Company profile


Shahi - started in 1974 at Delhi, Bangalore operations began on 1st July 1988 with 250 associates and 104 machines. Expansion by 60 times by last 30 years. We manufacture 3 million pc of high quality woven & knit per month and catering to all segments in the apparel industry. A whooping over 2 million square feet for woven/knits and we manufacture 1 million pc of per month of knits & 2 million pc per month of wovens. The manufacturing units are located in Delhi, Bangalore, Tirupura and Salem.


We believe in corporate leadership, the success is responsibility with freedom to work is transferred to every individual with a collective teamwork.



Shahi - started in 1974 at Delhi. Bangalore operations began on 1st July 1988 with 250 associates and 104 machines. Expansion by 60 times by last 30 years.


The entire Shahi organization works on a single ERP system, which unifies all the departments working. This not only makes us one of a kind but also gives us the superiority of efficient functioning. This allows us to typically handle the manufacturing, logistics, distribution, inventory, shipping, invoicing, and accounting for a company. This also sychronises our business activities like sales, delivery, billing, production, inventory management, quality management, and human resources management. Our today's structure is in complete contrast to our yesteryears' departments, which have given way to modules like CRM, SRM, SCM and EPM, to not only give efficient services to our customers but also to deal effectively with suppliers. Our ERP functioning is cross-functional and enterprise wide. All functional departments that are involved in operations or production are integrated in one system. In addition to manufacturing, warehousing, logistics, and Information


Technology, this also includes accounting, human resources, marketing, and strategic management. The automisation level that we have in Shahi is at par with the best of the best in garment industry. The technological advantage with Shahi is what makes unique, with an improved business performance. Through Our Enterprise Resource Planning, we have amalgamated our company's information systems & have designed it to bind more closely, all our company functions including human resources, inventories and financials while simultaneously linking the company to customers and vendors.

An innovative team under mature infrastructure is the pride of Shahi in fashion industry. We got 21 state-of-the-art manufacturing facilities spread across Delhi, Bangalore, Tirupur with whooping 15,000 machines installed. It is supported by the latest automatic spreaders & CAD/CAM cutting and the best of the micro-process controlled sewing machines with under-bed trimmers. The start-of-the-art sewing facilities with online checking at critical points coupled with stringent quality controls at finishing section meeting the standards of our buyers. The facilities are of most modern with a total buildup area over 4 million sq. ft. spread across India to support to manufacturing.

We are one of the largest installation of Barudan over 90 machines each of 20 heads capable of producing 9 colors, producing 1 billion stitches per day. Also new


embroidery addition can support sequencing and special operations in the machine, with the above capacity we can turn-around time of an order can be shorter.

We have state-of-the art front loaded micro-process controlled washing facilities with a expertise of washing for various brands like Abercrombie, Replay etc., we can do the following washes in fabric & garment form • • • • • • • Enzyme wash Acid wash Potassium permanganate wash Aged water Vintage wash Rubber ball wash Tea stain wash

Garment Dyeing

Garment pigment dyed Sulpher dyed Garment dyed over print Tie & Dye Dip Dye


Fabric Processing

Sarla Fabrics, the processing plant rates as one of India's foremost wet processing plant. All kinds of woven fabrics like poplin, twill, canvas, gauze etc., and made of cotton, linen, rayon and lycra blends are processed to international standards. Prints like reactive, vat color discharge on reactive grounds & pigments apart from some special printing techniques like burnt out effects on polyester-cotton blends are achieved here. In all, the unit whips out 100,000 meters of processed fabric per day. The pre-treatment section houses an Osthoff Gas Singe & Desize machine, Benninger Continuous Bleaching Range, Ben Dimensa Chainless Merceriser. The Dyeing Section has a host of machinery like a Kusters Colt Pad Batch & Benninger Wash Range, Continuous Dyeing Range, Jet Dyeing, Benninger Pad-Dry (with Kuster Padder) and Benninger Pad Steam Range. 12 Color Rotary Printing Machines, with after-treatment machines like Continuous Ager, Loop Ager, Star Agers; Polymerisers & Washing Ranges find pride of place. The designing department is computerised with small yardages tackled on a Baby-Pilot Rotary Machine. In the Finishing Section one finds Stenters, a Relax Dryer cum baker, Emerising (Peach) Machine & Preshrinking Range. Speciality finishes (apart from normal silicon or soft finishes) like easy care (Self Smoothening Rating -3-3.5), Permanent hydrophilic, Stain repellant - Teflon, Water repellent, Anti microbe or Permanent fresh & Permanent Perfume can be applied. Sarla Fabrics is equipped with an ultra-modern laboratory, with globally acclaimed equipment. The laboratory has a Datacolour Computer Colour Matching System, 5

We have a huge library for wovens / knits which can support the latest trends in the market and the buyers can select the fabric and make the samples with a quick turn around time. There is a Mathis Padder with Dryer & Steamer and a replica pilot plant of bulk dyeing machines. woven-Men & woven-women and turning around 15. we have dedicated sampling units all over 300 machines for knits. The sampling units are equipped with the latest technology machines and well-experienced tailors to handle all kinds of samples with a short lead-time. Lab to Bulk co-relation is perfectly documented and remains above 95% at every time. Sampling Shahi always concentrates n spends manpower/money in sampling. 6 Tons of Yarn dyeing and garment dyeing of 3 Tons per day with a latest color kitchen with reverse osmosis plant & expected to commence production by 2007. 6 .coupled with a Datacolour Automatic Dispenser. to eliminate any human error. Added to that we got a huge library of trims/accessories to support the sampling.Knit Processing . Future Expansion . Having Brand new Maria Costa Italian sueding machine with a capacity of 3 Tons/day.000 samples every month.We are setting-up most modern processing unit in Bangalore .Fabric processing of 10 Tons per day.

