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A project report
On
Absenteeism
At
Jamna Auto Industries limited
Malanpur (Gwalior)
Submitted to
Jiwaji University
Gwalior
For the fulfillment of the award of master of business administration
(2010-2012)
Submitted by
Megha Maheshwari
MBA- 2ND SEMESTER
PRESTIGE INSTITUTE OF MANAGEMENT, GWALIOR (M.P.)
1
CERTIFICATE OF FACULTY GUIDE
This is to certify that Ms. Megha Maheshwari student of MBA 2ND Sem. program has
completed her summer training of 45 Days (From 16 may to 31 June) and prepared this
report under my guidance.
Title of the project report “ABSENTEEISM”
PROF.RAVINDRA PATHAK
(Faculty guide)
2
DECLARATION
I am student MBA 2nd semester of prestige institute of management, Gwalior; hereby
declare that the summer training report titled “Absenteeism” is submitted by me in the
line of partial fulfillment of course objective of MASTER OF BUSIESSS
ADMINISTRATION degree.
I assure that this report is the result of my efforts and it has not been submitted anywhere
else for the awards of any degree or diploma.
Date: -
Place :- (Megha Maheshwari)
3
ACKNOWLEDGMENTS
I have great pleasure in expressing my sincere gratitude to MR. NMQ Shamsi head,
Human Resources Development for his able guidance and supervision during the period
of project work whatever value this report may have is attributable in no small measure to
his able guidance.
I am extremely thankful to HR department for granting me permission to undergo this
training without barrier which made me feel at home
I also express my sincere gratitude to MR. Mahendra Singh, MR.Yadav, and Mr. Tomar
and MR. Javed, MR. Shakti, and MR. Rajesh of HR department for his moral support and
constant and also Encouragement and timely suggestion throughout the training of
period.
I am deeply indebted to each member of Jamna industries for his helpful suggestion and
wonderful co-operation extended to me during this training without which this practical
Training would not have been accomplished.
I have thankful my faculty guide Prof. Ravindra Pathak. They guide me and suggestion
throughout the training report. And also thank my family members with out moral
support and financial support and blessing this report would not have seen light of the
day.
4
INDEX
PART ONE:- 1. INTRODUCTION OF THE ORGANIZATION 1.1 History of the Organization………………………………………….…….6 1.2 Organization Structure…………………………………………………..…8 1.3 Financial Performance……………………………………………...………9 1.4 Recruitment process…………………………………………………….…12 1.5 production department……………………………………………….……17 1.6 Marketing department………………………………………………….….242. STRENGTHS AND WEAKNESS OF THE ORGANIZATION
2.1strenghts……………………………………………………………………27
2.2weakness………………………………………………………………...…27
3. SUGGESTIONS………………………………………………….28
4. ANY OTHER POINTS OBSREVED BY ME……………...….28
PART TWO:-
1. ABSENTEEISM
1.1 Introduction…………………………………..………………………..…...31
1.2 how to deal with employee absenteeism……..…………………………..…42
1. 3objectives of the Study…………………….…………………………...…...46
2. RESULT AND DISCUSSION……….…………………..............46
3. SUGGESTION…………………………….…………………..…..53
4. CONCLUSION…………………………….…………………...….54
5. REFERENCES……………………………..…………………..….54
6. QUESTIONARIES…………………………..………………...…..55
5
INTRODUCTION OF THE ORGANIZATION
Jamuna Auto Industries limited is one of the renowned companies in the world.
They are the pioneers in manufacturing load spring in India. Their product is branded as
“JAI Springs”.
JAI group was started in1955 by the visionary Sardar Bhupinder Singh Jauhar, Chairman
and managing Director. And they mother unit is Yamuna nagar. Due to the able guidance
of Sardar Bhupinder Singh, the company grew to the extend it is the 4th Largest leaf
spring manufacture in Asia. JAI is certified by TS16949.and the Company is now
managed by the two dynamic sons Mr. R.S. Jauhar is the C.E.O of the company and P.S.
Jauhar is the C.O.O of the JAI group.
History of the organization & objective
The group has two plants –one at Malanpur (near Gwalior) in Bhind Dist. of Madhya
Pradesh and the other at Yamuna Nagar in the state of Haryana. Both the plant is
effectively managed by a team of qualified professionals.
Malanpur plant are started in 1993.and they produced in leave spring in 1962-63.This is
the only company to have manufacturing facility of parabolic springs. Malanpur plant
has the distinction of being India’s first leaf spring, plant the other Plant at Yamuna N
Nagar is an ISO 9002 certified.
6
The JAI spring groups are (original equipment Manufactures) OEMs to all major vehicle
manufactures such as Tata Motors Ltd, Ashok Leyland Ltd, Swaraj Mazda Ltd, mahindra
& mahindra Ltd, Maruti Udyog Ltd, Eicher motors Ltd, and General Motors India Ltd
The group company has a very good export market too. They export leaf springs to
General Motors- USA; Isuzu – Manila; john R- UK, British springs- UK etc.
Product they offer
7
Organization Structure
CEO
↓
Coordinator
↓
Dy. Coordinator
Zone no. Zone leader
1. Mr. P.R.L. Mohan
2. Mr. N.M.Q. Shamsi
3. Mr. J.S. Niranjan
4. Mr. Manav Dutta
5. Mr. Ashok Agrawal
6. Mr. G.K.S. Sikarwar
7. Mr. R.K. Shukla
8. Mr. Ajay Jain
9. Mr. Gurumukh Singh
10. Mr. Permish Kumar
11. Mr. A.Bhadoriya
12. Mr. Bhupender Singh
13. Mr. A.K. Bera
14. Mr. Sanjeev Saxena
15. Mr. Shailendra
16. Mr. M.S. Tomar
8
Zone 2 Zone 3Zone 1 Zone 4 Zone5 Zone 6 Zone 7 Zone 8
Zone 9 Zone10 Zone11 Zone12
Zone13 Zone14 Zone15 Zone16
FINANCIAL PERFORMANCE
JAI Ltd. has an audit committee which is responsible for the effective supervision of the
financial and accounting controls and compliance with the financial policies of the
company. The committee interacts with the auditors to ascertain the quality and veracity
of the company’s transaction, to review the manner in which they are performing their
responsibilities and to discuss the reports of the auditors.
