Employee Absenteeism Study at Sree Lakshmi Organic Cotton Industry

A STUDY ON EMPLOYEE ABSENTEEISM IN SREE LAKSHMI ORGANIC
COTTON INDUSTRY AT KARUR
ABSTRACT
This project on Employee Absenteeism reveals that one of the major problems is
absenteeism in our industry. Absenteeism is the practice or habit of being an absentee and an
absentee is one who habitually stays away from work. Employees Absenteeism is a serious
problem for management because it involves heavy additional expenses. Absenteeism hinders
planning, production, efficiency and functioning of the organization. In fact high rates of
absenteeism affect an organization state of health and also supervisory and
managerial effectiveness.
CHAPTER I
INTRODUCTION TO THE STUDY
THEORETICAL CONCEPT
INDRODUCTION
Absenteeism is one of the major threats to Indian industry. Absenteeism causing

poor utilization of plant India is facing unemployment problem on one side and the other side
abnormal absenteeism in industries if our absenteeism can be reduced. We can improve our
gross national product without any investment. Absenteeism not only causes production loss
but also causes reduction of gross national income, when the gross income of workmen
reduces naturally his buying capacity also reduces if he could not manage the primary and
secondary needs of timely and properly. He has to face problems like poor family harmony
poor health more mental and physical tiredness which will again lead to absenting from work.
Absenteeism as commonly understood refers to the failure of an operative to report to work
when work is available to him as used in the study overall absenteeism is made up of three
component.
CONCEPT OF ABSENTEEISM
It refers to workers absence from their regular task when he is normally schedule to
work. The according to Websites dictionary Absenteeism is the practice or habit of being an
absentee and an absentee is one who habitually stays away from work.
According to Labor Bureau of Shimla: Absenteeism is defined as the total man shifts
lost because of absence as percentage of total number of man shifts scheduled to work In
other words, it signifies the absence of an employee from work when he is scheduled to be at
work. Any employee may stay away from work if he has taken leave to which he is entitled
or on ground of sickness or some accident or without any previous sanction of leave. Thus
absence may be authorized or unauthorized, willful or caused by circumstances beyond ones
control. Maybe even worse than absenteeism, it is obvious that people such as malingerers
and those unwilling to play their part in the workplace can also have a decidedly negative
impact.
Such team members need individual attention from frontline supervisors and
management. Indeed, as prevention is better than cure, where such a problem occurs, it is
always important to review recruitment procedures to identify how such individuals came to
be employed in the first place. For any business owner or manager, to cure excessive
absenteeism, it is essential to find and then eliminate the causes of discontent among team
members. If they find their supervisor or job unpleasant - really unpleasant - they look for
legitimate excuses to stay home and find them with things such as upset stomachs or splitting
headaches. Any effective absentee control program has to locate the causes of discontent and
modify those causes or eliminate them entirely. In other words, if we deal with the real
reasons team members stay home it can become unnecessary for t hem to stay away. Any
investigation into absenteeism needs to look at the real reasons for it. Sometimes team
members call in sick when they really do not want to go to work. They would not call you up
and say, Im not coming in today because my supervisor abuses me.Or, Im not coming in
today because my chair is uncomfortable. Or, Im not coming in today because the
bathrooms are so filthy; it makes me sick to walk into them.
There are a few essential questions to consider at the outset if you want to make a
measurable improvement to your absenteeism figures. Why is your present absenteeism
policy ineffective? Where and when is excessive absenteeism occurring? In many cases,
under- trained supervisors could be a contributing factor. What are the real causes for
absences? It is commonly expected that low pay, poor benefits and high workloads will be
the major causes. However, in numerous employee surveys absenteeism generally has
been identified as a symptom of low job satisfaction, sub-standard working conditions and
consistent negative and unfair treatment received by first-line supervisors
How much formal training have your supervisors received on absenteeism

containment and reduction? If your answer is none or very little, may be you have found
the solution. As with every other element within your organization, you cannot ask a person
to do a job he or she has never been trained to do. Many human resources specialists have
found that repetitive, boring jobs coupled with uncaring supervisors and/or physically
unpleasant workplaces are likely to lead workers to make up excuses for not coming to work.
If your team members perceive that your company is indifferent to their needs, they
are less likely to be motivated, or even to clock on at all. One way to determine the causes of
absenteeism is to question your supervisors about excessive absenteeism, including what
causes it and how to reduce it. Of course, if your supervisors have made no efforts to get to
know the team members in their respective departments, they may not be able to provide
reasons. However, just the act of questioning may get the ball rolling and signal to your
supervisors that their involvement is important. Once a manager finds the real reasons for
absenteeism there is another important step. Through open communication, you need to
change the team members way of reacting and responding to discontent. Other problems will
no doubt arise in the future. If the way of responding has not been reviewed, then the same
cycle is likely to start all over again. So, often absenteeism problems can be sheeted back to
the supervisor level and to unsatisfactory working conditions. Without improvement in these
areas, you can expect your high rate of absenteeism to continue.
MEASUREMENT OF ABSENTEEISM
For calculating the rate of absenteeism we require the number of people scheduled to
work and number of people actually present. Absenteeism can be find out of absence rate
method.
For Example:
a) Average number of employees in work force: 100
b) Number of available workdays during period: 20
c) Total number of available workdays (a x b): 2,000
d) Total number of lost days due to absences during the period: 93
e) Absenteeism percent (d [divided by] c) x 100: 4.65%
Since absenteeism is a major barometer of employee morale, absenteeism above 5percent has
to be considered as very serious (across most industries 3 percent is considered standard).
PECULIAR FEATURES OF ABSENTEEISM
On the basis of studies undertaken certain observations may be made:

a) The rate of absenteeism is lowest on payday; it increases considerably on the days
following the payment of wages and bonus. The level of absenteeism is comparatively high
immediately after payday. When worker either feel like having a good time or in some other
cases return home to their villages family and after a holiday, has also been found to be
higher than that on normal days.
b) Absenteeism is generally high workers below 25 years of age and those above 40. The
younger employees are not regular and punctual. Presumably because of the employment of
a large no.of new comers among the younger age groups, while the older people are not able
to withstand the strenuous nature of the work.
c) The percentage of absenteeism is higher in the night shift than in the day shift. This is so
because workers in the night shift experience great discomfort and uneasiness in the course of
their work than they do during day time.
Absenteeism in India is seasonal in character. It is the highest during March-April-

May, when land has to be prepared for monsoon, sowing and also in harvest season (Sept-
Oct) when the rate goes as high as 40%.
CAUSES OF ABSENTEEISM
The Royal Commission Labor observed that high absenteeism among Indian labour is
due to rural orientation and their frequent urge for rural exodus. According to Acharaya In
modern industrial establishment the incidence of industrial fatigue, mal nutrition and bad
working conditions aggravate that feeling for change among industrial worker and some
time impel them to visit their village home frequently for rest and relaxation.
MALAD JUSTMENT WITH FACTORY
In factory the worker finds caught within factory walls, he is bewildered by heavy
traffic, by strangers speaking different and subjected to strict discipline and is ordered by
complete strangers to do things which he cannot understand. As a result he is under constant
strain, which cause him serious distress and impairs his efficiency. All these factors tend
to persuade him to maintain his contacts with village.
SOCIAL AND RELIGIOUS CEREMONIES

Social and religious ceremonies divert workers from workers to social activities. In
large number of cases incidence of absenteeism due to religious ceremonies is more than due
to any other reason.
HOUSING CONDITIONS
Workers also experience housing difficulties. Around 95% of housing occupied by

industrial workers in India is unsatisfactory for healthful habitations. This leads to loss the
interest in work.
INDUSTRIAL FATIGUE
Low wages compel a worker to seek some part time job to earn some side income.
This often result inconstant fatigue, which compels to remain absent for next day.
UNHEALTY WORKING CONDITION
Irritating and intolerable working conditions exist in a factory. Heat, moisture, noise,
vibration, bad lighting, dust fumes and overcrowding all these affect the workers health
causing him to remain absent from work a long time.
ABSENCE OF ADEQUATE WELFARE ACTIVITIES
High rate absenteeism is also due to lack of adequate welfare facilities Welfare
activities include clean drinking water, canteen, room shelter, rest rooms, washing and
bathing facilities, first aid appliances etc.
ALCOHOLISM
Some of the habitual drunkards spend whole of the it salary during first week of each
month for drinking purpose. Therefore 2 or 3 weeks after getting their salary absent
themselves from their work.
INDEBTNESS
All those workers who undergo financial hardships usually borrow money lender sat
interest rate which is very high, which often cumulates to more than 1112 times their actual
salary To avoid the moneylenders they usually absent themselves from work because they
are unable to return the money in stipulated time.
IMPROPER & UNREALISTIC PERSONNEL POLICIES
Due to favouritism and nepotism which are in the industry the workers generally
become frustrated. This also results in low efficiency, low productivity, unfavorable
relationship between employee and supervisor, which in turn leads to long period of
absenteeism.
INADEQUATE LEAVE FACILITIES
Negligence on part of the employee to provide leave facility compel the worker to fall
back on ESI leave. They are entitled to 50 days leave on half on pay. Instead of going without
pay the worker avail them of ESI facility.
EFFECTS OF ABSENTEEISM ONINDUSTRIAL PROGRESS
It is quite evident that absenteeism is a common feature of industrial labour in India. It

hinders industrial growth and its effect in two fold.
1) LOSS TO WORKER
Firstly due to the habit of being absenting frequently workers income is
reduced to a large extent. It is because there is a general principle of no work no pay.
Thus the time lost in terms of absenteeism is a loss of income to workers
2) LOSS TO EMPLOYERS
On other hand, the employer has to suffer a greater loss due to absentees. It
disturbs the efficiency and discipline of industries consequently, industrial production
is reduced. In order to meet the emergency and strikes, an additional labour force is
also maintain by the industries. During strikes they are adjusted in place of absent
workers. Their adjustment brings serious complications because such workers do not
generally prove themselves up to work. Higher absenteeism is an evil both for
workers and the employers and ultimately it adversely affects the production of
industries.
ANALYSIS OF CAUSES
FAMILY ORIENTED & RESPONSIBILITES

