Kharigram (Rajasthan))
(Mayur Suitings) IN THE PARTIAL FULFILLMENT OF THE DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION 2010-2013
Submitted to:
Mr. Sanjeev Modi Principal - GSM
Submitted By:
Mohit Madan BBA 5th Sem. Roll No.- 1045xxxxxxxx
Contents
S. No. 1 2 3 4 Index of tables Declaration Acknowledgement Preface 1.1 - Group Profile 1.2 - Company Profile 5 Title Page No. -i-iii-iv-v1 10 16 17 20 20 23 29
Chapter I - Introduction
2.1 - Need for study 2.2 - Objectives of study 3.1 - Recruitment Process 3.2 - Peculiar features of
Objectives
Literature
leave and 'late to work' 3.4 - Distribution of leaves 3.5 - Effects of Absenteeism 4.1 - Questionnaire Construction
30 31 31 36 37 37 37 37 37
Chapter IV - Research
8
4.2 - Defining the population 4.3 - Sampling Plan 4.4 - Sample Size 4.5 - Period of Survey 4.6 - Limitations of study
38 41 68 72 73 74 77 81
Chapter V - Data Analysis & Interpretation Chapter VI - Findings of the study Chapter VII - Conclusion & Proof of Hypothesis
7.1 - Conclusion 7.2 - Proof of Hypothesis
12 13 14
S.No.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
Table Name
Table showing age of respondents Table showing sex of respondents Table showing respondents' educational qualification Table showing respondents' marital status Table showing position of the employee Table showing last leave taken by respondents Table showing experience of the respondents Table showing local v/s outsider respondent ratio Table showing transportation method of the respondents Table showing respondents ' boarding type Table showing other sources of income of respondents Table showing respondents' ability to communicate feelings Table showing respondents' loneliness level while working Table showing respondents' happiness while coming to work Table showing respondents' stress level at work Table showing respondents' attendance per month Table showing respondents' absents in a month Table showing respondents' ratings on basis of various factors Table showing respondents' awareness level towards company output Table showing respondents' skill utilization level Table showing respondents' salary satisfaction level Table showing respondents' flexibility and independence Table showing respondent reason for taking leave Table showing respondent absenteeism due to transport problems Table showing respondent absent due to health problems Table showing respondents' leave on requirement Table showing respondent help from company in personal problem Table showing respondent counseling from company in personal
Page No
42 42 43 43 44 45 46 46 47 47 48 49 50 51 52 52 53 55 56 56 57 57 58 59 59 60 60 61
problem 29 30 31 32 33 33 34 35 36 37 Table showing respondents' shift rotation preference Table showing respondent freedom of changing shifts Table showing respondents' shift timing preference Table showing respondents' expectations regarding facility from company Table showing respondents' leave for harvesting Last leave taken - Comparison chart (Local v/s Outsiders) Hosteller daily present-absent average Attendance graph on basis of experience Attendance pattern of respondents with other sources of income Labour losses for RSWM, Kharigram 62 62 63 63 64 64 66 66 67 67
-ii-
DECLARATION
I hereby declare that the work, which is presented in this project is partial fulfillment for the award of the degree of Bachelor Of Business Administrations (BBA), is an authentic record of work carried by me during the period from 4 June 2012 to 17 July 2012.
I further declare that no part of this project report has been submitted to any other university program or company to any other degree or certificate.
-iii-
Acknowledgement
A project is like a mission which can be successful only if all constituents work towards its completion with sincerity, synergy and follows sound professional principles. Many people have directly & indirectly played a very crucial role in planning and execution of this project work.
At the outset, I would like to express my gratitude to Rajasthan Spinning & Weaving Mills, Kharigram(Rajasthan), Mr. Rajeev Jain(COO) and Mr. N.K. Shrivastav, General Manager (HRD) for giving me this opportunity to learn with this organization. The unconditional help extended by Mr. Gourav Bakliwal(HRD) and Mr. Sunil Bhatnagar, DGM (Training) really deserves a mention at this platform. I would also like to thank Mr. Brijesh Joshi, General Manager (Personnel & Adm.), Mr. SS Shrishrimal, Asst. Manager (Personnel & Adm.) and Mr. Manish Khariwal (IT) for their immense support throughout the project.
I am thankful to our director Mr. Gurkirat Singh, Principal(GSM) - Mr. Sanjeev Modi, Head of Department - Dr. V.J. Rai, class in-charge - Mrs. Priyanka Makhija and my project guide Mrs. Amanpreet Kaur Chhabra for their inevitable guidance given to me from time to time. I would also like to thank all the teachers for every guidance given to me throughout the curriculum for their direct or indirect support.
The workers and other employees who were the focal center of my study have played an extremely important role by giving their inputs & suggestions. It is only through their feedback that an organization can improve and innovate. I would like to thank all the employees and departments of RSWM, Kharigram for their inputs and cooperation.
Mohit Madan
-iv-
Preface
In completion of Bachelor of Business Administration degree program, a research project is necessary to be conducted to give students an opportunity to have experience of the practical field. Unless and until a student experience the novelty of practical work, his/her knowledge of what he/she study in theoretical course remains incomplete. The most important point in internship is that the student should spend his time in true manner and with the spirit to learn practical orientation of theoretical study framework.
Business Administration is relating to management in an organization, hereby research project for Business Administration course students should relate with management issues. Therefore I decided to conduct a study of worker absenteeism in the textile industry in the industrial area of Rajasthan at RSWM, Kharigram.
In order to sustain in this fast-paced competitive environment, management should not only focus on the profit but they should emphasize more on workers because workers are the most valuable assets in an organization. Hiring the suitable workers can enhance the organizations value. Thus, it is important to hiring the correct workers fit with the vacancy. By this way, the organizations problem such as absenteeism issues can be reduced. Such absenteeism issue has brought negative effect toward organization, like the increasing cost of lost work time and the declining of work efficiency.
This study will help to identify the reasons behind the worker absenteeism - cultural, gender based absenteeism, season-wise based absenteeism, etc., its effects on the organization - Productivity, administrative and financial effects and lays out the suggestions to control worker absenteeism. Hopefully, this study can help the company to gain better understanding of worker absenteeism and decide on the necessary actions that can be taken to avoid it.
-v-
Chapter I
Introduction
1.1
Group Profile
"To me Bhilwara group is not a Business house, I see it is an institution that is committed to seek excellence." - L. N. Jhunjhunwala, Chairman - emeritus
Figure 1.1: LNJ Bhilwara group company map & brand leaflet
The LNJ Bhilwara group follows the belief of creating modern, stable and successful companies that benefit all its stakeholders and begets their prosperity. For decades, the group has been concentrating all its resources to bring greater enrichment in product designing, creativity, innovation and work practices, with continuous ethos of quality and excellence. Realizing the need for worldwide integration, the group's activities have been centered on quality, efficiency, customer satisfaction and sharing the ideas of people of all levels and going to great lengths to achieve them to bring the fruits of philosophy to a greater number of people, it has taken up the task of continuing to identify new focus areas that will drive the growth of the group in the years to come.
