INTRODUCTION

INTRODUCTION TO THE STUDY:

Absenteeism is a serious workplace problem and an expensive occurrence

for both employers and employees seemingly unpredictable in nature.
A satisfactory level of attendance by employees at work is necessary to allow
the achievement of objectives and targets by a department. Employee Absenteeism is
the absence of an employee from work. It is a major problem faced by almost all
employers of today. Employees are absent from work and thus the work suffers.
Absenteeism of employees from work leads to back logs, piling of work and thus
work delay.

OBJECTIVES OF THE STUDY:

 To assist employees in achieving their individual goals so as to enhance

individual.

 Contribution to the organization.

 To maintain good industrial relations.

 To improve production rate and reducing absenteeism.

 To provide suggestions in the form of solutions to reduce the rate of

absenteeism.

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SCOPE OF THE STUDY:

 A s the data is collected from Sri Krishna june mill,Eluru this result cannot
correlate to the entire Sri Krishna june mill, Eluru. Industry. So
further researcher may concentrate on other regions.

 This project conducted survey to measure the level of employee’s

absenteeism.

 This project is help full for those further those who are undergoing the project
in the concept of employee’s absenteeism and to know the reason for the
absenteeism in the Sri Krishna jute mill.

NEED FOR THE STUDY:

 The study aims at the causes of absenteeism of employees in Sri Krishna

Jute mill.
 At present, organizations in India take real interest in controlling
absenteeism.
 Measures to prevent strikes and lockouts have received far and greater
attention. One reason for this situation may be that strikes and lockouts are
more noisy and Visible while absenteeism is silent and unnoticeable .
 The relevance of the study is that, now the company is facing a major issue
of high rate of absenteeism and hope that the study will reveal the reason for it
and thereby the organization can take effective measures for checking the
absenteeism.

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LIMITATIONS 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.

b) The workers were busy with their work therefore they could not give enough
time for the interview.

c) The personal biases of the respondents might have entered into their response.
d) Some of the respondents give no answer to the questions which may affect the
analysis.
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.

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 RESEARCH METHODOLOGY

RESEARCH:

Research is a careful investigation or enquiry especially through search for

new facts in any branch of knowledge.

According to Redman and Moray, “Research is a systematized effort to gain

new knowledge”.

RESEARCH METHODOLOGY:

Research methodology is a way to systematically solve the research

problem. Research methodology not only talks of the research methods but also
consider the logics behind the methods we use in the context of our research study
and explain why we are not using others so that research results are capable of behind
evaluated either by the research himself or by others.

OBJECTIVES OF RESEARCH

i. To identify the rate of absenteeism of “worker”.

ii. To identify the causes of absenteeism.

iii. To suggest any measures to reduce the rate of absenteeism.

iv. To assist employees in achieving their individual goals so as to enhance

individual.
v. To improve production rate and reducing absenteeism.

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RESEARCH PROCESS:

Research process consists of series of actions or steps necessary to

effectively carry out research and the desires sequencing of these steps:
 Need for research method.

 Identification of needs.

 Selection of research desire.

 Collection of data.

 Analysis of data.

 Choose the best option.

 Decision making.

TYPES OF RESEARCH:

 Descriptive Research.

 Applied Research.

 Quantitative Research.

 Qualitative Research.

 Conceptual Research.

 Empirical Research.

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RESEARCH: Descriptive Research for the Project which is on Absenteeism among
Employees in Sri Krishna jute mill, Eluru has been used.

DESCRIPTIVE RESEARCH:
Descriptive Research includes surveys and fact finding enquiries of
different kinds. The major purpose of descriptive research is description of the state of
affairs as it exists at present. The main characteristics of this method are that the
researcher has no control over the variables he can only report what has happened or
what is happening.

EXAMPLE: Frequency of shopping, preferences of people, or similar data. The

methods of all kinds, including comparative and correlation methods.

SOURCESS OF DATA:

The sources of data for the purpose of study were both primary and
secondary.

PRIMARY DATA:

Primary data was collected through questionnaire which was mainly close-
ended questionnaire and discussion with workers.

SECONDARY DATA:

Secondary data was collected from records maintained by personal department

and time office. Percentage method is used for the analysis of data and bar graphs are

used to present that data.

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SAMPLE SELECTION AND SIZE:

The population for the study comprised of absentees for current year, the total
sample 50 workers.

RESEARCH INSTRUMENTS:

1. Personal interview: Schedulers where administered personally for Collecting the

data.

2. Questionnaire: The questionnaire comprises of closed-ended questions.

STATISTICAL TOOLS USED:

 Bar charts

 Tables

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 INDUSTRIAL PROFILE

INDIAN JUTE INDUSTRY

The jute textile industry occupies an important place in the national economy.
It is one of the major industries in the eastern region, particularly in west Bengal. It
supports nearly 4 million farm families, besides providing direct employment to about
2.6 lakh industrial. Workers and livelihood to another 1.4 lakh persons in the tertiary
sector and allied activities capacity utilization of the industry is around 75 percent.
The jute industry is labour intensive and as such its labour output ratio is also very
high in spite of various difficulties being faced by the industry.

As on December 1, 2011, there are 77 composite jute mills in India, of which

60 jute mills are located in west Bengal, 3 each in Bihar and U. P.; 7 in Andhra
Pradesh and 1each in Assam, Orissa, Tripura and Chhattisgarh. Ownership –wise
division is 6 mills are under government of India, 1 mill (Tripura) is under state
government, 2 mills (Assam & New Central) are in the cooperative sector, and 68 are
in private sector. The total number of looms, 20,159 sacking looms, 1,009 CBC looms
and other at 809. The installed spindles in jute mills, other than 100% expert oriented
units, were 6,95,006 comprising of 5,96,266 fine spindles and 98,740 coarse spindles.
As on December 1, 2011, installed spindles in 100% expert oriented units stood at
12,192 with fine spindles at 9,712 and coarse spindles at 2,480.

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BRIEF HISTORY OF THE JUTE INDUSTRY IN INDIA

Long before the establishment of the British Empire in India the raw jute was
produced and used by the Indian villagers for making ropes, cordage, and coarse
fabrics for matting and bedding. The first jute mill was established on the banks of
the Hubli river near Calcutta in 1854 by George Auckland and by sumbnersen and
was named Wellington jute mill (new called chandanyh jute mills). In another two
years the second jute mill called Baranagose jute mill was set up by borme jute
company. There three years later the first power driven weaving factory was set up.By
1884,5 mills started working along with the banks of river Hubli with the total among
ago of 950. By 1885 no of mills swelled 24 with 670 looms.

By 1909, 38 company’s controlling 30,685 looms were framed in India. When

the Indian Sub-continent was partitioned majority of jute went with the Pakistan and
India jute mill found it very difficult to obtain under jute cultivation and by 1958 the
raw jute under jute product in India was enough to meet the requirements of the jute
mills. The jute industry also later began to diversify production by installing board
looms and producing carpet backing. Mills also experienced upon small quantities off
laminated bags dyed fabrics fells etc. India accounts for about 45% of words total
loom age. Its production is about 12 lakhs tones per annum Bangladesh the next
country to produced jute goods accounts for about 23% of world’s loom age. Its
production is lakh tones per annum. As on December, 2011 there are 77 jute mills
running in India.

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CONSTUTION OF THE JUTE INDUSTRY IN ANDHRA
PRADESH

The jute industry is along – standing labour intensive industry in coastal

Andhra. The jute industry in Andhra Pradesh comprises of two segments. They are
composite jute mills convert raw material in to yarn and there from produce fabric and
bags yarn and twine mills, will produce only jute yarn and from raw jute. The
following are the composite mills in Andhra Pradesh and their products.

NAME OF THE MILL ESTIMATED YEARLY PRODUCTION

(Million tons)

Chittavsla jute mills 30,000

Sri Krishna jute mills, eluru 30,000
Nelimerla jute mills limited, Nelimerla 30,000
Sri bajrang jute mills limited, Guntur 15,000
Hoongly mills produced limited, 10,000
vizainagaram

The above are along established jute mils employing nearly 22,000 workers
and paying very high wages. All the five mills were set up during 1900’s taking
advantage of abundant availability of Bimlimesta is suitable for manufacturing coarse
goods like sacking bags the mills were set up to manufacturing only sucking bags
suitable for packing of food grains, sugar, cement etc.