It was observed that about 40% case absenteeism is family oriented and more
responsibilities of workers. It increases in harvesting season.
SOCIAL CEREMONIES
In 20 % cases it was found that social and religious functions divert worker from
work.
HOUSING FACILITY
In about 30% cases, the workers remain absent because there is no housing facilities
and the workers stay alone and great distance from factory.
SICKNESS AND ACCIDENT
In 20% case the workers remain absent due to ill health and disease and in 15%cases
workers remain absent due to accident.
TRANSPORTATION
Most of the workers have to travel long distance to reach the work place . Most of the
workers are not satisfied with transport facilities.
WELFARE FACILITES
In 13% cases, the workers are not satisfied with welfare facilities.
WORKING CONDITIONS
In 21% cases, the workers feel that there is not good working condition, because they
work in standing position which causes to remain absence for relaxation.
MANAGEMENT SYSTEM
Near about 34% people are dissatisfied with management system because they feel
that their work is not being recognized and promotions are biased.
CORRECTIVE ACTION FOR CULPABLE ABSENTEEISM
As already indicated, culpable absenteeism consists of absences where it can be

demonstrated that the employee is not actually ill and is able to improve his/her attendance.
Presuming you have communicated attendance expectations generally, have identified the
employee as a problem, have met with him/her as part of your attendance program, made
your concerns on his specific absenteeism known and have offered counseling as appropriate,
with no improvement despite your positive efforts, disciplinary procedures may be
appropriate. The procedures for corrective/progressive discipline for culpable absenteeism are
generally the same as for other progressive discipline problems. The discipline should not be
prejudicial in any way. The general procedure is as follows:
1. Initial Warning(s)
2. Written Warning(s)
3. Suspension(s)
4. Discharge
1. Verbal Warning
Formally meet with the employee and explain that income protection is to be used
only when an employee is legitimately ill. Advice the employee that his/her attendance
record must improve and be maintained at an improved level or further disciplinary
action will result. Offer any counseling or guidance as is appropriate. Give further verbal
warnings as required. Review the employee's income protection records at regular
intervals. Where a marked improvement has been shown, commend the employee.
Where there is no improvement a written warning should be issued.
3. Written Warning
Interview the employee again. Show him/her the statistics and point out that there has
been no noticeable (or sufficient) improvement. Listen to the employee to see if there is a
valid reason and offer any assistance you can. If no satisfactory explanation is given, advise
the employee that he/she will be given a written warning. Be specific in your discussion with
him/her and in the counseling memorandum as to the type of action to be taken and when it
will be taken if the record does not improve. As soon as possible after this meeting provide
the employee personally with the written warning and place a copy of his /her file. Warning
as an alternative to proceeding to a higher level of discipline (i.e. suspension) will depend on
a number of factors. Such factors are the severity of the problem, the credibility of the
employee's explanations, the employee's general work performance and length of service.
2. Suspension
If the problem of culpable absenteeism persists, following the next interview period and
immediately following an absence, the employee should be interviewed and advised that he/she
is to be suspended. The length of the suspension will depend again on the severity of the
problem, the credibility of the employees explanation, the employee's general work
performance and length of service. Subsequent suspensions are optional depending on the
above condition
3. Dismissal
Dismissals should only be considered when all of the above conditions and
procedures have been met. The employee, upon displaying no satisfactory improvement,
would be dismissed on the grounds of his/her unwillingness to correct his/her absence
record.
CHAPTER-II
REVIEW OF LITERATURE
Muchinsky, (1997) conducted study in the same field on the basis of literature review
on employee absenteeism and concluded employees withdrawal behavior apart from
turnover. Studies examining the psychometric properties of absence measures are reviewed,
along with the relationship between absenteeism and personal, attitudinal and organizational
variables chronic absentees into four categories such as; entrepreneurs, status seekers, family
oriented and sick and old.
Martocchio&Jimeno (2003) stated that We propose a model of the personality

types that have a higher likelihood of using absenteeism to their benefit (i.e.to recharge and
change negative affect) and therefore have the absence be functional (i.e., positive affect and
higher productivity upon returning to the job) rather than dysfunctional (i.e., negative affect
and person is still unproductive or has less productivity than before the absence event). We
conclude by emphasizing the theoretical contributions that this model makes and by
suggesting ways in which the model could be tested.
RuchiSinha(2010) in her study reveals that there only 4% employees remain away
from their work and that too due to personal reasons. There is very high level of job
satisfaction among the employees.
Nisam (2010) stated that stress among employees, health problems, loneliness at
workplace, non-cooperation of colleagues causes absenteeism at workplace. K.A.Hari Kumar
(2012) stated that the rate of absenteeism in Madura Coats is very high.
Jacobson (1989) has investigated a direct relationship between monetary incentives

and work floor attendance. Wolter H.J. Hassink& Pierre Koning (2009) find statistically
significant differences in absence patterns across groups of workers with different eligibility
statuses depending on their attendance records and whether they had previously won. One
finding is that absenteeism rose among workers who, having won already, were ineligible for
further participation. Nevertheless, and although the reduction in firm-wide absence
associated with the lottery drifted from 2.4 percentage points to 1.1 percentage points after
seven months, the authors conclude that the lottery was of net benefit to the firm
Mckee (1992) reported that it cost a company an average of $411 per employee per
year for unscheduled absences. This amount did not include any of the indirect costs that
were incurred. In 1995 HR Focus used information from CCHs 1994 survey that stated
companies were now paying an average of $505 14 per employee. Data shows that the
number of unscheduled absences in 1997 declined by 24 percent from 1991 (Anonymous,
1997) according to the CCH survey. They also reported that although the number due to
personal illness as a cause has declined, the absences due to personal needs and stress have
increased.
Kweller (1998) suggest that you create a current absence profile that examines
causes, employee demographics, annual cost impact, indirect cost, and explore how absences
are dealt with. Florist (1998) created a model that educates all employees regarding the
companys absenteeism policy, monitors the absences, counsels those who have had
unscheduled absences, follows up with these employees, and administers corrective action to
those employees who do not comply with the policy. Companies need to make sure that all
employees understand the current policies that exist within their companies regarding
absenteeism (Perry, 1996). If departments within an organization have separate policies or
standard operating procedures, these also need to be communicated. Current policies are now
moving towards what is called no-fault systems (Markowich, 1993). Employers set a limit
as to how many unscheduled absences you are allowed. It does not matter why you are
absent. If you exceed this amount then disciplinary actions occur. Other companies are using
rewards instead of discipline, and exploring preventive approaches to absenteeism.
Employers realize that some of the involuntary absences are preventable.
Perry (1996) points out the policies that have not been communicated to everyone
can also cause employee absenteeism. Arkin (1996) provided an extensive list as to possible
causes of employee absenteeism. These causes are as follows: Inept supervision (inadequate
or poor) Wage problems Under-utilization of skills Adverse working conditions
Inadequate selection Inadequate information about job requirements Unsatisfactory
working conditions Lack of opportunity for advancement Lack of a well-organized
training program Ineffective grievance procedure Lack of proper facilities and services
Excessive fatigue Boredom Much of the research reviewed focused on the causes related to
the employee; however, this article focused more on how the supervisor or environment
could be contributing to employee absenteeism. Often times in an attempt to control
absenteeism, an employer will establish what employees need to be doing to assure
reasonable attendance. However, employers have a responsibility to their employees as well.
Employers need to create environments that encourage attendance at work (Kelly, 1992).
Poor morale caused from negative work environments can cause stress, which in turn can
cause employee absenteeism (Fishman, 1996).
Harrison and Martocchios (1998) research showed that there were five classes of
variables hypothesized to be origins/cause of absences: personality, demographic
characteristics, job-related attitudes, social context, and decision-making mechanisms. As the
literature suggests there are many reasons as to why an employee may be missing work and
that all of these need to be identified (Fowler, 1998). Employers should realize that many of
the legitimate illnesses have causes, and maybe addressing these causes could help prevent
further illnesses or injuries. Impact If most companies were to calculate the impact that
absenteeism was having on their companies, most of them would be appalled. Many of the
authors took statistics from the Commerce Clearing House (CCH) surveys that are conducted
each year to try and figure out how much absenteeism is costing companies.
Mckee (1992) reported that it cost a company an average of $411 per employee per
year for unscheduled absences. This amount did not include any of the indirect costs that
were incurred. In 1995 HR Focus used information from CCHs 1994 survey that stated
companies were now paying an average of $505 14 per employee. Data shows that the
number of unscheduled absences in 1997 declined by 24 percent from 1991 (Anonymous,
1997) according to the CCH survey. They also reported that although the number due to
personal illness as a cause has declined, the absences due to personal needs and stress have
increased.
COMPANY PROFILE& INDUSTRY PROFILE
INDUSTRY HISTORY AND PROFILE:
We established the creative boutique in 2005 and combined fashion, textile and graphic
design backgrounds to produce comprehensive design outcomes, rich with edgy
originality, beauty and distinction. We a are a Sydney based design trio of print and fabric
surface treatment specialists, whose primary focus is to deliver original, exclusive and
bespoke designs for a broad range of visual applications, particularly textiles. We are
committed to uncovering and servicing clients needs while promoting environmental
sustainability and Australian based production in an inspiring and creative way. We also have
a design library, seasonally updated with a range of original artwork that is available for
purchase on an exclusive basis for use in fashion, interiors and lifestyle product design.
We provide our clients with the textile concept as artwork [99% illustrator files] and leave
the production up to our clients discretion. We provide technical services also in making the
files production ready if suppliers need this. We forecast trends, color and pursue original
concepts with stylistic diversity to produce hand-worked and computer generated Croquis.
These include for fabric and other surfaces. We also do a lot of custom design development
as well as our seasonal collection.
Contact Information:
Company Name: SREE LAKSHMI ORGANIC

COTTONTEXTILES
Address : No:135,kovai bypass road,
Karur- 639 001.
Tamil Nadu
India
Contact Number : 919095341966

Line of Business:
Parent Line of Business and Top Line of Business has been extracted from National
Industrial Classification code Sree Lakshmi Organic CottonGarments. If company has
registered business with incorrect code or has changed the line of business without informing
ROC, provided information will be incorrect. We take no warranties about accuracy of these
classifications. Sree Sree Lakshmi Organic CottonTextiles Pvt Ltd. is the principle
supplier to Sree Garments, fulfilling their total yarn requirements. Established in 2005,
SSMT sources cotton domestically and from reputable African growers, Using State-of-the-
art machinery, the raw material is woven into the finest quality cotton yarn. Efficient
inventory management systems are in place to ensure a continuous.
The cotton is purchased in Sree Lakshmi Organic Cotton& Africa and processed step by step
through these highly sophisticated machineries to ensure the best quality yarn. Efficient
management of inventory ensures uninterrupted production process for the
company. ShriSree Lakshmi Organic CottonTextiles Pvt Ltd is the least carbon emitting
spinning mill in Sree Lakshmi Organic Cottonas declared by ETI. It is also certified by FLO
Fair Trade, CMIA, Organic Cotton and Oeko-Tex Certifications. The knitting plant is
equipped with hi-tech machines capable of producing a wide variety of knit finishes and
structures. Jacquard, Flat and Circular machines provide a diverse range of garments in
Jersey, Rib and Fleece. A continuous programmed of research and development ensures that
the knitting unit has the capability required to meet the latest fashion trends.
Sree Lakshmi Organic Cotton Spinners Private Limited Profile:
Corporate Identification Number : U17111TZ2005PTC012112

