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

LABOUR ABSENTEEISM
at Gadag Co-Operative Textile Mill
EXECUTIVE SUMMARY
INDUSTRY PROFILE Textile co-operative is being important tradition cottage industries play a vital role in meeting the clothing requirements of the people. The handloom industry is meeting nearly 1/3 of clothing requirements of the countrys population. The government of India assigned to the handloom sector the task of increasing the handloom production year by year. COMPANY PROFILE The Gadag Co-Operative Textile Mill was established in the year 1972 with a project cost of Rs 220 lacks and commenced its trial production in April 1973 we have a feather in the cap for having installed 25000 spindles capacity mill in a record time in the entire country.Late Shri K.H.Patil , a son of soil and veteran Co-Operator devoted his time fully for the establishment of a Co-Operative network around Hulkoti providing various amenities and scope for development of farmers which went ahead against all odds both traditional and political, till he transformed a vision into a reality . This endure has transformed into worthy institution located on either side of highway number 63 between Hulkoti and Gadag.
NEED FOR THE STUDY To become a sound person and get the practical knowledge about the industry study on inventory management carried in the organization
Babasabpatilfreepptmba.com
Page 1
LABOUR ABSENTEEISM
OBJECTIVES 1. To know the rate of labour absenteeism. 2. To know whether labour absenteeism have been effected upon performance of GCTM . 3. To know the need of HR department in GCTM. 4. To have the clear knowledge of various activities carried in the company
SAMPLING METHODOLOGY
The term Research Methodology denoted the techniques & methods that are adopted the resources has for undertaking any research study methodology tried to stick to the principle of research for the present study also. The methodology is the way of collecting information about the company and the project. Research design is a plan for the collection and analysis of data in a manner that at maximum relevance. Exploratory & Descriptive Textile mill Ltd Hulkoti. Gadag co-operative Textile mill Ltd Hulkoti. Sample Frame-----Workers Universe-----All workers at the Place-----The Gadag co-operative Types of Research-----
falling in categories of chronic absentees and regular workers. Data. SCOPE OF THE STUDY Sampling Method-----Random
Page 2
LABOUR ABSENTEEISM
The scope of study is covers statutorial and non-statutorial facilities and lab our Absenteeism & satisfaction of employees on GCTM Hulkoti. All these things study through the workers & management they are the respondents &this study is only restricted for GCTM Hulkoti . The project work duration has 2 months during the period from 15th June to 15th august 2009
LIMITATION Time is not sufficient to study the all aspects of the organization. As other company also have same confidential matter. It will not be discussed The employees are very busy with their work it is not possible to send more time in interaction The response given by the respondents are depends on their moods and their experience, which could have been good or bad. It was affecting on their responses This study is only restricting for GCTM Hulkoti. FINDINGS After analysis its evident that satisfaction level is above average in GCTM Hulkoti. A sample size of 100 employees taken, these 100 employees were interviewed and the following things were found:
1.
Maximum no. of employees are 18 to 25 years of age group. They have healthy relationship between employees and management. Most of employees are female workers working in the industry. Some are highly satisfied with the salary and some are dissatisfied. The workers are happy with all the statutorily facilities. More number of employee will become absent, because of other works.
2. 3. 4. 5. 6.
Page 3
LABOUR ABSENTEEISM
SUGGESTIONS 1. Counseling: 2. Sensitive training: 3. Introduction of Formal leave application system: 4. Introduction of Absence Management Process: 5. Introduction of Good Attendance Scheme: 6. Introduction of Casual and Effective leaves: 7. Workers Education: 8. Introduction of Performance Related Reward & Other Infringe Benefits: 9. Fines and Penalties:
CONCLUSION
1. Inquiry 2. Investigation 3. Council 4. Warn 5. Threaten 6. Dismiss
Page 4
LABOUR ABSENTEEISM
INTRODUCTION OF THE STUDY The village Hulkoti has a population of 10000 comprising of various sections of people and since long it has been the cradle of Co-Operative movement in having the first primary credit Co-Operative society established in the erstwhile Bombay state. The occupation of the village is mainly Agriculture the farmer and the laborers form a nucleus of this rural area. Textile co-operative is being important tradition cottage industries play a vital role in meeting the clothing requirements of the people. The handloom industry is meeting nearly 1/3 of clothing requirements of the countrys population. The government of India assigned to the handloom sector the task of increasing the handloom production year by year. The employees are asset to the organization. The regularity is valuable to the organisation because it increases production performanance which helps to earn profit. Labour had been important factor of production. The important reason behind is that the labour is the active factor of production which only can use the other factors in the best possible manner, otherwise no production is possible. Absenteeism is one of the problem in every organization which effect run the business smoothly .So redusing the absenteeism is very important aspect . s on sales
department, purchase department, production department. Without labour organisation can not
Page 5
LABOUR ABSENTEEISM
INDUSTRY PROFILE History of the Textile Industry

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 India the culture of silk was introduced in 400AD, while spinning of cotton traces back to 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.
Textile History in India

Indian textile enjoys a rich heritage and the origin of textiles in India traces back to the Indus valley Civilization where people used homespun cotton for weaving their clothes. Rigveda, the earliest of the Veda contains the literary information about textiles and it refers to weaving. Ramayana and Mahabharata, the eminent Indian epics depict the existence of wide variety of fabrics in ancient India. These epics refer both to rich and stylized garment worn by the aristocrats and ordinary simple clothes worn by the common people. The contemporary Indian textile not only reflects the splendid past but also cater to the requirements of the modern times.
Introduction:
Textile co-operative is being important tradition cottage industries play a vital role in meeting the clothing requirements of the people. The handloom industry is meeting nearly 1/3
Babasabpatilfreepptmba.com Page 6
LABOUR ABSENTEEISM
of clothing requirements of the countrys population. The government of India assigned to the handloom sector the task of increasing the handloom production year by year.
The textile industry is undergoing a major reorientation towards non-clothing applications of textiles, known as technical textiles, which are growing roughly at twice rate of textiles for clothing applications and now account for more than half of total textile production. The processes involved in producing technical textiles require expensive equipments and skilled workers and are, for the moment, concentrated in developed countries. Technical textiles have many applications including bed sheets; filtration and abrasive materials; furniture and healthcare upholstery; thermal protection and blood-absorbing materials; seatbelts; adhesive tape, and multiple other specialized products and applications. The Indian Textile industry has been undergoing a rapid transformation and is in the process of integrating with the world textile trade and industry. This change is being driven by the progressive dismantling of the MFA and the imperative of the recently signed General Agreement Trade & Tariff. In this bold, new scenario, India has to move beyond its role of being a mere quota satisfying country.
Ancient time:
Handloom is the oldest known form of making cloth by hand. The history of textile industry in decentralized as a cottage industry dates back to the epic ages. In the Regvedathe needle used for the purpose of sewing is called as sochi and ariveshthe scissors Bhuriji,the wrap woodMayukh, the shuttleVema and weaver Vayatri vama and siri. A Mantra in the Rigvedha states that men should wear the cloth woven by women at marriage occasion. In Mahabharata, the garment filled with pearls is called as Manicheeru.The Buddhist, Pali and Taina literatures too emphasis Indias arthritiss weaving.
Page 7
LABOUR ABSENTEEISM
COMPANY PROFILE
Name Status Location Chairman Area of operation Export places Nature of Business Membership and Share capital No of departments Number of employees No of Board of Directors Production capacity Storage capacity
THE GADAG CO-OPERATIVE TEXTILE MILL LTD. HULKOTI 582 205. This Co-operative Society registered under the Co-operatives Societies Act of 1959 Karnataka state, Gadag Dist, Hulkoti Shri D.R. Patil, Haveri, Gadag and Dharwad
New-Delhi, Vietnam, South Korea, China and Couple of European countries Production and sale of YARN 3016 Co-operative societies and 817.73 Lakhs
8 [Eight] Departments 767
Elected members 18 Ex office members 1 Nominated by Govt 3 8,500 kgs of yarn per day as per the 2008-09 report.
7500 Million Ton.
Page 8
LABOUR ABSENTEEISM
The Gadag Co-Operative Textile mill Ltd., Hulkoti

The village Hulkoti has a population of 10000 comprising of various sections of people and since long it has been the cradle of Co-Operative movement in having the first primary credit Co-Operative society established in the erstwhile Bombay state. The occupation of the village is mainly Agriculture the farmer and the laborers form a nucleus of this rural area. The main crops grown around Hulkoti are Jawar, Cotton, Groundnut, Chili and other Pulses. Since there are no major irrigation projects, dry land cultivation is the only way for the farming community. Agriculture produce particularly cotton, groundnut, jawar etc., were being marketed to the tune of rs 90 to 100 cores per annum in and around Gadag. Prior to the emergence of the Gadag Co-Operative cotton sale society Ltd., Gadag farming community was exploited by private traders and commission agents. It is at this Juncture, releasing the need for appointment of much neglected farmers community and to improve the lot of rural area, Late Shri K.H.Patil , a son of soil and veteran Co-Operator devoted his time fully for the establishment of a Co-Operative network around Hulkoti providing various amenities and scope for development of farmers which went ahead against all odds both traditional and political, till he transformed a vision into a reality . This endure has transformed into worthy institution located on either side of highway number 63 between Hulkoti and Gadag. After successful setting up of Ginning and Pressing unit by the Gadag Co-Operative cotton sale society , the next ambition of our Co-Operator, was to establish a spinning mill of 25000 spindles capacity which would consume the main agriculture produce by paying remunerative prices to cotton growers and to save the farming community from the clutches of private traders. It is with this ideal background The Gadag Co-Operative Textile Mill was established in the year 1972 with a project cost of Rs 220 lacks and commenced its trial production in April 1973 we have a feather in the cap for having installed 25000 spindles capacity mill in a record time in the entire country.
Page 9
LABOUR ABSENTEEISM
BUILDING OF GADAG CO-OPERATIVE TEXTILE LTD
Page 10
LABOUR ABSENTEEISM
ORGANIZATION STRUCTURE
Extension Officer
Q.C.Officer
A/C assistan t
Assistant s
Jr. Supervis or
officer Assistant s
Assistant s
Helpers
Helpers
Helpers
Helpers
Workers
Page 11
LABOUR ABSENTEEISM
MEMBER AND SHARE CAPITAL