Chittavasla jute mill however is producing a small quantity of hessian at

present. There are now 18 jute twine manufacturing unite in Andhra Pradesh most of
which are suited in Bimilimesta growing in srikakulam and vizainagaram districts. A
few moretwine units are in the process of being set up. The present production of the
existing twine units is about 75,000 to 80,000 tons per year.

The jute industry in Andhra Pradesh has tremendously grown during last one
decade particularly during 90’s about of the entire country’s requirements of jute yarn
is now set by Andhra Pradesh. The three most important factors that caused the
phenomenal growth in the stage are availability of Bimlimesta, which is eminently

10
suitable for production of coarse twine, which is the basic product of all Andhra
Pradesh, twines units and the low cost of production resulting from very low wages
compared to composite jute mills resulting in consistently high profits.

CHARACTERSTICS:
 Widely acknowledged as golden fibre.
 Cheapest fibre obtained from skin or best of plants stem.
 High tensile strength and low extensibility.
 Vastly used as raw material in packaging, textiles, non-textiles, construction
and agricultural applications.
 High insulting and anti-static properties.

JUTE COMMODITIES
Jute has always been known as an eco- friendly, economical, versatile, bi
degradable and recyclable vegetable fibre. There is a great innovation in the fashion

11
world with jute fabric finding its place there. Right from packing material, bags to
highly fashionable and glamorous garments, jute fabric has undergone a splendid
evolution. Now, shifting towards social circles, jute has also created its interested and
usage in both domestic as well as international arena. India is one of the largest
producers of jute in the world.
The most important and essential jute commodities fabricated in india jute mills are:
 Canvas: it is the first jute item, woven with highly premium grades of fibre.
Jute canvas and screen lamination along with the proper polythene is widely
used in mines and for getting protection against weather.
 Sacking cloth: made up of low quality jute fibers, sacking cloth is loosely
woven heavy cloth used for packing sugar, food grains, cement etc. weighting
from 15 to 20 oozes, several qualities are available in this category like Twill,
hey cess, D.W. Flicker, cement bags and many more.
 Hessian cloth: it is a plain – woven superior quality jute fabric, weighting
between 5 and 12 oozes, a yard. Hessian cloth is highly exported all across
the world in form of cloth, bags etc. also known asburlap, this cloth is vastly
used in wide ambit of applications.
 D. W. Tarpaulin: this project is majorly used for covering on a very high
multidimensional scale.
 Bags: used mainly for shopping, bags are usually fabricated from sacking or
hessian cloths. They are often decorated with varied artistic designs and with
straps, chains and handles in several dimensions and shapes.
 Geo textile: it is a jute cloth lay along the river embankment slides and hill
slopes to prevent soil erosion and landslides.
 Hydrocarbon free jute cloth: This cloth is fabricated by treating jute with
vegetable oil. It is a Hessian fabric, hydrocarbon free cloth, widely used for
packing different food materials, cocoa, coffee, peanut beans etc.
 Serum cloth ; it is a lightweight Hessian cloth, used in felt industry for
reinforcing the non- woven fabric and for strengthening paper with
lamination.
 Tobacco sheets : used for wrapping tobacco leaves, tobacco sheets are made
up of Hessian cloth.
 Decorative items : The vast variety of decorative products are made up of
jute fabrics like wall hangings, toys, table lamps, paper, decorative bags,
furniture and many more.

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  Hessian taps and gaps : they are made up with Hessian cloth, woven with
gaps at regular intervals and the cloths cut between the gap to make small
with tap.

JUTE GROWING AREAS

Jute thrives best in damp heat the climate conditions as prevalent in west
Bengal is well suited for its cultivation. India states ideally suitable for cultivation of
job are West Bengal, Bihar, Assam, Orissa and Uttar Pradesh.

JUTE HANDICRAFTS

Jute handicrafts of India have created a niche the world over. A wide range of
skill have been honed to perfection by craftsmen who have learned to transform this
natural fibre in to products of daily use, with an aesthetic appeal West Bengal is the
largest jute producing state in the country according for 71% of the production. The
states of Assam and Bihar and rank second and third respectively. As a natural fibre, it
has many advantages over synthetics.

A luxurious rang of jute home décor products is available to suite different life
styles. Cashion covers, tablemats, table covers, tea cosies and a touch of class t the
interiors. Exquisite jute floor coverings are till date unmatched in their elegance. Jute
garments are available for all occasions, in hand printed, embroidered and tie and
dyed variety. A wide range of the most endearing stuffed toys is made of jute woven
fabrics. They are washable and safe for children to play with Christmas gifts and
decorative items with colourful look absolutely attractive when made with jute.

GEO JUTE - THE ECO- FRIENDLY FIBBER

One of the oldest industries in India, jute has traditionally been used for
packaging; however, is versatility is only coming to light now s the world looks on for

13
natural options to save the environment. The time has come for this natural fibre to
take over with the ideal solutions for the modern world.

GEO – TEXTILE COME IN TO VARIETIES :

1. Woven
2. Non-woven fabrics

Features are high moisture absorption, capacity flexibility, drainage properties.

Geo jute finds applications in erosion control separation, filtration and drainage in
civil engineering works agricultural uses.

RECENT APPLICATIONS: JUTE AS FASHION GARMENT

One of the fashion show focused jute as a fashion connoisseur exporters and
traders. This show has displayed vast collection of jute clothes for both men and
women. Many buyers, individuals and boutiques acknowledged the jute fabrics,
texture the jute garments and other commodities. Some high profile designers like
Mumbai’s pawan Aswan and as his sony have highlighted jute on several fashion
shows like at the lame India fashion week 2000 an international pars in
Dusseldorf, Germany.

The latest trend in fashion is today focused on etic styles with complete range
of jute accessories like jewellery, scarves, bags, ties, belts and many more. Also,
NIFT has taken participation in fashion shows having association with the
institute of jute technology and India’s premiere natural fabrics store located in
Mumbai, patronizing jute creation to a large and high extent. The biggest asset of
jute is it natural golden colour and high tensile strength.

PRODUCTION OF JUTE GOODS :

During 2009- 10(April-March),total production of jute goods was at 1356.30

thousand M .T. During 2010-11(up to Oct., 201), production of jute goods is

14
 1024.1 thousan M.T. as against 869.3 thousand M.T. during the corresponding of
2009-0.

EXPORTS:

During 2009-10 (April-march’10), the sports, which was Rs.10,552 million

equivalent to about US $ 241 million, in terms of 2.42 million in terms of quantity
, exporting during 2009-10 was on the tune of 2.42,800 M. Ton.

Export of yarn has shown an upward trend by 13% in quantity and 14% in
value terms as compared to corresponding period of previous year. Similarly,
sacking also has shown an increasing trend by 4% in value terms during 2009-10
as compared to corresponding period of precious year. Similarly, sacking has also
shown an increasing trend by 4% in value terms during 2009-10 as compared to
2008-9 on the basis of dispatches of jute goods for exports, based on returns of
jute mills, exports of jute goods during 2010-11(up to November, 2010),have been
estimated at 1,42,000 M .T. Valued at Rs. 7,755 million equivalent to about US $
197 million, Egypt, Belgium, turkey and Syria had been the five major importing
countries for India jute goods which accounted for of 46% of total exports of the
jute goods are Hessian sacking, yarn of traditional products, floor coverings and
hand & shopping bags in the diversified jute products(JDP) sub sector. Recently
food grade jute cloth and bags(FGJP) and jute geo textiles(soil saver) have
emerged as the other potential exportable jute items.