We are also equipped with digital laboratory printing to turn-around the samples faster. Improving productivity is the name of the game. The talk is now of "global pressures". 7 . Improved transportation and communication has shrunk the world. Businesses today have to be ready to compete. We believe that this can be achieved only by continuously honing competencies and developing individuals to take on higher roles and greater responsibilities. Multi Skill training. which stimulate. Training Our most valuable asset is our Human Resource. support and develop their potential into work related competencies. Seminars and Workshops on relevant topics groom the Associates on required competencies. and "world market requirements".Printing We have the latest printing facilities.000 meters a day. It is imperative to develop people to take on the challenges of future. Shahi provides focused learning experiences to the Associates. which can produce over 12 color 90.

among others. Woven Shahi Woven's is traditionally recognized for its excellence in quality. ladies & girls blouses. The manufacturing units are located in Delhi.formals. A whooping of over a million square feet is dedicated to produce the finest garments covers a vast spectrum of the woven line .Manufactures Shahi manufacture 3 million pc of high quality wovens & knits per month and catering to all segments in the apparel industry. A whooping over 2 million square feet for wovens/knits and manufacture 1 million pc of per month of knits & 2 million pc per month of wovens. Our success being we bring the latest trends in the 8 . Bangalore. service & reliability. Our core strength is being Product Development & Design Inputs supported by inhouse studio and our offices in's and boy's shirts casuals. Tirupur and Salem. ladies & girls dresses and men's & ladies bottoms. men's shirts . product range.

Knits We craft the finest knit garments in India supported by world class sewing facilities at par with international standards. canvas and gauze etc. We have a structured quality system right from the inspection of all in-ward materials and the on-line checking of the garments in assembly line & inspection of the finished garments. The modern fabric processing delivers over 100. 9 . Our core strength being Product Development & Design Inputs backed by our inhouse design departments as well as our design offices in US & Europe.5 million pieces by the year 2007. We manufacture 2 million high quality woven garments per month and we are in the processing expanding 0.000 meters a day. rayon and lycra blends. We have the state-of-the-art continuous fabric processing & handles all kinds of woven fabrics like poplin. We have the world-class garment washing coupled with dry process to cater the fashion trends. coupled with our in-depth study and shopping and create line for a particular brand 'n' to bring the newness in the ever changing fashion world. linen. which are made of cotton..

We manufacture all kinds of Men/Women/Boys/Girls and Kids knit-ware catering to all seasons namely Spring/Summer/Autumn/Winter. thanks to our market share in US & Europe. Shahi has implemented the latest ERP System "MOVEX" which connects all the supply chain starting from yarn till the shipment and facilitates to monitor & adhere the TNA to meet the delivery schedules.5 million pieces by year 2007. We are equipped to handle big & small orders looking into the market requirements. end-line inspection and supported by independent TQA team ensures the best of its quality of the product we manufacture. Our diligent merchants are always on their toes to serve our clients. 10 . We manufacture 1 million knit garments every month 'n' we are in the process of expanding to an additional of 0. Our stringent quality controls starting from 100% fabric inspection at 4 Point system to on-line inspection in garmenting. Our success in fabrication being we start selecting the right fiber coupled with dedicated spinning mills to cater to our specific requirements.Shahi .Knits Division is vertically integrated and manufacturing most of its fabrics starting from yarn.

The Design Team is 11 . chenille.000 cushion covers. we are able to develop fashion ideas for the biggest home brands. the most successful export company in India. velvets. Quality policy of the division starts from the design stage. A separate new fabric development cell is continuously experimenting with new avenues in rich jacquards. With dedicated design & merchandising teams supported by state of the art facilities and latest CAD software. Today on an average. started its new Home furnishings division in 2004. voiles denims and organza along with coordinating development activities with our sourcing offices in far east for linens and synthetic fabrics. exclusive Indian fabrics -like silks.Home furnishing Shahi. 100. uncompromising quality control & consistency for covering a wide spectrum of furnishing fabrics and home textiles. our monthly capacities include 50000 drapes. globally. 20000 coverlets & quilts and 15000 duvets and bedcovers. This division is currently providing complete "top of the bed" solutions to some of the most demanding names in this business by integrating traditional craftsmanship and modern technology with decades of experience in apparel.

samples and given added advantage to the customers. 12 . All this is backed by an impeccable track record in manufacturing consistency and quality management with many of the biggest and the best names in the business worldwide. We believe to become partners in the progress of our customers.responsible to see that the product offered is amenable to quality production at economical prices with optimum utilization of available materials. They have a dedicated knowledgeable product design team. Our success being we bring the latest trends in the markets coupled with our in-depth study and shopping and create line for a particular brand 'n' to bring the newness in the ever changing fashion world. we have to understand the needs and deliver the latest design & product development inputs to make the journey a success. Design and product development The core strength is being Product Development & Design Inputs supported by inhouse studio and our offices in US & Europe. travels worldwide to take the best of the trends and transforming to design creation with mood boards.