The source of fund of JAI Ltd. Are both internal and external .internal sources of funds
including collection against sales? External sources of funds include loan from banks or
financial institutions loans are of two types:
Team loan
Working capital loan
Team loan is used for machinery usually for the purchase and maintenance of the
working capital loan is obtained for running the plant. These are again of two types:
Fund based
Non- fund based
Fund Based Activities:
Underwriting of or investment in shares, debentures, bonds, etc. of new issues.
Dealing in secondary market activities ( for buying and selling- concerns)
Participating
In money market instruments like commercial papers, certificates of deposits,
treasury bills, discounting of bills, etc.
Involving in equipment leasing, hire purchase, venture capital, seed capital, etc.
9
Non – Fund Based Activities:
It can also be called fee based activities.
Managing the capital issues
Making arrangement for the placement of capital and debt instrument with
investment institutions.
Arrangement of funds from financial institutions for the client project cost or his
working capital requirements.
Non- fund based working capital loan consists of letter of credit and bank guarantee.
JAI Ltd. Uses all types of books including cash book, bank book, journal, ledger, etc. for
accounting purpose.
As JAI manufactures springs, the various payments that have to be made includes.
Raw material payments
Manufacturing expenses payments.
Salary and wages
Administrative expenses
Selling expenses
Bank
Repayment of loan.
10
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Departments in the Organization
Jamuna Auto Industries Ltd. At Malanpur, Bhind Dist. Madhya Pradesh has the
Following Department.
1. Human Resources Department.
2. Marketing Department.
3. Finance Department.
4. Production Department.
5. New Product Development/engineering Department.
Human Resource Department
The Human resource Department or the HR department mainly deals with people. It
includes better management of Human resource and Industrial Relations. It helps to
maintain a better Relationship between the employer and the employees.
The HR Department is headed by a Manager, Mr.N.M.Q.Shamsi. I worked under this
Department. The main functions of the Departments are Recuirtment, Training,
Perfomance appraisal or Assessment, Welfare Activities etc.
RECRUITMENT PROCESS
People are recruited as and when need arises. Recruitment to an organization is a
multifunctional process. In the process of Recruitment more than one person of various
categories and capacities are involved.
TYPES OF RECRUITMENT
There are basically two types of Recruitment
Internal
External
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INTERNAL RECRUITMENT
The term internal Recruitment means up-tradition means up-tradition of the employee by
transfers, promotions or the placing the right personnel at the appropriate place, it can
also be affected by bringing in the personnel for other sister concerns or branches/ units
of the same organization.
EXTERNAL RECRUITMENT
External Recruitment means bringing in new man power to the organization. This
process is effected either through a placement agency who recruits for the organization or
through campus Recruitment or by employee referral or by the recommendation of a
board or committee of the organization set up for the purpose.
This type of Recruitment usually has a written test followed by an oral interview.
However only pre-screened application will be considered for the purpose of test.
For interviews, a broad or committee is formed in which the production head, the HR
manager and technical Head are necessarily present.
The HR manger usually assesses the candidate for his/her overall performance, their
adaptability and usefulness to the organization, their family background personality etc.
The function of the technical Head in the board is to assess the candidate with respect to
his technical knowledge. If the candidate is a fresher from any educational institute, the
technical head evaluates the candidate’s depth of knowledge in the particular field,
whereas if the candidate is an experienced person his job knowledge is assessed.
Production head checks for the caliber of the candidate. It is the plant head who decides
how many people to be recruited and when to recruit.
13
INDUCTION /ORIENTATION
Immediately after the Recruitment an induction or orientation to the organization takes
place. In the orientation, the candidate is made familiar with various
departments/divisions, their working, their processes, various policies of the organization
etc.
Each department Head includes the candidate about his/her department. The instructions
given during this initial induction orientation are mainly verbal in nature. This initial
induction is compulsory for everyone who joins the organization. Therefore, the
induction may be done individually or in groups. After the induction/ orientation the
employees are required to submit an induction report/orientation report to the
organization.
TRAINING AND DEVELOPMENT
Next step after recruitment is training and development. Training is done for the all
employees as and when need arises. New recruiters, who join as fresher, join the
organization as “trainees”. They undergo job specific training where as an experienced
candidate, who joins the organization, may not require a job specific training.
All employees who join the organization undergo certain specialized training in
behavioral and communication aspects. They also undergo training to develop team spirit
and team skills. This type of training does not have a particular duration. It goes on in the
organization on a regular basis. For this type of training, all employees in the
organization are divided into smaller groups and they undergo training in batches.
If training for some new process or technology has to be done. The employees are trained
by their superiors, who in turn are trained by consultants or specialist in the field.
Consultants are also hired from outside to train the departments or employees or both.
The cost of such training is borne by the company.
14
Trainings are of many types. In this organization, mainly classroom trainings are given.
According to the need, what type of training has to be imparted and how many people are
to be given training, is decide in advance and a schedule or calendar is prepared. The
training is imparted in accordance with this schedule.
There may be certain employees who need training in particular area of work. Some
others may need training in certain managerial skills like team spirit etc. this is identified
at the time of performance appraisal and training is providing accordingly. After the
training, a feed back of the training and the trainer is taken from the trainee/employee.
PERFORMANCE APPRISAL
At the time of performance appraisal a committee sits together and discusses with the
candidate regarding his performance. Then they discuss his performance and grade the
candidate based on a number of parameters. This grading ultimately decides about the
candidate- his increment in salary, promotion to the higher grade or need for training of
the candidate.
The Parameters for performance appraisal are generally:-
a) Job Knowledge - The amount of knowledge the employee has regarding his job is
assessed. How much the employee has learned about his/her job? How much does
the employee know about his/her job? All these are considered and the employee
is graded accordingly.
b) Output & quality – if the work is production oriented or quantity oriented, the
amount of output produced is considered; if the work is service oriented, the
quality of service provided or the quality of the work is considered and the
employee is graded accordingly.
c) Housekeeping and Safety – The employee is assessed on factors like whether
he/she keeps his/her surroundings clean; whether his/her table, lockers etc. are
clean and arranged; whether the employee follows all the safety and security
measures of the organization or not; etc.
