A Project Report On LABOUR ABSENTEEISM at Gadag Co Operative Textile Mill

LABOUR ABSENTEEISM
at Gadag Co-Operative Textile Mill
EXECUTIVE SUMMARY
IN USTRY !RO"ILE Textile co-operative is being important tradition cottage industries play a vital role in meeting the clothing requirements of the people. The handloom industry is meeting nearly 1/3 of clothing requirements of the countrys population. The government of India assigned to the handloom sector the tas of increasing the handloom production year by year. COM!ANY !RO"ILE The !adag "o-#perative Textile $ill %as established in the year 1&'( %ith a pro)ect cost of *s ((+ lac s and commenced its trial production in ,pril 1&'3 %e have a feather in the cap for having installed (-+++ spindles capacity mill in a record time in the entire country..ate /hri 0.1.2atil 3 a son of soil and veteran "o-#perator devoted his time fully for the establishment of a "o-#perative net%or around 1ul oti providing various amenities and scope for development of farmers %hich %ent ahead against all odds both traditional and political3 till he transformed a vision into a reality . This endure has transformed into %orthy institution located on either side of high%ay number 43 bet%een 1ul oti and !adag.
NEE "OR T#E STU Y To become a sound person and get the practical no%ledge about the industry study on inventory management carried in the organi5ation
Babasabpatilfreepptmba.com
Page 1
LABOUR ABSENTEEISM
OB$ECTIVES 1. To no% the rate of labour absenteeism. (. To no% %hether labour absenteeism have been effected upon performance of !"T$ . 3. To no% the need of 1* department in !"T$. 6. To have the clear no%ledge of various activities carried in the company
/,$2.I7! $8T1#9#.#!:
The term ;*esearch $ethodology< denoted the techniques = methods that are adopted the resources has for underta ing any research study methodology tried to stic to the principle of research for the present study also. The methodology is the %ay of collecting information about the company and the pro)ect. *esearch design is a plan for the collection and analysis of data in a manner that at maximum relevance. 8xploratory = 9escriptive operative Textile mill .td 1ul oti. !adag co-operative Textile mill .td 1ul oti. /ample ?rame-----@or ers >niverse-----,ll %or ers at the 2lace-----The !adag coTypes of *esearch-----
falling in categories of chronic absentees and regular %or ers. 9ata. SCO!E O" T#E STU Y /ampling $ethod-----*andom
Page 2
LABOUR ABSENTEEISM
The scope of study is covers statutorial and non-statutorial facilities and lab our ,bsenteeism = satisfaction of employees on !"T$ 1ul oti. ,ll these things study through the %or ers = management they are the respondents =this study is only restricted for !"T$ 1ul oti . The pro)ect %or duration has ( months during the period from 1-th Aune to 1-th august (++&
LIMITATION Time is not sufficient to study the all aspects of the organi5ation. ,s other company also have same confidential matter. It %ill not be discussed The employees are very busy %ith their %or it is not possible to send more time in interaction The response given by the respondents are depends on their moods and their experience3 %hich could have been good or bad. It %as affecting on their responses This study is only restricting for !"T$ 1ul oti.
"IN INGS ,fter analysis its evident that satisfaction level is above average in !"T$ 1ul oti. , sample si5e of 1++ employees ta en3 these 1++ employees %ere intervie%ed and the follo%ing things %ere foundB
1. $aximum no. of employees are 1C to (- years of age group. (. They have healthy relationship bet%een employees and management. 3. $ost of employees are female %or ers %or ing in the industry. 6. /ome are highly satisfied %ith the salary and some are dissatisfied. -. The %or ers are happy %ith all the statutorily facilities.
Page 3
LABOUR ABSENTEEISM
4. $ore number of employee %ill become absent3 because of other %or s.
SUGGESTIONS 1. "ounselingB (. /ensitive trainingB 3. Introduction of ?ormal leave application systemB 6. Introduction of ,bsence $anagement 2rocessB -. Introduction of ;!ood ,ttendance /cheme<B 4. Introduction of "asual and 8ffective leavesB '. @or ers 8ducationB C. Introduction of 2erformance *elated *e%ard = #ther Infringe DenefitsB &. ?ines and 2enaltiesB
CONCLUSION
1. Inquiry (. Investigation 3. "ouncil 6. @arn -. Threaten
Babasabpatilfreepptmba.com Page 4
LABOUR ABSENTEEISM 4. 9ismiss
INTRO UCTION O" T#E STU Y The village 1ul oti has a population of 1++++ comprising of various sections of people and since long it has been the cradle of "o-#perative movement in having the first primary credit "o-#perative society established in the erst%hile Dombay state. The occupation of the village is mainly ,griculture the farmer and the laborers form a nucleus of this rural area. Textile co-operative is being important tradition cottage industries play a vital role in meeting the clothing requirements of the people. The handloom industry is meeting nearly 1/3 of clothing requirements of the countrys population. The government of India assigned to the handloom sector the tas of increasing the handloom production year by year. The employees are asset to the organi5ation. The regularity is valuable to the organisation because it increases production performanance %hich helps to earn profit. .abour had been important factor of production. The important reason behind is that the labour is the active factor of production %hich only can use the other factors in the best possible manner3 other%ise no production is possible. ,bsenteeism is one of the problem in every organi5ation %hich effect on sales department3 purchase department3 production department. @ithout labour organisation can not run the business smoothly ./o redusing the absenteeism is very important aspect . s
Page 5
LABOUR ABSENTEEISM
IN USTRY !RO"ILE #i%tor& o' t(e Textile I)d*%tr&

The history of textile is almost as old as that of human civili5ation and as time moves on the history of textile has further enriched itself. In the 4th and 'th century D"3 the oldest recorded indication of using fiber comes %ith the invention of flax and %ool fabric at the excavation of /%iss la e inhabitants. In India the culture of sil %as introduced in 6++,93 %hile spinning of cotton traces bac to 3+++D". In "hina3 the discovery and consequent development of sericulture and spin sil methods got initiated at (46+ D" %hile in 8gypt the art of spinning linen and %eaving developed in 36++ D". The discovery of machines and their %idespread application in processing natural fibers %as a direct outcome of the industrial revolution of the 1Cth and 1&th centuries. The discoveries of various synthetic fibers li e nylon created a %ider mar et for textile products and gradually led to the invention of ne% and improved sources of natural fiber. The development of transportation and communication facilities facilitated the path of transaction of locali5ed s ills and textile art among various countries.
Textile #i%tor& i) I)dia

Indian textile en)oys a rich heritage and the origin of textiles in India traces bac to the Indus valley "ivili5ation %here people used homespun cotton for %eaving their clothes. *igveda3 the earliest of the Eeda contains the literary information about textiles and it refers to %eaving. *amayana and $ahabharata3 the eminent Indian epics depict the existence of %ide variety of fabrics in ancient India. These epics refer both to rich and styli5ed garment %orn by the aristocrats and ordinary simple clothes %orn by the common people. The contemporary Indian textile not only reflects the splendid past but also cater to the requirements of the modern times.
LABOUR ABSENTEEISM
I)trod*+tio),
Textile co-operative is being important tradition cottage industries play a vital role in meeting the clothing requirements of the people. The handloom industry is meeting nearly 1/3 of clothing requirements of the countrys population. The government of India assigned to the handloom sector the tas of increasing the handloom production year by year.
The textile industry is undergoing a ma)or reorientation to%ards non-clothing applications of textiles3 no%n as technical textiles3 %hich are gro%ing roughly at t%ice rate of textiles for clothing applications and no% account for more than half of total textile production. The processes involved in producing technical textiles require expensive equipments and s illed %or ers and are3 for the moment3 concentrated in developed countries. Technical textiles have many applications including bed sheetsF filtration and abrasive materialsF furniture and healthcare upholsteryF thermal protection and bloodabsorbing materialsF seatbeltsF adhesive tape3 and multiple other speciali5ed products and applications. The Indian Textile industry has been undergoing a rapid transformation and is in the process of integrating %ith the %orld textile trade and industry. This change is being driven by the progressive dismantling of the $?, and the imperative of the recently signed !eneral ,greement Trade = Tariff. In this bold3 ne% scenario3 India has to move beyond its role of being a mere quota satisfying country.
A)+ie)t ti-e,
1andloom is the oldest no%n form of ma ing cloth by hand. The history of textile industry in decentrali5ed as a cottage industry dates bac to the epic ages. In the ;*egveda<the needle used for the purpose of se%ing is called as ;sochi and arivesh<the scissors ;Dhuri)i<3the %rap %ood<$ayu h3 the shuttle<Eema< and %eaver ;Eayatri< vama and siri. , $antra in the *igvedha states that men should %ear the cloth %oven by %omen at marriage occasion. In $ahabharata3 the garment filled %ith pearls is called as ;$anicheeru.The Duddhist3 2ali and Taina literatures too emphasis Indias arthritiss %eaving.
LABOUR ABSENTEEISM
COM!ANY !RO"ILE
7ame /tatus .ocation "hairman ,rea of operation 8xport places 7ature of Dusiness $embership and /hare capital 7o of departments 7umber of employees 7o of Doard of 9irectors
T18 !,9,! "#-#28*,TIE8 T8GTI.8 $I.. .T9. 1>.0#TI H -C( (+-. This "o-operative /ociety registered under the "o-operatives /ocieties ,ct of 1&-& 0arnata a state3 !adag 9ist3 1ul oti /hri 9.*. 2atil3 1averi3 !adag and 9har%ad
7e%-9elhi3 Eietnam3 /outh 0orea3 "hina and "ouple of 8uropean countries 2roduction and sale of :,*7 3+14 "o-operative societies and C1'.'3 .a hs
C I8ightJ 9epartments '4'
8lected members H 1C 8x H office members H 1 7ominated by !ovt H 3
Page 8
LABOUR ABSENTEEISM 2roduction capacity /torage capacity
C3-++ gs of yarn per day as per the (++C-+& report.
'-++ $illion Ton.
T(e Gadag Co-Operative Textile -ill Ltd./ #*l0oti

The village 1ul oti has a population of 1++++ comprising of various sections of people and since long it has been the cradle of "o-#perative movement in having the first primary credit "o-#perative society established in the erst%hile Dombay state. The occupation of the village is mainly ,griculture the farmer and the laborers form a nucleus of this rural area. The main crops gro%n around 1ul oti are Aa%ar3 "otton3 !roundnut3 "hili and other 2ulses. /ince there are no ma)or irrigation pro)ects3 dry land cultivation is the only %ay for the farming community. ,griculture produce particularly cotton3 groundnut3 )a%ar etc.3 %ere being mar eted to the tune of rs &+ to 1++ cores per annum in and around !adag. 2rior to the emergence of the !adag "o-#perative cotton sale society .td.3 !adag farming community %as exploited by private traders and commission agents. It is at this Auncture3 releasing the need for appointment of much neglected farmers community and to improve the lot of rural area3 .ate /hri 0.1.2atil 3 a son of soil and veteran "o-#perator devoted his time fully for the establishment of a "o-#perative net%or around 1ul oti providing various amenities and scope for development of farmers %hich %ent ahead against all odds both traditional and political3 till he transformed a vision into a reality . This endure has transformed into %orthy institution located on either side of high%ay number 43 bet%een 1ul oti and !adag. ,fter successful setting up of !inning and 2ressing unit by the !adag "o-#perative cotton sale society 3 the next ambition of our "o-#perator3 %as to establish a spinning mill of (-+++ spindles capacity %hich %ould consume the main agriculture produce by paying remunerative prices to cotton gro%ers and to save the farming community from the clutches of private traders. It is %ith this ideal bac ground The !adag "o-#perative Textile $ill %as established in the year 1&'( %ith a pro)ect cost of *s ((+ lac s and commenced its trial
LABOUR ABSENTEEISM
production in ,pril 1&'3 %e have a feather in the cap for having installed (-+++ spindles capacity mill in a record time in the entire country.
BUIL ING O" GA AG CO-O!ERATIVE TEXTILE LT
Page 10
LABOUR ABSENTEEISM
ORGANI1ATION STRUCTURE
Extension Officer
Q.C.Officer
officer Helpers Assistant s
A/C assistan t Helpers
Assistant s
Jr. Supervis or
Assistant s
Helpers
Helpers
Workers
Page 11
LABOUR ABSENTEEISM
MEMBER AN S#ARE CA!ITAL

