A Report On “ABSENTEEISM” At NOV SARA INDIA Pvt.

Ltd
Submitted to Graphic Era University on the partial fulfillment of MBA
UNDER THE GUIDANCE OF:

MR. D.V. SINGH (HOD-HR & ADMIN) NOV SARA PVT INDIA LTD. DEHRADUN

MRS. SAMIKSHAUNIYAL (FACULTY OF MBA)GEU

BY: SHIVANI THAPLIYAL MBA 2009-11

PREFACE
There is a famous saying “The theory without practical is lame and Practical without theory is blind.” Absenteeism is a serious workplace problem and an expensive occurrence for both employers and employees seemingly unpredictable in nature. Human resource is an important part of any business and managing them is an important task. Summer training is an integral part of the Management studies and have to undergo training session in a business organization for 6 weeks to gain some practical knowledge in their specialization and to gain some working experience. Our institution has come forward with the opportunity to bridge the gap by imparting modern scientific management principle underlying the concept of the future prospective managers. To the emphasis on practical aspect of management education the faculty of Graphic Era University, Dehradun has with a modern system of practical training of repute and following management technique to the student as integral part of MBA in accordance with the above obligation under going project in “NOV SARA India Pvt. Ltd., Dehradun. The title of my project is “Absenteeism of Employee” Certainly this analysis explores my abilities and strength to its fullest extent for the achievement of organization as well as my personal goals.

ACKNOWLEDGEMENT
“Acknowledgement is an art, one can write glib stanzas without meaning a word, on the other hand one can make a simple expression of gratitude” Industrial training is an integral part of any MBA program and for that purposes I had joined a private company name NOV SARA INDIA Pvt. Ltd., Dehradun. I take the opportunity to express my gratitude to all of them who in some or other way helped me to accomplish this challenging project. No amount of written expression is sufficient to show my deepest sense of gratitude to them. I am extremely thankful and pay my gratitude to Mrs. Samiksha Uniyal (HR Faculty) Graphic Era University, Dehradun for her valuable guidance and support on completion of this project in its presently. I am greatly obliged to Mr. V.K. Dhawan (CMD), Mr. P.K. Dhawan (V.P) at NOV SARA India Pvt. Ltd. who accommodated me for training in this esteemed organization. I am very thankful Mr. D.V Singh (HOD-HR & Admin-HQ) for his continuous guidance and support during my training, Mr. R.K. Tripathi (HOD-HR & Admin-Div-1),Mr. Ali Hassan (Sr. Consultant- HR), Mr. Ajay Verma (Sr. HR Executive) Ms. Aditi Chandrawal (HR Executive) for their everlasting support and guidance on the ground of which I have acquired a new field of knowledge. A special appreciative “Thank you” in accorded to all staff of “NOV SARA INDIA Pvt. Ltd., Dehradun for their positive support. I also acknowledge with a deep sense of reverence, my gratitude towards my parents and member of my family, who has always supported me morally as well as economically. At last but not least gratitude goes to all of my friends who directly or indirectly helped me to complete this project report

TABLE OF CONTENT  RESEARCH METHODOLOGY  COMPANY PROFILE  PRODUCTS MANUFACTURED  CONCEPT OF ABSENTEEISM  GUIDELINES AND MEASURES TO CONTROL ABSENTEEISM  ROLE OF SUPERVISOR INMANAGING ABSENTEEISM  CHALLANGES IN MANAGING ABSENTEEISM  ABSENTEEISM AT NOV SARA  ABSENT CONTROL POLICY OF COMPANY : STANDARD OPERATING PROCEDURES  REGULATION AND TERMINATION : SOP  DICIPLINARY ACTIONS : SOP  MEMO FOR ABSENTEEISM ISSUED BY THE COMPANY  QUESTIONNAIRE  ANALYSIS  FINDING AND CONCLUSION  RECOMMENDATION AND SUGGESTIONS  BIBLIOGRAPHY .

. Sampling unit/Target group The respondents were Executives. Secondary source of data For this dissertation the data was collected from both the sources. Secondary data – Data were collected from documents. Junior Executives and Supervisors etc. The researcher has a wide variety of methods to consider. Research Design The research design adopted is descriptive research design.  To put forward suggestions and recommendations. text books and company past records etc. either singly or in combination. Journals. Primary data – Data is made available through interview and questionnaires. Appointments were with staff members and interviews were conducted. Internet. Primary source of data 2. Inquiries of different kinds etc. Questionnaires were prepared for employees and trainees of the Company to know the methods adopted by the organization. It involves fact-finding. records.  To collect the data from employees and analyze the reasons of absenteeism. They can be grouped as 1.  To analyze and understand about the HR functioning regarding absenteeism.RESEARCH METHODOLOGY Objectives of the study  To Study and Analyze the Absenteeism at NOV Sara India Pvt Ltd.

Sample size As the name indicates. Percentage was calculated for each factor as per the below shown formula Number of respondents in favour of X 100 Percentage = ---------------------------------------------------------Total number of respondent . questionnaire method and interview. the technique adopted here is to gather data from sampling unit. Statistical tools used The various statistical tools for the analysis and interpretation of data are simple percentage method and Pie charts. Here the sample size taken for the study was 16. sample size refers to the number of respondents or the size of the sample. which is to be surveyed. Sampling procedure It refers to the definite plan adopted by the research for obtaining the data from the respondents.

K Dhawan : Mr. Dehradun (Uttrakhand) Web Site: www. BHEL. as well as in providing supply chain integration services to the upstream oil and gas industry. internal tubular coating and other services. 1980 at Dehradun.K Dhawan : Mr. It is the largest manufacturing company in India of drilling equipments for oil field.com Chairman & Managing Director Vice President (Technical) Vice President (Commercial) Vice President : Mr. Indonesia etc. It has established franchise outlets overseas at USA. inspection. Sumit Dhawan Sara services were established in March. About NOV SARA: Name of the company: NOV SARA INDIA PVT. . Oman. Gaskets. Dubai. Samir Dhawan : Mr. Drilling contractors and ONGC are its major clients in India.COMPANY PROFILE About NOV: National Oil Well Varco is a worldwide leader in the design. V.sarasae. Mohabewala Industrial Area. on 31st July 2007 it was renamed as NOV SARA INDIA PRIVATE LIMITED. Oil India. LTD. Hydraulic tongs. P. It manufactures BOP accumulator units. manufacture and sale of comprehensive system and components used in oil and gas drilling and production the provision of oilfield tubular. Hammer unions etc.

using the latest design techniques and CNC machines. 1. . NOV Sara welcomes the opportunity to assist you in the proper selection of standard equipment or custom design to meet your application and certification requirements. including NOV Sara’s subsidiary company (STS Products. These products are available through distributors worldwide. BOP Accumulator Units Sara’s BOP Accumulator Units meet or exceed the design specification as specified in API 16D. Inc. Each control system is specifically engineered to assure reliable control of the BOP stack with adequate reserve for continuous operation under emergency conditions.) in Houston and various NOV locations.PRODUCTS MANUFACTURED NOV Sara manufactures a diverse range of oilfield equipment in its manufacturing facility in India.

