MAN POWER ABSENTEEISM

A

Project Report on

“MAN POWER ABSENTEEISM”

MASTERS OF BUSINESS ADMINISTRATION

SIKKIM MANIPAL UNIVERSITY OF HEALTH,

MEDICAL AND TECHNOLOGICAL SCIENCES

DISTANCE EDUCATION WING

MANIPAL

BHARGAVI INSTITUTE OF MANAGEMENT AND

TECHNOLOGY , K.P.H.B. BUS STOP,

HYDERABAD - 5000722

PROJECT WORK

ON

“MAN POWER ABSENTEEISM”BY ANJUM BEGUM (520870273)

submitted in partial fulfillment of the requirements for the degree of

MASTERS OF BUSINESS ADMINISTRATION

of

Sikkim Manipal University, INDIA

Sikkim Manipal University, Medical and Technological Sciences

Distance Education Wing

Syndicate House

Manipal-576119

CERTIFICATE

The project report of ANJUM BEGUM Roll No: 520870273 title


is approved and is acceptable in quality and form.

Internal Examiner External Examiner

DECLARATION

I hereby declare that the project report entitled


submitted in partial fulfillment of the requirements for the degree of

Masters of Business Administration

to Sikkim Manipal University, India, is my original work and not

submitted for the award of any other degree, diploma, fellowship, or

any other similar title or prizes.

PLACE: HYDERABAD ANJUM BEGUM

DATE: Reg. No: 520870273

ACKNOWLEDGEMENT

Sl No. Contents Page No.

1 Chapter -1 1

Introduction 2--6

Objective of the Study 7

Scope of the Study 8

Limitations of the Study 10

Absenteeism in MRF Medak 11--19

2 Chapter -2 20

Research Methodology 21-23

3 Chapter - 3 24

Company Profile 25-42

About MRF Medak Unit 43-48

4 Chapter-4 49

Data Representation 50-53

5 Chapter-5 54

Findings & Observation 55-78

6 Conclusion 79

7 Questionnaire 80-82

8 Bibliography 83-84

INTRODUCTION

ABSENTEEISM THE PROBLEMS OF INDIAN

INDUSTRY

It hardly needs mention that one of the major problems before

the Indian industry is absenteeism among the workmen. This

means that at the beginning of the shift, the managers are

suddenly faced with the problem of finding extra people to

make up the production crew; either they have to carry large

numbers as absentee reserve or will have to shut down

machines, for want of crew. This naturally upset the production

schedules.

Let us look at this problem more closely:

A worker, who absents himself when he is expected to be on duty

without previous information to the management, is said to be absent.

The problem of absenteeism arises when large numbers of workers

absent themselves from duty. Many studies have been undertaken to

find out the causes for absenteeism. It must however, be borne in

mind that all factors crises-cross in this field, and hence it is not

possible categorically to generalize the problem in such a vast country

as India. However, the main causative factors are follows.

Generally, workers in India, though working in urban centres, have

retained their strong links with village life, through a small piece of

land and social contacts, e.g., marriage, deaths, litigation, etc., which

they continue to maintain with village life. Hence, as and when their

presence is required in the village, which is frequent, they absent

themselves from work and just go home.

The lopsided social spending that they indulge in lands them in heavy

debts and then it is a game of hide and seek with the money lender

which adds to the high incidence of absenteeism.

Many workers have part time avocations, to supplement their income.

But with the job security which the industrial workers enjoys in India,

the part time job starts taking over factory job. It is common

knowledge that during the marriage season electricians, tailors and

even masons manage to be away from factory work since they are

busy else where.

It has almost been the general experience that with the introduction of

the Employees’ State Insurance Scheme, absenteeism in the industry

has gone up, the workers can cover up their absence with a medical

certificate. The liberal leave provision in India is unique. There are

provisions for casual leave, leave without pay, festival holidays, and

sick leave, apart from annual leave with pay. All these enable the

worker to interrupt his work life, as and when he needs.

Various Definitions for Absenteeism:

According to employment law Absenteeism is the state of not being

present that occurs when an employee is absent or not present at work

during a normally scheduled work period.

Absenteeism is the term used to describe the fact of an individuals

missing his or her regular daily activity.

Absenteeism is “ non-attendance of employees for scheduled work

when they are expected to work”.

Absenteeism – The state of Chronic absence from work

Absenteeism – State of not being present

Absenteeism – The Practice of regularly staying away from work with

good reason.

According to Labour bureau, Govt. of India – Absenteeism is defined

as the failure of a worker to report for work when he is scheduled to

work. A worker is considered scheduled to work when the employer

has available for him and the worker is aware of it. Authorized

absence is also treated as absence while presence even for a part of the

shift is treated as presence for whole shift.

Definition for a worker:

According to labour bureau, Govt. of India – Workers are defined to

include all persons employed directly or through any agency, whether

for wages or not, in any manufacturing process or in cleaning any part

of machinery or premises used for manufacturing process or in any

other kind of work, incidental to or connected with the manufacturing

process or the subject of manufacturing process. Labour engaged in

repair and maintenance or production of fixed assets for factory’s own

use or labour employed for generating electricity etc., is also included.

Contract workers are defined as all persons who were not employed

directly by an employer but through the contractor. These workers

may be employed with or without the knowledge of the principal

employer.

Objectives of the Study

To study the reasons for absenteeism in MRF Medak unit.

To study the working conditions prevailing in the organization.

To study the growing rate of absenteeism among the workmen

in the factory.

To study the Cost / Effect of Absenteeism

To provide Guidelines / Strategies in order to curb the

absenteeism

Scope of the study

The present study “ Workers Absenteeism” Covered only at MRF

Medak unit, could be of great use for the organization concerned in

the following area:

1. The study attempts to analyze the effectiveness and employee’s

individual opinion about reason for the absenteeism.

2. The study emphasizes to reveal lthe reasons behind the

absenteeism in MRF Medak unit.

3. The study aims to work on the feedback given by the

employees and come up with valuable suggestions for the

improvement of the Absenteeism.

LIMITATIONS OF THE STUDY

o The study was limited only to MRF, Medak unit only.

o As sampling is taken as an element of the study there

might always be sampling errors.

o The sample under consideration may not reflect the

whole population.

o Survey and study has been carried out in a span of only 3

months due to time constraint.

o Since absenteeism is a vast topic to be discussed, the

study may not reflect each and every aspect.