1.2
The LNJ Bhilwara group, founded by Mr. L. N. Jhunjhunwala is a business group with a global presence. It actively seeks growth and profitability by investing in variety of systematically identified business making. It is a multi-product conglomerate with interests in a range of industries such as textiles, graphite electrodes, power generation, sponge iron, information technology and IT enabled services.
The group started its operations in 1961. It has risen to become one of the largest business firms in the Indian federation, with over 25000 employees and production units positioned at strategic locations across the country. Following the success of their early power project the 15 MW at Tawa Nagar (M.P) in early 1997, the group has recently commissioned in July 2001, India s first hydroelectric IPP 86 MW Malana power project in a record time of 30 months at Kullu (H.P).
RSWML, the flagship company of the LNJ Bhilwara group, manufactures yarn (viscose, blended and cotton) and fabric, for domestic and export markets. The company has an installed capacity of 3,60,000 spindles spread over four locations - Kharigram, Banswara, Rishabdev and Bhilwara, in Rajasthan. RSWM has consolidated its position in spinning and weaving, by expanding capacities, modernizing existing operations and introducing new value added products, which are the key success factors in the highly competitive polyester viscose (PV) yarn industry.
The Rs. 25,575 million LNJ Bhilwara Group is engaged in various businesses like textiles yarn spinning, woven and knitted fabrics, knitted garments, fabric processing, manufacture of graphite electrodes, sponge iron and power generation. The other major companies in the group are HEG Limited (manufacture of graphite electrodes), Maral Overseas Limited (export of knitted garments), BSL Limited (spinning and weaving worsted yarn), Bhilwara Spinners Limited (spinning and weaving PV yarn), Bhilwara Processors Limited (textile processing) and Malana Power.
1.3
Background
Kharigram, P.O. Gulabpura Dist. Bhilwara, Rajasthan. Pin 311021
Registered office
Bhilwara Bhawan, 40-41 Community centre, New Friends Colony, New Delhi. Pin - 110065
Incorporation year
1960
Ownership group
Main activity
Listed on
Bombay Stock Exchange, Calcutta Stock Exchange, Delhi Stock Exchange, National Stock Exchange
The founder of LNJ Bhilwara group is Shri Lakshmi Niwas Jhunjhunwala, set up a jute export company at the young age of 19 and within three years it had become one of the Indian top ten concerns. Diversifying into iron and steel manganese and iron ore in the next few years saw third largest Iron Exporter. In 1960 he ventured into another area i.e. cotton textiles under the name Rajasthan spinning and weaving mills Ltd. The flagship of LNJ Bhilwara group which started 4
with cotton, later diversified into synthetic and worsted woolen and knitted garments too. Simultaneously, the groups made its way into other areas like graphite, electrodes, sponge iron oil drilling, hydropower production and financial services. Today a group is all set to explore other areas like petrochemicals and telecommunications.
1.4
Rajasthan Spinning & Weaving Mills Ltd. (RSWM) Plant Location 1. 2. 3. 4. 5. Kharigram (Rajasthan) Banswara (Rajasthan) Mandpam (Rajasthan) Rishabdev (Rajasthan) Ringas (Rajasthan) Fiber dyeing, Spinning dyed and grey yarn Spinning PV blended cotton and open end grey yarn Mlange cotton dyed yarn and yarn dyeing Spinning PV blended grey yarn Fiber Dyeing & Spinning dyed yarn Spinning, Weaving, Processing and finishing cotton 6. LNJ Nagar, Mordi (Rajasthan) ring and Open End spinning, Weaving & Rope Dyeing, processing and finishing Denim fabric
Maral Overseas Ltd. (MARAL) Plant Location 1. 2. 3. Maral Sarovar (100% EOU) Jammu (J&K) Noida Cotton spinning, knitting, dyeing and finishing knitted garments Cotton knitted fabrics and knitwear Knitwear and sweaters
BSL Ltd. (BSL) Plant Location 1. Bhilwara (Rajasthan) PV and worsted spinning, PV and worsted weaving and silk fabric
RSWM - SISA SA Plant Location 1. Barcelona, Spain Spinning cotton, viscose and acrylic dyed yarn
Cheslind Textiles Ltd. Plant Location 1. Bagalur Spinning cotton, compact, gassed and mercerized yarn and knitting Spinning cotton, compact, gassed and mercerized yarn and knitting
2.
Pondicherry
1.4.2
HEG Ltd.
Thermal
Plant Location 1. 2. 3. Mandideep Tawa Durg (Madhya Pradesh) Graphite Electrodes, Captive thermal power generation Captive Hydro Electric Power Generation Sponge Iron, Waste heat recovery
Maral Overseas Ltd. Plant Location 1. Maral Sarovar Captive Thermal Power
RSWM Limited Plant Location 1. LNJ Nagar, Mordi (Rajasthan) Thermal Power generation
1.4.3
Power
Bhilwara Energy Ltd. Plant Location 1. 2. Pathankot Tawang UBDC Stage - III Hydro electric power generation Nyam Jang Chuu Hydro Electric Power Generation
Malana Power Company Ltd. (MPCL) Plant Location 1. Malana - Kullu (Himachal Pradesh) Hydro Electric Power Generation
A D Hydro Power Ltd. Plant Location 1. Allian-Duhagan (Manali - Himachal Pradesh) Hydro Electric Power Generation
Indo-Canadian Consultancy Services Ltd. Plant Location 1. Noida (UP) Power Engineering Services
1.4.4
Information Technology
Bhilwara Scribe Pvt. Ltd. Plant Location 1. 2. Bhopal (Madhya Pradesh) Bengaluru Medical Transcription services Medical Transcription services
1.
Bengaluru
IT services
1.4.5
Offices
Regional/Marketing Office Office Location 1. 2. 3. 4. 5. 6. 7. Mumbai Kolkata Bangalore New Delhi Ludhiana Amritsar Bhilwara
1.5
Company Profile
RSWM Limited, the flagship company of LNJ Bhilwara Group, is a professionally managed, progressive and growth-oriented and one of the largest textile manufacturer in the country, primarily producing synthetic, blended, mlange, cotton & specialty yarn, fabric and denim.
RSWM was established in 1960, an IS/ISO 9001:2001 and SA 8000:2008 accredited Company, has 8 state-of-the-art manufacturing plants which moved from strength to strength and today, it operates about 3,60,000 spindles, having 1,10,000 MT yarn capacity. It is equipped with inhouse fabric weaving and processing facilities of about 35.6 MM for fabric and denim fabric. RSWM is self-reliant in Captive Power Generation of 46 MW that feeds all its integrated units spread across the state of Rajasthan. Modern technologies and world class skills have enabled the company to produce the finest quality adhering to stringent international norms.
The main competitive strength of the company is its innovative product range that includes specialty, functional, technical and eco-friendly yarn and fabric along with basic and commodity products. The company recently has shifted its focus to produce more and more natural textiles in order to meet the emerging needs of the market.
