A

Project Report on

“MAN POWER ABSENTEEISM”

MASTERS OF BUSINESS ADMINISTRATION

SIKKIM MANIPAL UNIVERSITY OF HEALTH,

MEDICAL AND TECHNOLOGICAL SCIENCES
DISTANCE EDUCATION WING
MANIPAL
 BHARGAVI INSTITUTE OF MANAGEMENT AND
TECHNOLOGY , K.P.H.B. BUS STOP,
HYDERABAD - 5000722

PROJECT WORK
ON

“MAN POWER ABSENTEEISM”

BY ANJUM BEGUM (520870273)
submitted in partial fulfillment of the requirements for the degree of
MASTERS OF BUSINESS ADMINISTRATION
of
Sikkim Manipal University, INDIA

Sikkim Manipal University, Medical and Technological Sciences

Distance Education Wing
Syndicate House
Manipal-576119
 CERTIFICATE

The project report of ANJUM BEGUM Roll No: 520870273 title

“MAN POWER ABSENTEEISM”

is approved and is acceptable in quality and form.

Internal Examiner External Examiner

 DECLARATION

I hereby declare that the project report entitled

“MAN POWER ABSENTEEISM”
submitted in partial fulfillment of the requirements for the degree of
Masters of Business Administration
to Sikkim Manipal University, India, is my original work and not
submitted for the award of any other degree, diploma, fellowship, or
any other similar title or prizes.

PLACE: HYDERABAD ANJUM BEGUM

DATE: Reg. No: 520870273

ACKNOWLEDGEMENT

Sl No. Contents Page No.

1 Chapter -1 1

Introduction 2--6

Objective of the Study 7

Scope of the Study 8

Limitations of the Study 10

Absenteeism in MRF Medak 11--19

2 Chapter -2 20

Research Methodology 21-23

3 Chapter - 3 24

Company Profile 25-42

About MRF Medak Unit 43-48

4 Chapter-4 49

Data Representation 50-53

5 Chapter-5 54

Findings & Observation 55-78

6 Conclusion 79

7 Questionnaire 80-82

8 Bibliography 83-84
 INTRODUCTION

ABSENTEEISM THE PROBLEMS OF INDIAN

INDUSTRY

It hardly needs mention that one of the major problems before

the Indian industry is absenteeism among the workmen. This
means that at the beginning of the shift, the managers are
suddenly faced with the problem of finding extra people to
make up the production crew; either they have to carry large
numbers as absentee reserve or will have to shut down
machines, for want of crew. This naturally upset the production
schedules.

Let us look at this problem more closely:

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

without previous information to the management, is said to be absent.
The problem of absenteeism arises when large numbers of workers
absent themselves from duty. Many studies have been undertaken to
find out the causes for absenteeism. It must however, be borne in
mind that all factors crises-cross in this field, and hence it is not
possible categorically to generalize the problem in such a vast country
as India. However, the main causative factors are follows.

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

retained their strong links with village life, through a small piece of
land and social contacts, e.g., marriage, deaths, litigation, etc., which
they continue to maintain with village life. Hence, as and when their
presence is required in the village, which is frequent, they absent
themselves from work and just go home.

The lopsided social spending that they indulge in lands them in heavy
debts and then it is a game of hide and seek with the money lender
which adds to the high incidence of absenteeism.
Many workers have part time avocations, to supplement their income.
But with the job security which the industrial workers enjoys in India,
the part time job starts taking over factory job. It is common
knowledge that during the marriage season electricians, tailors and
even masons manage to be away from factory work since they are
busy else where.

It has almost been the general experience that with the introduction of
the Employees’ State Insurance Scheme, absenteeism in the industry
has gone up, the workers can cover up their absence with a medical
certificate. The liberal leave provision in India is unique. There are
provisions for casual leave, leave without pay, festival holidays, and
sick leave, apart from annual leave with pay. All these enable the
worker to interrupt his work life, as and when he needs.

Various Definitions for Absenteeism:

According to employment law Absenteeism is the state of not being

present that occurs when an employee is absent or not present at work
during a normally scheduled work period.
Absenteeism is the term used to describe the fact of an individuals
missing his or her regular daily activity.

Absenteeism is “ non-attendance of employees for scheduled work

when they are expected to work”.

Absenteeism – The state of Chronic absence from work

Absenteeism – State of not being present

Absenteeism – The Practice of regularly staying away from work with

good reason.

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

as the failure of a worker to report for work when he is scheduled to
work. A worker is considered scheduled to work when the employer
has available for him and the worker is aware of it. Authorized
absence is also treated as absence while presence even for a part of the
shift is treated as presence for whole shift.

Definition for a worker:

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

include all persons employed directly or through any agency, whether
for wages or not, in any manufacturing process or in cleaning any part
of machinery or premises used for manufacturing process or in any
other kind of work, incidental to or connected with the manufacturing
process or the subject of manufacturing process. Labour engaged in
repair and maintenance or production of fixed assets for factory’s own
use or labour employed for generating electricity etc., is also included.

Contract workers are defined as all persons who were not employed
directly by an employer but through the contractor. These workers
may be employed with or without the knowledge of the principal
employer.

Objectives of the Study

 To study the reasons for absenteeism in MRF Medak unit.

 To study the working conditions prevailing in the organization.

 To study the growing rate of absenteeism among the workmen

in the factory.

 To study the Cost / Effect of Absenteeism

 To provide Guidelines / Strategies in order to curb the

absenteeism

Scope of the study

The present study “ Workers Absenteeism” Covered only at MRF

Medak unit, could be of great use for the organization concerned in
the following area:
1. The study attempts to analyze the effectiveness and employee’s
individual opinion about reason for the absenteeism.

2. The study emphasizes to reveal lthe reasons behind the

absenteeism in MRF Medak unit.

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

employees and come up with valuable suggestions for the
improvement of the Absenteeism.

LIMITATIONS OF THE STUDY

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

o As sampling is taken as an element of the study there
might always be sampling errors.

o The sample under consideration may not reflect the

whole population.

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

months due to time constraint.

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

study may not reflect each and every aspect.

Reasons for absenteeism in MRF Medak Unit

• Social obligations
• Fatigue / Sickness
• Casual approach
• High debts
• Side business such as agriculture, petty
business
• Festivals / Rituals
• Low cost of living and no aspiration for quality of life
• Alcoholism
• Illicit relationships
• Involving in political activities

Man power Absentism

14 12.95 12.76
12.29
12 10.66
10 9.24
8.46
percentage

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Safety, Health & Environment factors contributing

to Absenteeism:

o Physical injuries keep the persons away from work due to

pain and inability to perform that particular job.
o Mental stress keeps the person away from the work due
to instability in Hormones leading to unstable decisions.
o Physical stress will also lead to absenteeism.
o Heat stress will make a person weak and muscle cramps
leading to absenteeism
o Bad ergonomically work stations will lead to unnecessary
fatigue leading to absenteeism.
o Bad ventilation and lighting will cause suffocation
leading to irritation in turn absenteeism
o All bad habits like tobacco, chewing, smoking, alcoholism,
drugs etc., will lead to illness and thus lead to absenteeism.
o Bad Environmental conditions will lead to unhealthy
conditions, due to Bacteria / Virus etc.,. This makes a person weak in
turn to absenteeism.