Company Name: SHRI SREE LAKSHMI ORGANIC
COTTONTEXTILES
Company Status: Active
ROC: ROC-Coimbatore
Registration Number: 12112
Company Category: Company limited by Shares
Company Sub Category: Non-govt company
Class of Company: Private
Date of Incorporation: 01 September 2005
Age of Company: 10 years, 8 month
Activity: Spinning, weaving and finishing
Company Founder T.Manivannan
Managing Director A.Meenatchi
Total Employees 450
About Sree Lakshmi Organic CottonTextile:
Sree Lakshmi Organic CottonTextile Company LTD though a relatively new

venture, has made remarkable progress in spinning quality yarn. SREE LAKSHMI
ORGANIC COTTON has an huge production capability, productivity and a committed team
of skilled workers and efficient staff numbering approximately 1000. Under the guidance of
its promoter, Shri Ramesh Kumar Tibrewal, who personify the true spirit of enterprise, SREE
LAKSHMI ORGANIC COTTONhas established a distinct identity in the textile market
within a decade of its existence. SREE LAKSHMI ORGANIC COTTONhas a unique
inspirational work culture. SREE LAKSHMI ORGANIC COTTONrests on strong ethical
and moral foundations, relying on the deeds of wisdom propagated by Swami Vivekananda,
Mahatma Gandhi, and Rabindranath Tagore and our Former President, His Excellency Dr.
A.P.J. Abdul Kalam.
With strong business acumen, successfully demonstrated by its Promoter, the

company has progressed steadily from dealing in cotton waste to the position of eminence it
holds in manufacture of Superior Quality yarn. The location has been chosen to promote
employment generation in the interior and rural areas of Coimbatore district. SREE
LAKSHMI ORGANIC COTTON commitments are not purely business centric. It
encompasses a wider societal obligation. The promoter have chosen, Karuvalur,
Karumathampatti, near Coimbatore, as the plant location. The small underdeveloped village
has been chosen to promote a social cause of, Enabling Progress through Enterprise.
Further, the plant location meets the business requirements. The plant is close to major
consumption centres like Tirupur, Somanur, Palladam, Karur, Madurai, and Erode, thereby
promising enormous scope for expansion of the company. At SREE LAKSHMI ORGANIC
COTTONGARMENTS, learning and sharing of knowledge becomes an integral part of its
work culture. This unique work culture has been able to spin the work force together. Swami
Vivekananda words of wisdom form the back bone of the entire workforce at SREE
LAKSHMI ORGANIC COTTONGARMENTS, spinning its success story without any major
hiccups.
INDUSTRY PROFILE
INTRODUCTION ABOUT TEXTILES INDUSTRIES
Definition for Textile:
Pertaining of weaving or to wove fabrics; as textile arts; woven, capable of being woven; formed by weaving;
as textile fabric
Descriptive of textiles as defined of the raw materials, process, machinery, building, craft, technology,
personnel used in, and the organizations and activities connected with their manufacture. A Latin word
originated from texere, it means to weave. Any cloth or fabric made by weaving or knitting.
Introduction:
The textile industry occupies a unique place in our country. One of the earliest to come into
existence in Sree Lakshmi Organic Cotton Garments. It accounts for 14% of the total Industrial
production, contributes to nearly 30% of the total exports and is the second largest
employment generator after agriculture.The Sree Lakshmi Organic Cotton Garmentsn textile
industry is one of the largest in the world with a massive raw material and textiles
manufacturing base. Our economy is largely dependent on the textile manufacturing and
trade in addition to other major industries. About 27% of the foreign exchange earnings are
on account of export of textiles and clothing alone. The textiles and clothing sector
contributes about 14% to the industrial production and 3% to the gross domestic product of
the country. Around 8% of the total excise revenue collection is contributed by the textile
industry. So much so, the textile industry accounts for as large as 21% of the total
employment generated in the economy. Around 35 million people are directly employed in
the textile manufacturing activities. Indirect employment including the manpower engaged in
agricultural based raw-material production like cotton and related trade and handling could be
stated to be around another 60 million.
Sree Lakshmi Organic CottonGarmentsn Textile Industry:

Textile is one of the Sree Lakshmi Organic CottonGarmentss largest industries
after agriculture. It provides direct employment to about 350 lacks people.Besides this, there
are a large number of ancillary industries, which are dependent upon this sector such as
manufacturing various machines, accessories, stores, ancillary item and chemicals. Known
globally for its skilland craftsmanship, the Sree Lakshmi Organic CottonGarmentsn textile
industry from soaring to the height it iscapable, but this is expected to change post January
2005, as the quota are striation have been removed.
Textiles covers the following sub-segment: -

1) Synthetic fiber/filamentprocessing vise, drawing, texturizing, twisting etc.
2) Yarn: spinning cotton &blends on rotors and ring frames.
3) Weaving/Knitting, Processing and Distribution.
The Sree Lakshmi Organic CottonGarmentsn textile industry is large and divers, unique
for its coverage of the entire gamut of activities ranging from production of raw material
to providing the consumers high value added products, such as fabrics and garments. The
key segment of Sree Lakshmi Organic CottonGarmentsn textiles are divided into Fiber,
Yarn, Fabrics and made-ups. The multi- fiber base of Sree Lakshmi Organic
CottonGarmentsn textile comprise natural fibers from polyester, viscose, acrylic,
polypropylene and nylon. Though primarily cotton based textile industry has a growing
polyester sector and is active in processing linen wool and silk.
Overview Textiles Industry:
The Sree Lakshmi Organic CottonGarmentsn textile industry is one the largest
and oldest sectors in the country and among the most important in the economy in terms of
output, investment and employment. The sector employs nearly 35 million people and after
agriculture, is the second-highest employer in the country. Its importance is underlined by
the fact that it accounts for around 4% of Gross Domestic Product, 14% of industrial
production, 9% of excise collections, 18% of employment in the industrial sector, and 16%
of the countrys total exports earnings. With direct linkages to the rural economy and the
agriculture sector, it has been estimated that one of every six households in the country
depends on this sector, either directly or indirectly, for its livelihood.
A strong raw material production base, a vast pool of skilled and unskilled
personnel, cheap labour, good export potential and low import content are some of the
salient features of the Sree Lakshmi Organic CottonGarmentsn textile industry. This is a
traditional, robust, well-established industry, enjoying considerable demand in the domestic
as well as global markets.
Global Textiles:
The glssobal textile and clothing industry is estimated to be worth about US$
4,395 bn and currently global trade in textiles and clothing stands at around US$ 360 bn.
The US market is the largest, estimated to be growing at 5% per year, and in combination
with the EU nations, accounts for 64% of clothing consumption.
The Sree Lakshmi Organic CottonGarmentsn textile industry is valued at US$ 36 bn with
exports totalling US$ 17 bn in 2005-2006. At the global level, Sree Lakshmi Organic
CottonGarmentss textile exports account for just 4.72% of global textile and clothing
exports. The export basket includes a wide range of items including cotton yarn and fabrics,
man-made yarn and fabrics, wool and silk fabrics, made-ups and a variety of garments.
Quota constraints and shortcomings in producing value-added fabrics and garments and the
absence of contemporary design facilities are some of the challenges that have impacted
textile exports from Sree Lakshmi Organic CottonGarments.
Sree Lakshmi Organic CottonGarmentss presence in the international market is significant
in the areas of fabrics and yarn.
Sree Lakshmi Organic Cottonis the largest exporter of yarn in the international
market and has a share of 25% in world cotton yarn exports.
Sree Lakshmi Organic Cottonaccounts for 12% of the worlds production of textile
fibers and yarn
In terms of spindle age, the Sree Lakshmi Organic Cotton Garmentsn textile industry
is ranked second, after China, and accounts for 23% of the worlds spindle capacity
Around 6% of global rotor capacity is in Sree Lakshmi Organic Cotton Garments
The country has the highest loom capacity, including handlooms, with a share of 61%
in world loom age.
Textile Industry Structure:
Cotton textiles continue to form the predominant base of the Sree Lakshmi Organic
CottonGarmentsn textile industry, though other types of fabric have gained share in recent
years. In 1995-96, the share of cotton and manmade fabric was 60% and 27% respectively.
More recently, cotton fabrics accounted for 46% of the total fabric produced in 2005-06,
while man-made fibers held a share of 41%. This represents a clear shift in consumer
preferences towards man-made fabric
The Textile and Apparel supply chain