RSWM exports a complete range of yarn and fabric to over 70 countries worldwide, giving the company a large, visible presence across Europe, South Africa, North America, Australia, South Korea, Belgium, Singapore, Italy, Egypt and the Gulf countries. The Company holds the prestigious Three Star Export House status and has received Export Awards from the Synthetic and Rayon Textiles Export Promotion Council consecutively for several years. The Company is a recipient of the Rajiv Gandhi National Quality Award received from the Bureau of Indian Standards for the years 2006 and 2007. RSWM has also received "Niryat Shree" - Certificate of
10
Excellence (Non-SSI) award for the category of textile and textile products. RSWM is one of the leading brand `Mayur Suitings enjoys a high brand equity in its target segment in the country. The Gulabpura unit of RSWM has sprawling area of 62501 sq. meters, employing 1965 skilled and 296 unskilled manpower. The units annual production capacity of yarn is 14,400 tons and 12 million meters of fabrics.
1.5.1 Company Mission "With unique insight into consumer behavior, we strive to offer the best. Following distinct business strategies, the company will continue its tradition of manufacturing the finest products." 1.5.2 Company Vision "RSWM envisages itself as a trend setter of the textile industry. It is committed to introduce innovative products in the industry which will set new standards." 1.5.3 Company Policy 1.5.3.1 Quality Policy: We, at RSWM Limited, engaged in the production of textiles commit ourselves to achieve total customer satisfaction. Consistently meeting the customer and other product related requirement. Using modern technology Continual improvements in the effectiveness of quality management system. Involvement of all concerns.
1.5.3.2 Environmental Policy: We, at RSWM Limited, engaged in the production of textiles commit ourselves to: Preventing pollution through efficient use of resources and operational control Making continual improvement in our environmental performance by controlling various releases. Complying all applicable environmental legislations and regulations.
11
a. ISO:9001 Quality Assurance in design, development, production, installation and servicing. This model is stringent in the product design and after sales service and cannot deviate the patterns. b. ISO:9002 Quality Assurance in production, installation and servicing. This model has an imbibed flexibility in it, which assures that the producers can be lithe in making their designs. The inspections so provided are at the elementary shop-floor level. Rajasthan Spinning & Weaving Mills Ltd. (Mayur Suitings) is the first integrated mill which is the recipient of ISO 9002 in Rajasthan. c. ISO:9003 Quality Assurance in the final inspection and test. from
1.6
RSWM workers work in 3 shifts. The production process is nonstop. The first shift timing is from 7:00 A.M. to 3.00 P.M. The second shift is from 3.00 P.M .to 11:00 P.M. And the third shift is from 11 P.M. to 7.00 A.M. Nearly 4679 workers are working in the mill.
A dream that started small and grew on the wings of an embedding passion to grow, to lead, to show the way. A vision that saw a small textile unit pioneer a boom in the textile synthetic yarn market. It emerged as a leader in yarn and fabric overtime. A leader called Rajasthan Spinning and Weaving Mills Ltd. or RSWM, a name that stands for world class yarn and fabrics. They have an installed capacity of 131,376 spindles and 69 looms. They have also build Mayur, one of
12
the India's top textile brands. With a product range that includes P/V yarn and fabric, flameretardant fabric, specialty Tensile and Lycra blends. RSWM also do grey yarn, with strengths in P/C and other cotton blended yarns The unit provides employment to 4300- 4600 workers and to about 250-270 staff members including employees, personnel and executive. All the workers and staff members are governed by same rules which fall under the preview of Industrial employment standing orders act, 1946.
13
1.7
14
1.10
Process of Manufacturing
Fiber Dyeing Fiber Dyeing is the process of dyeing the Grey fiber into colored fiber. The yarn can be produced in various colors according to the requirement of the customer. Mixing Mixing is the process of combining dyed fiber and grey fiber in a homogeneous manner to produce a particular colour for the yarn. The mixing process gives out a homogeneous mixture of dyed and grey fibers. Blow Room Fiber is received at the mill in highly compressed bales. Bales of different varieties are opened at time and layer of fiber from each bale is fed alternatively, into the machine with a view to obtain uniform blend. It is cleaned in blow room line. Carding The blow room lap is fed into carding machine. The fiber is subject to the action of sharp wire points of licker cylinder, doffer and flatter resulting in the further removal of neps and waste. After processing in, comes out in the cane. Drawing On the drawing frame, a uniform sliver lab is produced- by 6 to 8 card sliver and drafting them proportionately. Here parallelization of fibers is achieved and this process is repeated twice for carded yam and the sliver lab is then fed to the speed frame. Speed Frames This term' Speed frames' is used to designate a group of machines in which fiber in the form of drawing sliver is reduced to a much smaller size by drafting and a slight twist. Ring Frames The final yarn is spun on ring frames by drafting and twisting the rove from the speed frames. The drafts and twist .varies depending on the count and quality of yarn required. Doubling Generally two yarn threads are sending parallel on single cone on a doublers winding machine. Thereafter such yarn is twisted together on a ring doubling machine to form a double yarn.
15
1.11
1.11.1 Strengths RSWM is pioneer company of LNJ Bhilwara Group which is the largest exporter of polyester / viscose yarn. It has won SRTEPC, highest export award for polyester / viscose yarn exports in year 2001-02. RSWM has been accorded Golden Trading House since 1998. Its products known as quality product and bagged the premier in comparison of competitors product. RSWM is accorded with certificate of IS/ISO 9001:2000 and weighted for quality commitment and consistency. Its fabric is marketed with the well known brand name of Mayur. RSWM having high-speed looms for fabric production and more than 90% auto coners for yarn 100% captive & standby power generation. Trend setter in the industry for new Plant/Machinery and products. Continuous in house Research and Development cell and also Group R&D centre. Textiles future better after opening of quotas. 1.11.2 Weakness: Competition with the local process houses/independent loom units in piece dyed suiting qualities in view of their lower administering and other costs. Continuous product development will enable to compete with them. Proportionate lower percentage in the export looking to the overall production although the exports increased compared to the last year. RSWM is not able compete with local Bhilwara market with the reference of trading channel. Worker Absenteeism is one of the major weaknesses of all the industries in this belt. RSWM is no exception to this.
1.11.3 Opportunity:
RSWM has well-established marketing arrangement to sell its yarn all over India and worldwide.
RSWM marketed its fabric to dealers network spread throughout the India.
16
RSWM introducing the flame-retardant fabric, and yarn and in the leading position. Introduced Lycra yarn and fabric in PV yarn. Having vision to penetrate in the readymade market RSWM capable to enter into the high profile contract furnishing and decorative fabric and other value added fabric. Export to USA. 1.11.4 Threat: Opening of the import and duty reduction. Competition with the textured yarn being lower production cost and high durability. Increase trend of the readymade garment and fashion fabrics viz. cotton fabric as against individually stitching change
Absenteeism is the term generally used to refer to unscheduled employee absences from the workplace. Many causes of absenteeism are legitimate, for example personal illness or family issues, but absenteeism also can often be traced to other factors such as a poor work environment or workers who are not committed to their jobs. If such absences become excessive, they can have a seriously adverse impact on a business's operations and, ultimately, its profitability. The Labour Bureau of India defined the absenteeism rate as - "the total man-shifts lost because of absences as a percentage of the total number of man-shifts scheduled."
