A Report On “ABSENTEEISM” At NOV

SARA INDIA Pvt. Ltd

Submitted to Graphic Era University on the partial fulfillment of MBA

UNDER THE GUIDANCE OF:

MR. D.V. SINGH (HOD-HR & ADMIN) MRS. SAMIKSHAUNIYAL

NOV SARA PVT INDIA LTD. (FACULTY OF MBA)GEU

DEHRADUN

BY: SHIVANI THAPLIYAL

MBA 2009-11

PREFACE

There is a famous saying “The theory without practical is lame andPractical without theory is blind.”

Absenteeism is a serious workplace problem and an expensive occurrence for

both employers and employees seemingly unpredictable in nature.

Human resource is an important part of any business and managingthem is an important task.

Summer training is an integral part of the Management studies and have to

undergo training session in a business organization for 6 weeks to gain some

practical knowledge in their specialization and to gain some working experience.

Our institution has come forward with the opportunity to bridge the gap by

imparting modern scientific management principle underlying the concept of the

future prospective managers.

To the emphasis on practical aspect of management education the faculty of

Graphic Era University, Dehradun has with a modern system of practical training of

repute and following management technique to the student as integral part of MBA

in accordance with the above obligation under going project in “NOV SARA India

Pvt. Ltd., Dehradun. The title of my project is “Absenteeism of

Employee”

Certainly this analysis explores my abilities and strength to its fullest extent

for the achievement of organization as well as my personal goals.

ACKNOWLEDGEMENT

“Acknowledgement is an art, one can write glib stanzas without meaning a

word, on the other hand one can make a simple expression of gratitude”

Industrial training is an integral part of any MBA program and for

that purposes I had joined a private company name

NOV SARA INDIA Pvt. Ltd., Dehradun.

I take the opportunity to express my gratitude to all of them who in some or other way helped me to accomplish this challenging project. No amount of written expression is sufficient to

show my deepest sense of gratitude to them.

I am extremely thankful and pay my gratitude to Mrs. Samiksha Uniyal (HR Faculty) Graphic Era University, Dehradun for her valuable guidance and support on completion of

this project in its presently.

I am greatly obliged to Mr. V.K. Dhawan (CMD), Mr. P.K. Dhawan (V.P) at NOV SARA India Pvt. Ltd. who accommodated me for training in this esteemed organization.

I am very thankful Mr. D.V Singh (HOD-HR & Admin-HQ) for his continuous guidance and support during my training, Mr. R.K. Tripathi (HOD-HR & Admin-Div-1),Mr. Ali Hassan

(Sr. Consultant- HR), Mr. Ajay Verma (Sr. HR Executive) Ms. Aditi Chandrawal (HR Executive) for their everlasting support and guidance on the ground of which I have acquired

a new field of knowledge.

A special appreciative “Thank you” in accorded to all staff of “NOV SARA INDIA Pvt. Ltd., Dehradun for their positive support.

I also acknowledge with a deep sense of reverence, my gratitude towards my parents and member of my family, who has always supported me morally as well as economically.

At last but not least gratitude goes to all of my friends who directly

or indirectly helped me to complete this project report

TABLE OF CONTENT

RESEARCH METHODOLOGY

COMPANY PROFILE

PRODUCTS MANUFACTURED

CONCEPT OF ABSENTEEISM

GUIDELINES AND MEASURES TO CONTROL ABSENTEEISM

ROLE OF SUPERVISOR INMANAGING ABSENTEEISM

CHALLANGES IN MANAGING ABSENTEEISM

ABSENTEEISM AT NOV SARA

ABSENT CONTROL POLICY OF COMPANY : STANDARD

OPERATING PROCEDURES

REGULATION AND TERMINATION : SOP

DICIPLINARY ACTIONS : SOP

MEMO FOR ABSENTEEISM ISSUED BY THE COMPANY

QUESTIONNAIRE

ANALYSIS

FINDING AND CONCLUSION

RECOMMENDATION AND SUGGESTIONS

BIBLIOGRAPHY

RESEARCH METHODOLOGY

Objectives of the study

To Study and Analyze the Absenteeism at NOV Sara India Pvt Ltd.

To analyze and understand about the HR functioning regarding absenteeism.

To collect the data from employees and analyze the reasons of absenteeism.

To put forward suggestions and recommendations.

Research Design

The research design adopted is descriptive research design. It involves fact-finding, Inquiries

of different kinds etc. The researcher has a wide variety of methods to consider, either singly

or in combination. They can be grouped as

1. Primary source of data

2. Secondary source of data

For this dissertation the data was collected from both the sources.

Primary data – Data is made available through interview and questionnaires.

Appointments were with staff members and interviews were conducted. Questionnaires were

prepared for employees and trainees of the Company to know the methods adopted by the

organization.

Secondary data – Data were collected from documents, records, Journals, Internet, text

books and company past records etc.

Sampling unit/Target group

The respondents were Executives, Junior Executives and Supervisors etc.

Sample size

As the name indicates, sample size refers to the number of respondents or the size of the

sample, which is to be surveyed. Here the sample size taken for the study was 16.

Sampling procedure

It refers to the definite plan adopted by the research for obtaining the data from the

respondents; the technique adopted here is to gather data from sampling unit, questionnaire

method and interview.

Statistical tools used

The various statistical tools for the analysis and interpretation of data are simple percentage

method and Pie charts.