15
d) Cost Consciousness – The behavior of employee towards the company is
assessed. It is checked whether the employee is cost conscious or not; whether the
employee destroys or tampers or is careless with the company’s properties or does
he/she takes proper care of them.
e) Change and Improvement – The employee is assessed on factors such as how
creative he/she is or whether the employee tries to improve the process bringing
out new ideas or whether the employee is flexible and adaptable to new changes,
if brought in; etc. the employee is then graded .accordingly.
Performance appraisal may be done quarterly, half-yearly or annually. In this
organization it is done annually.
Welfare Activity
Welfare activity means they provide a welfare facility in employee. And they are many
welfare facility are provide in organization and JAI group of industries are many welfare
facility are provided.
In this organization provides:-
Medical Facility
Incentive Facility
Bus Facility
Canteen Facility etc.
DISCIPLINARY MEASURES
The most important aspect is the absenteeism by the employee from duty with or without
leave.
Leave is of two types-
1. Authorized leave
2. Unauthorized leave
Authorized leaves include
1. Sanctioned Earned Leave (EL)
2. Casual Leave (CL)
3. Sick Leave (SV)
16
Employees are given 30 days earned Leave (EL), which include Leave Travel
Allowances (LTA), 10 days Casual Leave (CL) and 10 days Sick Leave (SL)each year.
But there are various conditions to avail these leaves. The employees are not permitted to
take more than 20 days EL or 2 days CL or 10 days SL at a stretch without proper reason
and prior permission. They are not allowed to club all the leaves and take it together at
one stretch, for eg, they cannot take EL and CL together.
Unauthorized Leave is marked as absent. If an employee avails more than 3 absents in a
year, it is considered as violation of rules and a warning letter is issued to the employee
stating that serious disciplinary action will be taken.
PRODUCTION AND OPERATION
JAI Ltd has got collaboration with a Japan based Multi National Company (MNC), called
NHK. Their office is situated at Delhi. All the designing work is carried on out at Delhi
office. They design the springs using software called N-Pro. Once the designing is over
the design is sent to the engineering department to verify the feasibility of the product. In
certain instances customers themselves give the required design. This design also comes
to the engineering department.
The Feasibility study includes, whether the factory can produce the said product using the
existing machineries or need additional machineries, what are the raw material required,
whether they are available in the market etc. They also calculated weight of the
components required and cost of the raw material being used. They prepare a prototype
and test for safety of the product. All thee information is compiled and a report is made.
This report is called Feasibility report. Finally this Feasibility report is submitted to the
market department.
The marketing division calculates he cost and prepares quotation and sends to the
customer along with the design prepared by the organization.
The customer, if satisfied, approves the design. Once the approval process is over
negotiation for the price with the marketing department takes place. Once the cost is
fixed the design is sent to the engineering department for the production.
17
The engineering department then gives the design to the production department to
manufacture a few samples. Manufacturing and testing of the samples is the
responsibility, of engineering department. The sample now undergoes vigorous testing
for various parameters like shock absorbing capacity, load bearing capacity, withstanding
various environmental conditions, meeting required quality standards etc. the raw
materials when comes to the factory, is also assessed for its quality standards by quality
department.
Next step is the documentation. Following types of document are prepared in the factory.
a) Block material: - In the document the different component used for the
manufacture, their weight, size etc are noted.
b) Tool drawings: - Details of different tools used for the manufacture are the
. Listed here.
c) Component drawings: - Details of different component eg. , leaf, nuts and bolts
etc, their uses, sectional drawings etc, are given in the document.
d) Process drawings: - In this document whole process is given in detail, for
example, if the first process is shearing of leaves, then how many leaves have to
be sheared with what dimensions etc are given. The process drawing is used for
manufacturing and inspection of the product. These process drawings are used by
quality department and production department.
e) Process flow chart: - Now flow chart of the whole process is made and recorded.
f) Operation control plan: - In this document a detailed report of the whole
operation and its control is recorded.
g) Life: - This is the survival period of the product. Mostly it is to be specified by the
customer. If not specified by the customer, this is to be specified by the
company, for example, the company specifies that the spring should Fatigue
survive at least 2, 00, 000 runs. During testing the spring is simulated to the road
conditions where it should withstand 2, 00,000 runs with out any problem or tear
ability.
18
When the documentation is complete, a copy of the required T reports is sent to
respective departments. A copy the document; along with the sample is sent to the
customer for their verification and approval. The customer, after meticulous inspection
and verifying the specifications, places the order with company.
The order thus received, are sent to the production department for manufactures of the
product.
Summary of steps involved can be listed as follows: -
1) Customers orders for a new product.
2) The product design is prepared.
3) Feasibility report is prepared by the engineering department.
4) Feasibility report is submitted to the marketing departments who calculate the price
and make quotation for the product.
5) The quotation and design is sent to the customer for approval.
6) Few samples are manufactured and tested in the company.
7) Documentation is done.
8) Samples along with documents are sent to the customer.
9) If approved by the customer, the order is placed for the product.
10) The product is manufactured in the company plant.
19
The engineering department of JAI Ltd, Malanpur performs the testing of the samples
and also check for its quality, if any minor changes are to be made, these are done here
only. The main designing work is done at Delhi. Here at Malanpur they use Auto cad for
this purpose.
Company also exports its products to Philippines, USA, UK, etc. The products are sent
through ships to these places.
On an average JAI Ltd gets order for 5 new products per month. The reasons for
developing new products are:
1. Launching new models,
2. There may be some problems or trouble with the existing models for example when
Travera was launched; it was fine in the first six months. Later the company started
receiving complaints from the customers (in feed back). So they changed some
components of the spring that was being used earlier and now it is working fine.
3. The customer company wants to make some changes in the exiting model.
If the product is not painted or coated with high quality paints or with zinc the leaf may
get rusted. So the sample is subjected to “Salt-Spray Test” in order to asses the rust
ability of the product while shipping. The said testing is carried out in a closed chamber
with some environmental condition as of the sea and salt water. This is kept
approximately for 2 months or the time period taken for shipment. Now the sample is
inspected and then required paint is sprayed or coated on to the springs.
4. Failures: - frequency of failure of design is very rate or nil as the design is prepared at
the company’s Delhi office, or the one sent by the customer is checked for the design
adequacy. They check the particular product whether it will be a success with the given
components. Initially theoretical calculation is made and the sent for production.
20
Case of failures occurs when:
1) The spring is not able to withstand the specified load i.e. the specified deflation and
actual defilation varies.