Growing Rate of Absenteeism:

No. of Mandays No. of Mandays

S No Month Percentage
Scheduled lost

1 Oct-08 36868 3366 9.13

 2 Nov-08 36842 3176 8.62

3 Dec-08 39987 3248 8.12

4 Jan-09 39987 2739 6.85

5 Feb-09 37000 2786 7.53

6 Mar-09 39906 2994 7.5

Department wise absenteeism – Mandays &

Percentage Loss from Jan’09 --- Aug’09
S No Department No. of Mandays lost Percentage
1 Banbury Production 1168 14.18
2 Banbury Engg. 71 4.87
3 Tread Tuber 507 13.6
4 PCTR 296 13.1
 5 74'' Calendar / Dip Unit 562 10.78
6 Bead/Banner-- Unit-1 534 5.6
7 Banner-- Unit-2 72 1.49
8 Band Building 493 11.5
9 Bead-- Unit-2 201 10.1
10 Dual tuber-2 374 6.57
11 Electirical -1 21 1.3
12 Electirical -2 8 1.01
13 Instrumentation 105 11.2
14 Engg.Stores 0 0
15 Machine Shop 18 5.6
16 OTR 39 2.12
17 Planning 4 1.06
18 Plant Tech. 19 6.03
19 Power House 1 0.04
20 Preparation -1 Engg 42 3.68
21 RM Stores 0 0
22 Tube Production 986 4.92
23 Tube Engg. 46 4.32
24 Tyre Building-1 Engg 40 3.8
25 Tyre Building-2 Engg 21 3.16
26 Tyre Building-1 Prodn 2081 4.2
27 Tyre Building-2 Prodn 1483 6.1
28 Tyre Curing -1 Engg 164 5.21
29 Tyre Curing -2 Engg 72 4.95
30 Tyre Curing -1 Prodn 968 5.39
31 Tyre Curing -2 Prodn 487 6.17

Area wise Absenteeism – Mandays Lost &

Percentage from Jan’09 - - - Aug’09
S No Area No. of Mandays lost Percentage
1 Ankenpally 382 20.21
2 Antharam 66 62.86
3 Aroor 191 7.24
4 Atmakoor 76 7.28
 5 Budhera 81 13.43
6 Burugupally 0 0
7 Chandapur 162 10.86
8 Digwal 59 10.05
9 Gollagudem 321 40.36
10 Gopularam 135 19.24
11 Huggelli 254 9.48
12 Kammampally 54 7.71
13 Kamkol 25 4.64
14 Khambalapalli 21 3.97
15 Kohir 35 8.16
16 Lingampally 2 0.75
17 Maddikunta 145 11.21
18 Malkapur 258 4.26
19 Mansampally 0 0
20 Mekavanipally 12 2.52
21 Mogudampally 31 10.6
22 Mominpet 135 8.73
23 Munipally 22 3.01
24 Nandikandi 24 3.9
25 Peddachelmad 32 9.1
26 Peddapur 64 6.7
27 Ranjole 121 6.25
28 Sadasivapet 4067 6.02
29 Sangareddy 1643 7.85
30 Suraram 27 5.6
31 Thangadapally 16 2.4
32 Thatpally 86 21.3
33 Zahirabad 1854 9.26
TOTAL 10401 10.45
Cost of Absenteeism

Due to unscheduled absenteeism Productivity is lost. It can

take a financial toll on a small business or even a multinational
company in several different aspect. Excessive absenteeism if
left unchecked can wear on a company in numerous ways.
Absenteeism forces mangers to deal with problems of morale,
discipline, job dissatisfaction, team spirit

Hidden costs factors associated with Absenteeism

• Lost productivity of the absent employee
• Overtime for other employees to fill in
• Decreased overall productivity of those employees
• Any temporary help costs incurred
• Possible loss of business or dissatisfied customers
• Problems with employee morale

Over Time due Absenteeism in MRF

OT
S No Month Mandays
hours
1 May-09 17752 2218
2 Jun-09 11880 1483
3 Jul-09 10245 1136
4 Aug-09 6704 838

Focus Group

Counselling:
a) Generally people having influence of alcohol &
tobacco
b) Attitudinal problem with work
Habitual:
a) Generally people with no ambition & no aspiration for
quality of work

Chronic:
a) People with serious medical problems
b) Economically well off
c) Indulging in other source of income
d) Involving in politics.

Various ways & means to curb the absenteeism adopted in

MRF Medak unit
1. Counselling: Generally people addicted for alcoholism,
tobacco & attitudinal problem were counseled on weekly basis
2. House visit: Dept. Supervisors / Area Incharges / JR
personnel happened to visit houses & meet their spouses &
family members & taken up their issues and guide them
suitably.

3. Disciplinary Actions: Various stages will be adopted for

disciplinary actions - -

- Stage – I : Counselling
- Stage – II : Warning 1
Warning 2
 Warning 3
- Stage – III : Charge sheet 1
Charge sheet 2
Charge sheet 3
- Stage – IV : Charge sheet followed
by enquiry & Suspension
- Suspension for 5 days
- Suspension for 10 days
- Suspension for 20 days
- Suspension for 30 days
- Stage – V : Proposal for dismissal
Appropriate decision will be taken based on case
to case

4. Attendance bonus award for regular attendance during the

month

5. Introduction of two major award like “ Champions of

Champions” award, Regular attendance award. Families of the above
two awardees were invited to factory & given special lunch along
with high officials of MRF & Cash award will be distributed to the
above two events.
6. Helping / Encouraging through Bank loans, Housing loans,
Vehicles loans, consumer loans, children education mooted for the
regular attendance persons
7. Mentor / Mentee relationship introduced for the trainees. A set
of five trainees has to be adopted by the selected staff, who is turn a
care taker for the adopted trainee.
 CHAPTER – 2

Research Methodology
Significance of Research:
According to a famous Hudson maxim, “ All progress is born
of inquiry. Doubt is often better than overconfidence, for it
leads to inquiry & inquiry leads to invention”

Research Design:

It is the arrangement of conditions for collection and analysis of

data in a manner that aims to combine relevance to the research
purpose with economy in procedure.

In this study descriptive and diagnostic research design has

been adopted to determine with specific predictions to with the
narration of facts and characteristics relating to an individual
group or situation.

Data Collection method:

Primary data has been collected through Questionnaires. These

Questionnaires was prepared keeping in mind different aspects
of absenteeism and various factors that contribute absenteeism.
This was the source of primary data.

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

factory. The observations were made keeping in mind various
data collected as well as with the consultation from senior
officials and workers of the factory.