Being one of the best - run Co-Operative mills in India, having following membership and paid up share capital structure as on 31-03-08: Sl No :Category 1:AClass(Individual/Society) 2:BClass(K.A.I.C) 3c(state Govt) Total No of Share Holders 3014 1 1 3016 Paid up share Capital Rs 107.47Lakhs Rs 015.00Lakhs Rs 695.26Lakhs Rs 817.73Lakhs
As against authorized Share Capital Of Rs 556.00 lakhs the Mill could achieve the total paid up Share Capital of Rs 817.73 Lakhs as on this date.
PROJECT COST Our Mill has another distinction of having established with a project cost of Rs 220.00 Lakhs, which was, met out in the following manner: 1. Members Share Contribution 2. Government Share Contribution 3. Terms Loans(I.F.C.I) Total --Rs 040.00 Lakhs --Rs080.00 Lakhs --Rs100.00 Lakhs --Rs220.00 Lakhs
Being Predominantly a Growers Mill, for the First time, our Mill had received the share capital assistance from NCDN New Delhi.
Page 12
LABOUR ABSENTEEISM
PRODUCTION PERFORMANCE
The following Table indicates the production performance / progress since 2003-04 to 2007-2008 (Rs.in Lakhs) SL.Particular No A. Production 1. Cotton consumed Kgs. In Lakhs. 2. Value in Lakhs Rs. 3. Yarn produced in Lakhs Kgs B.Capacity Utilization & Productivity. 1 Spdl .Utilization % 2 Production (converted to 40s) in Gram Per Spindle. 63.57 84.00 71.39 82.37 73.49 82.15 73.97 83.18 69.81 86.20 1894.90 28.01 1812.25 29.57 1375.00 26.80 1460.90 27.53 165615 27.86 2003-04 33.37 2004-05 35.20 2005-06 32.31 2006-07 32.49 2007-08 32.39
Due to Irregular supply of power, Labor absenteeism and other reasons, our Mill could not maximize the spindle utilization. However, mills trying to improve the position by launching regular Training Program for workers and augmenting the captive generation.
Page 13
LABOUR ABSENTEEISM
MODERNIZATION PROGRAMME
After a period of 18 years there was a need for upgrading technology of certain machines and to cater to the export needs, the Management proposed a Modernization Programme at a cost of Rs. 429.00 Lakhs. The term, lending institutions sanctioned Rs. 236.69 Lakhs and the balance Rs. 192.31 Lakhs were from the internal resources of the Mills. The Mill replaced Carding Machines, winding machines and added one Open End Spinning machine and one Imported Auto Conner of latest technology. With the implementation of this Project there was improvement in the productivity and the quality of the finished product. To meet the standards of the quality yarn in demand, both in domestic as well as in International markets, the Management of the Mills thought it inevitable to launch another Modernization Program covering Machinery from blow room to Spinning was planned. This program, with an estimated cost of Rs. 920 Lakhs was approved by the national Co-operative Development Corporation (N.C.D.C.) and the Government of Karnataka. As part as Modernization Programme, N.C.D.C. has sanctioned Rs. 736.00 Lakhs, while Government of Karnataka contributed Rs. 136.00 Lakhs as share capital. The rest amount of rs. 46.00 Lakhs was mobilized from Members of the Society through shares. With successful implementation of 2nd Phase of Modernization Programme, the latest version of Auto leveler Machinery at Carding and Drawing Sections are inducted and commissioned. Following this, efforts are being made to raise the productivity to high standards. Further, completion of Modernization enables us to qualitative requirement of requirement of International market Standards.
STORAGE CAPACITY
At present we have got 7500M.T storage capacities in the premises of which 2000 M.T capacity Go down is constructed under the assistance of N.C.D.C. III Project that has been sanctioned and completed at the Project cost of Rs.13.18 Lakhs. All 7500 M.T.Godown capacities are being utilized fully.
Page 14
LABOUR ABSENTEEISM
MARKETING OF YARN
The Mill manufactures 10s, 14s 20s, 30s, 34s, 40s, 60s, 80s, 100s, 2/20s, 2/40s, 2/60s, etc., in the form of Hanks as well as Cones as per the prevailing market demand. Sale of hank yarn and cone forms 40:60 respectively. We have been fulfilling the Hank Yarn obligated stipulated by the Textile Commissioner, Government of India at the end of every quarter. The daily production of yarn is about 8,500 kgs. And Mills is working round the clock for all the seven days of the week. Special preference is selling yarn is given to Weavers Co-operative Apex Organizations and Karnataka Handloom Development Corporation. Export of yarn has been our priority Yarn is being exported to countries like Vietnam, South Korea, China and couple of European Countries. In last Six years, we have exported yarn worth Rs. 676.00 Lakhs. We are happy to inform that, we have fulfilled Export obligation as stipulated by the D.G.F.T., New-Delhi.
Page 15
LABOUR ABSENTEEISM
COTTON PURCHASE SYSTEM & ECONOMIC BENEFITS TO MEMBERS

The Cotton Purchase policy of the mill is designed in a way so as to provide an incentive price to the Cotton Growers. The Mill purchases its cotton at the open auction held by Co-operatives namely The Gadag Co-op. Cotton Sale Society. T.A.P.C.S.M. Society of Annigeri. Cotton brought in these Societies is graded by the A.P.M.C. Agricultural authority. Around 3000 Grower members and also 10200 other cotton Grower derive significant economic benefits from our mills. These are: The rates offered for cotton by our Mill in the Tenders at the Marketing Societies are generally higher than the rates available to the farmers at Tenders carried out at the premises of Private Commission Agent. A price incentive of Rs. 100 to Rs. 150 per quintal over the market rates are given to every member linked to the Share value of Rs. 100 each. Member's cotton is ginned and converted into yarn on behalf of them and after deduction of conversion costs; the profits are passed on to members concerned. Form 1982-83 onwards members availing of such scheme got up to Rs. 150 per quintal after sale of yarn. Extension advice to improve cotton production is given by Agricultural Science Foundation established by the Mill. Our mill has been arranging Workshops/Seminars by inviting Agricultural experts for the benefits of Farming Community of this area. Thus, we have taken care of cotton development in particular and Agricultural Development of this area, in general.
Page 16
LABOUR ABSENTEEISM
OWENERSHIP PATERN BOARD OF DIRECTORS

Shri D.R. Patil and H.M. Soppin are chairman and Vice chairman of the GADAG C0OPERATIVE TEXTILE MILL LTD., HULKOTI respectively and others following these prestigious persons are Board of Directors of Gadag Co-operative Textile Mill Ltd., Hulkoti. ZS.L. No: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Name Shri D. R. Patil Shri H.M. Soppin Shri R.M. Mulimani Shri V.B. Inamati Shri T.B. Mundavad Shri C.B. Karikatti Shri V. R. Naganur Shri S.B. Balaraddi Shri S.B. Bhasetti Shri S.C. Kanavi Shri S.C. Huyilgol Shri G.N. Patil Shri A.S. Patil Shri R.B. Hosamani Shri B.H. Dyavanashi Shri S. K. Kuradagi Shri D.S. Odugoudar Shri R Y Kempalinganagoudar General Manager District Industries center Gadag Deputy Director of Handlooms And Textile Joint Registrar of Co-operative Societies Shri T. Shantaveerappa Managing Director Designation Chairman Vice Chairman Director Director Director Director Director Director Director Director Director Director Director Director Director Director Director Director Director Inviters Direct Director
Page 17
LABOUR ABSENTEEISM
1) ADMINISTRATIVE STAFF Chairman

The chairman of the Mill shall have an overall control over the day to day management of the Mill. He shall preside over the meetings of the Board of Directors and the General Body. The chairman of the Mill shall have general control over the affairs of the Mill. He shall exercise such of the powers of the Board as may be delegated to him from time to time.
Managing Director
There shall be a Managing Director appointed by the Board of Directors. He shall be a professionally qualified experienced man in the textile industry. He shall be the Chief Executive Officer of the Mill. He shall be an Ex-officio, Member of the Board of Directors. He shall be responsible for the Executive Administration of the Mill subject to the control of the Board and chairman.
Secretary
There shall be a Secretary to assist the Managing Director in the day - to day working of the society who shall have such powers as delegated by the board from time to time. To keep or cause to keep all accounts and registers required by the rules, to prepare all the vouchers, Balance Sheet and other documents required for the transactions of the Mill in, Administrative section.
Purchaser
He is the most important Administrative staff in the company. He purchases row materials for production of finished goods.
Seller
He is also one of the staff in the company. By the name itself he sells finished goods effectively and efficiently.
Page 18
LABOUR ABSENTEEISM
2) TECHNICAL & FACTORY STAFF
General Manager
General Manager overall production performance of the Mill mainly machine utilization, productivity in each department men engage, power control, maintenance etc. Deputy Spinning Master There are two Deputy Spinning Master in the Mill. One should look up to Spinning point and another Deputy Spinning Master look past spinning. Assistance Spinning Master There are two Assistance Spinning Master in the Mill, They are shift in chargers. There are three shifts First shift from 8.30 am to 4.30 pm Second shift from 4.30 pm to 12.30 am. Third shift from 12.30 am to 8.30 am. Supervisors Supervisor is one of the technical staff in the Mill. He takes every work from every section. ADMINISTRATION DEPARTMENT Administrative department play very important role in the organization for its smooth running of the business and success of this company is mainly depending on the efficient administration of the G.C.T.M. This department looks after administrative functions such as payment of salaries, arrangement of meetings, and formation of policies etc, the general functions of this department are as follows. Maintenance of files, records etc. up to date, collecting and presenting data in the form of useful information from the records. Implementing the organization systems, procedures and policies in a coordinated manner.
LABOUR ABSENTEEISM
Ensuring smooth running of the office buy interfacing with the eternal agencies as required. For ex-payment of telephone bills, electricity, water supply bills etc. Maintenance of the office premises. Providing required facilities
Vision & Mission. Vision