learnable individuals who are ambitious. At Shahi. who love challenges and who have a passion to excel! Towards this objective. we recognize the fact that it is our collective talent that drives our progress and always helps us to stay on the rise of the curve.H R policy We never overlook the fact that it is our people who deliver what our clients need. We all find ourselves devoted to our clients to develop and sustain long-term relationships. we also hire experienced professionals from the industry at various positions. We are of the conviction that our success is based on their skills. we are always looking out for talented. Shahi participates in campus hiring programs and also conducts a number of off-campus initiatives throughout the year. 13 . commitment and motivation. With a rapid business growth. Apart from campus recruitment. We accept as true that our people are distinctive in the work they perform. We take pride in accepting and taking on new challenges at every stage of our business growth. It is Shahi's dream to become the number one in the Apparel Business. we are forging ahead in the global market. To achieve our dream.

Seminars and Workshops on relevant topics groom the Associates on required competencies. Shahi provides focused learning experiences to the Associates. We believe that this can be achieved only by continuously honing competencies and developing individuals to take on higher roles and greater responsibilities. Improved transportation and communication has shrunk the world. Businesses today have to be ready to compete. Multi Skill training. It is imperative to develop people to take on the challenges of future. Improving productivity is the name of the game. support and develop their potential into work related competencies. which stimulate. The talk is now of "global pressures". 14 .Training and Development Our most valuable asset is our Human Resource. and "world market requirements".

Awards • Best exporters Award from AEPC. • Best Manufacturing facilities rated by NIFT. • Best Vendor of the year rated by Wal-Mart/JC Penney/ Target. 15 .

OBJECTIVE OF THE STUDY The analysis of the past trends points out towards Absenteeism. As such a clear understanding of reasons for absenteeism can be profitable and contribute to growth of organization Specifically. the objective of the study to Reduce absenteeism by • Identifying the possible causes of absenteeism • Proposing solutions to the problem 16 .

When worker either feel like having a good time or in some other cases return home to their villages family and after a holiday. “The younger employees are not regular and punctual”.INTRODUCTION Absenteeism Absenteeism is referred to as failure of employees to report for work when they are scheduled to work. b) Absenteeism is generally high workers below 25 years of age and those above 40. while the older people are not able to withstand the strenuous nature of the work. The level of absenteeism is comparatively high immediately after payday. it increases considerably on the days following the payment of wages and bonus. 17 . Peculiar features of absenteeism On the basis of studies undertaken certain observations may be made: a) The rate of absenteeism is lowest on payday. Presumably because of the employment of a large no. of new comers among the younger age groups. has also been found to be higher than that on normal days.

d) Absenteeism in India is seasonal in character. Absenteeism can be find out of absence rate method. Measurement of absenteeism For calculating the rate of absenteeism we require the number of people scheduled to work and number of people actually present.000 d)Total number of lost days due to absences during the period : 93 e)Absenteeism percent (d [divided by] c) x 100 : 4.c) The percentage of absenteeism is higher in the night shift than in the day shift. This is so because workers in the night shift experience great discomfort and uneasiness in the course of their work than they do during day time. Total Number of persons – days lost Average number of persons x number of working days x 100 For Example: a)Average number of employees in work force : 100 b)Number of available workdays during period : 20 c)Total number of available workdays (a x b) : 2. It is the highest during March-April-May.65% 18 . sowing and also in harvest season (Sept-Oct) when the rate goes as high as 40%. when land has to be prepared for monsoon.

Single employees are absent more frequently than married employees. Older employees are absent for longer periods of time than younger employees. or leaves of absence allowed for under the collective agreement provisions would not be included. Younger employees are absent more frequently than older employees. • As an organization grows. Unavoidable absenteeism is accepted by managers and is even sanctioned by law. vacations. the fewer the absences. absenteeism above 5 percent has to be considered as very serious (across most industries 3 percent is considered standard). Trends in Absenteeism Surveys indicate the following generalities in absenteeism: • The higher the rate of pay and the greater the length of service of the employee. • Unionized organizations have higher absenteeism rates than non-unionized organizations. • • • • Women are absent more frequently than men. there is a tendency towards higher rates of absenteeism. 19 .Since absenteeism is a major barometer of employee morale. approved leaves of absence. Employees who are away from work on recognized holidays.

In a labour relations context this means that it cannot be remedied or treated by disciplinary measures. absenteeism is legitimate. each of which requires a different type of approach. For instance. and it can be proven that the employee was not sick. is guilty of culpable absenteeism. an employee who is on sick leave even though he/she is not sick. 20 . To be culpable is to be blameworthy. 2. For the large majority of employees. Procedures for disciplinary action apply only to culpable absenteeism. In a labour relations context this means that progressive discipline can be applied. which occurs infrequently. Many organizations take the view that through the process of individual absentee counselling and treatment. Culpable Absenteeism Culpable absenteeism refers to employees who are absent without authorization for reasons which are within their control. innocent absenteeism. Innocent absenteeism is not culpable which means that it is blameless. the majority of employees will overcome their problems and return to an acceptable level of regular attendance. like sickness and injury. 1.Types of absenteeism There are two types of absenteeism. Innocent Absenteeism Innocent absenteeism refers to employees who are absent for reasons beyond their control.