Absenteeism in Indian industries is not a new phenomenon. It is the manifestation of a decision by employees not to present themselves at their place of work, at a time when it is planned by the management that they should be in attendance. Many research reports reveal that there has been a phenomenal increase in absenteeism in some industrial sectors. The absenteeism becomes a
17
problem to organizational management particularly when employees stay absent from their work environment without giving sufficient notice and by justifying their stand by furnishing fake reasons.
The activities involved in HRM function are pervasive throughout the organization. Line managers, typically spend more than 50 percent of their time for human resource activities such hiring, evaluating, disciplining, and scheduling employees. Human resource management specialists in the HRM department help organizations with all activities related to staffing and maintaining an effective workforce. Major HRM responsibilities include work design and job analysis, training and development, recruiting, compensation, team-building, performance management and appraisal, worker health and safety issues, as well as identifying or developing valid methods for selecting staff. HRM department provides the tools, data and processes that are used by line managers in their human resource management component of their job.
18
Chapter II
19
2.1
The study is on worker absenteeism in RSWM, Kharigram that has a high worker absent ratio, the highest being 18.19% in the financial year 2009-2010. The worker absenteeism is booming HR issue in many industries. It helps to find cause of employee absenteeism, based on certain factor like working condition, leadership style, work stress, leave days, work and local culture and salary level.
This study can be helpful to the management to improve its core weaknesses by the suggestions and recommendations prescribed in the project. The need of this study can be recognized when the result of the related study need suggestions and recommendations to the similar situation.
2.2
20
Chapter III
Review of Literature
21
The human resources of an organization consist of all people who perform its activities. Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce. In broader terms, all decisions that affect the workforce of the organization concern the HRM function.
The activities performed by HRM professionals fall under five major domains: (1) Organizational design, (2) Staffing, (3) Performance Management and Appraisal, (4) Employee and Organizational Development, and (5) Reward Systems, Benefits and Compliance
Recruitment, employee orientation, selection, promotion, and termination are among the activities that fit into the staffing domain. The performance management domain includes assessments of individuals and teams to measure, and to improve work performance. Employee training and development programs are concerned with establishing, fostering, and maintaining employee skills base don organizational and employee needs.
Reward systems, benefits and compliance have to do with any type of reward or benefit that may be available to employees. Labor law, health and safety issues and unemployment policy fall under compliance component.
In an increasingly dynamic business environment, the availability of the right information at the right time is of paramount importance for managing the various functions of an organization. Needless to state, that the most important resource in any organization are people. Managing the human resource is a mammoth task as the requirements are varied and often, unpredictable too. From the organizations point of view, a wide range of requirements need to be addressed such as recruitment, compensation and retirement.
22
3.1.1 Worker Recruitment In Rajasthan Spinning & Weaving Mills Ltd. Kharigram, there is a recruitment policy for apprentice and worker. Worker recruitment process is here under:
3.1.2 Sources of recruitment In Rajasthan Spinning and Weaving Mills Ltd. Kharigram, untrained persons are recruited from following options: (i) Internal Sources: The internal sources of the recruitment include personnel already on the pay roll and wish to return or whom the company may like to re-hire, like those who left their job voluntary or were laid-off. This kind of source offers several advantages: Selection and Placement of existing employees are simple and economical The employer is in a better position to appraise the skill and capability of present employees accurately It improves employee morale as internal promotions provide opportunities for advancement It promotes loyalty among the employees Persons already employed can be more easily inducted and trained for new jobs.
(ii) External Sources: These sources lie outside the organization, and usually include: Persons introduces and recommended by present and former employees or trade unions Employment exchanges and private employment agencies Open advertisements Education, technical and professional institutions Contractors and jobbers Gate hiring of unskilled workers 23
For this, the company uses the following options: A) Direct Recruitment: On every Monday people from the surrounding villages come at factory main gate. Recruitment officer of the mill visits at main gate and select suitable person as per factory norms and policy. B) Camp Interview: In case of excess shortage of workers, a recruitment camp is organized in Panchayat Samittee and suitable persons are recruited directly in this camp through company recruitment person. C) Rozgar Mela: Rozgar Mela is also organized through District Employment Office and suitable person is selected there for recruitment. 3.1.3 1. 2 3 4 5 6 Recruitment Norms 18 to 24 years Class 7th and above Transfer Certificate, Character certificate, Police record, two passport sized photographs and family photograph Minimum 45 Kg. Minimum 5 feet 5 inches Two guarantor of mill workers.
3.1.3.1 Test Details: After verification of above documents, if any candidate found suitable, candidate is required to fill form in his own handwriting. After that, the following test are conducted: 1) Physical Test 2) Color Vision Test 3) Intelligence Test 4) Aptitude Test
24
Once the workers are recruited, their wages are given as per the set standards of the company. The company has categorized the workers into three categories and provides wages to them on the set standards for each category. The wage structure is given below. Worker Category 1. 2. 3. Worker Jr. Badli Sr. Apprentice Wage rate per day Rs. 200 - 210 Rs. 190 - 200 Rs. 160 - 180
The workers receive these wages on the 10th of every month. These workers are also provided with bonuses and incentives based on the attendance and performance on every Independence Day and Republic Day at special functions. As per the RAMCO reports, the state-wise on roll position of the workers/recruits for the past four months is given in the table below: State March '12 On roll Rajasthan Uttar Pradesh Bihar Madhya Pradesh Maharashtra Orissa Nepal Jharkhand West Bengal 2795 286 96 239 1 53 1 7 4 % 80.22 8.21 2.76 6.86 0.03 1.52 0.03 0.20 0.11 April '12 On roll 2803 290 96 243 2 60 1 5 4 % 79.95 8.27 2.74 6.93 0.06 1.71 0.03 0.14 0.11 May '12 On roll 2825 299 98 256 2 67 1 5 7 % 79.31 8.39 2.75 7.19 0.06 1.88 0.03 0.14 0.20 June '12 On roll 2883 316 98 273 2 64 1 5 7 % 78.96 8.66 2.68 7.48 0.05 1.75 0.03 0.14 0.19
25
1 1 3484
1 1 3506
1 1 3562
1 1 3651
As per the table, the on roll position for the local Rajasthani workers is very high as compared to the or roll position for workers that are from outside the state. The company aims at increasing the number of workers from outside Rajasthan and make it up to 40% as compared to 21.04% as in June 2012. Unlike every company in Rajasthan, RSWM faces a severe human resource crunch. The Rajasthan belt has been facing a problem of worker shortage due to the development in the eastern states of India like Bihar, Jharkhand, etc. The local people of Rajasthan have a severe problem of remaining absent from work due to various reasons that will be stated later in the project. As per the Labour Bureau of India, the absenteeism trend in various years throughout the industries in India is shown in the graph below:
12 10
Percentage
2006
2007
2008
2009
2010
Absenteeism Percentage
Figure 3.1: Absenteeism Percentage in past 10 years in India (Labour Bureau Statistics)
26
Information regarding absenteeism amongst workers in an industry or an industrial establishment on account of reasons other than strikes, lockouts, lay-off, weekly rest or suspension, provide a sound database for gauging the employees morale, commitment and level of job satisfaction which have a direct bearing on productivity. The effects of high levels of absenteeism are wide ranging and affect everyone in the organization. It cannot be purely regarded as a management problem. Employers, workers and their representatives have an obligation towards the organization in ensuring that absence of workers do not jeopardize their prosperity or job satisfaction and or committed level of output. Absenteeism is also one of the indicators to evaluate and monitor various employees welfare programs and labour policies. With this aim in view, statistics on absenteeism amongst the directly employed regular workers are collected on a regular basis as a part of the Annual Survey of Industries by the Labour Bureau of India. Absenteeism rate amongst these workers in an industry or a state are worked out as percentage of mandays lost on account of absence to the mandays scheduled to work in the respective industry or state. The absenteeism data for the top four states with maximum and minimum absenteeism percentage categorized into public, joint and private sector is given in the table below.