Reasons for absenteeism in MRF Medak Unit

Social obligations

Fatigue / Sickness

Casual approach

High debts

Side business such as agriculture, petty

business

Festivals / Rituals

Low cost of living and no aspiration for quality of life

Alcoholism

Illicit relationships

Involving in political activities

Safety, Health & Environment factors contributing

to Absenteeism:

o Physical injuries keep the persons away from work due to

pain and inability to perform that particular job.

o Mental stress keeps the person away from the work due

to instability in Hormones leading to unstable decisions.

o Physical stress will also lead to absenteeism.

o Heat stress will make a person weak and muscle cramps

leading to absenteeism

o Bad ergonomically work stations will lead to unnecessary

fatigue leading to absenteeism.

o Bad ventilation and lighting will cause suffocation

leading to irritation in turn absenteeism

o All bad habits like tobacco, chewing, smoking, alcoholism,

drugs etc., will lead to illness and thus lead to absenteeism.

o Bad Environmental conditions will lead to unhealthy

conditions, due to Bacteria / Virus etc.,. This makes a person

weak in turn to absenteeism.

Growing Rate of Absenteeism:

S No MonthNo. of Mandays

ScheduledNo. of Mandays

lostPercentage

1 Oct-08 36868 3366 9.13

2 Nov-08 36842 3176 8.62

3 Dec-08 39987 3248 8.12

4 Jan-09 39987 2739 6.85

5 Feb-09 37000 2786 7.53

6 Mar-09 39906 2994 7.5

Department wise absenteeism – Mandays &

Percentage Loss from Jan’09 --- Aug’09

S No Department No. of Mandays lost Percentage1 Banbury Production 1168 14.182 Banbury Engg. 71 4.873 Tread Tuber 507 13.64 PCTR 296 13.15 74'' Calendar / Dip Unit 562 10.786 Bead/Banner-- Unit-1 534 5.67 Banner-- Unit-2 72 1.49

8 Band Building 493 11.59 Bead-- Unit-2 201 10.110 Dual tuber-2 374 6.5711 Electirical -1 21 1.312 Electirical -2 8 1.0113 Instrumentation 105 11.214 Engg.Stores 0 015 Machine Shop 18 5.616 OTR 39 2.1217 Planning 4 1.0618 Plant Tech. 19 6.0319 Power House 1 0.0420 Preparation -1 Engg 42 3.6821 RM Stores 0 022 Tube Production 986 4.9223 Tube Engg. 46 4.3224 Tyre Building-1 Engg 40 3.825 Tyre Building-2 Engg 21 3.1626 Tyre Building-1 Prodn 2081 4.227 Tyre Building-2 Prodn 1483 6.128 Tyre Curing -1 Engg 164 5.2129 Tyre Curing -2 Engg 72 4.9530 Tyre Curing -1 Prodn 968 5.3931 Tyre Curing -2 Prodn 487 6.17

Area wise Absenteeism – Mandays Lost &

Percentage from Jan’09 - - - Aug’09

S No Area No. of Mandays lost Percentage1 Ankenpally 382 20.212 Antharam 66 62.863 Aroor 191 7.244 Atmakoor 76 7.285 Budhera 81 13.436 Burugupally 0 07 Chandapur 162 10.86

8 Digwal 59 10.059 Gollagudem 321 40.3610 Gopularam 135 19.2411 Huggelli 254 9.4812 Kammampally 54 7.7113 Kamkol 25 4.6414 Khambalapalli 21 3.9715 Kohir 35 8.1616 Lingampally 2 0.7517 Maddikunta 145 11.2118 Malkapur 258 4.2619 Mansampally 0 020 Mekavanipally 12 2.5221 Mogudampally 31 10.622 Mominpet 135 8.7323 Munipally 22 3.0124 Nandikandi 24 3.925 Peddachelmad 32 9.126 Peddapur 64 6.727 Ranjole 121 6.2528 Sadasivapet 4067 6.0229 Sangareddy 1643 7.8530 Suraram 27 5.631 Thangadapally 16 2.432 Thatpally 86 21.333 Zahirabad 1854 9.26

TOTAL 10401 10.45

Cost of Absenteeism

Due to unscheduled absenteeism Productivity is lost. It can

take a financial toll on a small business or even a multinational

company in several different aspect. Excessive absenteeism if

left unchecked can wear on a company in numerous ways.

Absenteeism forces mangers to deal with problems of morale,

discipline, job dissatisfaction, team spirit

Hidden costs factors associated with Absenteeism

Lost productivity of the absent employee

Overtime for other employees to fill in

Decreased overall productivity of those employees

Any temporary help costs incurred

Possible loss of business or dissatisfied customers

Problems with employee morale

Over Time due Absenteeism in MRF

S No MonthOT

hoursMandays

1 May-09 17752 2218

2 Jun-09 11880 1483

3 Jul-09 10245 1136

4 Aug-09 6704 838

Focus Group

Counselling:

a) Generally people having influence of alcohol &

tobacco

b) Attitudinal problem with work

Habitual:

a) Generally people with no ambition & no aspiration for

quality of work

Chronic:

a) People with serious medical problems

b) Economically well off

c) Indulging in other source of income

d) Involving in politics.

Various ways & means to curb the absenteeism adopted in

MRF Medak unit

1. Counselling: Generally people addicted for alcoholism,

tobacco & attitudinal problem were counseled on weekly

basis

2. House visit: Dept. Supervisors / Area Incharges / JR

personnel happened to visit houses & meet their spouses

& family members & taken up their issues and guide

them suitably.

3. Disciplinary Actions: Various stages will be adopted for

disciplinary actions - -

- Stage – I : Counselling

- Stage – II : Warning 1

Warning 2

Warning 3

- Stage – III : Charge sheet 1

Charge sheet 2

Charge sheet 3

- Stage – IV : Charge sheet followed

by enquiry & Suspension

- Suspension for 5 days




- Stage – V : Proposal for dismissal

Appropriate decision will be

taken based on case to case

4. Attendance bonus award for regular attendance during the

month

5. Introduction of two major award like “ Champions of

Champions” award, Regular attendance award. Families of the

above two awardees were invited to factory & given special

lunch along with high officials of MRF & Cash award will be

distributed to the above two events.

6. Helping / Encouraging through Bank loans, Housing loans,

Vehicles loans, consumer loans, children education mooted for

the regular attendance persons

7. Mentor / Mentee relationship introduced for the trainees. A set

of five trainees has to be adopted by the selected staff, who is

turn a care taker for the adopted trainee.

CHAPTER – 2

Research Methodology

Significance of Research:

According to a famous Hudson maxim, “ All progress is born

of inquiry. Doubt is often better than overconfidence, for it

leads to inquiry & inquiry leads to invention”

Research Design:

It is the arrangement of conditions for collection and analysis of

data in a manner that aims to combine relevance to the research

purpose with economy in procedure.

In this study descriptive and diagnostic research design has

been adopted to determine with specific predictions to with the

narration of facts and characteristics relating to an individual

group or situation.

Data Collection method:

Primary data has been collected through Questionnaires. These

Questionnaires was prepared keeping in mind different aspects

of absenteeism and various factors that contribute absenteeism.

This was the source of primary data.

The Secondary data was collected from HR Dept., from the

factory. The observations were made keeping in mind various

data collected as well as with the consultation from senior

officials and workers of the factory.

