absenteeism internship report
TRANSCRIPT
A TRAINING REPORT
On
ABSENTEEISM
AT:
FEDERAL MOGUL GOETZE (INDIA) LTD, BAHADURGARH, PATIALA.
SUBMITTED TO:
RATTAN PROFESSIONAL EDUCATION
COLLEGE, SOHANA
In the partial fulfillment of the requirement for the degree of MBA
Submitted By:
KHUSHWANT SINGH
MBA 3rd. SEMESTER
ACKNOWLEDGEMENT
Concentration, dedication, hard-work & application are essential but not only the factors to achieve the desired goal. All these are supplemented by guidance, assistance & co-operation of people to make it success. Every complete successful assignment is the result of many hands join together.
It is a matter of pride and privilege for me to adequately express my deep indebtedness, thanks and guidance to my project guide Ms. Prableen Kaur ( Incharge , Training & Development) for her valuable guidance, co-operation and constant inspiration.
I take the opportunity to express my gratitude to Mr. Sanjay who took pains to see that I get all facilities required for my project work and enlightened me about real working of organization.
I gratefully acknowledge the overwhelming support of Mr.Sanjeev Nanda’s efforts, professional experience proved bliss for me during this work I also acknowledge my thanks to all the other staff members. who directly or indirectly helped me in completing this project
Lastly, how can I forget to owe my indebtedness to my parents who provided moral support as well as adequate finances during the course of my studies.
KHUSHWANT SINGH
DECLARATION
I, Khushwant Singh hereby declare that the project entitled EMPLOYEE ABSENTEEISM, assigned to me by FEDERAL MOGUL GOETZE (INDIA) LTD, during my six weeks training for the partial fulfillment of M.B.A, Degree from RATTAN PROFESSIONAL EDUCATION COLLEGE, SOHANA is the Original work done by me and the information provided in the study is authentic to the best of my knowledge.
This study has not been submitted to any other institution or university for the award of any other degree.
KHUSHWANT SINGH
INTRODUCTION
To
The Company
History
1899 – 1940: Founded on Innovation 1941 – 1956: Diversifying for Success 1957 – 1974: Going Global 1975 – 2005: A Bright Future
Federal-Mogul Corporation is an innovative and diversified $6.3 billion global supplier of quality products, trusted brands and creative solutions to the automotive, light commercial, heavy-duty truck, off-highway, agricultural, marine, rail and industrial markets. The 45,000 people of Federal-Mogul located in 35 countries drive excellence in all they do.
Company’s globally networked engineering and technical centers in the U.S., Europe and Asia enable to bring customers breakthrough in advanced technology and innovation.
Federal Mogul is a premier supplier of products, services and solutions to original equipment manufacturers that use quality components in their vehicles and automotive systems, and to aftermarket customers who sell company’s world-renowned brand-name replacement parts through repair shops and retail outlets. As partner with a global network of suppliers whose commitment to excellence and on-time delivery is crucial to company success.
For more than a century, Federal Mogul has developed the innovative products, which customers need to produce the next generation of vehicles. Federal-Mogul has been creating value through innovation and leading technology for more than 100 years.
Today, the company is a key player in the global marketplace, serving industries that range from automotive and commercial vehicles to railroad and aerospace. Customers know they can rely on Federal-Mogul’s quality excellence in products, trusted brands and creative solutions.
This company started with a bold idea, with a global workforce thousands strong. The Federal-Mogul team has celebrated countless victories and worked hard to overcome the inevitable challenges.
The company utilizes its engineering and materials expertise, proprietary technology, manufacturing skill, distribution flexibility and marketing power to deliver quality products and services, and leading brands. Federal-Mogul is focused on driving global profitable growth and creating value to satisfy customer, employee and stakeholder expectations.
Headquartered in Southfield, Michigan, the Company, which reported sales of $6.3 billion in 2005, employs 42,000 people worldwide. Federal-Mogul was founded in Detroit in 1899. The Company’s principal customers include many of the world’s foremost original equipment manufacturers of automotive, light commercial, heavy-duty truck, agricultural, marine, rail and industrial vehicles and equipment as well as the worldwide aftermarket.
Federal-Mogul employees throughout the organization create value for their stakeholders and continuously strive to exceed their customers’ expectations by following these core values:
We are a team first. We respect, trust and help each other. We act with integrity. We are driven to be the best in all we do. We create value through innovation.
We celebrate our success.
.
FEDERAL MOGUL GOETZE (INDIA) LTD. BAHADURGARH, PATIALA
(History)
Goetze (I) Ltd., Bahadurgarh, Patiala was set up in 1954 with the collaboration of M/s. Goetze Werke, Germany which started its production of Piston Rings for automobile industry in 1957. The plant is situated at Bahadurgarh, about 10 kms. from Patiala on the Patiala-Rajpura Road.
Considering the need of complete Piston assembly, Escorts Ltd. ventured into manufacturing of Pistons in 1958 with the collaboration of M/s. Mahle GmbH, Germany, which delivered the Indian automobile industry its Pistons in 1960.
Escorts entered in collaboration with M/s. SUKO GmbH, Germany for Piston Rings in 1967 and manufacturing started in 1968. To meet the increasing demand of market, in 1977, a parallel unit for manufacturing Pistons and Piston Pins was set up in Bangalore.
From 1 October 1996, Escorts Ltd. entered into joint venture with M/s. Mahle GmbH, Germany with the formation of the new company Escorts Mahle Ltd. in 1998, Goetze also became a part of Federal Mogul, a well-known group of USA. In June 2000, both Escorts Mahle Ltd. and Goetze have become QS-9000 certified companies.