Table for States with maximum absenteeism percentage (2008) S.no. 1 2 3 4 State / U.T. Andaman & Nicobar Islands Delhi Himachal Pradesh Kerala Public Sector (%) -14.63 11.01 11.42 Joint Sector (%) 17.03 23.83 28.99 12.80 Private Sector (%) 12.15 13.23 12.29 12.22 Overall (%) 14.01 13.21 12.29 12.21
Table for States with minimum absenteeism percentage (2008) S.no. 1 2 State / U.T. Manipur Nagaland Public Sector (%) --Joint Sector (%) --Private Sector (%) 1.34 2.23 Overall (%) 1.34 2.23
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3 4
Orissa Tripura
5.33 --
9.08 --
2.44 3.05
2.74 3.05
The Labour Bureau of India also classifies the absenteeism data on the basis of industry. The industry wise data with the top three industries with the maximum and the minimum absent percentage is shown in the tables below. Table for industries with maximum absenteeism percentage (2008) S.no. 1 2 3 Industry Manufacture of sports goods Reproduction of recorded media Manufacture of tobacco Absent (%) 16.40 16.26 13.51
Table for industries with minimum absenteeism percentage (2008) S.no. 1 2 3 Industry Mining and Quarrying Sewerage Manufacture of basic Iron and Steel Absent (%) 4.48 5.49 5.57
In the state-wise absenteeism percentage, Rajasthan is ranked at 8th position with worker absent percentage of 11.51 %. At such a high worker absent ratio and being in Rajasthan, RSWM, Kharigram also faces this worker absenteeism problem. The absenteeism trend for RSWM, Kharigram for the years 2007 - 2011 is shown in the graph below:
28
Absent Percentage
Figure 3.2: Absenteeism percentage trends for years 2007-2011 in RSWM, Kharigram
On roll - Leave - Absent percentage table for three months at RSWM, Kharigram
Month March - 2012 April - 2012 May - 2012 On roll 3369 3295 3450 Leave (%) 5.50 6.72 4.84 Absent (%) 14.47 17.68 15.11
29
c.) The rate of absenteeism varies from department to department within a unit. As the size of the group increases, the rate of absenteeism goes up. This difference in the rate of absenteeism is believed to be due to the peculiar style and practices of management, the composition of the laborer force and the culture of the organization. d.) The percentage of absenteeism is generally higher in the day shifts. e.) The percentage of absenteeism is much higher in coal and mining industries than in organized industries f.) Absenteeism in India is seasonal in character. g.) It is the highest during March-April-may, when a land has to be prepared for monsoon saving, and also in the harvest season, when the rate goes as high as 40 percent.
30
In case of a late entry, the system marks the worker as absent. To avoid the absent in the system, the worker needs to submit an application to the Time Office with proper reason for being late. The executives at the Time Office then modify the entry accordingly with a grant from the Personnel Department head. To apply for a leave, the workers need to give a written application to the personnel head. The data for the attendance is available in the form of RAMCO reports.
Even with such a high-tech system for attendance, the absenteeism ratio at RSWM, Kharigram is very high. The data shows that the absenteeism was at 16.41% for the year 2011. This requires to give a detailed study to the causes of absenteeism and its impacts.
31
Company
Effects of absenteeism
Society
32
33
Decreases the Purchasing power Leads to family problems Increases mental stress Leads to inefficiency in his job Loss of employment
34
Chapter IV
35
Research study proposes to utilize both primary and secondary data for brining out certain empirical facts about Human Resource Management at Rajasthan Spinning & Weaving Mills Ltd.: To collect the Primary Data the following methods have been used :
Personal Interview of HR-Personnel. The heads of the HR and Personnel department were interviewed personally to find out about the structure of organization and the various policies that are in use.
Personal Interview of various workers. Questionnaires were prepared and personal interview was conducted. Most of the questions consisted of multiple choices. Proper care was taken to frame the interview schedule in such a manner it should be easily understood in view of educational level of the workers.
Observation Method Observation method was used to find out absenteeism amongst the workers. For this, the various data from the company were taken and studied.
To collect the Secondary Data the following methods have been used :
Various records available with HR Department The records of worker attendance and his profile were taken from the Time Office, HR and IT department in the form of RAMCO reports.
Various formats used to carry out tasks Various methods, procedures, rules in practice
36
4.3
Sampling Plan:
A sampling plan is a definite design for obtaining a sample from the sampling frame. It refers to the technique or the procedure the researcher would adopt in selecting some sampling units from which inferences about the population is drawn. Sampling design is determined before any data are collected.
Convenient Sampling technique was adopted. In this method the researcher select those units of the population in the sample, which appear convenient to him or the management of the organization where he is conducting research.
4.6
Every study has its own limitations. This study is not excluded from that. During the study and the making of the project, a lot of problems were faced and many limitations implemented.
Time constraint is the major limitation of this study. The duration of study was not enough to find each and every detail of the problem.
37
The data collected through the surveys may not be accurate because some workers were not willing to co-operate in the study.
Another limitation can be counted as the sample taken. Random sampling technique was implemented along with sampling done according to convenience. The sample size is comparatively small as compared to the whole population.
Some of the policies/data of the company are confidential that cannot be revealed publicly. This has proved a major problem in making accurate studies.
K.G. Desai classified absenteeism in to two types viz., authorized absenteeism and unauthorized absenteeism. Authorized absenteeism is permitted absenteeism i.e., taking leave prior permission of an employer. Unauthorized absenteeism means taking leave without prior permission of an employer. Absence of worker on account of strike or lock out or layoff i.e., involuntary absent is not considered as absence for the purpose of absenteeism study.