500mm high) Weight: 5. crank case vent flame arrester .500 psi (172bar) or 35 gpm (160 liters per minute) Dimensions • Size: 4'9" long x 4'9" wide x 4'x 9" high (1. inlet air flame arrester.300 kg) • Zone II .500mm wide x 1.500mm long x 1.2.060 lbs (2.Diesel Power Unit Technical Specifications • • Cooler: Combined water cooled manifold / exhaust cooler Flame Arrestor: Exhaust gas flame and spark arrester. POWER UNIT Zone I-Electric Power Unit Technical Specifications • • • • • Pump: Variable delivery axial piston pump Engine: 50hp (37KW) Eexd electric motor Cooler: thermostatically controller hydraulic oil cooler Electric Supply: 3 phase 415/480 volts 50/60 Hz Hydraulic Output: 2.

high cooling water temperature and high exhaust temperature trips Caps: Screw caps to dipstick and oil filter caps Engine: 6 Cylinder Diesel Hydraulic Output: 2.000 PSI non-shock cold working pressure.500 psi (172 bar) or 35 gpm (160 litters per minute) 3. NOV Sara Swivel Joints offer the following features: Minimum flow restriction Heavy duty hex head style ball loading plug Grease retainer ring (ensures clean ball race) Standard packing units (operating temperature to 2250 F) Superior hardened ball races ensure uniform surface hardness and depth for longer life under severe thrust and radial loading . Swivel Joint Available in sizes 3/4” through 3” up to 15.• • • • • • Fan and Fan Belts: Non-metallic radiator fan and antistatic fan belts Protection Device: Over-speed protection device operating an inlet air cut-off Pressure and Temperature Trips: Low lubricating oil pressure.

000 to 15. Pup Joints Available with integral or welded union end connections from 10. for 360 rotation in 1.000 PSI NSCWP for standard and sour service. 2 or 3 plane 4.Standard Swivel Joints are provided with API line pipe threads Other end connections are available on request Available for standard and sour service All sizes are available in 8 styles. Steel Hose Assemblies High Pressure cementing and circulating hose incorporate swivel joints of forged steel with superior quality hardened ball races and high pressure type packing units Mone wing union and two style 50 or style 10 swivel joints with threaded ends .

One wing union and one each style 50 and style 10 swivel joints with integral wing union ends Four wing unions and two style 50 or style 10 swivel joints with integral wing union ends Four wing unions and two style 50 or style 10 swivel joints 5. Choke Manifold . Customized manifolds to specific requirements can be ordered. Manifolds NOV Sara manufactures a range of Manifolds for applications like choke & kill.000 PSI. standpipe and high pressure pumping in sizes up to 4-1/16” and pressures up to 15.

Console Choke Manifold Discharge Manifold .

000 PSI. choke and kill lines. Skid-mounted Self-contained Test Unit Model No. T 15g-m Portable Test Units .6. Christmas trees and any other type of equipment requiring high pressure static testing. These units are recommended for high pressure testing of BOP stacks. skid-mounted and high flow electric driven styles. Test Units are available in unit-mounted.000 to 30. portable. High Pressure Test Unit Pressure Test Units are provided in working pressure ranges from 5. Accessories include stand-mounted chart recorders and high pressure hose assemblies.

Traceability NOV Sara unions are supplied with full traceability documentation for each component. . Low Temperature Service NOV Sara unions can be supplied for low temperature applications with suitable impact value testing. The customer shall specify the schedule of pipe while ordering. Interchange ability All NOV Sara union components of the same size and figure number are Weco interchangeable. Integral Union Connections NOV Sara manufactures a line of high pressure integral union connections in pressure ratings to 15.7. Ells.Hammer Union Material NOV Sara unions are manufactured from steel forgings using materials appropriate to specific pressure ratings. API line pipe threads are standard. All NOV Sara union nuts have 3 hammer lugs.000 PSI CWP. Butt weld ends and Socket weld ends can be provided. Tees. End Connections NOV Sara Unions are available in a choice of end connections. including but not limited to Crosses. Sour Services Sour service is available and all H2S service parts of NOV Sara unions conform to the latest NACE specifications.

Hammer seal Tank Unions and Flat Face Unions where the sealing is dependent on an O-Ring fitted between the grooves machined on the mating metal parts. Flanged Tees and Crosses. Other Products NOV Sara manufactures an assortment of other products having usage in varied oilfield applications.Other Wing Unions NOV Sara also manufactures a range of Hex Unions. NOV Sara also manufactures Flange to Wind Adapters. Wing to Wing Adapters. Frac Subs . In addition to the Frac Subs shown below.

Spacer Spool identification consists of naming each end connection and the overall length. Spacer Spools usually have the same nominal end connections. consistent with design considerations. or customer specified thicknesses. but customers may specify outlets. with tolerance. Kill and Production Manifold applications. Swivel Flanges The Swivel Flange permits 360 rotation of an outer ring around a hub. that are added together. have material and dimensions that conform to the requirements for full bore integral flanges. Swivel Flanges can be designed for any size and pressure rating Adapter Spools NOV SARA manufactures Adapter Spools in every size and pressure rating. Customers may specify weld neck length if required. and Choke. spacing. API Spec 6A Specified. Customers may use Adapter Flanges for transition in nominal size and/or pressure rating NOVSARA Adapter Flanges has minimum overall heights. Adapter Flanges NOV SARA manufactures Adapter Flanges in all sizes and pressure ratings. 6 BX Weld Neck Flanges.P. flange w union adapters. Spacer Spools NOV SARA Manufactures Spacer Spools in all sizes and pressure ratings suitable for Well Head extension. API Spec 6A does not specific portions of the flange. to achieve a length. Adapter Spools have end connections that differ from one another in nominal size and /or pressure rating.O. B. companion flanges. along with an undefined weld bevel. . NOV SARA Spacer Spools usually do not have outlets. Popular Adapter Flanges are Double studded adapter flanges.Weld neck Flanges API Specified 6B Weld Neck Flanges have restricted bores to match standard pipe sizes and schedules.

When specified ‘minimum height (or length). This leads to even greater absenteeism and reduced productivity among other workers who try to work while ill. nuts. absenteeism has been viewed as an indicator of poor individual performance. Drilling spools usually have the same nominal end connections and the same nominal outlet connections. and transmit communicable diseases to their co-workers. as well as a breach of an implicit contract between employee and employer. and framed in economic or quasi-economic terms. NOV SARA Adapter Spools. Workplace Frequent absence from the workplace may be indicative of poor morale or of sick building syndrome . many employees feel obliged to come to work while ill. many employers have implemented absence policies which make no distinction between absences for genuine illness and absence for inappropriate reasons. it was seen as a management problem. As a result. ABSENTEEISM “Absenteeism is a habitual pattern of absence from a duty or obligation. More recent scholarship seeks to understand absenteeism as an indicator of psychological. not the kind of absence. and clamps where applicable. or social adjustment to work. medical. Customers may specify any combination of end connections and outlet connections as well as overall height or length (OAL) and outlet extension. Drilling Spools and Spacer Spools have minimum overall height (or length) consistent with adequate clearance to accommodate studs.Drilling Spools NOV SARA manufactures Drilling Spools in every size and pressure rating. wrenches.However. One of these policies is the calculation of the Bradford factor. which only takes the total number and frequency of absences into account. Work forces often .” Traditionally.