The present capacity of the plant is 285.09 lacs nos. Piston Rings and 52.68 lac nos. Pistons (on 302 working days). The total capital employed as on 31 March 2004 is 134.46 crores in Ring Activity and Piston Activity. The workforce including managers and supervisors is 1131 nos. in Ring Activity and 1304 in Piston Activity as on 31 March 2004. The turnover of the Patiala Plants is 159 crores excluding Excise (combined in Ring Activity and Piston Activity) as on 31
March 2004.
BRANDS
Federal-Mogul Goetze (India) Limited
Manufacturer of world-class pistons, piston rings, sintered parts and cylinder liners covering a wide range of applications including two/three-wheelers, cars, SUVs, tractors, light commercial vehicles, heavy commercial vehicles, stationary engines and high output locomotive diesel engines.
Widest range of piston rings and pistons varying from 30mm to 300mm diameter.
The most modern production facilities at Bangalore, Patiala and Bhiwadi are certified TS 16949, ISO14001 and OHSAS 18001.
Market leaders both in OEM and aftermarket. Exports to many countries. Goetze and Goetze Brico provide leading-edge technologies and competitive
solutions for original equipment manufacturers and the automotive aftermarket.
Production Capacity: Piston rings 55 Million
Pistons 13 Million
Turnover: April 05 -March 06 INR 5124 Million Net Profit (after tax): April 05 -March 06 INR (505) Million
MILESTONES
1954 Incorporated as a JV with Goetze Werke
1957 Ring & liner production
Patiala
1958 Piston production as escorts (Automotive Division) (Collaboration:Mahle)
Patiala
1960 Cast iron / Forged piston production started
Patiala
1968 Pins / ring carrier production started
Patiala
1977 Piston / ring production started
Bangalore
1982 Steel rings / Large bore locomotive piston
Bangalore
1985 Light alloy products
Patiala
1989 Auto thermic pistons production
Bangalore
1990 Moly coated / IKA / chrome oil rings
Patiala
1992 Large bore rings / pistons for battle tanks
Bangalore
1994 Composite pistons / new ring foundry
Bangalore
1996 Escorts (Automotive Division) hived off into joint venture with M/S Mahle, Germany
1997 Goetze TP (India) Ltd. - Manufacturer of steel rings
2001 Merger of Federal-Mogul sintered products Ltd. with Goetze (India) Ltd.
2003 Merger of Escorts pistons activities with Goetze (India) Ltd.
2004 Introduction of chrome-ceramic rings
2004 Technical collaboration for pistons with Federal-Mogul Corporation
2006 Majority stakeholding acquisition by Federal-Mogul Corporation
2006 Name changed "Goetze (India) Limited" to "Federal-Mogul Goetze (India) Limited"
Management
Board of directors Name
Chairman Mr. Charles B.Grant
Vice Chairman, Managing Director
& C.E.O. Mr. Arun Anand
Directors Mr. Rainer Juestock
Mr. Charles H. Polzin
Mr. Mukul Gupta
Mr. Vishavjeet Kanwarapal
Corporate Leaders
Executive Directors–Sales & Marketing Mr. Mohan Narayan
a) Original Equipment Sales Mr. Yogesh
b) After Market Sales Mr. Sanjeev Singh
c) Exports Mr. G.S. Arshi
Executive Directors – Manufacturing Operation Mr. Andreaf Kolf
a) Bangalore Plant Mr. K. Saravana
b) Patiala Plant Mr. Sunit Kapur
c) Bhiwadi Plant Mr. A. R. Ahuja
Financial Controller & Company Secretary Mr. Rajan Luthra
General Manager Corporate Planning Mr. Ashish Mathur
Quality Policy
FEDERAL MOGUL GOETZE (INDIA) LIMITED commits itself to leadership in national market for all its products and ensuring total customers’ satisfaction highest in industry. It commits to develop and build an image in the international market to achieve a sustained annual growth in exports.
Policy
We shall continue to manufacture all our products in conformity with accepted international norms/ standards.
We shall also continue to retain our leadership in development of products through technical know-how from our Collaborators and in-house developments. Consistent development of human resources through training at all levels will be our major thrust area.
MR.CHARLES B.GRANT
(Chairman & Managing Director)
Mission of the Company
“Steadily moving towards leadership with piston with vision strategy seeing it as the best way to leaders in business”
Vision of the Company
“To be one of the worlds leading automotive solutions provider”
Share Holding Pattern:
Federal-Mogul Corporation 51.0 %
Goetze India Ltd. 24.5 %
Teikoku Piston Rings Co. Ltd., Japan 24.5 %
EXPORT DESTINATION
Dubai
Bangladesh
Singapore
Egypt
Mauritius
U.S.A
Germany
Nepal
Sri Lanka
Uganda
COLLABORATIONS
A. GERMANY
o Faun o Class
B. JAPAN
o Yamaha o Kayaka o Mikni
C. UK
o JCB (Goetze) o Ford
D. USA
o HUGHES
E. FRANCE
o Bosch o Dynapal
PRODUCT RANGE
Federal Mogul Goetze (I) Limited manufactures wide range of Liners, Brackets, Shock Absorber, Gudgeon Pins, Light Alloy casting & Sintered Products.
Piston, Piston rings, Piston Pins, Cylinder blocks, Cylinder Liners, Brackets, Shock Absorber, Gudgeon Pins, Light Alloy casting & Sintered Products.
PISTONS
Federal-Mogul Goetze India has state-of-the-art test bed facilities, design facilities for products and dies and tooling with CAD/PRO-E.
