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“MAN POWER ABSENTEEISM”
MASTERS OF BUSINESS ADMINISTRATION
SIKKIM MANIPAL UNIVERSITY OF HEALTH, MEDICAL AND TECHNOLOGICAL SCIENCES DISTANCE EDUCATION WING MANIPAL
BHARGAVI INSTITUTE OF MANAGEMENT AND TECHNOLOGY , K.P.H.B. BUS STOP, HYDERABAD - 5000722
“MAN POWER ABSENTEEISM”
BY ANJUM BEGUM (520870273) submitted in partial fulfillment of the requirements for the degree of MASTERS OF BUSINESS ADMINISTRATION of Sikkim Manipal University, INDIA Sikkim Manipal University, Medical and Technological Sciences Distance Education Wing Syndicate House Manipal-576119
The project report of ANJUM BEGUM
Roll No: 520870273 title
“MAN POWER ABSENTEEISM” is approved and is acceptable in quality and form.
I hereby declare that the project report entitled “MAN POWER ABSENTEEISM” submitted in partial fulfillment of the requirements for the degree of Masters of Business Administration to Sikkim Manipal University, India, is my original work and not submitted for the award of any other degree, diploma, fellowship, or any other similar title or prizes.
Reg. No: 520870273
Introduction Objective of the Study Scope of the Study
1 2--6 7 8
Limitations of the Study Absenteeism in MRF Medak 2
10 11--19 20 21-23 24 25-42 43-48 49 50-53 54 55-78 79 80-82 83-84
Chapter - 3
Company Profile About MRF Medak Unit
Findings & Observation
6 7 8
Conclusion Questionnaire Bibliography
ABSENTEEISM THE PROBLEMS OF INDIAN INDUSTRY
It hardly needs mention that one of the major problems before the Indian industry is absenteeism among the workmen. This means that at the beginning of the shift, the managers are suddenly faced with the problem of finding extra people to
make up the production crew; either they have to carry large numbers as absentee reserve or will have to shut down machines, for want of crew. This naturally upset the production schedules.
Let us look at this problem more closely:
A worker, who absents himself when he is expected to be on duty without previous information to the management, is said to be absent. The problem of absenteeism arises when large numbers of workers absent themselves from duty. Many studies have been undertaken to find out the causes for absenteeism. It must however, be borne in mind that all factors crises-cross in this field, and hence it is not possible categorically to generalize the problem in such a vast country as India. However, the main causative factors are follows. Generally, workers in India, though working in urban centres, have retained their strong links with village life, through a small piece of land and social contacts, e.g., marriage, deaths, litigation, etc., which they continue to maintain with village life. Hence, as and when their presence is required in the village, which is frequent, they absent themselves from work and just go home. The lopsided social spending that they indulge in lands them in heavy debts and then it is a game of hide and seek with the money lender which adds to the high incidence of absenteeism.
Many workers have part time avocations, to supplement their income. But with the job security which the industrial workers enjoys in India, the part time job starts taking over factory job. It is common knowledge that during the marriage season electricians, tailors and even masons manage to be away from factory work since they are busy else where. It has almost been the general experience that with the introduction of the Employees’ State Insurance Scheme, absenteeism in the industry has gone up, the workers can cover up their absence with a medical certificate. The liberal leave provision in India is unique. There are provisions for casual leave, leave without pay, festival holidays, and sick leave, apart from annual leave with pay. All these enable the worker to interrupt his work life, as and when he needs.
Various Definitions for Absenteeism:
According to employment law Absenteeism is the state of not being present that occurs when an employee is absent or not present at work during a normally scheduled work period.
Absenteeism is the term used to describe the fact of an individuals missing his or her regular daily activity. Absenteeism is “ non-attendance of employees for scheduled work when they are expected to work”. Absenteeism – The state of Chronic absence from work Absenteeism – State of not being present Absenteeism – The Practice of regularly staying away from work with good reason. According to Labour bureau, Govt. of India – Absenteeism is defined as the failure of a worker to report for work when he is scheduled to work. A worker is considered scheduled to work when the employer has available for him and the worker is aware of it. Authorized absence is also treated as absence while presence even for a part of the shift is treated as presence for whole shift.
Definition for a worker:
According to labour bureau, Govt. of India – Workers are defined to include all persons employed directly or through any agency, whether for wages or not, in any manufacturing process or in cleaning any part
of machinery or premises used for manufacturing process or in any other kind of work, incidental to or connected with the manufacturing process or the subject of manufacturing process. Labour engaged in repair and maintenance or production of fixed assets for factory’s own use or labour employed for generating electricity etc., is also included. Contract workers are defined as all persons who were not employed directly by an employer but through the contractor. These workers may be employed with or without the knowledge of the principal employer.
Objectives of the Study
To study the reasons for absenteeism in MRF Medak unit.
To study the working conditions prevailing in the organization. To study the growing rate of absenteeism among the workmen
in the factory. To study the Cost / Effect of Absenteeism To provide Guidelines / Strategies in order to curb the
Scope of the study
The present study “ Workers Absenteeism” Covered only at MRF Medak unit, could be of great use for the organization concerned in the following area:
The study attempts to analyze the effectiveness and employee’s
individual opinion about reason for the absenteeism. 2. The study emphasizes to reveal lthe reasons behind the
absenteeism in MRF Medak unit. 3. The study aims to work on the feedback given by the
employees and come up with valuable suggestions for the improvement of the Absenteeism.
LIMITATIONS OF THE STUDY
o The study was limited only to MRF, Medak unit only.
As sampling is taken as an element of the study there
might always be sampling errors. o The sample under consideration may not reflect the
whole population. o Survey and study has been carried out in a span of only 3
months due to time constraint. o Since absenteeism is a vast topic to be discussed, the
study may not reflect each and every aspect.
Reasons for absenteeism in MRF Medak Unit
• • • Social obligations Fatigue / Sickness Casual approach
• • • • • • •
High debts Side business such as agriculture, petty Festivals / Rituals Low cost of living and no aspiration for quality of life Alcoholism Illicit relationships Involving in political activities
Man power Absentism
14 12 10 percentage 8 6 4 2 0
9 Ju l'0 9 '0 9 ay '0 9 e' 0 Au g Ju n Se p Ap r '0 9 '09
12.76 10.66 9.24 8.46
Safety, Health & Environment factors contributing to Absenteeism:
o Physical injuries keep the persons away from work due to
pain and inability to perform that particular job.
o o o o o o o
Mental stress keeps the person away from the work due Physical stress will also lead to absenteeism. Heat stress will make a person weak and muscle cramps Bad ergonomically work stations will lead to unnecessary Bad ventilation and lighting will cause suffocation All bad habits like tobacco, chewing, smoking, alcoholism, Bad Environmental conditions will lead to unhealthy
to instability in Hormones leading to unstable decisions.
leading to absenteeism fatigue leading to absenteeism. leading to irritation in turn absenteeism drugs etc., will lead to illness and thus lead to absenteeism. conditions, due to Bacteria / Virus etc.,. This makes a person weak in turn to absenteeism.
