Final Project 23

SUBMITTED TO: PUNJAB TECHNICAL UNIVERSITY JALANDHAR
SESSION 2008-10
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR AWARD OF MASTER OF BUSINESS ADMINISTRATION (M.B.A).
Submitted By: Upasana Roll No. 81310317050
Project Guide:
Lect. Palki Sharma
1 HOSHIARPUR INSTITUTE OF MANAGEMENT AND TECHNOLOGY
ACKNOWLEDGEMENT
This project has been possible through the direct and indirect cooperation of various persons to whom I wish to appreciate from the core of my heart first and foremost my thanks go to Mrs Palki Sharma whose versatility of creativeness interest and enthusiasm gave a new direction to my work with the motto to strive and not to yield her unfailing guidance. It is extremely difficult to find words which can do justice to this sort of cooperation; I got in the planning and execution of this study. In addition to this I would like to thank all my respondents who has spent there valuable time and help me getting the required information for this project. At last, I would like to thank the almighty and my parents for the moral support that keeps me going.
CONTENTS
PARTICULARS CHAPTER-I : INTRODUCTION TO STUDY
PAGE NO. 4
Perception Company Profile

23 50 58 69 71 74 76
CHAPTER-II : OBJECTIVES OF THE STUDY CHAPTER-III : RESEARCH METHODOLOGY CHAPTER-IV : DATA ANALYSIS AND ITS INTERPRETATION CHAPTER-V: FINDINGS OF THE STUDY CHAPTER-VI : SUGGESTIONS CHAPTER-VII :CONCLUSION BIBLIOGRAPHY
Chapter-1
Established in 1969, Sonalika group from the very beginning has tried to understand customer need so that they get better value for their money, has hard earned. of Sonalika state
manufacturing, spread in acres, located at Hoshiarpur and tax free zone at AMB in Himachal Pradesh. Sonalika is the one of the top 3 tractor manufacturing companies in India, other products include of, Multi utility vehicles, engines and various farm equipments. Today the group stands tall with an approximate turnover of 3200 Core INR. An average growth of 30% makes it one of the fastest growing corporate in India. Its is also one of the few debt free companies. Group has strength of about 2000 employee & technocrats.
History reveals that innovation is the key to continued progress and when applied to technology that touches human life, it can unfold a whole new economic phenomenon that has the power to change the world.
With unique initiatives like the Thought leadership Forum, Leadership Forum, we have been able to create a unique platform for learning through success stories of industry leaders.
No, doubt that the sonalika products has created a niche for themselves not only in India but also in foreign market. To maintain quality have any defect even at micro level is been taken care of and rectified. The technology for Painting, which we use, is of the high quality and we have paint shop with world-class quality standards. The industry has gradually transformed itself into a world-class player involved in building state-of-the-art products, solutions and technologies. As an industry, we are very conscious of our responsibility to society. Sonalika Foundation intends to become a catalyst, encouraging our members to do more, capturing best practices for quality and harnessing a greater range of resources, from the industry and beyond, to make a major impact on the development. It has been our vision to cater to the needful agriculture and auto industry with quality products through untiring dedication and
activities. As we step in to our fifth decade of existence, we continue to lead the development. Tractor and car plants work in 2 to 3 shifts depending upon volume of work for maximum production. We continue to march ahead on road to success and glory driven by the force of initiative and determination to have a leading position in the tractor industry in the days to come. We have ventured in to automobile sector also with the launching of Rhino MUV- to write another success story.
The success saga of Sonalika Group a business conglomerate having prime interest in agricultural & auto machinery goes back to nearly 5 decades. The corporate philosophy embedded in trust, quality and commitment has helped the group to carve out a niche for itself in the highly competitive world of Machinery. Sonalika is the fastest growing tractor company registering growth over growth since its inception has crossed 1.80 lac merely in 10 years & has attained one of the position in top three in India
International Tractors Limited was incorporate on October 17, 1995 for the manufacture of Tractors and has since then built a distinct position for itself in the Tractor industry. ITL is manufacturing various Tractors of Sonalika brand between 30 H.P to 90 H.P, and CLASS brand between 70 hp to 90hp. their maximum pulling power, minimum fuel consumption and low emission. All this makes ITL one of the top five tractor selling companies in India. These tractors are also exported to various countries including South Africa, Australia, Zimbabwe, Sri Lanka, Canada, Bangladesh, Algeria,ambia, Senegal, Ghana etc.
WHAT DRIVES US VISION STATEMENT The Dream Project of Sonalika group is to cater the agricultural and auto industry with quality abrasive products through untiring dedication and leadership. MISSION STATEMENT We pay personal attention to our customers so that, we can build products they need, and not merely sell the products we build. CORE VALUES To accomplish our mission, the ownership, staff, and management go to great lengths to treat each customer like a member of the family and provide them with the best choice of products and highest quality of services.
ETHO STATEMENT OR LOGO RATIONALE Red symbolizes the strength, power, determination, and desire of company. Yellow surrounding the Sonalika produces a warming effect, arouses cheerfulness, stimulates mental activity, and generates the same. Green Leaf in the center symbolizes growth,
harmony, freshness, and fertility. Black underlining the logo associates with power, elegance, and formality. And Orange surroundings the complete logo represents enthusiasm, fascination, happiness, creativity, encouragement, and stimulation. All this permutation of persona represents the Sonalika group as an asset in the industry.
Main Group Units of the company: International Tractors Ltd. (ITL) Sonalika Agro Industries Corporation International Cars & Motors Ltd. (ICML) International Autotrac Finance Ltd. (IAFL)
CHAIRMAN MESSAGE In order to accomplish our mission, the ownership, staff, and management have gone ahead to treat each customer like a member of the family and provide them with the best choice of products and highest quality of service in the industry. Sonalika companies are manned tractor is manned by an experienced, knowledgeable sales, parts, and service staff. Each one of our staff members is committed to helping our customers find the best solutions for their needs. Companies are manned by cream of the industry and best of technocrats and service staff. We are proud of our reputation as service & solution provider and innovator in agro industries. In a time marked by rapidly changing technology, we have developed best of the best R & D team and have also developed the excellent quality control system to deliver high quality result in the industry.
Vice Chairman Message It has been a passion for us to accept challenges and convert them in to win-win situations; whether it involved taking a quantum jump
from agricultural implements to manufacturing world class tractors or designing and developing an MUV that can compete with the best in the world.
I wish to convey to all stakeholders particularly employees that The Mission that we have been pursuing should be carried on with utmost zeal, enthusiasm and honesty of purpose.
I wish all associates of Sonalika Group, a bright tomorrow and will to touch new horizons.
Products
Some products of International Tractors Ltd