Percentage was calculated for each factor as per the below shown formula

Number of respondents in favour of X 100

Percentage = ----------------------------------------------------------

Total number of respondent

COMPANY PROFILE

About NOV:

National Oil Well Varco is a worldwide leader in the design, manufacture and sale of comprehensive system and components used in oil and gas drilling and production the provision of oilfield tubular, inspection, internal tubular coating and other services, as well as in providing supply chain integration services to the upstream oil and gas industry.

About NOV SARA:

Name of the company: NOV SARA INDIA PVT. LTD.

Mohabewala Industrial Area,

Dehradun (Uttrakhand)

Web Site: www.sarasae.com

Chairman & Managing Director : Mr. V.K Dhawan

Vice President (Technical) : Mr. Samir Dhawan

Vice President (Commercial) : Mr. P.K Dhawan

Vice President : Mr. Sumit Dhawan

Sara services were established in March, 1980 at Dehradun. It is the largest manufacturing company in India of drilling equipments for oil field. It manufactures BOP accumulator units, Hydraulic tongs, Gaskets, Hammer unions etc. Oil India, BHEL, Drilling contractors and ONGC are its major clients in India. It has established franchise outlets overseas at USA, Oman, Dubai, Indonesia etc. on 31st July 2007 it was renamed as NOV

SARA INDIA PRIVATE LIMITED.

PRODUCTS MANUFACTURED

NOV Sara manufactures a diverse range of oilfield equipment in its manufacturing facility in India, using the latest design techniques and CNC machines. These products are available through distributors worldwide, including NOV Sara’s subsidiary company (STS Products, Inc,) in Houston and various NOV locations. 

1. BOP Accumulator Units

Sara’s BOP Accumulator Units meet or exceed the design specification as specified in API 16D. Each control system is specifically engineered to assure reliable control of the BOP stack with adequate reserve for continuous operation under emergency conditions. NOV Sara welcomes the opportunity to assist you in the proper selection of standard equipment or custom design to meet your application and certification requirements.

2. POWER UNIT

 

 

   

 

 Zone I-Electric Power UnitTechnical Specifications

Pump: Variable delivery axial piston pump Engine: 50hp (37KW) Eexd electric motor

Cooler: thermostatically controller hydraulic oil cooler

Electric Supply: 3 phase 415/480 volts 50/60 Hz

Hydraulic Output: 2,500 psi (172bar) or 35 gpm (160 liters per minute)

Dimensions

Size: 4'9" long x 4'9" wide x 4'x 9" high (1,500mm long x 1,500mm wide x 1,500mm high)

Weight: 5,060 lbs (2,300 kg)

 Zone II - Diesel Power UnitTechnical Specifications

Cooler: Combined water cooled manifold / exhaust cooler Flame Arrestor: Exhaust gas flame and spark arrester, inlet air flame arrester, crank

case vent flame arrester

Fan and Fan Belts: Non-metallic radiator fan and antistatic fan belts

Protection Device: Over-speed protection device operating an inlet air cut-off

Pressure and Temperature Trips: Low lubricating oil pressure, high cooling water temperature and high exhaust temperature trips

Caps: Screw caps to dipstick and oil filter caps

Engine: 6 Cylinder Diesel

Hydraulic Output: 2,500 psi (172 bar) or 35 gpm (160 litters per minute)

3. Swivel Joint

Available in sizes 3/4” through 3” up to 15,000 PSI non-shock cold working pressure, NOV Sara Swivel Joints offer the following features:

   

Minimum flow restriction

Heavy duty hex head style ball loading plug

Grease retainer ring (ensures clean ball race)

Standard packing units (operating temperature to 2250 F)

Superior hardened ball races ensure uniform surface hardness and depth for longer life under severe thrust and radial loading

Standard Swivel Joints are provided with API line pipe threads

Other end connections are available on request

Available for standard and sour service

All sizes are available in 8 styles, for 360 rotation in 1, 2 or 3 plane

4. Pup Joints

Available with integral or welded union end connections from 10,000 to 15,000 PSI NSCWP for standard and sour service.

Steel Hose Assemblies

High Pressure cementing and circulating hose incorporate swivel joints of forged steel with superior quality hardened ball races and high pressure type packing units

 

Mone wing union and two style 50 or style 10 swivel joints with threaded ends

One wing union and one each style 50 and style 10 swivel joints with integral wing union ends

Four wing unions and two style 50 or style 10 swivel joints with integral wing union ends

Four wing unions and two style 50 or style 10 swivel joints

5. Manifolds

   

   

 

 

NOV Sara manufactures a range of Manifolds for applications like choke & kill, standpipe and high pressure pumping in sizes up to 4-1/16” and pressures up to 15,000 PSI.Customized manifolds to specific requirements can be ordered.

Choke Manifold

Console Choke Manifold

Discharge Manifold

6. High Pressure Test Unit

Pressure Test Units are provided in working pressure ranges from 5,000 to 30,000 PSI.

These units are recommended for high pressure testing of BOP stacks, choke and kill lines, Christmas trees and any other type of equipment requiring high pressure static testing. Test

Units are available in unit-mounted, portable, skid-mounted and high flow electric driven styles. Accessories include stand-mounted chart recorders and high pressure hose assemblies.

Skid-mounted Self-contained Test Unit Model No. T 15g-m Portable Test Units

7.Hammer Union

MaterialNOV Sara unions are manufactured from steel forgings using materials appropriate to specific pressure ratings.