Sampling Method:

Sampling technique was adopted for the study as there was

various constraints regarding time and resources. The sample
size considered was of 130 respondents. The sample
considered was from various departments and categories of
workmen in the factory. The sample type was individual and
the questionnaire was filled by the workers of their own and
some with the help of their supervisors.

Sample Size: 130 respondents of workers from various

departments and categories.

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

Data Collection Tools: To collect the above mentioned

primary data, the following tools has been used.

Personal Interview: The employees under consideration

are interviewed personally to get the desired responses by
asking questions and those responses are noted
Structured Questionnaire: This structured
questionnaire consists of set of close ended questions, which
are orderly arranged to make the best use of it for workmen to
answer.
CHAPTER – 3
 COMPANY
PROFILE

VISION MRF

MRF will be a significant global player delighting customer

worldwide through
 Leadership in Technology
 Excellence in Manufacturing
 World class systems

Driven by a team of motivated high performers to achieve

profitable growth.

MRF LTD

MRF LTD is the Tyre manufacturing unit with its

Corporate Office located at Chennai and plants at
Chennai, Arkonam, Pondicherry, Kottayam, Goa and Medak. The plant
in Andhra Pradesh is located in Ankenpally (V), Sadasivpet (M), Medak
(D). It was started in the year 1989. It is located on a sprawling 153 Acres
with a build up area of 27.6 Acres leaving 125 Acres for greenery and
Environmental Development. The plant is located on NH9 and has been in
the production of Tyres.
Corporate Office - Chennai

The dependant villages of Ankenpally, Maddikunta, Suraram have

benefitted a lot due to the presence of this industry due to employment and
other development activities. The plant at Andhra Pradesh has been
contributing to the Corporate built up of MRF LTD.

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

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

balloon manufacturing unit in a shed at Tiruvottiyur, Madras
as Madras Rubber Factory.

1952 Company ventured into manufacture of Tread Rubber.

1953 MRF became the market leader with a 50% share of the Tread
Rubber market In India.

1961 MRF became a Public Limited Company

1963 Pandit Jawaharlal Nehru laid the foundation stone for the Rubber
Research Centre at Tiruvottiyur to commemorate the inauguration of
the Tiruvottiyur Factory.

1967 MRF became the first Indian Company to export tyres to USA.
1970 MRF’s factory built at Kottayam

1971 MRF gained licence to build factory in Goa

1972 MRF’s fourth facility set up at Arkonam

1973 MRF launched India’s first Nylon Car Tyre

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

1979 MRF’s turnover crossed Rs. 100 Crores.

1980 Madras Rubber Factory became ‘MRF’

1987 MRF became the No. 1 Tyre company in India

1988 The revolutionary MRF Pace Foundation was established

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

1993 Shri K.M. Mammen Mappillai was awarded the Padmashri Award.
Turnover
touched Rs 100 Crores

1996 MRF celebrated 50 years. Turnover touched Rs 2000 Crores

1998 MRF’s Pondicherry Plant inaugurated

2001 MRF won JD Power Award for Customer Satisfaction

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

In the year 2003, it witnessed a historic era in Indian Motor sports when it
clinched the “Overall Title” for ASIA PACIFIC rally in varied Terrains of
Japan, Thailand, Australia and India. It is the first time an Indian Tyre
Company was honoured at FIA ASIA-PACIFIC Championship 2003. It is
reinforcing the fact that MRF Tyre Technology is suited for all kinds of
terrain in India and Abroad.

MRF products enjoy the higher Brand preference for their superior Quality
and Durability, MRF leads the Tyre Industry in India, with the larger market
share in almost every segment. MRF has given a special focus on service in
Tyre and its service centres are found across the length and breadth of India.
It offers motorists world class wheel service – alignment and balancing.
MRF exports have continued to surge with a record during the year 2002-03.
MRF has added several markets and expanded to focus on range of products.
MRF has a record production for its last three years. MRF continues to be
recognised by various bodies for its excellent export performance.

In the year 2003 MRF Medak received Certification for ISO-14001 for
Environmental Management System and ISO 9001-2000 for Quality
Management System. MRF is conscious about its responsibilities for Safety
and Health of employees and its Commitment for clear environment.
Regular audits on Safety and Environments are done by Competent Auditors
and their recommendations are implemented to provide a safe and clean
work environment. Regular training programs on Safety and Environment
are conducted to increase awareness and commitment for Safety and
Environment.

HISTORY
1946
A young entrepreneur, K. M. Mammen Mappillai, opened a small toy
balloon manufacturing unit in a shed at Tiruvottiyur, Madras (now Chennai).

1949
Although the "factory" was just a small shed without any machines, a variety
of products, ranging from balloons and latex-cast squeaking toys to
industrial gloves and contraceptives, were produced. During this time, MRF
established its first office at 334, Thambu Chetty Street, Madras (now
Chennai), Tamil Nadu, India.

1952
MRF ventured into the manufacture of tread rubber. And with that, the first
machine, a rubber mill, was installed at the factory. This step into tread-
rubber manufacture, was later to catapult MRF into a league that few had
imagined possible.

1955
MRF soon became the only Indian-owned unit to manufacture the superior
extruded, non-blooming and cushion-backed tread-rubber, enabling it to
compete with the MNC's operating in India at that time.

1956
The quality of the product manufactured was of such a high standard that by
the close of 1956, MRF had become the market leader with a 50% share of
the tread-rubber market in India. So effective was MRF's hold on the market,
that the large multinationals had no other option but to gradually withdraw
from the tread rubber business in India.

1961
With the success achieved in tread rubber, MRF entered into the
manufacture of tyres. MRF established a technical collaboration with the
Mansfield Tire & Rubber Company of USA. Around the same time, it also
became a public company. It set up a pilot plant for tyre manufacture at
Tiruvottiyur, Madras (now Chennai).

1963
On June 12, 1963, India's first Prime Minister, Late Pandit Jawaharlal Nehru
laid the foundation stone for the Rubber Research Centre at Tiruvottiyur to
commemorate the inauguration of the Tiruvottiyur factory.

1964
With the commissioning of the main plant in 1964, MRF also made progress
in the export of tyres. An overseas office at Beirut (Lebanon) was
established to develop the export market, and it was amongst India's very
first efforts on tyre exports. This year also marked the birth of the now
famous MRF Muscleman.

1967
MRF became the first Indian company to export tyres to USA - the very
birthplace of tyre technology.

1973
MRF scored a major breakthrough by being among the very first in India to
manufacture and market Nylon tyres passenger tyres commercially.

1978
MRF developed the MRF Superlug-78, a sturdy tyre for heavy-duty trucks.
The tyre was a significant improvement over its existing products, and went
on to become the country's largest selling truck tyre in later years.

1979
MRF's turnover crossed INR one billion.

1980
 • MRF entered into a technical collaboration with the B.F. Goodrich
Tyre Company of USA, which was involved with the development of
tyres for the NASA space-shuttle. With this began a significant
exercise in quality improvement and new product development.