DI-750III DI-730 III DI-745III DI-55 DI-730 II DI340S
DI-75 2WD DI-750II DI-732III DI-75 4WD DI-750 DI-732III
HRM practices Human Excellence

The Company has established an Excellency Centre with a view to develop human excellence. The centre focuses on three types of training and development activities.
Programme for New Entrants: Every new entrant is supposed to induction/orientation training from two to four days. It includes detailed plant visit and CD on manufacturing processes. Programme for old employees: Apart from functional programs, old employees are exposed to program like: Lead with the vision\ Leadership skills Team Building
Communication and presentation skills Self Development Programs: Employees are encouraged to focus on their personal development through programs like: Art of living (Basic course) Art of living (Advance course) Yoga course Focus on self (As part of regular training programs)
Functions of HRD Manpower Planning Recruitment and selection of employees Employee Motivation Employee Evaluation Industrial Relation Provision of Employee Services
International Tractors Ltd, Certified as Quality Management System- ISO 9001:2000 Std. Quality Management SystemISO/TS
16949:2002 Std. ( ITL Auto Division ) ISO 14001:2004 Environment Management
System
Production ITL has fully integrated and state of the art assembly facilitation for producing world class tractors. Several productivity improvements in assembly line over the years have made it possible to manufacture nearly 37000 tractors per Year. Atomization of assembly line not only increased production capacity, but also provided a quantum jump to the quality of assembled tractors. ITL assembly line producing tractors in broad range from 30HP to 90HP with effective planning of resources. MILESTONES 2007 Joint Venture between ITL and MAGMA , August 2007.
2007
On Aug. 10 With a view to provide financing of tractors on less stringent conditions, International Tractors Ltd has entered into a joint venture to set up a new company with Magma Shrachi Finance Ltd. The initial investment in the project would be Rs 25 crore.The joint venture company, to be known as Magma ITL Finance Ltd, would have 74 per cent stake while ITL would have the remaining 26 per cent. 2007 New variant of RHINO RX New variant of RHINO Rx launched with more technologically advanced engine and added features with utmost fuel efficiency and luxurious comfort at affordable price. 2006 Market Launch of RHINO (MUV)
Market Launch of RHINO (MUV) and Dealer network is being expanded through out the country. Our Chairman Has been Elected as President of TMA, Appointed as Ambassador of Macedonia & a member of National Council Confederation of Indian Ministry. Successfully Developed Four Wheel Drive front axles and Transmission of tractor for Yanmar. Became the third largest tractor manufacturer in India. 2005 Achieved turnover of USD 235 Million For FY 2004-05. Achieved turnover of USD 235 Million (Rs1000 Cr.)For FY 200405. Become the fourth largest tractor manufacturer in India. Rollout of first vehicle from ICML facility. Joint venture with Yanmar Agriculture of Japan for manufacturing of Tractors in India eived the ISO 9001/ ISO 14000 & TS 16949Certification for ICML and ITL. Initiated Crankshaft & Cylinder Block Machining Line and other components under Lean manufacturing System Received orders from Yanmar for Manufacturing of Front Axles and Transmission. 2004 Rollout100000th Tractor in the year 2004
Opening of in Sonalika group ICML 2003 Started export of tractors to Africa & Asian subcontinents 2001 Started in house manufacturing of engine for tractor application 2000 Entered into Joint venture with Renault (Class,) from Germany agricultural 1997 Entered into Manufacturing of tractors 1969 Modest beginning into farm equipment and machinery manufacturing
Chapter-2 OBJECTIVES OF THE STUDY

