDUCATION QUALIFICATION:

• Diploma
• UG [ARTS AND SCIENCE]
• Engineering
• PG
• Others

5. YEARS OF WORKING EXPERIENCE

1-3 4-6 7-10 11-13 ABOVE 13

6. HOW OFTEN YOU COMPLAIN WITH FATIGUE AT WORK

• Never
• Frequent
• Rarely
• Cannot be generalized
• Never come across such complaints
45
7. WHAT MADE YOU THOUGHT TO MAKING A PERSONAL LIFESTYLE CHANGE
RELATED TO BETTER HEALTH

• Loose weight STRONGLY AGREE AGREE NEUTRAL DISAGREE

• Change food habits
• Physically active
• Reduce stress
• Stop bad habits

8.WHAT ARE THE EMPLOYEE WELLNESS INITIATIVES TAKEN BY YOUR

COMPANY

• Providing healthy lunch and snacks

• allocating nap room
• providing free fitness activities
• providing personal mentor
• other

9. WHAT ARE THE REASONS TO START EMPLOYEE WELLNESS PROGRAMS

• Performance degradation of employees

• Not reaching out targets sometimes due to sickness of employees.
• Absenteeism of employees
• To engage employees
• company policy

10.HOW FREQUENTLY YOUR COMPANY WILL CONDUCT WELLNESS

PROGRAMS

• Once in a week
• monthly twice
• monthly once
• two months once

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 • when needed

11. WHAT IS EMPLOYEE PARTICIPATION RATES IN WELLNESS ACTIVITIES

• Less than 20%

• 20-40%
• 40-60%
• 60-80%
• Greater than 80%

12. WHAT STOPS YOU FROM PARTICIPATING IN SUCH WELLNESS

PROGRAMS

• Lack of awareness
• Lack of interest
• Lack of time
• Already participated in such programs
• Lack of trust on the impact of these programs

13. WHICH OF THESE FACTORS MOTIVATE YOU TO PARTICIPATE IN THESE

PROGRAMS

• Concern about health

• Management pressure
• Peers’ participation
• Stress management

14. WHAT IS THE BEST TIME FOR YOU TO PARTICIPATE IN THESE

PROGRAMS

• After working hour

• Before working starts
• During break

47
 • Weekends
• Other reason

15. WHAT ARE THE WELLNESS PROGRAMS OFFERED BY YOUR COMPANY

• Physical health
• Mental health
• health centric
• Personal hygiene
• centric Stress management
• another program

16.HOW LONG DO YOU FEEL A SINGLE SESSION WELLNESS PROGRAM

SHOULD LAST

• 15 minutes
• 30 minutes
• 45 minutes
• 1 hour
• more than 1 hour

17. STATE THE IMPROVEMENT NEEDED FOR THESE PROGRAMS OFFERED

BY YOUR COMPANY

• 25%
• 50%
• 75%
• Present state is good
• A lot to be done

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18. WHAT IS THE IMMEDIATE IMPACT OF THESE PROGRAMS ON YOUR LIFE-
STYLE

• Work potential improved

• Interest in work improved
• Stress management became easy
• Enjoying work like never before
• Didn't experience any change

19. RATE YOUR OVERALL EXPERIENCE WITH EMPLOYEE WELLNESS

PROGRAM

1 2 3 4 5 6 7 8 9 1O

VERY BAD VERY GOOD

20. IS THERE ANYTHING ELSE THAT YOU WANT TO IMPROVE EMPLOYEE

WELLNESS IN OUR ORGANIZATION?

49
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