Deing one of the best - run "o-#perative mills in India3 having follo%ing membership and paid up share capital structure as on 31-+3-+CB /l 7o B"ategory 1B<,<"lassKIndividual//ocietyL (B<D<"lassK0.,.I."L 3<c<Kstate !ovtL Total 7o of /hare 1olders 3+16 1 1 3+14 2aid up share "apital *s 1+'.6'.a hs *s +1-.++.a hs *s 4&-.(4.a hs *s C1'.'3.a hs
,s against authori5ed /hare "apital #f *s --4.++ la hs the $ill could achieve the total paid up /hare "apital of *s C1'.'3 .a hs as on this date.
!RO$ECT COST #ur $ill has another distinction of having established %ith a pro)ect cost of *s ((+.++ .a hs3 %hich %as3 met out in the follo%ing mannerB 1. $embers /hare "ontribution (. !overnment /hare "ontribution 3. Terms .oansKI.?.".IL .a hs Total .a hs
--*s +6+.++ .a hs --*s+C+.++ .a hs --*s1++.++
--*s((+.++
LABOUR ABSENTEEISM
Deing 2redominantly a !ro%ers $ill3 for the ?irst time3 our $ill had received the share capital assistance from 7"97 7e% 9elhi.
!RO UCTION !ER"ORMANCE
The follo%ing Table indicates the production performance / progress since (++3+6 to (++'-(++C K*s.in .a hsL /..2articular 7o ,. 2roduction 1. "otton consumed 0gs. In .a hs. (. Ealue in .a hs *s. 3. :arn produced in .a hs 0gs D."apacity >tili5ation = 2roductivity. 1 /pdl .>tili5ation M ( 2roduction Kconverted to 6+sL in !ram 2er /pindle. 43.-' C6.++ '1.3& C(.3' '3.6& C(.1'3.&' C3.1C 4&.C1 C4.(+ 1C&6.&+ (C.+1 1C1(.((&.-' 13'-.++ (4.C+ 164+.&+ ('.-3 14-41('.C4 (++3-+6 33.3' (++6-+3-.(+ (++--+4 3(.31 (++4-+' 3(.6& (++'-+C 3(.3&
Page 13
LABOUR ABSENTEEISM
9ue to Irregular supply of po%er3 .abor absenteeism and other reasons3 our $ill could not maximi5e the spindle utili5ation. 1o%ever3 mills trying to improve the position by launching regular Training 2rogram for %or ers and augmenting the captive generation.
MO ERNI1ATION !ROGRAMME
,fter a period of 1C years there %as a need for upgrading technology of certain machines and to cater to the export needs3 the $anagement proposed a $oderni5ation 2rogramme at a cost of *s. 6(&.++ .a hs. The term3 lending institutions sanctioned *s. (34.4& .a hs and the balance *s. 1&(.31 .a hs %ere from the internal resources of the $ills. The $ill replaced "arding $achines3 %inding machines and added one #pen 8nd /pinning machine and one Imported ,uto "onner of latest technology. @ith the implementation of this 2ro)ect there %as improvement in the productivity and the quality of the finished product. To meet the standards of the quality yarn in demand3 both in domestic as %ell as in International mar ets3 the $anagement of the $ills thought it inevitable to launch another $oderni5ation 2rogram covering $achinery from blo% room to /pinning %as planned. This program3 %ith an estimated cost of *s. &(+ .a hs %as approved by the national "o-operative 9evelopment "orporation K7.".9.".L and the !overnment of 0arnata a. ,s part as $oderni5ation 2rogramme3 7.".9.". has sanctioned *s. '34.++ .a hs3 %hile !overnment of 0arnata a contributed *s. 134.++ .a hs as share capital. The rest amount of rs. 64.++ .a hs %as mobili5ed from $embers of the /ociety through shares. @ith successful implementation of (nd 2hase of $oderni5ation 2rogramme3 the latest version of ,uto leveler $achinery at "arding and 9ra%ing /ections are inducted and commissioned. ?ollo%ing this3 efforts are being made to raise the productivity to high
LABOUR ABSENTEEISM
standards. ?urther3 completion of $oderni5ation enables us to qualitative requirement of requirement of International mar et /tandards.
STORAGE CA!ACITY
,t present %e have got '-++$.T storage capacities in the premises of %hich (+++ $.T capacity !o do%n is constructed under the assistance of 7.".9.". III 2ro)ect that has been sanctioned and completed at the 2ro)ect cost of *s.13.1C .a hs. ,ll '-++ $.T.!odo%n capacities are being utili5ed fully.
MAR2ETING O" YARN

The $ill manufactures 1+s3 16s (+s3 3+s3 36s3 6+s3 4+s3 C+s3 1++s3 (/(+s3 (/6+s3 (/4+s3 etc.3 in the form of 1an s as %ell as "ones as per the prevailing mar et demand. /ale of han yarn and cone forms 6+B4+ respectively. @e have been fulfilling the 1an :arn obligated stipulated by the Textile "ommissioner3 !overnment of India at the end of every quarter. The daily production of yarn is about C3-++ gs. ,nd $ills is %or ing round the cloc for all the seven days of the %ee . /pecial preference is selling yarn is given to @eavers "o-operative ,pex #rgani5ations and 0arnata a 1andloom 9evelopment "orporation. 8xport of yarn has been our priority :arn is being exported to countries li e Eietnam3 /outh 0orea3 "hina and couple of 8uropean "ountries. In last /ix years3 %e have exported yarn %orth *s. 4'4.++ .a hs. @e are happy to inform that3 %e have fulfilled 8xport obligation as stipulated by the 9.!.?.T.3 7e%-9elhi.
Page 15
LABOUR ABSENTEEISM
COTTON !URC#ASE SYSTEM 3 ECONOMIC BENE"ITS TO MEMBERS

The "otton 2urchase policy of the mill is designed in a %ay so as to provide an incentive price to the "otton !ro%ers. The $ill purchases its cotton at the open auction held by "o-operatives namely The !adag "o-op. "otton /ale /ociety. T.,.2."./.$. /ociety of ,nnigeri. "otton brought in these /ocieties is graded by the ,.2.$.". ,gricultural authority. ,round 3+++ !ro%er members and also 1+(++ other cotton !ro%er derive significant economic benefits from our mills. These areB The rates offered for cotton by our $ill in the Tenders at the $ar eting /ocieties are generally higher than the rates available to the farmers at Tenders carried out at the premises of 2rivate "ommission ,gent. , price incentive of *s. 1++ to *s. 1-+ per quintal over the mar et rates are given to every member lin ed to the /hare value of *s. 1++ each. $emberNs cotton is ginned and converted into yarn on behalf of them and after deduction of conversion costsF the profits are passed on to members concerned. ?orm 1&C(-C3 on%ards members availing of such scheme got up to *s. 1-+ per quintal after sale of yarn. 8xtension advice to improve cotton production is given by ,gricultural /cience ?oundation established by the $ill. #ur mill has been arranging @or shops//eminars by inviting ,gricultural experts for the benefits of ?arming "ommunity of this area.
LABOUR ABSENTEEISM
Thus3 %e have ta en care of cotton development in particular and ,gricultural 9evelopment of this area3 in general.
O4ENERS#I! !ATERN BOAR O" IRECTORS

/hri 9.*. 2atil and 1.$. /oppin are chairman and Eice chairman of the !,9,! "+#28*,TIE8 T8GTI.8 $I.. .T9.3 1>.0#TI respectively and others follo%ing these prestigious persons are Doard of 9irectors of !adag "o-operative Textile $ill .td.3 1ul oti. O/... 7oB 1 ( 3 6 4 ' C & 1+ 11 1( 13 16 114 1' 1C 1& (+ 7ame /hri 9. *. 2atil /hri 1.$. /oppin /hri *.$. $ulimani /hri E.D. Inamati /hri T.D. $undavad /hri ".D. 0ari atti /hri E. *. 7aganur /hri /.D. Dalaraddi /hri /.D. Dhasetti /hri /.". 0anavi /hri /.". 1uyilgol /hri !.7. 2atil /hri ,./. 2atil /hri *.D. 1osamani /hri D.1. 9yavanashi /hri /. 0. 0uradagi /hri 9./. #dugoudar /hri * : 0empalinganagoudar !eneral $anager 9istrict Industries center !adag 9eputy 9irector of 1andlooms ,nd Textile 9esignation "hairman Eice "hairman 9irector 9irector 9irector 9irector 9irector 9irector 9irector 9irector 9irector 9irector 9irector 9irector 9irector 9irector 9irector 9irector 9irector Inviters
Page 17
LABOUR ABSENTEEISM
(1 ((
Aoint *egistrar of "o-operative /ocieties /hri T. /hantaveerappa $anaging 9irector
9irect 9irector
1) A !"#"S$%A$"&' S$A(( C(air-a)

The chairman of the $ill shall have an overall control over the day to day management of the $ill. 1e shall preside over the meetings of the Doard of 9irectors and the !eneral Dody. The chairman of the $ill shall have general control over the affairs of the $ill. 1e shall exercise such of the po%ers of the Doard as may be delegated to him from time to time.
Ma)agi)g ire+tor
There shall be a $anaging 9irector appointed by the Doard of 9irectors. 1e shall be a professionally qualified experienced man in the textile industry. 1e shall be the "hief 8xecutive #fficer of the $ill. 1e shall be an 8x-officio3 $ember of the Doard of 9irectors. 1e shall be responsible for the 8xecutive ,dministration of the $ill sub)ect to the control of the Doard and chairman.
Se+retar&
There shall be a /ecretary to assist the $anaging 9irector in the day - to H day %or ing of the society %ho shall have such po%ers as delegated by the board from time to time. To eep or cause to eep all accounts and registers required by the rules3 to prepare all the vouchers3 Dalance /heet and other documents required for the transactions of the $ill in3 ,dministrative section.
!*r+(a%er
LABOUR ABSENTEEISM
1e is the most important ,dministrative staff in the company. 1e purchases ro% materials for production of finished goods.
Seller
1e is also one of the staff in the company. Dy the name itself he sells finished goods effectively and efficiently.
56 TEC#NICAL 3 "ACTORY STA""
!eneral $anager
!eneral $anager overall production performance of the $ill mainly machine utili5ation3 productivity in each department men engage3 po%er control3 maintenance etc. 9eputy /pinning $aster There are t%o 9eputy /pinning $aster in the $ill. #ne should loo up to /pinning point and another 9eputy /pinning $aster loo past spinning. ,ssistance /pinning $aster There are t%o ,ssistance /pinning $aster in the $ill3 They are shift in chargers. There are three shifts ?irst shift from C.3+ am to 6.3+ pm /econd shift from 6.3+ pm to 1(.3+ am. Third shift from 1(.3+ am to C.3+ am. /upervisors /upervisor is one of the technical staff in the $ill. 1e ta es every %or from every section. A MINISTRATION E!ARTMENT ,dministrative department play very important role in the organi5ation for its smooth running of the business and success of this company is mainly depending on the efficient administration of the !.".T.$.
Page 19
LABOUR ABSENTEEISM
This department loo s after administrative functions such as payment of salaries3 arrangement of meetings3 and formation of policies etc3 the general functions of this department are as follo%s. $aintenance of files3 records etc. up to date3 collecting and presenting data in the form of useful information from the records. Implementing the organi5ation systems3 procedures and policies in a coordinated manner.
8nsuring smooth running of the office buy interfacing %ith the eternal agencies as required. ?or ex-payment of telephone bills3 electricity3 %ater supply bills etc. $aintenance of the office premises. 2roviding required facilities
Vi%io) 3 Mi%%io). Vi%io)