During the induction program at RSWM Ltd., Kharigram, I had the opportunity to go inside the manufacturing plant and get a first hand experience of the manufacturing process and the place 38
where all the work is actually done. It was during this period that I realized the problem of absenteeism at worker level and the need to curb it. As per my own knowledge level and inputs from various employees, I figured out the possible causes for the worker absenteeism. These are the basic features on which the research is based. The causes are as mentioned below: 1. Habitual absenteeism This can be referred to as a worker's habit to skip work out of laziness or other reasons. 2. The physical health of the worker A worker who is not physically fit will remain absent from work, either in authorized or unauthorized manner.
3. Attitude A worker's attitude towards work matters a lot. A worker with a bad attitude towards the work will stay abstain from work much more than a worker with a good attitude. 4. Working conditions With proper working conditions and infrastructure, any worker would be motivated towards achieving a higher present rate. The working conditions includes facilities like cold water, good food at canteen, sanitation, proper toilet facilities and application of right skills at right places. It also includes job stress, worker relations, etc. 5. Social structure The most important cause for any working business is the social structure within which it's plant or facility is located. The social structure of Rajasthan may be one of the causes for high rate of absent workers. 6. Family circumstances Family circumstances may also prove to be a hindrance when it comes to reporting to work everyday. It is possible that a person may be having issues at home due to which (s)he may not be able to attend the work. 7. Financial problems of the worker It is highly possible that a person may be unable to report to work due to financial conditions. (S)He may be facing the crisis of the recession and downgrading of economy and increased inflation. 8. Other sources of income -
39
It is highly possible that a worker may have other sources of income that gives him more money in one day than he can earn in a month by working at the plant.
These are the basic causes that may be affecting the attendance of a worker in RSWM, Kharigram. The hypothesis is aimed at finding the main causes at the plant and the impacts it has and stating the probable solutions to the problem. To check the accuracy of the hypothesis, a detailed study was carried out. The analysis is shown further in the project.
40
Chapter V
41
5.1
Age of respondents
60% 34% 3%
18-25 26-35 36-45 45 above
3%
INFERENCE It has been inferred that 59.64% of workers who participated in the survey are in the age group 18-25 years old, 34% workers are in age group 26-35 years old and the age groups of 36-45 and 45 above have 3.33% workers each. The final inference is therefore that the company generally prefers to employ young people.
5.2
Sex of respondents
Gender Male Female Total Number of respondents 80 70 150
Gender of respondents
53% 47%
Male
42
INFERENCE This infers that the 53% of workers who participated in the survey are males and the remaining 47% were females. Although this is to be noted that the random sampling technique was used and the respondents' gender ratio was chosen accordingly.
5.3
Educational Qualification
Qualification Below 7th 8th - 10th 11th - 12th Graduate Total Number of respondents 47 70 28 5 150 Percentage (%) 31.33 46.67 18.67 3.32 100
Educational Qualification
47% 31% 19% 3%
Below 7th 8th - 10th 11th - 12th Graduate
INFERENCE It is inferred that the 31% of the respondents taking the survey were educated up to 7th grade, 47% respondents were educated between 8th to 10th grade, 19% have completed their higher education and only 3% of them are graduate. This infers that the number of workers having the primary education is very low in the plant.
5.4
Marital Status
Status Single Number of respondents 33 Percentage (%) 22
43
112 0 5 150
Marital status
75% 22%
3% 0%
Single Married Divorced Living separately
INFERENCE It infers that the number of respondents taking the survey has a high percentage of married people being 75%, only 22% of them are still single, 3% of respondents are married but live away from their families and none of them are divorced. The final inference is that the workers are generally married by the time they reach the age of 25, the age group constituting highest portion of workers in the plant.
5.5
75% 22% 3%
Worker Badli Apprentice
44
INFERENCE The chart infers that the respondents taking the survey was constituted of 76% of workers, 3% badli workers and 21% apprentices. The final inference being that the number of trainees being promoted to the permanent workers is very high. 5.6 Last Leave taken Period Less than 1 month ago Between 1-2 months Between 3-4 months Between 5-6 months More than 6 months ago Total Number of respondents 23 75 14 0 38 150 Percentage (%) 15.33 50 9.33 0 25.34 100
INFERENCE This chart infers that 51% of respondents had last taken their leave nearly 1-2 months ago, 9% of respondents last took leave 3-4 months ago, 25% said they took leave last time more than 6 months ago, 15% workers took leave in just the previous month. The final inference came out after checking up the RAMCO records that nearly 80% of the respondents were lieing in this regard.
45
5.7
Below 2 years
2-5 years
Above 5 years
INFERENCE The studies inferred that the number of respondents working with the organization for more than 5 years was about 9%, those with 3-5 years of experience with the company was 47% and about 44% of respondents were comparatively new and working for less than 2 years. The final inference being that the ratio of new workers is very high as compared to the ratio of those associated for a long time.
5.8
61%
Local Outsider
46
INFERENCE It infers that about 61% of respondents to the survey were locals, i.e., belonging to the state and only about 39% of them were belonging to other states. The final inference being that the ratio of local workers is very high as compared to the outsiders.
5.9
5% 24%
Method of transportation
16% 55%
Bus
Own vehicle
Other
Not required
INFERENCE It infers that 24% of the respondents taking the survey use the bus facility provided by the company, about 8% use their own vehicle as mode of transportation and about 16% of them had other methods of transportation while 55% did not require any transport services. The final inference is that quite a large number of workers prefer to avail bus facility that has concessions from the company.
47
Boarding type
45% 55%
Hostel
Non-hostel
INFERENCE The above chart infers that the number of respondents living in the hostel is about 45%, whereas the number of non-hostellers are 55%. Although, it is not a fact because of the limitation of sampling technique.
Number of respondents 25 12 4 10 51
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34%
66%
Yes
No
22%
INFERENCE The above charts infer that the total number of respondents consisted of about 34% people who had other sources of income apart from working in the company. The final inference being that nearly 1/3rd of the workers are not completely dependent upon the unit for their livelihood.
49
78% 12%
3% 3%
Always Frequently Occasionally Rarely
4%
Never
INFERENCE The above chart infers that about 79% of the respondents were always able to communicate their feelings with others, nearly 12% were frequent with it and about 3% each either occasionally, rarely or never communicated with others. The final inference being that a large portion of respondents are familiar with the people and have not had a communication gap amongst them. But there were still 10% people who require to find a way to communicate.
Frequently Rarely
2%
50
INFERENCE This graph infers that the total number of respondents who always felt lonely while working was limited to just 1%, 19% frequently felt lonely, 13% occasionally felt lonely and about 67% rarely or never felt lonely. The final inference is that most of the workers never feel lonely while at work.
71% 25%
1%
0%
3%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
INFERENCE This chart infers that about 70% of respondents are happy while coming to work, about 25% are extremely happy while coming to work and about 5% respondents were either just ok or unhappy while they came to work.