They went on to say that the type of dissatisfaction that most often leads employees to miss work is dissatisfaction with the work itself. problem drinking. This finds empirical support in a negative association between absence and job satisfaction." and carries a burden of more proof than is usually offered. each of which requires a different type of approach.[4] Depressive tendencies may lie behind some of the absence ascribed to poor physical health. especially satisfaction with the work itself." which assumes that absenteeism represents individual withdrawal from dissatisfying working conditions. ABSENTEEISM . CULPABLE ABSENTEEISM ." According to Nelson & Quick (2008) people who are dissatisfied with their jobs are absent more frequently. 1 . This is called a "no call" or "no show. people tend to hold negative stereotypes of absentees. Sometimes. Innocent absenteeism is not culpable which means that it is blameless. underreport their own absenteeism. INNOCENT ABSENTEEISM Innocent absenteeism refers to employees who are absent for reasons beyond their control." For example. The line between psychological and medical causation is blurry. and migrainesAbsence ascribed to medical causes is often still. at least in part. and believe their own attendance record is better than that of their peers. and is a potential source of workplace conflict. as with adoption of a "culturally approved sick role. voluntary." This places the adjective "sickness" before the word "absence. 2. low back pain. Evidence indicates that absence is generally viewed as "mildly deviant workplace behaviour.TYPES There are two types of absenteeism.excuse absenteeism caused by medical reasons if the worker supplies a doctor's note or other form of documentation. like sickness and injury. sensitive to social context. The psychological model that discusses this is the "withdrawal model. In a labour relations context this means that it cannot be remedied or treated by disciplinary measures. Medical-based understanding of absenteeism find support in research that links absenteeism with smoking. given that there are positive links between both work stress and depression and absenteeism. Negative attributions about absence then bring about three outcomes: the behaviour is open to social control. which businesses may find to be unprofessional and inconsiderate. people choose not to show up for work and do not call in advance.

an employee who is on sick leave even though he/she is not sick.Culpable absenteeism refers to employees who are absent without authorization for reasons which are within their control. Procedures for disciplinary action apply only to culpable absenteeism. is guilty of culpable absenteeism. For instance. absenteeism is legitimate. To be culpable is to be blameworthy. innocent absenteeism which occurs infrequently. In a labour relations context this means that progressive discipline can be applied. For the large majority of employees. and it can be proven that the employee was not sick. Many organizations take the view that through the process of individual absentee counselling and treatment. . the majority of employees will overcome their problems and return to an acceptable level of regular attendance.

you've begun to uncover the obvious--undertrained supervisors. any company experiencing absenteeism of greater than 3 percent should consider supervisors as a potential contributor to the problem. . To cure excessive absenteeism. you need to make sure you have some basic information and facts about absenteeism in your company. however. which should help you further focus your ideas and put a plan into action. one has to know the exact causes and then examine the available. Most ineffective policies I have reviewed have a common denominator: They allow "excused" absences.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. you will need to investigate other possible causes. whereas those that do work are "no fault" policies. Q. If. your research reveals that the rate of absenteeism is almost equally distributed throughout your factory. Therefore. If it is. Where and when is excessive absenteeism occurring? Numerous studies have concluded that under trained supervisors is one of the main causes of absenteeism. you first should check the percentage of employee absenteeism by supervisor to see if it is concentrated around one or two supervisors. Why is your present absenteeism policy ineffective? Absenteeism policies vary in effectiveness. Consider the following four questions. workable and proven solutions to apply against those causes. To embark upon a successful absenteeism reduction program. Given that this may be the case. Q.

Q. boring jobs coupled with uncaring supervisors and/or physically unpleasant workplaces led them to make up excuses for not coming to work. you cannot ask a person to do a job he or she has never been trained to do. In other words. "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. . then you're on the right track toward a solution. your solution can't be far behind. What are the real causes for absences? People-oriented companies are very sensitive to employee opinions. How much formal training has your supervisors received on Absenteeism containment and reduction? If you find that your supervisors hesitate to provide meaningful answers to your questions. employees revealed that repetitive. The fact of the matter is. These confidential worker surveys commonly ask for employee opinion regarding higher-than-normal absenteeism. including what causes it and how to reduce it. such as claiming to be sick. One way to determine the causes of absenteeism is to question your supervisors about their employees' excessive absenteeism. Q. Ask yourself. They often engage in formal mini-studies to solicit anonymous employee opinions on topics of mutual interest.

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 labour, 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 WOTRKERS 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. 4) MOTIVATORS WELFARE AND SOCIAL MEASURES The management should consider the needs of workers and offer them adequate and cheap housing facilities, free of subsidised 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 GRIEVANCES COMMUNICATION AND PROMPT REDRESSAL OF

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 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, 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 in the regional language of the area should be given to the work force. 8) CORDIAL RELATIONS BETWEEN SUPERVISORS AND WORKERS The supervisor should be recognise that industrial work is a group 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 Labour 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

They should: • • • • • • ensure that all employees are fully aware of the organization’s policies and procedures for dealing with absence. expected return to work date. These supervisors are often the only people who are aware that a certain employee is absent. To ensure that supervisors are comfortable and competent in their role of managing absenteeism.. (e. advised how to conduct effective return-to-work interviews. most supervisors have not received any guidance or training in managing absenteeism. conduct return-to-work interviews. Should there be discrepancies between departments. and Implement disciplinary procedures where necessary. they need to have the full support of senior management. a policy can lose its effectiveness. be the first point of contact when an employee phones in sick. however. there are a number of other critical actions that supervisors need to take to manage absenteeism.THE ROLE OF THE SUPERVISOR IN MANAGING ABSENTEEISM According to the most recent CCH Unscheduled Absence Survey. date. accurate. For most companies. maintain appropriately detailed. Sadly. employers are losing. They have been left on their own to carry out the often unpopular task of identifying. identify any patterns or trends of absence which cause concern.g. supervisors should be trained in their responsibilities about managing absenteeism. THE RESPONSIBILITIES OF THE SUPERVISIOR In addition to ensuring that work is appropriately covered during the employee’s absence. They are in the best position to understand the circumstances surrounding an individual’s absence and to notice a problem at an early stage. Therefore. the responsibility for managing absenteeism has fallen primarily on immediate supervisors. nature of illness/reason for absence. . their active involvement in the company’s absence procedures is pivotal to the overall effectiveness and future success of an absence policy or program. All parties must be aware of the aim of absence policies and procedures. and educated in the use of disciplinary procedures when necessary. and up-to-date absence records for their staff. What continues to be of most concern is that almost two out of three employees who don’t show up for work aren’t physically ill. ground when it comes to keeping workers on the job. Unscheduled absenteeism rates have risen to their highest level since 1999. confronting and resolving absence abuse. doctor’s certification if necessary). To provide more consistency.

The return-to-work discussion will enable the supervisor to welcome the employee back to work. The manner in which the department was required to reorganize staffing arrangements might also be explained. The goal is to foster an open and supportive culture. on its own. he/she should use this opportunity to express any doubts or concerns. should be explained to the employee. The fact that an established procedure is in place to investigate and discuss absence with an employee may. but a significant meeting during which the absence has been noted and may have implications for future employment.THE RETURN-TO-WORK INTERVIEW The training of supervisors in how to best manage absenteeism should include instruction on how to conduct effective and fair return-to-work interviews. in the event of unacceptable levels of absence. so that the absence and its conclusion are properly recorded. The procedures are in place to make sure that help and advice is offered when needed and to ensure that the employee is fit to return to work. act as a deterrent for non-attendance for disingenuous reasons. This would demonstrate that the efficiency of the work unit was adversely affected by the absence. The manager may choose to outline how the absence affected the department. in addition to demonstrating management’s strong commitment to controlling and managing absenteeism in the workplace. The company’s disciplinary procedure. The employee should be given ample opportunity to outline the reasons for his or her absence. The necessary paperwork can be completed. Employees will usually appreciate the opportunity to explain genuine reasons for absence within a formalized structure. The interview will enable a check to be made that the employee is well enough to return to work. Should the supervisor doubt the authenticity of the reasons given for absence. The supervisor should use the interview as a time to explore any issues that the employee may have which are leading to absence. The message should be that the employee was missed and that productivity suffered. Recent national surveys indicate that these interviews are regarded as one of the most effective tools for managing short-term absenteeism1. . Interviews need to be carried out as promptly as possible following the absentee’s return to work (no later than one day after his or her return). the employee must be aware that the interview is not merely part of company procedures. At all times.