The fiber and yarn-specific configuration of the textile industry includes almost all types of
textile fibers, encompassing natural fibers such as cotton, jute, silk and wool; synthetic /
man-made fibers such as polyester, viscose, nylon, acrylic and polypropylene (PP) as well as
multiple blends of such fibers and filament yarns such as partially oriented yarn (POY). The
type of yarn used is dictated by the end product being manufactured.The Man-made textile
industry comprises fiber and filament yarn manufacturing units of cellulosic and non-
cellulosic origin. The cellulosic fiber/yarn industry is under the administrative control of the
Ministry of Textiles, while the non-cellulosic industry is under the administrative control of
the Ministry of Chemicals and Fertilizers.
As in January 2006, there were 1779 cotton/man-made fiber textile mills in the organized
sector, with an installed capacity of 34.1 million spindles and 395,000 rotors. Of these, 218
were composite mills which accounted for just 3% of total fabric production, with 97% of
fabric production happening in the unorganized segment. Cloth production in the mill sector
has fallen from 1,714 million sq mtrs in 1999-2000 to a projected 1,493 million sq mtrs in
2005-06, declining at a rate of 2% per annum. As a result, the number of sick units in the
organized segment has also been growing rapidly.
The competitiveness of composite mills has declined in comparison to the power looms in
the decentralized segment. Policy restrictions relating to labour laws and the fiscal
advantages enjoyed by the handloom and power loom sectors have been identified as two of
the major constraints responsible for the declining scenario of the mill sector.Nonetheless,
overall cloth production in the country has been growing at 3.5% per annum since 2000,
with growth driven largely by the power loom sector. Being the largest manufacturer of
fabric in the country, the power loom sector produces a wide variety of cloth, both grey as
well as processed.
SREE LAKSHMI ORGANIC COTTONGARMENTSN TEXTILE HISTORY:
Sree Lakshmi Organic Cottonhas a diverse and rich textile tradition. The origin of Sree
Lakshmi Organic CottonGarmentsn textiles can be traced to the Indus valley civilization. The
people of this civilization used homespun cotton for weaving their garments. Excavations at
Harappa and Mohenjo-Daro, have unearthed household items like needles made of bone and
spindles made of wood, amply suggesting that homespun cotton was used to make garments.
Fragments of woven cotton have also been found from these sites. The history of textile is
almost as old as that of human civilization and as time moves on the history of textile has
further enriched itself. In the 6th and 7th century BC, the oldest recorded indication of using
fiber comes with the invention of flax and wool fabric at the excavation of Swiss lake
inhabitants.
In Sree Lakshmi Organic Cottonthe culture of silk was introduced in 400AD, while spinning
of cotton traces back to 2 3000BC. In China, the discovery and consequent development of
sericulture and spin silk methods got initiated at 2640 BC while in Egypt the art of spinning
linen and weaving developed in 3400 BC. The discovery of machines and their widespread
application in processing natural fibers was a direct outcome of the industrial revolution of
the 18th and 19th centuries. The discoveries of various synthetic fibers like nylon created a
wider market for textile products and gradually led to the invention of new and improved
sources of natural fiber. The development of transportation and communication facilities
facilitated the path of transaction of localized skills and textile art among various countries.
The first literary information about textiles in Sree Lakshmi Organic Cottoncan be found in
the Rig Veda, which refers to weaving. The ancient Sree Lakshmi Organic CottonGarmentsn
epics the Ramayana and the Mahabharata also speak of a variety of fabrics of those times.
The Ramayana on the one hand refers to the rich styles worn by the aristocracy and on the
other the simple clothes worn by the commoners and ascetics.Sree Lakshmi Organic
Cottonhad numerous trade links with the outside world and the Sree Lakshmi Organic
CottonGarmentsn textiles were popular in the ancient world. The Sree Lakshmi Organic
CottonGarmentsn silk was popular in Rome in the early centuries of the Christian era. Hoards
of fragments of cotton material originating from Gujarat have been found in the Egyptian
tombs at Fostat, belonging to 5th century A.D. Cotton textiles were also exported to China
during the heydays of the silk route.
THE COTTON TEXTILE INDUSTRY:
The cotton textile industry is one of the oldest and most firmly established major industries.
There is reason to believe that cotton was first grown and put to use in Sree Lakshmi Organic
Cottonbefore where else in the world. Sree Lakshmi Organic Cottonhas been a manufacturing
nation and an exporter of cotton fabrics to all nations. Thus, the cotton textile industry
acquired the characteristics of trusty Sree Lakshmi Organic CottonGarmentsn and later to
travel to other parts of the world. The dignity of man is raised to an appreciable level due to
the evolution of textiles industry. It consists of Handloom, Power loom and Composite mills
(Spinning and Weaving) sectors. The industry has been exporting its products for more than
3,000 years and is now strengthened with the collaboration of other allied industries.
The industry is spread across all the states of Sree Lakshmi Organic Cottonbut two thirds of
the textile mills are concentrated in Gujarat, Maharashtra and Tamilnadu with 1,460
organized units, 32 million spindles, 1.7 million power looms, 4 million handlooms and a
large number of small, medium and large processing houses. The cotton textile industry is
mainly a private sector industry, Gujarat and Maharashtra account for 50 per cent of the total
spindles installed and 70 per cent of the tota1 100ms in the cotton textile industry.
ALL ABOUT TEXTILE INDUSTRY:
The major categories of textiles are linens and domestic products towels. Shower curtains,
bathroom ensemble, table linen / damask and bed spread are categorized under linens,
product such as sheets cases mattress pads, blankets and blanket covers comforters and quilts,
embroidery and lace are coming under domestic products. However based on exports are HS
code, Home textiles can broadly be classified in the following categories.
1. Bed lines
2. Bath liner
3. Table linen & Kitchen linen
4. Curtains, drapes and furnishing fabr5. Blankets
6. Carpets & Floor covering
7. Made Ups
Textiles industry
1)Cottage stage:
TEXTILE MANUFACTURING BY PRE-INDUSTRIAL METHODS
There are some indications that weaving was already known in the Paleolithic. An indistinct
textile impression has been found at Pavlov, Moravia. Neolithic textiles were found in pile
dwellings excavations in Switzerland and at El Fayum, Egypt at a site which dates to about
5000 BC.
The key British industry at the beginning of the 18th century was the production of textiles
made with wool from the large sheep-farming areas in the Midlands and across the country.
This was a labor-intensive activity providing employment throughout Britain, with major
centers being the West Country; Norwich and environs; and the West Riding of Yorkshire.
The export trade in woolen goods accounted for more than a quarter of British exports
during most of the 18th century, doubling between 1701 and 1770. Exports of the cotton
industry centered in Lancashire had grown tenfold during this time, but still accounted for
only a tenth of the value of the woolen trade. Before the 17th century, the manufacture of
goods was performed on a limited scale by individual workers. This was usually on their own
premises and goods were transported around the country. clothiers visited the village with
their trains of pack-horses. Some of the cloth was made into clothes for people living in the
same area, and a large amount of cloth was exported. Rivers navigations were constructed,
and some contour-following canals. In the early 18th century, artisans were inventing ways to
become more productive.
In Roman times, wool, linen and leather clothed the European population, and silk,
imported along the Silk Road from China, was an extravagant luxury. The use of flax fiber in
the manufacturing of cloth in Northern Europe dates back to Neolithic times. During the late
medieval period, cotton began to be imported into northern Europe. Without any knowledge
of what it came from, other than that it was a plant, noting its similarities to wool, people in
the region could only imagine that cotton must be produced by plant-borne sheep. John
Mandeville, writing in 1350, stated as fact the now-preposterous belief:
"There grew in Sree Lakshmi Organic Cottona wonderful tree which bore tiny lambs on the
endes of its branches. These branches were so pliable that they bent down to allow the lambs
to feed when they are hungry."
Spindles or parts of them have been found in archaeological sites and may represent one
of the first pieces of technology available. They were invented in Sree Lakshmi Organic
Cottonbetween 500 and 1000 AD.
2) Industrial Revolution:
Textile manufacture during the Industrial Revolution
The woven fabric portion of the textile industry grew out of the industrial revolution in the
18th Century as mass production of yarn and cloth became a mainstream industry. In 1734 in
Bury, Lancashire, John Kay invented the flying shuttle one of the first of a series of
inventions associated with the cotton woven fabric industry. The flying shuttle increased the
width of cotton cloth and speed of production of a single weaver at a loom. Resistance by
workers to the perceived threat to jobs delayed the widespread introduction of this
technology, even though the higher rate of production generated an increased demand for
spun cotton.
19th century developments:
With the Cartwright Loom, the Spinning Mule and the Boulton and Watt steam engine, the
pieces were in place to build a mechanized woven fabric textile industry. From this point
there were no new inventions, but a continuous improvement in technology as the mill-owner
strove to reduce cost and improve quality. Developments in the transport infrastructure; that
is the canals and after 1831 the railways facilitated the import of raw materials and export of
finished cloth.
Thirdly, also in 1830, Richard Roberts patented the first self-acting mule. Stalybridge mule
spinners strike was in 1824,this stimulated research into the problem of applying power to the
winding stroke of the mule. The draw while spinning had been assisted by power, but the
push of the wind had been done manually by the spinner, the mule could be operated by
semiskilled labor. Before 1830, the spinner would operate a partially powered mule with a
maximum of 400 spindles after, self-acting mules with up to 1300 spindles could be built.
20th Century:
Major changes came to the textile industry during the 20th century, with continuing
technological innovations in machinery, synthetic fiber, logistics, and globalization of the
business. The business model that had dominated the industry for centuries was to change
radically. Cotton and wool producers were not the only source for fibers, as chemical
companies created new synthetic fibers that had superior qualities for many uses, such as
rayon, invented in 1910, and DuPont's nylon, invented in 1935 as in inexpensive silk
substitute, and used for products ranging from women's stockings to tooth brushes and
military parachutes.
Industry integration and global manufacturing led to many small firms closing for good
during the 1970s and 1980s in the United States, during those decades, 95 percent of the
looms in North Carolina, South Carolina and Georgia shut down, and Alabama and Virginia
also saw many factories close.
21st century:
In 2002, textiles and apparel manufacturing accounted for $400 billion in global exports,
representing 6% of world trade and 8% of world trade in manufactured goods. In the early
years of the 21st century, the largest importing and exporting countries were developed
countries, including the European Union, the United States, Canada and Japan.The countries
with the largest share of their exports being textiles and apparel were as follows (2002):
OVERVIEW OF SREE LAKSHMI ORGANIC COTTONGARMENTSN TEXTILE
INDUSTRY
Background:
Sree Lakshmi Organic CottonTextile Industry is one of the leading textile industries in the
world. Though was predominantly unorganized industry even a few years back, but the
scenario started changing after the economic liberalization of Sree Lakshmi Organic
CottonGarmentsn economy in 1991. The opening up of economy gave the much-needed
thrust to the Sree Lakshmi Organic CottonGarmentsn textile industry, which has now
successfully become one of the largest in the world. Sree Lakshmi Organic Cottontextile
industry largely depends upon the textile manufacturing and export. It also plays a major role
in the economy of the country. Sree Lakshmi Organic Cottonearns about 27% of its total
foreign exchange through textile exports. Further, the textile industry of Sree Lakshmi
Organic Cottonalso contributes nearly 14% of the total industrial production of the country. It
also contributes around 3% to the GDP of the country. Sree Lakshmi Organic Cottontextile
industry is also the largest in the country in terms of employment generation. It not only
generates jobs in its own industry, but also opens up scopes for the other ancillary sectors.
Sree Lakshmi Organic Cottontextile industry currently generates employment to more than
35 million
people. Sree Lakshmi Organic CottonGarmentsn textile industry can be divided into several
segments, some of which can be listed as below:
Cotton Textiles
Silk Textiles
Woolen Textiles
Readymade Garments
Hand-crafted Textiles
Jute and Coir
Government initiatives and regulatory framework
Government Initiatives
The Government of Sree Lakshmi Organic Cottonhas promoted a number of export
promotion policies for the Textile sector in the Union Budget 2011-12 and the Foreign Trade
Policy 2009-14. This also includes the various incentives under Focus Market Scheme and
Focus Product Scheme; broad basing the coverage of Market Linked Focus Product Scheme
for textile products and extension of Market Linked Focus Product Scheme etc. to increase
the Sree Lakshmi Organic CottonGarmentsn shares in the global trade of textiles and
clothing. The various schemes and promotions by the Government of Sree Lakshmi Organic
Cottonare as follows - It has allowed 100 per cent Foreign Direct Investment (FDI) in textiles
under the automatic route.
Welfare Schemes:
The Government has offered health insurance coverage and life insurance coverage to 161.10
million weavers and ancillary workers under the Handloom Weavers' Comprehensive
Welfare Scheme, while 733,000 artisans were provided health coverage under the Rajiv
Gandhi Shilpi Swasthya Bima Yojna.
E-Marketing:
The Central Cottage Industries Corporation of Sree Lakshmi Organic Cotton(CCIC), and the
Handicrafts and Handlooms Export Corporation of Sree Lakshmi Organic Cotton(HHEC)
have developed a number of e-marketing platforms to simplify marketing issues. Also, a
number of marketing initiatives have been taken up to promote niche handloom and
handicraft products with the help of 600 events
all over the country.
Skill Development:
As per the 12th Five Year Plan, the Integrated Skill Development Scheme aims to train over
2,675,000 people within the next 5 years (this would cover over 270,000 people during the
first two years and the rest during the remaining three years). This scheme would cover all
sub sectors of the textile sector such as Textiles and Apparel; Handicrafts; Handlooms; Jute;
and Sericulture.
Credit Linkages:
As per the Credit Guarantee program, over 25,000 Artisan Credit Cards have been supplied to
artisans, and 16.50 million additional applications for issuing up credit cards have been
forwarded to banks for further consideration with regards to the Credit Linkage scheme.
Financial package for waiver of overdues:

The Government of Sree Lakshmi Organic Cottonhas announced a package of US$ 604.56
million to waive of overdue loans in the handloom sector. This also includes the waiver of
overdue loans and interest till 31st March,2010, for loans disbursed to handloom sector. This
is expected to benefit at least 300,000 handloom weavers of the industry and 15,000
cooperative societies.
Textiles Parks:
The Sree Lakshmi Organic CottonGarmentsn Government has given approval to 40 new
Textiles Parks to be set up and this would be executed over a period of 36 months. The new
Textiles Parks would leverage employment to 400,000 textiles workers.The product mix in
these parks would include apparels and garments parks, hosiery parks, silk parks, processing
parks, technical textiles including medical textiles, carpet and power loom parks.
COMPANY PROFILE:
We established the creative boutique in 2005 and combined fashion, textile and graphic
design backgrounds to produce comprehensive design outcomes, rich with edgy
originality, beauty and distinction. We a are a Sydney based design trio of print and fabric
surface treatment specialists, whose primary focus is to deliver original, exclusive and
bespoke designs for a broad range of visual applications, particularly textiles. We are
committed to uncovering and servicing clients needs while promoting environmental
sustainability and Australian based production in an inspiring and creative way. We also have
a design library, seasonally updated with a range of original artwork that is available for
purchase on an exclusive basis for use in fashion, interiors and lifestyle product design.
We provide our clients with the textile concept as artwork [99% illustrator files] and leave
the production up to our clients discretion. We provide technical services also in making the
files production ready if suppliers need this. We forecast trends, color and pursue original
concepts with stylistic diversity to produce hand-worked and computer generated Croquis.
These include for fabric and other surfaces. We also do a lot of custom design development
as well as our seasonal collection.
Contact Information:
Company Name: SREE LAKSHMI ORGANIC

COTTONTEXTILES
Address : No:135,kovai bypass road,
Karur- 639 001.
Tamil Nadu
India
Mobile: + 919095341966
Website: + www.organiccottonindus.in
Line of Business:
Parent Line of Business and Top Line of Business has been extracted from National
Industrial Classification code Sree Lakshmi Organic CottonGarments. If company has
registered business with incorrect code or has changed the line of business without informing
ROC, provided information will be incorrect. We take no warranties about accuracy of these
classifications. Sree Sree Lakshmi Organic CottonTextiles Pvt Ltd. is the principle
supplier to Sree Garments, fulfilling their total yarn requirements. Established in
2005,SSMT sources cotton domestically and from reputable African growers, Using State-of-
the-art machinery, the raw material is woven into the finest quality cotton yarn. Efficient
inventory management systems are in place to ensure a continuous.
The cotton is purchased in Sree Lakshmi Organic Cotton& Africa and processed step by step
through these highly sophisticated machineries to ensure the best quality yarn. Efficient
management of inventory ensures uninterrupted production process for the
company. ShriSree Lakshmi Organic CottonTextiles Pvt Ltd is the least carbon emitting
spinning mill in Sree Lakshmi Organic Cottonas declared by ETI. It is also certified by FLO
Fair Trade, CMIA, Organic Cotton and Oeko-Tex Certifications.The knitting plant is
equipped with hi-tech machines capable of producing a wide variety of knit finishes and
structures. Jacquard, Flat and Circular machines provide a diverse range of garments in
Jersey, Rib and Fleece. A continuous programmed of research and development ensures that
the knitting unit has the capability required to meet the latest fashion trends.
Sree Lakshmi Organic CottonSpinners Private Limited Profile:
Corporate Identification Number : U17111TZ2005PTC012112

Company Name: SHRI SREE LAKSHMI ORGANIC
COTTONTEXTILES
Company Status: Active
ROC: ROC-Coimbatore
Registration Number: 12112
Company Category: Company limited by Shares
Company Sub Category: Non-govt company
Class of Company: Private

Date of Incorporation: 01 September 2005
Age of Company: 10 years, 8 month
Activity: Spinning, weaving and finishing
Company Founder T.Manivannan
Managing Director A.Meenatchi
Total Employees 450
VISION AND MISSION
Vision of Textiles Industry:
The Sree Lakshmi Organic Cottontextile industry has strength across the entire value
chain from natural to man-made fiber to apparel to home furnishings. Its share in the
nations GDP is 6% and in exports is 13%. The sector is the second largest employer
after agriculture. After the phasing out of export quotas in 2005 Sree Lakshmi
Organic CottonGarmentss export performance has been below expectations. Its share
of global exports is around 5% whereas it was expected to rise quickly towards
Chinas level. The Chinese share in global exports is 39%. Vietnam and Bangladesh
have shown remarkable success. Vietnam could achieve a peak export growth rate of
30% while Bangladesh could achieve a growth rate of 18%.
Taking innovative measures in partnership with the industry and learning from
experience, Sree Lakshmi Organic Cottoncould aspire to achieve 20% growth in
exports over the next decade. In any case the achievement of 15% growth rate in
exports should be feasible. In the domestic market, sustaining an annual growth rate
of 12% should also not be difficult.
This implies that with a 12% CAGR in domestic sales the industry should reach a
production level of US$ 350 billion by 2024-25 from the current level of about US$
100 billion for the domestic market. With a 20% CAGR in exports Sree Lakshmi
Organic Cottonwould be exporting about US$ 300 billion of textile and apparel by
2024-25 while with the lower15% CAGR in exports, Sree Lakshmi Organic
Cottonwould be exporting about US$ 185 billion of textile and apparel by 2024-
25.Considering the targeted growth in exports, Sree Lakshmi Organic Cottonshould
by then have a market share of 15% to 20% of the global textile and apparel trade
from the present level of 5%.
During this period Sree Lakshmi Organic Cottonshould also attempt a structural
transformation whereby it becomes a net exporter of finished products. This would
imply that growth rates in exports of fibers and yarn should start declining and growth
rates of apparel, homes furnishing, technical textiles and other finished products
should grow very rapidly. This would maximise employment generation and value
creation within the country and the fulfilment of the Prime Ministers Vision of
Make of Sree Lakshmi Organic CottonGarments.
Mission of the Industry:
We believe in an inspiration that us to stretch ourselves, to challenge the limits and overcome
them. We also believe that, as time changes, one must evolve in thinking.Each
accomplishment marks a new beginning and inspires us to focus on tomorrow in terms of
new possibilities.Cutting edge technologies that will cater to the. Interests of the customers
and investors. Be innovative not only to invent new technology but also to fulfill the ever-
changing needs of society and environment.
Sree Lakshmi Organic CottonTextile And Industries Limited. Is amongst the most efficient
textile companies in textile industry, As a company we strive to:-
To excel in our core areas of competence i.e., manufacture of Yarn And Home
Textiles.
To uphold and nature the core values of transparency, empowerment, accountability,
independent monitoring and environmental consciousness.
To give highest priority to customer satisfaction.
To develop new varieties of yarn.
To upgrade production facilities and technology continuously.
To grow globally through cost competitiveness and excellence in quality.
To fulfill the aspiration of customers, employees, financers and of the society in
general.
To recruit and retain skilled manpower, reward superior performance.
To maximize shareholder`s wealth through good corporate Governance.
CHAPTER -III
RESEARCH METHODOLOGY
3.1 RESEARCH PROBLEM
3.2 OBJECTIVES OF THE STUDY

To measure the Employees Absenteeism level.
To identify steps required to decrease the Absenteeism.
To identify factors that motivates the Employees, which minimize Absenteeism
SREE LAKSHMI ORGANIC COTTON INDUSTRY, KARUR.
To study about the factors that influence absenteeism.
By improving machine utilization by reduction of absenteeism the quality of Product
and productivity
To study about the working conditions prevailing in the market.
3.3 SCOPE OF THE STUDY:
The development of any organization depends on the regularity of employees.