USA, UK, south Africa and Belgium are the main importers of Indian jute in
the world. They import 25% of the total India’s production of the jute. India has
excellent infrastructure facilities in meeting foreign(export) commitments. Apart
from India other countries like Bangladesh, chaina and Myanmar are other
important exports of jute. As a matter of fact , the total production of jute in the
world is 3 million tons (roughly around 24-25k Rest .Core).
THE VERSATILE OPTION

Rapid expansion of in to a wide range of life style consumer product has been
made possible due to possible due to versatility of the jute spinning of high quality
15
yarns and weaving of light eight fine textured fabrics of uniform structure in exotic
colours and designs are made in both jute factories and handloom sector. with vastly
improved bleaching, dyeing and finishing processes and by blending jute with other
natural synthetic fibres the finished jute products now ensure fee luster, abrasion
resistance and aesthetic appeal.

IN THE WORLD & IN INDIA

PRODUCTION OF JUTE GOODS
QTY: IN 000’S M. T. VALUE: RESET/CORES
Corresponding
(April/ Hessian Sacking CBC Others Total consumption
march) of raw jute in
‘000 BALES
2000-01 413.9 676.3 30.5 5312.3 1433 8290

2001-02 368.7 666.6 25.2 340.4 1400.9 8023

2002-03 392.4 864.6 19.8 401.6 1678.4 9598

20003-04 344.1 903.3 18.5 330.3 1596.2 9068

2004-05 344.5 909.2 8 328.5 1590.2 9087

20005-06 337.9 952.9 6.6 327.5 1624.9 9280

20006-07 275.3 1034.3 5 286.2 1600.8 9142

20007-08 338.3 1000 5.4 278.1 1621.8 9262

20008-09 305.2 979.3 5.7 28.11 1571.3 9564

20009-10 327.4 1033.5 6.9 285.6 1625.6 9624

210-11 316.5 958 7.9 298.8 1725.8 9731

2011-12 364.6 1024 8.8 300.5 1825.2 9935

2012-13 359.8 1051.5 8.9 315.6 1862.3 10056

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% change
of 2008-09 -9.78 -2.07 -2.96 1.44 -3.11 -3.1
over 2007-
08
Source: jute commissioner of India

CONSUMPTION OF RAW JUTE

QTY: IN LAKH LABELS
CARRY OVER 27 22 105 7 16 34 33
PRODUCTION 83 78 90 105 110 90 85
IMPORT 9 8 4 4 9 7 7
TOTAL SUPPLY 119 108 104.5 116 135 131 125
DOMESTIC 7 7 7 8 8 8 8
CONSUMPTION
MILL 90 90.5 90.5 92 90 90 90
CONSUMPTION
TOTAL DEMAND 97 97.5 97.5 100 101 98 38
CARRY OVER 22 10.5 7 16 34 33 27

CHANGING TREND:
Jute can be exemplified as a golden natural fibre with versatile application
aspects ranging from low value geo- textiles to high value carpet, apparel, composites,
upholstery furnishing, decorative boards, fancy non- woven for new products and
many more. Due to its unique versatility and long lasting nature, jute is regarded as
the fibre for the future. In common era, variety of mini jute plants and jute mills will
be seen engaged in production of jute and jute blended yarns. These yarns are very
light weighted and are used in varied applications like in the upholstery, furnishing,
garments, bags etc.
The jute sector occupies an important place in the Indian economy in general
and the eastern region in particular, the jute industry provides direct employment to
about 0.26 million workers and supports the livelihood of around 4.0 million farm
families.
For this mission the government approved a sum of Rs.355.55 cores. The
government also approved allocation for the mini mission-2 under the JTM for the
remaining year of X-plan i.e., 2009-10 at rest. 2.46 core and 9.75 core subject to the

17
condition that ministry of agriculture and department of expenditure will the savings
from the existing allocation of ministry of agriculture.

The allocation for the mini mission-4 for the remaining year of the XI plan at
Rs. 7.95 core and reset. 30.85 core respectively have been approved which will be
funded from the plan savings of ministry of textiles.
The government has included the jute sector for special attention in its national
common minimum program.
Keeping in view its growing contribution t the country the government of
India has started the jute technology mission. This will benefit jute growers the
workers engaged in the jute industry, jute entrepreneur and the others employed in
associate activities in the jute sector. It will help to modernize the jute industry and
enable the country to reap the benefits of enhanced levels of jute diversification.

INDUSTRY MILESTONES:

 The largest product of raw jute in the world.

 The biggest manufacturer of the jute goods in the world.
 The capacity to manufacture the widest range of products tailored t the
customer requirements.
 Comprehensive and world class research and development facilities in the
area of jute agriculture product development facilities in the area of
agriculture product development and machinery design.
 High quality conscious employing most facilities for TQC.
 Export history of raw jute and jute manufactures date back to over 100
years.
 High developed infrastructure like ports, shipping facilities etc.
 A vibrant jute industry has the capacity to produce and meet the
international demand for food grade jute bags and cloth.
 Food grade bags and clothe manufactured in India are a born in the context
of global environmental and ecological concern.
 India food grade jute bags have a twine edged advantage: preservation of
the food in the most natural way.

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 COMPANY PROFILE

HISTORY

ELCCL is a public limited company incorporated on 3.2.1941. Its registered

office is situated at no. 1 old courthouse corner, CALCUTTA-70001. Initially the
company was carrying on trading activity from 1-1-1945. It managed on lease a jute
mill at Eluru in Andhra Pradesh, Which was owned, by sri Krishna jute mill limited,
was amalgamated with ELCCL.

19
 East India commercial Co.Ltd., a public limited company was promoted by
the Bhartia family of Kolkatta. Four generations of Bhartia, starting with late Dedraj
Bharatia further succeeded by his grandson late Bhishwanth Bharia. Now his great
grandson and representatives of fourth generation Mr.ALOK and DEEPAK Bhartia
are the at the helm. Initially the company is carrying trading activity and from 1945 it
went to manufacturing of jute products. It now has an its stable three jute unit’s
namely-
 Sri Krishna jute mills situated at Eluru -534002, in AP., India
 Sri Bajrang jute mills Ltd situated at Guntur, AP., India
 Krishna Hessians situated at kotturu, near Eluru AP., India

Collectively these mills are known as EAST INDIA GROUP.

EAST INDIA group is a premier manufacturer of jute goods in India with an
installed capacity of about 8000 M .T and production of 6000 M .T the combined
turnover of the group is Rs. 160 crores. The company employees 1000 workmen in its
jute manufacturing units. Sri Krishna jute mills and Sri Banjari jute mills
manufactured jute bags for packing of good grains, sugar and a small of jute twine
and yarn, which are mostly sold in the domestic market in India.

Krishna Hessians is large new jute mills set up in 1999 with the most modern
infrastructure and machinery. It includes shuttle less looms of seltzer and Dornier
make and is manufacturing. Hessian fabrics in several constructions for different
applications. Hessaian bags and diversified jut products including leno, Scrin,
Webbing, Union fabrics and various types of yams and twines are manufactured for
the domestic as well as export market.
The company has also started manufacturing, bleaching and lamination plant
which are recently set up. The unit specializations in producing high value add
products to meet customer’s specific requirements. The group enjoys a strong
reputation as reliable manufacturer and supplier of quality jute goods over the country
more paticularly in south India. Where most of its products are marketed.

Property divison compressing of multi stored commercial building at NO-20,

British India at Calcutta that is rented for office/business purpose and another
property at Delhi. Which is also rented out.

20
 Sri baring jute mills limited (SBJML) Guntur (This company has come under
management of ELCCL in October 1994 under the B.I.F.R, sanction rehabilitation
scheme ).

East India commercial Limited is professionally managed by a team of senior

and dedicated professionals lead by its managing director: Sri Briji GopalLunani, M.
com, who is based at eluru and managing the jute production. Functions of the jute
Mill from 1941, Sri B.Shyam Sukha, director is who is with company since 1986 is
managing the property divison and looking after general administrators at the
registered office Kolkata and Sri G.Ramakrishna, F.C.A,F.I.C.A and F.C.S who is the
secretary and general manager (finance) of the company and several other qualified
professional. The jute units of EICCL at eluru along with group company under same
management, namely, SriBajrang jute Mills Limited (SBJML) at Guntur are
producing nearly 4500 M.T. per year of spacing, Hessian, jute yarn and twine. The
companies are not involved in export business up to now. But with the above back
ground of experience in jute goods manufacturer, ELCCL is now setting up to EOU
named as : “Krishna Hessians (EOU)” for the purpose of manufacturing export
quality jute yarns and twines.