Growing Rate of Absenteeism:
No. of Mandays Scheduled 36868 No. of Mandays lost 3366
S No 1
2 3 4 5 6
Nov-08 Dec-08 Jan-09 Feb-09 Mar-09
36842 39987 39987 37000 39906
3176 3248 2739 2786 2994
8.62 8.12 6.85 7.53 7.5
Department wise absenteeism – Mandays & Percentage Loss from Jan’09 --- Aug’09
S No 1 2 3 4 Department Banbury Production Banbury Engg. Tread Tuber PCTR No. of Mandays lost 1168 71 507 296 Percentage 14.18 4.87 13.6 13.1
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
74'' Calendar / Dip Unit Bead/Banner-- Unit-1 Banner-- Unit-2 Band Building Bead-- Unit-2 Dual tuber-2 Electirical -1 Electirical -2 Instrumentation Engg.Stores Machine Shop OTR Planning Plant Tech. Power House Preparation -1 Engg RM Stores Tube Production Tube Engg. Tyre Building-1 Engg Tyre Building-2 Engg Tyre Building-1 Prodn Tyre Building-2 Prodn Tyre Curing -1 Engg Tyre Curing -2 Engg Tyre Curing -1 Prodn Tyre Curing -2 Prodn
562 534 72 493 201 374 21 8 105 0 18 39 4 19 1 42 0 986 46 40 21 2081 1483 164 72 968 487
10.78 5.6 1.49 11.5 10.1 6.57 1.3 1.01 11.2 0 5.6 2.12 1.06 6.03 0.04 3.68 0 4.92 4.32 3.8 3.16 4.2 6.1 5.21 4.95 5.39 6.17
Area wise Absenteeism – Mandays Lost & Percentage from Jan’09 - - - Aug’09
S No 1 2 3 4 Area Ankenpally Antharam Aroor Atmakoor No. of Mandays lost 382 66 191 76 Percentage 20.21 62.86 7.24 7.28
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33
Budhera Burugupally Chandapur Digwal Gollagudem Gopularam Huggelli Kammampally Kamkol Khambalapalli Kohir Lingampally Maddikunta Malkapur Mansampally Mekavanipally Mogudampally Mominpet Munipally Nandikandi Peddachelmad Peddapur Ranjole Sadasivapet Sangareddy Suraram Thangadapally Thatpally Zahirabad TOTAL
81 0 162 59 321 135 254 54 25 21 35 2 145 258 0 12 31 135 22 24 32 64 121 4067 1643 27 16 86 1854 10401
13.43 0 10.86 10.05 40.36 19.24 9.48 7.71 4.64 3.97 8.16 0.75 11.21 4.26 0 2.52 10.6 8.73 3.01 3.9 9.1 6.7 6.25 6.02 7.85 5.6 2.4 21.3 9.26 10.45
Cost of Absenteeism
Due to unscheduled absenteeism Productivity is lost. It can take a financial toll on a small business or even a multinational company in several different aspect. Excessive absenteeism if left unchecked can wear on a company in numerous ways.
Absenteeism forces mangers to deal with problems of morale, discipline, job dissatisfaction, team spirit Hidden costs factors associated with Absenteeism • • • • • • Lost productivity of the absent employee Overtime for other employees to fill in Decreased overall productivity of those employees Any temporary help costs incurred Possible loss of business or dissatisfied customers Problems with employee morale
Over Time due Absenteeism in MRF
S No 1 2 3 4 Focus Group Counselling: a) tobacco b) Attitudinal problem with work Generally people having influence of alcohol & Month May-09 Jun-09 Jul-09 Aug-09 OT hours 17752 11880 10245 6704 Mandays 2218 1483 1136 838
Habitual: a) Generally people with no ambition & no aspiration for quality of work Chronic: a) b) c) d) People with serious medical problems Economically well off Indulging in other source of income Involving in politics.
Various ways & means to curb the absenteeism adopted in MRF Medak unit 1. 2. Counselling: Generally people addicted for alcoholism, House visit: Dept. Supervisors / Area Incharges / JR tobacco & attitudinal problem were counseled on weekly basis personnel happened to visit houses & meet their spouses & family members & taken up their issues and guide them suitably.
Disciplinary Actions: Various stages will be adopted for
disciplinary actions - - Stage – I - Stage – II : Counselling : Warning 1 Warning 2
Warning 3 - Stage – III : Charge sheet 1 Charge sheet 2 Charge sheet 3 - Stage – IV : Charge sheet followed by enquiry & Suspension - Suspension for 5 days - Suspension for 10 days - Suspension for 20 days - Suspension for 30 days - Stage – V : Proposal for dismissal to case 4. month Attendance bonus award for regular attendance during the Appropriate decision will be taken based on case
Introduction of two major award like “ Champions of
Champions” award, Regular attendance award. Families of the above two awardees were invited to factory & given special lunch along with high officials of MRF & Cash award will be distributed to the above two events.
Helping / Encouraging through Bank loans, Housing loans,
Vehicles loans, consumer loans, children education mooted for the regular attendance persons 7. Mentor / Mentee relationship introduced for the trainees. A set of five trainees has to be adopted by the selected staff, who is turn a care taker for the adopted trainee.
CHAPTER – 2
Significance of Research:
According to a famous Hudson maxim, “ All progress is born of inquiry. Doubt is often better than overconfidence, for it leads to inquiry & inquiry leads to invention”
It is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. In this study descriptive and diagnostic research design has been adopted to determine with specific predictions to with the narration of facts and characteristics relating to an individual group or situation.
Data Collection method:
Primary data has been collected through Questionnaires. These Questionnaires was prepared keeping in mind different aspects of absenteeism and various factors that contribute absenteeism. This was the source of primary data.
The Secondary data was collected from HR Dept., from the factory. The observations were made keeping in mind various
data collected as well as with the consultation from senior officials and workers of the factory.
Sampling technique was adopted for the study as there was various constraints regarding time and resources. The sample size considered was of 130 respondents. The sample considered was from various departments and categories of workmen in the factory. The sample type was individual and the questionnaire was filled by the workers of their own and some with the help of their supervisors.
130 respondents of workers from various
departments and categories.
Period of the study:
Three months ( July’09 to Sep’09 )
Data Collection Tools:
To collect the above mentioned
primary data, the following tools has been used.
The employees under consideration
are interviewed personally to get the desired responses by asking questions and those responses are noted
questionnaire consists of set of close ended questions, which are orderly arranged to make the best use of it for workmen to answer.