Production Capacity:
13 million pistons per annum
Product Range:
30 mm to 300 mm diameter
Applications
Bi-wheelers
Cars
SUVs
Tractors
Light commercial vehicles
Heavy commercial vehicles
Heavy output locomotive diesel engines
Stationary engine
Industrial
Products suitable for
4 stroke engines
2 stroke engines
Gasoline engines
Piston Rings
Goetze piston rings of OEMs and Aftermarket in India has state-of-the-art design facilities for products, tooling with CAD/PRO-E/GLIDE SOFT and test bed facilities.
Federal-Mogul Goetze India is dedicated to developing new technologies and continuously improving its products.
Production Capacity:
55 million rings per annum
Product Range:
30mm to 300mm diameter
Goetze manufactures a wide range of piston rings for:
Bi-wheelers
Tractors
Passenger cars & SUVs
Commercial vehicles (HCVs, MCVs & LCVs)
Locomotive engines
Stationary engines
Industrial
Tx Type Expander & Cr Plated Rails
Chrome Plated Ring
Coating On Running Surface
Chrome ceramic plated rings (CKS)
Molybdenum coated rings
Plasma filled rings
Semi-inlaid rings
Ferrox filled rings
Features
Thin rings made from SG iron
Asymmetric profile rings
Specially honed chrome rings
Lower sharp edge rings
Reverse torsion rings
Conformable chrome oil rings
Keystone
Napier
Nitriding
Drilled hole oil ring
Interrupted cut
Narrow land
I-Ring with Cr plated Periphery
Cylinder Liners
Federal-Mogul Goetze India manufactures wet and dry cylinder liners with honnong and sleeves for bi-wheeler applications for its quality conscious customers.
Applications
Bi-wheelers
Cars
Tractors
Light commercial vehicles
Heavy commercial vehicles
Stationary engines
Production Capacity:
0.5 million liners per annum
Product Range:
50 mm to 120 mm internal diameter
Features
Thin-walled
Plateau honed
With and without flanges
Coating
Phosphating
Metal Castings
Federal-Mogul Goetze (India) Ltd. makes a wide variety of light metal castings, including cylinder blocks; cylinder heads for single cylinder engines; and aluminum tube castings and aluminum crown handles for motorcycles.
TIMINGS
The factory runs round the clock in three shifts, namely- Morning, Afternoon and Night.
TIMINGS SHIFTS
6.30 a.m. to 2.30 p.m. Morning Shift
2.30 p.m. to 10.30 p.m. Afternoon Shift
10.30 p.m. to 6.30 a.m. Night Shift
However the Non-production department works in a General Shift.
(From 9 a.m. to 5 p.m.).
MAJOR CUSTOMERS OF THE COMPANY
PASSENGER CARS & JEEPS
Hindustan Motors Ltd.
Premier Automobiles Ltd.
Mahindra & Mahindra Ltd.
Maruti Udyog Ltd.
Telco
BI-WHEELERS
Bajaj Auto Ltd.
Escorts Yamaha Ltd.
Kinetic Engineering Ltd.
TVS Suzuki Ltd.
Majestic Auto Ltd.
Scooters India Ltd.
Ideal Jawa (I) Ltd.
Lohia Machines Ltd.
TRACTORS
Eicher Tractors Ltd.
Mahindra & Mahindra Ltd.
Escorts Ltd. (TD)
Escorts Ltd. (Farmtrac Division)
HMT Ltd.
COMMERCIAL VEHICLES (LCV’s & MCV’s)
Telco
DEFENCE
Vehicles Factory, Jabalpur
COMPRESSORS
Telco
STATIONERY ENGINES
Kirloskar Oil Engines Ltd.
LOCATION OF DEPOTS
Market Share Of Piston Manufacturers In India
Company Name Market Share (%)
FMGI 36.5
Perfect Circle 12.0
IP Ring 16.5
Shriram Piston 22.5
SAMKRG Piston 9.0
Menon Piston 3.5
ORGANISATION
OF
FEDERAL MOGUL GOETZE (INDIA) LTD.
ORGANISATION GOALS
The company has laid down for itself goal of improving the “value” to the customers through:
1. LEADERSHIP: To maintain leadership in following categories
Market share: to maintain its status as brand leaders in the country for Piston and Piston Pins.
Product Development: To develop Piston and Piston Pins for all new applications as identified.
Technology: modernization and up gradation of technology to the latest improvements to meet customer requirements.
2. CUSTOMER SATISFACTION:
It shall strive to achieve customer satisfaction rating more than 90%.
3. TECHNICAL REQUIREMENT:
Products are manufactured as per specifications based on DIN / JIS / IS / MAHLE NORMS / SUKO NORMS as also against customers specific requirements.
4. QUALITY:
To improve quality consistently through quality assurance and process control.
5. DELIVERY:
To strive to achieve 100% on time delivery as per customer requirements
6. ENVIRONMENT AND SAFETY :
FMGI is fully aware of its environment and social responsibilities. To keep the environment healthy, several measures like smoke precipitators, effluent treatment plant, plantation programs etc. have been adopted. Pollution control methods adopted by the company have been approved by the Central Govt. Periodic checks and regular training is conducted to ensure safety.
7. MEDICAL FACILITIES :
Company takes a lot of interest in the extra curricular activities like medical programs and rural development programs etc. The company has its own medical
centre as well as a heart institute and research centre, where employees get treatment on reimbursement basis.