!enerally every company has some vision and mission statements for future development of their company3 similarly our !.".T.$. also have vision and mission statement as follo%s. EisionB ,fter 1C years there %as a need for upgrading technology of certain machines and to eater to the export needs the management proposed a moderni5ation programmed at a cost of *s. 6(&.++ la hs. To met the standard of the quality of yearn in demand3 both in domestic as %ell as in international mar ets the management of the mills thought it inevitable to launch another moderni5ation programmed. !.".T.$. has already replaced -+M of ne% machinery and it also intended to install another -+ M of ne% machinery.
Mi%%io),
LABOUR ABSENTEEISM
To achieve international standards of excellence in all aspects of energy and diversified business %ith focus on customer delight through value of products and services and cost reduction. To maximi5e creation of %ealth3 value and satisfaction for the share holders. To attain leadership in developing3 adopting and assimilating state-of-the art technology fro competitive advantages. To provide technology and services through sustained research and development. To faster a culture of participation and innovation for employee gro%th and contribution.
To cultivate high standards of business ethics and total quality management for a strong corporate identify and brand equity. To help enrich the quality of life of the community and presence ecological balance and heritage through a strong environment conscience.
#UMAN RESOURCE E!ARTMENT This department loo s after the recruitment3 selection and %elfare of the employees. It also conduct and orientation programmes. ?acilities given to employees are as follo%s. Transportation $edical "anteen >niform 2rovident fund !ratuity @omenNs pregnancy allo%ance. LABOUR 4EL"ARE, #ur mills have provided a gainful employment to '++ regular employees and about 3++ trainees of 3 shifts basis. The employees are given Donus up to (+M = residential accommodation on nominal rent. Desides the employees are given confessional transport
Page 21
LABOUR ABSENTEEISM
facilities from !adag to 1ul oti3 They are also members of the employees credit "ooperative society for getting loans.
?unctions of 1*9 9epartmentB

Aob design a. Aob rotation b. Aob enrichment Aob analysis a. Aob description b. Aob enrichment 1uman resources planning *ecruitment resources planning *ecruitment and selection 2lacement and induction 2erformance appraisal Training and development @age and salary administration ?ringe benefits
RECRUITMENT !LANNING $aintaining an organi5ation culture of outpace elements li e mutual trust3 human values3 openness etc3 requires a proper recruitment plan on the part of the human resources manager. 1ence3 recruitment plan is an important component of the human resource plan. It is recruitment %hich enables an organi5ation to provide a substantially large pool of potential candidates for each )oin3 so that adequate talents %ould be available for the organi5ation on to select %henever needs arise. OB$ECTIVES O" T#E #.R. . E!ARTMENTS,
Page 22
LABOUR ABSENTEEISM
The main ob)ective of the personal department is to select right person for right )oin3 for right place = also for right time to train them3 it also aims in solving misunderstanding bet%een %or ers and management. There are mainly t%o types of %or ers is there in !.".T.$. They are s illed and uns illed %or ers.
T(e total 7or0er% o' t(e G.C.T.M ,dministrative Technical The permanent @or ers The /ubstitute @or ers The trainee "anteen "ivil Total %or ers 6+ 33 16( 633 +&' +C 16 '4'
RECRUITMENT !ROCE URE, Intervie% panel of !.".T.$. consist of 6 members %ho %ill responsible for selection of %or er or employees. The intervie% panel %ill be same for every time. In case of lo%er level management direct recruitment is preferred. In case of top level management such as ,ccountants3 8ngineering3 $anagers3 They need D."om3 D.8.3 $.D.,.3 $."om3 8tc.3
LABOUR ABSENTEEISM
In case of production level !.".T.$. %ill prefer diploma in electrical or diploma in mechanism or any !raduate %ho %ill be suitable for )ob. They %ill be )udge the candidate through rational scale of technique. ,nd our !.".T.$. %ill maintain minimum %age act.
I)tervie7 !a)el Co)%i%t

G.M.H.R.
A.G.M.H.R
Section In charge of Senior Supervisor
Shift Supervisor
Shift Assistant
IN USTRIAL RELATIONSB Industrial relations means relationship bet%een the employees and management every company has to maintain a healthy relationship bet%een the employees and management3 it is necessary for the development of company. !.".T.$. has started in 1&'- means in the year (++&. This is the 34 th year of !.".T.$. as per the information given by the !.".T.$. management since from 34 years there is no any stri e3 disputes anything means it indicates about the healthy relationship bet%een the employees themselves and management at !.".T.$.
Page 24
LABOUR ABSENTEEISM
4OR2ERS !ARTICI!ATION IN MANAGEMENT, @or ers participation in management is very important feature of a healthy industrial relation. /ome companies provide opportunity to %or ers to participate in management but some companies are not providing such an opportunity. Dut our !.".T.$. has provides opportunity to %or ers to participate in management3 %hile ta ing any ne% decisions management %ill as %or ers suggestions. If they give good suggestions they %ill accept = management %ill finally decide about it in meeting.
"INANCE E!ARTMENT The finance department of !.".T.$ consists of follo%ing person
General Manager
Manager (Account)
Assistant Manager
Office & Staff
"UNCTIONS O" "INANCE E!ARTMENT ?inance department loo s after the finance =prepare the accounts of !.".T.$. ?inance department ta en up functions li e investment decisions3 ?inance decisions3 = capital building %or ing capital management etc. It borro%s loans from national co-operative development corporation
LABOUR ABSENTEEISM
K7.".9.".L3 !overnment of 0arnata a3 Dan s from share holders3 money lenders. It consists at share capital3 secured and unsecured loans.
ACCOUNTING SYSTEM This department deals %ith the double entry method of boo eeping. It maintains the
records of all financial transactions by boo s of accounts and also through T,..: is -.6 soft%are. , monthly 2 = . ,/c is prepared and audited by the auditors. ,uditing is done in t%o %ays namely pre-audit Ka chartered accountant is hired for this purposeL and a statutory audit by the government. This audited monthly 2 = . ,/" is submitted to the management and decision is ta en to achieve more profits.
,t the end of financial year final accounts are prepared and annual report is allotted to the shareholders. 9ividend decisions are ta en by the board of directors. 8very company needs finance to carry on its business operations and to achieve its targets and finance is the lifeblood of the business. It is the foundation of every economic activities needs. , business requires finance at every stage. ?inance is needed for bringing a business in no existence. It is required for financing. The fixed capital is used for expansion and moderni5ation of business and also for financing the %or ing capital. The management of finance is necessary for very organi5ation and financial management is managerial and activities or effort %hich is concerned %ith the ascertainment of finance and it is that aspect of management %hich is responsible for the acquisition of funds and their allocation. This management of finance is loc ed after by the finance and prepares the accounts. It has to plan for funds acquisition3 funds allocation and acceptable levels of revenue generation. If surplus are generated then there funds have to be properly utili5ed so that they produce the maximum returns %ith safely3 at the same time available for business purposes at the shortest notice. There are mainly ( types of financial requirementB 1L (L .ong Term H ,cquisition fixed assets /hort Tem H @or ing capital needs
Page 26
LABOUR ABSENTEEISM
?or both these requirements funds can be found form external sources and internal accounts. I !adag "o-operative Textile $ill .td ?inance3 the senior manager of finance and executive maintain ey role in accessing the financial transaction.
!URC#ASE E!ARTMENT The "otton 2urchase policy of the mill is designed in a %ay so as to provide an incentive price to the "otton !ro%ers. The $ill purchases its cotton at the open auction held by "o-operatives namely The !adag "o-op. "otton /ale /ociety. T.,.2."./.$. /ociety of ,nnigeri. "otton brought in these /ocieties is graded by the ,.2.$.". ,gricultural authority. ,round 3+++ !ro%er members and also 1+(++ other cotton !ro%er derive significant economic benefits from our mills. These areB ECONOMIC BENE"ITS TO MEMBERSB The rates offered for cotton by our $ill in the Tenders at the $ar eting /ocieties are generally higher than the rates available to the farmers at Tenders carried out at the premises of 2rivate "ommission ,gent. , price incentive of *s. 1++ to *s. 1-+ per quintal over the mar et rates are given to every member lin ed to the /hare value of *s. 1++ each. $emberNs cotton is ginned and converted into yarn on behalf of them and after deduction of conversion costsF the profits are passed on to members concerned. ?orm 1&C(-C3 on%ards members availing of such scheme got up to *s. 1-+ per quintal after sale of yarn. 8xtension advice to improve cotton production is given by ,gricultural /cience ?oundation established by the $ill. #ur mill has been arranging
Page 27
LABOUR ABSENTEEISM
@or shops//eminars by inviting ,gricultural experts for the benefits of ?arming "ommunity of this area.
Thus3 %e have ta en care of cotton development in particular and ,gricultural 9evelopment of this area3 in general.
VARIETY O" COTTON,