CHAPTER – 3
MRF will be a significant global player delighting customer worldwide through Leadership in Technology Excellence in Manufacturing
World class systems
Driven by a team of motivated high performers to achieve profitable growth.
MRF LTD is the Tyre manufacturing unit with its Corporate Office located at Chennai and plants at Chennai, Arkonam, Pondicherry, Kottayam, Goa and Medak. The plant in Andhra Pradesh is located in Ankenpally (V), Sadasivpet (M), Medak (D). It was started in the year 1989. It is located on a sprawling 153 Acres with a build up area of 27.6 Acres leaving 125 Acres for greenery and Environmental Development. The plant is located on NH9 and has been in the production of Tyres.
Corporate Office - Chennai
The dependant villages of Ankenpally, Maddikunta, Suraram have benefitted a lot due to the presence of this industry due to employment and other development activities. The plant at Andhra Pradesh has been contributing to the Corporate built up of MRF LTD. This list of mile stones of MRF Ltd. is as under:
A young entrepreneur K.M. Mammen Mappillai opened a small toy balloon manufacturing unit in a shed at Tiruvottiyur, Madras Factory. as Madras Rubber
1952 Company ventured into manufacture of Tread Rubber. 1953 MRF became the market leader with a 50% share of the Tread Rubber market In India.
MRF became a Public Limited Company Pandit Jawaharlal Nehru laid the foundation stone for the Rubber Centre at Tiruvottiyur to commemorate the inauguration of Factory.
MRF became the first Indian Company to export tyres to USA.
MRF’s factory built at Kottayam MRF gained licence to build factory in Goa MRF’s fourth facility set up at Arkonam MRF launched India’s first Nylon Car Tyre MRF launched Superlug – the country’s largest selling truck Tyre MRF’s turnover crossed Rs. 100 Crores. Madras Rubber Factory became ‘MRF’ MRF became the No. 1 Tyre company in India The revolutionary MRF Pace Foundation was established MRF ZIGMA was launched and MRF’s Medak plant went on stream
Shri K.M. Mammen Mappillai was awarded the Padmashri Award. Turnover touched Rs 100 Crores
MRF celebrated 50 years. Turnover touched Rs 2000 Crores
1998 MRF’s Pondicherry Plant inaugurated
MRF won JD Power Award for Customer Satisfaction MRF won JD Power Award for the Second year in a row.
In the year 2003, it witnessed a historic era in Indian Motor sports when it clinched the “Overall Title” for ASIA PACIFIC rally in varied Terrains of Japan, Thailand, Australia and India. It is the first time an Indian Tyre Company was honoured at FIA ASIA-PACIFIC Championship 2003. It is reinforcing the fact that MRF Tyre Technology is suited for all kinds of terrain in India and Abroad. MRF products enjoy the higher Brand preference for their superior Quality and Durability, MRF leads the Tyre Industry in India, with the larger market share in almost every segment. MRF has given a special focus on service in Tyre and its service centres are found across the length and breadth of India. It offers motorists world class wheel service – alignment and balancing. MRF exports have continued to surge with a record during the year 2002-03. MRF has added several markets and expanded to focus on range of products. MRF has a record production for its last three years. MRF continues to be recognised by various bodies for its excellent export performance. In the year 2003 MRF Medak received Certification for ISO-14001 for Environmental Management System and ISO 9001-2000 for Quality Management System. MRF is conscious about its responsibilities for Safety and Health of employees and its Commitment for clear environment.
Regular audits on Safety and Environments are done by Competent Auditors and their recommendations are implemented to provide a safe and clean work environment. Regular training programs on Safety and Environment are conducted to increase awareness and commitment for Safety and Environment. HISTORY 1946 A young entrepreneur, K. M. Mammen Mappillai, opened a small toy balloon manufacturing unit in a shed at Tiruvottiyur, Madras (now Chennai). 1949 Although the "factory" was just a small shed without any machines, a variety of products, ranging from balloons and latex-cast squeaking toys to industrial gloves and contraceptives, were produced. During this time, MRF established its first office at 334, Thambu Chetty Street, Madras (now Chennai), Tamil Nadu, India.
1952 MRF ventured into the manufacture of tread rubber. And with that, the first machine, a rubber mill, was installed at the factory. This step into treadrubber manufacture, was later to catapult MRF into a league that few had imagined possible. 1955
MRF soon became the only Indian-owned unit to manufacture the superior extruded, non-blooming and cushion-backed tread-rubber, enabling it to compete with the MNC's operating in India at that time. 1956 The quality of the product manufactured was of such a high standard that by the close of 1956, MRF had become the market leader with a 50% share of the tread-rubber market in India. So effective was MRF's hold on the market, that the large multinationals had no other option but to gradually withdraw from the tread rubber business in India. 1961 With the success achieved in tread rubber, MRF entered into the manufacture of tyres. MRF established a technical collaboration with the Mansfield Tire & Rubber Company of USA. Around the same time, it also became a public company. It set up a pilot plant for tyre manufacture at Tiruvottiyur, Madras (now Chennai).
1963 On June 12, 1963, India's first Prime Minister, Late Pandit Jawaharlal Nehru laid the foundation stone for the Rubber Research Centre at Tiruvottiyur to commemorate the inauguration of the Tiruvottiyur factory. 1964
With the commissioning of the main plant in 1964, MRF also made progress in the export of tyres. An overseas office at Beirut (Lebanon) was established to develop the export market, and it was amongst India's very first efforts on tyre exports. This year also marked the birth of the now famous MRF Muscleman. 1967 MRF became the first Indian company to export tyres to USA - the very birthplace of tyre technology. 1973 MRF scored a major breakthrough by being among the very first in India to manufacture and market Nylon tyres passenger tyres commercially. 1978 MRF developed the MRF Superlug-78, a sturdy tyre for heavy-duty trucks. The tyre was a significant improvement over its existing products, and went on to become the country's largest selling truck tyre in later years.
1979 MRF's turnover crossed INR one billion. 1980
MRF entered into a technical collaboration with the B.F. Goodrich Tyre Company of USA, which was involved with the development of tyres for the NASA space-shuttle. With this began a significant exercise in quality improvement and new product development.
MRF took a major policy decision to be aggressive on the racing circuits. 1983 MRF began a rapid product development programme for new vehicles entering India. 1984 Sales crossed INR two billion. MRF tyres were the first tyres selected for fitment onto the Maruti Suzuki 800 - India's first small, modern car. 1985 MRF Nylogrip tyres for two-wheeler vehicles were launched. 1986 MRF was selected by the National Institution of Quality Assurance for their most prestigious award. Pitted against 20 tyre companies worldwide, MRF also won 6 Quality Improvement Awards instituted by the B.F. Goodrich Tyre Company from USA. 1987 MRF crossed the INR three billion mark and also became the No. 1 tyre company in India. MRF Legend, the premium nylon car tyre was introduced.