Sampling Method:

Sampling technique was adopted for the study as there was

various constraints regarding time and resources. The sample

size considered was of 130 respondents. The sample

considered was from various departments and categories of

workmen in the factory. The sample type was individual and

the questionnaire was filled by the workers of their own and

some with the help of their supervisors.

Sample Size: 130 respondents of workers from various

departments and categories.

Period of the study: Three months ( July’09 to Sep’09 )

Data Collection Tools: To collect the above mentioned

primary data, the following tools has been used.

Personal Interview: The employees under consideration

are interviewed personally to get the desired responses by

asking questions and those responses are noted

Structured Questionnaire: This structured

questionnaire consists of set of close ended questions, which

are orderly arranged to make the best use of it for workmen to

answer.

CHAPTER – 3

COMPANY

PROFILE

VISION MRF

MRF will be a significant global player delighting customer

worldwide through

Leadership in Technology

Excellence in Manufacturing

World class systems

Driven by a team of motivated high performers to achieve

profitable growth.

MRF LTD

MRF LTD is the Tyre manufacturing unit with its

Corporate Office located at Chennai and plants at

Chennai, Arkonam, Pondicherry, Kottayam, Goa and Medak. The plant

in Andhra Pradesh is located in Ankenpally (V), Sadasivpet (M), Medak

(D). It was started in the year 1989. It is located on a sprawling 153 Acres

with a build up area of 27.6 Acres leaving 125 Acres for greenery and

Environmental Development. The plant is located on NH9 and has been in

the production of Tyres.

Corporate Office - Chennai

The dependant villages of Ankenpally, Maddikunta, Suraram have

benefitted a lot due to the presence of this industry due to employment and

other development activities. The plant at Andhra Pradesh has been

contributing to the Corporate built up of MRF LTD.

This list of mile stones of MRF Ltd. is as under:

1 A young entrepreneur K.M. Mammen Mappillai opened a small toy

balloon manufacturing unit in a shed at Tiruvottiyur, Madras

as Madras Rubber Factory.

1952 Company ventured into manufacture of Tread Rubber.

1953 MRF became the market leader with a 50% share of the Tread

Rubber market In India.

1961 MRF became a Public Limited Company

1963 Pandit Jawaharlal Nehru laid the foundation stone for the Rubber

Research Centre at Tiruvottiyur to commemorate the inauguration of

the Tiruvottiyur Factory.

1967 MRF became the first Indian Company to export tyres to USA.

1970 MRF’s factory built at Kottayam

1971 MRF gained licence to build factory in Goa

1972 MRF’s fourth facility set up at Arkonam

1973 MRF launched India’s first Nylon Car Tyre

1978 MRF launched Superlug – the country’s largest selling truck Tyre

1979 MRF’s turnover crossed Rs. 100 Crores.

1980 Madras Rubber Factory became ‘MRF’

1987 MRF became the No. 1 Tyre company in India

1988 The revolutionary MRF Pace Foundation was established

1989 MRF ZIGMA was launched and MRF’s Medak plant went on

stream

1993 Shri K.M. Mammen Mappillai was awarded the Padmashri Award.

Turnover

touched Rs 100 Crores

1996 MRF celebrated 50 years. Turnover touched Rs 2000 Crores

1998 MRF’s Pondicherry Plant inaugurated

2001 MRF won JD Power Award for Customer Satisfaction

2002 MRF won JD Power Award for the Second year in a row.

In the year 2003, it witnessed a historic era in Indian Motor sports when it

clinched the “Overall Title” for ASIA PACIFIC rally in varied Terrains of

Japan, Thailand, Australia and India. It is the first time an Indian Tyre

Company was honoured at FIA ASIA-PACIFIC Championship 2003. It is

reinforcing the fact that MRF Tyre Technology is suited for all kinds of

terrain in India and Abroad.

MRF products enjoy the higher Brand preference for their superior Quality

and Durability, MRF leads the Tyre Industry in India, with the larger market

share in almost every segment. MRF has given a special focus on service in

Tyre and its service centres are found across the length and breadth of India.

It offers motorists world class wheel service – alignment and balancing.

MRF exports have continued to surge with a record during the year 2002-03.

MRF has added several markets and expanded to focus on range of products.

MRF has a record production for its last three years. MRF continues to be

recognised by various bodies for its excellent export performance.

In the year 2003 MRF Medak received Certification for ISO-14001 for

Environmental Management System and ISO 9001-2000 for Quality

Management System. MRF is conscious about its responsibilities for Safety

and Health of employees and its Commitment for clear environment.

Regular audits on Safety and Environments are done by Competent Auditors

and their recommendations are implemented to provide a safe and clean

work environment. Regular training programs on Safety and Environment

are conducted to increase awareness and commitment for Safety and

Environment.

HISTORY

1946

A young entrepreneur, K. M. Mammen Mappillai, opened a small toy

balloon manufacturing unit in a shed at Tiruvottiyur, Madras (now Chennai).

1949

Although the "factory" was just a small shed without any machines, a variety

of products, ranging from balloons and latex-cast squeaking toys to

industrial gloves and contraceptives, were produced. During this time, MRF

established its first office at 334, Thambu Chetty Street, Madras (now

Chennai), Tamil Nadu, India.

1952

MRF ventured into the manufacture of tread rubber. And with that, the first

machine, a rubber mill, was installed at the factory. This step into tread-

rubber manufacture, was later to catapult MRF into a league that few had

imagined possible.

1955

MRF soon became the only Indian-owned unit to manufacture the superior

extruded, non-blooming and cushion-backed tread-rubber, enabling it to

compete with the MNC's operating in India at that time.

1956

The quality of the product manufactured was of such a high standard that by

the close of 1956, MRF had become the market leader with a 50% share of

the tread-rubber market in India. So effective was MRF's hold on the market,

that the large multinationals had no other option but to gradually withdraw

from the tread rubber business in India.

1961

With the success achieved in tread rubber, MRF entered into the

manufacture of tyres. MRF established a technical collaboration with the

Mansfield Tire & Rubber Company of USA. Around the same time, it also

became a public company. It set up a pilot plant for tyre manufacture at

Tiruvottiyur, Madras (now Chennai).

1963

On June 12, 1963, India's first Prime Minister, Late Pandit Jawaharlal Nehru

laid the foundation stone for the Rubber Research Centre at Tiruvottiyur to

commemorate the inauguration of the Tiruvottiyur factory.

1964

With the commissioning of the main plant in 1964, MRF also made progress

in the export of tyres. An overseas office at Beirut (Lebanon) was

established to develop the export market, and it was amongst India's very

first efforts on tyre exports. This year also marked the birth of the now

famous MRF Muscleman.

1967

MRF became the first Indian company to export tyres to USA - the very

birthplace of tyre technology.

1973

MRF scored a major breakthrough by being among the very first in India to

manufacture and market Nylon tyres passenger tyres commercially.