2) The spring is not able to survive till the specified cycle or in the other words, the
spring has a shorter life span.
There are 10% (approximately) chances where product gets rejected after samples are
made and tested. Of these, only 1-2% times it gets rejected for want of meeting the
required standards. Other rejection may be due to the change of mind of the customer or
the company’s inability to produce the required quantity due to shortage of raw materials
or inability to meet the required standards etc.
It is not always the customer who comes up with new idea. Sometimes, the R& D
Department or the engineering Department gets new idea as to how the performance of a
particular vehicle can be improved. They then develop the idea into a product and take
the initiative to meet the consumer with the sample. Once it is accepted the product is
developed and manufactured for that customer. For example, suppose a vehicle uses
100kg spring. If the company develops a spring of lesser weight with the same of lesser
weight with the same or better performance, the company will develop the same and get
customer for the same.
Main suppliers of the raw materials are: Sunflag iron & steel Co Ltd, Nagpur, Upper
India Ltd, Ludhiana, Marmagoa steef Ltd, Goa.
To develop and produce a conventional spring 7-10 days time is required with an
additional 1 week for testing. To develop a parabolic spring it takes about 15-20 days
time with additional 1 week testing. For an export item salt spray Test is performed as
specified by the customer.
In the past, Electronic data processing (EDP) was used. It is a part of information
Technology. The main aim was computerization of data. They had data entry operators
who used to feed data in to the computer. In the recent years, it has been centralized for
easy, accessing for information.
21
The company is connected by Local Area Network (LAN). Currently they do not have a
network which connects one unit/Plant/Office to another. Correspondence or information
exchange is done through e- mails. At the moment the company is planning to connect all
its units/Plants/Offices in a network which will take some more time.
JAI Ltd. The company produces two types of springs:-
1) Conventional spring
2) Parabolic spring
Basically there are three types of vehicles:
a) Light weight vehicle e.g. car, jeep
b) Medium weight vehicle e.g. bus
c) Heavy weight vehicle e.g. trucks
Conventional springs are usually used for heavy vehicles and parabolic springs are used
for light vehicles. The basic function of the spring is to be absorbing shock in the
vehicle. Weight of conventional spring. The thickness of leaves in a conventional spring
is uniform in all the leaves where as in parabolic springs the thickness decreases towards
the end or sides of the leaves.
A parabolic spring has got capacity to absorb shock more when compared to the
conventional spring. And hence, parabolic springs are used in conventional passenger
vehicles. Till recently, Maruti Omni was using conventional springs. Now it has changed
to parabolic spring system.
When a customer gives order for a new type of product (spring), the engineering
department first prepare a feasibility report that is the engineers in the department study
the case and report the feasibility of the product in the organization.
First, the engineers study the design given by the customer. Generally the customer
specifies their requirements. The engineering department designs the product as per the
requirement of the customer. The designing office is situated at Delhi.
22
Enterprise Resources Planning (ERP) is getting implemented in the organization. Though
this was initialed 2 years back, the job is yet to be completed.
ERP combines all the work of all departments in single software (S/W) packages. It
provides readymade modules of all departments to the organization. The inputs or
specialists of each department are consulted first and their requirement is taken for
making the software. JAI Ltd has got ERP package made from external sources. There
are many different types of ERP package, for eg. SAP, JAI Ltd uses package called Total
Enterprise Resources Management System (TERMS).it was made by Mawai InfoTech
Ltd. The various modules that it consists of are:-
Engineering
PPC (Project Planning & Control)
Dispatch & Sale
Material
Production
Maintenance
Marketing
Quality
System
Finance
Security
HRM
23
MARKETING DEPARTMENT
The major customers of the company are export Marketing Customers.
The representatives of the company get orders from various customers either for that
particular month or for 2-3 months. These orders are mailed to the marketing department,
which further gives orders to the production department.
In the beginning of the year, the plan for production i.e. approximate quantity of product
to be produced is made for each month i.e. the production plan for April to March of a
financial year is made from January to April. This quantity is based on estimation and
from past year’s data. This quantity is based on estimation and from past year’s data. This
quantity fluctuates every month, but every year for the same month there won’t be much
of fluctuation, for example, sales will be usually low in May-June months and sales are
usually higher in October (dipwali season) etc
When the orders for production are received, required quantity is produced, inspected and
dispatched.
Main customers of JAI Ltd are:
Tata motors Ltd, Jamshedpur (previously TELCO)
Tata motors Ltd, Pune
Tata motors Ltd, Lucknow
Maruti Ltd,
Mahindra and Mahindra Ltd,
Eicher Motors Ltd,
Force Motors Ltd,
General Motors India Pvt. Ltd, Gujarat
ISSZU ,Manila( goods are exported)
General Motors ST America (World # company)
Map (Replacement Market)
24
JAI Ltd is, at the moment, not looking for new customers because of heavy volume of
work which it is getting from current customers.
When the plan is made in the beginning of the year, the approximately cost is also
calculated and so, in the beginning of the year itself a quotation is sent to all the
customers showing the probable price for that particular financial year. This cost is
calculated on the basis of cost of raw materials, labor cost, production cost including.
Power, water and other factory cost, scrap produced, packing charges, etc. In case the
price of the raw materials rises suddenly or transportation cost increases due to
increase in petrol/diesel prices an amendment is made in the prices and a new price
list is sent to the customers. Method of collection of payment for each customer is
different. For some the collection period is 45 days while for some it is 15 days and
for certain other customers it is 3 days. The duration of collection of payment
depends on the agreement made between the company on one part and the customer
on the other part.
Collection of payment is made either by representatives, in cash or by cheques, which
the representatives deposit in the company’s bank account, or the customers directly
send it to the company through Cheques/draft.
Publicity or advertisement is not at all required and hence not done, because the
existing customers provide more than enough business.
Correspondence- like other placing, delivery confirmation, and delivery follow up etc
is mainly done via e- mail. At present the company has “three plants – one at
Malanpur, the other at Yamuna Nagar and the third at Chennai. If the quantity
Ordered by the customer is too large to be manufactured by one plant the rest is
manufactured by the other plant.
25
JAI Ltd. Produces only springs for cars and other heavy vehicles. It has no plans for
expansions in to other products.