Generally every company has some vision and mission statements for future development of their company, similarly our G.C.T.M. also have vision and mission statement as follows. Vision:
After 18 years there was a need for upgrading technology of certain machines and to
eater to the export needs the management proposed a modernization programmed at a cost of Rs. 429.00 lakhs. To met the standard of the quality of yearn in demand, both in domestic as well as in international markets the management of the mills thought it inevitable to launch another modernization programmed. G.C.T.M. has already replaced 50% of new machinery and it also intended to install another 50 % of new machinery.
Mission:
To achieve international standards of excellence in all aspects of energy and diversified business with focus on customer delight through value of products and services and cost reduction. To maximize creation of wealth, value and satisfaction for the share holders. To attain leadership in developing, adopting and assimilating state-of-the art technology fro competitive advantages. To provide technology and services through sustained research and development.
Page 20
LABOUR ABSENTEEISM
To faster a culture of participation and innovation for employee growth and contribution.
To cultivate high standards of business ethics and total quality management for a strong corporate identify and brand equity. To help enrich the quality of life of the community and presence ecological balance and heritage through a strong environment conscience.
HUMAN RESOURCE DEPARTMENT This department looks after the recruitment, selection and welfare of the employees. It also conduct and orientation programmes. Facilities given to employees are as follows. Transportation Medical Canteen Uniform Provident fund Gratuity Women's pregnancy allowance. LABOUR WELFARE: Our mills have provided a gainful employment to 700 regular employees and about 300 trainees of 3 shifts basis. The employees are given Bonus up to 20% & residential accommodation on nominal rent. Besides the employees are given confessional transport facilities from Gadag to Hulkoti, They are also members of the employees credit Co-operative society for getting loans.
Functions of HRD Department:

Job design a. Job rotation b. Job enrichment Job analysis
LABOUR ABSENTEEISM a. Job description b. Job enrichment Human resources planning Recruitment resources planning Recruitment and selection Placement and induction Performance appraisal Training and development Wage and salary administration Fringe benefits
RECRUITMENT PLANNING Maintaining an organization culture of outpace elements like mutual trust, human values, openness etc, requires a proper recruitment plan on the part of the human resources manager. Hence, recruitment plan is an important component of the human resource plan. It is recruitment which enables an organization to provide a substantially large pool of potential candidates for each join, so that adequate talents would be available for the organization on to select whenever needs arise. OBJECTIVES OF THE H.R.D. DEPARTMENTS: The main objective of the personal department is to select right person for right join, for right place & also for right time to train them, it also aims in solving misunderstanding between workers and management. There are mainly two types of workers is there in G.C.T.M. They are skilled and unskilled workers.
Page 22
LABOUR ABSENTEEISM
The total workers of the G.C.T.M Administrative Technical The permanent Workers The Substitute Workers The trainee Canteen Civil Total workers 40 33 142 433 097 08 14 767
RECRUITMENT PROCEDURE: Interview panel of G.C.T.M. consist of 4 members who will responsible for selection of worker or employees. The interview panel will be same for every time. In case of lower level management direct recruitment is preferred. In case of top level management such as Accountants, Engineering, Managers, They need B.Com, B.E., M.B.A., M.Com, Etc., In case of production level G.C.T.M. will prefer diploma in electrical or diploma in mechanism or any Graduate who will be suitable for job. They will be judge the candidate through rational scale of technique. And our G.C.T.M. will maintain minimum wage act.
Page 23
LABOUR ABSENTEEISM
Interview Panel Consist