1978

MRF developed the MRF Superlug-78, a sturdy tyre for heavy-duty trucks.

The tyre was a significant improvement over its existing products, and went

on to become the country's largest selling truck tyre in later years.

1979

MRF's turnover crossed INR one billion.

1980

MRF entered into a technical collaboration with the B.F. Goodrich

Tyre Company of USA, which was involved with the development of

tyres for the NASA space-shuttle. With this began a significant

exercise in quality improvement and new product development.

MRF took a major policy decision to be aggressive on the racing circuits.

1983

MRF began a rapid product development programme for new vehicles

entering India.

1984

Sales crossed INR two billion. MRF tyres were the first tyres selected for

fitment onto the Maruti Suzuki 800 - India's first small, modern car.

1985

MRF Nylogrip tyres for two-wheeler vehicles were launched.

1986

MRF was selected by the National Institution of Quality Assurance for their

most prestigious award. Pitted against 20 tyre companies worldwide, MRF

also won 6 Quality Improvement Awards instituted by the B.F. Goodrich

Tyre Company from USA.

1987

MRF crossed the INR three billion mark and also became the No. 1 tyre

company in India. MRF Legend, the premium nylon car tyre was introduced.

1988

The MRF Pace Foundation was set up, with international pace bowler,

Dennis Lillee as its Director. Not long thereafter, pace bowlers trained at the

Foundation were selected for the Indian Cricket Team.

1989

By 1989, MRF was the clear market leader in every tyre segment. Once

again, in recognition of excellence, MRF was awarded the Visvesvaraya

Award for the Best Business House in South India and the Economic Times

Harvard Business School Award for the Best Corporate Performance. MRF

collaborated with Hasbro International USA, the world's largest toy makers,

and launched Funskool India. The company also entered into collaborations

with Vapocure, Australia to manufacture polyurethane paint formulations

and with Pirelli for MUSCLEFLEX Conveyor & Elevator Belting.

1989

MRF launched the MRF ZIGMA CC Radial synchronising with the MRF

World Series Cricket Tournament for the Jawaharlal Nehru Trophy sposered

by the company. The Chief Minister of Tamil Nadu, Dr. M. Karunanidhi,

awarded MRF the Special Export Award. MRF also opened the MRF

Tyredrome, India's first tyre company-owned wheel care complex at Madras

(now Chennai).

1990

MRF brought the 6th World Cup Boxing Championship to Mumbai - the

first of its kind - with 39 countries participating. The event was telecast live

on TV networks worldwide.

1993

K. M. Mammen Mappillai was awarded the Padmashri Award of National

Recognition for his contribution to industry - the only industrialist from

South India to be accorded this honour until that time. MRF also became the

first tyre company in India to cross the INR 10 billion mark. In addition, the

company was voted by the Far Eastern Economic Review, as one of the ten

leading Corporate Groups in India and a Leader in Asia.

MRF was selected as one of India's most admired Marketing Companies by

the readers of the

A & M magazine.

1995

The company's turnover crossed INR 15 billion. MRF was chosen for

fitment on the Daewoo Cielo. This year too MRF was voted by the Far

Eastern Economic Review as one of the 10 leading Indian Companies.

1996

In the Golden Jubilee year, MRF's turnover crossed the INR 20 billion

milestone. A special factory dedicated entirely to the manufacture of radials

was started at Pondicherry. MRF Tyres were also chosen for fitment on the

Ford Escort, Opel Astra and Fiat Uno. Further proof of its superior quality.

1999

MRF was declared the most ethical company by "Business World" magazine

in its survey.

2000

MRF launched the Smile campaign on Indian roads.

2004

MRF's turnover crossed INR 30 billion mark.

THE MUSCLE MAN

The mere mention of the word 'MRF' is bound to bring the Muscleman to

the mind of Indians.

The Muscleman evolved in 1964, soon after MRF began manufacturing

tyres. Over the past 33 years, it has evolved from a mere corporate mascot to

a symbol of strength, reliability and durability - embodying the very

qualities of the tyres the Muscleman represents. For 16 years, he grew to

become India's most trusted and well-recognised symbol for tyres.

The Muscleman evolved into a hi-tech symbol in the mid-80s, a sign of the

changing times. His new appearance was silent testimony to the indomitable

spirit that carried MRF across the INR 20 billion mark.

The muscleman's appearance changed once again in 1996, MRF's golden

jubilee year. He started appearing in full form, and is now also known

affectionately as the MRF Tyreman by motorists across India and 65

countries worldwide, who have come to rely on him for a safe and

comfortable ride.

http://www.mrftyres.com/muscleman.html#1%231

THE BIRTH OF THE MUSCLEMAN

In the 1960's, the Indian tyre market was completely controlled by the large

multi-national companies. Around this time MRF opened a tyre factory at

Tiruvottiyur in Tamil Nadu. With that, came the task of recognising an

appropriate Corporate Brand Symbol: one that would distinctly represent the

Company's culture, and convey the same to everyone in a country of varied

languages and cultures.

In this process of developing suggestions for the symbol, some enterprising

employees conducted an informal market survey, interviewing people from

all over the country about their expectations from a good tyre.

But one day, a truck driver at a roadside dhaba (makeshift eatery)

somewhere in Western India hit upon the right idea when he said, "A good

tyre should have all the qualities of a pehalwan (strong man)." And from this

simple statement, the muscleman was born.

Tell us what you think of the MRF Muscleman.

FUNSKOOL TOYS

Funskool India Limited is a joint venture between MRF and Hasbro Inc.,

USA, the world's largest toy company. Since late 1991-1992 Funskool's Goa

plant has been making its own moulds for a number of its products, the most

popular of which are Pipsqueaks, a range of low priced baby toys. These soft

colourful animal toys have their sound built into their internal construction,

doing away with the traditional whistle that breaks easily.

Funskool's range of board games has catalysed the phenomenal growth of

this segment in the Indian toy market. Games like Scotland Yard, Battleship,

The Game of Life, The Memory Game and the recently launched Go To the

Head of the Class have made Funskool the undisputed market leader in the

board games segment. The G.I. Joe series of army action figures and

vehicles, which has taken the children's world by storm, will this year go up

to the collection of thirty figures and twenty vehicles. Two new toys, the

Racing Jeep and the Street Hawk motorcycle are based on MRF ads. The

latest to the Funskool range of toys are the WWF characters - the current

craze of children across the country.

RACING AND RALLYING

MRF tyres are developed in the toughest lab known to man

MRF is the pioneer

of motor racing in

India. The gruelling

race track has been

the laboratory for testing our tyres. Every MRF tyre

designed is the result of a special acid test (that’s

sheer torture) on the race and rally tracks. Sharp turns, abrupt braking and

straight stretches of steaming asphalt. Excruciating conditions... but then

only the tough can survive, and only the toughest win.