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

1983
MRF began a rapid product development programme for new vehicles
entering India.

1984
Sales crossed INR two billion. MRF tyres were the first tyres selected for
fitment onto the Maruti Suzuki 800 - India's first small, modern car.

1985
MRF Nylogrip tyres for two-wheeler vehicles were launched.

1986
MRF was selected by the National Institution of Quality Assurance for their
most prestigious award. Pitted against 20 tyre companies worldwide, MRF
also won 6 Quality Improvement Awards instituted by the B.F. Goodrich
Tyre Company from USA.

1987
MRF crossed the INR three billion mark and also became the No. 1 tyre
company in India. MRF Legend, the premium nylon car tyre was introduced.
1988
The MRF Pace Foundation was set up, with international pace bowler,
Dennis Lillee as its Director. Not long thereafter, pace bowlers trained at the
Foundation were selected for the Indian Cricket Team.

1989
By 1989, MRF was the clear market leader in every tyre segment. Once
again, in recognition of excellence, MRF was awarded the Visvesvaraya
Award for the Best Business House in South India and the Economic Times
Harvard Business School Award for the Best Corporate Performance. MRF
collaborated with Hasbro International USA, the world's largest toy makers,
and launched Funskool India. The company also entered into collaborations
with Vapocure, Australia to manufacture polyurethane paint formulations
and with Pirelli for MUSCLEFLEX Conveyor & Elevator Belting.

1989
MRF launched the MRF ZIGMA CC Radial synchronising with the MRF
World Series Cricket Tournament for the Jawaharlal Nehru Trophy sposered
by the company. The Chief Minister of Tamil Nadu, Dr. M. Karunanidhi,
awarded MRF the Special Export Award. MRF also opened the MRF
Tyredrome, India's first tyre company-owned wheel care complex at Madras
(now Chennai).

1990
MRF brought the 6th World Cup Boxing Championship to Mumbai - the
first of its kind - with 39 countries participating. The event was telecast live
on TV networks worldwide.

1993
K. M. Mammen Mappillai was awarded the Padmashri Award of National
Recognition for his contribution to industry - the only industrialist from
South India to be accorded this honour until that time. MRF also became the
first tyre company in India to cross the INR 10 billion mark. In addition, the
company was voted by the Far Eastern Economic Review, as one of the ten
leading Corporate Groups in India and a Leader in Asia.

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

the readers of the
A & M magazine.

1995
The company's turnover crossed INR 15 billion. MRF was chosen for
fitment on the Daewoo Cielo. This year too MRF was voted by the Far
Eastern Economic Review as one of the 10 leading Indian Companies.

1996
In the Golden Jubilee year, MRF's turnover crossed the INR 20 billion
milestone. A special factory dedicated entirely to the manufacture of radials
was started at Pondicherry. MRF Tyres were also chosen for fitment on the
Ford Escort, Opel Astra and Fiat Uno. Further proof of its superior quality.
1999
MRF was declared the most ethical company by "Business World" magazine
in its survey.

2000
MRF launched the Smile campaign on Indian roads.

2004
MRF's turnover crossed INR 30 billion mark.

THE MUSCLE MAN

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

The Muscleman evolved in 1964, soon after MRF began manufacturing

tyres. Over the past 33 years, it has evolved from a mere corporate mascot to
a symbol of strength, reliability and durability - embodying the very
qualities of the tyres the Muscleman represents. For 16 years, he grew to
become India's most trusted and well-recognised symbol for tyres.

The Muscleman evolved into a hi-tech symbol in the mid-80s, a sign of the
changing times. His new appearance was silent testimony to the indomitable
spirit that carried MRF across the INR 20 billion mark.

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

jubilee year. He started appearing in full form, and is now also known
affectionately as the MRF Tyreman by motorists across India and 65
countries worldwide, who have come to rely on him for a safe and
comfortable ride.

THE BIRTH OF THE MUSCLEMAN

In the 1960's, the Indian tyre market was completely controlled by the large
multi-national companies. Around this time MRF opened a tyre factory at
Tiruvottiyur in Tamil Nadu. With that, came the task of recognising an
appropriate Corporate Brand Symbol: one that would distinctly represent the
Company's culture, and convey the same to everyone in a country of varied
languages and cultures.

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

employees conducted an informal market survey, interviewing people from
all over the country about their expectations from a good tyre.

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

somewhere in Western India hit upon the right idea when he said, "A good
tyre should have all the qualities of a pehalwan (strong man)." And from this
simple statement, the muscleman was born.

Tell us what you think of the MRF Muscleman.

FUNSKOOL TOYS
Funskool India Limited is a joint venture between MRF and Hasbro Inc.,
USA, the world's largest toy company. Since late 1991-1992 Funskool's Goa
plant has been making its own moulds for a number of its products, the most
popular of which are Pipsqueaks, a range of low priced baby toys. These soft
colourful animal toys have their sound built into their internal construction,
doing away with the traditional whistle that breaks easily.

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

this segment in the Indian toy market. Games like Scotland Yard, Battleship,
The Game of Life, The Memory Game and the recently launched Go To the
Head of the Class have made Funskool the undisputed market leader in the
board games segment. The G.I. Joe series of army action figures and
vehicles, which has taken the children's world by storm, will this year go up
to the collection of thirty figures and twenty vehicles. Two new toys, the
Racing Jeep and the Street Hawk motorcycle are based on MRF ads. The
latest to the Funskool range of toys are the WWF characters - the current
craze of children across the country.

RACING AND RALLYING

MRF tyres are developed in the toughest lab known to man

MRF is the pioneer

of motor racing in
India. The gruelling
race track has been
the laboratory for testing our tyres. Every MRF tyre
designed is the result of a special acid test (that’s
sheer torture) on the race and rally tracks. Sharp turns, abrupt braking and
straight stretches of steaming asphalt. Excruciating conditions... but then
only the tough can survive, and only the toughest win.

At MRF, all this is put to good use. MRF’s tyre experts and rubber
technologists are present at every stage, and epecially during those crucial
moments, to study tyre behaviour.

MRF tyres are made to run at speeds exceeding 150 Kmph, at which they are
exposed to extreme conditions of heat 1and traction. The molecular stability
of the rubber compounds is tested against severe gravitational stress. Our
experts observe, analyse and gather information at the pits and the dirt track,
which they pass on to the R&D department. This is then reviewed and used
to develop safer, better quality tyres, not only for formula cars and racing
bikes, but also for cars that rough it out on the tough Indian roads everyday.