1988 The MRF Pace Foundation was set up, with international pace bowler, Dennis Lillee as its Director. Not long thereafter, pace bowlers trained at the Foundation were selected for the Indian Cricket Team. 1989 By 1989, MRF was the clear market leader in every tyre segment. Once again, in recognition of excellence, MRF was awarded the Visvesvaraya Award for the Best Business House in South India and the Economic Times Harvard Business School Award for the Best Corporate Performance. MRF collaborated with Hasbro International USA, the world's largest toy makers, and launched Funskool India. The company also entered into collaborations with Vapocure, Australia to manufacture polyurethane paint formulations and with Pirelli for MUSCLEFLEX Conveyor & Elevator Belting. 1989 MRF launched the MRF ZIGMA CC Radial synchronising with the MRF World Series Cricket Tournament for the Jawaharlal Nehru Trophy sposered by the company. The Chief Minister of Tamil Nadu, Dr. M. Karunanidhi, awarded MRF the Special Export Award. MRF also opened the MRF Tyredrome, India's first tyre company-owned wheel care complex at Madras (now Chennai). 1990
MRF brought the 6th World Cup Boxing Championship to Mumbai - the first of its kind - with 39 countries participating. The event was telecast live on TV networks worldwide. 1993 K. M. Mammen Mappillai was awarded the Padmashri Award of National Recognition for his contribution to industry - the only industrialist from South India to be accorded this honour until that time. MRF also became the first tyre company in India to cross the INR 10 billion mark. In addition, the company was voted by the Far Eastern Economic Review, as one of the ten leading Corporate Groups in India and a Leader in Asia. MRF was selected as one of India's most admired Marketing Companies by the readers of the A & M magazine. 1995 The company's turnover crossed INR 15 billion. MRF was chosen for fitment on the Daewoo Cielo. This year too MRF was voted by the Far Eastern Economic Review as one of the 10 leading Indian Companies. 1996 In the Golden Jubilee year, MRF's turnover crossed the INR 20 billion milestone. A special factory dedicated entirely to the manufacture of radials was started at Pondicherry. MRF Tyres were also chosen for fitment on the Ford Escort, Opel Astra and Fiat Uno. Further proof of its superior quality.
1999 MRF was declared the most ethical company by "Business World" magazine in its survey. 2000 MRF launched the Smile campaign on Indian roads. 2004 MRF's turnover crossed INR 30 billion mark. THE MUSCLE MAN The mere mention of the word 'MRF' is bound to bring the Muscleman to the mind of Indians. The Muscleman evolved in 1964, soon after MRF began manufacturing tyres. Over the past 33 years, it has evolved from a mere corporate mascot to a symbol of strength, reliability and durability - embodying the very qualities of the tyres the Muscleman represents. For 16 years, he grew to become India's most trusted and well-recognised symbol for tyres. The Muscleman evolved into a hi-tech symbol in the mid-80s, a sign of the changing times. His new appearance was silent testimony to the indomitable spirit that carried MRF across the INR 20 billion mark. The muscleman's appearance changed once again in 1996, MRF's golden jubilee year. He started appearing in full form, and is now also known affectionately as the MRF Tyreman by motorists across India and 65
countries worldwide, who have come to rely on him for a safe and comfortable ride. THE BIRTH OF THE MUSCLEMAN In the 1960's, the Indian tyre market was completely controlled by the large multi-national companies. Around this time MRF opened a tyre factory at Tiruvottiyur in Tamil Nadu. With that, came the task of recognising an appropriate Corporate Brand Symbol: one that would distinctly represent the Company's culture, and convey the same to everyone in a country of varied languages and cultures. In this process of developing suggestions for the symbol, some enterprising employees conducted an informal market survey, interviewing people from all over the country about their expectations from a good tyre. But one day, a truck driver at a roadside dhaba (makeshift eatery) somewhere in Western India hit upon the right idea when he said, "A good tyre should have all the qualities of a pehalwan (strong man)." And from this simple statement, the muscleman was born. Tell us what you think of the MRF Muscleman.
Funskool India Limited is a joint venture between MRF and Hasbro Inc., USA, the world's largest toy company. Since late 1991-1992 Funskool's Goa plant has been making its own moulds for a number of its products, the most popular of which are Pipsqueaks, a range of low priced baby toys. These soft colourful animal toys have their sound built into their internal construction, doing away with the traditional whistle that breaks easily. Funskool's range of board games has catalysed the phenomenal growth of this segment in the Indian toy market. Games like Scotland Yard, Battleship, The Game of Life, The Memory Game and the recently launched Go To the Head of the Class have made Funskool the undisputed market leader in the board games segment. The G.I. Joe series of army action figures and vehicles, which has taken the children's world by storm, will this year go up to the collection of thirty figures and twenty vehicles. Two new toys, the Racing Jeep and the Street Hawk motorcycle are based on MRF ads. The latest to the Funskool range of toys are the WWF characters - the current craze of children across the country. RACING AND RALLYING MRF tyres are developed in the toughest lab known to man MRF is the pioneer of motor racing in India. The gruelling race track has been the laboratory for testing our tyres. Every MRF tyre designed is the result of a special acid test (that’s
sheer torture) on the race and rally tracks. Sharp turns, abrupt braking and straight stretches of steaming asphalt. Excruciating conditions... but then only the tough can survive, and only the toughest win. At MRF, all this is put to good use. MRF’s tyre experts and rubber technologists are present at every stage, and epecially during those crucial moments, to study tyre behaviour. MRF tyres are made to run at speeds exceeding 150 Kmph, at which they are exposed to extreme conditions of heat 1and traction. The molecular stability of the rubber compounds is tested against severe gravitational stress. Our experts observe, analyse and gather information at the pits and the dirt track, which they pass on to the R&D department. This is then reviewed and used to develop safer, better quality tyres, not only for formula cars and racing bikes, but also for cars that rough it out on the tough Indian roads everyday. MRF PACE FOUNDATION
The MRF Pace Foundation was established in August '87, with the legendary Dennis Lillee of Australia, as Director, with the singular mission of developing and breeding strike bowlers of tomorrow. A brain-child of late Mr. Ravi Mammen, the birth of this foundation coincided with one of the greatest events in Indian cricket - the hosting of 'MRF World Series' for the first time in the sub-continent. This marked a significant forward step in Indian cricket. The MRF Pace Foundation is unique in its nature and objective. It selects, nurtures and scientifically develops the cricketing skills
of youngsters with promise. When it began ten years ago, the MRF Pace Foundation possessed few facilities other than an unused ground on the Madras Christian College campus. Since then, under the stewardship of Dennis Lillee and the able guidance of the Chief Coach T.A. Sekar, former Indian Pace Bowler, the MRF Pace Foundation has come a long way.