The damage suffered by the employer must be weighed against the employee's right to be sick. no matter what the cause. imposes losses on the employer who is also not at fault. It is obviously unfair to punish someone for conduct which is beyond his/her control. 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. as will be discussed. Discharge Initial Counselling Presuming you have communicated attendance expectations generally and have already identified an employee as a problem. you will have met with him or her as part of your attendance program and you should now continue to monitor the effect of these efforts on his or her attendance. At such a point the termination of the employee may be justified. Initial counselling(s) 2. Written counselling(s) 3. Absenteeism. 21 .Counselling Innocent Absenteeism Innocent absenteeism is not blameworthy and therefore disciplinary action is not justified. The procedure an employer may take for innocent absenteeism is as follows: 1. Reduction(s) of hours and/or job reclassification 4.

) You may require the employee to provide you with regular medical assessments. termination may be necessary. Regular medical assessments will also give you an idea of what steps the employee is taking to seek medical or other assistance.If the absences are intermittent. meet with the employee each time he/she returns to work. This option must be voluntarily accepted by the employee and cannot be offered as an ultimatum. If the absenteeism still continues to persist then the employee should be given a second letter of concern during another formal meeting. you should meet with the employee formally and provide him/her with a letter of concern. keep in touch with the employee regularly and stay updated on the status of his/her condition. as a reduction in hours is a reduction in pay and therefore can be looked upon as discipline. Formal meetings in which verbal warnings are given should be given as appropriate and documented. Reduction(s) of hours and or job reclassification In between the first and second letters the employee may be given the option to reduce his/her hours to better fit his/her personal circumstances. (Indicate your willingness to assist. If no improvement occurs written warning may be necessary. If absence is prolonged. 22 . This will enable you to judge whether or not there is any likelihood of the employee providing regular attendance in future. This letter would be stronger worded in that it would warn the employee that unless attendance improves. Written Counselling If the absences persist.

B.If the nature of the illness or injury is such that the employee is unable to fulfill the requirements of his/her job. The onus should be on the employee to apply for an existing position within his/her capabilities. 23 .) 3. Has the employer provided every assistance possible? (i. An Arbitrator would consider the following in ruling on an innocent absenteeism dismissal case. Has the employer attempted to accommodate the employee by offering a more suitable position (if available) or a reduction of hours? 5. but could for example benefit from modified work. Has the employee done everything possible to regain their health and return to work? 2. Has the employer treated the employee prejudicially in any way? As is evident. counselling. a great deal of time and effort must elapse before dismissal can take place. Has the employer informed the employee of the unworkable situation resulting from their sickness? 4. time off. Has enough time elapsed to allow for every possible chance of recovery? 6. 1. support.) Discharge 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.e. (N. It is inadvisable to "build" a job around an employee's incapacitates particularly in a unionized environment. counsel the employee to bid on jobs of such type if they become available.

culpable absenteeism consists of absences where it can be demonstrated that the employee is not actually ill and is able to improve his/her attendance. 1. Presuming you have communicated attendance expectations generally.These points would be used to substantiate or disprove the following two fold test. Corrective Action for Culpable Absenteeism As already indicated. have met with him/her as part of your attendance program. with no improvement despite your positive efforts. disciplinary procedures may be appropriate. have identified the employee as a problem. Initial Warning(s) 2. The absences must be shown to be clearly excessive. Written Warning(s) 24 . made your concerns on his specific absenteeism known and have offered counselling as appropriate. The procedures for corrective/progressive discipline for culpable absenteeism are generally the same as for other progressive discipline problems. 2. The discipline should not be prejudicial in any way. The general procedure is as follows: [Utilizing counselling memorandum] 1. It must be proven that the employee will be unable to attend work on a regular basis in the future.

Show him/her the statistics and point out that there has been no noticeable (or sufficient) improvement. Review the employee's income protection records at regular intervals. Listen to the employee to see if there is a valid reason and offer any assistance you can. commend the employee. Where a marked improvement has been shown. Your decision to provide a second written warning 25 . Where there is no improvement a written warning should be issued. Suspension(s) 4. stronger written warning. As soon as possible after this meeting provide the employee personally with the written warning and place a copy of his/her file. If no satisfactory explanation is given. Give further verbal warnings as required. Be specific in your discussion with him/her and in the counselling memorandum as to the type of action to be taken and when it will be taken if the record does not improve. The written warning should identify any noticeable pattern If the amount and/or pattern continues. Offer any counselling or guidance as is appropriate. the next step in progressive discipline may be a second. advise the employee that he/she will be given a written warning. Discharge Verbal Warning Formally meet with the employee and explain that income protection is to be used only when an employee is legitimately ill. Written Warning Interview the employee again. Advise the employee that his/her attendance record must improve and be maintained at an improved level or further disciplinary action will result.3.

as an alternative to proceeding to a higher level of discipline (i. the severity of the problem. The employee.e. Suspension (only after consultation with the appropriate superiors) If the problem of culpable absenteeism persists. suspension) will depend on a number of factors. upon displaying no satisfactory improvement. The length of the suspension will depend again on the severity of the problem. Such factors are. Subsequent suspensions are optional depending on the above condition. Dismissal (only after consultation with the appropriate superiors) Dismissals should only be considered when all of the above conditions and procedures have been met. the employee's general work performance and length of service. following the next interview period and immediately following an absence. Causes of Absenteeism 26 . the employee's general work performance and length of service. the employee should be interviewed and advised that he/she is to be suspended. the credibility of the employee's explanations. would be dismissed on the grounds of his/her unwillingness to correct his/her absence record. the credibility of the employee's explanation.