End ConnectionsNOV Sara Unions are available in a choice of end connections. API line pipe threads are standard. Butt weld ends and Socket weld ends can be provided. The customer shall specify the schedule of pipe while ordering.

Sour ServicesSour service is available and all H2S service parts of NOV Sara unions conform to the latest NACE specifications.

Low Temperature ServiceNOV Sara unions can be supplied for low temperature applications with suitable impact value testing.

Interchange abilityAll NOV Sara union components of the same size and figure number are Weco interchangeable. All NOV Sara union nuts have 3 hammer lugs.

TraceabilityNOV Sara unions are supplied with full traceability documentation for each component.

Integral Union ConnectionsNOV Sara manufactures a line of high pressure integral union connections in pressure ratings to 15,000 PSI CWP, including but not limited to Crosses, Ells, Tees.Other Wing UnionsNOV Sara also manufactures a range of Hex Unions, Hammer seal Tank Unions and Flat Face Unions where the sealing is dependent on an O-Ring fitted between the grooves machined on the mating metal parts.

 

Other Products

NOV Sara manufactures an assortment of other products having usage in varied oilfield applications. In addition to the Frac Subs shown below, NOV Sara also manufactures Flange to Wind Adapters, Wing to Wing Adapters, Flanged Tees and Crosses.

Frac Subs

Weld neck Flanges

API Specified 6B Weld Neck Flanges have restricted bores to match standard pipe sizes and schedules. API Spec 6A  Specified, 6 BX Weld Neck Flanges, have material and dimensions that conform to the requirements for full bore integral flanges. API Spec 6A does not specific portions of the flange, with tolerance, that are added together, along with an undefined weld bevel, to achieve a length. Customers may specify weld neck length if required.

Adapter Flanges

NOV SARA manufactures Adapter Flanges in all sizes and pressure ratings. Popular Adapter Flanges are Double studded adapter flanges, companion flanges, flange w union adapters. Customers may use Adapter Flanges for transition in nominal size and/or pressure rating NOVSARA Adapter Flanges has minimum overall heights, or customer specified thicknesses, consistent with design considerations.

 

 

Swivel Flanges

The Swivel Flange permits 360 rotation of an outer ring around a hub. Swivel Flanges can be designed for any size and pressure rating

 

Adapter Spools

NOV SARA manufactures Adapter Spools in every size and pressure rating. Adapter Spools have end connections that differ from one another in nominal size and /or pressure rating.

Spacer Spools

NOV SARA Manufactures Spacer Spools in all sizes and pressure ratings suitable for Well Head extension, B.O.P. spacing, and Choke, Kill and Production Manifold applications. Spacer Spools usually have the same nominal end connections. Spacer Spool identification consists of naming each end connection and the overall length. NOV SARA Spacer Spools usually do not have outlets, but customers may specify outlets.

   

 

Drilling Spools

NOV SARA manufactures Drilling Spools in every size and pressure rating. Drilling spools usually have the same nominal end connections and the same nominal outlet connections.

Customers may specify any combination of end connections and outlet connections as well as overall height or length (OAL) and outlet extension. When specified ‘minimum height (or length), NOV SARA Adapter Spools, Drilling Spools and Spacer Spools have minimum overall height (or length) consistent with adequate clearance to accommodate studs, nuts, wrenches, and clamps where applicable.

   

 

 

ABSENTEEISM

“Absenteeism is a habitual pattern of absence from a duty or obligation.” Traditionally, absenteeism has been viewed as an indicator of poor individual performance, as well as a

breach of an implicit contract between employee and employer; it was seen as a management problem, and framed in economic or quasi-economic terms. More recent scholarship seeks to understand absenteeism as an indicator of psychological, medical, or social adjustment to work.

Workplace

Frequent absence from the workplace may be indicative of poor morale or of sick building syndrome .However; many employers have implemented absence policies which make no distinction between absences for genuine illness and absence for inappropriate reasons. One of these policies is the calculation of the Bradford factor, which only takes the total number and frequency of absences into account, not the kind of absence.

As a result, many employees feel obliged to come to work while ill, and transmit communicable diseases to their co-workers. This leads to even greater absenteeism and reduced productivity among other workers who try to work while ill. Work forces often excuse absenteeism caused by medical reasons if the worker supplies a doctor's note or other form of documentation. Sometimes, people choose not to show up for work and do not call in advance, which businesses may find to be unprofessional and inconsiderate. This is called a "no call" or "no show." According to Nelson & Quick (2008) people who are dissatisfied with their jobs are absent more frequently. They went on to say that the type of dissatisfaction that most often leads employees to miss work is dissatisfaction with the work itself.

The psychological model that discusses this is the "withdrawal model," which assumes that absenteeism represents individual withdrawal from dissatisfying working conditions. This finds empirical support in a negative association between absence and job satisfaction, especially satisfaction with the work itself.

Medical-based understanding of absenteeism find support in research that links absenteeism with smoking, problem drinking, low back pain, and migrainesAbsence ascribed to medical causes is often still, at least in part, voluntary. The line between psychological and medical causation is blurry, given that there are positive links between both work stress and depression and absenteeism.[4] Depressive tendencies may lie behind some of the absence ascribed to poor physical health, as with adoption of a "culturally approved sick role." This places the adjective "sickness" before the word "absence," and carries a burden of more proof than is usually offered.

Evidence indicates that absence is generally viewed as "mildly deviant workplace behaviour." For example, people tend to hold negative stereotypes of absentees, underreport their own absenteeism, and believe their own attendance record is better than that of their peers. Negative attributions about absence then bring about three outcomes: the behaviour is open to social control, sensitive to social context, and is a potential source of workplace conflict.