Awards won by MRF
JD Power Asia pacific 2007 award and ranks highest in customer satisfaction Ranked No: 1 under Auto Ancillaries in the Business world’s most reputed companies survey 2006 National winner - Third national convention on industrial relations strategies and plans by (APPC)’95 Best workers welfare including family planning effort by Industrial or Commercial unit Certification of OHSAS : 18001 in 2006 Best private sector in worker education for the year 2005-06
About MRF, Medak Unit
MRF Medak unit is the fifth & the largest unit of MRF Ltd., situated at Ankenpally – Maddikunta village, Sadasivapet Mandal, Medak dist.,. The plant was commissioned in the year 1990 and is located on 300 Acres of land. It is only tyre plant in India producing a wide variety of tyres ranging from the smallest scooter tyres to the very large Off The Road tyres for big vehicles like cranes and big dumper trucks for Defence and Coal mines and also various products like Tube, Pretread rubber, flaps, repair materials, cushion rubber under one roof. Within a short span of time MRF Medak plant has grown and it become one of the largest tyre plant among MRF in the year 2002-03 with a turn over of Rs. 573 crores. This unparalleled growth of MRF Medak plant with a new and young people in the background in a short period of time is remarkable. Basic Functions of MRF Medak Unit: o o o o Looking after the statutory compliance in the factory Maintaining the industrial discipline among the workers as well Training and development for the workers as well as the Looking after the welfare of the employees as well as the
as the employees employees employees families
o o basis
Carrying out administrative functions regarding the workers Contract labour management which includes the recruitment
and employees and the engagement of the labourers who are appointed on contract
Factory runs round the clock which constitutes of three shift as follows: Shift I Shift II Shift III Shift Time 7 a.m. to 3 p.m. 3 p.m to 11 p.m 11 p.m. to 7 a.m Lunch Break 10. a.m to 10.30 a.m. 7 p.m. to 7.30 p.m 3 a.m. to 3.30 a.m
MRF Medak - - - Growth Trend
1 0 000 9 000 8 000 7 000 6 000 5 000 4 000 3 000 2 000 1 000 Tons Jan'09 7 144 Feb'09 Mar'09 733 0 7 198
Apr'09 May '09 June'09 7 11 7 806 0 8 651
Jul'09 8 5 49
Aug'0 9 9 200
MRF Medak - - - Growth Trend
23.5 23 22.5 22 21.5 21 20.5 20 19.5 Rs / Kg
Rs / Kg
MRF Medak - - - Growth Trend
114 112 110 108 106 104 102 100 98
Kgs/Manday Jan'09 103.6 Feb'09 Mar'09 Apr'09 108.98
May'09 June'09 112.4
MRF Medak - - - Growth Trend
Man power Absentism
14 12 10 percentage 8 6 4 2 0
Jan'09 Feb'09 Mar'09 Apr'09 percentage 9.52 9.95 9.48 12.29 May'0 June'0 Jul'09 Aug'09 9 9 12.95 12.76 10.66 9.24
Happenings and Achievements in Medak unit:
NATIONAL RUNNER-UP FOR BEST INDUSTRIAL RELATIONS-AWARDED BY ANDHRA PRADESH PRODUCTIVITY COUNCIL IN 1994.
NATIONAL WINNER FOR BEST INDUSTRIAL RELATIONS-
AWARDED BY A.P. PRODUCTIVITY COUNCIL
“BEST WORKMEN WELFARE INCLUDING FAMILY PLANNING AWARD” BY FAPPCI IN 1995. “BEST TRADE UNION IN MAJOR INDUSTRIES” BY STATE GOVT. IN 1996.
“BEST VENDOR” AWARD FROM MARUTI UDYOG LTD
“BEST MANAGEMENT AWARD IN 2002-2003” FROM GOVT. OF A.P. WINNERS IN DISTRICT LEVEL CRICKET TOURNAMENT CONDUCTED FOR INDUSTRIES IN MAY 05 TPM KICK OFF IN THE YEAR 2005
NATIONAL SAFETY COUNCIL AWARDED A CERTIFICATE
OF APPRECIATION IN RECOGNITION OF EFFORTS OF MANAGEMENT IN ACHIEVING OHSAS-18001 CERTIFICATION IN 2006 “BEST CO-OPERATIVE MANAGEMENT FOR WORKERS EDUCATION” AWARD BY CENTRAL BOARD OF WORKERS EDUCATION IN 2006 ACHIEVED 1680 CRORES TURN OVER IN THE FINANCIAL YEAR 2008-09 WAGE WAR ON WASTE (W W W) - - A UNIQUE PROGRAM TO REDUCE WASTE LOSS WIN WAR ON WASTE (W W W) - - NEXT STEP FOR ACHIEVING THE GIVEN TARGET ON WASTE LOSS WORK FOR WEALTH FROM WASTE (W W W) - - - NEXT STEP FOR FOCUS ON EVERY MATERIAL GOING WASTE AND
TOTAL AWARENESS TO ALL THE EMPLOYEES IN THE FACTORY FOR 7 DAYS HIGHEST EVER PRODUCTION TONNAGE 9200 MT IN THE MONTH OF AUG’09
MARCHING TOWARDS TPM EXCELLENCE AWARD.