The absence record should be detailed in a letter inviting the employee for this interview. Most employees understand reasonable rules and do not want to be threatened into compliance. If. At no point during the meeting should the interview become a form of “punishment.” but should be seen as an occasion to highlight and explain the repercussions of absence within the department. a sustained improvement in attendance is expected or the next stage in the procedure will be taken. . and is likely to have an effect on job suitability. from the discussion. The purpose of this meeting will be to: --continue to discuss the underlying reasons for the absences. the problem does not appear to be due to an underlying unfitness for work.e.The supervisor should then brief the returning employee about the current situation (i. These few employees who are irresponsible should be handled individually and firmly. what tasks are now priorities. A review of the attendance will automatically be made each month for the next six months. The following guidelines outline the recommended steps to be taken in cases where shortterm absence is considered to be above an acceptable level in a particular period of time Stage 1: Counselling Interview • • • • The immediate supervisor should advise the employee of his concern over the absences. try to establish the reasons for the sickness and determine what needs to be done to improve attendance. the supervisor should advise the employee that. The employee should be advised that she is entitled to be represented by a union representative or a colleague as appropriate. The vast majority of employees derive a sense of pride and achievement from their work and management should be encouraged to treat these individuals as responsible adults. he should be invited to attend a formal review meeting with the supervisor. Stage 2: First Formal Review (Verbal Warning Stage) • • • If the employee’s absences continue to worsen following analysis and regular monitoring. the supervisor should arrange an appointment with a companyapproved doctor. what work has already been carried out and where the employee should now focus his/her efforts). while the recorded ailments may be genuine. If any medical condition is identified at this stage. This should be confirmed to the employee in writing within five working days. The small percentage of employees who indeed have an absence problem will require close supervision and possibly even punitive measures for excessive absenteeism..

If the doctor confirms fitness for work. The intention to suspend should be confirmed in writing with details of start and end dates. a second formal meeting will be arranged with HR. The meeting is therefore only adjourned to allow this part of the process to be completed. and to improve on the present unacceptable record of absence. Stage 5: Termination of Employment • This is the final stage in the disciplinary process whereby the employee is dismissed for inability to comply with the company’s requirements for attendance at work. The employee should be given the opportunity to explain his or her absence record. and --warn the employee (except when deciding to seek medical advice) that if there is not a substantial and sustained improvement. the employee should be warned about the consequences of continued absence. . Any new information given at the meeting regarding ill health or a change in the nature of sickness may need to be assessed by a company-approved doctor. The letter inviting the employee to the meeting will include the absence record and. advice on representation. Within five working days. action must be taken immediately. Stage 3: Second Formal Review (Written Warning Stage) • • • • • • Where regular monitoring indicates that no improvement in the absence pattern has occurred. her employment may be terminated because of her inability to maintain an acceptable attendance level. Consult with the employee’s union representative (if applicable) on the redeployment process and options. A copy of the letter of suspension should be sent to the employee’s representative (if applicable). The meeting is then reconvened with HR and the doctor’s opinion is discussed.• • --advise the employee of the service and cost implications of her absence. will result in the termination of the employee’s employment. no improvement in attendance occurs. Where medical attention is warranted. The employee should be informed that failure to comply with the company’s attendance expectations. following the implementation of the previous stages of the disciplinary process. proceed with redeployment options according to the guidance received by the doctor. the supervisor should inform the employee that a formal written warning is being issued and that this warning will remain in the employee’s file for a specified period. This constitutes the verbal warning. A copy of the warning should be issued to the employee and to his/her representative. Stage 4: Temporary Suspension from Work • If. again. the employee must receive medical advice. If appropriate. Where fitness for work is in doubt. management may proceed with a temporary suspension without pay.

as a result of the interview. again. a copy of the letter of dismissal should be sent to the employee’s representative (if appropriate). lower morale can result. It is essential to be consistent.• • • • • Dismissal can only take place with the written authorization of a senior manager and HR. Again. When absence is not addressed or addressed in an inconsistent manner. and fair to all. Challenges in Managing Absenteeism Be aware that supervisors are often uncomfortable or unwilling to report on those who have exceeded acceptable levels of absenteeism. rather than punitive. Because of the many pressures already on supervisors. Eligibility for disability benefit will depend on the circumstances of each case. such as flexible work scheduling. . The employee may have the right to appeal against dismissal. Where redeployment is not possible. If a decision is made to dismiss on the basis of capability. include advice on representation and will outline the absence record. persistent. The employee should be advised that. job sharing.” The majority of employees will appreciate policies and programs that are facilitative. consider proceeding with dismissal for reasons of capability. "absent while at work. or appropriate. The letter calling the employee in will. Employees can feel they have been treated unfairly when they perceive other absent employees are “getting away with it. the company doctor may have to be consulted if any new information is forthcoming in regard to the employee’s health or capacity for work. Stringent or punitive measures that force employees to come to work can result in employees that then become. The appeal should be in line with the company’s disciplinary procedures." They do as little as possible and resist any effort to get them to do more. he or she may be dismissed for incapability to perform work duties. It is important to try to take the subjectivity out of managing absenteeism and to ensure that all employees are treated the same. the consistent implementation of absenteeism policies is not always their top priority. attendance awards and wellness programs. Other programs should be implemented that help employees be present at work.

ABSENTEEISM AT NOV SARA INDIA PRIVATE LIMITED NOV SARA INDIA PRIVATE LIMITED Absent control policy. It is not the policy of the Company to penalize the genuine employee. The length of time lost by employees must however be monitored to ensure that each staff is able to do their job. advice where appropriate. At this stage employee and the line manager must complete a ‘Return to work interview’ for agreeing to the reason for the period of absence and where appropriate what course of action is required to be taken. providing support and counselling where appropriate. Managers will consider cases of absence on an individual basis and ensure full support. . A copy shall be forwarded to the employees personnel file. in some cases. Employees who became aware that for being absent they have a genuine reason or illness problem must be encouraged to inform their respective Manager on the first opportunity. 2) Overview of procedure: On return from absence all employees must be interviewed by their immediate line Manager. All such requests will be dealt with as speedily and compassionately as possible. However. then the line Manager will discuss those concerns with the employee. It is clarified that any message conveyed in this manner should be clear and unambiguous. a) In situations where an employee’s record is given some cause of concern. late coming & leave rules : Standard Operating Procedures (SOP): 1) Scope: It is recognized by the company that from time to time staff may require to be late/ absent from their duties due to personal reasons or illness. effectively and without putting themselves or others at risk. patterns/levels of absence will be unacceptable and formal Management disciplinary action to be initiated.

b) If there is no obvious improvement in the absenteeism of the employee or any sign of improvement patterns emerging then the line Manager would arrange for the employee to meet the next-in-line Manager who shall review the employee’s case. d) If an employee fails to improve in the given time frame. if he/ she report for duty. then line Manager shall have to forward his/ her case for disciplinary proceedings. e) If there are no special circumstance the employee will be dismissed on the ground of unable to meet the acceptable standards of attendance required by the company. The employee must also be informed at this stage if any may result in to their employment being terminated due to incapacity. after reporting time but not later than fifteen (15) minutes. It is observed that late coming on duty & availing leave with out prior permission or sanction have become very common among staff members. Actions being taken against errant employees. . are ad-hoc & inadequate hence. need to formulate a new set of stringent rules. A notice must be given that their level of absence is unacceptable and that they are given sufficient time to reduce their level of absence. c) The employee must be conveyed that his/ her level of absence is unacceptable & he has shown no improvement in the period of time given to improve. which amounts to indiscipline. 3) General: Disciplined work force is one of the most important factors for the growth of an Organization. at present. The rules & regulations in details given in succeeding paragraphs: - 4) Late coming on duty: a) Ordinarily late coming on duty is not permitted. b) One shall only be treated as late on duty. all staff members are expected to be five minutes before the commencement of scheduled duty hrs.