G.M.H.R.
A.G.M.H.R Section In charge of Senior Supervisor
Shift Supervisor
Shift Assistant
INDUSTRIAL RELATIONS: Industrial relations means relationship between the employees and management every company has to maintain a healthy relationship between the employees and management, it is necessary for the development of company. G.C.T.M. has started in 1975 means in the year 2009. This is the 36th year of G.C.T.M. as per the information given by the G.C.T.M. management since from 36 years there is no any strike, disputes anything means it indicates about the healthy relationship between the employees themselves and management at G.C.T.M. WORKERS PARTICIPATION IN MANAGEMENT: Workers participation in management is very important feature of a healthy industrial relation. Some companies provide opportunity to workers to participate in management but some companies are not providing such an opportunity. But our G.C.T.M. has provides opportunity to workers to participate in management, while taking any new decisions management will ask workers suggestions. If they give good suggestions they will accept & management will finally decide about it in meeting.
Page 24
LABOUR ABSENTEEISM
FINANCE DEPARTMENT The finance department of G.C.T.M consists of following person
General Manager
Manager (Account)
Assistant Manager
Office & Staff
FUNCTIONS OF FINANCE DEPARTMENT Finance department looks after the finance &prepare the accounts of G.C.T.M. Finance department taken up functions like investment decisions, Finance decisions, & capital building working capital management etc. It borrows loans from national co-operative development corporation (N.C.D.C.), Government of Karnataka, Banks from share holders, money lenders. It consists at share capital, secured and unsecured loans.
ACCOUNTING SYSTEM This department deals with the double entry method of book keeping. It maintains the records of all financial transactions by books of accounts and also through TALLY is 5.4 software. A monthly P & L A/c is prepared and audited by the auditors. Auditing is done in two ways namely pre-audit (a chartered accountant is hired for this purpose) and a statutory audit
LABOUR ABSENTEEISM
by the government. This audited monthly P & L A/C is submitted to the management and decision is taken to achieve more profits.
At the end of financial year final accounts are prepared and annual report is allotted to the shareholders. Dividend decisions are taken by the board of directors. Every company needs finance to carry on its business operations and to achieve its targets and finance is the lifeblood of the business. It is the foundation of every economic activities needs. A business requires finance at every stage. Finance is needed for bringing a business in no existence. It is required for financing. The fixed capital is used for expansion and modernization of business and also for financing the working capital. The management of finance is necessary for very organization and financial management is managerial and activities or effort which is concerned with the ascertainment of finance and it is that aspect of management which is responsible for the acquisition of funds and their allocation. This management of finance is locked after by the finance and prepares the accounts. It has to plan for funds acquisition, funds allocation and acceptable levels of revenue generation. If surplus are generated then there funds have to be properly utilized so that they produce the maximum returns with safely, at the same time available for business purposes at the shortest notice. There are mainly 2 types of financial requirement: 1) 2) Long Term Acquisition fixed assets Short Tem Working capital needs
For both these requirements funds can be found form external sources and internal accounts. I Gadag Co-operative Textile Mill Ltd Finance, the senior manager of finance and executive maintain key role in accessing the financial transaction.
Page 26
LABOUR ABSENTEEISM
PURCHASE DEPARTMENT The Cotton Purchase policy of the mill is designed in a way so as to provide an incentive price to the Cotton Growers. The Mill purchases its cotton at the open auction held by Co-operatives namely The Gadag Co-op. Cotton Sale Society. T.A.P.C.S.M. Society of Annigeri. Cotton brought in these Societies is graded by the A.P.M.C. Agricultural authority. Around 3000 Grower members and also 10200 other cotton Grower derive significant economic benefits from our mills. These are: ECONOMIC BENEFITS TO MEMBERS: The rates offered for cotton by our Mill in the Tenders at the Marketing Societies are generally higher than the rates available to the farmers at Tenders carried out at the premises of Private Commission Agent. A price incentive of Rs. 100 to Rs. 150 per quintal over the market rates are given to every member linked to the Share value of Rs. 100 each. Member's cotton is ginned and converted into yarn on behalf of them and after deduction of conversion costs; the profits are passed on to members concerned. Form 1982-83 onwards members availing of such scheme got up to Rs. 150 per quintal after sale of yarn. Extension advice to improve cotton production is given by Agricultural Science Foundation established by the Mill. Our mill has been arranging Workshops/Seminars by inviting Agricultural experts for the benefits of Farming Community of this area.
Thus, we have taken care of cotton development in particular and Agricultural Development of this area, in general.
Page 27
LABOUR ABSENTEEISM
VARIETY OF COTTON:
S.NO 1 2 VARIETY B.T BANNI(KST)
BRAMMA(CST)
4 5 6 7 8 9 10 11
BRAMMA K.S.T COMBER FLAT JAYADHAR MCU-5 (CST) MCU-5 (KST) MECH (CST) MECH (KST)
ENGINEERING AND MAINTENANCE DEPARTMENT The department maintains stock of important spare parts of the machinery and looks after the accuracy of the machinery. Well qualified engineers are always ready to repair the defects in the machineries. FUNCTIONS To look after the proper working of the machines. To take immediate measures in case of any defect in the machines. To keep the stock of the machines. To maintain the power plant i.e. generators plant.
Page 28
LABOUR ABSENTEEISM
MARKETING DEPARTMENT The Mill manufactures 10s, 14s 20s, 30s, 34s, 40s, 60s, 80s, 100s, 2/20s, 2/40s, 2/60s, etc., in the form of Hanks as well as Cones as per the prevailing market demand. Sale of hank yarn and cone forms 40:60 respectively. We have been fulfilling the Hank Yarn obligated stipulated by the Textile Commissioner, Government of India at the end of every quarter. The daily production of yarn is about 8,500 kgs. And Mills is working round the clock for all the seven days of the week. Special preference is selling yarn is given to Weavers Co-operative Apex Organizations and Karnataka Handloom Development Corporation. Export of yarn has been our priority Yarn is being exported to countries like Vietnam, South Korea, China and couple of European Countries. In last Six years, we have exported yarn worth Rs. 676.00 Lakhs. We are happy to inform that, we have fulfilled Export obligation as stipulated by the D.G.F.T., New-Delhi. Sales will have mainly in 3 types Direct Sale Consignment Sale Through Depot Sale Order of execution A committee consisting of seven directors and chairman / managing directors will meet every Saturday in the meeting after completion and after formalities committee will purchase the Row materials (cotton) and sell the finished goods (yarn) the officials will execute the decisions made in the committee meeting and act accordingly. Sales Places: 1) 2) 3) National Handloom Development Corporation Karnataka Hand look Development Corporation Depot a. Coimbatore b. Sholapur
LABOUR ABSENTEEISM c. Ichalkaranji d. Malegaon
FINISHED GOODS STORAGE DEPARTMENT It is mainly cancelled with the storage of the finished goods. It is after the production process completes fully. It is an in between the production process and the marketing process. Goods are dispatched as the indent sent by marketing department. This department maintains the first in first out (FIFO) method to manage the stock. To store the materials the following steps are taken. 65% humidity must be their Count cheek is maintained Strength check is process in maintained CSP count strength pdt Major quality the yarn should not contain thin and thick place in that is maintained. The department maintains the separate ledger accounts for each item and it shows the receipts and dispatch of goods. The goods are checked by the quality control department before dispatching it to the ordered party. The monthly report and the accounts are submitted to production, marketing and finance departments and it is discussed in the committee meeting. Every monthly the committee meeting is conducted.
Waste elimination
Raw materials 20 count, 100 kg row materials (cotton) in the 100 kg of row materials 85 kg is pure 15 kg is waste row materials. Waste of 15 kg as under:
Blow Room Carding Preparatory Hard waste
6 kg 5 kg 2 kg 1.5 kg
Page 30
LABOUR ABSENTEEISM Roving/silver 1 kg
QUALITY CONTROL DEPARTMENT The main objective of the quality control department is to check the quality of the cotton and the cotton yarn I the firm. The step by step tests are conducted by the officers to meet this requirement. If any product does not pass through the quality standards than that is rejecte,. Even before dispatching the products they undergo testing and they must be approved by the quality department. THE STEPS OF MAINTAINING QUALITY 3% before and removing waste. Blorem drafting 2.5% to 3% waste will be removed. Carding hell 1.25% to 1.5% flame waste will be removed. 3% to 5% flame waste will be removed.
THE STEPS OF TESTING Raw materials testing i.e. cotton testing. Testing at first stage i.e. blorem stage. Testing at the carding level. Testing the yarn at processing level. Testing at the final stage.
Page 31
LABOUR ABSENTEEISM
LABORATORY
IMPORTANCE OF THE QUALITY CONTROL Quality control of cotton yarn production bears distinct advantage for all whether producers or consumers, some of the important advantages to quality control one as follow: The brand products build up goodwill or image, which ultimately increase sales of G.C.T.M. yarn It helps the manufacturers in fixing responsibility of workers in the production process. Quality control also helps in minimizing the costs by increasing efficiency, standardization, working conditions at the G.C.T.M. It also help or enables the G.C.T.M. to know the cost of their product quite in advance which helps them in determining competitive prices of their product. Last but not the least; the G.C.T.M. can confirm whether the yarn manufactured by them is in accordance with standard set by the government. It further facilities the G.C.T.M. to take necessary actions to comply with the standard set.
Page 32
LABOUR ABSENTEEISM
PRODUCTION DEPARTMENT The department looks after the production of cotton yarn. The major machines are purchased from M/s Laxmi Recites Coimbatore. The entire production has procedure & at every stage of production CHART OF PRODUCTION DEPARTMENT
Production Manager
Shift in Charge
Section Supervisor
SHIFT INCHARGE: He is the person who works under the production manager. He assists which are done in shift GCTM has three shifts viz 8 a.m. to 4 p.m. to 12 p.m. to 8 a. m. SECTION SUPERVISOR: He is the person who supervises the works done in the section he is the key. Person who under authority of shift in changer.
Page 33
LABOUR ABSENTEEISM
WORK FLOW MODEL (END TO END).
MIXING:
Bales of different counts are mixed along with usable wastes, on
different percentage in the mixing bins, cotton bales of different quality are opened and stacked, called stock mixing, 24 Hours for conditioning before it is process further.
BLOW ROOM:
Cotton in losses form is spending on mixing bale openers
and taken further of different cleaning points where the cotton is beaten and trash is extracted. Finally converted into Lap form of different length, weigh per yard, depending on the count.
CARDING: Lap form Blow room feed to Cards where the cotton is converted from Lap form to slive form. During this process trash, short fibers and other impurities are extracted the different cleaning points, like licker in, Flats section Units. The sliver is produced of different Hank depending on the counts.
Page 34
LABOUR ABSENTEEISM
DRAWING
Page 35
LABOUR ABSENTEEISM
PREPARATORSIMPLEX: Cards sliver is drawn through different drafting Rollers and the sliver is elongated and increasingly the length of the sliver and radiating in the cross section by passing through different drafting rollers and convert into a suitable package by giving little twist to the material called Rove and wound on a Bobbin.
SPINNING:
The bobbins from the Preparatory process are feed to the
drafting rollers as final treatment to the material and further increasing the length and reduction the cross section of the material. This process the material process through Ring and Traveler and would on the bobbin to form a suitable package the giving optimum of the twist depending on count of the yarn.
Page 36
LABOUR ABSENTEEISM
RING FRAME
CONE WINDING:
Here the yarn spun is cleaned by passing through
cleaning devise called slub catcher and would through suitable package of required length and weight in the form of a Cone.
Page 37
LABOUR ABSENTEEISM
DOUBLING:
Here two yarn of the same count are doubled by giving
necessary twist in the form of package called bobbins.
CONE WINDING DOUBLING
REELING:
Here single yarn or doubled yarn are wound on the swifting of
the machine called Reel in the form of Hank and are make in the form of Knots. There are two types, a Plain or Cross Reel.
Page 38
LABOUR ABSENTEEISM
BUNDLING & BALING:
Here the number of knots plain or cross is in a
press depending on the count and weight of the boundless are as per requirements. Bundles are pressed in the form of Bale depending on the count, Plain or Cross as per the requirement from the market.
PACKING:
Here number of cones or cheeses is bagged depending on the
count of the yarn number of cones and weight of the cones. Depending on the requirement of the market.
COMPETITORS TO G.C.T.M
Modern days are the todays of the competition. Where you go, in which ever field you enter there is competition; one must know how competition in the market makes it absolutely necessary for manufacturers to think of advertising. For new product, strategies and by doing all these to in areas the sales
These following companies are the competitors of the G.C.T.M.
Page 39
LABOUR ABSENTEEISM 1) 2) 3)
Banahatti Co-operative Spinning Mill Ltd. Sangola Co-operative Spinning Mill Ltd. Farmers Co-operative Spinning Mill Ltd.
The C.G.T.M. face major competition from the above 3 competitors and it also face the competition from which those companies have national presence.
But, our G.C.T.M. has been facing the competition through maintaining good quality off cotton yarn and also reasonable price, prompt service, advertisements, and also through maintaining good relation with the suppliers, consumers with society.
INFRASTRUCTURE FACILITIES Various infrastructural facilities that are provided by the company: All the departments are provided with adequate buildings Transport facilities Library facility Canteen facility Loan facilities to the workers Medical facilities Residency facility SWOT ANALYSIS STRENGTHS: 1) Nearest to the row materials source:
Page 40
LABOUR ABSENTEEISM
Availability of the row material to the G.C.T.M. is very near, it is in such way that is, the purchase cotton from around 3000 grower members of G.C.T.M. and the mill purchases its cotton at the open auction held by co-operatives namely The Gadag Co-operative cotton sale society, T.A.P.C.S.M. society of Annigeri and in Gadag A.P.M.C. this is result in less transport cost. 2) Less transport cost: G.C.T.M. purchases row materials around the Gadag area, so carrying cost of the row material is very less. 3) Goodwill: Around Gadag area there are less industries, and it has provided large employment opportunities to people. So it has good will in south Karnataka. 4) Satisfaction of consumer needs: G.C.T.M. has been satisfying the consumer needs.
5)
High quality: And also G.C.T.M. maintains high quality of cotton yarn.
WEAKNESS: 1) National presence is not there: In international market G.C.T.M. has been demand for its product, so it has less national presence. 2) Heavy excise duty: Government has fix up heavy excise duty on cotton yarn export of G.C.T.M. 3) Less working capital: The main weakness of G.C.T.M. is the less working capital for its day to day activities. 4) Electricity problem:
Page 41
LABOUR ABSENTEEISM
at Gadag Co-Operative Textile Mill So it is also one of the barriers to
G.C.T.M. also facing the electricity problem. continuous production. OPPORTUNITIES: 1) Grab market in south Karnataka:
G.C.T.M. has it maximum share in south Karnataka. 2) Increase in production capacity: Due to the installation of new technology, new machines, production capacity of the G.C.T.M. has been increasing. 3) Increasing demand for yarn: Step by step demand for yarn and yarn products have been increasing.
4)
Bank finance:
G.C.T.M. takes its financial assistance from K.C.C. Bank, N.C.D.C. Bank, Bijapur, D.C.C. Bank. THREATS: 1) Danger from the strong competitors: Danger from the strong competitors who are having national presence and spend a lot on promotion activities. 2) Danger of losing international market: It is because of other strong competition from the other standard companies who are having a national presence. 3) Heavy excise duty:
Page 42
LABOUR ABSENTEEISM
G.C.T.M. is in loss. So excise duty on its sales and export is the major threat for G.C.T.M.
CONCEPT OF ABSENTEEISM
Definition: A) Webster Dictionary : Absenteeism is a practice or habit of being an absentee and an absentee is one who habitually stays away . B) Labour Bearu , Simla Absenteeism means a failure of worker to report for work when he is scheduled to work. The rate is defined as the percentage of man days last due to absences to the total number of man days scheduled in a given time period . NOTE:
Page 43
LABOUR ABSENTEEISM
A worker is considered as scheduled to work when the employer has work available for him and the worker is aware of it. When a worker does not report for work after obtaining prior permission it is not absenteeism. Absenteeism is UN authorized avoidable and willful absence from duty.
As such absence of a worker on account of strike or lockout or lay off i.e. Involvementory
absence is not considered absenteeism. Any worker who reports for duty even for a part of the day or shift is considered as present.
ABSENTEEISM IN INDIA:
Absenteeism is a universal problem in industry and Indian industry are no exemptions. But the rate of absenteeism has been relatively higher in India. Research studies conducted by
Page 44
LABOUR ABSENTEEISM
Shree Ram Center for industrial relations, employees federation of India and the national productivity council reveal the following peculiarities of absenteeism in India, The rate of absenteeism has been more than 10%. A small percentage of employees (15%) accounts for absentees have negative
perceptions and attitudes. Ex the company is neither fair not just, Supervisors are production centered. Work group is unhelpful and grievance handling, suggestions schemes and joint committees are more formalities. Absenteeism has been greater in night shifts than in day shifts. Workers tend to be absent more frequently than supervisors and managers. Absenteeism is lowest on the pay day and is highest immediately after the pay day. There is tremendous scope for reducing absenteeism through union leadership within an There has been a seasonal bias in the causes making for absenteeism. For ex, Absenteeism is generally higher in departments where supervisors are work oriented Employees below the age of 25 years and above the age of 55years are absent more Women tend to be absent more often than men. Absenteeism is generally higher in large organization than in small organization.
organization. absenteeism due to sickness is highest. and careless for employee welfare. than those in the age group of 26-55 years.
Page 45
LABOUR ABSENTEEISM
REMEDIAL MEASURES TAKEN AT THE GADAG CO-OPERATIVE TEXTILE MILL LTD. The Gadag co-operative Textile mill group realizes the problem of absenteeism at The Gadag co-operative Textile mill industries. To overcome this problem the unit has taken several measures. The important among them are: Proper Hiring: At textile mill industry, people with right skills are selected. Further new employees are properly included in the organization, so as to develop right attitude towards the company. Good Working Conditions: Proper sanitation, drinking water, first aid, rest pauses and mechanization are implemented at the unit to reduce absenteeism by making work environment pleasant.
Safety programs: Adequate safety measures are implemented to help to minimize industrial accidents and reduce fear of inquiry among workers. As a result of which attendance becomes regular.
Increased Wages and Other Incentives: The rate of wages paid at textile mill industries is higher than those prescribed. Further preferences in promotion to regular workers and encouragement to workers to be regular in their attendance are practiced.
Disciplinary Action:
Page 46
LABOUR ABSENTEEISM
If a worker is a chronic absentee the management will ask to improve his attitude regarding the absenteeism. If the worker does not improve his attitude and remains absent from his work then he will be given a warning. If he is still continues some punishment in from less annual increase in basic pay will be taken against him.
ABSENTEEISM AND ITS EFFECTS
Absenteeism has an adverse effect not only the Management but also on the workers. The effects of absenteeism may be classified as under: A: Effects on management. B: Effects on the worker.
EFFECT ON MANAGEMENT
Due to absenteeism there are many disadvantages on the part of Management. They are Low production and decreased in profit
Page 47
LABOUR ABSENTEEISM
First and foremost effect of absenteeism on management is, leads to low production. If a worker remains absent the production will go down to a low production. If a worker remains absent the production goes down the profits of the company will also go down. So absenteeism gives raise to low production and decreased profits. Increase in expenditure For reducing the rate of absenteeism the management has to introduce certain schemes. These schemes involve heavy activities of the workers. Difficulty in calculating of wages Because of absenteeism, it is difficult to calculate the wages of the workers. This is an unnecessary headache to the personnel department as well as time office. Increase in labour cost Absenteeism leads in labour cost. If any worker remains absent from his work the job assigned to him will remain unattended and hence in order to overcome this problem the Management has to assign the same to someone else. Which means addition expenditure is to be incurred.
The causes of absenteeism may include:

serious accidents and illness serious accidents and illness low morale poor working conditions
Page 48
LABOUR ABSENTEEISM
boredom on the job lack of job satisfaction inadequate leadership and poor supervision Personal problems (financial, marital, substance abuse, child care etc.) poor physical fitness transportation problems the existence of income protection plans (collective agreement ) Benefits which continue income during periods of illness or accident.) Stress Workload employee discontent with the work environment.
Most if not all of these causes can be prevented by taking a positive approach to things. By showing the employees that you care, you can help lower absenteeism in the work place.
Page 49
LABOUR ABSENTEEISM
CAUSES OF ABSENTEEISM-AN ANALYSIS There are three main reasons for absenteeism. They are personal problem, family problem, social problem and culture problem.
PERSONSL PROBLEM Here worker has his own problems that are confined to his personal life they are, Health Health problem is an unavoidable problem. Each and everyone face this problem. However, some of the workers are not having sound health because of that they will be absent from these work again and again. Routine This is also one of the personal problems for absenteeism continuously doing the same work becomes boring for the reason workers remain absent in order to take a break and relax. Secondary Business An employee having a job in a company is considered as primary business. Besides this some of the workers have other business or part time jobs. Because of these reasons workers loose interest in maintaining regularity. This is another reason creates absenteeism. Seasonal absenteeism Most of the workers are coming from surrounding village. Where they are having their own agriculture land. So, usually during rainy season and harvest season workers remain absent from work, as they have to work in their fields.
LABOUR ABSENTEEISM +
FAMILY PROBLEM
Workers have problems in their families and these include: Accommodation: Many workers are not having their own houses; they are in the houses for rent. Here owners restrictions are more, for e.g. rent payment within fixed date etc. Apart from these there are many other problems like insufficient water ventilation etc, because of these reasons workers want to change their houses changing their houses again and again. For these reasons workers will remain absent from the work for finding suitable accommodation. Health of the family It is also one pf the problem for absenteeism. Suppose, children or parents having health problems, will have to taken to hospitals.
LABOUR ABSENTEEISM Family Obligation
Family obligations are more in villages. Here people are living co-operatively. If there is any function in one of the workers house, relatives and friends help him. Such situation arise occasionally hence this also creator absenteeism. If a worker is having children, education problem will come. For finding seats, for admission, for finding rooms or hostel etc.
SOCIAL AND CULTURAL PROBLEMS Social problems: Social problems like marriage of relatives, friends etc for attending such functions workers remain absent. Death related and functions also create absenteeism.
Cultural problems: Cultural functions such as festivals, house warming ceremony, dramas, and exhibitions do create absenteeism.
PROBLEMS ARISING FROM LABOUR ABSENTEEISM Delay in production

Page 52
LABOUR ABSENTEEISM Delay in supply Bad effect on the organization
Less demand for product in the market. All problems lead to loss to the organization Calculation of payment in case of Badli Workers. If labour remains more absent he will receive less payment, less contribution to PF & EST, less amount of bonus. In TheGadag Co-Operative Textile Mill Ltd workers are divided into three categories, they are 1) Permanent Employees-Their job is sewed & permanent. 2) Badli workers-Job is not permanent they are substitute. 3) Trainee all categories of workers deceive monthly payment
LEAVE FACILITIES
1) Casual leave =5 in year

2) Earned leave =12 to 15in a year.
3) E.S.I leave 4) Leave without payment Casual leave and Earned leave are given to permanent employees only E.S.I leaves are related to employees State insurance ACT a person who earns 6000/per month can apply for E.S.I leaves & he has to contribute to this account monthly. Leave without payment (leap) will be sanctioned by the management according to the conditions of the organizations. If a person remains absent for more than 10 days without seeking permission of management he will be suspended from the job.
Page 53
LABOUR ABSENTEEISM There are
1) Permanent Employees-Their job is sewed & permanent. 2) Badli workers-Job is not permanent they are substitute.
3) Trainee.
Objectives of the study.