` This EOU is being set-up on the same premises at their existing jute Hessians
manufacturing unit called “Krishna Hessian”, Which is looked at kotturu village near
eluru. The company in course of time is also strategically planning to go for higher
value added products in their EOU.

Due to more and more and high speed carpet making machinery coming in to
use, importers of jute are demanding superior yarns /twines than what are being
produced. Manufacturers that are able to products at a premium price. The EOU at
eluru promoted by EICCL is aimed at production of such high quality yarns.

EICCL has built a market for its existing products and enjoys much reputation
for reliability. With its vast experience the company does not except any difficulty in
manufacturing and export marketing of yarn and twine. The chairman of the company
namely , Sri Alok Bhartia has made several visits to Europe and has built Belgium,
Poland and brazil during September 1998,again Turkey, ezypt in august 1999 ,to
21
study the export potential of jute products, including yarn/twine and has established
business contacts for marketing jute yarn/twins.The company their production of
jute /twine.Sri Krishna jute mills established in early in 30’s in eluru. At the same
time eluru was entirely different this organization disburses in a season about Rs 6000
Lakh to jute growth as located with in the radius of about 40 kms. The wards of many
grocers also get gainful employment in jute mill.

Late Sri Mothy Ganga Raju ,The founder of company could think much a head
of his times and visualized the need for encouraging agro based industries while
working as director of industries ,Madras state .He encouraged and entrusted the riots
of different places of A.P.,take to jute cultivation and to start jute mills in the co-
operative sectors. His dream was realized with the establishment of a cooperative jute
mill of 8000 turns of capacity in 1904 at eluru. The jute development would be
“growth with a purpose” this has been philosophy behind the late Sri Monthly Ganga
Raju thinking in 1941, the management was changed. Sri Briz Gopal Lunani have
been handed the company.

Vision of the company

To manufacture products comparable to international standards, to be
customer-focused and globally competitive through better quality, latest technology
and continuous innovation.

22
Mission of the company
 To manufacture world-class products of outstanding quality that give our
customer a competitive advantages through superior products and value, so we
can make every customer smile.
 To encourage people’s ownership, empowerment and working under team
structure.
 T o attain highest level of efficiency, integrity and honesty.

Core values of the company :

 Customer’s satisfaction and delight.
 Superior quality of performance.
 Concern for the environment and the community.
 Passionate about excellence.
 Fair to all.
 To provide a safe workplace and promote healthy work habits.

Objectives of the company

The objectives of an organization are displayed at various points in the factory

to make workers aware of their objectives.

1. To be a market leader in the field of jute products.

2. They want to see the growth of the organization by reviving profits.
3. Maintain of quality of the goods.

23
4. Satisfying employee needs and wants.
5. Maintaining good relation with the customers and suppliers.
6. Satisfying customer needs and wants.

24
 HUMAN RESOURCE MANAGEMENT PHILISOPHY AND POLICY

In Sri Krishna jute mill, the philosophy and policy and HRM is formulated
every year as per the organization climate and situational requirements they don’t
follow particular philosophy because they believe that the requirements and
dimensions of HRM are available and not constant. So every they frame new
philosophy is to exercise the philosophy of social approach of HRM and their policy
to solve problems of the workers and right sizing of human resources. This is entirely
unique practice of HRM, which we can not find anywhere else.

HRD IN SRI KRISHNA JUTE MILL

As the procedure in the production part does not require specialized skills here
workers are unskilled and uneducated and the requirements of polices when compared
to other jute mill they developed human resources by preparing work knowledge
training.

HRD POLICY OF THE ORGANIZATIONS

Sri Krishna jute mill follows general training programs required for the
development of human resources. And frame the needs and requirements of training
of workers and make decisions regarding training programs and HRD.

GENERAL MANAGER

OFFICER

SUPERVISOR

CLERICAL STAFF

25
 The structure of HRD department is name as other department in the
organization.

PERSONNEL DEPARTEMENT
This plays a vital role in the organization. This department discharges both the
managerial and operative functions. Besides this all statutory and non-stationary
welfare. The department sees provisions, social security and safety provisions.

THE ORGANIZATIONAL STRUCTURE

The organizational structure of sri Krishna jute mill Limited consists of 3
levels.
They are
 Top level management
 Middle level management
 Lower level management

TOP LEVEL MANAGEMENT

The numbers of top level management includes managing Directors and next
to be is Executive Directors. They are under top level management.
MIDDLE LEVEL MANAGEMENT

It consists of all department heads of organization that is from personnel

Department, Finance Department, Quality control Department, and production
Department Etc.
LOWER LEVEL MANAGEMENT

It includes the remaining persons who either belong to administration or

company all are considered under lower level management namely Assistant
Mechanics, Office Assistants, Office Attainders, Security Guards, Cleaners, Security
Superintendents etc.
PRODUCTION
This Department is the largest department in the organization. It consists of the
sub departments, which are holing various processes to be performed on the
manufacturing jute bags, Spinning, Weaving, Bearing and finishing area the various
sub departments.

26
MANUFACTURING PROCESS

Raw jute Emulation Softness

Batching SPINNING
Breaks

DRAWING YARNING TWISTING

Winding Beaming
Weaving

Finishing Finished Godowns

Goods

ORGANIZATION
The organization chart shows how the authority is delegated to different
divisons. The main reason of the distribution of authority and responsibility is to
avoid ambiguity and confusion among people. The managing director is the chief
executive, under him director will organize various departments.

ORGANIZATION CHART
Board of Directors
27
 Chairman com Managing Director

Executive Director
Company Secretary

Chief financial Officer

Manager(Finance) Manager(Accounts)

Executive president(plant)Technical
Advises

Cane Manager

Chief Chemist

Commercial Manager

G.M (Engineering)

Manager(purchases)

Manager(sales)

Construction Head

Manager(planning &
execution)

Manager(sales)

Manager(operations)
ABSENTEEISM

28
INTRODUCTION:

Absenteeism is a serious workplace problem and an expensive occurrence for

both employers and employees, seemingly unpredictable in nature. A satisfactory
level of attendance by employees at work is necessary to allow the achievement of
objectives and targets by a department. Employee Absenteeism is the absence of an
employee from work. It is a major problem faced by almost all employers of today.
Employees are absent from work and thus the work suffers. Absenteeism of
employees from work leads to back logs, piling of work and thus work delay.

DEFINITION:

The habitual non-presence of an employee at his or her job. Possible causes of

absenteeism include job dissatisfaction, ongoing personal issues and chronic medical
problems. Regardless of cause, a worker with a pattern of being absent may put his
reputation and his employed status at risk. However, some forms of absence from work
are legally protected and cannot be grounds for termination.
 Absents constitutes a single day of missed work (Martocchio & Jimeno 2003).
 Absence occurs when ever a chooses to allocate time to activities that compete
with scheduled work either to satisfy the waxing & warning of underlying
motivational rhythms (Fichman 19840 or to maximize personal utility (chelius
1981)
 An individual look of physical presence at a given location & time when there
is a social expectation for him or her to be there. (Martocchio & Harrison,
1993).
 Absenteeism refers to Non-attendance of employee for scheduled work
(Gibson, 1966 John, 1978).
 Absenteeism is defined as a failure of an employee to report to work when he
or she is scheduled to do so.

CONCEPT OF ABSENTEEISM:

29
 It refers to workers absence from their regular task when he is normally
schedule to work. The according to Webster’s dictionary

“Absenteeism is the practice or habit of being an absentee and an absentee is one

who habitually stays away from work.”