Around 95% of housing occupied by industrial workers in India is unsatisfactory for healthful habitations. All these factors tend to persuade him to maintain his contacts with village. 3) HOUSING CONDITIONS Workers also experience housing difficulties. which cause him serious distress and impairs his efficiency. This leads to loss the interest in work. 2) SOCIAL AND RELIGIOUS CEREMONIES Social and religious ceremonies divert workers from workers to social activities. In large number of cases incidence of absenteeism due to religious ceremonies is more than due to any other reason. 4) INDUSTRIAL FATIGUE 27 . by strangers speaking different and subjected to strict discipline and is ordered by complete strangers to do things which he cannot understand.The general cause of absenteeism may be summarised as below:- 1) MALADJUSTMENT WITH FACTORY In factory the worker finds caught within factory walls. he is bewildered by heavy traffic. As a result he is under constant strain.

bad lighting. vibration. moisture. 28 . 7) ALCOHOLISM Some of the habitual drunkards spend whole of their salary during first week of each month for drinking purpose.Low wages compel a worker to seek some part time job to earn some side income. 5) UNHEALTY WORKING CONDITION Irritating and intolerable working conditions exist in a factory. washing and bathing facilities. first aid appliances etc. dust fumes and overcrowding all these affect the workers health causing him to remain absent from work a long time. Therefore 2 or 3 weeks after getting their salary absent themselves from their work. canteen. 6) ABSENCE OF ADEQUATE WELFARE ACTIVITIES High rate absenteeism is also due to lack of adequate welfare facilities Welfare activities include clean drinking water. room shelter. rest rooms. This often result inconstant fatigue. noise. Heat. which compels to remain absent for next day.

To avoid the moneylenders they usually absent themselves from work because they are unable to return the money in stipulated time. which in turn leads to long period of absenteeism. This also results in low efficiency. 9) IMPROPER & UNREALISTIC PERSONNEL POLICIES Due to favouritism and nepotism which are in the industry the workers generally become frustrated. low productivity.8) INDEBTNESS All those workers who undergo financial hardships usually borrow money lenders at interest rate which are very high. which often cumulates to more than 11 – 12 times their actual salaries. 10) INADEQUATE LEAVE FACILITIES Negligence on part of the employee to provide leave facility compel the worker to fall back on ESI leave. They are entitled to 50 days leave on half on pay. 29 . Instead of going without pay the worker avail themselves of ESI facility. unfavourable relationship between employee and superior.

The Cost of Absenteeism Decrease in Productivity • Employees may be carrying an extra workload or supporting new or replacement staff • • Employees may be required to train and orientate new or replacement workers Staff morale and employee service may suffer Financial Costs • • Payment of overtime may result Cost of self-insured income protection plans must be borne plus the wage costs of replacement employees • Premium costs may rise for insured plans Administrative Costs • staff time is required to secure replacement employees or to re-assign the remaining employees • staff time is required to maintain and control absenteeism 30 .

industrial production is reduced. those workers are employed who present themselves at factory gates. It disturbs the efficiency and discipline of industries consequently. It hinders industrial growth and its effect in two fold.EFFECTS OF ABSENTEEISM ON INDUSTRIAL PROGRESS It is quite evident from the above figures that absenteeism is a common feature of industrial labour in India. It is because there is a general principle of “no work – no pay”. the employer has to suffer a greater loss due to absentees. 1) LOSS TO WORKER Firstly due to the habit of being absenting frequently worker’s income is reduced to a large extent. On certain occasions. During strikes they are adjusted in place of absent workers. Thus the time lost in terms of absenteeism is a loss of income to workers 2) LOSS TO EMPLOYERS On other hand. an additional labour force is also maintain by the industries. In order to meet the emergency and strikes. Higher absenteeism is an evil both for workers and the employers and ultimately it adversely affects the production of industries 31 . Their adjustment brings serious complications because such workers do not generally prove themselves up to work.

their reliance. it is essential that the workers should be provided with proper and healthy working conditions. linguistic and family consideration should be avoided. Employers should also take into account the fact that selection should be for employee’s development. The personal officer should play more effective role as coordinator of information. Where any one of these facilities is not available. lavatories. 2) PROVISION OF HEALTHFUL AND HYGENIC WORKING CONDITION In India. canteens. lighting and ventilation. need to be improved. 32 . They should as far as possible rely on employment exchange. Application blanks should invariably be used for a preliminary selection and tools for interviews. The facilities of drinking water. rest rooms.Measures to control absenteeism 1) ADOPTION OF A WELL DEFINED RECRUITMENT PROCEDURE The selection of employees on the basis of command. it should be provided and all these help in keeping the employee cheerful and increase productivity and the efficiency of operations throughout the plant. The management should look for aptitude and ability in the prospective employees and should not easily yield or pressure of personal likes and dislikes. provided that he has acquired job knowledge in the function of selection. where the climate is warm and most of the work involves manual labour.