The main objectives of the study is to have the expose to alive organization and to understand how an organization works as a system and gain experience in handling and moving alive project to understand the responsibility and functioning of different departments and how different department to co-ordinate their function attain a common goal, relating the concept learn to the working of the organization which helps learn things better and also:
1. To know the rate of labour absenteeism. 2. To know whether labour absenteeism have been effected upon performance of GCTM . 3. To know the need of HR department in GCTM. 4. To have the clear knowledge of various activities carried in the company
Scope of the study

The scope of study is covers statutorial and non-statutorial facilities and lab our Absenteeism & satisfaction of employees on GCTM Hulkoti . All these things study through the workers & management they are the respondents &this study is only restricted for GCTM Hulkoti . The project work duration has 2 months during the period from 15th June to 15th august 2009
Limitations:
Time is not sufficient to study the all aspects of the organization. As other company also have same confidential matter. It will not be discussed
LABOUR ABSENTEEISM
The employees are very busy with their work it is not possible to send more time in interaction The response given by the respondents are depends on their moods and their experience, which could have been good or bad. It was affecting on their responses This study is only restricting for GCTM Hulkoti.
Data Collection
In this research report the data has been collected through two sources, those are primary data collection and secondary data collection. Primary data collection. Primary data consists of asking the questions and direct meet is used in research study, primary data includes Direct interviews of each of the department sources of the organization. Discussion with quality control facility canteen assistant Observation made during the project sessions. Some information has been interacting with lab our welfare offices , costing account and other administrator of the company
Secondary data Study of related textile books magazines journals. Some sort of information is collected from the internet relating to the textile industry. Information collected from the induction manual of the company. Annual reports of the company.
SAMPLING MEANING: -
Page 55
LABOUR ABSENTEEISM
The responders will be based on the random selection among the different level different authorities & different department. The research have selected 100 respondents & obtained the questionnaire results role of attitudes & suggestions representatives their through in their environment towards the lab our absenteeism.
RANDOM SAMPLING According to portion Random sampling is the form applied when the method of selection assures each individuals or elements in universe an equal of being chosen. HYPOTHESIS The study of the problem is aimed to the following hypothesis 1. A hypothesis is a tentative imaginations the validity of which is going to be tested in its most eliminatory stage the hypothesis may be any guess imaginative idea which becomes the basic for action or investigation 2. That the disparate in welfare facility it is the cause of the employee absenteeism
3. The labour absenteeism is depends on avoidable & un-avoidable causes.
SAMPLING METHODOLOGY The term Research Methodology denoted the techniques & methods that are adopted the resources has for undertaking any research study methodology tried to stick to the principle of research for the present study also. The methodology is the way of collecting information about the company and the project. Research design is a plan for the collection and analysis of data in a manner that at maximum relevance. Exploratory & Descriptive
Types
of
Research-----
LABOUR ABSENTEEISM Textile mill Ltd Hulkoti. Gadag co-operative Textile mill Ltd Hulkoti.
at Gadag Co-Operative Textile Mill Place-----The Gadag co-operative
Universe-----All workers at the
Sample
Frame-----Workers
falling in categories of chronic absentees and regular workers. Data. Sampling Method-----Random
Analysis and interpretation

TABLE -1 1) Age Frequenc Percent y Valid 18-25 25-35 35-45 45 & above Total 38 20 28 14 100 38.0 20.0 28.0 14.0 100.0 Valid Cumulati Percent ve Percent 38.0 38.0 20.0 58.0 28.0 86.0 14.0 100.0 100.0 CHART- 1
Page 57
LABOUR ABSENTEEISM
Age
40
30
20
Frequency
10
0 18-25 25-35 35-45 45 & above
Age
Interpretation:
The above table indicates that out of 100 respondents the maximum numbers of employees are 18 to 25 years of age group that is 38%. The age groups of 45 and above are less than other age groups.
TABLE-2 3) Sex Frequency Percent Vali Male 26 d Female 74 Total 100 CHART-2 26.0 74.0 100.0 Valid Cumulative Percent Percent 26.0 26.0 74.0 100.0 100.0
Page 58
LABOUR ABSENTEEISM
sex
80
60
40
Frequency
20
0 male female
sex
Interpretation:
Above table indicates most of workers are female workers working in the industry. Out of 100 respondents 26% respondents are male and 74% are female. The working environment in GCTM is good for the female workers.
TABLE-3 4) Educational background Frequency Val Primary 42 id High school 24 PUC & above12 Percent Valid Percent 42.0 42.0 24.0 12.0 24.0 12.0 Cumulativ e Percent 42.0 66.0 78.0
Page 59
LABOUR ABSENTEEISM Illiterate Total CHART-3 22 100 22.0 100.0
at Gadag Co-Operative Textile Mill 22.0 100.0 100.0
Educational background
50
40
30
20
Frequency
10
0 primary High school PUC & above illiterate
Educational background
Interpretation:
The above table indicates that 42% respondents are having educational background of primary. 12% of respondents are having PUC and above qualification. The illiterate people also working in this organization.
TABLE-4
4)
Marital status Frequency Percent Valid Percent 78.0 22.0 100.0 Cumulative Percent 78.0 100.0
Valid married 78 unmarried 22 Total 100
78.0 22.0 100.0
Page 60
LABOUR ABSENTEEISM CHART-4
marital status
100
80
60
40
Frequency
20
0 married unmarried
marital status
Interpretation:
In this case the table shows the married workers are more than the unmarried out of 100 respondents. 78% respondents are married and others i.e. 22% respondents are unmarried. The most employees are female and married workers, because of this reason they will become absent. Therefore the absenteeism is more in this organization.
TABLE-5
5)
Types of job Frequency Percent Valid Percent 20.0 20.0 30.0 30.0 50.0 50.0 100.0 100.0 Cumulative Percent 20.0 50.0 100.0
Valid
Trainee Permanent General Total
20 30 50 100
CHART-5
LABOUR ABSENTEEISM
types of job
60
50
40
30
20
Frequency
10 0 trainee permanent general
types of job
Interpretation:
Here the general workers are more than permanent workers. Permanent workers are less absent than the general workers. If the permanent workers remain absent then they will be demoted as a general (Badali) employee. Therefore the general workers are more.
TABLE-6 6) wage/salary FrequencyPercent Valid monthly 18 daily 82 Total 100 18.0 82.0 100.0 Valid Percent 18.0 82.0 100.0 Cumulative Percent 18.0 100.0
Page 62
LABOUR ABSENTEEISM
CHART-6
wage/salary
100
80
60
40
Frequency
20
0 monthly daily
wage/salary
Interpretation:
In this organization they will pay wages to workers on daily basis. Because the wage will be paid on the work done by the worker. Different departments has its own rate of wage. Workers will get daily wage but the administrative department staff will get the salary on monthly basis.
TABLE-7.1 7.1) Are you satisfied with your job? Frequency PercentValid Percent 90 90.0 90.0 4.0 2.0 4.0 2.0 Cumulative Percent 90.0 94.0 96.0
Valid
Highly satisfied with my job Fairly 4 satisfied Highly 2 dissatisfied
Page 63
LABOUR ABSENTEEISM Neither 4 satisfied nor dissatisfied Total 100 4.0
at Gadag Co-Operative Textile Mill 4.0 100.0
100.0 100.0
CHART-7.1
Are you satisfied with your job?

100
80
60
40
Frequency
20
0 highly satisfied w it fairly satisfied highly dissatisfied neither satisfied no
Are you satisfied with your job?
Interpretation:
The employee of the GCTM most of the employees are highly satisfied with there job. Because they will get less wage in rural area in other type of work. And also they will get other benefits from the company.
TABLE-7.2 7.2) How is the relationship between employee & management in your organisation? Frequency Percent Valid Percent Valid very good 98 98.0 98.0 Good 2 2.0 2.0 Total 100 100.0 100.0 Cumulative Percent 98.0 100.0
Page 64
LABOUR ABSENTEEISM CHART-7.2
How is the relationship between employee & management in your organ

120
100
80
60
40
Frequency
20 0 very good Good
How is the relationship between employee & management in your organisati
Interpretation:
The employees have healthy relationship between employees themselves and with management. The same relationship should be maintain. It will helpful for the organization in long run. TABLE-7.3 7.3) Are you satisfied with wage rates, salary, scale & incentives provided in your organisation? FrequencyPercent Valid Highly satisfied Fairly satisfied some what dissatisfied neither satisfied nor dissatisfied Total 82 6 10 2 82.0 6.0 10.0 2.0 Valid Percent 82.0 6.0 10.0 2.0 100.0
Page 65
Cumulative Percent 82.0 88.0 98.0 100.0
100 100.0
LABOUR ABSENTEEISM
Are you satisfied with wage rates ,salary,scale & incentives provided in
100
80
60
40
Frequency
20
0 Highly satisfied some w hat dissatisfi Fairly satisfied neither satisfied no
Are you satisfied with wage rates ,salary,scale & incentives provided in
Interpretation:
Most of the employees are highly satisfied with wage rate, salary, sales and incentives provided in their organization and few of the employees are some what dissatisfied with their wage rate & salary.
TABLE-7.4 7.4) Are you satisfied with the organizational safety and other statutorial and nonstatutorial welfare facility provided by your organisation? Frequency Percent Vali Highly 98 d satisfied some what 2 dissatisfied Total 100 CHART-7.4 98.0 2.0 100.0 Valid Percent 98.0 2.0 100.0 Cumulative Percent 98.0 100.0
Page 66
LABOUR ABSENTEEISM
Are you satisfied with the organisational safty and other statutorial an
120
100
80
60
40
Frequency
20 0 highly satisfied some w hat dissatisfe
Are you satisfied with the organisational safty and other statutorial an
Interpretation:
In the above table all respondents are highly satisfied with the industrial safety and other statutorily and non statutorily welfare facility provided by the organization. Because they are providing medical facilities and canteen facility.
TABLE-7.5 7.5) If you compare with other organizations do you feel your organisation is providing adequate salary? Frequency PercentValid Percent Valid Yes 12 12.0 12.0 No 10 10.0 10.0 Dont know 78 78.0 78.0 Total 100 100.0 100.0 CHART-7.5
Cumulative Percent 12.0 22.0 100.0
LABOUR ABSENTEEISM
If you compare with other organisations do you feel your organisation is

100
80
60
40
Frequency
20
0 yes no Dont know
If you compare with other organisations do you feel your organisation is
Interpretation:
Most of the employees are did not worked in other organization. And they dont know about other organization facilities, and they dont know about the rate of wage and salary. Only few of the employees are worked in other organization. Compare to other organization GCTM is not paying adequate salary.
TABLE-7.6 7.6) Do you have any other source of income? Frequency Percent Valid yes no Total 8 92 100 8.0 92.0 100.0 Valid Cumulative Percent Percent 8.0 8.0 92.0 100.0 100.0
CHART-7.6
Page 68
LABOUR ABSENTEEISM
Do you have any other source of income ?