b) Habitual late arrival after lunch break shall attract disciplinary action as defined in approved Standing Orders of the company. regarding reasons for his/ her being late. on phone. e) In exceptional circumstances employee may inform concerned HOD. during the calendar month. d) Permissions on ad-hoc basis may attract action against the concern HOD(S). f) Errant employee shall be marked half (1/2) day absent for every three (3) late comings & one (1) days absent for every five (5) late comings & so on. g) Habitual late coming on duty shall attract disciplinary action as defined in approved Standing Orders of the company. h) Employee reporting late on duty by sixteen (16) minutes or more shall be treated as half (½) day leave. HOD of errant staff member to be informed to get an explanation on the prescribed format & send it to HR & Admin Department after obtaining comments/ recommendation of HOD & VP.c) On being late. as per laid down penal provision of late coming. . 5) Late arrival after Lunch Break: a) Late arrival after lunch break shall be dealt with.

shall fill all columns of Gate Pass i. b) In the absence of VP(S). even if leave/ leaves are sanctioned by concerned HOD. may issue Gate pass on the recommendation of concerned HOD c) Concerned employee. proposed time out & time in. Head Office at Division-I & HOD-HR & Admin at Division-II. complete & authorized by concerned VP(S) or as delegated. for company’s work at Head Office/ Division are required to produce a Gate Pass duly filled. b) Employees absenting from duty with out proper information or prior sanction of leave shall be dealt with penal provisions. to Security Staff on duty at exit gate.e. purpose of visit. HOD-HR & Admin. Office Administrator at Head Office. . d) Time taken in the visit shall be properly analyzed & accounted for by the concerned HR & Admin Department. Employee shall be treated as LEAVE WITHOUT PAY. as has been laid down in approved Standing orders or contract of employee with the company.e. shall put up Gate Pass before getting signatures of the concerned authority. e) However.6) Movement between Head Office & Divisions: a) Employees who intend to leave the premises on official duty i. employees visiting Head Office & Divisions are also required to record his/ her Time in & Time out in the register available with Security Staff at Head Office/ Divisions. 7) Absenteeism: a) No paid leave/ leaves shall be allowed during first month of joining the organization.

employee may avail Earned leaves or Casual leaves or Medical leaves (employees above ESI ceiling). who has worked for a period of 240 days or more in organization during a calendar year shall be allowed. on first day of Jan. b) In case of staff members leave shall be credited twice every year i. but not less than three (3) days before the date on which he/ she wishes to proceed on leave. to take all the leaves or any portion thereof allowable to him/ her during the calendar year. c) Earned leave can be accumulated to a maxim of ninety (90) days. d) All above referred leaves are paid leaves. but not more than on three (3) occasions. 8) Earned leave: a) Every employee.e. e) HOD at his/ her discretion may sanction all paid leaves. as the case may be during the calendar year. one day for every twenty days of work performed by him during the previous calendar year. f) It is mandatory for an employee to give date of submission on the application. e) During a calendar year. Leave applications with out date of submission are liable to be rejected. leave with wages for a number of days calculated at the rate of. during the subsequent calendar year. d) An employee may apply in writing. & July of calendar month each year.c) If need be. an employee will be allowed to avail leave/ leaves to his/ her credit in whole or in multiples of one. .

Un-availed leave shall lapse if not availed during the calendar year. f) Casual leave cannot be en-cashed. b) Medical leave can be accumulated to a maxim of ninety (90) days. d) Application for the grant of casual leave shall be submitted in writing at least a day in advance or in case of unforeseen circumstances application may be given immediately after return on duty however. b) Availing leave in fraction (of half each) is permitted c) Not more than three (3) days leave shall be allowed on one occasion. information on phone is mandatory.f) Earned leaves cannot be clubbed with casual leave. e) Casual leave cannot be combined with Earn. 9) Casual leave: a) An employee shall be allowed five (5) days casual leaves during a calendar year. g) Availing fraction of one Leave is not permitted. Medical or ESI leave/ leaves. . 10) Medical leave: a) An employee (above ESI ceiling) shall be allowed ten (10) days medical leaves during a calendar year.

b) LWP shall be subject to maximum limit of 30 days during a calendar year. if sickness exceeds more than three (3) days 11) ESI Leave: a) Employees covered under ESI scheme may avail treatment benefit & sickness leaves (as per provisions laid down in the “Employees State Insurance Act. employee shall not earn any salary. d) Submission of Fitness certificate from a Medical Practitioners (Authorized by the company) is essential. only if there are no Earned leaves to the credit of employee.e. 12) Leave without pay (LWP): a) Leave without pay (LWP) may be granted at the discretion of the Management in exceptional circumstances i. allowances or perks for the period of absence. 1948”) from “Insurance Medical Officer” at ESI Dispensary. d) LWP can only be sanctioned by concerned Vice President on recommendation of HOD. beyond control of an employee. c) When on LWP. b) Leaves so granted shall be without pay but reimbursement at specified rates per day basis is provided by ESI authorities to individuals. 13) Accident & disability leave: .c) Medical leave can be availed up to a minimum period of one day.

may on production of medical certificate be granted accident & disability leave up to a maximum of ninety (90) days during a calendar year. . c) Having two or more living children shall disallow a female employee of Maternity leaves. and have put in minimum one (1) year of service shall be entitled to Maternity Leave for maximum of twelve (12) weeks on one occasion b) During such period employee concerned shall be paid her consolidated salary per month. 14) Maternity leave: a) All female employees. b) Grant of this leave is subject to the condition that the accident is not occurred due to negligence or default or in defiance of instructions given to him/ her. During such period he/ she shall be paid his consolidated salary per month.a) Employee sustaining an injury. not covered under ESI. caused by an accident arising out of & in the course of his/ her employment.

NOV SARA INDIA PRIVATE LIMITED (Division I & II) Late arrival/ absent report Date Name of employee Department Late by : ____________ : _______________________ : _____________________ : _________ minutes Reason of being late : ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ _________________________________________ Signatures: _________________ 1) Recommendation of HOD : ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ____________________________________________________________ Signatures: _________________ 2) Vice President: approved / not approved Signatures: _________________ 3) Action by HR & Admin Department Date: __________ Signatures: ________________ HOD. HR & Admin Deptt. .

e) Termination of services will be as per conditions as has been laid down in appointment letter or recovery of salary in lieu there of. f) On receipt of resignation from an employee. as per terms laid down in the contract. either fully or partially and the employee will not be entitled for salary for the notice period thus waived. at its discretion may except such resignation. what so ever. the company reserves the right to waive the notice period. shall be required to give three (3) months notice. with out being bound to pay for the notice period. when received with immediate effect or with effect from any time before the expiry of notice period. with the company. as prescribed above. services of an employee can be terminated by giving oneday notice. he shall be required to pay in lieu of notice period an amount equal to his consolidated salary for such period by which the notice falls short of the notice period. . b) In case an employee is unable to give the required notice period. g) During probation period.NOV SARA INDIA PRIVATE LIMITED Resignations & Terminations : Standard Operating Procedures (SOP): a) An employee who wants to leave the service for any reason. in writing. d) Staff members deserting the job shall be dealt with the provisions as has been laid down in approved Standing orders of the company & as per terms of contract with the company. c) The Management.