At MRF, all this is put to good use. MRF’s tyre experts and rubber

technologists are present at every stage, and epecially during those crucial

moments, to study tyre behaviour.

MRF tyres are made to run at speeds exceeding 150 Kmph, at which they are

exposed to extreme conditions of heat 1and traction. The molecular stability

of the rubber compounds is tested against severe gravitational stress. Our

experts observe, analyse and gather information at the pits and the dirt track,

which they pass on to the R&D department. This is then reviewed and used

to develop safer, better quality tyres, not only for formula cars and racing

bikes, but also for cars that rough it out on the tough Indian roads everyday.

MRF PACE FOUNDATION

The MRF Pace Foundation was established in August '87, with the

legendary Dennis Lillee of Australia, as Director, with the singular mission

of developing and breeding strike bowlers of tomorrow. A brain-child of late

Mr. Ravi Mammen, the birth of this foundation coincided with one of the

greatest events in Indian cricket - the hosting of 'MRF World Series' for

the first time in the sub-continent. This marked a significant forward step in

Indian cricket. The MRF Pace Foundation is unique in its nature and

objective. It selects, nurtures and scientifically develops the cricketing skills

of youngsters with promise. When it began ten years ago, the MRF Pace

Foundation possessed few facilities other than an unused ground on the

Madras Christian College campus. Since then, under the stewardship of

Dennis Lillee and the able guidance of the Chief Coach T.A. Sekar, former

Indian Pace Bowler, the MRF Pace Foundation has come a long way.

Awards won by MRF

JD Power Asia pacific 2007 award and ranks highest in customer

satisfaction

Ranked No: 1 under Auto Ancillaries in the Business world’s most

reputed companies survey 2006

National winner - Third national convention on industrial relations

strategies and plans by (APPC)’95

Best workers welfare including family planning effort by Industrial or

Commercial unit

Certification of OHSAS : 18001 in 2006

Best private sector in worker education for the year 2005-06

About MRF, Medak Unit

MRF Medak unit is the fifth & the largest unit of MRF Ltd., situated

at Ankenpally – Maddikunta village, Sadasivapet Mandal, Medak

dist.,. The plant was commissioned in the year 1990 and is located on

300 Acres of land.

It is only tyre plant in India producing a wide variety of tyres ranging

from the smallest scooter tyres to the very large Off The Road tyres

for big vehicles like cranes and big dumper trucks for Defence and

Coal mines and also various products like Tube, Pretread rubber,

flaps, repair materials, cushion rubber under one roof.

Within a short span of time MRF Medak plant has grown and it

become one of the largest tyre plant among MRF in the year 2002-03

with a turn over of Rs. 573 crores. This unparalleled growth of MRF

Medak plant with a new and young people in the background in a

short period of time is remarkable.

Basic Functions of MRF Medak Unit:

o Looking after the statutory compliance in the factory

o Maintaining the industrial discipline among the workers as well

as the employees

o Training and development for the workers as well as the

employees

o Looking after the welfare of the employees as well as the

employees families

o Carrying out administrative functions regarding the workers

and employees

o Contract labour management which includes the recruitment

and the engagement of the labourers who are appointed on

contract basis

Factory runs round the clock which constitutes of three shift as

follows:

Shift Time Lunch Break

I Shift 7 a.m. to 3 p.m. 10. a.m to 10.30 a.m.

II Shift 3 p.m to 11 p.m 7 p.m. to 7.30 p.m

III Shift 11 p.m. to 7 a.m 3 a.m. to 3.30 a.m

MRF Medak - - - Growth Trend




Happenings and Achievements in Medak unit:

NATIONAL RUNNER-UP FOR BEST INDUSTRIAL RELATIONS-AWARDED BY ANDHRA PRADESH PRODUCTIVITY COUNCIL IN 1994.

NATIONAL WINNER FOR BEST INDUSTRIAL RELATIONS- AWARDED BY A.P. PRODUCTIVITY COUNCIL IN 1995.

“BEST WORKMEN WELFARE INCLUDING FAMILY PLANNING AWARD” BY FAPPCI IN 1995.

“BEST TRADE UNION IN MAJOR INDUSTRIES” BY STATE GOVT. IN 1996.

“BEST VENDOR” AWARD FROM MARUTI UDYOG LTD

“BEST MANAGEMENT AWARD IN 2002-2003” FROM GOVT. OF A.P.

WINNERS IN DISTRICT LEVEL CRICKET TOURNAMENT CONDUCTED FOR INDUSTRIES IN MAY 05

TPM KICK OFF IN THE YEAR 2005

NATIONAL SAFETY COUNCIL AWARDED A CERTIFICATE OF APPRECIATION IN RECOGNITION OF EFFORTS OF MANAGEMENT IN ACHIEVING OHSAS-18001 CERTIFICATION IN 2006

“BEST CO-OPERATIVE MANAGEMENT FOR WORKERS EDUCATION” AWARD BY CENTRAL BOARD OF WORKERS EDUCATION IN 2006

ACHIEVED 1680 CRORES TURN OVER IN THE FINANCIAL YEAR 2008-09

WAGE WAR ON WASTE (W W W) - - A UNIQUE PROGRAM TO REDUCE WASTE LOSS

WIN WAR ON WASTE (W W W) - - NEXT STEP FOR ACHIEVING THE GIVEN TARGET ON WASTE LOSS

WORK FOR WEALTH FROM WASTE (W W W) - - - NEXT STEP FOR FOCUS ON EVERY MATERIAL GOING WASTE AND TOTAL AWARENESS TO ALL THE EMPLOYEES IN THE FACTORY FOR 7 DAYS

HIGHEST EVER PRODUCTION TONNAGE 9200 MT IN THE MONTH OF AUG’09

MARCHING TOWARDS TPM EXCELLENCE AWARD.

CHAPTER – 4

DATA REPRESENTATION

Absenteeism Rates Amongst Directly Employed Regular Workers in States by Sectors during the Year 2003