therefore pay reasonable wages and allowances. The management should. free of subsidised food. all those need to be improved. free education facilities for their children and other monetary benefits. the provision of Provident Fund. Gratuity and Pension. too many notices should be avoided only the essential ones should be put on the boards. 5) IMPROVED COMMUNICATION AND PROMPT REDRESSAL OF GRIEVANCES Since a majority of the workers are illiterate or not highly educated bulletins and written notices journals and booklets are not easily understood by them. taking into account the capacity of the industry to pay . 4) MOTIVATORS WELFARE AND SOCIAL MEASURES The management should consider the needs of workers and offer them adequate and cheap housing facilities. As for social security is concern. Meetings and concealing are called for written communication becomes meaningful only when workers can readied understood them. This single factor is important for him than other. free medical and transport facilities. SBI facilities. which should be placed near the entrance 33 .3) PROVISION OF REASONABLE WAGES AND ALLOWANCE AND JOB SECURITY TO WOTRKERS The wages of an employee determine his as well as his family standard of living.

S. discipline 34 . 8) CORDIAL RELATIONS BETWEEN SUPERIORS AND WORKERS The superior should be recognise that industrial work is a groups task and cannot be properly done unless discipline is enforced and maintained. written instructions (manual) in the regional language of the area should be given to the work force.I. leave for under this scheme. tempts workers to go on E.inside the canteen and in areas which are frequently visited by the workers so that they are aware of the policies of the company and any sort changes being made. etc and such material factorizes unguarded machinery and explosives. In addition consistent and timely safely instruction. Safe methods of operation should be taught. vanity. they can have 56 days leaves in years on half pay. An effective way of dealing with absenteeism is to liberalise leave rules. 7) SAFETY AND ACCIDENT PREVENTION Safety at work can be maintained and accidents can be prevented if the management tries to eliminate such personal factors as negligence. 6) LIBERAL GRANT OF LEAVE The management’s strict attitude in granting leave and holidays even when the need for them is genuine. carelessness. Cordial relations between the superiors and these workers are therefore essential for without them. overconfidence. defective equipment and hand tools.

The educational programs according to their national commission on Labour should be to make a worker:a) A responsible. One of the consequences of unhealthy relations between superiors and subordinates is absenteeism. Absenteeism is usually addressed through progressively stricter disciplinary measures that can result in the termination of the individual's employment. clean and health life. This is generally governed by the organization’s attendance policy. Absenteeism policy Definition: A policy that provides guidance within an organization about how to manage the state of chronic absence from work. committed and disciplines operative. d) A responsible and alter citizen. based on a firm ethical foundation. 35 . as members of a trade union for the protection of their interests. b) Aware of his rights and obligations. 9) DEVELOPMENT OF WORKERS BY TRAINING The system of worker’s education should be so designed as to take into account their educational needs as individuals for their personal evaluation.cannot be increased. as citizens for happy integrated life in the community. c) Lead a calm. as operatives for their efficiency and advancement.

• As employees’ workloads increase due to the absence of a co-worker. peer pressure is exerted on the absent co-worker to attend work on a regular basis. • The greater the extent to which individuals identify with the goals of the organization and care what happens to it. 36 . • The more that people find their jobs meaningful to them. Successful administration of an attendance management program requires managers and supervisors to be aware of. the greater their motivation to be regular in attendance. • • addressing the physical and emotional needs of employees communicating the attendance goals of the organization so employees can understand and identify with them • dealing with cases of excessive absenteeism effectively and fairly to produce deterrence. and to assist them in motivating their co-workers to attend work regularly. the greater their motivation to be regular in attendance. This can be done through. and to create work environments in which the following can be actualized.Purpose The purpose of attendance management is to develop a willingness on the part of all employees to attend work regularly.

• Employees will have a lower absence ratio if they feel free to discuss their onthe-job problems with their immediate supervisor. * Achieves a better-motivated workforce. 37 . Low absence ratio employees are found to be more satisfied with their opportunity for promotion and upgrading. Advantages * Reduces absence levels. * Ensures that absence is tackled in a fair and consistent manner throughout the organisation. the higher their motivation to attend regularly. * Minimises disruption to workflow and production. • Employees with a low absence ratio feel confidence and have supportive relationships in their workplace. * Prevents unnecessary extra pressures and stress being placed on co-workers. * Removes managerial subjectivity by indicating what are unacceptable levels of absence and the procedures to deal with them. * Saves costs associated with absenteeism. Recognition of good employee attendance helps improve attendance.• The more people like working for the organization.

38 . Disadvantages There are no real disadvantages of an absenteeism policy. but it is important to ensure that staff who are genuinely ill are not penalised.* Reduces expectations of staff to what might be regarded as extra annual leave. and that sick people are not encouraged to work when they are not fit. Overly stringent policies run the danger of disaffecting staff by giving them the feeling that they are not trusted.

In fact high rates of absenteeism affect an organisation state of health and also superiory and managerial effectiveness. 39 . efficiency and functioning of the organisation. ii. To suggest any measures to reduce the rate of absenteeism 2) SAMPLE SELECTION AND SIZE The population for the study comprised of absentees for current year.RESEARCH METHODOLOGY The research reveals that one of the major problems is absenteeism in our industry. the total sample 50 workers. 3) DATE COLLECTION AND STATISTICAL TOOLS The sources of data for the purpose of study were both primary and secondary. Absenteeism hinders planning. To identify the causes of absenteeism. production. To identify the rate of absenteeism of “worker”. iii. 1) OBJECTIVES OF RESEARCH i.