intentionally. as amended thereof. property of the company  If employee gets Disciplinary Notices on more than three occasions during a calendar year.  If employee engages himself to work for any other person. Subject to the provision of the Industrial disputes Act. j) HOD. i) Age of superannuation for an employee will be attaining the chronological age of 58 years complete thus services of an employee shall stand terminated on attaining age of superannuation.  If work manner of an employee is adjudged by the company. the employment of any permanent employee may be terminated by either party giving the other three (3) months notice or payment of three (3) months wages in lieu of notice. HR & Administration shall initiate action regardless of what is mentioned above. the company may give one week’s notice or pay an amount equivalent in lieu of such notice period reserve the right to dismiss an employee whenever any of the following misconduct.  If employee is found to have joined the company with deceitful information. by an employee is found.h) Probation period may be extended or dispense with earlier. as unsuitable to perform a duty successfully and breach of trust of the company. .  If employee acts are found destructive or violent in/out of the company. serious illness in excess of ninety (90) days/ would which has no chance of recovery for normal working or being arrested and found guilty. at the discretion of Management.  If employee can not continue the services because of death. A.  If employee is found to be absent for more than eight (8) days during two months period or six (6) consecutive days any time during a calendar year.  If employee destroys/ steals. with out any information or sanction of leave. firm or organization in any capacity or engages himself in any private work.  If employee is found to be absent for more than twenty five (25) days during a calendar year. without any information or sanction of leave. No explanation will be necessary on such actions from the Management.

from the day on which his employment was terminated and in accordance with the provisions of the Payment of Wages Act. at his credit. the salary/ wages earned by him along with the salary/ wages for un availed Earned Leaves.B. . Service of any employee may also be terminated. subject to the provisions of Employee State Insurance Act. if he/ she suffer from any disease which is contagious or infectious in nature. is considered undesirable. for the time being in force. E. in the opinion of the Management. The reasons for the termination of employment of a permanent employee shall be recorded in writing and unless such communication. C. shall be paid before the expiry of the second working day. in the interest of company. so as to render it unsafe and undesirable for other employees to work in his company. 1948. in accordance with the provisions of the approved Standing Orders of the company. D. Where the employment of any employee is terminated by or on behalf of the employer. The employment of a permanent employee found guilty of misconduct may be terminated by the company.

formal counselling or other good management practice will be used to resolve matters.  (A record of the counselling should be retained in their personnel file) If during counselling should be adjourned & action to be initiated under the formal disciplinary procedure. it becomes clear that the matter is more serious. Counselling: Counselling is an attempt to correct a situation and prevent it from getting worse without having to use disciplinary procedure. that failure to improve may result in to disciplinary action. Where improvement is required. the employee must be given clear guidelines as to: What is expected in terms of improving shortcomings in conduct or performance?  The time scales for improvement  When this will be reviewed  The employee must also be told. than the discussion . where all possible methods.NOV SARA INDIA PRIVATE LIMITED DICIPLINARY ACTIONS : Standard Operating Procedures (SOP): Scope: The Company Disciplinary Procedure will be used only when necessary and as a last resort. where appropriate. The procedure is intended to be positive rather than punitive but takes cognizance of the fact that same procedure to be applied in some circumstances. prior to any disciplinary action taken.

Censure was given. as to why Fine was imposed.  Entering or leaving the premises of the factory.  Absence without sufficient cause from appointed place of work or machine.  Breach of any rules or instructions for maintenance and running of any department and maintenance of its cleanliness  Failure to wear safety wears as provided by the employer.  Habitual late arrival on duty or absence from duty without leave and without sufficient cause. Manager or Supervisor I/C may take cognizance on minor misconducts. except by the gate or gates provided for the purpose. this list is not exhaustive and that on all occasions a full and proper investigation must be carried out prior to issue of a warning. This Manager may involve others to assist with the investigation process. if found guilty of any of the under noted acts or omissions.Acts for which censure/ fines may be imposed: Below are listed examples of misconduct which may warrant either a Fine or a Verbal warning or a first written warning however.  Negligence in work or neglect of work.  Smoking or spitting within the premises of the factory except in place where smoking or spitting is permitted. Verbal or Written warning was issued to an employee) Procedure for Formal Investigation: Formal investigations should be carried out by the most appropriate Manager who is not directly involved. (Managers/ Shop Supervisors shall maintain a register at the shop recording therein incidents & reasons in details. Employee may be fined or alternatively be given a censure or warning notice. .

Technical specifications and financial information.All the relevant information should be gathered promptly as soon as is practicable after the incident.  If employee receives any presents.  If reputation of the company is in jeopardy by the acts & deeds of an employee. advances.  If behaviour of an employee is found to be immoral. may award dismissal/ wage cut/ demotion/ compensation for damages out of his/ her salary.  If employee does not follow instructions of the Superiors or uses abusive language towards his/ her Superiors. or any sort of gratification or benefit in cash or kind from any person. discloses and/ or publishes to outside party directly or indirectly information of confidential in nature such as Drawings. party. Misconducts: The Company may take disciplinary action against an employee. Where appropriate this report may be given to the individual. This should be submitted to the Chair-man who will decide whether further action is required.  If an employee absented himself/ herself without any information or sanction of leave. firm or company having dealing with the company. A report should be prepared which outlines the facts of the case.  If employee. loans. Statements should be taken from witness. whenever any of the following misconduct by the employee is found & depending upon gravity of misconduct & findings of enquiry officer. .  If employee indulges himself/ herself in anti company activities.  If employee wilfully inflicts damage on the company’s properties or loses the company’s properties.  If employee does not adhere to laid down rules & regulations of the company. Any physical evidence should be preserved and or photographed if reasonable to do so. without the consent of the company. which he/ she may come across during the course of his/ her employment with the company. commissions.

what so ever. riotous or disorderly behavior or conduct likely to cause breach of peace.  The collection or canvassing for the collection of any money.  Distributing or exhibiting.  Theft. as has been laid out in the approved “Standing Orders” of the company as follows:  Wilful insubordination or disobedience.  Failure to observe safety.  Negligence or neglect of work repeated on not less than three occasions with in six months. or conduct endangering the life & safety of any other person or any act subversive of discipline and efficiency and any act involving moral turpitude. with in the premises of the factory.  Striking work either singly or with other employees.  Taking or giving bribes or any illegal gratification. fighting.  Late attendance repeated on not less than three occasions within three months.  Refusal to work on another machine of the same type.  Habitual absence without sanction of leave or absence without leave for more than six (6) consecutive days.  Damage to work process or to any other property of the factory. hand bills.  Holding meetings inside the premises of the factory without previous permission of the Employer. unauthorized removal. whether alone or in combination with another or other employees. whilst on the premises of the company. committed within the premises of the factory. instructions. pamphlets or posters without the previous sanction of the employers. what so ever for purposes not authorized by the Employer. If any other misconduct by the employee is found. without giving due notice prescribed by law and rules having in force.  Spitting in the premises of the factory.  Indiscipline or breach of any rules & regulations or instructions for the maintenance and running of any department or maintaining its cleanliness. interference or damage to machinery guard’s fancing and other safety device installed in the premises of the factory.  Drunkenness. of any lawful and reasonable order of a superiors. fraud or dishonesty in connection with the company business or property. any employee to strike work. inside the premises of the factory any news paper. . except in place where spitting is permitted. repeated on less than three occasions within six months.  Smoking with in the premises of the factory except in place where smoking is permitted.  Inciting.