OBJECTIVES OF PROJECT:
To keep abreast of industrial law and to advise managers about their responsibilities in relation to discipline and redundancy, and similarly to determine organizational policies relevant to legal and moral requirement. To conduct of either local negotiations (within the plant) or similarly to act as the employers representatives in national negotiations. To ensure that agreements reached are interpreted so as to make sense to those who must operate them at the appropriate level within the organization. To monitor the observance of agreement and to produce policies that ensure that agreement are followed within the organization. To correct the situation which is wrong. Face is of some importance in most organizations and operating at a remote staff level personnel manager can correct industrial relations errors made at local level without occasioning any loss of dignity (face) at the working level. To provide the impetus or introduction of joint consultation and worker participation in decision-making in the organization.
To provide statistics and information about workforce numbers, costs, skills etc. as relevant to negotiations. To maintain personnel records of training, experience, achievements, qualifications, awards and other records; to produce data of interest to management in respect of personnel matters like absentee figures and costs, statistics of sickness absence, costs of welfare and other employee services, statements about development in policies by other organizations, ideas for innovations; to advise upon or operate directly, grievance, redundancy, disciplinary and other procedures.
STUDY OF ABSENTEEISM
WHAT IS ABSENTEEISM?
Absenteeism is a habitual pattern of absence from a duty or obligation. Absenteeism means the failure of a worker to report for work when he is scheduled to work. Absenteeism is unauthorized, avoidable & willful absence from duty. The rate of absenteeism is defined as %age of maydays lost due to absence to the total no of maydays scheduled in a given time period.
No of maydays lost due to absence Absenteeism= _____________________________ * 100 No of maydays scheduled to work
Frequent absence from the workplace may be indicative of poor morale or of sick building syndrome. However, many employers have implemented draconian absence policies which make no distinction between absences for genuine illness and absence for inappropriate reasons. As a result, many employees feel obliged to come to work while ill, and transmit communicable diseases to their co-workers. This leads to even greater absenteeism and reduced productivity among other workers who try to work while ill. WHAT IS TURNOVER? In economics, turnover refers to the rate at which an employer gains and loses staff. If an employer is said to have high turnover, then it may hire people often. There can be many different reasons for high turnover - employees may be dismissed due to poor performance, or they may be unhappy with the conditions of work. Unskilled positions often have high turnover, and employees can generally be replaced without the business incurring any loss of performance.
If skilled professionals are frequently leaving their jobs, the high turnover can be a risk to the business due to lost skills and knowledge. If a position has low turnover, this can indicate that the employer offers good benefits, or high pay. Such positions may be filled for several years. REASONS FOR HIGH RATE OF ABSENTEEISM & TURNOVER
How employees report absence 1. Colds/flu 2. Stomach upset/food poisoning 3. Headaches/migraines 4. Back problems 5. Stress/emotional problems/personal problems
In managers' own opinion 1. Colds/flu 2. Stress/emotional problems/personal problems 3. Monday morning blues/extending the weekend 4. Low morale/boring job 5. Childcare problems/family sickness
REASONS FOR ABSENCES AS REPORTED BY WORKERS
Among six reasons for absence from the job, the responding workers rated personal or family illness last in order of importance. The top five, in descending order of importance, were: Unsafe Working Conditions Excessive Rework Travel Distance Poor Craft Supervision Poor Overall Management Personal and Family Illness Among seven reasons for quitting their jobs, workers put their relationship with the boss at the top of the list, by a considerable margin over the runner-up reason, overtime available on another job. The rankings did not differ between union and open-shop workers, nor by geographical areas. Age differences did not affect the results, except that distance from home did cause higher absenteeism in age groups above 30.
REASONS FOR TURNOVER AS REPORTED BY WORKERS
Relationship with Boss Overtime Available on Another Job Poor Craft Supervision Poor Overall Job Management Poor Planning Inadequate Tools and Equipment Excessive Surveillance by Owner
FACTORS AFFECTING WORKPLACE ATTENDANCE 1. Individual Factors Illness, disease and workplace attendance. Individual and Lifestyle Factors Motivation External responsibilities Distance from work
2. Organizational and Workplace Factors