CHAPTER – 4
Absenteeism Rates Amongst Directly Employed Regular Workers in States by Sectors during the Year 2003
S No 1 2 3 State Jammu & Kashmir Himachal Pradesh Punjab Percentage of Absenteeism by Sectors Public Sector 2.64 11.95 11.45 Joint Sector 4.9 13.46 7.94 Private Sector 6.22 12.14 11.71 Overall 5.25 12.17 11.59
4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 All India
Chandigarh Uttaranchal Haryana Delhi Rajasthan Uttar Pradesh Bhihar Nagaland Manipur Tripura Meghalaya Assam West Bengal Jharkhand Orrissa Chhattisgarh Madhya pradesh Gujarath Daman & Diu D & Nagar Haveli Maharashtra Andhra Pradesh Karnataka Goa Kerala Tamil Nadu Pondicherry A & N Islands
7.52 10.79 11.25 8.62 11.23 10.92 2.78 0.22 15.63 4.29 1.99 7.28 10.13 11.91 5.43 8.52 6.55 4.63 0 0 14.29 3.94 12.3 11.23 12.13 11.14 8.88 0 10.51
0 9.1 4.86 16.19 11.88 7.85 8.71 7.83 1.66 1.02 2.7 4.59 9.48 20.15 6.13 3.31 15.75 7.69 6 0 11.72 8.59 10.32 20.39 14.85 7.98 4.28 9.7 10.9
12.29 8.79 11.77 12.9 11.84 10.28 8.31 1.01 3.37 3.57 4.95 6.37 9.87 7.71 8.22 6.04 9.16 9.53 8.11 8.31 12.93 7.52 8.79 12.58 12.33 7.25 6.66 11.39 9.62
12.17 9.38 11.48 12.91 11.82 10.19 7.9 1.01 3.21 2.42 4.78 6.34 9.9 12.49 7.16 5.89 9.42 9.45 8.1 8.31 12.9 7.25 8.93 12.81 12.47 7.4 7.14 10.33 10.01
Absenteeism Rates Amongst Directly Employed Regular Workers in Industries (3- Digit Level of NIC – 1998) by Sectors during the Year 2003
S No 1 2 3 NIC Code 14 142 151 Percentage of Absenteeism by Sectors Joint Private Public Sector Overall Sector Sector 0 8.74 11.73 1.97 0 13.47 5.66 8.05 8.01 5.63 8.14 8.28
4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 S No 33 34 35 36 37 38
152 153 154 155 160 171 172 173 181 182 191 193 201 202 210 221 222 223 231 232 241 242 243 251 252 261 269 271 272 NIC Code 273 281 289 291 292 293
11.21 9.31 7.07 9.58 4.57 12.38 11.15 9.71 23.32 0 5.5 4.24 16.72 15.61 11.24 7.19 14.92 0 8.54 6.59 11.06 11.66 0 7.19 17.86 0 7.78 10.63 9.74
6.67 12.24 7.77 14.33 4.58 12.76 10.74 0 9.61 0 0 3.37 30.4 17.23 11.08 3.49 7.13 0 4.9 13.12 9.92 10.8 6.3 14.6 10.23 4.03 11.05 14.4
8.11 6.92 8.89 9.66 14.76 9.92 9.91 8.39 9.19 10.57 8.26 9.77 11.3 11.89 9.91 8.53 9.35 10.66 8.94 8.67 11.05 9.03 12.55 12.48 9.34 11.03 10.42 9.64
8.56 7.08 8.6 9.77 14.72 10.26 9.97 8.39 9.21 10.57 8.25 9.75 11.48 12.14 10.03 8.44 9.8 10.66 8.66 9.93 10.92 9.11 12.37 12.39 9.36 10.91 10.32 11.01
10.88 10.72 10.68 Percentage of Absenteeism by Sectors Joint Private Public Sector Overall Sector Sector 15.91 12.1 20.52 5.79 11.01 0 9.95 15.61 12.39 9.02 8.66 1.93 10.44 9.78 11.3 10.08 10.32 11.03 10.72 10.51 11.4 9.92 10.32 10.96
39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 All India
300 311 312 313 314 315 319 321 322 323 331 332 333 341 342 343 351 352 353 359 361 369 371 372 400
9.5 11.72 12.97 6.47 0 0 9.59 8.83 9.46 3.86 12.56 6.39 9.62 0 5.64 11.97 10.33 9.17 8.44 14.36 5.37 17.46 0 0 9.31 10.51
0 3.8 10.8 19.51 16.76 7.61 15.9 9.29 12.17 0 8.79 0 8.85 2.14 0 10.57 9.78 15.07 2.72 13.92 10.39 0 18.02 0 5.96 10.9
9.07 9.5 10.25 10.43 9.66 9.38 10.18 9.9 9.75 11.04 9.22 7.59 10.21 10.95 7.9 9.84 8.19 12.07 8.16 11.22 10.34 10.51 9.96 12.95 7.77 9.92
9.09 9.34 10.37 10.46 9.75 9.37 10.2 9.8 10.32 11.02 9.24 7.53 10.07 9.43 7.82 9.85 9.11 11.52 8.31 11.29 10.08 10.54 12.39 12.95 7.84 10.01
CHAPTER – 5
Findings and Observations:
70 60 50 40 30 20 10 0
46 27 19 8
s atisfactory unsatis factory
The respondents interested to their continue their Job as significant numbers of respondents (46%) find their jobs good and nearly 27% finds their job satisfactory and 19% of the workers find their job very good
Respondents view about their Working Conditions:
very good, 12
The view of respondents about the working conditions in the factory such as the time of the shifts, lunch hours, the breaks are found to be good. It is found that the majority of the workers find their working conditions are good since 46% of the respondents were having good opinion. Nearly 38% of the respondents were satisfied with their working conditions and 12% of the respondents were finding very good working atmosphere
Respondents view about their Factory conditions:
very good 9%
satisfactory, 46, 54%
good, 32, 37%
According to the above chart we conclude that a majority of the workers find the factory conditions are good and satisfactory as the acceptance levels of both good and satisfactory are 46% and 9% of the workers feel that factory conditions are very good
Respondents view their Welfare facilities:
The view of the factory workers regarding the welfare facilities in the factory were satisfactory as 48% of the workforce were in favour. Whereas in contrast to this nearly 28% of the respondents feel that good and 24% respondents feel that welfare facilities were inadequate or unsatisfactory
Respondents view about their Protection from accidents:
very good 18%
good 50% satisfactory 32%
50% of the respondents views about the protection from accidents were good, 32% were satisfactory and 18% feel that protection from accidents were very good. Not even single person feel they were unsatisfied
Respondents view about their Personal policies are effective
unsatisfactory 0% good 31%
Majority of the respondents feel that the personal policies in the factory were satisfactory - - 69% and 31% were feel good as per the factory policies. Again here too 0% feels that personal policy is unsatisfactory
Respondents view about their Relations with their Supervisors and Management:
very good 15%
A good number of respondents do keep a good relation with the supervisors and management. 54% respondents maintain good relation, 31% were satisfactory and 15% do keep very good relation with the supervisor and management thus indicating that most of the workers do not have a problem with supervisor and management. Not even a single respondent were unsatisfied with supervisor and management relationship. This indicates the good rapport prevailing in the factory
Respondents view about their Leave facilities
very good 7%
Majority of the people feel that their leave were satisfactory adequate and almost 38% of the respondents feel that their leave were inadequate except 7% of the respondents feel that their leaves were good
Respondents spend in Religious & Social Ceremonies
30 days 28%
11-20 days 40%
0 - 10 days 32%
We can find that nearly 38% of the respondents spend 11-20 days in a year, 31% spend 0- 10 days in a year and 27% spend 30 days and more in a year for religious and social ceremonies
Respondents views on Possible reasons for Absenteeism
40 % 35 30 25 20 15 10 5 0
s oc ial & religious func tions
dis countent with uns uitable wages work ing c onditions
borrowing m oney
Respondents view on Reasons for Absenteeism: -- Social & Religious functions -- Discontent with wages -- Unsuitable working conditions -- Borrowing money from co-workers - 38% - 27% - 15% - 8%
Respondents view on Measures to reduce Absenteeism
50 % 45 40 35 30 25 20 15 10 5 0
Liberal grant of leave
Provision of reasonable wages
Motivation of workers
Respondents views on reducing absenteeism: --Liberal grant of leave -- Provision of reasonable wages -- Motivation of workers - 47% - 38% - 15%
Respondents view about Management effort to reduce absenteeism
80 % 70 60 50 40 30 20 10 0
Respondents view about management effort to reduce absenteeism: -- Satisfactory -- Exceptionally well -- Nothing - 69% - 19% - 12%
Guidelines for Absenteeism Control:
There are two types of absenteeism, each of which requires a different type of approach.