At present it is getting large orders from ACE. So it is planning to set up two new
plants- one in Uttaranchal and other at Jamshedpur.
JAI Ltd. Usually produces and sells its goods/ products in whole to its customers. But
it also sells loose goods or parts in the replacement Market. This replacement Market
is known as MAP. The loose goods fetch more cash.
JAI Ltd. Faces competitions from Toyo, Fene, Akya, Vikrant and Bharat. Its
Competition is only for lower prices.
And they future plan is Jamna auto sale is high .they target is 16 thousand tone sales.
They last year sale is 10 thousand tone and they next year target is 16 thousand
SWOT ANALYSIS OF THE COMPANY
Automobile industry is growing at least at the rate of 8% per annum for the past few
years. Growth of auto ancillary industry depends on the growth of automobile industry.
Jamna Auto Industries Ltd (JAI Ltd) is an auto ancillary industry manufacturing spring
leaf for the four wheeler segment of auto industry.
Global vehicle manufactures and auto ancillary majors have increased their presence in
India due to several such as India’s commitment to WTO, removal of quantitative
restrictions on auto ancillary imports, and reduction in import tariffs. These increased
presence is felt through their subsidiaries and or marketing outlets. However, the
increased foreign presence in auto ancillary segment has not adversely much affected the
JAI group as this company manufacture only he leaf spring of four wheelers.
In future, the input costs of auto ancillary manufactures are expected to rise, as aluminum
and steel prices are expected to rise, this is expected to have an impact on the margin of
auto ancillary manufacturers since they will have limited flexibility to pass on the
increase to their customers, especially in the OEM segment. Through the manufactures
26
are expected to implement cost rationalization measure and higher capacity utilization to
achieve lower overhead cost, margins are expected to remain under pressure.
SWOT Analysis of JAI Ltd.
STRENGTHS
Original equipment supplier to major automobile manufactures in domestic and
export market.
Low operating cost.
Quality
High standard technology from world leader NHK, Japan.
WEAKNESSES
Limited resources.
Under utilization of capacities.
Sale of company product is dependent on the growth of commercial vehicle.
OPPORTUNITIES
Entry of new auto manufactures in the domestic market.
High skilled and educated workforce
R & D facilities.
Acceptance of the product in domestic and foreign market, huge untapped
replacement market and export market.
THREATS
Entry of new players though very insignificant.
27
RISK CONCERNS
Changing government policies are the main area of concerns i.e. sales tax subsidy
available to the company’s Malanpur unit was withdrawn and implementation of value
added
SUGGESTION- DISCUSS WITH MANAGEMENT
They discuss the many suggestion of the management and they analysis in the
organization and they result than Jamna Auto Industries are many depot in different city
but they more depot are open then supply are easy and customer demand in fulfill in other
cities also.
SPECIAL POINT OBSERVED
I observed the working style of Jamna auto than be saw. Mostly organization they
recruitment in labors in own self but Jamna auto are deal with a contractors and
contractors are provide labors in Jamna auto. And they contractors are:
1) RAI
2) CSP
3) JP
4) SST
5) DPS
And they labors are divided in different departments and they department in JAI Ltd.
Manufacturing
Prod-1
Heat treatment
Prod-2
PPC
Maintenance
Tool room
Projects
NPD
QA
28
INTRODUCTION OF
THE CONCEPT
30
What is absenteeism?
Absenteeism is a habitual pattern of absence from a duty or obligation. Traditionally,
absenteeism has been viewed as an indicator of poor individual performance, as well as a
breach of an implicit contract between employee and employer; it was seen as a
management problem, and framed in economic or quasi-economic terms. More recent
scholarship seeks to understand absenteeism as an indicator of psychological, medical or
social adjustment to work.
Frequent absence from the workplace may be indicative of poor morale or of sick
Building syndrome. However, many employers have implemented absence policies
which make no distinction between absences for genuine illness and absence for
inappropriate reasons. One of these policies is the calculation of the Bradford factor,
which only takes the total number and frequency of absences into account, not the kind of
absence.
As a result, many employees feel obliged to come to work while ill, and
transmit communicable diseases to their co-workers. This leads to even greater
absenteeism and reduced productivity among other workers who try to work while ill.
Work forces often excuse absenteeism caused by medical reasons if the worker supplies a
doctor's note or other form of documentation. Sometimes, people choose not to show up
for work and do not call in advance, which businesses may find to be unprofessional and
inconsiderate. This is called a "no call" or "no show". They went on to say that the type
of dissatisfaction that most often leads employees to miss work is dissatisfaction with the
work itself.
The psychological model that discusses this is the "withdrawal model", which assumes
that absenteeism represents individual withdrawal from dissatisfying working conditions.
This finds empirical support in a negative association between absence and job
satisfaction, especially satisfaction with the work itself.
Medical-based understanding of absenteeism find support in research that links
absenteeism with smoking, problem drinking, low back pain, and migraines. Absence
ascribed to medical causes is often still, at least in part, voluntary. The line between
31
psychological and medical causation is blurry, given that there are positive links between
both work stress and depression and absenteeism. Depressive tendencies may lie behind
some of the absence ascribed to poor physical health, as with adoption of a "culturally
approved sick role". This places the adjective "sickness" before the word "absence", and
carries a burden of more proof than is usually offered.
Evidence indicates that absence is generally viewed as "mildly deviant workplace
behavior". For example, people tend to hold negative stereotypes of absentees, under
report their own absenteeism, and believe their own attendance record is better than that
of their peers. Negative attributions about absence then bring about three outcomes: the
behavior is open to social control, sensitive to social context, and is a potential source
of workplace conflict.
Thomas suggests that there tends to be a higher level of stress with people who work with
or interact with a narcissist, which in turn increases absenteeism and staff turnover
There are many kinds of absence. Some, such as annual vacation, are generally
considered beneficial for both the organization and the employee. Since they are usually
scheduled, their effect on the organization can be fairly easily absorbed; the same can be
said of statutory holidays. Other absences, such as those caused by illness and family-
related demands, are generally unavoidable, as are those due to inclement weather.