S.NO 8 5 VARIETY B.T BANNI92ST6
BRAMMA9CST6 BRAMMA 2.S.T COMBER "LAT $AYA #AR MCU-< 9CST6 MCU-< 92ST6 MEC# 9CST6 MEC# 92ST6
; < = > ? @ 8A 88
ENGINEERING AN MAINTENANCE E!ARTMENT The department maintains stoc of important spare parts of the machinery and loo s after the accuracy of the machinery. @ell qualified engineers are al%ays ready to repair the defects in the machineries.
LABOUR ABSENTEEISM "UNCTIONS
To loo after the proper %or ing of the machines. To ta e immediate measures in case of any defect in the machines. To eep the stoc of the machines. To maintain the po%er plant i.e. generators plant.
MAR2ETING E!ARTMENT The $ill manufactures 1+s3 16s (+s3 3+s3 36s3 6+s3 4+s3 C+s3 1++s3 (/(+s3 (/6+s3 (/4+s3 etc.3 in the form of 1an s as %ell as "ones as per the prevailing mar et demand. /ale of han yarn and cone forms 6+B4+ respectively. @e have been fulfilling the 1an :arn obligated stipulated by the Textile "ommissioner3 !overnment of India at the end of every quarter. The daily production of yarn is about C3-++ gs. ,nd $ills is %or ing round the cloc for all the seven days of the %ee . /pecial preference is selling yarn is given to @eavers "o-operative ,pex #rgani5ations and 0arnata a 1andloom 9evelopment "orporation. 8xport of yarn has been our priority :arn is being exported to countries li e Eietnam3 /outh 0orea3 "hina and couple of 8uropean "ountries. In last /ix years3 %e have exported yarn %orth *s. 4'4.++ .a hs. @e are happy to inform that3 %e have fulfilled 8xport obligation as stipulated by the 9.!.?.T.3 7e%-9elhi. /ales %ill have mainly in 3 types 9irect /ale "onsignment /ale Through 9epot /ale Order o' exe+*tio) , committee consisting of seven directors and chairman / managing directors %ill meet every /aturday in the meeting after completion and after formalities committee %ill
Page 29
LABOUR ABSENTEEISM
purchase the *o% materials KcottonL and sell the finished goods KyarnL the officials %ill execute the decisions made in the committee meeting and act accordingly. Sale% !la+e%, 1L (L 3L 7ational 1andloom 9evelopment "orporation 0arnata a 1and loo 9evelopment "orporation 9epot a. "oimbatore b. /holapur c. Ichal aran)i d. $alegaon
"INIS#E GOO S STORAGE E!ARTMENT It is mainly cancelled %ith the storage of the finished goods. It is after the production process completes fully. It is an in bet%een the production process and the mar eting process. !oods are dispatched as the indent sent by mar eting department. This department maintains the first in first out K?I?#L method to manage the stoc . To store the materials the follo%ing steps are ta en. 4-M humidity must be their "ount chee is maintained /trength chec is process in maintained "/2 H count strength pdt $a)or quality the yarn should not contain thin and thic place in that is maintained. The department maintains the separate ledger accounts for each item and it sho%s the receipts and dispatch of goods. The goods are chec ed by the quality control department before dispatching it to the ordered party. The monthly report and the accounts are submitted to production3 mar eting and finance departments and it is discussed in the committee meeting. 8very monthly the committee meeting is conducted.
4a%te eli-i)atio)
Page 30
LABOUR ABSENTEEISM
*a% materials (+ count3 1++ g ro% materials KcottonL in the 1++ g of ro% materials C- g is pure 1- g is %aste ro% materials. @aste of 1- g as underB
Dlo% *oom "arding 2reparatory 1ard %aste *oving/silver
4 g - g ( g 1.- g 1 g
BUALITY CONTROL E!ARTMENT The main ob)ective of the quality control department is to chec the quality of the cotton and the cotton yarn I the firm. The step by step tests are conducted by the officers to meet this requirement. If any product does not pass through the quality standards than that is re)ecte3. 8ven before dispatching the products they undergo testing and they must be approved by the quality department. T#E STE!S O" MAINTAINING BUALITY 3M before and removing %aste. Dlorem drafting (.-M to 3M %aste %ill be removed. "arding hell 1.(-M to 1.-M flame %aste %ill be removed. 3M to -M flame %aste %ill be removed.
T#E STE!S O" TESTING *a% materials testing i.e. cotton testing. Testing at first stage i.e. blorem stage. Testing at the carding level. Testing the yarn at processing level.
Page 31
LABOUR ABSENTEEISM Testing at the final stage.
LABORATORY
IM!ORTANCE O" T#E BUALITY CONTROL Puality control of cotton yarn production bears distinct advantage for all %hether producers or consumers3 some of the important advantages to quality control one as follo%B The brand products build up good%ill or image3 %hich ultimately increase sales of !.".T.$. yarn
Page 32
LABOUR ABSENTEEISM
It helps the manufacturers in fixing responsibility of %or ers in the production process. Puality control also helps in minimi5ing the costs by increasing efficiency3 standardi5ation3 %or ing conditions at the !.".T.$. It also help or enables the !.".T.$. to no% the cost of their product quite in advance %hich helps them in determining competitive prices of their product. .ast but not the leastF the !.".T.$. can confirm %hether the yarn manufactured by them is in accordance %ith standard set by the government. It further facilities the !.".T.$. to ta e necessary actions to comply %ith the standard set.
!RO UCTION E!ARTMENT The department loo s after the production of cotton yarn. The ma)or machines are purchased from $/s .axmi *ecites "oimbatore. The entire production has procedure = at every stage of production C#ART O" !RO UCTION E!ARTMENT
Production Manager
Shift in harge
Section Supervisor
S#I"T INC#ARGE, 1e is the person %ho %or s under the production manager. 1e assists %hich are done in shift !"T$ has three shifts vi5 C a.m. to 6 p.m. to 1( p.m. to C a. m.
LABOUR ABSENTEEISM SECTION SU!ERVISOR,
1e is the person %ho supervises the %or s done in the section he is the ey. 2erson %ho under authority of shift in changer.
4OR2 "LO4 MO EL 9EN TO EN 6.
MIXING,
Dales of different counts are mixed along %ith usable %astes3
on different percentage in the mixing bins3 cotton bales of different quality are opened and stac ed3 called stoc mixing3 (6 1ours for conditioning before it is process further.
BLO4 ROOM,
"otton in losses form is spending on mixing bale
openers and ta en further of different cleaning points %here the cotton is beaten and trash is extracted. ?inally converted into .ap form of different length3 %eigh per yard3 depending on the count.
Page 34
LABOUR ABSENTEEISM
CAR ING, .ap form Dlo% room feed to "ards %here the cotton is converted from .ap form to slive form. 9uring this process trash3 short fibers and other impurities are extracted the different cleaning points3 li e lic er in3 ?lats section >nits. The sliver is produced of different 1an depending on the counts.
RA4ING
Page 35
LABOUR ABSENTEEISM
!RE!ARATORSIM!LEXB "ards sliver is dra%n through different drafting *ollers and the sliver is elongated and increasingly the length of the sliver and radiating in the cross section by passing through different drafting rollers and convert into a suitable pac age by giving little t%ist to the material called *ove and %ound on a Dobbin.
Page 36
LABOUR ABSENTEEISM S!INNING,
The bobbins from the 2reparatory process are feed to the
drafting rollers as final treatment to the material and further increasing the length and reduction the cross section of the material. This process the material process through *ing and Traveler and %ould on the bobbin to form a suitable pac age the giving optimum of the t%ist depending on count of the yarn.
RING "RAME
CONE 4IN INGB
1ere the yarn spun is cleaned by passing through
cleaning devise called slub catcher and %ould through suitable pac age of required length and %eight in the form of a "one.
Page 37
LABOUR ABSENTEEISM
OUBLING,
1ere t%o yarn of the same count are doubled by giving
necessary t%ist in the form of pac age called bobbins.
CONE 4IN ING OUBLING
Page 38
LABOUR ABSENTEEISM
REELING,
1ere single yarn or doubled yarn are %ound on the s%ifting of
the machine called *eel in the form of 1an and are ma e in the form of 0nots. There are t%o types3 a 2lain or "ross *eel.
BUN LING 3 BALINGB
1ere the number of nots plain or cross is in a
press depending on the count and %eight of the boundless are as per requirements. Dundles are pressed in the form of Dale depending on the count3 2lain or "ross as per the requirement from the mar et.
!AC2ING, 1ere number of cones or cheeses is bagged depending on the count of the yarn number of cones and %eight of the cones. 9epending on the requirement of the mar et.
COM!ETITORS TO G.C.T.M
Page 39
LABOUR ABSENTEEISM
$odern days are the todays of the competition. @here you go3 in %hich ever field you enter there is competitionF one must no% ho% competition in the mar et ma es it absolutely necessary for manufacturers to thin of advertising. ?or ne% product3 strategies and by doing all these to in areas the sales
These follo%ing companies are the competitors of the !.".T.$.
1L (L 3L
Danahatti "o-operative /pinning $ill .td. /angola "o-operative /pinning $ill .td. ?armers "o-operative /pinning $ill .td.
The ".!.T.$. face ma)or competition from the above 3 competitors and it also face the competition from %hich those companies have national presence.
Dut3 our !.".T.$. has been facing the competition through maintaining good quality off cotton yarn and also reasonable price3 prompt service3 advertisements3 and also through maintaining good relation %ith the suppliers3 consumers %ith society.
IN"RASTRUCTURE "ACILITIES Earious infrastructural facilities that are provided by the companyB ,ll the departments are provided %ith adequate buildings Transport facilities .ibrary facility "anteen facility
Page 40
LABOUR ABSENTEEISM
.oan facilities to the %or ers $edical facilities *esidency facility S4OT ANALYSIS
STRENGT#S, 1L Neare%t to t(e ro7 -aterial% %o*r+e, ,vailability of the ro% material to the !.".T.$. is very near3 it is in such %ay that is3 the purchase cotton from around 3+++ gro%er members of !.".T.$. and the mill purchases its cotton at the open auction held by co-operatives namely The !adag "o-operative cotton sale society3 T.,.2."./.$. society of ,nnigeri and in !adag ,.2.$.". this is result in less transport cost. (L Le%% tra)%port +o%t, !.".T.$. purchases ro% materials around the !adag area3 so carrying cost of the ro% material is very less. 3L Good7ill, ,round !adag area there are less industries3 and it has provided large employment opportunities to people. /o it has good %ill in south 0arnata a. 6L Sati%'a+tio) o' +o)%*-er )eed%, !.".T.$. has been satisfying the consumer needs.
-L
#ig( C*alit&, ,nd also !.".T.$. maintains high quality of cotton yarn.
4EA2NESS, 1L Natio)al pre%e)+e i% )ot t(ere,
Page 41
LABOUR ABSENTEEISM
In international mar et !.".T.$. has been demand for its product3 so it has less national presence. (L #eav& ex+i%e d*t&, !overnment has fix up heavy excise duty on cotton yarn export of !.".T.$. 3L Le%% 7or0i)g +apital, The main %ea ness of !.".T.$. is the less %or ing capital for its day to day activities. 6L Ele+tri+it& proDle-, !.".T.$. also facing the electricity problem. /o it is also one of the barriers to continuous production. O!!ORTUNITIES, 1L GraD -ar0et i) %o*t( 2ar)ata0a, !.".T.$. has it maximum share in south 0arnata a. (L I)+rea%e i) prod*+tio) +apa+it&, 9ue to the installation of ne% technology3 ne% machines3 production capacity of the !.".T.$. has been increasing. 3L I)+rea%i)g de-a)d 'or &ar), /tep by step demand for yarn and yarn products have been increasing.
6L
Ba)0 'i)a)+e,
!.".T.$. ta es its financial assistance from 0.".". Dan 3 7.".9.". Dan 3 Di)apur3 9.".". Dan . T#REATS,
LABOUR ABSENTEEISM 1L
a)ger 'ro- t(e %tro)g +o-petitor%, 9anger from the strong competitors %ho are having national presence and spend a lot
on promotion activities. (L a)ger o' lo%i)g i)ter)atio)al -ar0et, It is because of other strong competition from the other standard companies %ho are having a national presence. 3L #eav& ex+i%e d*t&, !.".T.$. is in loss. /o excise duty on its sales and export is the ma)or threat for !.".T.$.
CONCE!T O" ABSENTEEISM