ABSENTEEISM - TYPES

There are two types of absenteeism, each of which requires a

different type of approach.

1. INNOCENT ABSENTEEISM

Innocent absenteeism refers to employees who are absent for reasons beyond

their control; like sickness and injury. Innocent absenteeism is not culpable which

means that it is blameless. In a labour relations context this means that it cannot be

remedied or treated by disciplinary measures.

2. CULPABLE ABSENTEEISM

Culpable absenteeism refers to employees who are absent without

authorization for reasons which are within their control. For instance, an employee

who is on sick leave even though he/she is not sick, and it can be proven that the

employee was not sick, is guilty of culpable absenteeism. To be culpable is to be

blameworthy. In a labour relations context this means that progressive discipline can

be applied.

For the large majority of employees, absenteeism is legitimate, innocent

absenteeism which occurs infrequently. Procedures for disciplinary action apply only

to culpable absenteeism. Many organizations take the view that through the process

of individual absentee counselling and treatment, the majority of employees will

overcome their problems and return to an acceptable level of regular attendance.

GUIDELINES & MEASURES FOR CONTROL OF ABSNTEEISM

Absenteeism is a disease that appears whenever a company fails to inoculate

itself through the use of sound management practices. To cure excessive

absenteeism, one has to know the exact causes and then examine the available,

workable and proven solutions to apply against those causes.

To embark upon a successful absenteeism reduction program, you need to

make sure you have some basic information and facts about absenteeism in your

company. Consider the following four questions, which should help you further

focus your ideas and put a plan into action.

Q. Why is your present absenteeism policy ineffective?

Absenteeism policies vary in effectiveness. Most ineffective policies I have

reviewed have a common denominator: They allow "excused" absences, whereas

those that do work are "no fault" policies.

Q. Where and when is excessive absenteeism occurring?

Numerous studies have concluded that under trained supervisors is one of

the main causes of absenteeism. Therefore, any company experiencing absenteeism

of greater than 3 percent should consider supervisors as a potential contributor to the

problem.

Given that this may be the case, you first should check the percentage of

employee absenteeism by supervisor to see if it is concentrated around one or two

supervisors. If it is, you've begun to uncover the obvious--undertrained supervisors.

If, however, your research reveals that the rate of absenteeism is almost equally

distributed throughout your factory, you will need to investigate other possible

causes.

Q. What are the real causes for absences?

People-oriented companies are very sensitive to employee opinions. They often

engage in formal mini-studies to solicit anonymous employee opinions on topics of

mutual interest. These confidential worker surveys commonly ask for employee

opinion regarding higher-than-normal absenteeism.

In other words, employees revealed that repetitive, boring jobs coupled

with uncaring supervisors and/or physically unpleasant workplaces led them to make

up excuses for not coming to work, such as claiming to be sick.

One way to determine the causes of absenteeism is to question your

supervisors about their employees' excessive absenteeism, including what causes it

and how to reduce it.

Q. How much formal training has your supervisors received on

Absenteeism containment and reduction?

If you find that your supervisors hesitate to provide meaningful answers to your questions,

then you're on the right track toward a solution. Ask yourself, "How much formal training

have I given my supervisors in the areas of absenteeism reduction and human resources

skills?" If your answer is none or very little, your solution can't be far behind. The fact of the

matter is, you cannot ask a person to do a job he or she has never been trained to do.

Following are the measures to control absenteeism:-

1) ADOPTION OF A WELL DEFINED RECRUITMENT PROCEDURE

The selection of employees on the basis of command, linguistic and family consideration

should be avoided. The management should look for aptitude and ability in the prospective

employees and should not easily yield or pressure of personal likes and dislikes. Application

blanks should invariably be used for a preliminary selection and tools for interviews. The

personal officer should play more effective role as coordinator of information, provided that

he has acquired job knowledge in the function of selection. Employers should also take into

account the fact that selection should be for employee’s development, their reliance. They

should as far as possible rely on employment exchange. .

2) PROVISION OF HEALTHFUL AND HYGENIC WORKING CONDITION

In India, where the climate is warm and most of the work involves manual labour, it is

essential that the workers should be provided with proper and healthy working conditions.

The facilities of drinking water, canteens, lavatories, rest rooms, lighting and ventilation,

need to be improved. Where any one of these facilities is not available, it should be provided

and all these help in keeping the employee cheerful and increase productivity and the

efficiency of operations throughout the plant.

3) PROVISION OF REASONABLE WAGES AND ALLOWANCE AND JOB

SECURITY TO WOTRKERS

The wages of an employee determine his as well as his family standard of living. This single

factor is important for him than other. The management should, therefore pay reasonable

wages and allowances, taking into account the capacity of the industry to pay.

4) MOTIVATORS WELFARE AND SOCIAL MEASURES

The management should consider the needs of workers and offer them adequate and cheap

housing facilities, free of subsidised food, free medical and transport facilities, free education

facilities for their children and other monetary benefits. As for social security is concern, the

provision of Provident Fund, SBI facilities, Gratuity and Pension, all those need to be

improved.

5) IMPROVED COMMUNICATION AND PROMPT REDRESSAL OF GRIEVANCES

Since a majority of the workers are illiterate or not highly educated bulletins and

written notices journals and booklets are not easily understood by them. Meetings

and concealing are called for written communication becomes meaningful only when

workers can readied understood them, too many notices should be avoided only the

essential ones should be put on the boards, which should be placed near the entrance

inside the canteen and in areas which are frequently visited by the workers so that

they are aware of the policies of the company and any sort changes being made.