Absenteeism, a term used to refer to absences that are avoidable, habitual and
unscheduled, is a source of irritation to employers and co-workers. Such absences are
disruptive to proper work scheduling and output, and costly to an organization and the
economy as a whole. Although absenteeism is widely acknowledged to be a problem, it is
not easy to quantify. The dividing line between avoidable and unavoidable is difficult to
draw, and absenteeism generally masquerades as legitimate absence. The Labor Force
Survey (LFS) can provide measures of time lost because of personal reasons—that is,
illness or disability, and personal or family responsibilities. However, within these
categories, it is impossible to determine if an absence is avoidable or unscheduled. LFS
data on absences for personal reasons can, however, is analyzed to identify patterns or
trends that indicate the effect of absenteeism.
32
Guidelines for Absenteeism 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
And return to an acceptable level of regular attendance 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
problem
33
Identifying Excessive Absenteeism
Attendance records should be reviewed regularly to be sure that an employee's sick-leave
days are excessive compared to other employees. If a supervisor suspects that an
employee is excessively absent, this can be confirmed through reviewing the attendance
records.
If all indications show that an employee is excessively absent, the next step is to gather as
much information as possible in order to get a clearer picture of the situation. The
employees' files should be reviewed and the employees immediate supervisor should
document all available information on the particular employee's history.
Individual Communication
After all available information has been gathered, the administrator or supervisor should
individually meet with each employee whom has been identified as having higher than
average or questionable (or pattern) absences. This first meeting should be used to bring
concerns regarding attendance to the employee's attention. It is also an opportunity to
discuss with the employee, in some depth, the causes of his or her attendance problem
and possible steps he or she can take to remedy or control the absences. Listen carefully
to the employee's responses.
The tone of the meeting should not be adversarial, but a major purpose of the interview is
to let the employee know that management treats attendance as a very important
component of overall work performance. Keep your comments non-threatening and
work-oriented. Stick to the facts (i.e. patters, profiles, rates etc.). The employee should be
given a copy of there attendance report with absences highlighted for discussion.
This interview will give you the opportunity to explore in depth with the employee the
reasons for his or her absence. Gather facts - do not make any assumptions. Provide
support and counseling and offer guidance as the occasion demands to assist the
employee to deal with the specific cause of the absence.
34
Often, after the initial meeting employees reduce their absenteeism. The meeting shows
that you are concerned and that absenteeism is taken seriously. The employee's
attendance should be closely monitored until it has been reduced to acceptable levels.
Appropriate counseling should take place as is thought necessary. If a marked
improvement has been shown, commend the employee. The meeting should be
documented and a copy placed in the employee's file.
Proof of Illness
Sometimes it is helpful in counseling employees with excessive innocent or culpable
absenteeism to inquire or verify the nature and reasons of their absence.
The extent to which an employer may inquire into the nature of and reasons for an
employee's absence from the workplace is a delicate issue. The concepts of an employee's
privacy and an employer's need for information affecting the workplace often come into
conflict. Seldom is the conflict more difficult to resolve than where personal medical
information is involved.
Unions will often strongly object to any efforts by management to inquire more deeply
into the nature of an employee's illness. You will need to consider the restraints of any
language in collective agreements in relation to this issue.
Generally speaking, however, the following "rules of thumb" can be derived from the
existing jurisprudence:
1. There is a prevailing right to privacy on the part of an employee unless the
employer can demonstrate that its legitimate business interests necessitate some
intrusion into the employee's personal affairs.
2. When such intrusion is justified it should be strictly limited to the degree of
intrusion necessitated by the employer's interests.
3. An employee has a duty to notify his employer of an intended absence, the cause
of the absence and its expected duration. This information is required by the
35
employer to meet its legitimate concerns to have at its disposal facts which will
enable it to schedule work and organize its operation.
4. An absent employee has an obligation to provide his employer with information
regarding any change to his condition or circumstances relating to it which may
affect the employer's needs as described in item #3 above. As such, the interest of
the employer in having this information outweighs the individual employee's right
to privacy.
5. An employer rule requiring proof for every absence is unreasonable if an
absenteeism problem does not exist.
6. A mere assertion by the person claiming to be sick is not satisfactory proof.
7. The obligation to prove sickness, where the employer requires proof, rests with
the employee.
8. An employer is entitled upon reasonable and probable grounds to refuse to accept
a physician's certificate until it contains sufficient information to satisfy the
employer's reservations. (I.e. seen by physician, some indication of return to
work, etc.). Non-production of a required medical certificate could result in loss
of pay until the certificate is produced.
9. Where a medical certificate is rejected by an employer (as in #8 above) the
employer must state the grounds for rejection and must point out to the employee
what it requires to satisfy the onus of proof.
10. An employer may require an employee to prove fitness for work where it has
reasonable grounds to do so. In a health care setting the nature of the employer's
business gives it a reasonably irresistible interest in this personal information for
the purpose of assessing fitness.
11. Where any unusual circumstances raise reasonable suspicion that an employee
might have committed an abuse of an income protection program an employer
may require an employee to explain such circumstances. For example, an
employer may require responses as to whether the illness confined an employee to
his/her bed or home; whether an employee engaged in any outside activity and the
reasons for the activity.
36
In summary then, any intrusion into the employee's privacy must be shown to be
reasonable, based on the individual circumstances and in relation to the operation of the
employer's business. If income protection abuse is suspected the extent to which such
intrusion is "reasonable" would be far greater than in the case where it is not. If you are
not clear on whether an inquiry is legally justified it is advisable to consult your superior.
After the Initial Interview
If after the initial interview, enough time and counseling efforts, as appropriate, have
passed and the employee's absenteeism has not improved, it may be necessary to take
further action. Further action must be handled with extreme caution - a mistake in
approach, timing or severity can be crippling from both an administration and labor
relation's point of view.
Determining whether counseling or disciplinary action is appropriate, depends on
whether the employee's absences are innocent or culpable. If the employee's absenteeism
is made up of both innocent and culpable absences, then each type must be dealt with as a
separate issue. In a labor relation's context innocent absenteeism and culpable
absenteeism are mutually exclusive. One in no way affects the other.
Counseling Innocent Absenteeism
Innocent absenteeism is not blameworthy and therefore disciplinary action is not
justified. It is obviously unfair to punish someone for conduct which is beyond his/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.
37
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 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.
38
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 is considered. An
Arbitrator would consider the following in ruling on an innocent absenteeism dismissal
case.
1. Has the employee done everything possible to regain their health and return to
work?
2. Has the employer provided every assistance possible? (I.e. counseling, support,
time off.)