9efinitionB ,L @ebster 9ictionary B
Page 43
LABOUR ABSENTEEISM
;,bsenteeism is a practice or habit of being an absentee and an absentee is one %ho habitually stays a%ay ;. DL .abour Dearu 3 /imla ;,bsenteeism means a failure of %or er to report for %or %hen he is scheduled to %or . The rate is defined as the percentage of man days last due to absences to the total number of man days scheduled in a given time period ;. 7#T8B , %or er is considered as scheduled to %or %hen the employer has %or available for him and the %or er is a%are of it. @hen a %or er does not report for %or after obtaining prior permission it is not absenteeism. ,bsenteeism is >7 authori5ed avoidable and %illful absence from duty. ,s such absence of a %or er on account of stri e or loc out or lay off i.e. Involvementory absence is not considered absenteeism. ,ny %or er %ho reports for duty even for a part of the day or shift is considered as present.
Page 44
LABOUR ABSENTEEISM
ABSENTEEISM IN IN IA,
,bsenteeism is a universal problem in industry and Indian industry are no exemptions. Dut the rate of absenteeism has been relatively higher in India. *esearch studies conducted by /hree *am "enter for industrial relations3 employees federation of India and the national productivity council reveal the follo%ing peculiarities of absenteeism in India3 The rate of absenteeism has been more than 1+M. , small percentage of employees K1-ML accounts for absentees have negative perceptions and attitudes. 8x the company is neither fair not )ust3 /upervisors are production centered. @or group is unhelpful and grievance handling3 suggestions schemes and )oint committees are more formalities. ,bsenteeism has been greater in night shifts than in day shifts. @or ers tend to be absent more frequently than supervisors and managers. ,bsenteeism is lo%est on the pay day and is highest immediately after the pay day. There is tremendous scope for reducing absenteeism through union leadership %ithin an organi5ation. There has been a seasonal bias in the causes ma ing for absenteeism. ?or ex3 absenteeism due to sic ness is highest. ,bsenteeism is generally higher in departments %here supervisors are %or oriented and careless for employee %elfare. 8mployees belo% the age of (- years and above the age of --years are absent more than
those in the age group of (4--- years. @omen tend to be absent more often than men.
LABOUR ABSENTEEISM
,bsenteeism is generally higher in large organi5ation than in small organi5ation.
REME IAL MEASURES TA2EN AT T#E GA AG CO-O!ERATIVE TEXTILE MILL LT . The !adag co-operative Textile mill group reali5es the problem of absenteeism at The !adag co-operative Textile mill industries. To overcome this problem the unit has ta en several measures. The important among them areB 2roper 1iringB ,t textile mill industry3 people %ith right s ills are selected. ?urther ne% employees are properly included in the organi5ation3 so as to develop right attitude to%ards the company. !ood @or ing "onditionsB
Page 46
LABOUR ABSENTEEISM
2roper sanitation3 drin ing %ater3 first aid3 rest pauses and mechani5ation are implemented at the unit to reduce absenteeism by ma ing %or environment pleasant. /afety programsB ,dequate safety measures are implemented to help to minimi5e industrial accidents and reduce fear of inquiry among %or ers. ,s a result of %hich attendance becomes regular. Increased @ages and #ther IncentivesB The rate of %ages paid at textile mill industries is higher than those prescribed. ?urther preferences in promotion to regular %or ers and encouragement to %or ers to be regular in their attendance are practiced.
9isciplinary ,ctionB If a %or er is a chronic absentee the management %ill as to improve his attitude regarding the absenteeism. If the %or er does not improve his attitude and remains absent from his %or then he %ill be given a %arning. If he is still continues some punishment in from less annual increase in basic pay %ill be ta en against him.
Page 47
LABOUR ABSENTEEISM
ABSENTEEISM AN ITS E""ECTS
,bsenteeism has an adverse effect not only the $anagement but also on the %or ers. The effects of absenteeism may be classified as underB ,B 8ffects on management. DB 8ffects on the %or er.
E""ECT ON MANAGEMENT
9ue to absenteeism there are many disadvantages on the part of $anagement. They are .o% production and decreased in profit ?irst and foremost effect of absenteeism on management is3 leads to lo% production. If a %or er remains absent the production %ill go do%n to a lo% production. If a %or er remains absent the production goes do%n the profits of the company %ill also go do%n. /o absenteeism gives raise to lo% production and decreased profits. Increase in expenditure ?or reducing the rate of absenteeism the management has to introduce certain schemes. These schemes involve heavy activities of the %or ers. 9ifficulty in calculating of %ages Decause of absenteeism3 it is difficult to calculate the %ages of the %or ers. This is an unnecessary headache to the personnel department as %ell as time office. Increase in labour cost
Page 48
LABOUR ABSENTEEISM
,bsenteeism leads in labour cost. If any %or er remains absent from his %or the )ob assigned to him %ill remain unattended and hence in order to overcome this problem the $anagement has to assign the same to someone else. @hich means addition expenditure is to be incurred.
T(e +a*%e% o' aD%e)teei%- -a& i)+l*de,

serious accidents and illness serious accidents and illness lo% morale poor %or ing conditions boredom on the )ob lac of )ob satisfaction inadequate leadership and poor supervision 2ersonal problems Kfinancial3 marital3 substance abuse3 child care etc.L poor physical fitness transportation problems the existence of income protection plans Kcollective agreement L Denefits %hich continue income during periods of illness or accident.L /tress @or load
Page 49
LABOUR ABSENTEEISM
employee discontent %ith the %or environment.
$ost if not all of these causes can be prevented by ta ing a positive approach to things. Dy sho%ing the employees that you care3 you can help lo%er absenteeism in the %or place.
CAUSES O" ABSENTEEISM-AN ANALYSIS There are three main reasons for absenteeism. They are personal problem3 family problem3 social problem and culture problem.
!ERSONSL !ROBLEM
LABOUR ABSENTEEISM
1ere %or er has his o%n problems that are confined to his personal life they are3 1ealth 1ealth problem is an unavoidable problem. 8ach and everyone face this problem. 1o%ever3 some of the %or ers are not having sound health because of that they %ill be absent from these %or again and again. *outine This is also one of the personal problems for absenteeism continuously doing the same %or becomes boring for the reason %or ers remain absent in order to ta e a brea and relax. /econdary Dusiness ,n employee having a )ob in a company is considered as primary business. Desides this some of the %or ers have other business or part time )obs. Decause of these reasons %or ers loose interest in maintaining regularity. This is another reason creates absenteeism. /easonal absenteeism $ost of the %or ers are coming from surrounding village. @here they are having their o%n agriculture land. /o3 usually during rainy season and harvest season %or ers remain absent from %or 3 as they have to %or in their fields. Q
Page 51
LABOUR ABSENTEEISM
"AMILY !ROBLEM
@or ers have problems in their families and these includeB A++o--odatio), $any %or ers are not having their o%n housesF they are in the houses for rent. 1ere o%ners restrictions are more3 for e.g. rent payment %ithin fixed date etc. ,part from these there are many other problems li e insufficient %ater ventilation etc3 because of these reasons %or ers %ant to change their houses changing their houses again and again. ?or these reasons %or ers %ill remain absent from the %or for finding suitable accommodation. #ealt( o' t(e 'a-il& It is also one pf the problem for absenteeism. /uppose3 children or parents having health problems3 %ill have to ta en to hospitals. "a-il& ODligatio) ?amily obligations are more in villages. 1ere people are living co-operatively. If there is any function in one of the %or ers house3 relatives and friends help him. /uch situation arise occasionally hence this also creator absenteeism. If a %or er is having children3 education problem %ill come. ?or finding seats3 for admission3 for finding rooms or hostel etc.
Page 52
LABOUR ABSENTEEISM
SOCIAL AN CULTURAL !ROBLEMS So+ial proDle-%, /ocial problems li e marriage of relatives3 friends etc for attending such functions %or ers remain absent. 9eath related and functions also create absenteeism. C*lt*ral proDle-%B "ultural functions such as festivals3 house %arming ceremony3 dramas3 and exhibitions do create absenteeism.
!ROBLEMS ARISING "ROM LABOUR ABSENTEEISM 9elay in production 9elay in supply Dad effect on the organi5ation .ess demand for product in the mar et. ,ll problems lead to loss to the organi5ation "alculation of payment in case of Dadli @or ers. If labour remains more absent he %ill receive less payment3 less contribution to 2? = 8/T3 less amount of bonus.
Page 53
LABOUR ABSENTEEISM
In ;The!adag "o-#perative Textile $ill .td< %or ers are divided into three categories3 they are 1L 2ermanent 8mployees-Their )ob is se%ed = permanent. (L Dadli %or ers-Aob is not permanent they are substitute. 3L Trainee all categories of %or ers deceive monthly payment
LEAVE "ACILITIES
1L "asual leave R- in year (L 8arned leave R1( to 1-in a year. 3L 8./.I leave 6L .eave %ithout payment "asual leave and 8arned leave are given to permanent employees only 8./.I leaves are related to employees /tate insurance ,"T a person %ho earns 4+++/-per month can apply for 8./.I leaves = he has to contribute to this account monthly. .eave %ithout payment KleapL %ill be sanctioned by the management according to the conditions of the organi5ations. If a person remains absent for more than 1+ days %ithout see ing permission of management he %ill be suspended from the )ob. There are 1L 2ermanent 8mployees-Their )ob is se%ed = permanent. (L Dadli %or ers-Aob is not permanent they are substitute.
3) Trainee. Babasabpatilfreepptmba.com Page 54
LABOUR ABSENTEEISM
ODEe+tive% o' t(e %t*d&.

The main ob)ectives of the study is to have the expose to alive organi5ation and to understand ho% an organi5ation %or s as a system and gain experience in handling and moving alive pro)ect to understand the responsibility and functioning of different departments and ho% different department to co-ordinate their function attain a common goal3 relating the concept learn to the %or ing of the organi5ation %hich helps learn things better and alsoB
1. To no% the rate of labour absenteeism. (. To no% %hether labour absenteeism have been effected upon performance of !"T$ . 3. To no% the need of 1* department in !"T$. 6. To have the clear no%ledge of various activities carried in the company
S+ope o' t(e %t*d&

The scope of study is covers statutorial and non-statutorial facilities and lab our ,bsenteeism = satisfaction of employees on !"T$ 1ul oti . ,ll these things study through the %or ers = management they are the respondents =this study is only restricted for !"T$ 1ul oti . The pro)ect %or duration has ( months during the period from 1-th Aune to 1-th august (++&
Li-itatio)%,
Time is not sufficient to study the all aspects of the organi5ation. ,s other company also have same confidential matter. It %ill not be discussed The employees are very busy %ith their %or it is not possible to send more time in interaction The response given by the respondents are depends on their moods and their experience3 %hich could have been good or bad. It %as affecting on their responses This study is only restricting for !"T$ 1ul oti.
Page 55
LABOUR ABSENTEEISM
ata Collection
In this research report the data has been collected through t%o sources3 those are primary data collection and secondary data collection. !ri-ar& data +olle+tio). 2rimary data consists of as ing the questions and direct meet is used in research study3 primary data includes 9irect intervie%s of each of the department sources of the organi5ation. 9iscussion %ith quality control facility canteen assistant #bservation made during the pro)ect sessions. /ome information has been interacting %ith lab our %elfare offices 3 costing account and other administrator of the company
Se+o)dar& data /tudy of related textile boo s maga5ines )ournals. /ome sort of information is collected from the internet relating to the textile industry. Information collected from the induction manual of the company. ,nnual reports of the company.
SAM!LING MEANING, The responders %ill be based on the random selection among the different level different authorities = different department. The research have selected 1++ respondents = obtained the questionnaire results role of attitudes = suggestions representatives their through in their environment to%ards the lab our absenteeism.
Page 56
LABOUR ABSENTEEISM
RAN OM SAM!LING ,ccording to portion *andom sampling is the form applied %hen the method of selection assures each individuals or elements in universe an equal of being chosen. #Y!OT#ESIS The study of the problem is aimed to the follo%ing hypothesis 1. , hypothesis is a tentative imaginations the validity of %hich is going to be tested in its most eliminatory stage the hypothesis may be any guess imaginative idea %hich becomes the basic for action or investigation (. That the disparate in %elfare facility it is the cause of the employee absenteeism 3. The labour absenteeism is depends on avoidable = un-avoidable causes.
SAM!LING MET#O OLOGY The term ;*esearch $ethodology< denoted the techniques = methods that are adopted the resources has for underta ing any research study methodology tried to stic to the principle of research for the present study also. The methodology is the %ay of collecting information about the company and the pro)ect. *esearch design is a plan for the collection and analysis of data in a manner that at maximum relevance. 8xploratory = 9escriptive operative Textile mill .td 1ul oti. !adag co-operative Textile mill .td 1ul oti. >niverse-----,ll %or ers at the 2lace-----The !adag coTypes of *esearch-----
Page 57
LABOUR ABSENTEEISM
at Gadag Co-Operative Textile Mill /ample ?rame-----@or ers
falling in categories of chronic absentees and regular %or ers. 9ata. /ampling $ethod-----*andom
A)al&%i% a)d i)terpretatio)