The study is conducted to know the various levels and reasons for absence of
employees in an organization.
By looking it, one can adopt corrective measures to decrease irregularities in the
organization, leads to organizational growth.
3.4 LIMITATIONS OF THE STUDY
Time is a important constraint and There may be a chance for sample error
The observation and conclusion which are presented in the report is based on data
collected only the sample employees of 150private SREE LAKSHMI ORGANIC
COTTON industries and cannot be generalized to other areas.
The respondents may tend to disclose information unwillingly.
3.4.1 RESEARCH METHODOLOGY
3.4.2POPULATION:
The employees of SREE LAKSHMI ORGANIC COTTON industries in KARUR
3.4.3SAMPLE SIZE:
The size of the sample selected for the study is 150respondents.
3.4.4 RESEARCH DESIGN:
A research design is the arrangement of conditions for collection and analysis

of data in a manner that aims to combine relevance to the research purpose. It is a blue print
of the study. Descriptive research design was used in this study for analysis.
3.4.5SAMPLE DESIGN
Convenient sampling was used in this study, which does not afford any basis for
estimating. It is a non-probabilistic sampling method
3.4.6 METHODS OF DATA COLLECTION
In the study the primary data was collected through structured questionnaire, the
questionnaire was prepared in such a way that it covers the entire objectives of the study and
Secondary data are those which are collected from the magazines, booklets, etc.
3.4.7 DATA ANALYSIS TECHNIQUES:

The data is analyzed with Simple analysis technique. The data tool is percentage
method. Percentage method is used in making comparison between two or more criteria. This
method is used to describe relationship.
Percentage of Respondents = No. of Respondents/ Total no of Respondents X 100
3.4.8STATISTICAL TOOL
Chi-square test is used for the study. Chi-square test is one of the important tests
developed to test hypothesis. It is a non parametric test. It is frequently used for testing
hypothesis concerning the difference between a set of observed frequencies of a sample and
corresponding set of expected or theoretical frequencies.
X2= (O E)^2/ E
Where O = observed frequencies,
E = expected frequencies,
Degree of freedom (v) = n-k
n = number of frequency classes
k = number of independent constraints.
For a contingency table with r number of rows and c number of columns the degree
of freedom is V= (r-1) (c-1)
The following steps are required to determine the value of the chi-square test.
1. Calculate the expected frequencies
2. Take the difference between observed and expected frequencies.
3. Obtain the square of the difference.
4. Divide (O- E)^2 with the expected frequency.
5. Obtain (O E)^2/ E
The calculated value of x^2
Is compared with the table value of x^2 for a given degree of freedom at a certain
specified level of significance. If the calculated value is more than table value, null
hypothesis is rejected and accept the alternative hypothesis. If the calculated value is less than
table value, null hypothesis is accepted and alternative hypothesis is rejected.
The important applications of chi-square test are given below.
To test the variance of a normal population.

To test the goodness of fit.
To test the independence of attributes.
CHAPTER -IV
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1 AGE OF THE RESPONDENTS
Age
Frequency Percent Valid Percent Cumulative Percent
49 32.7 32.7 32.7

21-30
43 28.7 28.7 61.3

31-40
35 23.3 23.3 84.7

41-50
Valid
23 15.3 15.3 100.0
50 above
150 100.0 100.0

Total
CHART
INTERPERTATION
From the above table it is inferred that 32.7 % of the respondents are in the age group of 21-
30, and 28.7% of the respondents are in the age group of 31-40 years, 23.3% respondents are
in the age group of 41-50years, 15.3% of the respondents are in the age group Above 50.
TABLE 4.2
GENDER WISE CLASSIFICATIONS OF RESPONDENTS
Gender
Frequency Percent Valid Percent Cumulative

Percent
Male 106 70.7 70.7 70.7
44 29.3 29.3 100.0

Valid Female
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred that 70.7% of the respondents are Male and 29.3%
of the respondents are female.
TABLE 4.3
EDUCATIONAL WISE CLASSIFICATION OF RESPONDENTS
Department
Frequenc Percent Valid Cumulative
y Percent Percent
Marketing 42 28.0 28.0 28.0
Supervisor 47 31.3 31.3 59.3
HR 35 23.3 23.3 82.7
Valid
Manager
Finance 26 17.3 17.3 100.0
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred that Department in 28.0% of the respondents are
Marketing 31.3% of the respondents are Supervisor,23.3% of the respondent in the
department of HR Manager,17.3% of the respondent in the department of Finance.
TABLE 4.4
EDUCATIONAL QUALIFICATION

Percent
up to 12 34 22.7 22.7 22.7
ITI 38 25.3 25.3 48.0
71 47.3 47.3 95.3

undergraduate
Valid
7 4.7 4.7 100.0

postgraduate
Total 150 100.0 100.0

CHART
INTERPERTATION:
From the above table it is inferred that 22.7% of the respondents has completed up to
12, 25.3% of the respondent in the ITI, 47.3% of the respondent in the employee under
graduates, and 4.7% of the have respondents have completed their up to Post Graduate.
TABLE 4.5 YEAR OF EXPERIENCE
Experience

Percent
68 45.3 45.3 45.3

Below 1 yrs
1-5yrs 50 33.3 33.3 78.7
Valid 5-10yrs 25 16.7 16.7 95.3
7 4.7 4.7 100.0

10yrs & above
Total 150 100.0 100.0

CHART
INTERPERTATION
From the above table it is inferred that 45,3% of the respondents have Below 5 years
of experience, and 33.3% of the respondents have 1-5 years and16.7% of the respondent 5-10
years, 4.7% of the respondent are 10 years and above.
TABLE 4.6
TYPE OF FAMILY
Family

Percent
Joint 97 64.7 64.7 64.7
4 2.7 2.7 67.3

Nuclear
Valid
Single 49 32.7 32.7 100.0
Total 150 100.0 100.0

CHART
INTERPERTATION
From the above table it is inferred family of the employee that 64,7% of the
respondents have Joint Family, and 2.7% of the respondents have Nuclear and 32.7% of the
respondent Single of the family.
TABLE 4.7 HOW OFTEN YOU VISIT YOUR HOME TOWN
visit
Percent
30 20.0 20.0 20.0

Weekly once
61 40.7 40.7 60.7

Two week once
Valid 49 32.7 32.7 93.3

Monthly once
10 6.7 6.7 100.0

Six month once
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred Visit of the company that 20,0% of the
respondents have weekly once, 40.7% of the respondents in two weeks once and 32.7% of the
respondent Monthly once,6.7% of the respondent in six months once
TABLE 4.8 LOW MORALE LEADS TO ABSENTEEISM
Moral
Percent
43 28.7 28.7 28.7

Strongly agree
Agree 64 42.7 42.7 71.3
Neutral 18 12.0 12.0 83.3

Valid
Disagree 15 10.0 10.0 93.3
10 6.7 6.7 100.0

Strongly disagree
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred Moral Leads of Absenteeism that 28,7% of the
respondents Strongly Agree, 42.7% of the respondents in Agree and 12.0% of the respondent
Neutral,10.0% of the respondent in Disagree,6.7% of the respondent in Strongly Agree.
TABLE 4.9 POLITICAL OR SOCIAL ENGAGEMENT FORCE ABSENT THEM

FROM WORK
Political
Percent
43 28.7 28.7 28.7

Strongly agree
Agree 46 30.7 30.7 59.3
Neutral 48 32.0 32.0 91.3

Valid
Disagree 8 5.3 5.3 96.7
5 3.3 3.3 100.0

Strongly disagree
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred Political that 28,7% of the respondents Strongly
Agree, 30.7% of the respondents in Agree and 32.0% of the respondent Neutral,5.3% of the
respondent in Disagree,3.3% of the respondent in Strongly Agree.
TABLE 4.10 ABSENT FROM WORK DUE TO HABIT OF ALCOHOLISM
Alcoholism
Percent
28 18.7 18.7 18.7

Strongly agree
Agree 64 42.7 42.7 61.3
Neutral 34 22.7 22.7 84.0

Valid
Disagree 17 11.3 11.3 95.3
7 4.7 4.7 100.0

Strongly disagree
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred Absent from work that 18.7% of the respondents
Strongly Agree, 42.7% of the respondents in Agree and 22.7% of the respondent
TABLE 4.11 CLIMATE CONDITION IS CAUSE FOR ABSENTEEISM
Climate

Percent
76 50.7 50.7 50.7
Yes
74 49.3 49.3 100.0

Valid No
150 100.0 100.0

Total
CHART
INTERPERTATION
From the above table it is inferred Climate that 50.7% of the respondents are say Yes
and 49.3% of the respondents are No.
TABLE 4.12 DO YOU THINK THAT THE ABSENTEEISM LEADS TO DELAY IN
WORK
Delay

Percent
Always 62 41.3 41.3 41.3
71 47.3 47.3 88.7

Sometimes
Valid
17 11.3 11.3 100.0

Never
150 100.0 100.0

Total
CHART
INTERPERTATION
From the above table it is inferred in delay that 47.3% of the respondents they are
Sometimes delay in work due to absenteeism,11.3% of the respondents that have no delay of
work due to absenteeism and 41.3% of the respondents that always they are delay in work
due to absenteeism.
TABLE 4.13 DOES THE WORK LOAD INCREASE DUE TO YOUR ABSENTEEISM
Loadincreasing
Frequency Percent Valid Percent Cumulative Percent
Always 46 30.7 30.7 30.7
69 46.0 46.0 76.7

Sometimes
Valid
Never 35 23.3 23.3 100.0
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred in Load increasing that 46.0% of the respondents
they are Sometimes delay in work due to absenteeism,23.3% of the respondents that have no
delay of work due to absenteeism and 30.7% of the respondents that always they are delay in
work due to absenteeism.
TABLE 4.14 DISTANCE OF WORK SPOT FROM HOME IN(KM)
Workspot

Percent
19 12.7 12.7 12.7
Below 5 km
5-15km 48 32.0 32.0 44.7
Valid 15-25 42 28.0 28.0 72.7
41 27.3 27.3 100.0

25km & above
Total 150 100.0 100.0
CHART
INTERPRETATION:
From the above table it is inferred that 28.0% of the respondents says that they
travel 15-25 km from home to work spot, 32.0% of the respondents that they travel more than
5-15 km, 12.7% of the respondents that they travel less than 5 km, 27.3% of the respondent
are 25 km and above.
TABLE 4.15 MODES OF TRANSPORT TO REACH WORK SPOT
Transport

Percent
Valid Bus 24 16.0 16.0 16.0

Train 50 33.3 33.3 49.3
41 27.3 27.3 76.7

Two Wheelers
any other 35 23.3 23.3 100.0
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred that 16.0% of the respondents that they travel in
Bus from home to work spot, and 33.3% of the respondents that they travel in Train,27.3%the
respondent that they travel in two wheeler,23.3% of the respondents in Any other modes of
transport.
TABLE 4.16 WELFARE MEASURE
WelfareMeasures

Percent
23 15.3 15.3 15.3

Highly satisfied
Satisfied 27 18.0 18.0 33.3
Neutral 29 19.3 19.3 52.7

Valid
Dissatisfied 36 24.0 24.0 76.7
35 23.3 23.3 100.0

Highly dissatisfied
Total 150 100.0 100.0

CHART
INTERPERTATION
From the above table it is inferred welfare measures that 15.3% of the respondents
highly satisfied, 18.0% of the respondents in satisfied and 19.3% of the respondent Neutral,
24.0% of the respondent in Dissatisfied, 23.3% of the respondent in Highly Dissatisfied.
TABLE 4.17 RELATED FACTORS
Relatedfactors
Percent
22 14.7 14.7 14.7
Highly satisfied
Satisfied 28 18.7 18.7 33.3
Neutral 39 26.0 26.0 59.3