According to Labor Bureau of Shimla: - Absenteeism is the total man shifts

lost because of absence as percentage of total number of man shifts scheduled to
work.
In other words, it signifies the absence of an employee from work when he is
scheduled to be at work. Any employee may stay away from work if he has taken
leave to which he is entitled or on ground of sickness or some accident or without
any previous sanction of leave. Thus absence may be authorized or unauthorized,
willful or caused by circumstances beyond one’s control.

Maybe even worse than absenteeism, it is obvious that people such as

malingerers and those unwilling to play their part in the workplace can also have a
decidedly negative impact.

Such team members need individual attention from frontline supervisors and
management.

Indeed, as prevention is better than cure, where such a problem occurs, it is

always important to review recruitment procedures to identify how such individuals
came to be employed in the first place.

For any business owner or manager, to cure excessive absenteeism, it is

essential to find and then eliminate the causes of discontent among team members.

If they find their supervisor or job unpleasant - really unpleasant - they look
for legitimate excuses to stay home and find them with things such as upset
stomachs or splitting headaches.

30
 Any effective absentee control program has to locate the causes of discontent
and modify those causes or eliminate them entirely. In other words, if we deal with
the real reasons team members stay home it can become unnecessary for them to
stay away.

Any investigation into absenteeism needs to look at the real reasons for it.
Sometimes team members call in sick when they really do not want to go to work.
They would not call you up and say, “I’m not coming in today because my supervisor
abuses me.” Or, “I’m not coming in today because my chair is uncomfortable.” Or,
“I’m not coming in today because the bathrooms are so filthy; it makes me sick to
walk into them.

There are a few essential questions to consider at the outset if you want to
make a measurable improvement to your absenteeism figures.

Why is your present absenteeism policy ineffective?

Where and when is excessive absenteeism occurring?

In many cases, under- trained supervisors could be a contributing factor.

What are the real causes for absences?

It is commonly expected that low pay, poor benefits and high workloads will be the
major causes.

However, in numerous employee surveys absenteeism generally has been identified as

a symptom of low job satisfaction, sub-standard working conditions and consistent
negative and unfair treatment received by first-line supervisors.

How much formal training have your supervisors received on absenteeism

containment and reduction? If your answer is none or very little, maybe you have
found the solution.

As with every other element within your organization, you cannot ask a person
to do a job he or she has never been trained to do.

31
 Many human resources specialists have found that repetitive, boring jobs
coupled with uncaring supervisors and/or physically unpleasant workplaces are likely
to lead workers to make up excuses for not coming to work.

If your team members perceive that your company is indifferent to their needs,
they are less likely to be motivated, or even to clock on at all.

One way to determine the causes of absenteeism is to question your

supervisors about excessive absenteeism, including what causes it and how to reduce
it.

Of course, if your supervisors have made no efforts to get to know the team
members in their respective departments, they may not be able to provide reasons.

However, just the act of questioning may get the ball rolling and signal to your
supervisors that their involvement is important.

Once a manager finds the real reasons for absenteeism there is another
important step. Through open communication, you need to change the team member’s
way of reacting and responding to discontent.

Other problems will no doubt arise in the future. If the way of responding has
not been reviewed, then the same cycle is likely to start all over again.

So often absenteeism problems can be sheeted back to the supervisor level and
to unsatisfactory working conditions. Without improvement in these areas, you can
expect your high rate of absenteeism to continue.

32
 ABSENTEEISM - TYPES & THEIR CONTROL

There are two types of absenteeism, each of which requires a different type of
approach.

1. INNOCENT ABSENTEEISM:

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 labor 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/she is not sick, and it can be proven that the
employee was not sick, is guilty of culpable absenteeism. To be culpable is to be
blameworthy. In a labor relations context this means that progressive discipline can be
applied.

For the large majority of employees, absenteeism is legitimate, innocent

absenteeism which occurs infrequently. Procedures for disciplinary action apply only
to culpable absenteeism. Many organizations take the view that through the process of
individual absentee counseling and treatment, the majority of employees will
overcome their problems and return to an acceptable level of regular attendance.

33
COUNSELLING 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/her 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(s)
2. Written counseling(s)
3. Reduction(s) of hours and/or job reclassification
4. Discharge

Initial Counseling:

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.

If the absences are intermittent, meet with the employee each time he/she
returns to work. If absence is prolonged, keep in touch with the employee regularly
and stay updated on the status of his/her condition. (Indicate your willingness to
assist).

You may require the employee to provide you with regular medical
assessments. This will enable you to judge whether or not there is any likelihood of
the employee providing regular attendance in future. Regular medical assessments
will also give you an idea of what steps the employee is taking to seek medical or
other assistance. Formal meetings in which verbal warnings are given should be given

34
as appropriate and documented. If no improvement occurs written warning may be
necessary.

Written Counseling:

If the absences persist, you should meet with the employee formally and
provide him/her 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(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. 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.

If the nature of the illness or injury is such that the employee is unable to
fulfill the requirements of his/her job, but could for example benefit from modified
work, counsel the employee to bid on jobs of such type if they become available.
(N.B. It is inadvisable to "build" a job around an employee's incapacitates particularly
in a unionized environment. The onus should be on the employee to apply for an
existing position within his/her capabilities).

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. An Arbitrator would consider the following in ruling on an innocent
absenteeism dismissal case.

a) Has the employee done everything possible to regain their health and return to
work?

35
 b) Has the employer provided every assistance possible? (i.e. counseling,
support, time off).
c) Has the employer informed the employee of the unworkable situation resulting
from their sickness?
d) Has the employer attempted to accommodate the employee by offering a more
suitable position (if available) or a reduction of hours?
e) Has enough time elapsed to allow for every possible chance of recovery?
f) Has the employer treated the employee prejudicially in any way?

As is evident, a great deal of time and effort must elapse before dismissal can take
place.

These points would be used to substantiate or disprove the following two fold test.

1. The absences must be shown to be clearly excessive.

2. It must be proven that the employee will be unable to attend
work on a regular basis in the future.

CORRECTIVE ACTION FOR CULPABLE ABSENTEEISM:

As already indicated, 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.

Presuming you have communicated attendance expectations generally, have

identified the employee as a problem, have met with him/her as part of your
attendance program, made your concerns on his specific absenteeism known and have
offered counseling as appropriate, with no improvement despite your positive efforts,
disciplinary procedures may be appropriate.

The procedures for corrective/progressive discipline for culpable absenteeism

are generally the same as for other progressive discipline problems. The discipline
should not be prejudicial in any way. The general procedure is as follows: [Utilizing
counseling memorandum]

1. Initial Warning(s)

36
 2. Written Warning(s)
3. Suspension(s)
4. Discharge

Verbal Warning:

Formally meet with the employee and explain that income protection is to be
used only when an employee is legitimately ill. Advice the employee that his/her
attendance record must improve and be maintained at an improved level or further
disciplinary action will result. Offer any counseling or guidance as is appropriate.
Give further verbal warnings as required. Review the employee's income protection
records at regular intervals. Where a marked improvement has been shown, commend
the employee. Where there is no improvement a written warning should be issued.

Written:

Interview the employee again. Show him/her the statistics and point out that
there has been no noticeable (or sufficient) improvement. Listen to the employee to
see if there is a valid reason and offer any assistance you can. If no satisfactory
explanation is given, advise the employee that he/she will be given a written warning.
Be specific in your discussion with him/her and in the counseling memorandum as to
the type of action to be taken and when it will be taken if the record does not improve.
As soon as possible after this meeting provide the employee personally with the
written warning and place a copy of his/her file. The written warning should identify
any noticeable pattern

If the amount and/or pattern continue, the next step in progressive discipline
may be a second, stronger written warning. Your decision to provide a second written
warning as an alternative to proceeding to a higher level of discipline (i.e. suspension)
will depend on a number of factors. Such factors are, the severity of the problem, the
credibility of the employee's explanations, the employee's general work performance
and length of service.