S No StatePercentage of Absenteeism by Sectors

Public Sector Joint Sector Private Sector Overall

1 Jammu & Kashmir 2.64 4.9 6.22 5.25

2 Himachal Pradesh 11.95 13.46 12.14 12.17

3 Punjab 11.45 7.94 11.71 11.59

4 Chandigarh 7.52 0 12.29 12.17

5 Uttaranchal 10.79 9.1 8.79 9.38

6 Haryana 11.25 4.86 11.77 11.48

7 Delhi 8.62 16.19 12.9 12.91

8 Rajasthan 11.23 11.88 11.84 11.82

9 Uttar Pradesh 10.92 7.85 10.28 10.19

10 Bhihar 2.78 8.71 8.31 7.9

11 Nagaland 0.22 7.83 1.01 1.01

12 Manipur 15.63 1.66 3.37 3.21

13 Tripura 4.29 1.02 3.57 2.42

14 Meghalaya 1.99 2.7 4.95 4.78

15 Assam 7.28 4.59 6.37 6.34

16 West Bengal 10.13 9.48 9.87 9.9

17 Jharkhand 11.91 20.15 7.71 12.49

18 Orrissa 5.43 6.13 8.22 7.16

19 Chhattisgarh 8.52 3.31 6.04 5.89

20 Madhya pradesh 6.55 15.75 9.16 9.42

21 Gujarath 4.63 7.69 9.53 9.45

22 Daman & Diu 0 6 8.11 8.1

23 D & Nagar Haveli 0 0 8.31 8.31

24 Maharashtra 14.29 11.72 12.93 12.9

25 Andhra Pradesh 3.94 8.59 7.52 7.25

26 Karnataka 12.3 10.32 8.79 8.93

27 Goa 11.23 20.39 12.58 12.81

28 Kerala 12.13 14.85 12.33 12.47

29 Tamil Nadu 11.14 7.98 7.25 7.4

30 Pondicherry 8.88 4.28 6.66 7.14

31 A & N Islands 0 9.7 11.39 10.33

All India 10.51 10.9 9.62 10.01

Absenteeism Rates Amongst Directly Employed Regular Workers in Industries (3- Digit Level of NIC – 1998) by Sectors during the Year 2003

S No NIC CodePercentage of Absenteeism by Sectors

Public SectorJoint

SectorPrivate Sector

Overall

1 14 0 1.97 5.66 5.63

2 142 8.74 0 8.05 8.14

3 151 11.73 13.47 8.01 8.28

4 152 11.21 6.67 8.11 8.56

5 153 9.31 12.24 6.92 7.08

6 154 7.07 7.77 8.89 8.6

7 155 9.58 14.33 9.66 9.77

8 160 4.57 4.58 14.76 14.72

9 171 12.38 12.76 9.92 10.26

10 172 11.15 10.74 9.91 9.97

11 173 9.71 0 8.39 8.39

12 181 23.32 9.61 9.19 9.21

13 182 0 0 10.57 10.57

14 191 5.5 0 8.26 8.25

15 193 4.24 3.37 9.77 9.75

16 201 16.72 30.4 11.3 11.48

17 202 15.61 17.23 11.89 12.14

18 210 11.24 11.08 9.91 10.03

19 221 7.19 3.49 8.53 8.44

20 222 14.92 7.13 9.35 9.8

21 223 0 0 10.66 10.66

22 231 8.54 4.9 8.94 8.66

23 232 6.59 13.12 8.67 9.93

24 241 11.06 9.92 11.05 10.92

25 242 11.66 10.8 9.03 9.11

26 243 0 6.3 12.55 12.37

27 251 7.19 14.6 12.48 12.39

28 252 17.86 10.23 9.34 9.36

29 261 0 4.03 11.03 10.91

30 269 7.78 11.05 10.42 10.32

31 271 10.63 14.4 9.64 11.01

32 272 9.74 10.88 10.72 10.68

S No NIC CodePercentage of Absenteeism by Sectors

Public SectorJoint

SectorPrivate Sector

Overall

33 273 15.91 9.95 10.44 10.72

34 281 12.1 15.61 9.78 10.51

35 289 20.52 12.39 11.3 11.4

36 291 5.79 9.02 10.08 9.92

37 292 11.01 8.66 10.32 10.32

38 293 0 1.93 11.03 10.96

39 300 9.5 0 9.07 9.09

40 311 11.72 3.8 9.5 9.34

41 312 12.97 10.8 10.25 10.37

42 313 6.47 19.51 10.43 10.46

43 314 0 16.76 9.66 9.75

44 315 0 7.61 9.38 9.37

45 319 9.59 15.9 10.18 10.2

46 321 8.83 9.29 9.9 9.8

47 322 9.46 12.17 9.75 10.32

48 323 3.86 0 11.04 11.02

49 331 12.56 8.79 9.22 9.24

50 332 6.39 0 7.59 7.53

51 333 9.62 8.85 10.21 10.07

52 341 0 2.14 10.95 9.43

53 342 5.64 0 7.9 7.82

54 343 11.97 10.57 9.84 9.85

55 351 10.33 9.78 8.19 9.11

56 352 9.17 15.07 12.07 11.52

57 353 8.44 2.72 8.16 8.31

58 359 14.36 13.92 11.22 11.29

59 361 5.37 10.39 10.34 10.08

60 369 17.46 0 10.51 10.54

61 371 0 18.02 9.96 12.39

62 372 0 0 12.95 12.95

63 400 9.31 5.96 7.77 7.84

All India 10.51 10.9 9.92 10.01

CHAPTER – 5

Findings and Observations:

%

19

46

27

8

0

10

20

30

40

50

60

70

80

very good good satisfactory unsatisfactory

The respondents interested to their continue their Job as significant numbers

of respondents (46%) find their jobs good and nearly 27% finds their job

satisfactory and 19% of the workers find their job very good

Respondents view about their Working Conditions:

good, 46

satisfactory, 38

very good, 12

The view of respondents about the working conditions in the factory such as

the time of the shifts, lunch hours, the breaks are found to be good. It is

found that the majority of the workers find their working conditions are

good since 46% of the respondents were having good opinion. Nearly 38%

of the respondents were satisfied with their working conditions and 12% of

the respondents were finding very good working atmosphere

Respondents view about their Factory conditions:

%

good, 32, 37%satisfactory,

46, 54%

very good 9%

According to the above chart we conclude that a majority of the workers find

the factory conditions are good and satisfactory as the acceptance levels of

both good and satisfactory are 46% and 9% of the workers feel that factory

conditions are very good

Respondents view their Welfare facilities:

good28%

satisfactory48%

unsatisfactory24%

The view of the factory workers regarding the welfare facilities in the

factory were satisfactory as 48% of the workforce were in favour. Whereas

in contrast to this nearly 28% of the respondents feel that good and 24%

respondents feel that welfare facilities were inadequate or unsatisfactory

Respondents view about their Protection from

accidents:

good50%

satisfactory32%

very good18%

50% of the respondents views about the protection from accidents were

good, 32% were satisfactory and 18% feel that protection from accidents

were very good. Not even single person feel they were unsatisfied

Respondents view about their Personal policies are

effective

good31%

satisfactory69%

unsatisfactory0%

Majority of the respondents feel that the personal policies in the factory were

satisfactory - - 69% and 31% were feel good as per the factory policies.