Valid
27 18.0 18.0 100.0

Highly dissatisfied
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred Related factors that 14.7% of the respondents
highly satisfied, 18.7% of the respondents in satisfied and 26.0% of the respondent Neutral,
22.7% of the respondent in Dissatisfied, 18.0% of the respondent in Highly Dissatisfied.
TABLE 4.18 ARE YOU SATISFIED WITH YOUR MONTHLY INCOME
Income

Percent
24 16.0 16.0 16.0
Highly satisfied
Satisfied 29 19.3 19.3 35.3
Neutral 39 26.0 26.0 61.3

Valid
25 16.7 16.7 100.0

Highly dissatisfied
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred Monthly income that 16.0% of the respondents
Highly satisfied, 19.3% of the respondents in satisfied and 26.0% of the respondent
Neutral,22.0% of the respondent in Dissatisfied,16.7% of the respondent in Highly
Dissatisfied.
TABLE 4.19 DOES YOUR ABSENTEEISM AFFECT YOUR EARNINGS
Earnings

Percent
24 16.0 16.0 16.0
Strongly agree
Agree 38 25.3 25.3 41.3
Neutral 37 24.7 24.7 66.0

Valid
Disagree 25 16.7 16.7 82.7
26 17.3 17.3 100.0

Strongly disagree
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred Earnings that 16.0% of the respondents Strongly
Agree, 25.3% of the respondents in Agree and 24.7% of the respondent Neutral,16.7% of the
respondent in Disagree,17.3% of the respondent in Strongly Disagree.
TABLE 4.20 LESS PROPORTIONATE PAY ON BONUS AND INCENTIVES DUE

TO ABSENTEEISM
Incentives

Percent
28 18.7 18.7 18.7
Strongly agree
Agree 35 23.3 23.3 42.0
Neutral 28 18.7 18.7 60.7

Valid
Disagree 30 20.0 20.0 80.7
29 19.3 19.3 100.0

Strongly disagree
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred Incentives that 18.7% of the respondents Strongly
agree, 23.3% of the respondents in Agree and 18.7% of the respondent Neutral, 20.0% of the
respondent in Disagree, 19.3% of the respondent in Strongly disagree.
TABLE 4.21 INTERPERSONAL RELATIONSHIP WITH SUPERIORS AND

COLLEAGUES
Superiors

Percent
27 18.0 18.0 18.0
Highly satisfied
Satisfied 35 23.3 23.3 41.3
Neutral 37 24.7 24.7 66.0

Valid
22 14.7 14.7 100.0

Highly dissatisfied
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred Superiors that 18.0% of the respondents Highly
satisfied, 23.3% of the respondents in satisfied and 24.7% of the respondent Neutral,19.3% of
the respondent in Dissatisfied,14.7% of the respondent in Highly Dissatisfied.
TABLE 4.22 HOW MANY DAYS OF LEAVE YOU TAKE IN A MONTH?

Leave

Percent
Valid One day 26 17.3 17.3 17.3

Two days 34 22.7 22.7 40.0
Three days 43 28.7 28.7 68.7
28 18.7 18.7 87.3

More than four days
Nil 19 12.7 12.7 100.0
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred Leave that 17.3% of the respondents One day,
22.7% of the respondents in Two days and 28.7% of the respondent Three Days, 18.7% of the
respondent in more than 4 days, 12.7% of the respondent in Nil.
TABLE 23. HOW DO YOU RATE YOUR JOB?
Ratejob
Percent
21 14.0 14.0 14.0

Very interesting
Challenging 31 20.7 20.7 34.7
Monotonous 40 26.7 26.7 61.3

Valid
Boring 33 22.0 22.0 83.3
25 16.7 16.7 100.0

Very difficult
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred Rate Job that 14.0% of the respondents Very
interesting, 20.7% of the respondents in Challenging and 26.7% of the respondent
Monotonous, 16.7% of the respondent in Very Difficult, 22.0% of the respondent in Boring.
TABLE 4.23 STRESS IS A PART OF YOUR LIFE
Stresswork

Percent
26 17.3 17.3 17.3
Strongly agree
Agree 35 23.3 23.3 40.7
Neutral 37 24.7 24.7 65.3

Valid
Disagree 27 18.0 18.0 83.3
25 16.7 16.7 100.0

Strongly disagree
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred Stress work that 17.3% of the respondents
Neutral,18.0% of the respondent in Disagree,16.7% of the respondent in Strongly Disagree.
TABLE 4.24 REDUCE ABSENTEEISM
Reduceabsenteeism

Percent
27 18.0 18.0 18.0

Valid Strongly agree
Agree 32 21.3 21.3 39.3
Neutral 41 27.3 27.3 66.7
Disagree 28 18.7 18.7 85.3
22 14.7 14.7 100.0

Strongly disagree
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred Reduce absenteeism that 18.0% of the
TABLE 4.25 Recognition of work
Recognition of work

Percent
21 14.0 14.0 14.0
Strongly agree
Agree 38 25.3 25.3 39.3
Neutral 38 25.3 25.3 64.7

Valid
Disagree 33 22.0 22.0 86.7
20 13.3 13.3 100.0

Strongly disagree
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred Recognition of work that 14.0% of the
TABLE 4.26
EmployeeMorale

Percent
20 13.3 13.3 13.3
Strongly agree
Agree 41 27.3 27.3 40.7
Neutral 41 27.3 27.3 68.0

Valid
Disagree 32 21.3 21.3 89.3
16 10.7 10.7 100.0

Strongly disagree
Total 150 100.0 100.0
CHART
INTERPERTATION
From the above table it is inferred Employee morale that 13.3% of the respondents
Table 4.27
ChangeManagementStyle

Percent
17 11.3 11.3 11.3

Strongly agree
Agree 43 28.7 28.7 40.0
Neutral 41 27.3 27.3 67.3

Valid
Disagree 30 20.0 20.0 87.3
19 12.7 12.7 100.0

Strongly disagree
Total 150 100.0 100.0

CHART
INTERPERTATION
From the above table it is inferred Change Management style that 11.3% of the
TEST
T-TEST:
One-Sample Statistics
N Mean Std. Deviation Std. Error Mean
Age 150 2.2133 1.06555 .08700
150 1.6800 .93636 .07645

Family
One-Sample Test
Test Value = 0
t df Sig. (2-tailed) Mean 95% Confidence Interval of the

Difference Difference
Lower Upper
Age 25.440 149 .000 2.21333 2.0414 2.3852

21.974 149 .000 1.68000 1.5289 1.8311
Family
Statistical Tools: T-test
There is no significant difference between Family of the respondents and their Related
Factors.
There is a significant difference between Family Size of the respondents and their
absenteeism affect our job.
There is no significant difference between Family of the respondents and their
Recognition of work.
ONE-WAY ANOVA:
ANOVA
Gender
Sum of Squares Df Mean Square F Sig.
1.108 3 .369 1.798 .150

Between Groups
29.985 146 .205

Within Groups
Total 31.093 149
There is no significant difference between Gender of the respondents and their

Employee Abseentism.
There is no significant difference between Between groups of the respondents and
their recognition of work.
There is no significant difference within groups of the respondents and their
Employee Abseetism.
There is no significant difference between experience of the respondents and their
stress is a part of work life.
There is no significant difference between gender of the respondents and their
Recognition of work.
There is no significant difference between gender of the respondents and their
employee measures.
There is no significant difference between gender of the respondents and their is
monthly income a part of work life.
There is no significant difference between department of the respondents and their
recognition of work.
CORREALTION:
Correlations
Department Moral
1 -.127
Pearson Correlation
Department
Sig. (2-tailed) .120
N 150 150
-.127 1
Pearson Correlation
Moral
Sig. (2-tailed) .120
N 150 150
There is no significant relationship between department of the respondents and their

moral is a part of work life.
moral of work.
There is no significant relationship between How many days visit in the organisation
of the respondents and their employee morale.
employee change Management Style.
CHI-SQUARE TEST:
EducationalQualification
Observed N Expected N Residual
up to 12 34 37.5 -3.5
ITI 38 37.5 .5
71 37.5 33.5
undergraduate
7 37.5 -30.5
postgraduate
Total 150
Political
Observed N Expected N Residual
43 30.0 13.0
Strongly agree
Agree 46 30.0 16.0

Neutral 48 30.0 18.0
Disagree 8 30.0 -22.0
5 30.0 -25.0
Strongly disagree
Total 150
Test Statistics
EducationalQualification Political
55.067a 61.933b
Chi-Square
Df 3 4
.000 .000
Asymp. Sig.
a. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell frequency is
37.5.
b. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell frequency is
30.0.
There is no significant association between Education Qualification of the