37
Suspension (only after consultation with the appropriate superiors):

If the problem of culpable absenteeism persists, following the next interview

period and immediately following an absence, the employee should be interviewed
and advised that he/she is to be suspended. The length of the suspension will depend
again on the severity of the problem, the credibility of the employee's explanation, the
employee's general work performance and length of service. 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, upon displaying no satisfactory
improvement, would be dismissed on the grounds of his/her unwillingness to correct
his/her absence record.

38
 MEASUREMENT OF ABSENTEEISM

For calculating the rate of absenteeism we require the number of people

scheduled to work and number of people actually present. Absenteeism can be
finding out of absence rate method.

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) : 2,000

d) Total number of lost days due to absences during the period : 93

e) Absenteeism percent (d [divided by] c) x 100 : 4.65%

Since absenteeism is a major barometer of employee morale, absenteeism above

5 percent has to be considered as very serious (across most industries 3 percent is
considered standard).

39
 PECULIAR FEATURES OF ABSENTEEISM

On the basis of studies undertaken certain observations may be made:

a) The rate of absenteeism is lowest on payday; it increases considerably on the

days following the payment of wages and bonus. The level of absenteeism is
comparatively high immediately after payday. When worker either feel like
having a good time or in some other cases return home to their villages family
and after a holiday, has also been found to be higher than that on normal days.

b) Absenteeism is generally high workers below 25 years of age and those above
40. “The younger employees are not regular and punctual”. Presumably because
of the employment of a large no. of new comers among the younger age groups,
while the older people are not able to withstand the strenuous nature of the
work.

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.

d) Absenteeism in India is seasonal in character. It is the highest during March-

April-May, when land has to be prepared for monsoon, sowing and also in
harvest season (Sept-Oct) when the rate goes as high as 40%.

40
 CAUSES OF ABSENTEEISM

The Royal Commission Labor observed that high absenteeism among Indian
labor is due to rural orientation and their frequent urge for rural exodus. According to
Acharaya “In modern industrial establishment the incidence of industrial fatigue, mal
nutrition and bad working conditions aggravate that feeling for change among
industrial worker and some time impel them to visit their village home frequently for
rest and relaxation.”

The general cause of absenteeism may be summarized as below:-

1) MALADJUSTMENT WITH FACTORY:

In factory the worker finds caught within factory walls, he is bewildered by

heavy traffic, by strangers speaking different and subjected to strict discipline and is
ordered by complete strangers to do things which he cannot understand. As a result he
is under constant strain, which cause him serious distress and impairs his efficiency.
All these factors tend to persuade him to maintain his contacts with village.

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.

3) HOUSING CONDITIONS:

Workers also experience housing difficulties. Around 95% of housing

occupied by industrial workers in India is unsatisfactory for healthful habitations. This
leads to loss the interest in work.

41
4) INDUSTRIAL FATIGUE:

Low wages compel a worker to seek some part time job to earn some side
income. This often result inconstant fatigue, which compels to remain absent for next
day.

5) UNHEALTY WORKING CONDITION:

Irritating and intolerable working conditions exist in a factory. Heat, moisture,

noise, vibration, bad lighting, dust fumes and overcrowding all these affect the
workers health causing him to remain absent from work a long time.

6) ABSENCE OF ADEQUATE WELFARE ACTIVITIES:

High rate absenteeism is also due to lack of adequate welfare facilities Welfare
activities include clean drinking water, canteen, room shelter, rest rooms, washing and
bathing facilities, first aid appliances etc.

7) ALCOHOLISM:

Some of the habitual drunkards spend whole of their salary during first week
of each month for drinking purpose. Therefore 2 or 3 weeks after getting their salary
absent themselves from their work.

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. To avoid the moneylenders they usually absent
themselves from work because they are unable to return the money in stipulated time.

42
9) IMPROPER & UNREALISTIC PERSONNEL POLICIES:
Due to favoritisms and nepotism which are in the industry the workers
generally become frustrated. This also results in low efficiency, low productivity,
unfavorable relationship between employee and supervisor, which in turn leads to
long period of absenteeism.

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.
Instead of going without pay the worker avail them of ESI facility.

43
 EFFECTS OF ABSENTEEISM ON INDUSTRIAL
PROGRESS
It is quite evident from the above figures that absenteeism is a common feature
of industrial labor in India. It hinders industrial growth and its effect in two fold.

1) LOSS TO WORKER:

Firstly due to the habit of being absenting frequently worker’s income is reduced
to a large extent. It is because there is a general principle of “no work – no pay”. Thus
the time lost in terms of absenteeism is a loss of income to workers

2) LOSS TO EMPLOYERS:

On other hand, the employer has to suffer a greater loss due to absentees. It
disturbs the efficiency and discipline of industries consequently, industrial production
is reduced. In order to meet the emergency and strikes, an additional labor force is
also maintain by the industries. On certain occasions, those workers are employed
who present themselves at factory gates. During strikes they are adjusted in place of
absent workers. Their adjustment brings serious complications because such workers
do not generally prove themselves up to work. Higher absenteeism is an evil both for
workers and the employers and ultimately it adversely affects the production of
industries.

44
 ANALYSIS OF CAUSES

1) FAMILY ORIENTED & RESPONSIBILITES:

It was observed that about 40% case absenteeism is family oriented and more
responsibilities of workers. It increases in harvesting season.
2) SOCIAL CEREMONIES:

In 20 % cases it was found that social and religious functions divert worker from
work.
3) HOUSING FACILITY:

In about 30% cases, the workers remain absent because there is no housing
facilities and the workers stay alone and great distance from factory.
4) SICKNESS AND ACCIDENT:

In 20% case the workers remain absent due to ill health and disease and in 15%
cases workers remain absent due to accident.
5) TRANSPORTATION:

Most of the workers have to travel long distance to reach the work place. Most
of the workers are not satisfied with transport facilities.

6) WELFARE FACILITES:

In 13% cases, the workers are not satisfied with welfare facilities.
7) WORKING CONDITIONS:

In 21% cases, the workers feel that there is not good working condition, because
they work in standing position which causes to absence for relaxation.

8) MANAGEMENT SYSTEM:

Near about 34% people are dissatisfied with management system because they
feel that their work is not being recognized and promotions are biased.

45
GUIDELINES & MEASURES FOR CONTROL OF ABSNTEEISM

Absenteeism is a disease that appears whenever a company fails to inoculate

itself through the use of sound management practices. To cure excessive absenteeism,
one has to know the exact causes and then examine the available, workable and
proven solutions to apply against those causes.

To embark upon a successful absenteeism reduction program, you need to

make sure you have some basic information and facts about absenteeism in your
company. Consider the following four questions, which should help you further focus
your ideas and put a plan into action.

Q. Why is your present absenteeism policy ineffective?

Absenteeism policies vary in effectiveness. Most ineffective policies I have

reviewed have a common denominator: They allow "excused" absences, whereas
those that do work are "no fault" policies.

Q. Where and when is excessive absenteeism occurring?

Numerous studies have concluded that under trained supervisors is one of the
main causes of absenteeism. Therefore, any company experiencing absenteeism of
greater than 3 percent should consider supervisors as a potential contributor to the
problem.

Given that this may be the case, you first should check the percentage of
employee absenteeism by supervisor to see if it is concentrated around one or two
supervisors. If it is, you've begun to uncover the obvious--undertrained supervisors. If,
however, your research reveals that the rate of absenteeism is almost equally
distributed throughout your factory, you will need to investigate other possible causes.

46
Q. What are the real causes for absences?

People-oriented companies are very sensitive to employee opinions. They often

engage in formal mini-studies to solicit anonymous employee opinions on topics of
mutual interest. These confidential worker surveys commonly ask for employee
opinion regarding higher-than-normal absenteeism.

In other words, employees revealed that repetitive, boring jobs coupled with
uncaring supervisors and/or physically unpleasant workplaces led them to make up
excuses for not coming to work, such as claiming to be sick.

One way to determine the causes of absenteeism is to question your supervisors

about their employees' excessive absenteeism, including what causes it and how to
reduce it.

Q. How much formal training have your supervisors received on absenteeism

containment and reduction?