Innocent absenteeism refers to employees who are absent for reasons beyond their control; like sickness and injury. Innocent absenteeism is not culpable which means that it is blameless. In a labour relations context this means that it cannot be remedied or treated by disciplinary measures.
2. Culpable Absenteeism
Culpable absenteeism refers to employees who are absent without authorization for reasons which are within their control. For instance, an employee who is on sick leave even though he is not sick, and it can be proven that employee was not sick, is guilty of culpable absenteeism. To be culpable is to be blameworthy. In a labour relations context this means that progressive discipline can be applied
Identifying Excessive Absenteeism
Attendance records should be reviewed regularly to be sure that an employee’s sick-leave days are excessive compared to other employees. If a supervisor suspects that an employee is excessively absent, this can be confirmed through reviewing the attendance records If all indications show that an employee is excessively absent, the next step is to gather as much information as possible in order to get a clearer picture of the situation. The employee’s files should be reviewed and the employees immediate supervisor should document all available information on the particular employee’s history.
After all available information has been gathered, the administrator or supervisor should individually meet with each employee whom has been identified as having higher than average or questionable absences. This first meeting should be used to bring concerns regarding attendance to the employee’s attention. It is also an opportunity to discuss with the employee, in some depth, the causes of his attendance problem and possible steps he can take to remedy or control the absences. Often, after the initial meeting employees reduce their absenteeism. The meeting shows that you are concerned and that absenteeism is taken seriously.
After the Initial Interview
If after the initial interview, enough time and counseling efforts, as appropriate, have passed and the employee’s absenteeism has not improved, it may be necessary to take further action. Further action must be handled with extreme caution- a mistake in approach, timing, or severity can be crippling from both an administration and labour relation’s point of view. Determining whether counseling or disciplinary action is appropriate, depends on whether the employee’s absences are innocent or culpable. If the employee’s absenteeism is made up of both innocent and culpable absences, then each type must be dealt with as a separate issue. In a labour relation’s context innocent absenteeism and culpable absenteeism are mutually exclusive. One in no way affects the other.
Counseling Innocent Absenteeism
Innocent absenteeism is not blameworthy and therefore disciplinary action is not justified. It is obviously unfair to punish someone for conduct which is beyond his control. Absenteeism no matter what the cause, imposes losses on the employer who is also not at fault. The damage suffered by the employer must be weighed against the employee’s right to be sick. There is a point at which the employer’s right to expect the employee to attend regularly and fulfill the employment contract will outweigh the employee’s right to be sick. At such a point the termination of the employee may be justified, as will be discussed.
The procedure an employer may take for innocent absenteeism is as follows: 1. Initial counseling 2. Written counseling 3. Reductions of hours and job reclassification 4. Discharge Initial Counseling If the absences are intermittent, meet with the employee each time he returns to work. If absence is prolonged, keep in touch with the employee regularly and stay updated on the status of his condition. Written Counseling If the absences persist, you should meet with the employee formally and provide him with a letter of concern. If the absenteeism still continues to persist then the employee should be given a second letter of concern during another formal meeting. This letter would be stronger worded in that it would warn the employee that unless attendance improves, termination may be necessary.
Reduction of Hours and job reclassification
In between the first and second letters the employee may be given that option to reduce his hours to better fit his personal circumstances. This option must be voluntarily accepted by the employee and cannot be offered
as an ultimatum, as a reduction in hours is a reduction in pay and therefore can be looked upon as discipline.
Only when all the previously noted needs and conditions have been met and everything has been done to accommodate the employee can termination be considered. An Arbitrator would consider the following in ruling on an innocent absenteeism dismissal case.
Establishing a System for Tracking Absences
Absenteeism policies are useless if the business does not also implement and maintain an effective system for tracking employee attendance. Some companies are able to track absenteeism through existing payroll systems, but for those who do not have this option, they need to make certain that they put together a system that can: 1) keep an accurate count of individual employee absences 2) tabulate company wide absenteeism totals 3) calculate the financial impact that these absences have on the business 4) detect periods when absences are particularly high and 5) differentiate between various types of absences.
Strategies to Curb the Absenteeism
1. High collaborative culture. 2. Be aware of problems that may effect employee attendance or performance 3. Develop open communication between managers, supervisors and employees. 4. Employees are encouraged to voice their concerns so their perceptions of the work place are clear and can be dealt with. 5. Cooperation with union representatives can be very helpful in attendance management and should be encouraged. 6. Regularly scheduled department meetings are an excellent way not only to hear employee perceptions and concerns but also to communicate organizational goals 7. An employee’s relationship with their supervisor can greatly influence their feelings about their work, their coworkers and thus their attendance at work. 8. More openness and transparency on the part of management. 9. Encourage risk taking and experimentation among members. 10. Make each employee aware that they are a valued member of the ‘’team’’, that they play an important role in your organization and that their attendance is critical. 11. Hold regular meetings, keep your staff informed and involved. 12. Know your employees; without prying show an interest in their personal lives.
13. Familiarize with community programs which you can recommend to an employee if he has a need for assistance 14. Awareness, commitment and involvement by all levels of staff. 15. Match the attendance records during a period of ‘’high’’ workload to a period of ‘’normal’’ workload. 16. Bonus for unused sick leave. 17. Official warnings. 18. Develop a comprehensive and collaborative continuous improvement program throughout the department. 19. Counsel individual employees. Discuss with all employees problems of unjustifiable time off. 20. Introduce an incentive scheme to reward those who don’t have an absent day. This is measured quarterly and annually. 21. Greater attention by supervisors and more accountability of operations management and other management has improved sick leave. 22. Front line management will be held accountable for attendance management performance. 23. Effective career planning and development program 24. Effective training and development program 25. Each department should develop and maintain an attendance management policy. 26. Employers should track attendance and assign costs based on reliable data.