respondents and their think that the absenteeism leads to delay in work.
There is no significant association between Education Qualification of the
respondents and their how many day Political of job.
CHAPTER -V
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 FINDINGS
It is inferred that 67.9% of the respondents are Male and 28.2% of the respondents are
female.
It can be referred by Department in 26.9% of the respondents are Marketing 29.5% of
the respondents are Supervisor,23.1% of the respondent in the department of HR
Manager,16.7% of the respondent in the department of Finance.
It is inferred that 21.8% of the respondents has completed up to 12,24.4% of the
respondent in the ITI,45.5% of the respondent in the employee under graduates, and
4.5% of the have respondents have completed their up to Po
It is inferred that 43,6% of the respondents have 1-5 years of experience, and 31.4%
of the respondents have 5-10 years and16.0% of the respondent Above 10 years.
Family of the employee that 62,2% of the respondents have Joint Family, and 2.6% of
the respondents have Nuclear and 31.4% of the respondent Single of the family.
Visit of the company that 19,2% of the respondents have weekly once, 39.1%of the
respondents in two weeks once and 31.4% of the respondent Monthly once,6.4% of
the respondent in six months once.
Moral Leads of Absenteeism that 27,6% of the respondents Strongly Agree, 41.0% of
the respondents in Agree and 11.5% of the respondent Neutral,9.6% of the respondent
in Disagree,6.4% of the respondent in Strongly Agree.
Political that 27,6% of the respondents Strongly Agree, 29.5% of the respondents in
Agree and 30.8% of the respondent Neutral,5.1% of the respondent in Disagree,3.2%
of the respondent in Strongly Agree.
It is inferred Absent from work that 17.9% of the respondents Strongly Agree,
41.0% of the respondents in Agree and 21.8% of the respondent Neutral,10.9% of the
Climate that 48.1% of the respondents are say Yes and 47.4% of the respondents are
No.
It is inferred in delay that 45.5% of the respondents they are Sometimes delay in work
due to absenteeism,10.9% of the respondents that have no delay of work due to
absenteeism and 45.5% of the respondents that always they are delay in work due to
absenteeism.
It is inferred that 22.4% of the respondents says that they travel 15-25 km from home
to work spot,44.2% of the respondents that they travel more than 5-15 km,29.5% of
the respondents that they travel less than 5 km
It is inferred that 12.2% of the respondents that they travel in Bus from home to work
spot, and 30.8% of the respondents that they travel in Train,26.9% of the respondent
that they travel in two wheeler,26.3% of the respondents in other modes of transport.
It is inferred work related factors that 14.1% of the respondents highly satisfied,
17.9% of the respondents in satisfied and 25.0% of the respondent Neutral,21.8% of
the respondent in Dissatisfied,17.3% of the respondent in Highly Dissatisfied.
It is inferred welfare measures that 14.7% of the respondents highly satisfied, 17.3%
of the respondents in satisfied and 18.6% of the respondent Neutral,23.1% of the
respondent in Dissatisfied,22.4% of the respondent in Highly Dissatisfied.
It is inferred welfare measures that 14.7% of the respondents highly satisfied, 17.3%
of the respondents in satisfied and 18.6% of the respondent Neutral,23.1% of the
respondent in Dissatisfied,22.4% of the respondent in Highly Dissatisfied.
Absent from work that 15.4% of the respondents Strongly Agree, 24.4% of the
respondents in Agree and 23.7% of the respondent Neutral,16.0% of the respondent in
Disagree,16.7% of the respondent in Strongly Agree.
Incentives from work that 17.9% of the respondents Strongly Agree, 22.4% of the
respondents in Agree and 17.9% of the respondent Neutral,19.2% of the respondent in
Disagree,18.6% of the respondent in Strongly Agree.
It is inferred superiors that 15.4% of the respondents highly satisfied, 18.6% of the
respondents in satisfied and 25.0% of the respondent Neutral, 21.2% of the
respondent in Dissatisfied, 16.0% of the respondent in Highly Dissatisfied.
It is inferred Leave that 16.7% of the respondents One day, 21.8% of the respondents
in Two days and 27.6% of the respondent Three Days, 17.9% of the respondent in
more than 4 days, 12.2% of the respondent in Nil.
It is inferred Related Job that 13.5% of the respondents Very interesting, 19.9% of
therespondents in Challenging and 25.6% of the respondent Monotonous, 16.0% of
the respondent in Very Difficult, 21.2% of the respondent in Boring.
It is inferred Stress work that 16.7% of the respondents Strongly Agree, 22.4% of
therespondents in Agree and 23.7% of the respondent Neutral,17.3% of the
It is inferred your Opinion that 17.3% of the respondents Strongly Agree, 20.5% of
the respondents in Agree and 26.3% of the respondent Neutral,17.9% of the
respondent in Disagree,14.1% of the respondent in Strongly Agree
5.2 SUGGESTIONS
It is suggested that the organization should solicit well educated persons, so that the
job awareness can be created in them.
It is suggested that the organization must focus on recruiting experienced employee to
ensure their value of presence.
It is suggested that the performance of employee must be measured.
It is suggested that the organization must focus on social gathering to know the
employees problem.
The company to conduct personal counseling for the employees in order to increase
self esteems and build confidence in them and their attitude towards work.
Better working conditions and welfare facility providing the employee and induce
interest in them to come regularly for work.
Implement reward schemes for those employees who are regular.
It is suggested that to bring down the level of challenging, job rotation can be
practiced. This can make the employees get interested in their job.
Create a favorable and peaceful work environment where relationship between
workers and supervisors are professional to avoid conflict.
The rate of absenteeism must be controlled to overcome the work load and if possible
there should be increased in the salary.
It is suggested that the work related factors must be controlled by providing various
training programs to the employee.
CONCLUSION
Absenteeism is unavoidable. It must be controlled by effective management relations.

Organization should make innovative strategic planning to reduce the absenteeism. The
requirements here is the committed management force with single task to carry forward
strategic function with reliability and accuracy. It is envisaged that a culture of open
communication and collaboration can reduce the level of absenteeism through strategic
interventions.
BIBLIOGRAPHY
BOOKS REFERRED
V.S.P RAO Human resource management: Text and Cases(Excel books,

New Delhi, 2000)
EDWIN.S.FLIPPO Personal management international Student Edition.
C.B MEMORIA - Personal management and Industrial Relation Himalaya

Publishing House; 22th edition.
C.R. Kothari Research Methodology : Methods and Techniques(Wily

Eastern, New Delhi, 1985)
WEBSITIES
http://en.wikipedia.org/wiki/Absenteeism
http://www.paycheck.in/main/work-and-pay/paycheck-articles
archives/managing-absenteeism-in-the-workplae
QUESTIONNAIRE
1. Name :
2. Age :
a) 21-30 b) 31-40 c) 41-50 d) 50&above
3. Gender
a) Male b) Female
4. Department :
5. Educational Qualification
a) Up to 12 b) ITI c) Undergraduate d) Postgraduate
6. Year of Experience
a) Below 1yrs b) 1-5yrs c) 5-10yrs d) 10 yrs & above
7. Type of Family
a) Joint b) Nuclear c) Single
8. How often you visit your home town?
a) Weekly once b) Two week once c) Monthly once d) Six month once
9. Low morale leads to absenteeism
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
10. Political or social engagement force absent them from work
11. Absent from work due to habit of alcoholism

12. Do the climate condition is a cause for absenteeism?
a) Yes b) No
13. Do you think that the absenteeism leads to delay in work?
a) Always b) Sometimes c) Never
14. Does the work load increase due to your absenteeism
a) Always b) Sometimes c) Never
15. Distance of work spot from home in (Km)
a) Below 5 Km b) 5-15 Km c) 15-25 Km d) 25 Km & above
16. Modes of transport to reach work spot
a) Bus b) Train c) Two wheeler d) Any other
17. Work related factors:
Sl.No Opinion Highly Satisfied Neutral Dissatisfied Highly

Satisfied dissatisfied
1 Working
condition
2 Welfare
measure
18. Are you satisfied with your monthly income?
a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied
19. Does your absenteeism affect your earnings?
20. Less proportionate pay on Bonus and incentives due to absenteeism

21. Interpersonal relationship with superiors and colleagues
a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied
22. How many days of leave you take in a month?
a) One day b) Two days c) Three days d) More than Four days e) Nil
23. How do you rate your job?
a) Very interesting b) Challenging c) Monotonous d) Boring e) Very difficult
24. Stress is a part of your work life
25. Comment your opinion to control absenteeism in your organization.
Sl.No Ways to reduce SA A N DA SDA

absenteeism
1 Recognition of
work
2 Employee
morale
3 Change
management
style

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A STUDY ON EMPLOYEE ABSENTEEISM IN SREE LAKSHMI ORGANIC

COTTON INDUSTRY AT KARUR

INTRODUCTION TO THE STUDY

Absenteeism is one of the major threats to Indian industry. Absenteeism causing

How much formal training have your supervisors received on absenteeism

a) Average number of employees in work force: 100

b) Number of available workdays during period: 20

c) Total number of available workdays (a x b): 2,000

d) Total number of lost days due to absences during the period: 93

e) Absenteeism percent (d [divided by] c) x 100: 4.65%

PECULIAR FEATURES OF ABSENTEEISM

On the basis of studies undertaken certain observations may be made:

Absenteeism in India is seasonal in character. It is the highest during March-April-

MALAD JUSTMENT WITH FACTORY

SOCIAL AND RELIGIOUS CEREMONIES

Workers also experience housing difficulties. Around 95% of housing occupied by

UNHEALTY WORKING CONDITION

ABSENCE OF ADEQUATE WELFARE ACTIVITIES

IMPROPER & UNREALISTIC PERSONNEL POLICIES

INADEQUATE LEAVE FACILITIES

EFFECTS OF ABSENTEEISM ONINDUSTRIAL PROGRESS

It is quite evident that absenteeism is a common feature of industrial labour in India. It

FAMILY ORIENTED & RESPONSIBILITES

SICKNESS AND ACCIDENT

CORRECTIVE ACTION FOR CULPABLE ABSENTEEISM

As already indicated, culpable absenteeism consists of absences where it can be

Martocchio&Jimeno (2003) stated that We propose a model of the personality

Jacobson (1989) has investigated a direct relationship between monetary incentives

INDUSTRY HISTORY AND PROFILE:

Company Name: SREE LAKSHMI ORGANIC

Contact Number : 919095341966

Sree Lakshmi Organic Cotton Spinners Private Limited Profile:

Corporate Identification Number : U17111TZ2005PTC012112

About Sree Lakshmi Organic CottonTextile:

Sree Lakshmi Organic CottonTextile Company LTD though a relatively new

With strong business acumen, successfully demonstrated by its Promoter, the

INTRODUCTION ABOUT TEXTILES INDUSTRIES

Definition for Textile:

Sree Lakshmi Organic CottonGarmentsn Textile Industry:

Textiles covers the following sub-segment: -

Textile Industry Structure:

The Textile and Apparel supply chain

SREE LAKSHMI ORGANIC COTTONGARMENTSN TEXTILE HISTORY:

THE COTTON TEXTILE INDUSTRY:

ALL ABOUT TEXTILE INDUSTRY:

3. Table linen & Kitchen linen

4. Curtains, drapes and furnishing fabr5. Blankets

6. Carpets & Floor covering

TEXTILE MANUFACTURING BY PRE-INDUSTRIAL METHODS

Textile manufacture during the Industrial Revolution

19th century developments:

Government initiatives and regulatory framework

Financial package for waiver of overdues:

Company Name: SREE LAKSHMI ORGANIC

Karur- 639 001.

Corporate Identification Number : U17111TZ2005PTC012112

Class of Company: Private

Vision of Textiles Industry:

3.1 RESEARCH PROBLEM

3.2 OBJECTIVES OF THE STUDY

3.3 SCOPE OF THE STUDY:

The development of any organization depends on the regularity of employees.

The employees of SREE LAKSHMI ORGANIC COTTON industries in KARUR