If you find that your supervisors hesitate to provide meaningful answers to

your questions, then you're on the right track toward a solution. Ask yourself, "How
much formal training have I given my supervisors in the areas of absenteeism
reduction and human resources skills?" If your answer is none or very little, your
solution can't be far behind. The fact of the matter is, you cannot ask a person to do a
job he or she has never been trained to do

47
Following are the measures to control absenteeism:-

1) ADOPTION OF A WELL DEFINED RECRUITMENT PROCEDURE:

The selection of employees on the basis of command, linguistic and family

consideration should be avoided. The management should look for aptitude and
ability in the prospective employees and should not easily yield or pressure of
personal likes and dislikes. Application blanks should invariably be used for a
preliminary selection and tools for interviews. The personal officer should play more
effective role as coordinator of information, provided that he has acquired job
knowledge in the function of selection. Employers should also take into account the
fact that selection should be for employee’s development, their reliance. They should
as far as possible rely on employment exchange.

2) PROVISION OF HEALTHFUL AND HYGENIC WORKING

CONDITION:

In India, where the climate is warm and most of the work involves manual labor,
it is essential that the workers should be provided with proper and healthy working
conditions. The facilities of drinking water, canteens, lavatories, rest rooms, lighting
and ventilation, need to be improved. Where any one of these facilities is not
available, it should be provided and all these help in keeping the employee cheerful
and increase productivity and the efficiency of operations throughout the plant.

3) PROVISION OF REASONABLE WAGES AND ALLOWANCE AND JOB

SECURITY TO WORKERS:

The wages of an employee determine his as well as his family standard of

living. This single factor is important for him than other. The management should,
therefore pay reasonable wages and allowances, taking into account the capacity of
the industry to pay.

48
4) MOTIVATORS WELFARE AND SOCIAL MEASURES:

The management should consider the needs of workers and offer them
adequate and cheap housing facilities, free of subsidized food, free medical and
transport facilities, free education facilities for their children and other monetary
benefits. As for social security is concern, the provision of Provident Fund, SBI
facilities, Gratuity and Pension, all those need to be improved.

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. Meetings
and concealing are called for written communication becomes meaningful only when
workers can readied understood them, too many notices should be avoided only the
essential ones should be put on the boards, which should be placed near the entrance
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.

6) LIBERAL GRANT OF LEAVE:

The management’s strict attitude in granting leave and holidays even when the
need for them is genuine, tempts workers to go on E.S.I. leave for under this scheme,
they can have 56 days leaves in years on half pay. An effective way of dealing with
absenteeism is to liberalize 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, overconfidence,
carelessness, vanity, etc and such material factorizes unguarded machinery and
explosives, defective equipment and hand tools. Safe methods of operation should be
taught. In addition consistent and timely safely instruction, written instructions
(manual) in the regional language of the area should be given to the work force.

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8) CORDIAL RELATIONS BETWEEN SUPERVISORS AND WORKERS:

The supervisor should be recognize that industrial work is a groups task and
cannot be properly done unless discipline is enforced and maintained. Cordial
relations between the supervisors and these workers are therefore essential for without
them, discipline cannot be increased. One of the consequences of unhealthy relations
between supervisors and subordinates is absenteeism.

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, as
operatives for their efficiency and advancement, as citizens for happy integrated life
in the community, as members of a trade union for the protection of their interests.
The educational programs according to their national commission on Labor
should be to make a worker:-

a) A responsible, committed and disciplines operative.

b) Aware of his rights and obligations.

c) Lead a calm, clean and health life, based on a firm ethical foundation.

d) A responsible and alter citizen.

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 THE BRADFORD FACTOR & ABSENTEEISM

The Bradford Factor is a Human Resources tool used by many organizations

to measure and identify areas of absenteeism. The theory is that short, frequent and
unplanned absences are more disruptive than longer absences.

It is based on the fact that it is normally easier to make arrangements to cover

for staffs who are going to be off for long periods, and which are more likely to be
suffering from a genuine illness.

However, employees taking odd unplanned days off here and there actually
cause more disruption to the business. If this pattern is repeated regularly, the
employee will have a high Bradford Factor score; which may raise questions about
how genuine the illness actually is.

The formula for the Bradford Factor is:

E x E x D = Bradford Factor Score

Where E is the number of episodes of absence and D is the total number of days
absent in a rolling 52 week period.

So, for employees with a total of 10 days absence in one year, the Bradford Factor
score can vary enormously, depending on the number of episodes of absence
involved. For example:

One absence episode of 10 days is 10 points (i.e. 1 x 1 x 10)

Five absence episodes of two days each is 250 points (i.e. 5 x 5 x 10)
Ten absence episodes of one day each is 1,000 points (i.e. 10 x 10 x 10)

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How do organizations use the Bradford Factor?

There are no set rules for using the Bradford Factor; it is down to each
organization to determine the ways in which it uses the score.

However, used effectively, the Bradford Factor can reduce absenteeism

dramatically, serving as a deterrent and a method for tackling persistent absenteeism.

Studies have shown that by educating staff about the Bradford Factor, and then
showing them their score on a regular basis, absenteeism can be reduced by over 20%.
This is largely down to staff understanding that taking the odd day off here and there
will quickly multiply their Bradford Factor score. The Bradford Factor places a value
on the absence which an employee can clearly see. Where the absence is not
absolutely necessary, this can serve to deter absenteeism.

When this is used in conjunction with a points system the Bradford Factor can
be effectively utilized to deter unnecessary absenteeism.

For example the Bradford Factor can be utilized by creating “triggers”

whereby certain actions are taken when an employee’s Bradford score reaches a
certain point. For example, the UK Prison Service has used the following triggers:

 51 points – verbal warning.

 201 points – written warning
 401 points – final warning
 601 points – dismissal

Setting these triggers is entirely dependent on the organization using the

Bradford Factor. It is usually advisable to use the Bradford Factor as one of a number
of absence policies. However, setting these triggers and making staff aware of them,
in addition to taking action, resulted in the Prison Service reducing absenteeism by
18%.

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 By implementing mandatory procedures for tackling absenteeism across an
organization led by the Bradford Factor, an organization can remove the potential for
differences across teams and management and remove the difficulties and reluctance
that line managers often face when having to discipline a close staff member.

The Bradford Factor can provide organizations with a two pronged method for
tackling absence: proactively deterring absence in the first place and utilizing a set
procedure to identify and tackle persistent absenteeism.

Implementing the Bradford Factor:

Calculating the Bradford Factor for one member of staff over a given period is
not a difficult proposition. However, calculating the Bradford Factor over a rolling 52
week period, across multiple teams and locations and considering different types of
absence is a very difficult task.

As a result of the exponential nature of the formula {E x E x D}, even the

slightest mistakes in calculation can result in a wide variance of an employee’s
Bradford Factor score.

For example: For an employee who has had 10 days off in a year in total, on two
separate occasions:

2 X 2 X 10 = 40 {which does not trigger a warning – fewer than 50}

However, if their absence is either not recorded correctly, or is calculated wrong by

just one day:

3 X 3 X 10= 90 {which does trigger a warning – over 50}

You can see that their score is more than double, despite the small mistake. Getting
the formula the wrong way round can have even more significant results:

10 X 10 X 2 = 200 {which would trigger disciplinary proceedings – over 200}

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 If an organization wants to tackle absenteeism effectively, using the Bradford
Factor, including using an employee’s Bradford Factor score in potential disciplinary
proceedings, then the process for calculating the Bradford Factor has to be full proof,
consistent and equal.

To achieve this, an organization will need to ensure:

 Absence reporting and monitoring is consistent, equal and accurate both over
time and across the whole organization.
 The calculation of an employee’s Bradford Factor score is based on these
accurate, equal and updated absence records.
 Management and staff have access to updated Bradford Factor scores.

Without these processes in place the calculation of the Bradford Factor is

extremely difficult and time consuming. In addition to this; unequal processes for
reporting and calculating the Bradford Factor could be discriminatory; everyone’s
Bradford Factor score should be subject to the same, indisputable criteria.