ORGANISATION SET UP
The organizational set up of the following departments is studied in detail:
1. HR Department 2. Finance Department 3. Purchase and Store Department
4. Production Department
HR DEPARTMENT
HR department advises the management on all matters relating to HR administration. The top management takes into account its advice before arriving at final decisions on human resources and administrative matters. HR Policies in FEDERAL MOGUL GOETZE (INDIA) LIMITED have been divided into three parts:
a) HR FUNCTIONS to encourage the adoption and utilization of latest methods and techniques in areas of manpower planning and development and keeping avenues of promotion open to employees.
b) PROVISION OF COMMUNICATION, TRAINING AND WELFARE MEASURES, EMPLOYEE COMMUNICATION so that employees contributes their best to company’s objectives and also get opportunities for advancement and self-development.
c) INDUSTRIAL RELATIONS between employer and employee so as to promote satisfactory relations by providing channels for upward and downward communication and establishing systematic procedure for redress.
FINANCE DEPARTMENT
The realization of cash for the purpose of raw materials components and spares to pay wages and salaries to incur day to day expenses and overhead costs, to meet selling costs to provide credit facilities to customers and to maintain inventories is also the function of this department.
The formulation of policies with regard to profitability risk and liquidity, decisions about comparison and level of current assets and liabilities, formulation of production policy to keep the production steady by accumulating inventories, formulation and execution of credit policy is also the function of Finance Department.
This Department is responsible for handling transaction relating to purchase of raw material as well as accounts relating to sales. It is also concerned with payment of all expenses incurred by the company like purchase of raw material, electricity bills, repairs etc. It is also concerned with valuation of various costs relating to inventories.
It deals with determination of monthly wages, salaries of employees, fringe benefits of retirement, provident funds deduction, incentives, bonus and all the rewards, which the employees get for rendering their services to the company
PURHCASE AND STORE DEPARTMENT
Purchase and Store are two Departments, which go hand in hand. It is very essential that there should be proper synchronization between Purchase Department and Store Department.
In GOETZE (INDIA) LIMITED, the main responsibility of Purchase Department is to receive orders from other Departments, do the market survey, list the potential sellers and the rates, choose the best and go ahead with purchase. The purchase order is placed only with approved contractors. The Purchase Department scrutinize the following aspects:
a. Quality and Technical specifications b. Delivery c. Prices
Once the purchase order has been placed, it is sent to stores where the store gets ready to receive the incoming material. When the material is received, a notification is sent to the Finance Department.
Stores deal with an array of material, which can be divided into:
a. Raw materials b. Components c. Standard items or patent items
PRODUCTION DEPARTMENT
The Department is responsible for production of various items fixed on basis of production budget, which includes:
a. Raw material budget b. Labor budget c. Plant utilization budget
GOETZE (INDIA) LIMITED turns out a wide variety of Piston Rings for Bi-Wheelers, Heavy Light Commercial Vehicles and Motor Cars etc. The Company has maintained steady growth in Piston Rings in view of ready acceptability of its products. Form modes production of 22517 rings in 1957 it touched a figure of 24 million in 2003-04.
INTRODUCTION TO PROJECT
REASONS TO CHOOSE THE PROJECT
When I joined the training at FEDERAL MOGUL GOETZE (INDIA) LTD, BAHADURGARH, PATIALA I was allotted the project of “ABSENTEEISM”. Initially it appeared to me quite a simple project, but as I started working on it only then I understood its real significance.
It is often easier for the organizations to make arrangement to cover staff, who are going to be off for long periods. However, employees taking odd days off here and there are more problematic, can have an immediate impact.
If remain unchecked, this type of absence can send out the wrong signals to colleagues who, in some jobs, are likely to have to cover for those absent. If employers fail to take action, a ‘buggins turn’ mentality may emerge. Frequent absence may have serious repercussions where staff are employed in customer-facing roles or employed on production lines. The impact of absence may be most directly felt and the need to arrange cover at short notice may be paramount.
ABSENTEEISM
An absence from the workplace refers to time a team member is not on the job during scheduled working hours, except for a granted leave of absence or holiday time. Left unchecked, high absenteeism can rapidly develop into serious business problems including morale issues and high turnover.
Maybe even worse than absenteeism, it is obvious that people such as malingerers and those unwilling to play their part in the workplace can also have a decidedly negative impact.
Such team members need individual attention from frontline supervisors and management.
Indeed, as prevention is better than cure, where such a problem occurs, it is always important to review recruitment procedures to identify how such individuals came to be employed in the first place.
For any business owner or manager, to cure excessive absenteeism, it is essential to find and then eliminate the causes of discontent among team members.
If they find their supervisor or job unpleasant - really unpleasant - they look for legitimate excuses to stay home and find them with things such as upset stomachs or splitting headaches.
Any effective absentee control program has to locate the causes of discontent and modify those causes or eliminate them entirely. In other words, if we deal with the real reasons team members stay home it can become unnecessary for them to stay away.
Any investigation into absenteeism needs to look at the real reasons for it.
Sometimes team members call in sick when they really do not want to go to work. They would not call you up and say, “I’m not coming in today because my supervisor abuses me.”
Or, “I’m not coming in today because my chair is uncomfortable.” Or, “I’m not coming in today because the bathrooms are so filthy, it makes me sick to walk into them.”
There are a few essential questions to consider at the outset if you want to make a measurable improvement to your absenteeism figures.
Why is your present absenteeism policy ineffective?
Where and when is excessive absenteeism occurring? In many cases, under- trained supervisors could be a contributing factor.
What are the real causes for absences?
It is commonly expected that low pay, poor benefits and high workloads will be the major causes.
However, in numerous employee surveys absenteeism generally has been identified as a symptom of low job satisfaction, sub-standard working conditions and consistent negative and unfair treatment received by first-line supervisors.