6) LIBERAL GRANT OF LEAVE

The management’s strict attitude in granting leave and holidays even when the need

for them is genuine, tempts workers to go on E.S.I. leave for under this scheme, they

can have 56 days leaves in years on half pay. An effective way of dealing with

absenteeism is to liberalise leave rules.

7) SAFETY AND ACCIDENT PREVENTION

Safety at work can be maintained and accidents can be prevented if the management

tries to eliminate such personal factors as negligence, overconfidence, carelessness,

vanity, etc and such material factorizes unguarded machinery and explosives,

defective equipment and hand tools. Safe methods of operation should be taught. In

addition consistent and timely safely instruction, written instructions in the regional

language of the area should be given to the work force.

8) CORDIAL RELATIONS BETWEEN SUPERVISORS AND WORKERS

The supervisor should be recognise that industrial work is a group task and cannot be

properly done unless discipline is enforced and maintained. Cordial relations

between the supervisors and these workers are therefore essential for without them,

discipline cannot be increased. One of the consequences of unhealthy relations

between supervisors and subordinates is absenteeism.

9) DEVELOPMENT OF WORKERS BY TRAINING

The system of worker’s education should be so designed as to take into account their

educational needs as individuals for their personal evaluation, as operatives for their

efficiency and advancement, as citizens for happy integrated life in the community,

as members of a trade union for the protection of their interests. The educational

programs according to their national commission on Labour should be to make a

worker:-

a) A responsible, committed and disciplines operative.

b) Aware of his rights and obligations.

c) Lead a calm, clean and health life, based on a firm ethical foundation.

d) A responsible and alter citizen

THE ROLE OF THE SUPERVISOR IN MANAGING ABSENTEEISM

According to the most recent CCH Unscheduled Absence Survey, employers are losing, ground when it comes to keeping workers on the job. Unscheduled absenteeism rates have risen to their highest level since 1999. What continues to be of most concern is that almost two out of three employees who don’t show up for work aren’t physically ill.

For most companies, the responsibility for managing absenteeism has fallen primarily on immediate supervisors. These supervisors are often the only people who are aware that a certain employee is absent. They are in the best position to understand the circumstances surrounding an individual’s absence and to notice a problem at an early stage. Therefore, their active involvement in the company’s absence procedures is pivotal to the overall effectiveness and future success of an absence policy or program.

Sadly, however, most supervisors have not received any guidance or training in managing absenteeism. They have been left on their own to carry out the often unpopular task of identifying, confronting and resolving absence abuse.

To ensure that supervisors are comfortable and competent in their role of managing absenteeism, they need to have the full support of senior management. All parties must be aware of the aim of absence policies and procedures. Should there be discrepancies between departments; a policy can lose its effectiveness.

To provide more consistency, supervisors should be trained in their responsibilities about managing absenteeism, advised how to conduct effective return-to-work interviews, and educated in the use of disciplinary procedures when necessary.

THE RESPONSIBILITIES OF THE SUPERVISIOR

In addition to ensuring that work is appropriately covered during the employee’s absence, there are a number of other critical actions that supervisors need to take to manage absenteeism. They should:

ensure that all employees are fully aware of the organization’s policies and procedures for dealing with absence,

be the first point of contact when an employee phones in sick,

maintain appropriately detailed, accurate, and up-to-date absence records for their staff, (e.g., date, nature of illness/reason for absence, expected return to work date, doctor’s certification if necessary),

identify any patterns or trends of absence which cause concern,

conduct return-to-work interviews, and

Implement disciplinary procedures where necessary.

THE RETURN-TO-WORK INTERVIEW

The training of supervisors in how to best manage absenteeism should include instruction on how to conduct effective and fair return-to-work interviews. Recent national surveys indicate that these interviews are regarded as one of the most effective tools for managing short-term absenteeism1.

The return-to-work discussion will enable the supervisor to welcome the employee back to work, in addition to demonstrating management’s strong commitment to controlling and managing absenteeism in the workplace. The interview will enable a check to be made that the employee is well enough to return to work.

The necessary paperwork can be completed, so that the absence and its conclusion are properly recorded. The fact that an established procedure is in place to investigate and discuss absence with an employee may, on its own, act as a deterrent for non-attendance for disingenuous reasons.

Interviews need to be carried out as promptly as possible following the absentee’s return to work (no later than one day after his or her return). The employee should be given ample opportunity to outline the reasons for his or her absence. The supervisor should use the interview as a time to explore any issues that the employee may have which are leading to absence.

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

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

The manager may choose to outline how the absence affected the department. The message should be that the employee was missed and that productivity suffered. The manner in which the department was required to reorganize staffing arrangements might also be explained.

This would demonstrate that the efficiency of the work unit was adversely affected by the absence.

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

At no point during the meeting should the interview become a form of “punishment,” but should be seen as an occasion to highlight and explain the repercussions of absence within the department. The vast majority of employees derive a sense of pride and achievement from their work and management should be encouraged to treat these individuals as responsible adults.

Most employees understand reasonable rules and do not want to be threatened into compliance. The small percentage of employees who indeed have an absence problem will require close supervision and possibly even punitive measures for excessive absenteeism. These few employees who are irresponsible should be handled individually and firmly.