Nature of the work. Job Person Fit Work organization Organizational climate Job satisfaction Work stress Size and type of workplace Absence culture Work hours 3. Social and Societal Influences 4. Associated Workplace Climate Factors Turnover Productivity stress claims industrial climate workers compensation claims rate occupational health and safety performance morale
ABSENTEEISM Information regarding absenteeism among workers in an industrial establishment on account of reasons other than strikes, lockouts, lay-off, weekly rest or suspension, provide a sound database for gauging the employees morale, commitment and level of job satisfaction which have a direct bearing on productivity of the establishment.
It is one of the indicators to monitor and evaluate various labor welfare programmers and labor policies. With this aim in view, statistics on absenteeism amongst the directly employed regular workers are collected as a part of the Annual Survey of Industries.
Absenteeism rate among workers in an industry or a state is worked out as percentages of maydays lost due to absence to the maydays scheduled to work in the respective industry or state.
Statistics on factories reporting absenteeism, maydays scheduled to work and maydays lost due to absence by States, industries and Sectors during 2000 are presented.
1. Absenteeism in States
State-wise absenteeism rate amongst the directly employed regular workers during the year 2000.It is observed that at the all India level the rate of absenteeism during the year 2000 was 9.50 percent as against that of 9.85 percent during the year 1999.
Among States, the highest rate of absenteeism was witnessed in Delhi (14.23 percent) followed by Kerala (12.70 percent) and Maharashtra (12.09 percent).
On the other hand, the lowest rate of absenteeism was observed in Dadra & Nagar Haveli (5.39 percent) followed by Andhra Pradesh (5.79 percent) and Chhattisgarh (6.19 percent).
Out of 26 States, only 12 States reported higher absenteeism rates than that at all India level during the year 2000. As compared to 1999, an increase in the rate of absenteeism was recorded in 8 States during the year 2000.
2. Absenteeism in Industries
Industry-wise absenteeism rate amongst directly employed regular workers during the year 2000.
During the year 2000, the highest rate of absenteeism was observed in Industry Group 323-Manufacture of television and radio receivers, sound or video recording or reproducing apparatus and associated goods (14 .45 percent) followed by industry group 315 Manufacture of electric lamps and lighting equipment (14.26 percent), whereas, the lowest rate of absenteeism was reported in Industry Group 014-Agricultural and animal husbandry service activities, except veterinary activities (5.78 percent) followed by industry group 153-Manufacture of grain mill products, starches and starch products and prepared animal feeds (6.70 percent).
Out of a total of 62 industry groups, 35 industry groups recorded higher absenteeism rate as compared to that at all India level. As compared to 1999, an increase in absenteeism rate was recorded in 20 industries groups during the year 2000.
3. Absenteeism in Sectors by States

State-wise and Sector-wise data regarding absenteeism rates amongst directly employed regular workers during the year 2000 are presented.
It is observed that amongst sectors, the highest rate of absenteeism was observed in Joint Sector (9.55 percent) followed by Private Sector (9.51 percent) and Public Sector (8.09 percent).
In Public Sector, the highest and the lowest rates of absenteeism were observed in Chandigarh (11.92 percent) and Punjab (3.24 percent), respectively.
In Joint Sector, the highest rate of absenteeism was observed in Karnataka (14.84 percent), whereas, the lowest rate of absenteeism was observed in Andhra Pradesh (3.81 percent).
In Private Sector, the highest absenteeism rate was observed in Delhi (14.24 percent) and the lowest rate was reported in Dadra & Nagar Haveli (5.34 percent).
4. Absenteeism in Sectors by Industries