Again here too 0% feels that personal policy is unsatisfactory

Respondents view about their Relations with their

Supervisors and Management:

good54%satisfactory

31%

very good15%

A good number of respondents do keep a good relation with the supervisors

and management. 54% respondents maintain good relation, 31% were

satisfactory and 15% do keep very good relation with the supervisor and

management thus indicating that most of the workers do not have a problem

with supervisor and management. Not even a single respondent were

unsatisfied with supervisor and management relationship. This indicates the

good rapport prevailing in the factory

Respondents view about their Leave facilities

satisfactory55%

unsatisfactory38%

very good7%

Majority of the people feel that their leave were satisfactory adequate and

almost 38% of the respondents feel that their leave were inadequate except

7% of the respondents feel that their leaves were good

Respondents spend in Religious & Social Ceremonies

11-20 days40%

0 - 10 days32%

30 days28%

We can find that nearly 38% of the respondents spend 11-20 days in a year,

31% spend 0- 10 days in a year and 27% spend 30 days and more in a year

for religious and social ceremonies

Respondents views on Possible reasons for Absenteeism

%38

27

15

8

0

5

10

15

20

25

30

35

40

social &religiousfunctions

discountent withwages

unsuitableworking

conditions

borrowingmoney

Respondents view on Reasons for Absenteeism:

-- Social & Religious functions - 38%

-- Discontent with wages - 27%

-- Unsuitable working conditions - 15%

-- Borrowing money from co-workers - 8%

Respondents view on Measures to reduce Absenteeism

%47

38

15

0

5

10

15

20

25

30

35

40

45

50

Liberal grant of leave Provision ofreasonable wages

Motivation of workers

Respondents views on reducing absenteeism:

--Liberal grant of leave - 47%

-- Provision of reasonable wages - 38%

-- Motivation of workers - 15%

Respondents view about Management effort to reduce

absenteeism

%69

19

12

0

10

20

30

40

50

60

70

80

satisfactory Exceptionally well Nothing

Respondents view about management effort to reduce absenteeism:

-- Satisfactory - 69%

-- Exceptionally well - 19%

-- Nothing - 12%

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 labour relations context this means

that it cannot be remedied or treated by disciplinary measures.

2. Culpable Absenteeism

Culpable absenteeism refers to employees who are absent without

authorization for reasons which are within their control. For instance, an

employee who is on sick leave even though he is not sick, and it can be

proven that employee was not sick, is guilty of culpable absenteeism. To be

culpable is to be blameworthy. In a labour relations context this means that

progressive discipline can be applied

Identifying Excessive Absenteeism

Attendance records should be reviewed regularly to be sure that an

employee’s sick-leave days are excessive compared to other employees. If a

supervisor suspects that an employee is excessively absent, this can be

confirmed through reviewing the attendance records

If all indications show that an employee is excessively absent, the next step

is to gather as much information as possible in order to get a clearer picture

of the situation. The employee’s files should be reviewed and the employees

immediate supervisor should document all available information on the

particular employee’s history.

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 absences. This first

meeting should be used to bring concerns regarding attendance to the

employee’s attention. It is also an opportunity to discuss with the employee,

in some depth, the causes of his attendance problem and possible steps he

can take to remedy or control the absences.

Often, after the initial meeting employees reduce their absenteeism. The

meeting shows that you are concerned and that absenteeism is taken

seriously.

After the Initial Interview

If after the initial interview, enough time and counseling efforts, as

appropriate, have passed and the employee’s absenteeism has not improved,

it may be necessary to take further action. Further action must be handled

with extreme caution- a mistake in approach, timing, or severity can be

crippling from both an administration and labour relation’s point of view.

Determining whether counseling or disciplinary action is appropriate,

depends on whether the employee’s absences are innocent or culpable. If

the employee’s absenteeism is made up of both innocent and culpable

absences, then each type must be dealt with as a separate issue. In a labour

relation’s context innocent absenteeism and culpable absenteeism are

mutually exclusive. One in no way affects the other.

Counseling Innocent Absenteeism

Innocent absenteeism is not blameworthy and therefore disciplinary action is

not justified. It is obviously unfair to punish someone for conduct which is

beyond his control. Absenteeism no matter what the cause, imposes losses

on the employer who is also not at fault. The damage suffered by the

employer must be weighed against the employee’s right to be sick. There is

a point at which the employer’s right to expect the employee to attend

regularly and fulfill the employment contract will outweigh the employee’s

right to be sick. At such a point the termination of the employee may be

justified, as will be discussed.

The procedure an employer may take for innocent absenteeism is as follows:

1. Initial counseling

2. Written counseling

3. Reductions of hours and job reclassification

4. Discharge

Initial Counseling

If the absences are intermittent, meet with the employee each time he returns

to work. If absence is prolonged, keep in touch with the employee regularly

and stay updated on the status of his condition.

Written Counseling

If the absences persist, you should meet with the employee formally and

provide him with a letter of concern. If the absenteeism still continues to

persist then the employee should be given a second letter of concern during

another formal meeting. This letter would be stronger worded in that it

would warn the employee that unless attendance improves, termination may

be necessary.

Reduction of Hours and job reclassification

In between the first and second letters the employee may be given that

option to reduce his hours to better fit his personal circumstances. This

option must be voluntarily accepted by the employee and cannot be offered

as an ultimatum, as a reduction in hours is a reduction in pay and therefore

can be looked upon as discipline.

Discharge

Only when all the previously noted needs and conditions have been met and

everything has been done to accommodate the employee can termination be

considered. An Arbitrator would consider the following in ruling on an

innocent absenteeism dismissal case.

Establishing a System for Tracking Absences

Absenteeism policies are useless if the business does not also implement and

maintain an effective system for tracking employee attendance. Some

companies are able to track absenteeism through existing payroll systems,

but for those who do not have this option, they need to make certain that

they put together a system that can:

1) keep an accurate count of individual employee absences

2) tabulate company wide absenteeism totals

3) calculate the financial impact that these absences have on the

business

4) detect periods when absences are particularly high and

5) differentiate between various types of absences.

Strategies to Curb the Absenteeism

1. High collaborative culture.

2. Be aware of problems that may effect employee attendance or

performance

3. Develop open communication between managers, supervisors and

employees.

4. Employees are encouraged to voice their concerns so their perceptions of

the work place are clear and can be dealt with.

5. Cooperation with union representatives can be very helpful in attendance

management and should be encouraged.

6. Regularly scheduled department meetings are an excellent way not only to

hear employee perceptions and concerns but also to communicate

organizational goals

7. An employee’s relationship with their supervisor can greatly influence

their feelings about their work, their coworkers and thus their attendance at

work.

8. More openness and transparency on the part of management.

9. Encourage risk taking and experimentation among members.

10. Make each employee aware that they are a valued member of the

‘’team’’, that they play an important role in your organization and that their

attendance is critical.

11. Hold regular meetings, keep your staff informed and involved.

12. Know your employees; without prying show an interest in their personal

lives.

13. Familiarize with community programs which you can recommend to an

employee if he has a need for assistance

14. Awareness, commitment and involvement by all levels of staff.

15. Match the attendance records during a period of ‘’high’’ workload to a

period of ‘’normal’’ workload.

16. Bonus for unused sick leave.

17. Official warnings.

18. Develop a comprehensive and collaborative continuous improvement

program throughout the department.