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56%
13%
25% 3% 3%
Strongly agree Agree Neutral Disagree Strongly disagree
INFERENCE The above chart indicates that nearly 56% of respondents felt stress at work, while 13% were overly stressed when at work. About 28% respondents said they were not stressed whereas 3% of them said they were just fine with the stress. The final inference is that a large section of workers are too stressed with their work.
52
6%
20-22 23-25 26-28 29-31
INFERENCE
This infers that about 13% of respondents had an attendance of 20-22 days per month, nearly 54% had attendance of 23-25 days per month, 28% had attendance of 26-28 days per month and 6% had attendance of 29-31 days per month.
83%
3%
0 1 to 5 5 to 10 10 to 15
1% 12% 1%
16 to 20
53
INFERENCE This infers that about 3% of respondents were not absent for even one day in a month, about 83% said they were absent for 1-5 days every month. 13% respondents said they were absent for 6-10 days per month and 1% each said they were absent for 10-15 and 16-20 days per month.
54
5.18
Workload
53.33
8.66
18.67
Working Hours
12.67
53.33
9.22
20
4.68
Management Policy
3.23
28
28.67
Working Environment
12.67
74.67
3.33
1.33
50
46.67
3.33
Work Satisfaction
42
46.67
3.33
Motivation
21.33
53.33
12
12
1.34
9.37
9.37
21.87
28.12
31.25
Facilities provided
1.33
36
12.67
46.67
3.33
55
100 %
41%
Yes
No
INFERENCE It infers that about 60% of respondents thought that their absence affected the company's output whereas 40% people did not believe that their absence affected the company's output in any manner.
Good
Fair
Poor
56
INFERENCE This infers that about 26% of respondents believe that the employer / company is utilizing their skills at a good level, 59% believe that they can still do better work than they are doing now and 15% believe that their worker skills are being utilized poorly in by the unit.
Sufficient
Moderately sufficient
Neutral
Insufficient
INFERENCE This infers that about 38% of the respondents felt that the salary paid by the company is sufficient for them, 25% believed it was moderately sufficient, 3% thought that the salary was just fine and 34% said that the salary being paid is insufficient for them.
57
2 150
Flexibility and Independence allowed
1.33 100
34%
57%
1%
5%
3%
Satisfied Neutral Dissatisfied Highly Dissatisfied
Highly Satisfied
INFERENCE It infers that 34% of respondents are highly satisfied with the flexibility allowed at work, 57% are satisfied, 3% think that it is just ok, 5% are dissatisfied and nearly 1% are highly dissatisfied with the flexibility and independence allowed at work.
41%
44%
6%
Personal problem
3%
6%
Financial problem Working environment Other
Health problem
58
INFERENCE It infers that about 41% respondents took leave from work due to personal problems, 44% due to health problems, 6% due to financial problems, 3% because of the working environment and 6% had other reasons to take leave.
3% 13%
Rare
INFERENCE It infers that about 13% were often absent due to transport problem, 14% respondents were absent in some cases, 3% were rarely absent due to transport problem and 15% never took off due to transport problem and 55% do not use any transportation service at all.
59
33 150
22 100
47%
22% 9% 22%
Always Often Rare Not at all
INFERENCE This infers that about 47% of respondents remained absent from work due to health problems most of the times, 22% were absent quite often, 9% were rarely absent due to health problems and 22% were never absent due to health problems.
78% 22%
Yes
No
INFERENCE This infers that about 78% of respondents were able to get leave as and when required but 22% said they could not get leave on demand.
60
44% 22%
34%
In some cases
Often
Not at all
INFERENCE This infers that about 44% respondents get help from company in their personal problems in some cases, 34% get help often and 22% believed they never get any help from the company in their personal problems.
63% 37%
Yes
No
61
INFERENCE This infers that about 63% believed that they need counseling from the company in solving their personal problems and 37% believe they do not require any counseling.
37%
50%
13%
Weekly Fortnightly Monthly
INFERENCE It infers that 37% respondents would prefer weekly shift rotations, 50% would prefer fortnightly shift rotation and 13% prefer monthly shift rotations if implemented in the company.
31%
60%
9%
Yes No Rarely
62
INFERENCE This infers that about 31% respondents said that they had freedom to change their shifts, 60% said they did not have freedom to change their shifts and 9% said they could rarely change their shifts.
77% 19%
4%
Morning Afternoon / Evening Night
INFERENCE It infers that about 77% of respondents prefer morning shifts to just 19% who prefer afternoon/evening shits to only 4% who prefer night shifts.
63
44%
40%
16%
Medical Transportation Other
INFERENCE It infers that about 44% respondents expect better medical facilities from the company, 40% expect better transportation services and 16% expect other types of facilities from the company.
31%
69%
Yes
No
INFERENCE This infers that about 31% of respondents take off from work for harvesting on their fields while 69% respondents do not take off for harvesting.
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34.32
12.48
3-4 months (Feb - March) 5-6 months (December '11 January '12) More than 6 months ago (< December '11) Total
12.48
18.72
150
100
40 35 30 25 20
34.32
15 10 18.72 5 0 0 1-Dec-11
0
12.48 18.72
12.48 3.28
1-Jan-12
1-Feb-12
1-Mar-12
1-Apr-12
1-May-12
1-Jun-12
Local workers
Outsiders
INFERENCE This infers that about 19% local workers were absent during the month of December-2011 that dropped down during the period of January to March. During the harvesting seasons, April and May, the ratio of local workers v/s the outsiders showed a large gap in their attendance. The data is as per the replies of the respondents.
65
Present
Absent
nts
0 days
10-15
16-20 -
days
days
5 14
61 56 -
5 9 -
This table shows the number of respondents who are working for various years in the company and their relation to the number of days absent in a month. For instance, the total number of workers having an experience of two or less than two years taking 1-5 days absent in a month is 61.
66
days
6-10
20-22
23-25
25-28
29-31
Total
9.35%
40.55%
12.47%
3.33%
EXPLANATION The above table shows the relation between the number of days that the respondents having a second source of income were present. The percentages denote the percentage of people who were present for that particular number of days and then relates to their reply to a second source of income.
200
67
100%
3.33%
12.47%
15.59%
3.33%
Chapter VI
68
6.1
69
The workers are just fine with the working conditions but believe that they can still be improved. The motivation level and the willingness to work is very high amongst the workers. They feel satisfied with the people of the organization and have good relationship and cooperation with the superiors.
Dissatisfaction with the food provided at the canteen is one of the reasons that most workers do not prefer to have lunch at the canteen. Majority of the workers are dissatisfied with the facilities provided within the premises. On being interviewed, a large number of them told that there is a need to improve the infrastructure for the workers in the unit.
Workers working in the departments requiring higher skill levels earn the same money as those working in departments requiring lesser skill level. This is one of the major causes of absenteeism within the unit.
Mostly workers prefer to come in the morning shifts than at night shifts. They also prefer if the shift rotation takes place fortnightly rather than monthly.