T,D.8 -1 1L ,ge ?requenc 2ercent y Ealid 1C-((--33--66- = above Total 3C (+ (C 16 1++ 3C.+ (+.+ (C.+ 16.+ 1++.+ Ealid "umulati "1,*T- 1 2ercent ve 2ercent 3C.+ 3C.+ (+.+ -C.+ (C.+ C4.+ 16.+ 1++.+ 1++.+
Age
!,
$,
&,
)re*uenc+
',
, '(%&" &"%$" $"%!" !" & a#ove
Age
I)terpretatio),
LABOUR ABSENTEEISM
The above table indicates that out of 1++ respondents the maximum numbers of employees are 1C to (- years of age group that is 3CM. The age groups of 6- and above are less than other age groups.
T,D.8-( 3L /ex ?requency 2ercent $ale Ealid ?emale '6 Total 1++ "1,*T-( '6.+ 1++.+ '6.+ 1++.+ 1++.+ (4 (4.+ Ealid "umulative 2ercent 2ercent (4.+ (4.+
se(,
/,
!,
)re*uenc+
&,
, .ale fe.ale
se-
I)terpretatio),
Page 59
LABOUR ABSENTEEISM
,bove table indicates most of %or ers are female %or ers %or ing in the industry. #ut of 1++ respondents (4M respondents are male and '6M are female. The %or ing environment in !"T$ is good for the female %or ers.
T,D.8-3 6L 8ducational bac ground ?requency 2rimary Eali d 1igh school 2>" = above Illiterate Total "1,*T-3 (6 1( (( 1++ (6.+ 1(.+ ((.+ 1++.+ (6.+ 1(.+ ((.+ 1++.+ 44.+ 'C.+ 1++.+ 6( 2ercent Ealid 2ercent 6(.+ 6(.+ "umulativ e 2ercent 6(.+
0ducational #ac1ground
",
!,
$,
&,
)re*uenc+
',
, pri.ar+ High school P2 & a#ove illiterate
0ducational #ac1ground
Page 60
LABOUR ABSENTEEISM
I)terpretatio)B
The above table indicates that 6(M respondents are having educational bac ground of primary. 1(M of respondents are having 2>" and above qualification. The illiterate people also %or ing in this organi5ation.
T,D.8-6 6L $arital status ?requency 2ercent Ealid married 'C unmarried(( Total 1++ 'C.+ ((.+ 1++.+ Ealid 2ercent 'C.+ ((.+ 1++.+ "umulative 2ercent 'C.+ 1++.+
"1,*T-6
Page 61
LABOUR ABSENTEEISM
.arital status
',,
(,
/,
!,
)re*uenc+
&,
, .arried un.arried
.arital status
I)terpretatio),
In this case the table sho%s the married %or ers are more than the unmarried out of 1++ respondents. 'CM respondents are married and others i.e. ((M respondents are unmarried. The most employees are female and married %or ers3 because of this reason they %ill become absent. Therefore the absenteeism is more in this organi5ation.
T,D.8--L Types of )ob ?requency Ealid Trainee 2ermanent !eneral Total (+ 3+ -+ 1++ 2ercent Ealid 2ercent (+.+ (+.+ 3+.+ 3+.+ -+.+ -+.+ 1++.+ 1++.+ "umulative 2ercent (+.+ -+.+ 1++.+
"1,*T--
Page 62
LABOUR ABSENTEEISM
t+pes of 3o#
/,
",
!,
$,
&,
)re*uenc+
', , trainee per.anent general
t+pes of 3o#
I)terpretatio),
1ere the general %or ers are more than permanent %or ers. 2ermanent %or ers are less absent than the general %or ers. If the permanent %or ers remain absent then they %ill be demoted as a general KDadaliL employee. Therefore the general %or ers are more.
T,D.8-4 4L %age/salary 2ercent 1C.+ C(.+ 1++.+ Ealid 2ercent 1C.+ C(.+ 1++.+ "umulative 2ercent 1C.+ 1++.+
Page 63
?requenc y Ealid monthly 1C daily C( Total 1++
LABOUR ABSENTEEISM
"1,*T-4
4age5salar+
',,
(,
/,
!,
)re*uenc+
&,
, .onthl+ dail+
4age5salar+
I)terpretatio),
In this organi5ation they %ill pay %ages to %or ers on daily basis. Decause the %age %ill be paid on the %or done by the %or er. 9ifferent departments has its o%n rate of %age. @or ers %ill get daily %age but the administrative department staff %ill get the salary on monthly basis.
T,D.8-'.1 '.1L ,re you satisfied %ith your )obS ?requency 2ercentEalid 2ercent &+ &+.+ &+.+ 6.+ (.+ 6.+ (.+ "umulative 2ercent &+.+ &6.+ &4.+
Page 64
Ealid
1ighly satisfied %ith my )ob ?airly 6 satisfied 1ighly (
LABOUR ABSENTEEISM dissatisfied 7either 6 satisfied nor dissatisfied Total 1++
6.+
6.+
1++.+
1++.+ 1++.+
"1,*T-'.1
Are +ou satisfied 4ith +our 3o#6

',,
(,
/,
!,
)re*uenc+
&,
, highl+ satisfied 4 it fairl+ satisfied highl+ dissatisfied neither satisfied no
Are +ou satisfied 4ith +our 3o#6
I)terpretatio),
The employee of the !"T$ most of the employees are highly satisfied %ith there )ob. Decause they %ill get less %age in rural area in other type of %or . ,nd also they %ill get other benefits from the company.
T,D.8-'.( '.(L 1o% is the relationship bet%een employee = management in your organisationS ?requency 2ercent Ealid 2ercent Ealid very good &C &C.+ &C.+ !ood ( (.+ (.+ Total 1++ 1++.+ 1++.+
"umulative 2ercent &C.+ 1++.+
Page 65
LABOUR ABSENTEEISM "1,*T-'.(
Ho4 is the relationship #et4een e.plo+ee & .anage.ent in +our or

'&,
',,
(,
/,
!,
)re*uenc+
&, , ver+ good Good
Ho4 is the relationship #et4een e.plo+ee & .anage.ent in +our organisati
I)terpretatio),
The employees have healthy relationship bet%een employees themselves and %ith management. The same relationship should be maintain. It %ill helpful for the organi5ation in long run. T,D.8-'.3 '.3L ,re you satisfied %ith %age rates3 salary3 scale = incentives provided in your organisationS
Page 66
LABOUR ABSENTEEISM ?requency2ercent Ealid 1ighly satisfied ?airly satisfied some %hat dissatisfied neither satisfied nor dissatisfied Total C( 4 1+ ( C(.+ 4.+ 1+.+ (.+
at Gadag Co-Operative Textile Mill Ealid 2ercent C(.+ 4.+ 1+.+ (.+ 1++.+ "umulative 2ercent C(.+ CC.+ &C.+ 1++.+
1++ 1++.+
Are +ou satisfied 4ith 4age rates 7salar+7scale & incentives provided in
',,
(,
/,
!,
)re*uenc+
&,
, Highl+ satisfied so.e 4 hat dissatisfi )airl+ satisfied neither satisfied no
Are +ou satisfied 4ith 4age rates 7salar+7scale & incentives provided in
I)terpretatio),
$ost of the employees are highly satisfied %ith %age rate3 salary3 sales and incentives provided in their organi5ation and fe% of the employees are some %hat dissatisfied %ith their %age rate = salary.
T,D.8-'.6 '.6L ,re you satisfied %ith the organi5ational safety and other statutorial and nonstatutorial %elfare facility provided by your organisationS ?requency 2ercent
Ealid 2ercent
"umulative 2ercent
Page 67
LABOUR ABSENTEEISM 1ighly &C Ealid satisfied some %hat ( dissatisfied Total 1++ "1,*T-'.6 &C.+ (.+ 1++.+
at Gadag Co-Operative Textile Mill &C.+ (.+ 1++.+ &C.+ 1++.+
Are +ou satisfied 4ith the organisational saft+ and other statutorial an
'&,
',,
(,
/,
!,
)re*uenc+
&, , highl+ satisfied so.e 4 hat dissatisfe
Are +ou satisfied 4ith the organisational saft+ and other statutorial an
I)terpretatio),
In the above table all respondents are highly satisfied %ith the industrial safety and other statutorily and non statutorily %elfare facility provided by the organi5ation. Decause they are providing medical facilities and canteen facility.
T,D.8-'.'.-L If you compare %ith other organi5ations do you feel your organisation is providing adequate salaryS ?requency 2ercentEalid 2ercent
"umulative 2ercent
Page 68
LABOUR ABSENTEEISM Ealid :es 1( 7o 1+ 9ont no% 'C Total 1++ "1,*T-'.1(.+ 1+.+ 'C.+ 1++.+
at Gadag Co-Operative Textile Mill 1(.+ 1+.+ 'C.+ 1++.+ 1(.+ ((.+ 1++.+
If +ou co.pare 4ith other organisations do +ou feel +our organisation is

',,
(,
/,
!,
)re*uenc+
&,
, +es no 8ont 1no4
If +ou co.pare 4ith other organisations do +ou feel +our organisation is
I)terpretatio),
$ost of the employees are did not %or ed in other organi5ation. ,nd they dont no% about other organi5ation facilities3 and they dont no% about the rate of %age and salary. #nly fe% of the employees are %or ed in other organi5ation. "ompare to other organi5ation !"T$ is not paying adequate salary.
T,D.8-'.4 '.4L 9o you have any other source of incomeS ?requency 2ercent Ealid yes no C &( C.+ &(.+ Ealid "umulative 2ercent 2ercent C.+ C.+ &(.+ 1++.+
Page 69
LABOUR ABSENTEEISM Total 1++ 1++.+
at Gadag Co-Operative Textile Mill 1++.+
"1,*T-'.4
8o +ou have an+ other source of inco.e 6

',,
(,
/,
!,
)re*uenc+
&,
, +es no
8o +ou have an+ other source of inco.e 6
I)terpretatio),
CCM of respondents are dont have any other sources of income and no other income meets their requirements. Decause from morning till evening they %or s in !"T$. /o they dont have time to do other )ob. *emaining CM of respondents %ill get income from their agricultural fields. ,nd t%o of them are handicraft so !ovt %ill pay the money.
T,D.8-'.'
9.9) Is +our 3o# is seasonal6 )re*uenc+ Percent :alid Percent :alid +es no <otal ( ;& ',, (., ;&., ',,., (., ;&., ',,., u.ulative Percent (., ',,.,
Page 70
LABOUR ABSENTEEISM
"1,*T-'.'
Is +our 3o# is seasonal6