100
80
60
40
Frequency
20
0 yes no
Do you have any other source of income ?
Interpretation:
88% of respondents are dont have any other sources of income and no other income meets their requirements. Because from morning till evening they works in GCTM. So they dont have time to do other job. Remaining 8% of respondents will get income from their agricultural fields. And two of them are handicraft so Govt will pay the money.
TABLE-7.7
7.7) Is your job is seasonal? Frequency Percent Valid Percent Valid yes no Total 8 92 100 8.0 92.0 100.0 8.0 92.0 100.0 Cumulative Percent 8.0 100.0
CHART-7.7
Page 69
LABOUR ABSENTEEISM
Is your job is seasonal?

100
80
60
40
Frequency
20
0 yes no
Is your job is seasonal?
Interpretation;
As they dont have time to do other job, they will not work anywhere. And also they will not get any leave more than available leaves when seasonal work is going on.
TABLE-7.8
7.8) Do you feel your work is tough? Frequency Valid yes No Total 24 76 100 Percent 24.0 76.0 100.0 Valid Cumulative Percent Percent 24.0 24.0 76.0 100.0 100.0
CHART-7.8
LABOUR ABSENTEEISM
Do you feel your work is tough?

80
60
40
Frequency
20
0 yes No
Do you feel your work is tough?
Interpretation:
Above table indicates that 76% respondents feel their work is not tough, because of training provided by the organization and daily experience.
TABLE-7.9
7.9) Do you feel that rules, regulations and disciplinary actions which are practiced in your organisation, are very strict and rigid? Frequency Percent Valid Percent Cumulative Percent yes 36 36.0 36.0 36.0 No 64 64.0 64.0 100.0 Total 100 100.0 100.0
Valid
CHART-7.9
LABOUR ABSENTEEISM
Do you feel that rules, regulations and discipelinary actions which are
70 60 50 40 30 20
Frequency
10 0 yes No
Do you feel that rules, regulations and discipelinary actions which are
Interpretation:
64% of employees are dont feel that rules, regulation and disciplinary actions which are practiced in their organization are very strict. Because they follow the organizations rules and regulation its a daily routine for them. But the trainee employee feels strict and rigid.
TABLE-7.10
7.10) Do you have any personal problems effecting on your work? Frequency Percent Valid yes No Total 10 90 100 10.0 90.0 100.0 Valid Percent 10.0 90.0 100.0 Cumulative Percent 10.0 100.0
CHART-7.10
LABOUR ABSENTEEISM
Do you have any personal problems effecting on your work?

100
80
60
40
Frequency
20
0 yes No
Do you have any personal problems effecting on your work?
Interpretation:
10% of respondent have personal problems effecting on their working life, because of regularity and punctuality.
TABLE-7.11
7.11) Are there any social problems effecting on your work? Frequency Percent Valid Percent Valid yes No Total 4 96 100 4.0 96.0 100.0 4.0 96.0 100.0 Cumulative Percent 4.0 100.0
Page 73
Are there any social problems effecting on your work?

120
100
80
60
40
Frequency
20 0 yes No
Are there any social problems effecting on your work?
Interpretation;
96% of respondents are never faced the problems which effecting on their work. But 4% of respondents facing the problems which effecting on their work.
TABLE-7.12
7.12) Do you have any habits which made you unfit? Frequency Valid no 100 Percent 100.0 Valid Cumulative Percent Percent 100.0 100.0
CHART-7.12
LABOUR ABSENTEEISM
Do you have any habits which made you unfit?

120
100
80
60
40
Frequency
20 0 no
Do you have any habits which made you unfit?
Interpretation:
In GCTM 100% of workers dont have any habits which make them unfit and left from job.
TABLE-7.13
7.13) Are you regular to the work? Frequency Valid yes no Total 2 98 100 Percent 2.0 98.0 100.0 Valid Cumulative Percent Percent 2.0 2.0 98.0 100.0 100.0
Page 75
Are you regular to the work?

120
100
80
60
40
Frequency
20 0 yes no
Are you regular to the work?
Interpretation:
98% of respondents become absent , because they will get weekly once leave. Only one employee will not become absent because they stay in organization itself.
TABLE-7.14
7.14) What are you expecting from your company? Valid good salary None of these Total Frequency 58 42 100 Percent Valid Percent 58.0 58.0 42.0 42.0 100.0 100.0 Cumulative Percent 58.0 100.0
Page 76
LABOUR ABSENTEEISM
CHART-7.14
What are you expecting from your company?

60
50
40
30
20
Frequency
10 0 good salary None of these
What are you expecting from your company?
Interpretation:
The above table indicates that 58% of respondents expects good salary from the company, and other 42% of respondents expects nothing from the company that is good salary, change of time, medical facility, Canteen facility. They dont expect more than this facilities.
FINDINGS
After analysis its evident that satisfaction level is above average in GCTM Hulkoti. A sample size of 100 employees taken, these 100 employees were interviewed and the following thing were found:
Page 77
LABOUR ABSENTEEISM
1. 2. 3. 4. 5. 6.
Maximum no. of employees are 18 to 25 years of age group. They have healthy relationship between employees and management. Most of employees are female workers working in the industry. Some are highly satisfied with the salary and some are dissatisfied. The workers are happy with all the statutorily facilities. More number of employee will become absent, because of other works.
Page 78
LABOUR ABSENTEEISM
Recommendations.
The best form of motivation is through achievement And environment which rewards fresh thinking And breeds professional restlessness in one Where bright people can grow. Counseling: The best answer for his problem is to counsel the workers. The management should counsel the worker and study about their problems. While counseling the management should give equal importance to workers problems, so that they will feel they are also a part of the company. Further the counseling would be done in a cordial manner; otherwise a worker feels hurt and creates another counter problem. By doing so the management may have suggestions from workers for their problems and there by the Management can minimize the rate of absenteeism. Sensitive training: Its objective is to give people an opportunity to develop awareness of their own behavior, how others see them, greater sensitivity to the behavior of other and better understanding of group process. The main method used for this training is change behavior through group interaction in an unstructured setting. Introduction of Formal leave application system: A formal leave application system should be introduced . Wherein each worker, desirous of taking leave have to submit an application to the personnel officer two days in advance along which reason for leave and number of days of leave. This scheme should be supported by some cash incentives. The advantage of this scheme will be that the management will be aware of the number of workers at job and plan production accordingly. Introduction of Absence Management Process:
Page 79
LABOUR ABSENTEEISM
Steps tackle the problem, can be initiated by introduced by introducing a formal system to manage absenteeism and follow up to see that it is working effectively. Introduction of Good Attendance Scheme: The unit should introduce certain attractive schemes for workers, who are regular to work. Schemes like Good Attendance Schemes, under which every month workers who worked without being absent for a single day should be rewarded. By introducing such schemes the management may incur some expenditure but it can reduce absenteeism. Introduction of Casual and Effective leaves: Casual and Effective leave are leave with wages. These leave facilities can be effectively used to reduce the rate of absenteeism used to reduce the rate of absenteeism in the organization. Casual Leaves- This leave facility will be available only to those workers who have continuously worked for 6 months in the unit. These can be up to eight days in a year. Effective Leaves- These leaves are additional to the casual leave and can be availed by the worker only if he has an attendance of 240 days in a year. Workers Education: The management can have meeting with the worker to educate them in many fields. The company should educate the employees in such a way to give them ideas like what still benefits for the workers or for management if they reduce man hour wastage and increase production. The company should conduct such meeting once in month or when it feels convenient. And during such meetings should make clear about the advantages for not being absent like increase in wages, decrease in disadvantages of absenteeism like non-eligibility for incentives, benefits and incentives. Introduction of Performance Related Reward & Other Infringe Benefits: Rewards consist of packages of benefits. Reward management technique need to be adjusted with performance appraisal in order to harmonies with new system in an organization. Basically there can be three types of benefits which can be provided to the worker. These include, Infringe related Benefits for example medical insurance etc. Profit related benefits, Performance related benefits.
Page 80
LABOUR ABSENTEEISM Fines and Penalties:
In exceptional cases management should taken up this step by levying fines and penalties to the workers who are in the habit of remaining absent regularly. Motivation by Publishing the Mission Statement: The unit can be published a statement of values and benefits of the management and distribute in to all workers and staff or by some other means bring it to their notice. These can contain the commitment of the organization. A specimen of some is given below.
Page 81
LABOUR ABSENTEEISM
Conclusion:
Changes to structure and processes can be used as a means To changes individual behavior, rather than Trying to change attitudes to fell into line. The latter is more difficult to achieve. In short, the unit can follow the steps for overcoming the problems of absenteeism 1. Inquiry: welcome the employee back to the job and enquire the reasons for his absence 2. Investigation: as repeated absence cause for a probe and in case the employee is not well, he should be referred to be doctor 3. Council: discuss it unexecuted absence continues, reveal the absence record and make him aware of company policy etc. 4. Warn: which involves reviewing the case at the executive level and warning the employee about loosing his job. 5. Threaten: when the position remains unchanged with the price prior permission of executives, final warning should be issued to the employee. 6. Dismiss: on the approval of management, remove the service of the employee when he reports back.
Page 82
LABOUR ABSENTEEISM
QUESTIONNAIRE
Dear respondents, Personal details: 1) Name: _____________________________________________________ 2) Address: _____________________________________________________ 3) Age : a) 18-25 c) 35-45 4) Sex : a) Male 5) Educational Background: a) Primary c) PUC & above 6) Marital status: a) Married 7) Types of Jobs: a) Trainee c) General b) Permanent b) Un married b) High school d) Illiterate b) Female b) 25-35 d) 45&above
8) Wage / Salary: a) Monthly 7.1) Are you satisfied with your jobs? b) Daily
Page 83
LABOUR ABSENTEEISM a) Highly satisfied with my job c) Highly dissatisfied with my job
7.2)
at Gadag Co-Operative Textile Mill b) Fairly satisfied d) Neither satisfied nor dissatisfied
How is the relationship between employee and management in your organisation? b) Good d) Unhealthy Are you satisfied with Wage Rates, Salary, Scale & Incentives provided in your b) Fairly satisfied d) Highly dissatisfied
a) Very good c) Fair