The following guidelines outline the recommended steps to be taken in cases where short-term absence is considered to be above an acceptable level in a particular period of time

Stage 1: Counselling Interview

The immediate supervisor should advise the employee of his concern over the absences, try to establish the reasons for the sickness and determine what needs to be done to improve attendance.

If any medical condition is identified at this stage, and is likely to have an effect on job suitability, the supervisor should arrange an appointment with a company-approved doctor. This should be confirmed to the employee in writing within five working days.

If, from the discussion, the problem does not appear to be due to an underlying unfitness for work, the supervisor should advise the employee that, while the recorded ailments may be genuine, a sustained improvement in attendance is expected or the next stage in the procedure will be taken.

A review of the attendance will automatically be made each month for the next six months.

Stage 2: First Formal Review (Verbal Warning Stage)

If the employee’s absences continue to worsen following analysis and regular monitoring, he should be invited to attend a formal review meeting with the supervisor.

The absence record should be detailed in a letter inviting the employee for this interview. The employee should be advised that she is entitled to be represented by a union representative or a colleague as appropriate.

The purpose of this meeting will be to:--continue to discuss the underlying reasons for the absences,--advise the employee of the service and cost implications of her absence, and--warn the employee (except when deciding to seek medical advice) that if there is not a substantial and sustained improvement, her employment may be terminated because of her inability to maintain an acceptable attendance level. This constitutes the verbal warning.

Where medical attention is warranted, action must be taken immediately. The meeting is therefore only adjourned to allow this part of the process to be completed. Within five working days, the employee must receive medical advice. The meeting is then reconvened with HR and the doctor’s opinion is discussed.

If the doctor confirms fitness for work, the employee should be warned about the consequences of continued absence.

Stage 3: Second Formal Review (Written Warning Stage)

Where regular monitoring indicates that no improvement in the absence pattern has occurred, a second formal meeting will be arranged with HR.

The letter inviting the employee to the meeting will include the absence record and, again, advice on representation.

Any new information given at the meeting regarding ill health or a change in the nature of sickness may need to be assessed by a company-approved doctor.

The employee should be given the opportunity to explain his or her absence record. If appropriate, the supervisor should inform the employee that a formal written warning is being issued and that this warning will remain in the employee’s file for a specified period. A copy of the warning should be issued to the employee and to his/her representative.

The employee should be informed that failure to comply with the company’s attendance expectations, and to improve on the present unacceptable record of absence, will result in the termination of the employee’s employment.

Where fitness for work is in doubt, proceed with redeployment options according to the guidance received by the doctor. Consult with the employee’s union representative (if applicable) on the redeployment process and options.

Stage 4: Temporary Suspension from Work

If, following the implementation of the previous stages of the disciplinary process, no improvement in attendance occurs, management may proceed with a temporary suspension without pay. The intention to suspend should be confirmed in writing with details of start and end dates. A copy of the letter of suspension should be sent to the employee’s representative (if applicable).

Stage 5: Termination of Employment

This is the final stage in the disciplinary process whereby the employee is dismissed for inability to comply with the company’s requirements for attendance at work. Dismissal can only take place with the written authorization of a senior manager and HR.

The letter calling the employee in will, again, include advice on representation and will outline the absence record. The employee should be advised that, as a result of the interview, he or she may be dismissed for incapability to perform work duties.

Again, the company doctor may have to be consulted if any new information is forthcoming in regard to the employee’s health or capacity for work.

Where redeployment is not possible, or appropriate, consider proceeding with dismissal for reasons of capability. Eligibility for disability benefit will depend on the circumstances of each case.

If a decision is made to dismiss on the basis of capability, a copy of the letter of dismissal should be sent to the employee’s representative (if appropriate).

The employee may have the right to appeal against dismissal. The appeal should be in line with the company’s disciplinary procedures.

Challenges in Managing Absenteeism

Be aware that supervisors are often uncomfortable or unwilling to report on those who have exceeded acceptable levels of absenteeism. Because of the many pressures already on supervisors, the consistent implementation of absenteeism policies is not always their top priority.

It is important to try to take the subjectivity out of managing absenteeism and to ensure that all employees are treated the same. It is essential to be consistent, persistent, and fair to all. When absence is not addressed or addressed in an inconsistent manner, lower morale can result. Employees can feel they have been treated unfairly when they perceive other absent employees are “getting away with it.”

The majority of employees will appreciate policies and programs that are facilitative, rather than punitive. Stringent or punitive measures that force employees to come to work can result in employees that then become, "absent while at work."

They do as little as possible and resist any effort to get them to do more. Other programs should be implemented that help employees be present at work, such as flexible work scheduling, job sharing, attendance awards and wellness programs.

ABSENTEEISM AT NOV SARA INDIA PRIVATE LIMITED

NOV SARA INDIA PRIVATE LIMITED

Absent control policy, late coming & leave rules

: Standard Operating Procedures (SOP):

1) Scope:

It is recognized by the company that from time to time staff may require to be late/ absent from their duties due to personal reasons or illness. The length of time lost by employees must however be monitored to ensure that each staff is able to do their job, effectively and without putting themselves or others at risk. It is not the policy of the Company to penalize the genuine employee.

Managers will consider cases of absence on an individual basis and ensure full support, advice where appropriate. However, in some cases, patterns/levels of absence will be unacceptable and formal Management disciplinary action to be initiated.

Employees who became aware that for being absent they have a genuine reason or illness problem must be encouraged to inform their respective Manager on the first opportunity. All such requests will be dealt with as speedily and compassionately as possible.