How much formal training have your supervisors received on absenteeism containment and reduction? If your answer is none or very little, maybe you have found the solution.
As with every other element within your organization, you cannot ask a person to do a job he or she has never been trained to do.
Many human resources specialists have found that repetitive, boring jobs coupled with uncaring supervisors and/or physically unpleasant workplaces are likely to lead workers to make up excuses for not coming to work.
If your team members perceive that your company is indifferent to their needs, they are less likely to be motivated, or even to clock on at all.
One way to determine the causes of absenteeism is to question your supervisors about excessive absenteeism, including what causes it and how to reduce it.
Of course, if your supervisors have made no efforts to get to know the team members in their respective departments, they may not be able to provide reasons.
However, just the act of questioning may get the ball rolling and signal to your supervisors that their involvement is important.
Once a manager finds the real reasons for absenteeism there is another important step. Through open communication, you need to change the team member’s way of reacting and responding to discontent.
Other problems will no doubt arise in the future. If the way of responding has not been reviewed, then the same cycle is likely to start all over again.
So often absenteeism problems can be sheeted back to the supervisor level and to unsatisfactory working conditions. Without improvement in these areas, you can expect your high rate of absenteeism to continue.
Causes of Absenteeism
The causes of absenteeism may include:
serious accidents and illness low morale poor working conditions boredom on the job lack of job satisfaction inadequate leadership and poor supervision Personal problems (financial, marital, substance abuse, child care etc.) poor physical fitness transportation problems the existence of income protection plans (collective agreement ) benefits which continue income during periods of illness or accident.) stress workload employee discontent with the work environment
Most if not all of these causes can be prevented by taking a positive approach to things. By showing the employees that you care, you can help lower absenteeism in the work place.
LOSS DUE TO ABSENTEEISM
Absenteeism and disability constitute the most important causes of work discontinuity. The consequences are enormous. In addition to loss of productivity in connection with the duration of the absence, the long-term consequences are far-reaching, both for the employer and for the employee. The production of the employee has to be taken over by others, whilst the financial consequences of the worker’s absenteeism are for many years to the charge of the employer.
There is an increasing need for limitation and prevention of the drop-out, and for gaining a clear insight into and control over the financial consequences.
ABSENTEEISM RATE
Normally, the rate of absenteeism is calculated by dividing the number of working days lost through absence in any given period by the total number of available working days in that same period, as follows:
Absenteeism Rate = Number of lost working days due to absence /(Number of team members) x (Number of Workdays) x 100.
For Example:
a. Average number of employees in work force 100b. Number of available workdays during period 20c. Total number of available workdays (a x b) 2,000d. Total number of lost days due to absences during the period93e. Absenteeism percent (d [divided by] c) x 100 4.65%
Since absenteeism is a major barometer of employee morale, absenteeism above 5 percent has to be considered as very serious (across most industries 3 percent is considered standard).
ABSENTEEISM RATE
AT
FEDERAL MOGUL
Absenteeism- Types & Control
There are two types of absenteeism, each of which requires a different type of approach.
1. Innocent Absenteeism
Innocent absenteeism refers to employees who are absent for reasons beyond their control; like sickness and injury. Innocent absenteeism is not culpable which means that it is blameless. In a labour relations context this means that it cannot be remedied or treated by disciplinary measures.
2. Culpable Absenteeism
Culpable absenteeism refers to employees who are absent without authorization for reasons which are within their control. For instance, an employee who is on sick leave even though he/she is not sick, and it can be proven that the employee was not sick, is guilty of culpable absenteeism. To be culpable is to be blameworthy. In a labour relations context this means that progressive discipline can be applied.
For the large majority of employees, absenteeism is legitimate, innocent absenteeism which occurs infrequently. Procedures for disciplinary action apply only to culpable absenteeism. Many organizations take the view that through the process of individual absentee counselling and treatment, the majority of employees will overcome their problems and return to an acceptable level of regular attendance.
Counselling Innocent Absenteeism
Innocent absenteeism is not blameworthy and therefore disciplinary action is not justified. It is obviously unfair to punish someone for conduct which is beyond his/her control. Absenteeism, no matter what the cause, imposes losses on the employer who is also not at fault. The damage suffered by the employer must be weighed against the employee's right to be sick. There is a point at which the employer's right to expect the employee to attend regularly and fulfill the employment contract will outweigh the employee's right to be sick. At such a point the termination of the employee may be justified, as will be discussed.
The procedure an employer may take for innocent absenteeism is as follows:
1. Initial counselling(s) 2. Written counselling(s) 3. Reduction(s) of hours and/or job reclassification 4. Discharge
Initial Counselling
Presuming you have communicated attendance expectations generally and have already identified an employee as a problem, you will have met with him or her as part of your
attendance program and you should now continue to monitor the effect of these efforts on his or her attendance.
If the absences are intermittent, meet with the employee each time he/she returns to work. If absence is prolonged, keep in touch with the employee regularly and stay updated on the status of his/her condition. (Indicate your willingness to assist.)
You may require the employee to provide you with regular medical assessments. This will enable you to judge whether or not there is any likelihood of the employee providing regular attendance in future. Regular medical assessments will also give you an idea of what steps the employee is taking to seek medical or other assistance. Formal meetings in which verbal warnings are given should be given as appropriate and documented. If no improvement occurs written warning may be necessary.
Written Counselling
If the absences persist, you should meet with the employee formally and provide him/her with a letter of concern. If the absenteeism still continues to persist then the employee should be given a second letter of concern during another formal meeting. This letter would be stronger worded in that it would warn the employee that unless attendance improves, termination may be necessary.