MRF PACE FOUNDATION

The MRF Pace Foundation was established in August '87, with the
legendary Dennis Lillee of Australia, as Director, with the singular mission
of developing and breeding strike bowlers of tomorrow. A brain-child of late
Mr. Ravi Mammen, the birth of this foundation coincided with one of the
greatest events in Indian cricket - the hosting of 'MRF World Series' for
the first time in the sub-continent. This marked a significant forward step in
Indian cricket. The MRF Pace Foundation is unique in its nature and
objective. It selects, nurtures and scientifically develops the cricketing skills
of youngsters with promise. When it began ten years ago, the MRF Pace
Foundation possessed few facilities other than an unused ground on the
Madras Christian College campus. Since then, under the stewardship of
Dennis Lillee and the able guidance of the Chief Coach T.A. Sekar, former
Indian Pace Bowler, the MRF Pace Foundation has come a long way.

Awards won by MRF

 JD Power Asia pacific 2007 award and ranks highest in customer

satisfaction
 Ranked No: 1 under Auto Ancillaries in the Business world’s most
reputed companies survey 2006
 National winner - Third national convention on industrial relations
strategies and plans by (APPC)’95
 Best workers welfare including family planning effort by Industrial or
Commercial unit
 Certification of OHSAS : 18001 in 2006
 Best private sector in worker education for the year 2005-06

About MRF, Medak Unit

MRF Medak unit is the fifth & the largest unit of MRF Ltd., situated
at Ankenpally – Maddikunta village, Sadasivapet Mandal, Medak
dist.,. The plant was commissioned in the year 1990 and is located on
300 Acres of land.

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

from the smallest scooter tyres to the very large Off The Road tyres
for big vehicles like cranes and big dumper trucks for Defence and
Coal mines and also various products like Tube, Pretread rubber,
flaps, repair materials, cushion rubber under one roof.

Within a short span of time MRF Medak plant has grown and it
become one of the largest tyre plant among MRF in the year 2002-03
with a turn over of Rs. 573 crores. This unparalleled growth of MRF
Medak plant with a new and young people in the background in a
short period of time is remarkable.

Basic Functions of MRF Medak Unit:

o Looking after the statutory compliance in the factory

o Maintaining the industrial discipline among the workers as well
as the employees
o Training and development for the workers as well as the
employees
o Looking after the welfare of the employees as well as the
employees families
o Carrying out administrative functions regarding the workers
and employees
o Contract labour management which includes the recruitment
and the engagement of the labourers who are appointed on contract
basis

Factory runs round the clock which constitutes of three shift as

follows:

Shift Time Lunch Break

I Shift 7 a.m. to 3 p.m. 10. a.m to 10.30 a.m.
II Shift 3 p.m to 11 p.m 7 p.m. to 7.30 p.m
III Shift 11 p.m. to 7 a.m 3 a.m. to 3.30 a.m

MRF Medak - - - Growth Trend

10000 Tons
9000

8000

7000

6000

5000

4000

3000

2000

1000
Jan'09 Feb'09 Mar'09 Apr'09 May'09 June'09 Jul'09 Aug'09
Tons 7144 7330 7198 7711 8060 8651 8495 9200

MRF Medak - - - Growth Trend

 Conversion Cost

23.5 Rs / Kg
23
22.5
22
21.5
21
20.5
20
19.5
Apr'09 May'09 Jun'09 Jul'09 Aug'09
Rs / Kg 21.2 20.8 22.3 21.86 23.1

MRF Medak - - - Growth Trend

 114 Kgs/Manday
112
110
108
106
104
102
100
98 Jan'09 Feb'09 Mar'09 Apr'09 May'09 June'09 Jul'09 Aug'09
Kgs/Manday 103.6 108.65 109.25 108.98 112.4 111.14 111.82 109.96

MRF Medak - - - Growth Trend

 Man power Absentism

14

12

10
percentage

0
May'0 June'0
Jan'09 Feb'09 Mar'09 Apr'09 Jul'09 Aug'09
9 9
percentage 9.52 9.95 9.48 12.29 12.95 12.76 10.66 9.24

Happenings and Achievements in Medak unit:

 NATIONAL RUNNER-UP FOR BEST INDUSTRIAL

RELATIONS-AWARDED BY ANDHRA PRADESH
PRODUCTIVITY COUNCIL IN 1994.
 NATIONAL WINNER FOR BEST INDUSTRIAL RELATIONS-
AWARDED BY A.P. PRODUCTIVITY COUNCIL IN 1995.

 “BEST WORKMEN WELFARE INCLUDING FAMILY

PLANNING AWARD” BY FAPPCI IN 1995.

 “BEST TRADE UNION IN MAJOR INDUSTRIES” BY STATE

GOVT. IN 1996.

 “BEST VENDOR” AWARD FROM MARUTI UDYOG LTD

 “BEST MANAGEMENT AWARD IN 2002-2003” FROM GOVT.

OF A.P.

 WINNERS IN DISTRICT LEVEL CRICKET TOURNAMENT

CONDUCTED FOR INDUSTRIES IN MAY 05

 TPM KICK OFF IN THE YEAR 2005

 NATIONAL SAFETY COUNCIL AWARDED A CERTIFICATE

OF APPRECIATION IN RECOGNITION OF EFFORTS OF
MANAGEMENT IN ACHIEVING OHSAS-18001
CERTIFICATION IN 2006

 “BEST CO-OPERATIVE MANAGEMENT FOR WORKERS

EDUCATION” AWARD BY CENTRAL BOARD OF WORKERS
EDUCATION IN 2006

 ACHIEVED 1680 CRORES TURN OVER IN THE FINANCIAL

YEAR 2008-09

 WAGE WAR ON WASTE (W W W) - - A UNIQUE PROGRAM

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

 WORK FOR WEALTH FROM WASTE (W W W) - - - NEXT STEP

FOR FOCUS ON EVERY MATERIAL GOING WASTE AND
 TOTAL AWARENESS TO ALL THE EMPLOYEES IN THE
FACTORY FOR 7 DAYS

 HIGHEST EVER PRODUCTION TONNAGE 9200 MT IN THE

MONTH OF AUG’09

 MARCHING TOWARDS TPM EXCELLENCE AWARD.