19. Counsel individual employees. Discuss with all employees problems of

unjustifiable time off.

20. Introduce an incentive scheme to reward those who don’t have an absent

day. This is measured quarterly and annually.

21. Greater attention by supervisors and more accountability of operations

management and other management has improved sick leave.

22. Front line management will be held accountable for attendance

management performance.

23. Effective career planning and development program

24. Effective training and development program

25. Each department should develop and maintain an attendance

management policy.

26. Employers should track attendance and assign costs based on reliable

data.

27. Employees should be encouraged ot give as much notice as possible for

anticipated absences. Absent employees should be requested to keep contact

with their employer

28. The employer should be informed of any changes in the employee’s

health status.

29. Employees should be called if they are not keeping contact with the

employer. The purpose is to show concern and desire for the employee to

regain a healthy status and return to work.

30. In addition to individual counseling make use of family counseling

methods

The Responsibilities of the Supervisor

In addition to ensuring that work is appropriately covered during the

employee’s absence, there are a number of other critical actions that

supervisors need to take to manage absenteeism. They should:

ensure that all employees are fully aware of the organization’s policies

and procedures for dealing with absence.

Be the first point of contact when an employee phones in sick.

Maintain appropriately detailed, accurate, and up-to-date absence

records for their staff

Identify any patterns or trends of absence which cause concern

Conduct return-to-work interviews, and

Implement disciplinary procedures where necessary

The Return-to-Work Interview

The training of supervisors in how to best manage absenteeism should

include instruction on how to conduct effective and fair return-to-work

interviews. Recent national surveys indicate that these interviews are

regarded as one of the most effective tools for managing short-term

absenteeism.

The return-to-work discussion will enable the supervisor to welcome the

employee back to work, in addition to demonstrating management’s strong

commitment to controlling, and managing absenteeism in the workplace.

The interview will enable a check to be made that the employee is well

enough to return-to-work.

The necessary paperwork can be completed, so that the absence and its

conclusion are properly recorded. The fact that an established procedure is

in place to investigate and discuss absence with an employee may, on its

own, act as a deterrent for non-attendance for disingenuous reasons.

Interviews need to be carried out as promptly as possible following the

absentee’s return-to-work. The employee should be given ample

opportunity to outline the reasons for his absence. The supervisor should

use the interview as a time to explore any issues that the employee may have

which are leading to absence.

The goal is to foster an open and supportive culture. The procedures are in

place to make sure that help and advice is offered when needed and to

ensure that the employee is fit to return-to-work. Employees will usually

appreciate the opportunity to explain genuine reasons for absence within a

formalized structure. Should the supervisor doubt the authenticity of the

reasons given for absence, he should use this opportunity to express any

doubts or concerns.

At all times, the employee must be aware that the interview is not merely

part of company procedures, but a significant meeting during which the

absence has been noted and my have implications for future employment.

The company’s disciplinary procedure, in the event of unacceptable levels of

absence, should be explained to the employee.

The manager may choose to outline how the absence affected the

department. The message should be that the employee was missed and that

productivity suffered. The manner in which the department was required to

reorganize staffing arrangements might also be explained. This would

demonstrate that the efficiency of the work unit was adversely affected by

the absence.

The supervisor should then brief the returning employee about the current

situation i.e., what tasks are now priorities, what work has already been

carried out and where the employee should now focus his efforts.

At no point during the meeting should the interview become a form of

‘’punishment’’, but should be seen as an occasion to highlight and explain

the repercussions of absence within the department. The vast majority of

employees derive a sense of pride and achievement from their work and

management should be encouraged to treat these individuals as responsible

adults.

Most employees understand reasonable rules and do not want to be

threatened into compliance. The small percentage of employees who indeed

have an absence problem will require close supervision and possibly even

punitive measures for excessive absenteeism. These few employees who are

irresponsible should be handled individually and firmly.

Some processes involved in attendance management

ORGANISATION BASED

HEALTH & SAFETY JOB SATISFACTION CULTURE

PRE-EMPLOYMENT SELECTION CRITERIA

INDIVIDUALLY BASED

HEALTH (MENTAL / PHYSICAL) ATTITUDESPERSONALITY LIFESTYLE SOCAIL FACTORS

PROACTIVE AND TREATMENT POLICIES

HEALTH PROMOTIONBACK PAINMANAGEMENT STRESSMANAGEMENT RISKMANAGEMENT REHABILITATION‘FAMILY FRIENDLY’ POLICIES

REACTIVE POLICIES TO OCCURRENCE OF ABSENCE

PREDICTORS OF ABSENCE

MANAGEMENT TRAINING RECORDING & MONITORING EARLY LMANGEMENT CONTACT RETURN TO WORK INTERVIEWS TRIGGER POINTS CASE REVIEWS

Conclusion:

It is reported that these strategies got effective feed back from the employees

and employer’s part ion order to curb the absenteeism. It is reported that the

rate of absenteeism reduced from 34% to 20% with in a period of 6 – 10

months. The requirement here is the committed management force with

single task to carry forward this strategic function with fidelity and

accuracy. Many strategies like community intervention programs and

industrial counseling strategies have major impact on the behavior of

absented employees. It is envisaged that a culture of open communication

and collaboration can reduce the level of absenteeism through strategic

interventions.

QUESTIONNAIRE

Annexure – I

Questionnaire

1) Department:

2) How long have you been working in the organization?

3) How do you rate your job?

a) Very Good b) Good c) Satisfactory d) Unsatisfactory

4) How do you find your working conditions?


5) How are the factory conditions?


6) How are the welfare facilities in the factory?


7) How do you think is the protection from accidents in the factory?

a) Exceptionally Good b) Somewhat Good c) Satisfactory

d) Unsatisfactory

8) To what extent are the personnel policies effective in the factory?


9) How are your relations with the supervisors and the management?


10) How do you find the leave facilities in the factory?

a) Adequate b) Satisfactorily Adequate c) Not at all adequate

11) How are your housing conditions?


12) How many days in an year do you spend in religious and social

ceremonies?

a) 0 – 10 days b) 11-20 days c) 21-30 days d) 30 days & more

13) What do think are the possible reasons for absenteeism?

a) Unsuitable working conditions b) Unsuitable attitude arising out of boredom

c) Discontent with the wages d) Resentment against supervisors

e) Inadequate medical facilities for injuries f) Increased distance between

management & workers g) Social and religious functions

h) Borrowing money from co-workers

14) What according to you are the measures to reduce absenteeism?

a) Disciplinary Action b) Provision of reasonable wages

c) Motivation of workers d) Liberal grant of leave

e) safety & accident prevention f) Cordial relation between supervisors

and workers g) Provision of healthy & hygiene working conditions

15) To what extent do you think has the management tried to reduce

absenteeism?


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Documents

MAN POWER ABSENTEEISM