Primary data was collected through questionnaire which was mainly close-ended questionnaire and discussion with workers Secondary data was collected from records maintained by personal department and time office. 40 . Percentage method is used for the analysis of data and bar graphs are used to present that data.

b) The workers were busy with their work therefore they could not give enough time for the interview.LIMITATION OF THE STUDY There are some limitations for research which are as follows:- a) As it was not possible to visit each department the true picture of working condition could not be judged. c) The personal biases of the respondents might have entered into their response. 41 . e) Respondents were reluctant to disclose complete and correct information Because of a small period of time only small sample had to be considered which doesn’t actually reflect and accurate and intact picture. d) Some of the respondents give no answer to the questions which may affect the analysis.

? duration of work 4% 12% 0-2 years 2-5 years 56% 28% 5-10 years M ore than 10 years Max. So we may expect that this study gives more reliable Only 4% employees are those who with some reason take more than 2 leaves in a month.Analysis and interpretation Q For how many years you are working with shahi exports pvt. 42 . number of employees (56%) is those who have been working with company for more than 10 years. Q How often you remain absent in a month? absenteeism 8% 8% 4% Nil Once Twice More than twice 80% 80% employees are regular at their work.

Nobody feels any need of change in this policy. 43 . Company provides a good working environment which enables and motivates employees to perform their best. Q 4 What are your views regarding the Absenteeism policy of company? absenteeism policy 50 40 30 20 10 0 Excellent Good Fair Poor The company maintains a good absenteeism policy that is appreciated by 92% employees.Q 3 According to you what are main reasons for your absence? reason of absenteeism 4% Personal Professional 96% Main reason of employees’ absenteeism is personal.

Q 6 Have you been adequate training to do your job? 0% a)Yes b)No 100% Employees have got adequate training to perform their duties and it is proved by the fact that not even a single employee was not in the favour that he/she has not got adequate training to perform their duties it shows that organization is serious about the growth of its company as well of its people. 44 .Q 5 How is your work environment? work environment 50 45 40 35 30 25 20 15 10 5 0 a) Good b)Satisfactory c)Bad This above graph shows that majority of employees are happy with the work environment. it shows that they are willingly do their work.

how many hours you overtime? hours of overtime 40 20 0 S1 Series1 a) 1 hr b) 2 hr c)3 hr d) more than 3hr Employees have to work over time and it is near around 2 hours and that is said by 76% employees and the minimum over time is 1 hour that shows that the work pressure on them is more they do over time and that somewhere is affecting their performance as well as their dedication towards work. Q 8 If yes. 45 . So somewhere is increasing working pressure on them. Only 20 % said it is once in a week and that wont effect much to them but still majority said overtime is there.Q 7 Do you work overtime? over time 20% a)Yes b)No 80% 80% of the employees said that they do overtime.

Q How do you rate your relation with your superior? relationship with supervisor a)Satisfied 4% 8% 8% b)highly Satisfied c)Neither satisfied or Dissatisfied d)dissatisfied 80% In relation to the superior to most of the employees have good relations it means that the relation with the superiors are very good and they can share easily their problems with their superiors and can ask question to perform their duty well this can be clearly depicted from the survey that only 8% employees responded poor relation with their 46 .Q 9 Are you happy/satisfied with your work? work satisfaction 12% a)Yes b)No 88% Majority of the employees are happily doing their work they are satisfied with their job and it is proved by the above chart. Employees said they are satisfied with their work only six weren’t satisfied and that might be due to their own attitude towards the work.

They help their employees in anyway so that they can share easily their problems with them and can ask question to perform their duty well this can be clearly depicted from the survey that only 8% employees responded poor relation with their superiors (from the above question) and also they said that they are not helpful in nature. Q Does your superior support you in work? supervisors support 40 35 30 25 20 15 10 5 0 excellent good fair poor The superiors are dedicated towards their work. It is most important for the employees and for their sound working in the organisation. 47 . This may be due to their attitudes and 80% employees have agreed very much that their superiors are have good behaviour and they are helpful in nature and only 8% were disagree and only 4% were neutral about the answer but overall analysis shows superiors perform their duties very well. This may be due to their attitudes and 80% employees have responded that they are highly satisfied and 8% has responded they are satisfied and only 4% was neutral about the question they were neither satisfied or dissatisfied.superiors.

48 . This analysis regarding superiors behaviour is very important as it put a great impact towards the working environment and also dedication towards work.Q Are all employees treated equally? equal treatm ent of em ployees 4% 0% ex c ellent good f air 80% poor 16% All superiors treat their employees equally This can be clearly depicted from the survey that only 8% employees have responded poor relation with their superiors. This may be due to their attitudes and 80% employees have responded that their superiors treat them equally they are not biased.

future prospects are the motivation factors for the employee to attend regularly out of which working environment contribute a lot in this whereas incentives and bonus provided based on performance contributes least. 49 . good employer relation. recognition of work. But overall analysis shows that organization do everything to motivate their employee.Q Which factor motivates you to attend office regularly? motivation to work a)Good employer relations b)Work Environment 12% 20% c)Future Prospects d)Recognition of work e)Incentives and bonus provided based on performance 20% 28% 20% Factors like work environment.