Reduction(s) of hours and or job reclassification
In between the first and second letters the employee may be given the option to reduce his/her hours to better fit his/her personal circumstances. This option must be voluntarily accepted by the employee and cannot be offered as an ultimatum, as a reduction in hours is a reduction in pay and therefore can be looked upon as discipline.
If the nature of the illness or injury is such that the employee is unable to fulfill the requirements of his/her job, but could for example benefit from modified work, counsel the employee to bid on jobs of such type if they become available. (N.B. It is inadvisable to "build" a job around an employee's incapacitates particularly in a unionized environment. The onus should be on the employee to apply for an existing position within his/her capabilities.)
Discharge Only when all the previously noted needs and conditions have been met and everything has been done to accommodate the employee can termination be considered. An
Arbitrator would consider the following in ruling on an innocent absenteeism dismissal case.
1. Has the employee done everything possible to regain their health and return to work?
2. Has the employer provided every assistance possible? (i.e. counselling, support, time off.)
3. Has the employer informed the employee of the unworkable situation resulting from their sickness?
4. Has the employer attempted to accommodate the employee by offering a more suitable position (if available) or a reduction of hours?
5. Has enough time elapsed to allow for every possible chance of recovery? 6. Has the employer treated the employee prejudicially in any way?
As is evident, a great deal of time and effort must elapse before dismissal can take place.
These points would be used to substantiate or disprove the following two fold test.
1. The absences must be shown to be clearly excessive. 2. It must be proven that the employee will be unable to attend work on a regular
basis in the future.
Corrective Action for Culpable Absenteeism
As already indicated, culpable absenteeism consists of absences where it can be demonstrated that the employee is not actually ill and is able to improve his/her attendance.
Presuming you have communicated attendance expectations generally, have identified the employee as a problem, have met with him/her as part of your attendance program, made your concerns on his specific absenteeism known and have offered counselling as appropriate, with no improvement despite your positive efforts, disciplinary procedures may be appropriate.
The procedures for corrective/progressive discipline for culpable absenteeism are generally the same as for other progressive discipline problems. The discipline should not be prejudicial in any way. The general procedure is as follows: [Utilizing counselling memorandum]
1. Initial Warning(s) 2. Written Warning(s) 3. Suspension(s)
4. Discharge
Verbal Warning
Formally meet with the employee and explain that income protection is to be used only when an employee is legitimately ill. Advise the employee that his/her attendance record must improve and be maintained at an improved level or further disciplinary action will result. Offer any counselling or guidance as is appropriate. Give further verbal warnings as required. Review the employee's income protection records at regular intervals. Where a marked improvement has been shown, commend the employee. Where there is no improvement a written warning should be issued.
Written Warning
Interview the employee again. Show him/her the statistics and point out that there has been no noticeable (or sufficient) improvement. Listen to the employee to see if there is a valid reason and offer any assistance you can. If no satisfactory explanation is given, advise the employee that he/she will be given a written warning. Be specific in your discussion with him/her and in the counselling memorandum as to the type of action to be taken and when it will be taken if the record does not improve. As soon as possible after this meeting provide the employee personally with the written warning and place a copy of his/her file. The written warning should identify any noticeable pattern
If the amount and/or pattern continues, the next step in progressive discipline may be a second, stronger written warning. Your decision to provide a second written warning as an alternative to proceeding to a higher level of discipline (i.e. suspension) will depend on a number of factors. Such factors are, the severity of the problem, the credibility of the employee's explanations, the employee's general work performance and length of service.
Suspension (only after consultation with the appropriate superiors) If the problem of culpable absenteeism persists, following the next interview period and immediately following an absence, the employee should be interviewed and advised that he/she is to be suspended. The length of the suspension will depend again on the severity of the problem, the credibility of the employee's explanation, the employee's general work performance and length of service. Subsequent suspensions are optional depending on the above condition.
Dismissal (only after consultation with the appropriate superiors) Dismissals should only be considered when all of the above conditions and procedures have been met. The employee, upon displaying no satisfactory improvement, would be dismissed on the grounds of his/her unwillingness to correct his/her absence record.
Guidelines For Absenteeism Control
Absenteeism is a disease that appears whenever a company fails to inoculate itself through the use of sound management practices. To cure excessive absenteeism, one has to know the exact causes and then examine the available, workable and proven solutions to apply against those causes.
To embark upon a successful absenteeism reduction program, you need to make sure you have some basic information and facts about absenteeism in your company. Consider the following four questions, which should help you further focus your ideas and put a plan into action.
1 Why is your present absenteeism policy ineffective?
Absenteeism policies vary in effectiveness. Most ineffective policies I have reviewed have a common denominator: They allow "excused" absences, whereas those that do work are "no fault" policies.
2 Where and when is excessive absenteeism occurring?
Numerous studies have concluded that under trained supervisors are one of the main causes of absenteeism. Therefore, any company experiencing absenteeism of greater than 3 percent should consider supervisors as a potential contributor to the problem.
Given that this may be the case, you first should check the percentage of employee absenteeism by supervisor to see if it is concentrated around one or two supervisors. If it is, you've begun to uncover the obvious--undertrained supervisors. If, however, your research reveals that the rate of absenteeism is almost equally distributed throughout your factory, you will need to investigate other possible causes.
3 A What are the real causes for absences?
People-oriented companies are very sensitive to employee opinions. They often engage in formal mini-studies to solicit anonymous employee opinions on topics of mutual interest, These confidential worker surveys commonly ask for employee opinion regarding higher-than-normal absenteeism.