CHAPTER – 4
 DATA
REPRESENTATION

Absenteeism Rates Amongst Directly Employed Regular Workers in States by

Sectors during the Year 2003
Percentage of Absenteeism by Sectors
S No State
Public Sector Joint Sector Private Sector Overall
1 Jammu & Kashmir 2.64 4.9 6.22 5.25
2 Himachal Pradesh 11.95 13.46 12.14 12.17
3 Punjab 11.45 7.94 11.71 11.59
 4 Chandigarh 7.52 0 12.29 12.17
5 Uttaranchal 10.79 9.1 8.79 9.38
6 Haryana 11.25 4.86 11.77 11.48
7 Delhi 8.62 16.19 12.9 12.91
8 Rajasthan 11.23 11.88 11.84 11.82
9 Uttar Pradesh 10.92 7.85 10.28 10.19
10 Bhihar 2.78 8.71 8.31 7.9
11 Nagaland 0.22 7.83 1.01 1.01
12 Manipur 15.63 1.66 3.37 3.21
13 Tripura 4.29 1.02 3.57 2.42
14 Meghalaya 1.99 2.7 4.95 4.78
15 Assam 7.28 4.59 6.37 6.34
16 West Bengal 10.13 9.48 9.87 9.9
17 Jharkhand 11.91 20.15 7.71 12.49
18 Orrissa 5.43 6.13 8.22 7.16
19 Chhattisgarh 8.52 3.31 6.04 5.89
20 Madhya pradesh 6.55 15.75 9.16 9.42
21 Gujarath 4.63 7.69 9.53 9.45
22 Daman & Diu 0 6 8.11 8.1
23 D & Nagar Haveli 0 0 8.31 8.31
24 Maharashtra 14.29 11.72 12.93 12.9
25 Andhra Pradesh 3.94 8.59 7.52 7.25
26 Karnataka 12.3 10.32 8.79 8.93
27 Goa 11.23 20.39 12.58 12.81
28 Kerala 12.13 14.85 12.33 12.47
29 Tamil Nadu 11.14 7.98 7.25 7.4
30 Pondicherry 8.88 4.28 6.66 7.14
31 A & N Islands 0 9.7 11.39 10.33
All India 10.51 10.9 9.62 10.01

Absenteeism Rates Amongst Directly Employed Regular Workers in

Industries (3- Digit Level of NIC – 1998) by Sectors during the Year 2003
Percentage of Absenteeism by Sectors
S No NIC Code Joint Private
Public Sector Overall
Sector Sector
1 14 0 1.97 5.66 5.63
2 142 8.74 0 8.05 8.14
3 151 11.73 13.47 8.01 8.28
 4 152 11.21 6.67 8.11 8.56
5 153 9.31 12.24 6.92 7.08
6 154 7.07 7.77 8.89 8.6
7 155 9.58 14.33 9.66 9.77
8 160 4.57 4.58 14.76 14.72
9 171 12.38 12.76 9.92 10.26
10 172 11.15 10.74 9.91 9.97
11 173 9.71 0 8.39 8.39
12 181 23.32 9.61 9.19 9.21
13 182 0 0 10.57 10.57
14 191 5.5 0 8.26 8.25
15 193 4.24 3.37 9.77 9.75
16 201 16.72 30.4 11.3 11.48
17 202 15.61 17.23 11.89 12.14
18 210 11.24 11.08 9.91 10.03
19 221 7.19 3.49 8.53 8.44
20 222 14.92 7.13 9.35 9.8
21 223 0 0 10.66 10.66
22 231 8.54 4.9 8.94 8.66
23 232 6.59 13.12 8.67 9.93
24 241 11.06 9.92 11.05 10.92
25 242 11.66 10.8 9.03 9.11
26 243 0 6.3 12.55 12.37
27 251 7.19 14.6 12.48 12.39
28 252 17.86 10.23 9.34 9.36
29 261 0 4.03 11.03 10.91
30 269 7.78 11.05 10.42 10.32
31 271 10.63 14.4 9.64 11.01
32 272 9.74 10.88 10.72 10.68
Percentage of Absenteeism by Sectors
S No NIC Code Joint Private
Public Sector Overall
Sector Sector
33 273 15.91 9.95 10.44 10.72
34 281 12.1 15.61 9.78 10.51
35 289 20.52 12.39 11.3 11.4
36 291 5.79 9.02 10.08 9.92
37 292 11.01 8.66 10.32 10.32
38 293 0 1.93 11.03 10.96
 39 300 9.5 0 9.07 9.09
40 311 11.72 3.8 9.5 9.34
41 312 12.97 10.8 10.25 10.37
42 313 6.47 19.51 10.43 10.46
43 314 0 16.76 9.66 9.75
44 315 0 7.61 9.38 9.37
45 319 9.59 15.9 10.18 10.2
46 321 8.83 9.29 9.9 9.8
47 322 9.46 12.17 9.75 10.32
48 323 3.86 0 11.04 11.02
49 331 12.56 8.79 9.22 9.24
50 332 6.39 0 7.59 7.53
51 333 9.62 8.85 10.21 10.07
52 341 0 2.14 10.95 9.43
53 342 5.64 0 7.9 7.82
54 343 11.97 10.57 9.84 9.85
55 351 10.33 9.78 8.19 9.11
56 352 9.17 15.07 12.07 11.52
57 353 8.44 2.72 8.16 8.31
58 359 14.36 13.92 11.22 11.29
59 361 5.37 10.39 10.34 10.08
60 369 17.46 0 10.51 10.54
61 371 0 18.02 9.96 12.39
62 372 0 0 12.95 12.95
63 400 9.31 5.96 7.77 7.84
All India 10.51 10.9 9.92 10.01
 CHAPTER – 5

Findings and Observations:

% 80

70

60

50 46
40

30 27
19
20
8
10

0
very good good s atisfactory unsatis factory

The respondents interested to their continue their Job as significant numbers

of respondents (46%) find their jobs good and nearly 27% finds their job
satisfactory and 19% of the workers find their job very good
Respondents view about their Working Conditions:

very good, 12

good, 46

satisfactory, 38

The view of respondents about the working conditions in the factory such as
the time of the shifts, lunch hours, the breaks are found to be good. It is
found that the majority of the workers find their working conditions are
good since 46% of the respondents were having good opinion. Nearly 38%
of the respondents were satisfied with their working conditions and 12% of
the respondents were finding very good working atmosphere
Respondents view about their Factory conditions:

very good 9%

satisfactory,
46, 54% good, 32, 37%

According to the above chart we conclude that a majority of the workers find
the factory conditions are good and satisfactory as the acceptance levels of
both good and satisfactory are 46% and 9% of the workers feel that factory
conditions are very good
Respondents view their Welfare facilities:

unsatisfactory
good
24%
28%

satisfactory
48%

The view of the factory workers regarding the welfare facilities in the
factory were satisfactory as 48% of the workforce were in favour. Whereas
in contrast to this nearly 28% of the respondents feel that good and 24%
respondents feel that welfare facilities were inadequate or unsatisfactory
Respondents view about their Protection from
accidents:

very good
18%

good
50%

satisfactory
32%

50% of the respondents views about the protection from accidents were
good, 32% were satisfactory and 18% feel that protection from accidents
were very good. Not even single person feel they were unsatisfied
Respondents view about their Personal policies are
effective

unsatisfactory
0%
good
31%

satisfactory
69%

Majority of the respondents feel that the personal policies in the factory were
satisfactory - - 69% and 31% were feel good as per the factory policies.
Again here too 0% feels that personal policy is unsatisfactory
Respondents view about their Relations with their
Supervisors and Management:

very good
15%

good
satisfactory 54%
31%

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

and management. 54% respondents maintain good relation, 31% were
satisfactory and 15% do keep very good relation with the supervisor and
management thus indicating that most of the workers do not have a problem
with supervisor and management. Not even a single respondent were
unsatisfied with supervisor and management relationship. This indicates the
good rapport prevailing in the factory
Respondents view about their Leave facilities

very good
7%

unsatisfactory
satisfactory
38%
55%

Majority of the people feel that their leave were satisfactory adequate and
almost 38% of the respondents feel that their leave were inadequate except
7% of the respondents feel that their leaves were good
Respondents spend in Religious & Social Ceremonies