3. Has the employer informed the employee of the unworkable situation resulting
from their sickness?
4. Has the employer attempted to accommodate the employee by offering a more
suitable position (if available) or a reduction of hours?
5. Has enough time elapsed to allow for every possible chance of recovery?
6. 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.
39
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)
2. Written Warning(s)
3. Suspension(s)
4. Discharge
Verbal Warning
Formally meets with the employee and explains that income protection is to be used only
40
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 Warning
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.
Suspension
41
(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.
How to Deal with Employee Absenteeism
For Employees Who Are Absent
Change Management Style: We are all aware of the fact that when employees call
in ill, it does not mean they are truly too physically ill to work. One reason, outside of
illness, that employees are absent is stress, and the number one reason employees are
stressed has to do with their relationship with their manager/supervisor.
Management styles that are too authoritarian tend to promote high levels of absenteeism
among employees. Authoritarian managers are managers who have poor listening skills,
set unreachable goals, have poor communication skills, and are inflexible. In other words,
they yell too much, blame others for problems, and make others feel that it must be their
way or the "highway." Authoritarian managers tend to produce high absenteeism rates.
By identifying managers who use an authoritarian style, and providing them with
management training, you will be taking a positive step not only toward reducing
absenteeism, but also reducing turnover, job burnout, and employee health problems such
as backaches and headaches.
42
Change Working Conditions: The employees in your company probably work in a
well-lighted climate controlled building. The working conditions I am referring to relate
to coworker relationships. Not only does relationship stress occur between the employee
and manager, but it also exists between employees. Frequently I hear employees say they
did not go to work because they are fearful of or angry with another employee. These
employees usually report they just could not deal with "so and so" today, so they called in
ill. Companies that adopted policies and values that promote employee respect and
professionalism, and promote an internal conflict resolution procedure, are companies
that reduce employee stress. A reduction in employee stress reduces employee
absenteeism.
Provide Incentives: Giving employees incentives for reduced absenteeism is not the
same as rewarding or giving employees bonuses for reduced absenteeism. An incentive
provides an employee with a boost to their motivation to avoid unnecessary absenteeism.
It simply helps the employee decide to go to work versus staying home and watching
Jerry Springer.
The types of incentive programs used by companies are numerous. Some companies
allow employees to cash-in unused sick days at the end of every quarter, others give an
employee two hours of bonus pay for every month of perfect attendance; and still others
provide employees with a buffet lunch, a certificate of achievement, or even a scratch-off
card concealing prizes. The type of incentive program that your company uses should be
one created especially for your company. You can create an incentive program tailored to
your unique company by allowing employees to help you develop the incentive program.
saving bond for perfect attendance, but they might respond very well to being able to
leave one hour early on Friday if they have perfect attendance all week.
The duration of the incentive program is also very important. Once again allow your
employees to help guide you to determine the length of time between incentives. Some
companies find that they can simply reward employees with perfect attendance once a
year, while others decide once a month is best, and still others decide once a week works
43
best. The general rule of thumb is to reward workers more frequently the younger they
are and the more difficult the work is to perform. Also, it is best to start with small
incentives and work up to larger ones if necessary.
Develop an Attendance Policy: Every company should have an attendance policy.
An attendance policy allows a manager to intervene with an employee who is frequently
absent. Besides stress as a primary reason for employee absenteeism, other causes relate
to alcoholism, domestic violence, and family problems. If you confront an employee
about his or her frequent absenteeism, and they inform you it is due to personal problems,
consider referring the employee to an Employee Assistance Program (EAP).
If the employee's absenteeism relates to a medical problem or a family member with a
medical problem, you may have to consider allowing the employee to use the benefits
allowed to them under the American's with Disability Act (ADA) or the Family and
Medical Leave Act (FMLA). Early identification of these employees will get them back
to work as fast as possible. Lastly, make sure that you have an attorney review your
attendance policy to make sure it does not violate any State or Federal labor laws. By
incorporating the above four strategies into your company you will not only reduce
absenteeism you will reduce employee burnout, turnover, poor morale, and workplace
negativism.
For Employees Who Are Frequently Absent
One of the most important steps you can take if you are frequently absent is to keep your
employer informed. Employees who are frequently absent without good cause are
generally absent due to numerous frivolous reasons. Employees who are absent for good
cause have legitimate reasons, e.g. sickness or family member illness, and the employee
needs time off to resolve their personal problems. Most employers generally understand
the need to be gone from work due to a legitimate reason; therefore, it is important to
communicate clearly and accurately so your employer does not assume you are out for
frivolous reasons.
44
As an employee you are allowed to take up to 12 weeks of unpaid leave under the federal
Family and Medical Leave Act (FMLA). The 12 weeks of leave may be taken continuous
or intermittently, thereby allowing the employee to work on a less than full-time
schedule.
FMLA can be used for the care of a child after birth, adoption, or foster care placement.
FMLA is available to care for an immediate family member (spouse, child, and parent)
who has a serious health condition.
FMLA can be used for your own serious health concerns. It does not cover for the
common cold, flu, ear aches, upset stomach, common headache, or routine dental care.
In order to be covered by FMLA you must be considered an "eligible" employee. An
eligible employee must have 12 months (1,250 hours) of employment, and your employer
must employ 50 or more employees within 75 miles of the worksite. Employees must
provide 30 days of advance notice for foreseeable events. There are different exemptions
present for both school teachers and state/local government employees.
If you are an eligible employee, your employer must maintain your benefits, allow you to
return to the same or equivalent position, and not decrease your pay or benefits at the
conclusion of 12 weeks. If you believe you are eligible for FMLA, inform your
supervisor or HR department that you are requesting FMLA coverage. Your employer is
required to provide you with written notice, within two business days, informing you if
you are eligible or not
OBJECTIVES
45
To find out the reason of absenteeism in an organization.
How to remove the absenteeism.
What type of facilities should be providing to workers than the rate of
absenteeism will be decrease.
RESULT AND DISCUSSION
1. What are the main causes of employee absenteeism in any organization?
(no of person)
23%
19%
26%
32%
unfitness of theemployee
convianceproblem
work load
social problem
This graph is shown why many workers are absenteeism .they show 19 % workers are
absent because connivance problem are create and 23% are absent because they are unfit
and 26% are absent because they have more work load and some people are absent
because 32% social problem are create
2. How much you are satisfied with the working condition of the organization in
which you are working.