70
Chapter VII
71
7.1
Conclusion
Absenteeism is a problem that affects not just the company but also the worker and the country. The problem of absenteeism is persistent in the organization. A large number of workers are dissatisfied with the facilities provided in the plant. Most of them believe in earning fast money even though the expenditure is very low amongst them. In order to earn fast money, they take up other jobs in the villages nearby even while enrolled in the company. A major reason for this is their thinking and irresponsibility towards work as many think that their absent does not affects the company in any way. The workers have high motivation levels but this is not enough to keep them coming to work daily because majority of them are dissatisfied with their paychecks and want an increase in the average monthly income.
The local workers have a tendency to take more leaves than the workers from other states because the workers from other states do not have a secondary source of income apart from the farms at their hometowns. The workers from other states also do not have a particular reason to take leave from work in any other reasons than health problems. The only time they take leave is during the festive seasons or the harvesting seasons when they head back home to spend time with their families. On the other hand, the local workers have a tendency to take more leaves due to secondary sources of 'quick' income, family issues and other reasons.
Also, there is a high rate of absenteeism in the departments that require higher skill levels than those departments that require lower skill levels. The reason being the same - salary. The workers have a static wage rate in all the departments but different workloads. New wage system needs to be implemented in order to keep a check on this.
There is also a belief that female workers are more dedicated to the work than the male workers. A part of this is true, but the problem lies with the regional culture where women have to take care of the family and men have no liabilities to take care of the family. This amounts to female workers taking equal or more leaves as compared to their male counterparts.
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Although the workers are very familiar with the policies implemented for them on the basis of attendance and the proper methods of taking leaves, there is a problem with them in not taking proper interest in the work because of an attitude problem. The worker shortage in the Rajasthan belt is also a major cause of the workers believing that their work position is safe even after taking much leaves because the company has to eventually function which is not possible without them.
7.2
Proof of Hypothesis
The above conclusion is also a proof of hypothesis. The major reasons stated in the hypothesis have been proved correct. There is also an addition to the theory that was earlier taken as. The final proof being the conclusion above.
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Chapter VIII
74
8.1
with higher rating points based on certain guidelines would win. The winning team from amongst the various teams should receive a better salary for that month which would be a part of their reward for good work. The guidelines should include less absenteeism as one of its factors in measuring a better team. This will not only boost the productivity and increase competitiveness but also help in doing a better control function. Another method to control the absenteeism amongst the workers is to make their wages according to hour based target attendance. It is suggested that the company implement a target hour attendance for the workers for each month that has to be achieved within the month. The maximum limit for work at one time per day should be limited to 7 hours at a stretch, i.e., a worker can work for 7 hours continuously and then return to work after a break of another 7 hours and work again for a maximum of 7 hours on the same day as per his wish. The worker would need to let the supervisor know about his working hours in advance so that the supervisor can pre-plan the assignment of workers on different machines This will maintain his efficiency and also let him attain his working hours target. On the fulfillment of this target the worker shall receive his wage and also a bonus, but the failure to do so would make him to lose a certain amount of money from his salary. The worker should be taken to work only after he agrees to work on these conditions in order to avoid any confusions later on. This method will pressurize the worker to be present at work more and also give him flexibility on not just work timings but also the amount of money he can earn in a month.
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QUESTIONNAIRE / SCHEDULE
A STUDY ON EMPLOYEES ABSENTEEISM IN RSWM, KHARIGRAM Personal Details: 1. Name 2. Age: a.) 18 - 25 b.) 26 - 35 c.) 36 - 45 d.) 45 - above
3. Gender: Male / Female 4. Educational Qualification: 5. Marital Status: a. Single 6. Job / Department: 7. Position: Worker / Badli / Apprentice 8. Last Leave Taken: 9. Experience a.) Below 2 years 10. State: 11. Mode of transportation: a) Bus b) Own Vehicle 12. Hostel: Yes / No 13. Family: a. No. of children: i.) Boy ii.) Girl 14. Other sources of income (if any): Other Details: Q1. Are you able to communicate your feelings to others? 1. Always 2. Frequently 3. Occasionally 4. Rarely 5. Never c) Other d) Not required b.) 3 - 5 years c.) above 5 years b. Married c. Divorced d. Living separately
Q2. Do you feel lonely while working with others? 1. Always 2. Frequently 3. Occasionally 4. Rarely 5. Never
Q3. Do you feel happy while coming to work? 1. Strongly agree 2.Agree 3.Neutral 4. Disagree 5. Strongly Disagree
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Q4. Stress is a part of my work life 1. Strongly agree 2.Agree 3.Neutral 4. Disagree 5. Strongly Disagree
Q6. How many days are you absent in a month? a) 0 b) 1-5 c) 6-10 d)10-15 e)16-20
Highly Satisfied
Workload Working Hours
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Management Policy Working Environment Relationship with Superiors Work Satisfaction Motivation Canteen(Food, stock ration, etc) Facilities provided
Q8. Do you think your leave affects the company output? a) Yes b) No
Q9. How much does your company utilize your skills? a) Good b) Fair 78 c) Poor
Q10. About the salary paid by the company? a) Sufficient b) Moderately sufficient c) Neutral d) Insufficient
Q11. Flexibility and Independence allowed at work a) Highly Satisfied e) Highly dissatisfied Q12. What is the procedure for taking leave in your organization? a) Giving a leave letter c) Asking a permission Q13. Reason for taking leave? a) Personal Problem d) Working environment b) Health problem c) Finance problem b) Not giving a leave letter d) No leave b) Satisfied c) Neutral d) Dissatisfied
Q14. How often are you absent due to transportation problem? a) In some cases b) Often c) Rare d) Not at all e) Not required
Q15. Do you often remain absent from work due to health problems? a) Always d) Not at all Q16. Is it possible to get leave whenever you want? a) Yes b) No b) Often c) Rare
Q17. What type of motivation techniques adopted for employees regular to the work? a) Incentives b) Bonus c) Allowances
Q18. Does the company helps in your personal problem? a) In some cases b) Often c) Not at all
Q19. Do you need counseling in the company for your personal matter affecting you in taking leave often? a) Yes b) No
Q20. To reduce absenteeism which shifts do you prefer if it is adopted? a) Weekly Shift b) Fortnightly Shift c) Monthly shift
Q21 Do you have freedom to change your shift for your convenience? a) Yes Q22. Which shifts do you prefer? b) No c) Rare
79
a) Morning
b) Afternoon/Evening
c) Night
Q23. What type facilities do you expect from the management to reduce absenteeism? a) Medical facilities b) Transport facilities c) Others, please specify____ Q24. Do you take leave for harvesting? a) Yes b) No
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Annexure/Bibliography
Books Kothari, C.R., Research Methodology - Methods & Techniques, New Age international (P) Ltd., Publishers, New Delhi ,Second Edition ,2004. Aswathappa.k, Human Resource and Personnel Management, Tata Mc Graw Hill, New Delhi, 1999.
Others Official group profile - RSWM Ltd. RAMCO reports Data sources from time office
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