30 days
28%
11-20 days
40%

0 - 10 days
32%

We can find that nearly 38% of the respondents spend 11-20 days in a year,
31% spend 0- 10 days in a year and 27% spend 30 days and more in a year
for religious and social ceremonies
Respondents views on Possible reasons for Absenteeism

40 38
%
35
30 27
25
20
15
15
10 8

5
0
s oc ial & dis countent with uns uitable borrowing
religious wages work ing m oney
func tions c onditions

Respondents view on Reasons for Absenteeism:

-- Social & Religious functions - 38%
-- Discontent with wages - 27%
-- Unsuitable working conditions - 15%
-- Borrowing money from co-workers - 8%
Respondents view on Measures to reduce Absenteeism

50 47
%
45
40 38

35
30
25
20 15
15
10
5
0
Liberal grant of leave Provision of Motivation of workers
reasonable wages

Respondents views on reducing absenteeism:

--Liberal grant of leave - 47%

-- Provision of reasonable wages - 38%
-- Motivation of workers - 15%
Respondents view about Management effort to reduce
absenteeism

80
%
69
70

60

50

40

30
19
20
12
10

0
satisfactory Exceptionally well Nothing

Respondents view about management effort to reduce absenteeism:

-- Satisfactory - 69%
-- Exceptionally well - 19%
-- Nothing - 12%
Guidelines for Absenteeism Control:

There are two types of absenteeism, each of which requires a different type
of approach.

1.Innocent Absenteeism

Innocent absenteeism refers to employees who are absent for reasons beyond
their control; like sickness and injury. Innocent absenteeism is not culpable
which means that it is blameless. In a labour relations context this means
that it cannot be remedied or treated by disciplinary measures.

2. Culpable Absenteeism

Culpable absenteeism refers to employees who are absent without

authorization for reasons which are within their control. For instance, an
employee who is on sick leave even though he is not sick, and it can be
proven that employee was not sick, is guilty of culpable absenteeism. To be
culpable is to be blameworthy. In a labour relations context this means that
progressive discipline can be applied
Identifying Excessive Absenteeism

Attendance records should be reviewed regularly to be sure that an

employee’s sick-leave days are excessive compared to other employees. If a
supervisor suspects that an employee is excessively absent, this can be
confirmed through reviewing the attendance records

If all indications show that an employee is excessively absent, the next step
is to gather as much information as possible in order to get a clearer picture
of the situation. The employee’s files should be reviewed and the employees
immediate supervisor should document all available information on the
particular employee’s history.

Individual Communication

After all available information has been gathered, the administrator or

supervisor should individually meet with each employee whom has been
identified as having higher than average or questionable absences. This first
meeting should be used to bring concerns regarding attendance to the
employee’s attention. It is also an opportunity to discuss with the employee,
in some depth, the causes of his attendance problem and possible steps he
can take to remedy or control the absences.

Often, after the initial meeting employees reduce their absenteeism. The
meeting shows that you are concerned and that absenteeism is taken
seriously.
After the Initial Interview

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

appropriate, have passed and the employee’s absenteeism has not improved,
it may be necessary to take further action. Further action must be handled
with extreme caution- a mistake in approach, timing, or severity can be
crippling from both an administration and labour relation’s point of view.

Determining whether counseling or disciplinary action is appropriate,

depends on whether the employee’s absences are innocent or culpable. If
the employee’s absenteeism is made up of both innocent and culpable
absences, then each type must be dealt with as a separate issue. In a labour
relation’s context innocent absenteeism and culpable absenteeism are
mutually exclusive. One in no way affects the other.

Counseling Innocent Absenteeism

Innocent absenteeism is not blameworthy and therefore disciplinary action is

not justified. It is obviously unfair to punish someone for conduct which is
beyond his control. Absenteeism no matter what the cause, imposes losses
on the employer who is also not at fault. The damage suffered by the
employer must be weighed against the employee’s right to be sick. There is
a point at which the employer’s right to expect the employee to attend
regularly and fulfill the employment contract will outweigh the employee’s
right to be sick. At such a point the termination of the employee may be
justified, as will be discussed.
The procedure an employer may take for innocent absenteeism is as follows:

1. Initial counseling
2. Written counseling
3. Reductions of hours and job reclassification
4. Discharge

Initial Counseling

If the absences are intermittent, meet with the employee each time he returns
to work. If absence is prolonged, keep in touch with the employee regularly
and stay updated on the status of his condition.

Written Counseling

If the absences persist, you should meet with the employee formally and
provide him with a letter of concern. If the absenteeism still continues to
persist then the employee should be given a second letter of concern during
another formal meeting. This letter would be stronger worded in that it
would warn the employee that unless attendance improves, termination may
be necessary.

Reduction of Hours and job reclassification

In between the first and second letters the employee may be given that
option to reduce his hours to better fit his personal circumstances. This
option must be voluntarily accepted by the employee and cannot be offered
as an ultimatum, as a reduction in hours is a reduction in pay and therefore
can be looked upon as discipline.

Discharge

Only when all the previously noted needs and conditions have been met and
everything has been done to accommodate the employee can termination be
considered. An Arbitrator would consider the following in ruling on an
innocent absenteeism dismissal case.

Establishing a System for Tracking Absences

Absenteeism policies are useless if the business does not also implement and
maintain an effective system for tracking employee attendance. Some
companies are able to track absenteeism through existing payroll systems,
but for those who do not have this option, they need to make certain that
they put together a system that can:
1) keep an accurate count of individual employee absences
2) tabulate company wide absenteeism totals
3) calculate the financial impact that these absences have on the
business
4) detect periods when absences are particularly high and
5) differentiate between various types of absences.
Strategies to Curb the Absenteeism