Industry-wise and Sector-wise data on absenteeism rate amongst directly employed regular workers is presented. In Public Sector, the highest and lowest rate of absenteeism were observed in the industry groups 273Casting of metals (20.62 percent) and 359Manufacture respectively. of transport equipment i.e.' (1.18 percent),
In Joint Sector, the highest and lowest rate of absenteeism were recorded in industry groups 171-Spinning, weaving and finishing of textiles (15.46 percent) and 221-Publishing (2.98 percent).
In Private Sector, the highest and the lowest rate of absenteeism were reported in industry groups 315Manufacture of electric lamps and lighting equipment (14.27 percent) and 014Agricultural and animal husbandry service activities, except veterinary activities (5.90 percent), respectively.
COMBATING ABSENTEEISM For Supervisors/Managers: Four positive interventions versus taking a negative or punitive approach.
Change Management Style: Management styles that are too authoritarian tend to promote high levels of absenteeism among employees. Authoritarian managers are managers who have poor listening skills, set unreachable goals, have poor communication skills, and are inflexible. In other words, they yell too much, blame others for problems, and make others feel that it must be their way or the "highway." Authoritarian managers tend to produce high absenteeism rates. By identifying managers who use an authoritarian style, and providing them with management training, you will be taking a positive step not only toward reducing absenteeism, but also reducing turnover, job burnout, and employee health problems such as backaches and headaches.
Change Working Conditions: The working conditions relate to coworker relationships. Not only does relationship stress occur between the employee and manager, but it also exists between employees. Frequently Employees say they did not go
to work because they are fearful of or angry with another employee. Companies that adopted policies and values that promote employee respect and professionalism, and promote an internal conflict resolution procedure, are companies that reduce employee stress. A reduction in employee stress reduces employee absenteeism.
Provide Incentives: An incentive provides an employee with a boost to their motivation to avoid unnecessary absenteeism. It simply helps the employee decide to go to work. The duration of the incentive program is also very important. Once again allow your employees to help guide you to determine the length of time between incentives. Some companies find that they can simply reward employees with perfect attendance once a year, while others decide once a month is best, and still others decide once a week works best. The general rule of thumb is to reward workers more frequently the younger they are and the more difficult the work is to perform. Also, it is best to start with small incentives and work up to larger ones if necessary.
Develop an Attendance Policy: Every company should have an attendance policy. An attendance policy allows a manager to intervene with an employee who is frequently absent. Besides stress as a primary reason for employee absenteeism, other causes relate to alcoholism, domestic violence, and family problems.
For Employees Who Are Frequently Absent:
One of the most important steps you can take if you are frequently absent is to keep your employer informed. As an employee you are allowed to take up to 12 weeks of unpaid leave under the federal Family and Medical Leave Act (FMLA). The 12 weeks of leave may be taken continuous or intermittently, thereby allowing the employee to work on a less than full-time schedule.
FMLA can be used for the care of a child after birth, adoption, or foster care placement.
FMLA is available to care for an immediate family member (spouse, child, and parent) who has a serious health condition.
FMLA can be used for your own serious health concerns. It does not cover for the common cold, flu, ear aches, upset stomach, common headache, or routine dental care.
In order to be covered by FMLA you must be considered an "eligible" employee. An eligible employee must have 12 months (1,250 hours) of employment, and your employer must employ 50 or more employees within 75 miles of the worksite. Employees must provide 30 days of advance notice for foreseeable events. There are different exemptions present for both school teachers and state/local government employees.
If you are an eligible employee, your employer must maintain your benefits, allow you to return to the same or equivalent position, and not decrease your pay or benefits at the conclusion of 12 weeks. If you believe you are eligible for FMLA, inform your supervisor or HR department that you are requesting FMLA coverage. Your employer is required to provide you with written notice, within two business days, informing you if you are eligible or not.
EFFECTS OF ABSENTEEISM
Increased Costs
Lower morale
Increased workloads Frustrated managers and supervisors Loss of productivity Non achievement of objectives Reduced provision of services Decreased product quality Increased training costs and loss of key skills and personnel
Increased supervisory and administrative costs
Adverse public perception and confidence Adverse effects on consumers Workers loss wages for unauthorized absence from duty Regular flow of work in the factory is disturbed
Types of interventions to reduce workplace absenteeism
Three types of intervention to reduce workplace absenteeism were differentiated, e.g. procedural measures, preventive measures and reintegration measures. Both key persons representing the employer and employees were asked about these three kinds of measures.
PROCEDURAL PREVENTIVE
RE-INTEGRATION The model (derived from Veer man, 1990) is represented schematically.
Figure: The model used in this study of the process of becoming ill, being absent from work, recovery and resuming work.
Procedural measures.
Procedural
measures
as
perceived by the employees were operational zed by asking the respondents whether they were familiar with a procedure to report oneself sick, whether someone contacted them if they call in sick and whether someone contacted them during illness, and whether they could go to the occupational health service if they have health problems related to work. The answers are 'no or I do not know' (0) and 'yes'(1). The answers to these four questions were combined in one scale with scores between no measures known (0) and all four measures known (1). The reliability of this scale is low.
Preventive measures can be work-oriented or employeeoriented. The same kind of questions are asked about the use of seven preventive activities (to improve physical working conditions, mental working conditions, work stress/work pressure, lifting courses etc. ). The answers are 'no or I do not know' (0) and 'yes'(1). The answers to these seven questions were combined in one scale with scores between no measures known (0) and all seven measures known (1). The reliability of this scale is sufficient
Reintegration measures. are also operational zed by

asking the employees whether they were familiar with three different kind of activities to supervise sick employees and to promote swift return to work of sick employees. The answers are 'no or I do not know' (0) and 'yes'(1). The answers to these three questions are combined in one scale with scores between no measures known (0) and all three measures known (1). The reliability of this scale is low.
PREVENTIVE MEASURES OF ABSENTEEISM