In other words, employees revealed that repetitive, boring jobs coupled with uncaring supervisors and/or physically unpleasant workplaces led them to make up excuses for not coming to work, such as claiming to be sick.
One way to determine the causes of absenteeism is to question your supervisors about their employees' excessive absenteeism, including what causes it and how to reduce it.
4 How much formal training have your supervisors received on absenteeism containment and reduction?
If you find that your supervisors hesitate to provide meaningful answers to your questions, then you're on the right track toward a solution. Ask yourself, "How much formal training have I given my supervisors in the areas of absenteeism reduction and human resources skills?" If your answer is none or very little, your solution can't be far behind. The fact of the matter is, you cannot ask a person to do a job he or she has never been trained to do.
The Bradford Factor & Absenteeism
The Bradford Factor is a Human Resources tool used by many organisations to measure and identify areas of absenteeism. The theory is that short, frequent and unplanned absences are more disruptive than longer absences.
It is based on the fact that it is normally easier to make arrangements to cover for staff who are going to be off for long periods, and which are more likely to be suffering from a genuine illness.
However, employees taking odd unplanned days off here and there actually cause more disruption to the business. If this pattern is repeated regularly, the employee will have a high Bradford Factor score; which may raise questions about how genuine the illness actually is.
The formula for the Bradford Factor is:
E x E x D = Bradford Factor Score
Where E is the number of episodes of absence and D is the total number of days absent in a rolling 52 week period.
So, for employees with a total of 10 days absence in one year, the Bradford Factor score can vary enormously, depending on the number of episodes of absence involved. For example:
One absence episode of 10 days is 10 points (i.e. 1 x 1 x 10)Five absence episodes of two days each is 250 points (i.e. 5 x 5 x 10)Ten absence episodes of one day each is 1,000 points (i.e. 10 x 10 x 10)
How do organisations use the Bradford Factor?
There are no set rules for using the Bradford Factor; it is down to each organisation to determine the ways in which it uses the score.
However, used effectively, the Bradford Factor can reduce absenteeism dramatically, serving as a deterrent and a method for tackling persistent absenteeism.
Studies have shown that by educating staff about the Bradford Factor, and then showing them their score on a regular basis, absenteeism can be reduced by over 20%. This is largely down to staff understanding that taking the odd day off here and there will quickly multiply their Bradford Factor score. The Bradford Factor places a value on the absence which an employee can clearly see. Where the absence is not absolutely necessary, this can serve to deter absenteeism.
When this is used in conjunction with a points system the Bradford Factor can be effectively utilised to deter unnecessary absenteeism.
For example the Bradford Factor can be utilised by creating “triggers” whereby certain actions are taken when an employee’s Bradford score reaches a certain point. For example, the UK Prison Service has used the following triggers:
51 points – verbal warning. 201 points – written warning 401 points – final warning 601 points – dismissal
Setting these triggers is entirely dependent on the organisation using the Bradford Factor. It is usually advisable to use the Bradford Factor as one of a number of absence policies. However, setting these triggers and making staff aware of them, in addition to taking action, resulted in the Prison Service reducing absenteeism by 18%.
By implementing mandatory procedures for tackling absenteeism across an organisation led by the Bradford Factor, an organisation can remove the potential for differences across teams and management and remove the difficulties and reluctance that line managers often face when having to discipline a close staff member.
The Bradford Factor can provide organisations with a two pronged method for tackling absence: proactively deterring absence in the first place and utilising a set procedure to identify and tackle persistent absenteeism.
Implementing the Bradford Factor
Calculating the Bradford Factor for one member of staff over a given period is not a difficult proposition. However, calculating the Bradford Factor over a rolling 52 week period, across multiple teams and locations and considering different types of absence is a very difficult task.
As a result of the exponential nature of the formula {E x E x D}, even the slightest mistakes in calculation can result in a wide variance of an employee’s Bradford Factor score.
For example:
For an employee who has had 10 days off in a year in total, on two separate occasions:
2 X 2 X 10 = 40 {which does not trigger a warning – fewer than 50}
However, if their absence is either not recorded correctly, or is calculated wrong by just one day:
3 X 3 X 10= 90 {which does trigger a warning – over 50}
You can see that their score is more than double, despite the small mistake. Getting the formula the wrong way round can have even more significant results:
10 X 10 X 2 = 200 {which would trigger disciplinary proceedings – over 200}
If an organisation wants to tackle absenteeism effectively, using the Bradford Factor, including using an employee’s Bradford Factor score in potential disciplinary proceedings, then the process for calculating the Bradford Factor has to be full proof, consistent and equal. To achieve this, an organisation will need to ensure:
Absence reporting and monitoring is consistent, equal and accurate both over time and across the whole organisation.
The calculation of an employee’s Bradford Factor score is based on these accurate, equal and updated absence records.
Management and staff have access to updated Bradford Factor scores.
Without these processes in place the calculation of the Bradford Factor is extremely difficult and time consuming. In addition to this; unequal processes for reporting and calculating the Bradford Factor could be discriminatory; everyone’s Bradford Factor score should be subject to the same, indisputable criteria.
SCOPE & OBJECTIVE
OF
STUDY
OBJECTIVES OF THE STUDY
The objectives of present study are as follows:
Major Objectives:
To study the reasons of employee absenteeism. To put forward the suggestions and to find those areas where it can be improved.
Minor Objectives:
To study the problems of workers faced during the work period. To find out whether job satisfaction & motivation level are low. If yes, then what
are the reasons. To find out whether the workers feel stress during the work.