',,
(,
/,
!,
)re*uenc+
&,
, +es no
Is +our 3o# is seasonal6
I)terpretatio)F
,s they dont have time to do other )ob3 they %ill not %or any%here. ,nd also they %ill not get any leave more than available leaves %hen seasonal %or is going on.
T,D.8-'.C
9.() 8o +ou feel +our 4or1 is tough6 )re*uenc+ :alid +es =o &! 9/ Percent &!., 9/., :alid u.ulativ Percent e Percent &!., &!., 9/., ',,.,
Page 71
LABOUR ABSENTEEISM
<otal ',, ',,.,

',,.,
"1,*T-'.C
8o +ou feel +our 4or1 is tough6

(,
/,
!,
)re*uenc+
&,
, +es =o
8o +ou feel +our 4or1 is tough6
I)terpretatio),
,bove table indicates that '4M respondents feel their %or is not tough3 because of training provided by the organi5ation and daily experience.
T,D.8-'.&
9.;) 8o +ou feel that rules7 regulations and disciplinar+ actions 4hich are practiced in +our organisation7 are ver+ strict and rigid6 )re*uenc+ Percent :alid Percent :alid +es =o $/ /! $/., /!., $/., /!., u.ulative Percent $/., ',,.,
Page 72
LABOUR ABSENTEEISM
<otal ',, ',,.,

',,.,
"1,*T-'.&
8o +ou feel that rules7 regulations and discipelinar+ actions 4hich are
9, /, ", !, $, &,
)re*uenc+
', , +es =o
8o +ou feel that rules7 regulations and discipelinar+ actions 4hich are
I)terpretatio),
46M of employees are dont feel that rules3 regulation and disciplinary actions %hich are practiced in their organi5ation are very strict. Decause they follo% the organi5ations rules and regulation its a daily routine for them. Dut the trainee employee feels strict and rigid.
T,D.8-'.1+
9.',) 8o +ou have an+ personal pro#le.s effecting on +our 4or16 )re*uenc+ Percent :alid +es =o <otal ', ;, ',, ',., ;,., ',,., :alid Percent ',., ;,., ',,., u.ulative Percent ',., ',,.,
Page 73
LABOUR ABSENTEEISM
"1,*T-'.1+
8o +ou have an+ personal pro#le.s effecting on +our 4or16

',,
(,
/,
!,
)re*uenc+
&,
, +es =o
8o +ou have an+ personal pro#le.s effecting on +our 4or16
I)terpretatio),
1+M of respondent have personal problems effecting on their %or ing life3 because of regularity and punctuality.
T,D.8-'.11
9.'') Are there an+ social pro#le.s effecting on +our 4or16 )re*uenc+ Percent :alid Percent :alid +es =o ! ;/ !., ;/., !., ;/., u.ulative Percent !., ',,.,
Page 74
LABOUR ABSENTEEISM
<otal ',, ',,.,

',,.,
"1,*T-'.11
Are there an+ social pro#le.s effecting on +our 4or16

'&,
',,
(,
/,
!,
)re*uenc+
&, , +es =o
Are there an+ social pro#le.s effecting on +our 4or16
I)terpretatio)F
&4M of respondents are never faced the problems %hich effecting on their %or . Dut 6M of respondents facing the problems %hich effecting on their %or .
T,D.8-'.1(
9.'&) 8o +ou have an+ ha#its 4hich .ade +ou unfit6 )re*uenc+ :alid no ',, Percent ',,., :alid u.ulativ Percent e Percent ',,., ',,.,
Page 75
LABOUR ABSENTEEISM "1,*T-'.1(
8o +ou have an+ ha#its 4hich .ade +ou unfit6

'&,
',,
(,
/,
!,
)re*uenc+
&, , no
8o +ou have an+ ha#its 4hich .ade +ou unfit6
I)terpretatio),
In !"T$ 1++M of %or ers dont have any habits %hich ma e them unfit and left from )ob.
T,D.8-'.13
9.'$) Are +ou regular to the 4or16 )re*uenc+ :alid +es no <otal & ;( ',, Percent &., ;(., ',,., :alid u.ulativ Percent e Percent &., &., ;(., ',,., ',,.,
Page 76
LABOUR ABSENTEEISM "1,*T-'.13
Are +ou regular to the 4or16

'&,
',,
(,
/,
!,
)re*uenc+
&, , +es no
Are +ou regular to the 4or16
I)terpretatio),
&CM of respondents become absent 3 because they %ill get %ee ly once leave. #nly one employee %ill not become absent because they stay in organi5ation itself.
T,D.8-'.16
9.'!) >hat are +ou e-pecting fro. +our co.pan+6 :alid good salar+ =one of these <otal )re*uenc+ "( !& ',, Percent :alid Percent "(., "(., !&., !&., ',,., ',,., u.ulative Percent "(., ',,.,
Page 77
LABOUR ABSENTEEISM
"1,*T-'.16
>hat are +ou e-pecting fro. +our co.pan+6

/,
",
!,
$,
&,
)re*uenc+
', , good salar+ =one of these
>hat are +ou e-pecting fro. +our co.pan+6
I)terpretatio),
The above table indicates that -CM of respondents expects good salary from the company3 and other 6(M of respondents expects nothing from the company that is good salary3 change of time3 medical facility3 "anteen facility. They dont expect more than this facilities.
"IN INGS
,fter analysis its evident that satisfaction level is above average in !"T$ 1ul oti. , sample si5e of 1++ employees ta en3 these 1++ employees %ere intervie%ed and the follo%ing thing %ere foundB
Page 78
LABOUR ABSENTEEISM
1. $aximum no. of employees are 1C to (- years of age group. (. They have healthy relationship bet%een employees and management. 3. $ost of employees are female %or ers %or ing in the industry. 6. /ome are highly satisfied %ith the salary and some are dissatisfied. -. The %or ers are happy %ith all the statutorily facilities. 4. $ore number of employee %ill become absent3 because of other %or s.
Page 79
LABOUR ABSENTEEISM
Re+o--e)datio)%.
The best form of motivation is through achievement ,nd environment %hich re%ards fresh thin ing ,nd breeds professional restlessness in one @here bright people can gro%. Co*)%eli)g, The best ans%er for his problem is to counsel the %or ers. The management should counsel the %or er and study about their problems. @hile counseling the management should give equal importance to %or ers problems3 so that they %ill feel they are also a part of the company. ?urther the counseling %ould be done in a cordial mannerF other%ise a %or er feels hurt and creates another counter problem. Dy doing so the management may have suggestions from %or ers for their problems and there by the $anagement can minimi5e the rate of absenteeism. Se)%itive trai)i)g, Its ob)ective is to give people an opportunity to develop a%areness of their o%n behavior3 ho% others see them3 greater sensitivity to the behavior of other and better understanding of group process. The main method used for this training is change behavior through group interaction in an unstructured setting. I)trod*+tio) o' "or-al leave appli+atio) %&%te-, , formal leave application system should be introduced . @herein each %or er3 desirous of ta ing leave have to submit an application to the personnel officer t%o days in advance along %hich reason for leave and number of days of leave. This scheme should be supported by
LABOUR ABSENTEEISM
some cash incentives. The advantage of this scheme %ill be that the management %ill be a%are of the number of %or ers at )ob and plan production accordingly. I)trod*+tio) o' AD%e)+e Ma)age-e)t !ro+e%%, /teps tac le the problem3 can be initiated by introduced by introducing a formal system to manage absenteeism and follo% up to see that it is %or ing effectively. I)trod*+tio) o' GGood Atte)da)+e S+(e-eH, The unit should introduce certain attractive schemes for %or ers3 %ho are regular to %or . /chemes li e !ood ,ttendance /chemes3 under %hich every month %or ers %ho %or ed %ithout being absent for a single day should be re%arded. Dy introducing such schemes the management may incur some expenditure but it can reduce absenteeism. I)trod*+tio) o' Ca%*al a)d E''e+tive leave%, "asual and 8ffective leave are leave %ith %ages. These leave facilities can be effectively used to reduce the rate of absenteeism used to reduce the rate of absenteeism in the organi5ation. "asual .eaves- This leave facility %ill be available only to those %or ers %ho have continuously %or ed for 4 months in the unit. These can be up to eight days in a year. 8ffective .eaves- These leaves are additional to the casual leave and can be availed by the %or er only if he has an attendance of (6+ days in a year. 4or0er% Ed*+atio), The management can have meeting %ith the %or er to educate them in many fields. The company should educate the employees in such a %ay to give them ideas li e %hat still benefits for the %or ers or for management if they reduce man hour %astage and increase production. The company should conduct such meeting once in month or %hen it feels convenient. ,nd during such meetings should ma e clear about the advantages for not being absent li e increase in %ages3 decrease in disadvantages of absenteeism li e non-eligibility for incentives3 benefits and incentives. I)trod*+tio) o' !er'or-a)+e Related Re7ard 3 Ot(er I)'ri)ge Be)e'it%,
Page 81
LABOUR ABSENTEEISM
*e%ards consist of pac ages of benefits. *e%ard management technique need to be ad)usted %ith performance appraisal in order to harmonies %ith ne% system in an organi5ation. Dasically there can be three types of benefits %hich can be provided to the %or er. These include3 Infringe related Denefits H for example medical insurance etc. 2rofit related benefits3 2erformance related benefits. ?ines and 2enaltiesB In exceptional cases management should ta en up this step by levying fines and penalties to the %or ers %ho are in the habit of remaining absent regularly. $otivation by 2ublishing the $ission /tatementB The unit can be published a statement of values and benefits of the management and distribute in to all %or ers and staff or by some other means bring it to their notice. These can contain the commitment of the organi5ation. , specimen of some is given belo%.
Page 82
LABOUR ABSENTEEISM
Co)+l*%io),
"hanges to structure and processes can be used as a means To changes individual behavior3 rather than Trying to change attitudes to fell into line. The latter is more difficult to achieve. In short3 the unit can follo% the steps for overcoming the problems of absenteeism 1. InquiryB %elcome the employee bac to the )ob and enquire the reasons for his absence (. InvestigationB as repeated absence cause for a probe and in case the employee is not %ell3 he should be referred to be doctor 3. "ouncilB discuss it unexecuted absence continues3 reveal the absence record and ma e him a%are of company policy etc. 6. @arnB %hich involves revie%ing the case at the executive level and %arning the employee about loosing his )ob. -. ThreatenB %hen the position remains unchanged %ith the price prior permission of executives3 final %arning should be issued to the employee. 4. 9ismissB on the approval of management3 remove the service of the employee %hen he reports bac .
Page 83
LABOUR ABSENTEEISM
BUESTIONNAIRE
9ear respondents3 2ersonal detailsB 1L 7ameB TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT (L ,ddressB TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT 3L ,ge B aL 1C-(cL 3--66L /ex aL $ale -L 8ducational Dac groundB aL 2rimary cL 2>" = above 4L $arital statusB aL $arried 'L Types of AobsB aL Trainee bL 2ermanent bL >n married bL 1igh school dL Illiterate B bL ?emale bL (--3dL 6-=above
Page 84
LABOUR ABSENTEEISM cL !eneral
CL @age / /alaryB aL $onthly '.1L ,re you satisfied %ith your )obsS aL 1ighly satisfied %ith my )ob cL 1ighly dissatisfied %ith my )ob '.(L cL ?air '.3L bL ?airly satisfied dL 7either satisfied nor dissatisfied bL 9aily
1o% is the relationship bet%een employee and management in your organisationS bL !ood dL >nhealthy ,re you satisfied %ith @age *ates3 /alary3 /cale = Incentives provided in your bL ?airly satisfied dL 1ighly dissatisfied
aL Eery good
organi5ationS ,L 1ighly satisfied cL /ome%hat dissatisfied eL 7either satisfied nor dissatisfied '.6L ,re you satisfied %ith the organisational safety and other statutorial = non statutorial %elfare facility provided by your organi5ationS ,L 1ighly satisfied cL /ome%hat dissatisfied bL ?airly satisfied dL 1ighly dissatisfied
'.-L If you compare %ith other organi5ations do you feel your organi5ation is providing adequate salaryS aL :es cL 9ont no% bL 7o
Page 85
LABOUR ABSENTEEISM
'.4L 9o you have any other source of incomeS aL :es '.'L Is your )ob is seasonalS aL :es '.CL 9o you feel your %or is toughS aL :es bL 7o bL 7o bL 7o
'.&L 9o you feel that *ules3 *egulations = disciplinary actions %hich are practiced in your organi5ation3 are very strict and rigidS aL :es bL 7o
'.1+L 9o you have any personal problems effecting on your %or ing lifeS aL yes '.11L ,re there any social problems affecting your %or S aL :es '.1(L 9o you have any habits %hich made you unfitS aL :es If yes3 mention the habitsB. . . . . . . . . . . . . . . . . . . . . . bL 7o bL 7o bL 7o
Page 86
LABOUR ABSENTEEISM
'.13L ,re you regular to the %or S aL yes If no3 give the reason for absentB. . . . . . . bL 7o
'.1-L @hat are you expecting from your organisationS aL !ood /alary bL $edical ?acility dL 7one of these bL "hange of time cL "anteen facility
/ignature of *espondent
----------------------------------------
Page 87
LABOUR ABSENTEEISM
BiDliograp(&
The research has been reviving a total no. of boo s all the boo s are pertaining in human resources management and development. Doo s referredB 9r .".D.!upta H 1uman *esource $anagement 2. /ubba *ao 1uman *esources $anagement = Industrial *elations $aggineson 9avid et al3 1uman *esource 9evelopment 7e% 9elhi3 "rest (++1 ,sh%atthapa 9ictionary #x pored dictionary @eb resources gadagcooptexUyahoo.co.in %%%.google.com 1uman *esource $anagement
Page 88
LABOUR ABSENTEEISM
CO E S#EET
sl.no *' *& ' & $ ! " / 9 ( ; ', '' '& '$ '! '" '/ '9 '( '; &, &' && &$ &! &" &/ &9 &( $ & ' ' ' ' ' & ' & $ ! ! ' ' ' & $ ! ! $ & ' ' ' $ & $ & & & & & & ' & & ' ' ' ' & & & ' ' ' ' & & & & & & & & *$ *! *" ! ' & ' & & & & ' & ' ' ' $ $ $ ' & ! $ ' & & ' & ! ' ! ' ' ' ' ' ' & & & ' ' ' ' ' ' & & ' & ' ' & ' ' & ' ' ' & $ $ $ $ $ $ $ $ $ $ & & $ $ ' & & & $ $ ' ' $ ' & $ & */ *9.' *9. *9.$ *9. *9." *9./ *9.9 *9.( *9.; *9.' *9.' *9.' *9.' *9.'! & ! , ' & $ & & & & & & & & & & & & & ' ' ' ' & & ' & ' & & & & & & ' ' ' ! & ! ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' & ' ' ' ' ' ' ' ' ' ' & ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' " ' ' ' ' $ $ ' ' $ ' ' ' & & ' ' ' ' $ ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' $ $ $ $ $ $ ' $ & $ $ $ ' & & $ $ & ' $ $ $ ' $ $ $ $ & & & & & & & & & & ' & & ' & & & & & ' & & & ' & & & & & & & & & & ' & & & & & & & & & ' & & ' & & & ' & & & & & & & ' ' ' ' & ' & & & & & & ' ' & & ' & & & ' & ' & ' & & & ' ' ' ' ' & & & & & ' ' & ' ' ' ' ' ' ' ' ' & ' & & & & ' ' ' & & & & & & & & & & & & & & & & & ' & & & & & & ' & & & & & ' & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & ' & & & & & & & & & ' " " ' ' " " " " " " " " " " " " " " ' " " " " " ' ' '
Page 89
LABOUR ABSENTEEISM
&; $, $' $& $$ $! $" $/ $9 $( $; !, !' !& !$ !! !" !/ !9 !( !; ", "' "& "$ "! "" "/ "9 "( "; $ ! & & $ ! $ $ & ' & ' ' ! ' $ ' $ ' ' $ $ $ & ' ' ' ' ' & ' & & & & & ' ' & & & & & & & & ' & & & & & ' & & & & & & ' & & ' ' ' ' ' & $ ' ! ! ! ' ! ' ' & ' ! ' ! ! $ ! ' & ' & & & & ' ' ' ' ' ' ' ' & ' ' ' & ' ' ' ' ' ' ' & ' ' ' ' ' ' ' ' & & & $ ' $ & & & & $ $ ' ' ' $ & $ & $ $ ' ' $ & & $ $ $ $ $ $ $ $ & & & & & ' ' & & & & & & & & & & & & & & ' & & & & & & & & & ' $ ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ! & ! ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' & ' ' ' '