46
review
32%
29%
26%
13%very good
good
average
poor
This graph is shown as the percentage of workers are satisfied or not in the working
condition in the organization.13% people are says than this organization working
condition is poor and 26% person are says average and 29% are says good and 32 % are
says our organization working condition is very good.
3. Behavior of staff in the organization.
review
39%
4%21%
36%
co-operative
family like
commonaverage
supportive
This organization behavior is very cooperative. Because this figure are shown that 39 %
workers are says than they staff is very cooperative.
4. Most of the person takes leave?
47
per
43%
7%
36%
14%casually
excusably
occasionally
reasonably
This figure is shown that they mostly people are leave in casually and they very less
people are reasonably absent.
5. In case you bus left away before you reach to the stop than do what will you do?
per
57%
43% will go any way
will not go
This figure is shown that they have any condition that they bus are left but 57% people
will go any way in the organization but 43% are says they bus are left than they will not
go in the organization.
6. How will you rank the cleanliness of the JAI group of industries?
48
cleanliness
7%13%
20%
27%
33%1
2
3
4
5
This figure is shown that they rank of JAI group in cleanliness but 33 % workers are says
that this organization cleanliness is not good and 7 % peoples are says is good.
7. Are you satisfaction in the JAI group of industries?
satisfied
60%
40% yes
no
60 % people are satisfied in the organization. But some 40% workers are not satisfied in
the organization it is the main reason of absenteeism.
8. Are you satisfied by the facilities providing by the organization?
49
satisfied
64%
36%yes
no
64 % workers are satisfied in the organization facility but 34 % workers are not satisfied
in the facility.
9. If a working man or an employee is working from a long time in the same industry and
not promoted, can it be a reason for absenteeism?
per
83%
17%
yes
no
This graph is shown that the workers are work in the long time in the same industry than
they are not promoted in the organization than they main reason is the absenteeism. And
83% workers are says that yes and 17 % workers are says no.
10. Organization they have provided the more incentive and bonus than you are less
absent or not?
50
per
75%
25%
yes
no
75 % workers are says than they have provided more incentive and bonus than they have
less absent
11. In the organization providing you proper hospitality or it be attentive towards
employee health issues?
providing hospitality
93%
7%
yes
no
This organization is provided in proper hospitality and attentive for employee health. And
93% workers are says this organization are provided in medical facility and health
facility.
51
12. from where you belong?
city
7%
33%
30%
30% bhind
malanpur
gwalior
others
This statement is shown that the main reason of absenteeism because they are an outsider
and they not belong near the industry. This graph are shown that 30 % people are belong
Gwalior and 30 % is other place and 7 % Bhind and 33 % re belong in malanpur. It is the
main reason of absenteeism.
SUGGESTION
I am study in the whole result and discussion in the absenteeism topic and they find that
absenteeism is a measure problem in organization. When a research the topic and fill the
52
questionnaire and shown are many things. Why employee/labor is absenteeism. They
have many problems are create. It is shown as:-
People also have social problems this is a cause of absenteeism.
Connivance problem are also causes in absenteeism.
Undesired salary and incentive also problem in absenteeism.
Cleanliness is also problem in absenteeism.
Some people are not satisfied in the job than it is the main reason of
absenteeism.rrk
There is more work on the workers this is the cause of frequent absent.
All discussion than result is work load are less for the employee and connivance facility
are provide an incentive and bonus are give according to their work.
Some people are not satisfied in the job because they did not get proper motivation from
organization side. Organization realizing our employee than your job is very important
and your work are good for him and others. Organization are motivated our workers than
they result workers are satisfied our job. And organization is work properly and
smoothly.
Organization is providing in cleanliness facility our workers are comfortable and easily
work in the industries.
Mostly labor are absent because they are belong in other cities and they are regularly
come in industries .Than our solution is labor are requited in local and they also provide a
house facility than there is no problem occur in organization.
Conclusion
At the end of this study, I found, how to remove the absenteeism. Many facilities
including cleanness and safety and others should be provided to employees. The most
53
important point is our workers are motivated at all the time it results than they are not
present in job conflict and job satisfaction. Also provide incentive and bonus facility than
reduce the absenteeism rate. After providing all these facilities, absenteeism can be
reduced and organization work properly and employers and employees both also satisfied
with their performance. So that I can easily say that the JAMNA AUTO INDUSTRIES
LTD. is growing company and they were always committed to reduce the absenteeism
from the organization.
REFERENCES
1. C.B.Gupta (2002), Human resource management, tata McGraw hils, New Delhi.
2. Aswathapa (2004), Human resources management, 8th edition.
3. Uday parekh (2003), Human resources management.
4. Jamna Auto Industries WWW.JAMNAUTOIND.COM , E-mail: [email protected]
5. www.citehr.com , www.absenteeism.com
6. www.employer-employee.com.
QUESTIONARIES
Name ---------
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Age -----------City -----------Dep. -----------
Q1. What are the main causes of employee absenteeism in any organization?
1) Unfitness of the employee 2) Connivance problem 3) Work load 4) Social problem
Q2. How much you are satisfied with the working condition of the organization in which you are working?
1) Very good 2) good3) Average 4) Poor
Q3. Behavior of staff in the organization?
1) Cooperative 2) Family like3) Common average 4) Supportive
Q4. Most of the person takes leave?
1) Casually 2) excusably3) Occasionally 4) Reasonably
Q5. In case you bus left away before you reach to the stop than do what will you do?
1) Will go any way 2) Will not go
Q6. How will you rank the cleanliness of the JAI group of industries?
1. 2. 3. 4. 5.
Q7. Are you satisfaction in the JAI group of industries?
1) Yes 2) No
Q8. Are you satisfied by the facilities providing by the organization
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1) Yes 2) No
Q9. If a working man or an employee is working from a long time in the same industry and not promoted, can it be a reason for absenteeism?
1) Yes 2) No Q10.Organization they have provided the more incentive and bonus than you are less absent or not?
1) Yes 2) No
Q11. In the organization providing you proper hospitality or it be attentive towards Employee health issue?
1) Yes 2) No
Q 12. From where you belong?
1) Bhind 2) Malanpur 3) Gwalior 4) Others
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