Limitations Of The Study
The personal biases of the respondents might have entered into their response. Time allotted for the survey was less. Some of the respondents give no answer to the questions which may affect the
analysis. Generally the respondents were busy in their work and were not interested in
responding rightly. Respondents were reluctant to disclose complete and correct information.
RESEARCH METHODOLOGY
The methodology used for the collection of data has been divided into two groups:
Primary Data
This data is based upon personal discussion with managers, officers , employees & workers working in various sections of HR Department, Piston Ring Foundry Shop and Piston Ring Machine Shop.
Secondary Data
It is mainly based upon office records and other published documents of Goetze (India) Ltd., Bahadurgarh, Patiala.
Sample Size : 50 Workers
Sampling Technique
In this project the primary data was collected through questionnaire method. A structured questionnaire was administered and workers were asked to fill it. The interview method was also considered as in it the interviewer and the interviewee can interact face to face.
Data Analysis Technique
Percentage method is used for the analysis of data and bar graphs are used to present that data.
Questionnaire
Personal InformationName –Age-Sex-Job status-
For how many years you are working with FMGI ? 0-1 yr1-2 yr2-5 yr< 5 yr
How often you remain absent in a month ?NilOnceTwice< Twice
According to you what is the main reason for employees absent ?Health problem / domestic reasonsStressWork dissatisfactionWorking environment
Your views regarding the present Absenteeism Policy of FMGI ?ExcellentGoodFairDon’t know
Are you clear about your work / job responsibilities ?Well clearGoodFairly clearDon’t know
Are you satisfied with your work ?Well satisfiedGoodFairNot satisfied
Your views regarding the working environment of FMGI & work place ?ExcellentGoodFairPoor
How are your relations with your superiors / co-workers ?
ExcellentGoodFairPoor
Your superiors behaviour towards your problems ?ExcellentGoodFairPoor
Your views regarding the fascilities provided to you by FMGI ?ExcellentGoodFairPoor
Any suggestions / Comments- _____________________________________
ANALYSIS &
INTERPRETATION
Q. For how many yrs you are working with FMGI ?
0%
10%
20%
30%
40%
50%
60%
0-2 Years 2-5 Years 5-10 Years >10 Years
worker
Interpretation – it can be seen that 56% of the workers at FMGI are working for more than 10 years whereas 36% are working for more than 5 yrs.
Q. How often you remain absent in a month ?
Interpretation- it can be seen that 96% of the workers do not remain absent.
Q. According to you what is the main reasons for employees absent ?
Interpretation- according to 96% workers, personal problem is the reason for being absent. 4% think that stress can also be the reason.
Q. Your views regarding present Absenteeism Policy of FMGI ?
Interpretation- it can be seen that 76% workers rate the present absenteeism policy as good whereas 22% rate it as excellent.
Q. Are you clear about your work / job responsibilities ?
Interpretation- it can be seen that 94% of the workers at FMGI are clear regarding their work responsibilities.
Q. Are you satisfied with your work ?
Interpretation- 82% of the workers are fully satisfied with their work whereas 16% workers think their work as good.
Q. Views regarding working environment of FMGI ?
Interpretation- 82% workers feel that the working environment at FMGI is good & 14% feel it as excellent.
Q. Your relations with your superiors ?
Interpretation- 76% workers have good relations with the superiors whereas 22% have excellent relations with the superiors.
Q. Yours superiors behaviour towards your problem ?
Interpretation- 42% workers think that their superiors behaviour toward their problems is excellent & 56% workers consider it as good.
Q. Yours views regarding fascilities provided FMGI ?
Interpretation– 86% workers consider that fascilities provided to them are good whereas 10% consider them as excellent.
Conclusion
Findings
Almost 56% of the workers at FMGI are working for more than 10 years whereas 36% are working for more than 5 yrs.
Almost 96% of the workers do not remain absent.
According to 96% workers, personal problem is the reason for being absent. 4% think that stress can also be the reason.
Almost 76% workers rate the present absenteeism policy as good whereas 22% rate it as excellent.
Almost 94% of the workers at FMGI are clear regarding their work responsibilities.
82% of the workers are fully satisfied with their work whereas 16% workers think their work as good.
76 % workers have good relations with the superiors whereas 22% have excellent relations with the superiors.
42% workers think that their superior’s behaviour towards their problems is excellent & 56% workers consider it as good.Suggestions
Suggestions and Recommendations
Following points can be suggested for the chronicle absentees -
Provide Incentives- An incentive provides an employee with a boost to their motivation and avoid unnecessary absenteeism. Incentives like two hours of bonus pay for every month of perfect attendance can improve a lot.
Employee Assistance Program- if you confront an employee about his or her frequent absenteeism and you find out that it is due to personal problems refer them to EAP.
Sickness Reporting – tell employees that they must phone in as early as possible to advise why they are unable to make it to work and when they expect to return.
Return To Work Interview- when an employee returns to work then ensure that they have a ‘return to work interview’.
Bradford factor can also be used to identify and cure excessive absenteeism.
In the end to conclude this report I would like to specify that the project allotted to me on ABSENTEEISM was of immense help to me in understanding the working environment of an organization, thereby providing a first hand practical experience.
In this project while identifying the reasons of absenteeism of the workers of FMGI, Patiala I got an opportunity to interact with workers to observe their behavior and attitude.
In the end I would once again like to thank the people of FMGI who helped me in accomplishing this project and boosting my morale by appreciating and recognizing my efforts.
BIBLIOGRAPHY
o www.goetzeindia.com o www.benifits.org o www.employer-employee.com o www.citehr.com o www.management-issues.com o www.e-days.com
THANKS
TO
ALL