to prevent them influencing or being influenced by other possible interference. The written order of punishment shall be communicated to the employee. When it removes a member of staff from the workplace pending an investigation. censured or warned in writing. or alternatively to be suspended for a period not exceeding eight (8) days or to be fined. which comes into the possession of an employee during the course of his/ her employment?  Threatening or intimidating any employee within the premises of the factory. on examination of the employee. unless the employee concerned is inform in writing of the misconduct alleged against him and is given an opportunity . it allows time to cool down for both parties for their own and others protection. Disclosing. the day and time from which the suspension will operate & the time scale of the ongoing investigation Penalties for misconducts:  Any employee who is adjudged by the employer. any information in regard to the working or process of the factory.  Gambling within the premises of the factory. An order of suspension can only be passed by concerned Vice President. malingering. deliberate delaying of production or carrying out of orders.  Any habitual minor misconduct.  The order of punishment shall be in writing and must also briefly mention the reason on which it is based. The purpose of suspension is manifold and can be used as deterrent.  No order of punishment for misconduct shall be made. An employee suspended from duty will receive written confirmation within three days. demoted in rank or punished by stoppage of annual increment.  In subordination.  Sleeping whilst on duty. to be guilty of gross misconduct is liable to be summarily dismissed without notice or compensation in lieu of notice. Suspension: Suspension is a part of disciplinary action. the reason for the suspension. to any unauthorized person or persons.

demotion or dismissal from service of the company. First Written Warning A First Written warning is appropriate when: A verbal warning has not been heeded and the misconduct is either repeated or performance not improved as previously agreed. Verbal Warning A verbal warning is appropriate when it is necessary for the Manager in charge to take action against minor misconduct.  To avoid any punishment under the Standing Orders.to explain his/ her conduct & the circumstances alleged against him/ her. of the employee & other extenuating circumstances that may exists. Gross Misconduct Misconduct considered to be gross misconduct and may attract final warning. The explanation given by the employee shall be recorded in writing and he/ she shall be given opportunity to produce evidence.  An offence is of a more serious nature for which a written warning is more appropriate  The recurrence or accumulation of offence/offences if left will lead to more severe action. previous record. in his/ her defence. the employer shall take into account. .

 Employee misconduct has persisted exhausting all other lines of disciplinary procedure. An employee offence is of a serious nature failing just short of one justifying dismissal.  Warnings issued to employees shall be deemed to have expired. .  Downgrading or Transfer to another Post Dismissal Dismissal is appropriate when:  An employee behaviour is considered to be gross misconduct. An employee persists in the misconduct which previously warranted a lesser warning.

3(iii) of the terms and conditions of your appointment letter also stipulates that “unauthorised absence from duty beyond a period of 5 days” attracts termination form the services. POST FAC/HRD/_____ DATE Mr. . failing which an appropriate disciplinary action will be initiated against you. XYZ Dehradun. Further in terms of clause 9. In this regard we would like to draw your attention that the act of absenteeism from duty without information or prior sanction of leave is not in the interest of discipline and termed as misconduct under Service Rules and Standing Orders of the company which warrants disciplinary action. FIRST MEMO BY-REGD. It has been brought to our notice that you have been absenting from duty since __________ till date without any information or prior sanction of leave. ABC S/O Mr. directed to report for duty immediately within three days along with your written explanation from the date of receipt of this letter. You are. therefore. SUB: UNAUTHORISED ABSENTEEISM FROM DUTY.SAMPLE OF MEMOS ISSUED BY NOV SARA INDIA PVT LTD It’s the policy of NOV SARA INDIA to issue three memos to the employee who is absent without any information or sanction of leave.

P.For NOV SARA INDIA PRIVATE LIMITED.) . MR.K DHAWAN VICE PRESIDENT (COMM.

Accordingly. P. SUB: UNAUTHORISED ABSENTEEISM FROM DUTY.K DHAWAN VICE PRESIDENT (COMM. ABC S/O Mr. XYZ Dehradun. For NOV SARA INDIA PRIVATE LIMITED. In view of the above. your name will be struck off from the Roll of the Company without making any further reference to you. POST FAC/HRD/_____ DATE Mr.SECOND MEMO BY-REGD. which you have neither responded nor reported for duty so far. failing which the Management will presume that you have deserted the job and no more interested to work with the company. Further to our letter dated _________ wherein you were directed to report for duty within three days upon receipt of the letter because of your unauthorised absenteeism without information or prior sanction of leave.) . you are once again directed to report for duty immediately within three days along with your written explanation from the date of receipt of this letter.

SUB: UNAUTHORISED ABSENTEEISM FROM DUTY. In view of the above. ABC S/O Mr. XYZ Dehradun.THIRD AND THE LAST ONE BY-REGD.) . Further to our letter dated _________ wherein you were again directed to report for duty within three days from the date of receipt of the said letter because of your unauthorised absenteeism without information or prior sanction of leave. the Management has drawn the presumption that you have deserted the job and no more interested to work with the company. your name has been struck off from the Roll of the Company since ___________.K DHAWAN VICE PRESIDENT (COMM. Accordingly. P. which you have neither responded nor reported for duty so far as the same has not returned undelivered. POST FAC/HRD/_____ DATE Mr. The details of Payable / Recoverable will follow shortly. For NOV SARA INDIA PRIVATE LIMITED.

QUESTIONNAIRE ON ABSENTEEISM 1) Age: a) 20-25 b) 26-30 c) 31-35 d) 36-40 e) Above 40 2) Monthly Income: a) Up to 10. how many hours on an average you work over time? a) 1 hr b) 2hr c) 3hr d) more than 3hr 8) Are there adequate welfare facilities provided? a) Yes b) No 9) Are you happy/ satisfied with your work? a) Yes b) No 10) For what reason you take leave? a) Sickness b) Lack of interest in Job c) Poor working conditions .000 d) above 31.Manager g) Super Manager b) 11.000 5) How is your work environment? a) Good b) satisfactory c) Bad 6) Are you required to work over time? a) Yes b) No 7) If yes.000-20.000-30.000 3) Cadre: a) Astt.000 c) 21. Grade e) Deputy Manager 4) Marital status: a) Single b) Married c) Widower d) Divorced b) Supervisor f) Manager c) Officer d) Astt.

e. b.d) Long working hours e) Personal reasons 11) Is your work monotonous? a) Yes b) No 12) Do you have options of job rotation? a) Yes b) No 13) How often do you take leave in a month? a) 1 days b) 2 days c) 3 days d) above 3 days 14) How do you rate your relationship with your superior? a) Satisfied b) Highly satisfied c) Dis-satisfied 15) In your opinion. Good employer relations Work environment Future prospects Recognition of work Incentives and bonus provided based on performance. . c. d. how absenteeism can be controlled? a) b) c) d) e) Change management style Change working conditions Provide incentives Develop an attendance policy Others (specify) ____________________ 16) Which factor will motivate you to attend regularly? a.

.ANALYSIS OF QUESTIONAIRE 1. Thus it can be concluded that majority of the employees in the company are either in 20-25 age or 41 & above. Of respondents 10 6 6 2 8 32 Percentage 31% 19% 19% 6% 25% 100% INTERPRETATION From the above graph it is observed that 31% of the employees are from 20-25 age group. 25% are 41 and above. 26-30 and 31-35 are 19% and rest are from 35-40. Age: Particulars 20-25 26-30 31-35 35-40 Above 40 Total No.

000-20.000 and 6% are getting 31. Of respondents 4 20 6 2 Percentage 12% 63% 19% 6% INTERPRETATION From the above graph it is observed that maximum of the employees that is 63% are getting salary between 11.000.000 to 20.000.000. . So it can be concluded that minimum employees are getting high salary and maximum are getting between 11. 19% of the employees are getting 21. 12% are getting upto 10.000-30. Monthly Income: Particulars Up to 10000 11000-20000 21000-30000 Above 30000 No.2.000 and abobe.