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Table:1

Q. For how many yrs you are working with Sri Krishna Jute mill?

0-2 years 2-5 years 5-10 years >10 years

Working years with company
3% 7% 35% 55%

INTERPRETATION – It can be seen that 56% of the workers at Sri Krishna Jute
mill are working for more than 10 years whereas 36% are working for more than 5
yrs.

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Table:2

Q. How often you remain absent in a month?

nil once twice >twice

No. of absent in a month

96% 2% 2% 0%

INTERPRETATION- It can be seen that 96% of the workers do not remain absent.

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Table: 3

Q. According to you what are the main reasons for employees absent.

Stress working Personal Working

problem condition
environment
Reason for being absent
4% O% 96% 0%

INTERPRETATION- According to 96% workers, personal problem is the reason for

being absent. 4% think that stress can also be the reason.

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Table: 4

Q. Your views regarding present Absenteeism Policy of Sri Krishna Jute mill.

excellent Good fair poor

Views regarding absenteeism
policy

22% 76% 2% 0%

INTERPRETATION- It can be seen that 76% workers rate the present absenteeism
policy as good whereas 22% rate it as excellent.

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Table: 5

Q. Are you clear about your work / job responsibilities?

Well clear Good Fairly clear Don’t know

Clarity regarding work

94% 4% 2% 0%

INTERPRETATION- It can be seen that 94% of the workers Sri Krishna Jute mill
are clear regarding their work responsibilities.

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Table: 6

Q. Are you satisfied with your work?

Well
Satisfaction regarding satisfied Good fair Not satisfied
work

82% 16% 2% 0%

INTERPRETATION- 82% of the workers are fully satisfied with their work whereas
16% workers think their work as good.

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Table: 7

Q. Views regarding working environment Sri Krishna Jute mill.

Excellent Good fair poor

Views regarding working
environment
14% 82% 4% 0%

INTERPRETATION- 82% workers feel that the working environment at Sri Krishna
Jute mill. is good & 14% feel it as excellent.

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Table: 8

Q. Your relations with your superiors?

excellent good fair poor

Relations with superior

22% 76% 2% 0%

INTERPRETATION- 76% workers have good relations with the superiors whereas
22% have excellent relations with the superiors.

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Table: 9

Q. Yours superiors behavior towards your problem?

excellent good fair poor

Superiors behavior towards

your problem 42% 56% 2% 0%

INTERPRETATION - 42% workers think that their superior’s behavior toward their
problems is excellent & 56% workers consider it as good.

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Table: 10

Q. Yours views regarding facilities provided Sri Krishna jute mill.

excellent good fair poor

Facilities provided at company

10% 86% 4% 0%

INTERPRETATION– 86% workers consider that facilities provided to them are

good whereas 10% consider them as excellent.

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FINDINGS:

 On analyzing the response it is found that, 35% of the employees are

dissatisfied with their work.

 Employees have an opinion that stress is part of their work life.

 Employees are having a hectic work schedule.

 Employees feel lonely while working with others.

 Workers feel bored in their routine work.

 Don’t have time for their personal activities.

 Workers are not satisfied with the welfare measures adopted by the company.

 Health problems seem to be one of the causes of absenteeism for the work.

 Employees are satisfied with working condition.

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SUGGESTION:

 The management must intervene in the day to day activities of the employees.
They should provide full-fledged support, guidance and encouragement.

 The management must provide training programs to the employees at a

frequent basis. This will help them to enhance their skill and improve their
existing performance. The management must further, scrutinize the response
of the employees after the implementation of the training programmed.

 Overloaded workaholic atmosphere must be avoided, as it may create a lot of

stress-related problems.

 Employees must be encouraged for their creativity and innovative outlook

towards their job assigned.

 Welfare measures of the employees should be improved so as to make the

employees feel more satisfied and contended. A satisfied employee will be
more committed to the organization.

 Medi-claim policies, weekly or monthly medical checkups etc should be

provided to the employees’ in order to make them physically fit for the job.

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CONCLUSION:

Sri Krishna jute mill, Eluru being one of the reputed electronic meter
manufacturing companies in India is also a victim of absenteeism, as one of the curse
their organization is facing at present. The study tries to reveal the factors influencing
the absenteeism of employees with some suggestions which will be of immense aid
for the employees as well as the organization to reduce the absenteeism level. I
earnestly desire that, the study might bring some descend in the number of
absenteeism in the organization if take into consideration practically. To conclude
employee’s dissatisfaction towards job & welfare measures, hectic schedule, stress,
health problems are some of the major causes of absenteeism. This can be reduced by
the management by implementing various employee satisfactory changes in the
organization. People are the major assets of any organization and taking care of their
welfare and satisfaction is there duty as a whole apart from earning profit .As work
environment is becoming more challenging and complex, the management must also
see through it that, it is capable of managing and bringing in changes at this same
pace so as to survive in this competitive scenario.

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 QUESTIONNAIRE

1) For how many years you are working with Sri Krishna Jute mill?
2) (a) 0-1 yr (b) 1-2 yr
(c) 2-5 yr (d) < 5 yr

3) How often you remain absent in a month?

(a) Nil (b) Once
(c)Twice (d) < Twice

4) According to you what is the main reason for employees absent?

(a) Health problem / domestic reasons (b) Stress
(c)Work dissatisfaction (d) Working environment

5) Your views regarding the present Absenteeism Policy of Sri Krishna Jute
mill?
6) (a) Excellent (b) Good
(c) Fair (d) Don’t know

7) Are you clear about your work / job responsibilities?

(a) Well clear (b) Good
(c) Fairly clear (d) Don’t know

8) Are you satisfied with your work?

(a) Well satisfied (b) Good
(c) Fair (d) Not satisfied

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9) Your views regarding the working environment of Sri Krishna Jute mill &
work place?
(a) Excellent (b) Good
(c) Fair (d) Poor

10) How are your relations with your superiors / co-workers?

(a) Excellent (b) Good
(c) Fair (d) Poor

11) Your superior’s behavior towards your problems?

(a) Excellent (b) Good
(c) Fair (d) Poor

12) Your views regarding the facilities provided to you by Sri Krishna Jute mill?
(a) Excellent (b) Good
(c) Fair (d) Poor

69
 BIBLIOGRAPHY

BOOKS:

2. Human Resource management, Stephen P.Robbins, Biswajeet

,Patnayek.

3. Research Methodology, Kothari.

4. Statistical Methods, S.P.Gupta.

5. Organization Behavior, Subba Rao.

6. Principles Organization Management, Reddy P.N

7. personal Management, V.B. Memoria

SEARCH ENGINES:

 www.Citehr.com

 Wikipedia

 www.absenteeism.com

 www.vijai electricals.com

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ABOUT SHAMIM SULTHANA

Shamim sulthana opened her eyes to a devout muslim family living in eluru.

She has greatly influenced in her childhood by her virtuous mom.

Syed.syedani bibi(shamim's mom) whose humbleness and piety left a lasting

impression on shamim and thought her the pleasent nature that she would devoted her
life to. Syed.syedani bibi(marhuma) binte syed. Nooruddin qadri(marhum) passed
away in 2011 november 15th night and was laid down to rest in an elegantly built
shrine in borwancha sharief, Nuzvid mandal, krishnadist, a.p..
Shamim's father md.munavvar ibrahim is a business man(display counters company).
Shamim has natural talent for taking decisions easily in a difficult moment from
childhood. Shamim persuing post graduation in mba(hr) and completed
b.sc(mcrobiology,biochemistry,nutrition and dietetics). Shamim's conversation has
captured the hearts of people. Shamim is a person of many interests-her hobbies
include playing batminton and reading books. Shmim has a pleasent and witty
personality with a good sense of humour enjoyed by her family and friends-she is
deemed to be as endearing personally as she is a daughter, student,sister etc....

Favorite Quotations

MISTAKE IS A SINGLE PAGE IN A PART OF LIFE......

BUT, RELATION IS A BOOK OF DICTIONARY....
SO, DONT LOSE A BOOK FOR A SINGLE PAGE....
FORGIVE AND LIVE PEACEFULLY.....

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