7.3)
organization? A) Highly satisfied c) Somewhat dissatisfied e) Neither satisfied nor dissatisfied 7.4) Are you satisfied with the organisational safety and other statutorial & non statutorial welfare facility provided by your organization? A) Highly satisfied c) Somewhat dissatisfied b) Fairly satisfied d) Highly dissatisfied
7.5) If you compare with other organizations do you feel your organization is providing adequate salary? a) Yes c) Dont know b) No
7.6) Do you have any other source of income?

a) Yes
b) No
7.7) Is your job is seasonal?
Page 84
LABOUR ABSENTEEISM
a) Yes
at Gadag Co-Operative Textile Mill b) No
7.8) Do you feel your work is tough?

a) Yes
b) No
7.9) Do you feel that Rules, Regulations & disciplinary actions which are practiced in your organization, are very strict and rigid?
a) Yes
b) No
7.10) Do you have any personal problems effecting on your working life?
a) yes
b) No
7.11) Are there any social problems affecting your work? a) Yes 7.12) Do you have any habits which made you unfit?
a) Yes
b) No
b) No
If yes, mention the habits:. . . . . . . . . . . . . . . . . . . . . .
7.13) Are you regular to the work?

a) yes
b) No
If no, give the reason for absent:. . . . . . .
Page 85
LABOUR ABSENTEEISM
7.15) What are you expecting from your organisation?

a) Good Salary b) Medical Facility
b) Change of time c) Canteen facility
d) None of these
Signature of Respondent
----------------------------------------
Bibliography
The research has been reviving a total no. of books all the books are pertaining in human resources management and development. Books referred:
Dr .C.B.Gupta Human Resource Management

Page 86
LABOUR ABSENTEEISM P. Subba Rao -
Human Resources Management & Industrial Relations
Maggineson David et al, Human Resource Development New Delhi, Crest 2001 Ashwatthapa Dictionary Human Resource Management
Ox pored dictionary Web resources gadagcooptex@yahoo.co.in www.google.com
CODE SHEET
sl.no q1 q2 1 2 3 4 3 2 1 1 2 2 2 2 q3 q4 q5 4 1 2 1 1 1 1 1 2 3 3 3 q6 q7.1 q7. q7.3 q7. q7.5 q7.6 q7.7 q7.8 q7.9 q7.1 q7.11 q7.12 q7.13 q7.14 2 4 0 2 2 2 2 1 1 1 4 1 1 1 1 5 1 1 1 1 1 1 1 1 3 3 3 2 2 2 2 2 2 2 2 2 2 2 1 2 2 2 1 2 2 2 1 2 2 1 2 2 2 2 2 2 2 2 2 1 5 5 1
Page 87
LABOUR ABSENTEEISM
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35
1 1 1 2 1 2 3 4 4 1 1 1 2 3 4 4 3 2 1 1 1 3 2 3 3 4 2 2 3 4 3
2 2 1 2 2 1 1 1 1 2 2 2 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1
2 2 2 2 1 2 1 1 1 3 3 3 1 2 4 3 1 2 2 1 2 4 1 4 1 1 1 1 1 2 3
1 1 2 2 2 1 1 1 1 1 1 2 2 1 2 1 1 2 1 1 2 1 1 1 1 1 1 1 1 1 1
3 3 3 3 3 3 3 2 2 3 3 1 2 2 2 3 3 1 1 3 1 2 3 2 3 1 3 2 2 2 2
2 2 2 2 2 2 2 2 2 1 1 1 1 2 2 1 2 1 2 2 2 2 2 2 2 2 2 2 2 1 1
2 4 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 3 1 1 1 1 1
2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
1 3 3 1 1 3 1 1 1 2 2 1 1 1 1 3 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
3 3 3 1 3 2 3 3 3 1 2 2 3 3 2 1 3 3 3 1 3 3 3 3 3 3 1 3 3 3 3
2 2 2 2 2 2 1 2 2 1 2 2 2 2 2 1 2 2 2 1 2 2 2 2 2 2 2 2 2 2 2
2 2 1 2 2 2 2 2 2 2 2 2 1 2 2 1 2 2 2 1 2 2 2 2 2 2 2 2 2 2 2
1 1 1 2 1 2 2 2 2 2 2 1 1 2 2 1 2 2 2 1 2 1 2 1 2 2 2 2 2 1 2
1 1 1 1 2 2 2 2 2 1 1 2 1 1 1 1 1 1 1 1 1 2 1 2 2 2 2 2 2 1 2
1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 2 2 2 2 2 2 2 2 2 1 2
2 2 2 2 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
1 5 5 5 5 5 5 5 5 5 5 5 5 5 5 1 5 5 5 5 5 1 1 1 1 1 1 1 1 1 1
Page 88
LABOUR ABSENTEEISM
36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66
3 2 1 2 1 1 4 1 3 1 3 1 1 3 3 3 2 1 1 1 1 1 2 1 2 3 4 4 1 1 1
2 2 2 2 2 2 2 2 1 2 2 2 2 2 1 2 2 2 2 2 2 1 2 2 1 1 1 1 2 2 2
1 4 4 4 1 4 1 1 2 1 4 1 4 4 3 4 1 2 1 2 2 2 2 1 2 1 1 1 3 3 3
2 1 1 1 2 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 2 2 2 1 1 1 1 1 1 2
3 3 1 1 1 3 2 3 2 3 3 1 1 3 2 2 3 3 3 3 3 3 3 3 3 3 2 2 3 3 1
2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 2 4 1 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 5 1 1 1 1 3 3 1 1 3 1 1 1 2 2 1
1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
3 3 3 3 3 3 3 3 3 3 3 3 3 3 2 1 3 3 3 3 3 3 1 3 2 3 3 3 1 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 2 2 1 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 2 2 2 2 2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 2 1 2 2 2 2 2 2 1
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 2 2 2 2 2 1 1 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 2 2 2 2 2 1 2 2 2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 5 5 1 1 5 5 5 5 5 5 5 5 5 5 5
Page 89
LABOUR ABSENTEEISM
67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97
2 3 4 4 3 2 1 1 1 3 2 3 3 4 2 2 3 4 3 3 2 1 2 1 1 4 1 3 1 3 1
1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 2 2 2 2 2 2 2 2 1 2 2 2
1 2 4 3 1 2 2 1 2 4 1 4 1 1 1 1 1 2 3 1 4 4 4 1 4 1 1 2 1 4 1
2 1 2 1 1 2 1 1 2 1 1 1 1 1 1 1 1 1 1 2 1 1 1 2 1 1 1 1 1 1 1
2 2 2 3 3 1 1 3 1 2 3 2 3 1 3 2 2 2 2 3 3 1 1 1 3 2 3 2 3 3 1
1 2 2 1 2 1 2 2 2 2 2 2 2 2 2 2 2 1 1 2 2 2 2 2 2 2 2 2 2 2 2
1 1 1 1 1 2 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
1 1 1 3 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 2 1 1 1
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
3 3 2 1 3 3 3 1 3 3 3 3 3 3 1 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3
2 2 2 1 2 2 2 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
1 2 2 1 2 2 2 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
1 2 2 1 2 2 2 1 2 1 2 1 2 2 2 2 2 1 2 2 2 2 2 2 2 2 2 2 2 2 2
1 1 1 1 1 1 1 1 1 2 1 2 2 2 2 2 2 1 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2 2 2 1 2 2 2 2 2 2 2 2 2 1 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
5 5 5 1 5 5 5 5 5 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Page 90
LABOUR ABSENTEEISM
98 99 100
1 3 3
2 2 1
4 4 3
2 1 1
1 3 2
2 2 1
1 1 1
1 1 1
1 1 1
1 1 3
3 3 2
2 2 2
2 2 2
2 2 2
2 2 2
2 2 2
2 2 2
2 2 2
2 2 2
1 1 1
Page 91

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

Încărcat de

Informații document

Titlu original

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

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

Încărcat de

Drepturi de autor:

Formate disponibile

LABOUR ABSENTEEISM

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

INDUSTRY PROFILE History of the Textile Industry

Textile History in India

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

8 [Eight] Departments 767

7500 Million Ton.

at Gadag Co-Operative Textile Mill

The Gadag Co-Operative Textile mill Ltd., Hulkoti

at Gadag Co-Operative Textile Mill

BUILDING OF GADAG CO-OPERATIVE TEXTILE LTD

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

MEMBER AND SHARE CAPITAL

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

COTTON PURCHASE SYSTEM & ECONOMIC BENEFITS TO MEMBERS

at Gadag Co-Operative Textile Mill

OWENERSHIP PATERN BOARD OF DIRECTORS

at Gadag Co-Operative Textile Mill

1) ADMINISTRATIVE STAFF Chairman

at Gadag Co-Operative Textile Mill

2) TECHNICAL & FACTORY STAFF

at Gadag Co-Operative Textile Mill

Vision & Mission. Vision

at Gadag Co-Operative Textile Mill

Functions of HRD Department:

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

Interview Panel Consist

A.G.M.H.R Section In charge of Senior Supervisor

at Gadag Co-Operative Textile Mill

FINANCE DEPARTMENT The finance department of G.C.T.M consists of following person

Office & Staff

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

LABOUR ABSENTEEISM c. Ichalkaranji d. Malegaon

at Gadag Co-Operative Textile Mill

Blow Room Carding Preparatory Hard waste

LABOUR ABSENTEEISM Roving/silver 1 kg

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

WORK FLOW MODEL (END TO END).

Bales of different counts are mixed along with usable wastes, on

Cotton in losses form is spending on mixing bale openers

at Gadag Co-Operative Textile Mill

at Gadag Co-Operative Textile Mill

The bobbins from the Preparatory process are feed to the

at Gadag Co-Operative Textile Mill

Here the yarn spun is cleaned by passing through