27. Employees should be encouraged ot give as much notice as possible for anticipated absences. Absent employees should be requested to keep contact with their employer 28. The employer should be informed of any changes in the employee’s health status. 29. Employees should be called if they are not keeping contact with the employer. The purpose is to show concern and desire for the employee to regain a healthy status and return to work. 30. In addition to individual counseling make use of family counseling methods
The Responsibilities of the Supervisor
In addition to ensuring that work is appropriately covered during the employee’s absence, there are a number of other critical actions that supervisors need to take to manage absenteeism. They should: • ensure that all employees are fully aware of the organization’s policies and procedures for dealing with absence. • Be the first point of contact when an employee phones in sick. • Maintain appropriately detailed, accurate, and up-to-date absence records for their staff • Identify any patterns or trends of absence which cause concern • Conduct return-to-work interviews, and • Implement disciplinary procedures where necessary
The Return-to-Work Interview
The training of supervisors in how to best manage absenteeism should include instruction on how to conduct effective and fair return-to-work interviews. Recent national surveys indicate that these interviews are regarded as one of the most effective tools for managing short-term absenteeism. The return-to-work discussion will enable the supervisor to welcome the employee back to work, in addition to demonstrating management’s strong commitment to controlling, and managing absenteeism in the workplace. The interview will enable a check to be made that the employee is well enough to return-to-work.
The necessary paperwork can be completed, so that the absence and its conclusion are properly recorded. The fact that an established procedure is in place to investigate and discuss absence with an employee may, on its own, act as a deterrent for non-attendance for disingenuous reasons. Interviews need to be carried out as promptly as possible following the absentee’s return-to-work. The employee should be given ample opportunity to outline the reasons for his absence. The supervisor should use the interview as a time to explore any issues that the employee may have which are leading to absence. The goal is to foster an open and supportive culture. The procedures are in place to make sure that help and advice is offered when needed and to ensure that the employee is fit to return-to-work. Employees will usually appreciate the opportunity to explain genuine reasons for absence within a formalized structure. Should the supervisor doubt the authenticity of the reasons given for absence, he should use this opportunity to express any doubts or concerns. At all times, the employee must be aware that the interview is not merely part of company procedures, but a significant meeting during which the absence has been noted and my have implications for future employment. The company’s disciplinary procedure, in the event of unacceptable levels of absence, should be explained to the employee. The manager may choose to outline how the absence affected the department. The message should be that the employee was missed and that
productivity suffered. The manner in which the department was required to reorganize staffing arrangements might also be explained. This would demonstrate that the efficiency of the work unit was adversely affected by the absence. The supervisor should then brief the returning employee about the current situation i.e., what tasks are now priorities, what work has already been carried out and where the employee should now focus his efforts. At no point during the meeting should the interview become a form of ‘’punishment’’, but should be seen as an occasion to highlight and explain the repercussions of absence within the department. The vast majority of employees derive a sense of pride and achievement from their work and management should be encouraged to treat these individuals as responsible adults. Most employees understand reasonable rules and do not want to be threatened into compliance. The small percentage of employees who indeed have an absence problem will require close supervision and possibly even punitive measures for excessive absenteeism. These few employees who are irresponsible should be handled individually and firmly.
Some processes involved in attendance management
PROACTIVE AND TREATMENT POLICIES REACTIVE POLICIES TO OCCURRENCE OF ABSENCE HEALTH PROMOTION BACK PAIN MANAGEMENT STRESS MANAGEMENT RISK MANAGEMENT REHABILITATION ‘FAMILY FRIENDLY’ POLICIES
PREDICTORS OF ABSENCE
INDIVIDUALLY BASED PREEMPLOYMENT SELECTION CRITERIA HEALTH (MENTAL / PHYSICAL) ATTITUDES PERSONALITY LIFESTYLE SOCAIL FACTORS
MANAGEMENT TRAINING RECORDING & MONITORING EARLY LMANGEMENT CONTACT RETURN TO WORK INTERVIEWS TRIGGER POINTS CASE REVIEWS
ORGANISATION BASED HEALTH & SAFETY JOB SATISFACTION CULTURE
It is reported that these strategies got effective feed back from the employees and employer’s part ion order to curb the absenteeism. It is reported that the rate of absenteeism reduced from 34% to 20% with in a period of 6 – 10 months. The requirement here is the committed management force with single task to carry forward this strategic function with fidelity and accuracy. Many strategies like community intervention programs and industrial counseling strategies have major impact on the behavior of absented employees. It is envisaged that a culture of open communication and collaboration can reduce the level of absenteeism through strategic interventions.
Annexure – I Questionnaire
Department: How long have you been working in the organization? How do you rate your job? a) Very Good b) Good c) Satisfactory d) Unsatisfactory
How do you find your working conditions? a) Very Good b) Good c) Satisfactory d) Unsatisfactory
How are the factory conditions? a) Very Good b) Good c) Satisfactory d) Unsatisfactory
How are the welfare facilities in the factory? a) Very Good b) Good c) Satisfactory d) Unsatisfactory
How do you think is the protection from accidents in the factory? a) Exceptionally Good d) Unsatisfactory b) Somewhat Good c) Satisfactory
To what extent are the personnel policies effective in the factory? a) Very Good a) Very Good b) Good c) Satisfactory b) Good c) Satisfactory d) Unsatisfactory d) Unsatisfactory How are your relations with the supervisors and the management?
How do you find the leave facilities in the factory? a) Adequate b) Satisfactorily Adequate c) Not at all adequate
How are your housing conditions? a) Very Good b) Good c) Satisfactory d) Unsatisfactory
How many days in an year do you spend in religious and social ceremonies? a) 0 – 10 days b) 11-20 days c) 21-30 days d) 30 days & more
What do think are the possible reasons for absenteeism? d) Resentment against supervisors g) Social and religious functions
a) Unsuitable working conditions b) Unsuitable attitude arising out of boredom c) Discontent with the wages management & workers e) Inadequate medical facilities for injuries f) Increased distance between h) Borrowing money from co-workers 14) What according to you are the measures to reduce absenteeism? b) Provision of reasonable wages d) Liberal grant of leave f) Cordial relation between supervisors
a) Disciplinary Action c) Motivation of workers e) safety & accident prevention and workers 15)
g) Provision of healthy & hygiene working conditions
To what extent do you think has the management tried to reduce absenteeism? a) Very Good b) Good c) Satisfactory d) Unsatisfactory
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‘’Don’t Let Unscheduled Absences Wipe You Out’’. Workforce, June 2000 Gale, Sarh Fister. ‘’ Sickened by the Cost of Absenteeism’’, Workforce, September, 2003. Hunt, David, ‘’There’s a Bit of Flue Doing the Rounds, Boss, ‘’Employee Benefits, April 2000. ‘’Link Absenteeism and Benefits - - And Help Cut Costs’’, HR Focus, April 2000
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