' ' ' ' ' $ ' ' ' ' ' ' ' ' ' & ' ' ' ' ' ' " ' ' ' ' $ $ ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' $ ' ' ' ' ' ' ' ' ' $ $ ' $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ & ' $ $ $ $ $ $ ' $ & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & ' & & & & & & & ' & & & & & & & & & & & & & & & & & & & ' ' ' ' & ' & & & & & ' & & & & & & & & & & & & & & & & & & & ' ' ' ' ' & & & & & & ' & & & & & & & & & & & & & & & & & & & ' ' ' & & & & & & & & & & & & & & & & & & & & & & & & & & & ' & & & & & ' & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' " " ' ' " " " "
Page 90
LABOUR ABSENTEEISM
/, /' /& /$ /! /" // /9 /( /; 9, 9' 9& 9$ 9! 9" 9/ 99 9( 9; (, (' (& ($ (! (" (/ (9 (( (; ;, & $ ! ! ' ' ' & $ ! ! $ & ' ' ' $ & $ $ ! & & $ ! $ $ & ' & ' ' ' ' ' & & & ' ' ' ' & & & & & & & & & & & & & ' ' & & & & & & ' ' ' $ $ $ ' & ! $ ' & & ' & ! ' ! ' ' ' ' ' & $ ' ! ! ! ' ' ' ' ' ' ' & & ' & ' ' & ' ' & ' ' ' ' ' ' ' ' ' ' & ' ' ' & $ $ & & $ $ ' & & & $ $ ' ' $ ' & $ & $ ' $ & & & & $ $ ' ' ' & & & & ' ' ' ' & & ' & ' & & & & & & & & & & & ' ' & & & & & ' ' ' ' ' ' ' ' ' ' ' ' & ' ' ' ' ' ' ' $ ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' '

$ ' ' ' & & ' ' ' ' $ ' ' ' ' ' ' ' ' ' ' ' ' ' $ ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' & $ $ $ ' & & $ $ & ' $ $ $ ' $ $ $ $ $ $ ' $ $ $ $ $ $ $ $ $ & ' & & ' & & & & & ' & & & ' & & & & & & & & & & & & & & & & & & & & & & & ' & & ' & & & ' & & & & & & & & & & & & & & & & & & & & & & ' ' & & ' & & & ' & ' & ' & & & & & ' & & & & & & & & & & ' ' & ' ' ' ' ' ' ' ' ' & ' & & & & & & ' & & & & & & & & & & & & & & & & & & & & ' & & & & & & & & & ' & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & ' & & & & & & & & & & & & & & & & & & & & & " " " " " " " " " " ' " " " " " ' ' ' ' ' ' ' ' ' ' ' ' ' ' '
Page 91
LABOUR ABSENTEEISM
;' ;& ;$ ;! ;" ;/ ;9 ;( ;; ',, ' ! ' $ ' $ ' ' $ $ & & & ' & & & & & ' ! ' ' & ' ! ' ! ! $ ' ' ' ' ' ' ' & ' ' $ & $ & $ $ ' ' $ & & & & & & & & & & ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' '

' ' ' & ' ' ' ' ' ' ' ' ' ' ' ' ' ' ' $ $ $ $ $ $ $ $ $ $ & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & ' ' ' ' ' ' ' ' ' '
Page 92

A Project Report On LABOUR ABSENTEEISM at Gadag Co Operative Textile Mill

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

A Project Report On LABOUR ABSENTEEISM at Gadag Co Operative Textile Mill

Transféré par

Droits d'auteur :

Formats disponibles

LABOUR ABSENTEEISM

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

4. $ore number of employee %ill become absent3 because of other %or s.

LABOUR ABSENTEEISM 4. 9ismiss

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

IN USTRY !RO"ILE #i%tor& o' t(e Textile I)d*%tr&

Textile #i%tor& i) I)dia

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

C I8ightJ 9epartments '4'

8lected members H 1C 8x H office members H 1 7ominated by !ovt H 3

LABOUR ABSENTEEISM 2roduction capacity /torage capacity

at Gadag Co-Operative Textile Mill

C3-++ gs of yarn per day as per the (++C-+& report.

'-++ $illion Ton.

T(e Gadag Co-Operative Textile -ill Ltd./ #*l0oti

at Gadag Co-Operative Textile Mill

BUIL ING O" GA AG CO-O!ERATIVE TEXTILE LT

at Gadag Co-Operative Textile Mill

officer Helpers Assistant s

A/C assistan t Helpers

at Gadag Co-Operative Textile Mill

MEMBER AN S#ARE CA!ITAL

--*s +6+.++ .a hs --*s+C+.++ .a hs --*s1++.++

at Gadag Co-Operative Textile Mill

!RO UCTION !ER"ORMANCE

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

MAR2ETING O" YARN

at Gadag Co-Operative Textile Mill

COTTON !URC#ASE SYSTEM 3 ECONOMIC BENE"ITS TO MEMBERS

at Gadag Co-Operative Textile Mill

O4ENERS#I! !ATERN BOAR O" IRECTORS

at Gadag Co-Operative Textile Mill

Aoint *egistrar of "o-operative /ocieties /hri T. /hantaveerappa $anaging 9irector

1) A !"#"S$%A$"&' S$A(( C(air-a)

at Gadag Co-Operative Textile Mill

56 TEC#NICAL 3 "ACTORY STA""

at Gadag Co-Operative Textile Mill

Vi%io) 3 Mi%%io). Vi%io)

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

?unctions of 1*9 9epartmentB

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

I)tervie7 !a)el Co)%i%t

Section In charge of Senior Supervisor

at Gadag Co-Operative Textile Mill

"INANCE E!ARTMENT The finance department of !.".T.$ consists of follo%ing person

Office & Staff

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

VARIETY O" COTTON,

LABOUR ABSENTEEISM "UNCTIONS

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

Dlo% *oom "arding 2reparatory 1ard %aste *oving/silver

--s +6+.++ .a hs --s+C+.++ .a hs --*s1++.++

Dlo% oom "arding 2reparatory 1ard %aste oving/silver

T(e +a%e% o' aD%e)teei%- -a& i)+lde,