are working for more than 10 years whereas 28% are working for more than 5 yrs. 4) Almost 92% workers rate the present absenteeism policy as good whereas 8% rate it as excellent. 6) 88% of the workers are fully satisfied with their work whereas 12% workers think their work as good. 4% think that stress can also be the reason. Ltd. 50 . 3) According to 96% workers. 5) Almost 96% of the workers at shahi exports Pvt. 7) 80 % workers have excellent relations with the superiors whereas 8% have good relations with the superiors. 8) 80% workers think that their superior’s behaviour towards their problems is excellent & 8% workers consider it as good. Ltd.CONCLUSION Finding and analysis reveals the following conclusion 1) 56% of the workers at shahi exports Pvt. personal problem is the reason for being absent. are clear regarding their work responsibilities. 2) 80% of the workers do not remain absent.

increasing desirable job responsibilities. ltd. • have more negative than positive interactions with co-workers. However.SUGGESTIONS AND RECOMMENDATIONS Shahi export pvt. Research by Gallup Consulting indicates that people who are not using their strengths at work: • tend to dread going to work. the best way to improve employee satisfaction is to reduce workplace stressors to make working 51 . This is easier said than done. An employer can also increase extrinsic motivation by implementing a type of recognition or reward program. but it can be accomplished by enhancing the intrinsic motivation employees receive from their job by making production goals more realistic. though has less absenteeism. The management should take the following measures to reduce the rate of absenteeism:- Increase employee motivation. Job satisfaction is influenced by many employment factors. and improving working conditions. • treat customers poorly. still looks forward for no absenteeism at all. • have fewer positive and creative moments Enhance job satisfaction. • achieve less on a daily basis. • tell friends they work for a miserable organisation.the survey conducted induced the following conclusion.

helps employees feel more able to balance their work and personal life. providing employees the opportunity to be flexible in their schedules. occasionally or permanently. A way that employers can improve an employee’s perspective of his or her position is to provide opportunities to rotate among jobs and to gain more skills and knowledge in an area of personal and professional interest Reward and discipline employees for increased or decreased absenteeism. 52 . Furthermore. so the flexibility can be easily controlled by an employer. or modified work schedules. If a financial or recognition-based reward is attached to instances of decreased absenteeism. can range in degrees of formality and type. Flex time. employees that are motivated to receive the reward will have fewer instances of absenteeism and strive to achieve attendance goals. employees that are motivated to avoid consequences positively react to this type of strategy. Although this may seem elementary. the reward/punishment motive is still an effective way to influence absenteeism rates in organizations. Allow employees to utilize a modified work schedule.conditions more enjoyable and consistently provide honest and meaningful feedback and praise. boredom. Implement a job rotation or job enlargement strategy. One of the reasons employees are frequently absent is lack of challenging work due to repetition. and burnout. Since some absenteeism is a result of personal-related matters.

who helped me in accomplishing this project and boosting my morale by appreciating and recognizing my efforts.. • inspiring them with a vision for success. • helping to build their confidence to use their own initiative. Ltd. In this project while identifying the reasons of absenteeism of the employees of Shahi exports pvt. Good leaders offer direction to people. get them to share vision for the business. • ensuring good two-way communication. In the end I would once again like to thank the people of shahi exports Pvt. • recognising and rewarding good performance. ltd. and aim to create the positive conditions that foster commitment through: • involving them in decision-making. • providing personal encouragement. Faridabad I got an opportunity to interact with employees to observe their behaviour and attitude. 53 .Develop key leadership skills for owners and directors Strong leadership and a sense of direction are the hallmarks of businesses where the employees are committed.

…… Job status……………………………………………………………………. Sex………………………. 1) For how many years you are working with shahi exports Pvt.ANNEXURES QUESTIONNAIRE Personal Information Name… … … … … … … … … … … … … … … … … … … … … … … … … … ….. Age………………………….. Ltd.? (a) 0-1 yr (b) 1-2 yr (c) 2-5 yr (d) < 5 yr 2) How often you remain absent in a month? (a) Nil (b) Once (c)Twice (d) < Twice 54 .

Ltd.? (a) Excellent (b) Good (c) Fair (d) Poor 5) Your views regarding the working environment of shahi exports Pvt.3) According to you what is the main reason for employees absent? (a) Personal (b) Professional 4) Your views regarding the present Absenteeism Policy of shahi exports Pvt. & work place? (a) Good (b) Satisfactory (c) Bad 6) Have you been given adequate training to do job? (a) Yes (b) No 7) Do you work over time? (a) Yes (b) No 55 . Ltd.

8) If yes. how many hours on an average you work over time? (a) 1 hr (b) 2hr (c) 3hr (d) more than 3hr 9) Are you satisfied with your work? (a) Yes (b) No 10) How are your relations with your superiors / co-workers? (a) Excellent (b) Good (c) Fair (d) Poor 11) Your superior’s behaviour towards your problems? (a) Excellent (b) Good (c) Fair (d) Poor 56 .

12) Does your superior treat all employees equally? (a) Totally agree (b) Agree (c) Neutral (d) Disagree 13) Which factor will motivate you to attend regularly? (a) Good employer relations (b) Work environment (c) Future prospects (d) Recognition of work (e) Incentives and bonus provided based on performance Any suggestions / Comments ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ 57 .

com www. 58 www.citehr.BIBLIOGRAPHY • • • • • • www. Ltd.shahi exports pvt.

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