Leaving aside surveillance, interrogation and other more draconian approaches, which no doubt some employers might favor, there are preventative measures which employers could take. For example
family friendly policies, from flexible hours to workplace crches to help employees cope with childcare problems providing more varied/interesting/responsible work to combat "low morale/boring job" syndrome compressed working week options to cater positively for those who may need longer weekends
Mentoring, counseling, fitness programmers, on-site massage etc to help people through stress, emotional problems or personal problems, plus careful monitoring of workloads.
The Industrial Society suggests other steps organizations could take:

having a clear policy on absence monitoring training managers to manage attendance training employees to recognize and manage signs of stress improving employee motivation through training and development opportunities
Using return-to-work interviews after illness and informal procedures to keep individuals informed and to resolve problems by consensus. Special bonus, cash prizes to regular employees encourage workers to be regular in their attendance. Proper housing & transport facilities will ensure regular attendance of workers
These approaches tackle absenteeism by seeking to reduce the number of absences.
INTRODUCING FLEXIBLE WORK

Flexible Work
Flexibility and Flexible Work are terms used to describe a wide range of work styles and employment practices. Broadly speaking, they are used to describe all kinds of employment which differ from the traditional 9-5 full time job with a permanent contract. The "flexible" aspect of these type of jobs can in different instances relate more to the employees, or to the employer, or to both. That is, from the employees point of view, flexible work may allow more freedom to organize their employment to fit in with other parts of their life. For an employer, the flexibility may come with the ability to organize labor resources more in line with the varying needs of customers, or with peaks and troughs of demand.
SIX CATEGORIES OF FLEXIBLE WORK
Flexible work in general - wide-ranging articles, or cutting across more than one of the other topics Flexible location -Flexible location includes: 1. working on the move 2. working from home
3.
working from telecasters/satellite offices home working, remote working,
Variously described as location independent working, teleporting, telecommuting, anywhere/anytime working. and many more
Flexible technologies - technologies to help you work flexibly - explained simply but accurately, we hope! Time flexibility - flexi-time, part-time working etc Flexible contract - agency workers, etc Flexible offices - what happens to the office when flexible working is introduced, innovation in workplace design, etc
You can access these sections from the menu on the left of the page. Each section has an introductory page and a list of articles.
CONTROL OF LABOUR TURNOVER

Use of proper tests & interviews in selection of employees. Proper orientation & training of employees Better pay & good working conditions Promotion from within & other career opportunities. Security of service. Introduction of incentive plans. Employee welfare schemes. Provision of retirement benefits. Proper job design, & work scheduling to match skills with job requirements.
Chapter-3
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
Research means a search for knowledge or gain some new knowledge and methodology can properly refer to the theoretical analysis of the methods appropriate to a field of study or to the body of methods and principles particular to a branch of knowledge. A Research methodology has a specified framework for collecting the data in an effective manner. Research methodology means a "defining a problem, defining the research objectives, developing the research plan, collecting the information, analyzing the information and presentation of findings." Such framework is called "Research Design". The research process that was followed by me consisting following steps; A) Defining the problem and research objectives B) Developing the research plan
C) Collection of information D) Analyzing the information E) Presentation of findings
A) Defining the problem and research objectives

The definition of problem includes the study of ABSENTEEISM & LABOUR TURNOVER .
B) Developing the Research Plan

The development of research plan has following steps: 1. 2. 3. 4. Data source Research approach Research instrument Sampling plan i) ii) Sample unit Sample size
iii) Contact methods
1. Data Source: The researcher can get two types of data: a) b) a) Primary Data Secondary Data
Primary Data Primary data is a data which did not exist earlier and is being collected by the researcher first time for its specific objectives. In other words, direct collection of data from the source of information, technology including personal interview, telephonic interviews, observation, Questionnaire and through schedules.
b)
Secondary data Any data which have been collected earlier for some purpose are the secondary data. Indirect collection of data from sources containing past or recent past information like bank's brochures, annual publication, books etc. Secondary sources used are: Text books
Internet sites Newspaper articles Brouchers
2. Research Approach
Survey is best suited for descriptive and analytical research. Survey are undertaken to learn about people's knowledge, beliefs, preferences, satisfaction and so on and to measure these magnitudes in the general public. Therefore, I have done this survey for Descriptive and analytical research process. Descriptive research includes surveys and fact finding enquiries of different kinds. The main purpose is description of the state of affairs is noted down and analytical research used to analyze the material and facts.
3. Research Instrument
Questionnaire: Questionnaire is a type of statistical survey
handed out in paper form usually to a specific demographic to gather information in order to provider better service or goods. A
document that contains a set of questions that has been specially formulated as a means of collecting information and surveying opinions, etc on a specified subject or theme, etc . A questionnaire was constructed for my survey.
1. Sampling plan
Sample is a group of few items which represents the population or universe from where it has been taken. The sampling plan calls for three decisions; a) b) c) Sample unit Sample size Contact methods Sample unit who is to be surveyed?
a)
The target population must be defined that has to be sampled. It is necessary so as to develop a sample frame so that everyone in the target population has an equal chance of being sampled. I have completed my survey in ITL. Sample size - how many people have to be surveyed?
b)
Generally, large sample size gives more reliable results than small samples. The sample consisted of 50 respondents. The selection of the respondents was done on the basis of Simple Random Sampling. Simple random sampling is the technique in which every item in the universe and population has an equal chance of being selected in the sample. Researcher has no role to play or he cannot influence the selection process there is no possibility of biasness. It can easily assess the accuracy of estimate. c) Contact methods Once the sampling plan has been determined the Questionnaire is how the subject should be contracted i.e. by telephone interview, personal interview, observation, mail etc. here, in my survey, I have contacted the respondents through personal interviews. C) Collecting the information After this, I have collected the information from the respondents with the help of Questionnaire. D) Analyze the information
The next step is to extract the pertinent findings from the collected data. I have tabulated the collected data and developed frequency distributions. Thus, the whole data was grouped aspect wise and was presented in tabular form. Thus, frequencies and percentages were prepared to render impact of study.
LIMITATIONS OF THE STUDY