2) Overview of procedure:

On return from absence all employees must be interviewed by their immediate line Manager. At this stage employee and the line manager must complete a ‘Return to work interview’ for agreeing to the reason for the period of absence and where appropriate what course of action is required to be taken. A copy shall be forwarded to the employees personnel file.

a) In situations where an employee’s record is given some cause of concern, then the line Manager will discuss those concerns with the employee, providing support and counselling where appropriate. It is clarified that any message conveyed in this manner should be clear and unambiguous.

b) If there is no obvious improvement in the absenteeism of the employee or any sign of improvement patterns emerging then the line Manager would arrange for the employee to meet the next-in-line Manager who shall review the employee’s case.

c) The employee must be conveyed that his/ her level of absence is unacceptable & he has shown no improvement in the period of time given to improve. A notice must be given that their level of absence is unacceptable and that they are given sufficient time to reduce their level of absence. The employee must also be informed at this stage if any may result in to their employment being terminated due to incapacity.

d) If an employee fails to improve in the given time frame, then line Manager shall have to forward his/ her case for disciplinary proceedings.

e) If there are no special circumstance the employee will be dismissed on the ground of unable to meet the acceptable standards of attendance required by the company.

3) General:

Disciplined work force is one of the most important factors for the growth of an Organization. It is observed that late coming on duty & availing leave with out prior permission or sanction have become very common among staff members, which amounts to indiscipline. Actions being taken against errant employees, at present, are ad-hoc & in-adequate hence, need to formulate a new set of stringent rules.

The rules & regulations in details given in succeeding paragraphs: -

4) Late coming on duty:

a) Ordinarily late coming on duty is not permitted, all staff members are expected to be five minutes before the commencement of scheduled duty hrs.

b) One shall only be treated as late on duty, if he/ she report for duty, after reporting time but not later than fifteen (15) minutes.

c) On being late, HOD of errant staff member to be informed to get an explanation on the prescribed format & send it to HR & Admin Department after obtaining comments/ recommendation of HOD & VP.

d) Permissions on ad-hoc basis may attract action against the concern HOD(S).

e) In exceptional circumstances employee may inform concerned HOD, on phone, regarding reasons for his/ her being late.

f) Errant employee shall be marked half (1/2) day absent for every three (3) late comings & one (1) days absent for every five (5) late comings & so on, during the calendar month.

g) Habitual late coming on duty shall attract disciplinary action as defined in approved Standing Orders of the company.

h) Employee reporting late on duty by sixteen (16) minutes or more shall be treated as half (½) day leave.

5) Late arrival after Lunch Break:

a) Late arrival after lunch break shall be dealt with, as per laid down penal provision of late coming.

b) Habitual late arrival after lunch break shall attract disciplinary action as defined in approved Standing Orders of the company.

6) Movement between Head Office & Divisions:

a) Employees who intend to leave the premises on official duty i.e. for company’s work at Head Office/ Division are required to produce a Gate Pass duly filled, complete & authorized by concerned VP(S) or as delegated, to Security Staff on duty at exit gate.

b) In the absence of VP(S), Office Administrator at Head Office, HOD-HR & Admin, Head Office at Division-I & HOD-HR & Admin at Division-II, may issue Gate pass on the recommendation of concerned HOD

c) Concerned employee, shall fill all columns of Gate Pass i.e. purpose of visit, proposed time out & time in, shall put up Gate Pass before getting signatures of the concerned authority.

d) Time taken in the visit shall be properly analyzed & accounted for by the concerned HR & Admin Department.

e) However, employees visiting Head Office & Divisions are also required to record his/ her Time in & Time out in the register available with Security Staff at Head Office/ Divisions.

7) Absenteeism:

a) No paid leave/ leaves shall be allowed during first month of joining the organization. Employee shall be treated as LEAVE WITHOUT PAY, even if leave/ leaves are sanctioned by concerned HOD.

b) Employees absenting from duty with out proper information or prior sanction of leave shall be dealt with penal provisions, as has been laid down in approved Standing orders or contract of employee with the company.

c) If need be, employee may avail Earned leaves or Casual leaves or Medical leaves (employees above ESI ceiling), as the case may be during the calendar year.

d) All above referred leaves are paid leaves.

e) HOD at his/ her discretion may sanction all paid leaves.

f) It is mandatory for an employee to give date of submission on the application. Leave applications with out date of submission are liable to be rejected.

8) Earned leave:

a) Every employee, who has worked for a period of 240 days or more in organization during a calendar year shall be allowed, during the subsequent calendar year, leave with wages for a number of days calculated at the rate of, one day for every twenty days of work performed by him during the previous calendar year.

b) In case of staff members leave shall be credited twice every year i.e. on first day of Jan, & July of calendar month each year.

c) Earned leave can be accumulated to a maxim of ninety (90) days.

d) An employee may apply in writing, to take all the leaves or any portion thereof allowable to him/ her during the calendar year, but not less than three (3) days before the date on which he/ she wishes to proceed on leave.

e) During a calendar year, an employee will be allowed to avail leave/ leaves to his/ her credit in whole or in multiples of one, but not more than on three (3) occasions.

f) Earned leaves cannot be clubbed with casual leave.

g) Availing fraction of one Leave is not permitted.