1. High collaborative culture.

2. Be aware of problems that may effect employee attendance or
performance
3. Develop open communication between managers, supervisors and
employees.
4. Employees are encouraged to voice their concerns so their perceptions of
the work place are clear and can be dealt with.
5. Cooperation with union representatives can be very helpful in attendance
management and should be encouraged.
6. Regularly scheduled department meetings are an excellent way not only to
hear employee perceptions and concerns but also to communicate
organizational goals
7. An employee’s relationship with their supervisor can greatly influence
their feelings about their work, their coworkers and thus their attendance at
work.
8. More openness and transparency on the part of management.
9. Encourage risk taking and experimentation among members.
10. Make each employee aware that they are a valued member of the
‘’team’’, that they play an important role in your organization and that their
attendance is critical.
11. Hold regular meetings, keep your staff informed and involved.
12. Know your employees; without prying show an interest in their personal
lives.
13. Familiarize with community programs which you can recommend to an
employee if he has a need for assistance
14. Awareness, commitment and involvement by all levels of staff.
15. Match the attendance records during a period of ‘’high’’ workload to a
period of ‘’normal’’ workload.
16. Bonus for unused sick leave.
17. Official warnings.
18. Develop a comprehensive and collaborative continuous improvement
program throughout the department.
19. Counsel individual employees. Discuss with all employees problems of
unjustifiable time off.
20. Introduce an incentive scheme to reward those who don’t have an absent
day. This is measured quarterly and annually.
21. Greater attention by supervisors and more accountability of operations
management and other management has improved sick leave.
22. Front line management will be held accountable for attendance
management performance.
23. Effective career planning and development program
24. Effective training and development program
25. Each department should develop and maintain an attendance
management policy.
26. Employers should track attendance and assign costs based on reliable
data.
27. Employees should be encouraged ot give as much notice as possible for
anticipated absences. Absent employees should be requested to keep contact
with their employer
28. The employer should be informed of any changes in the employee’s
health status.
29. Employees should be called if they are not keeping contact with the
employer. The purpose is to show concern and desire for the employee to
regain a healthy status and return to work.
30. In addition to individual counseling make use of family counseling
methods
The Responsibilities of the Supervisor

In addition to ensuring that work is appropriately covered during the

employee’s absence, there are a number of other critical actions that
supervisors need to take to manage absenteeism. They should:
• ensure that all employees are fully aware of the organization’s policies
and procedures for dealing with absence.
• Be the first point of contact when an employee phones in sick.
• Maintain appropriately detailed, accurate, and up-to-date absence
records for their staff
• Identify any patterns or trends of absence which cause concern
• Conduct return-to-work interviews, and
• Implement disciplinary procedures where necessary

The Return-to-Work Interview

The training of supervisors in how to best manage absenteeism should

include instruction on how to conduct effective and fair return-to-work
interviews. Recent national surveys indicate that these interviews are
regarded as one of the most effective tools for managing short-term
absenteeism.

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

employee back to work, in addition to demonstrating management’s strong
commitment to controlling, and managing absenteeism in the workplace.
The interview will enable a check to be made that the employee is well
enough to return-to-work.
The necessary paperwork can be completed, so that the absence and its
conclusion are properly recorded. The fact that an established procedure is
in place to investigate and discuss absence with an employee may, on its
own, act as a deterrent for non-attendance for disingenuous reasons.

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

absentee’s return-to-work. The employee should be given ample
opportunity to outline the reasons for his absence. The supervisor should
use the interview as a time to explore any issues that the employee may have
which are leading to absence.

The goal is to foster an open and supportive culture. The procedures are in
place to make sure that help and advice is offered when needed and to
ensure that the employee is fit to return-to-work. Employees will usually
appreciate the opportunity to explain genuine reasons for absence within a
formalized structure. Should the supervisor doubt the authenticity of the
reasons given for absence, he should use this opportunity to express any
doubts or concerns.

At all times, the employee must be aware that the interview is not merely
part of company procedures, but a significant meeting during which the
absence has been noted and my have implications for future employment.
The company’s disciplinary procedure, in the event of unacceptable levels of
absence, should be explained to the employee.

The manager may choose to outline how the absence affected the
department. The message should be that the employee was missed and that
productivity suffered. The manner in which the department was required to
reorganize staffing arrangements might also be explained. This would
demonstrate that the efficiency of the work unit was adversely affected by
the absence.

The supervisor should then brief the returning employee about the current
situation i.e., what tasks are now priorities, what work has already been
carried out and where the employee should now focus his efforts.

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

‘’punishment’’, but should be seen as an occasion to highlight and explain
the repercussions of absence within the department. The vast majority of
employees derive a sense of pride and achievement from their work and
management should be encouraged to treat these individuals as responsible
adults.

Most employees understand reasonable rules and do not want to be

threatened into compliance. The small percentage of employees who indeed
have an absence problem will require close supervision and possibly even
punitive measures for excessive absenteeism. These few employees who are
irresponsible should be handled individually and firmly.
 Some processes involved in attendance management

PROACTIVE AND
TREATMENT POLICIES

REACTIVE HEALTH PROMOTION

POLICIES TO BACK PAIN
PREDICTORS OF MANAGEMENT STRESS
ABSENCE OCCURRENCE OF
ABSENCE MANAGEMENT RISK
MANAGEMENT
REHABILITATION
‘FAMILY FRIENDLY’
POLICIES

INDIVIDUALLY MANAGEMENT
BASED TRAINING
RECORDING &
HEALTH MONITORING
PRE- (MENTAL / EARLY
EMPLOYMENT PHYSICAL) LMANGEMENT
SELECTION ATTITUDES CONTACT RETURN
CRITERIA PERSONALITY TO WORK
LIFESTYLE INTERVIEWS
SOCAIL TRIGGER POINTS
FACTORS CASE REVIEWS

ORGANISATION BASED

HEALTH & SAFETY

JOB SATISFACTION CULTURE
Conclusion:

It is reported that these strategies got effective feed back from the employees
and employer’s part ion order to curb the absenteeism. It is reported that the
rate of absenteeism reduced from 34% to 20% with in a period of 6 – 10
months. The requirement here is the committed management force with
single task to carry forward this strategic function with fidelity and
accuracy. Many strategies like community intervention programs and
industrial counseling strategies have major impact on the behavior of
absented employees. It is envisaged that a culture of open communication
and collaboration can reduce the level of absenteeism through strategic
interventions.
QUESTIONNAIRE
 Annexure – I
Questionnaire

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

3) How do you rate your job?

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

4) How do you find your working conditions?

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

5) How are the factory conditions?

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

6) How are the welfare facilities in the factory?

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

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

a) Exceptionally Good b) Somewhat Good c) Satisfactory
d) Unsatisfactory

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

a) Very Good b) Good c) Satisfactory d) Unsatisfactory
9) How are your relations with the supervisors and the management?
a) Very Good b) Good c) Satisfactory d) Unsatisfactory
10) How do you find the leave facilities in the factory?
a) Adequate b) Satisfactorily Adequate c) Not at all adequate

11) How are your housing conditions?

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

12) How many days in an year do you spend in religious and social
ceremonies?
a) 0 – 10 days b) 11-20 days c) 21-30 days d) 30 days & more

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

a) Unsuitable working conditions b) Unsuitable attitude arising out of boredom
c) Discontent with the wages d) Resentment against supervisors
e) Inadequate medical facilities for injuries f) Increased distance between
management & workers g) Social and religious functions
h) Borrowing money from co-workers

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

a) Disciplinary Action b) Provision of reasonable wages
c) Motivation of workers d) Liberal grant of leave
e) safety & accident prevention f) Cordial relation between supervisors
and workers g) Provision of healthy & hygiene working conditions

15) To what extent do you think has the management tried to reduce
absenteeism?
a) Very Good b) Good c) Satisfactory d) Unsatisfactory
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