Although I have done sincere efforts to collect authentic and relevant information, the study may have the following limitations: 1 It was very difficult for me to get fulfill the forms because of respondents busy schedule and not providing me sufficient time to fill the form seriously.
2)
1)
Scope of study is limited to ITL only because of limited time and money. So results of study may not be generalized.
3) This study is based on the assumption that responses are true and factual although at times that may not be the case.
4) Though every care has been taken to eliminate such biases, but considering the human factor the possibility of small bias having come up cannot be ruled out altogether. 5) Consumer behavior is dynamic in nature and thus over the time, finding of today may become invalid tomorrow.
Chapter-5
DATA ANALYSIS AND
INTERPRETION
Q: State to which you belong? A:
Punjab 68%
Haryana 0%
Bihar 20%
Others 12%
State to which you belong

80% 70% 60% 50% 40% 30% 20% 10% 0% 68%
Series1 20% 0% Punjab Haryana Bihar Others 12%
Interpretation: Maximum workers(68%) workers belong to Punjab. 20% belong to Bihar & 12 % belong to other states.
Q:2 Reason for absence or leave?
Family Matters 96%
Personal Health 4%
Religious Activities 0%
Fun & Frolic 0%
Others 0%
Reason of Absence or Leave

120% 100% 80% 60% 40% 20% 0%
lth rs iti e te ea at lH tiv
96%
Series1 4% 0%
s
0%
ol ic
0%
er s
Fr &
ily
na
Ac
so
Fa
Pe r
Interpretation: 96% workers take leave or remain absent due to family matters & 4% workers take leave because of personal health.
el ig i
ou
Fu
th
Q:3 Distance between place of stay & work place(Kms)? 0-10 76% 10-2.5 16% 25-40 8% More than 40 0%
D istan ce b etw een p lace o f stay & w o rk p lace

80% 60% 40% 20% 0% 0-10 1 0-2.5 25-40 16% Series1 8% 0% More th an 40 76%
Interpretation: 76% workers live at distance of 10 Kms from work place. 16% live at distance between 10-25 Kms. 8% workers between 25-40 Kms.
Q:4 Are you satisfied with working hours?
Satisfied Unsatisfied No Response 100% 0% 0%

Satisfaction with working hours
120% 100% 80% 60% 40% 20% 0% Satisfied 0% Unsatisfied 0% No Response Series1 100%
Interpretation: All workers(100%) are satisfied with working hours.
Q:5 Satisfaction with working conditions? Satisfied Ventilation Lights Sanitation Health & Safety Drinking Water Rest & Shelter 100% 100% 100% 100% 100% 100% Unsatisfied 0% 0% 0% 0% 0% 0% No Response 0% 0% 0% 0% 0% 0%
Satisfaction with working conditions
100%
100%
Ventilation Lights Sanitation Health & Safety Drinking Water Rest & Shelter
100%
100%
100%
100%
Interpretation: All workers(100%) are satisfied with all working conditions like Ventilation, Lights, Sanitation, Health & Safety, Drinking Water & Rest & Shelter.
Q:6 Nature of Job? Mechanical 36% Manual 64%
Nature of Job
70% 60% 50% 40% 30% 20% 10% 0% 64%
36% Series1
Mechanical
Manual
Interpretation: 36% workers are concerned with Mechanical job & 64 % are related to Manual type of work.
Q:7 Attitude of Supervisors & Colleagues?