Of respondents 2 10 14 2 2 2 2 Percentage 6% 41% 29% 6% 6% 6% 6% INTERPRETATION From the above graph it can be observed that 41% of the employees are at officer rank. Grade Supervisor Officer Astt. Cadre: Particulars Astt.3. 29% are at supervisor rank and all other ranks are getting 6%. . Manager Deputy manager Manager Supermanager No. So we can say that maximum persons are working at officer rank and then as supervisor.

44% are singels and only 6% are divorced. Of respondents 14 16 0 2 Percentage 44% 50% 0% 6% INTERPRETATION From the above graph it can be observed that 50% of the employees of the company are married. Marital Status: Particulars Single Married Widower Divorced No. .4.

Thus it can be concluded that employee likes their working env. How is your work environment? Particulars Good Satisfactory Bad No. and nobody dislikes .5. Of respondents 18 14 0 Percentage 56% 44% 0% INTERPRETATION From the above graph it can be observed that 56% of the employees likes their work environment. . 44% says that it satisfactory.

Of respondents 22 10 Percentage 69% 31% INTERPRETATION From the above graph it can be observed that 69% of the employees are required to work overtime and 31% does not work overtime. Are you required to work over time ? Particulars Yes No No. Thus we can conclude that maximum of the employees are doing overtime in the company. .6.

If yes. then: Particulars 1 Hr 2 Hr 3 Hr More than 3 Hr No. Nobody is working for more than 3hrs as overtime .7.of respondents 12 6 4 0 Percentage 55% 27% 18% 0% INTERPRETATION From the above pie chart we can say that 55% of the employees are working for 1hr as overtime and 27% for 2 hrs and 18% for 3 hrs.

8. of respondents 22 10 Percentage 69% 31% INTERPRETATION From the above pie chart we can say that 69% of the employee’s believes that company is providing them adequate welfare facilities and 31% said no. Are there adequate welfare facilities provided? Particulars Yes No No. . so management should take some steps in order to satisfy those 31% employees also. Thus it can be concluded that maximum employees are satisfied with the provided welfare facilities but still company cannot neglect those 31% of employees.

. Are you satisfied/happy with your work? Particulars Yes No No. So it can be said that maximum of the employees are satisfied with their work.9. of respondents 23 9 Percentage 70% 30% INTERPRETATION From the above pie chart we can say that 70% of the employees are satisfied with their work and 30% are not satisfied.

10. For what reason you take leave? Particulars Sickness Lack of interest in job Poor working conditions Long working hours Personal reasons No. . Nobody says poor working conditions and long working hours. 35% because of personal reasons and 12% for lack of interest in the work. Of respondents 18 4 0 0 12 Percentage 64% 14% 0% 0% 22% INTERPRETATION From the above chart we can say that 53% of the employees take leave because of sickness.

. Is your work monotonous? Particulars Yes No No. Of respondent 16 16 Percentage 50% 50% INTERPRETATION From the above chart we can say that 50% of the employees feel that their work is monotonous while rest 50% does not think so.11.

Do you have options of job rotation? Particulars Yes No No. Of respondents 12 20 Percentage 38 62 INTERPRETATION From the above chart we can say that 38% of the employees says that they have the options of job rotation while 62% says no. . So it can be concluded that maximum of the employees are doing monotonous work.12.

Of respondents 32 0 0 0 Percentage 100% 0% 0% 0% INTERPRETATION From the above chart we can say that every employee is going for one day leave in a month not more than that. How often do you take leave in a month? Particular 1 day 2 days 3 days More than 3 No. So 100% of the employees take one day leave in a month.13. .

Of respondents 23 9 0 Percentage 70% 30% 0% INTERPRETATION From the above chart we can say that 70% of the employees are satisfied with their relationship with the superiors and 30% are highly satisfied.14. How do you rate your relationship with your superior? Particulars Satisfied Highly-satisfied Dis-satisfied No. Nobody is dis-satisfied. Thus it can be concluded that at NOV SARA pvt India Ltd there are good relationship between the superior and the subordinates. .

15. 25% are in favour of some other reasons which are not in the list. So maximum are in favour of developing an attendance policy. 12% said change working conditions and rest said change management style. Of respondents 2 4 4 14 8 Percentage 6% 12% 13% 44% 25% INTERPRETATION From the above data. 13% said provide incentives. How absenteeism can be controlled? Particulars Change management style Change working conditions Provide incentives Develop an attendance policy Other No. . 44% of the employees says that absenteeism cam be controlled by developing an attendance policy.

16. Which factor will motivate you to attend regularly? Particulars Good employer relations Work environment Future prospects Recognition of work Incentives and bonus provided based on performance No. 19% said that good employees relations and incentives and bonus provided for performance and 6% said that future prospects factors are responsible for motivating an employee to attend regularly. Of respondents 2 8 6 10 6 Percentage 6% 25% 19% 31% 19% INTERPRETATION From the above data. . 25% said that work environment. we can say that 31% of the employees think that recognition of work.

 70% of the employees are fully satisfied with their work and 30% are not satisfied.  69% believes that company is providing them adequate welfare facilities and 31% does not think so.  At NOV SARA INDIA Pvt.  56% of the staff believes that their working conditions are good . .12% thinks that change in working conditions and 6% thinks that change in management style can be fruitful. Ltd.  Maximum.  70% employees have good relations with their superior whereas 30% hav excellent relationship with their superior. 44% said satisfactory and 0% said bad. Ltd. 12% thinks that lack of ineterst can also be a reason of absenteeism. 31% thinks personal problems are the reason of being absent . sickness is the reason of absenteeism. 63% of the employees are drawing income between11.  According to 53% of employees. are above 40 age and 25% are between 20 to 25 age group.  44% thinks that developing an attendance policy can be used as a control measure for absenteeism whereas 25% thinks that providing incentives and rewards based on performance can be used to control absenteeism.000-20.000 and only 6% are at the top level.CONCLUSION Finding and analysis reveals the following conclusion:  Almost 31% of the employees working at NOV SARA INDIA Pvt. 100% of the employees are taking only one day leave in a month.

RECOMMENDATION AND SUGGESTIONS  Proper working conditions in the factory. This will enable the management to avail extra manpower for that day so that the production goal can be achieved uninterruptedly.  Facilities for obtaining leave for rest by this the management will be able to know in advance that how many workers would take leave on a particular day. .  Adaption of well defined recruitment procedures.  Management should recognise the needs of the employees and offer them cheap and adequate housing facilities.  Protection from accident and sickness.  Regularity in attendance and be encouraged to some extent by the offer of bonus or pecuniary inducement. or subsidised food.  The personal management should encourage notifications. programmes of industrial hygiene and safety should be strengthened. Incentives like two hours of bonus pay for every month of perfect attendance can improve a lot.  Adequate wages as that worker may be satisfied and will be able to fulfil their daily needs and they will not go to search for another wags of earning money this will help him to concentrate more on a particular more and thus they will be able to do the job more effectively and efficiently. free educational facilities to their children’s and other monetary & non-monetary benefits. free medical aid and transportation facilities to and from their residence. This enables the worker to feel free from this factor and they can utilise their full energy for the well being of the organisation. so that worker can devote their full effort and energy in achieving the production goals assigned to them by management. especially in cases of sickness when the duration of absence is likely to be long.  To reduce unavoidable absence like sickness or industrial accidents.  An incentive provides an employee with a boost to their motivation and avoids unnecessary absenteeism.

google.novsara.com www.citehr.L Kumar (Labour Management forms and precedents) Principles of Management.com www.com .N Gupta SECONDARY SOURCE • • • • • www.com www.hrcommunity.com www.By R.hrindia.K.BIBLIOGRAPHY PRIMARY SOURCE • • • • HRD procedures of NOV SARA HRD. Ashwathappa H.

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