Supervisors Colleagues
CoNon Co-operative operative 100% 0% 100% 0%
No Response 0% 0%
Attitu d e o f S u p erviso rs & C o lleag u es
100%
100%
S upervis ors Colleagues
Interpretation: All workers are satisfied with attitude of supervisors & colleagues. Q:8 Do you get leave sanctioned?
Very Easily 88%
Normally 12%
Very Difficult 0%
Sanction of Leaves
100% 80% 60% 40% 20% 0% Very Easily Normally 12% 0% Very Difficult Series1 88%
Interpretation: 88% workers say that they get leave very easily & 12% say it normally.
Q:9 Basis of incentives provided to workers those having high:
Attendance 100%
Special Bonus
Promotion
And Others(Sale & Profit of Plant) 100%
B a s is o f In c e n tiv e s
12 0% 10 0% 80% 60% 40% 20% 0% 100% 1 00% S eries1
Interpretation: 100% workers respond that basis of incentive is high attendance & sale & profit of plant. Q:10 Extent of Job Satisfaction
At te nd an ce Sp ec ial ... Pr om ot ion An d Ot h.. .
Highly Satisfied Dissatisfied Highly Extent Satisfied of job satisfaction Dissatisfied Salary 32% 68% 0% 0% 0% Work Culture 32% 68% 0% 0% 32% Openness of 32% 68% Highly Satisfied 0% 0% Satisfied System Participatory 32% 68% Dissatisfied 0% 0% Highly Dissatisfied 68% System Grievance 32% 68% 0% 0% Handling
Interpretation: 32% workers are highly satisfied with salary, work culture, openness of system, participatory system & grievance handling. 68% workers are satisfied with these.
Chapter-5 FINDINGS OF THE STUDY
FINDINGS
After doing analysis of collected data, findings that arrived are: From the analysis of questionnaire we found that main reasons of absenteeism are:
Family Matters Personal Health of employee. Visit to native place. Poor management System Alcoholism & Gambling Lack of Interest
Chapter-6
SUGGESTIONS
SUGGESTION
1) The programs that spice up employees work life such as quarterly socialization event, foundation day, family day etc.
2) The programs such as employee of the year where in top performing employees of the year are highly recognized should be introduced different opportunities should de provided to those who were chosen annually.
3) With passage of time companies should review policies in accordance with changing environment of business.
4) The employees should be aware of various welfare programs so as to make full use of them. 5) Stress management programs should be introduced to check the stress level of the employees. 6) The various measures to improve the physical and psychological health of the employees should be considered because that will enhance their efficiency and productivity.
7)
Decrease Over Staffing: Company is having more staff than it requires. There fore ,they should decrease in factors of cost. Expand Coordination: Company should develop condition among personnel's Working method and different departments so that they can achieve then Objectives in the lesser time. overstaffing in order to earn profits because salary and wages are important
8)
Chapter-7
CONCLUSION
CONCLUSION
Finally, we can conclude that Indian labour market is concerned with satisfying their basic needs of cloth, house & food. The main reason of their leave from work is Health of Family Matters & their own health. It reduces producitivity & disrupts the flow of work. To control absenteeism & labour turnover, org should provide: Special Bonus & Incentive Schemes for Extra work. Behaviour of management should be co-operative with labour. Management should provide Health & Safety programmes to workers.
BIBLIOGRAPHY
BIBLIOGRAPHY
BOOKS Malhotra, Naresh Kumar, Marketing Research (4th edition,) Pearson Education (Singapore) Pvt Ltd., India branch, Delhi.2004. WEBSITES

www.kapsonindustries.com www.google.com www.encarta.msn.com www.wikipedia.com www.altavista.com www.dogpile.com

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SUBMITTED TO: PUNJAB TECHNICAL UNIVERSITY JALANDHAR

Submitted By: Upasana Roll No. 81310317050

Lect. Palki Sharma

1 HOSHIARPUR INSTITUTE OF MANAGEMENT AND TECHNOLOGY

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PARTICULARS CHAPTER-I : INTRODUCTION TO STUDY

Perception Company Profile

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DI-750III DI-730 III DI-745III DI-55 DI-730 II DI340S

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DI-75 2WD DI-750II DI-732III DI-75 4WD DI-750 DI-732III

HRM practices Human Excellence

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16949:2002 Std. ( ITL Auto Division ) ISO 14001:2004 Environment Management

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Chapter-2 OBJECTIVES OF THE STUDY

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REASONS FOR ABSENCES AS REPORTED BY WORKERS

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REASONS FOR TURNOVER AS REPORTED BY WORKERS

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2. Organizational and Workplace Factors

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3. Absenteeism in Sectors by States

4. Absenteeism in Sectors by Industries

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For Employees Who Are Frequently Absent:

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Increased supervisory and administrative costs

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Types of interventions to reduce workplace absenteeism

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Reintegration measures. are also operational zed by

PREVENTIVE MEASURES OF ABSENTEEISM

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The Industrial Society suggests other steps organizations could take:

These approaches tackle absenteeism by seeking to reduce the number of absences.

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INTRODUCING FLEXIBLE WORK

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SIX CATEGORIES OF FLEXIBLE WORK

working from telecasters/satellite offices home working, remote working,

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CONTROL OF LABOUR TURNOVER

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