9) Casual leave:

a) An employee shall be allowed five (5) days casual leaves during a calendar year.

b) Availing leave in fraction (of half each) is permitted

c) Not more than three (3) days leave shall be allowed on one occasion.

d) Application for the grant of casual leave shall be submitted in writing at least a day in advance or in case of unforeseen circumstances application may be given immediately after return on duty however, information on phone is mandatory.

e) Casual leave cannot be combined with Earn, Medical or ESI leave/ leaves.

f) Casual leave cannot be en-cashed. Un-availed leave shall lapse if not availed during the calendar year.

10) Medical leave:

a) An employee (above ESI ceiling) shall be allowed ten (10) days medical leaves during a calendar year.

b) Medical leave can be accumulated to a maxim of ninety (90) days.

c) Medical leave can be availed up to a minimum period of one day.

d) Submission of Fitness certificate from a Medical Practitioners (Authorized by the company) is essential, if sickness exceeds more than three (3) days

11) ESI Leave:

a) Employees covered under ESI scheme may avail treatment benefit & sickness leaves (as per provisions laid down in the “Employees State Insurance Act, 1948”) from “Insurance Medical Officer” at ESI Dispensary.

b) Leaves so granted shall be without pay but reimbursement at specified rates per day basis is provided by ESI authorities to individuals.

12) Leave without pay (LWP):

a) Leave without pay (LWP) may be granted at the discretion of the Management in exceptional circumstances i.e. beyond control of an employee, only if there are no Earned leaves to the credit of employee.

b) LWP shall be subject to maximum limit of 30 days during a calendar year.

c) When on LWP, employee shall not earn any salary, allowances or perks for the period of absence.

d) LWP can only be sanctioned by concerned Vice President on recommendation of HOD.

13) Accident & disability leave:

a) Employee sustaining an injury, caused by an accident arising out of & in the course of his/ her employment, may on production of medical certificate be granted accident & disability leave up to a maximum of ninety (90) days during a calendar year. During such period he/ she shall be paid his consolidated salary per month.

b) Grant of this leave is subject to the condition that the accident is not occurred due to negligence or default or in defiance of instructions given to him/ her.

14) Maternity leave:

a) All female employees, not covered under ESI, and have put in minimum one (1) year of service shall be entitled to Maternity Leave for maximum of twelve (12) weeks on one occasion

b) During such period employee concerned shall be paid her consolidated salary per month.

c) Having two or more living children shall disallow a female employee of Maternity leaves.

NOV SARA INDIA PRIVATE LIMITED (Division I & II)

Late arrival/ absent report

Date : ____________

Name of employee : _______________________

Department : _____________________

Late by : _________ minutes

Reason of being late : _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Signatures: _________________

1) Recommendation of HOD : ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Signatures: _________________

2) Vice President: approved / not approved

Signatures: _________________

3) Action by HR & Admin Department

Date: __________ Signatures: ________________

HOD, HR & Admin Deptt.

NOV SARA INDIA PRIVATE LIMITED

Resignations & Terminations

: Standard Operating Procedures (SOP):

a) An employee who wants to leave the service for any reason, what so ever, shall be required to give three (3) months notice, in writing, as per terms laid down in the contract, with the company.

b) In case an employee is unable to give the required notice period, as prescribed above, he shall be required to pay in lieu of notice period an amount equal to his consolidated salary for such period by which the notice falls short of the notice period.

c) The Management, at its discretion may except such resignation, when received with immediate effect or with effect from any time before the expiry of notice period, with out being bound to pay for the notice period.

d) Staff members deserting the job shall be dealt with the provisions as has been laid down in approved Standing orders of the company & as per terms of contract with the company.

e) Termination of services will be as per conditions as has been laid down in appointment letter or recovery of salary in lieu there of.

f) On receipt of resignation from an employee, the company reserves the right to waive the notice period, either fully or partially and the employee will not be entitled for salary for the notice period thus waived.

g) During probation period, services of an employee can be terminated by giving one-day notice.

h) Probation period may be extended or dispense with earlier, at the discretion of Management. No explanation will be necessary on such actions from the Management.

i) Age of superannuation for an employee will be attaining the chronological age of 58 years complete thus services of an employee shall stand terminated on attaining age of superannuation.

j) HOD, HR & Administration shall initiate action regardless of what is mentioned above, the company may give one week’s notice or pay an amount equivalent in lieu of such notice period reserve the right to dismiss an employee whenever any of the following misconduct, by an employee is found.

If employee can not continue the services because of death, serious illness in excess of ninety (90) days/ would which has no chance of recovery for normal working or being arrested and found guilty.

If employee is found to be absent for more than eight (8) days during two months period or six (6) consecutive days any time during a calendar year, without any information or sanction of leave.

If employee is found to be absent for more than twenty five (25) days during a calendar year, with out any information or sanction of leave.

If employee is found to have joined the company with deceitful information. If employee acts are found destructive or violent in/out of the company. If employee destroys/ steals, intentionally, property of the company If employee gets Disciplinary Notices on more than three occasions during a

calendar year. If employee engages himself to work for any other person, firm or

organization in any capacity or engages himself in any private work. If work manner of an employee is adjudged by the company, as unsuitable to

perform a duty successfully and breach of trust of the company.

A. Subject to the provision of the Industrial disputes Act, as amended thereof, the employment of any permanent employee may be terminated by either party giving the other three (3) months notice or payment of three (3) months wages in lieu of notice.

B. The reasons for the termination of employment of a permanent employee shall be recorded in writing and unless such communication, in the opinion of the Management, is considered undesirable, in the interest of company.

C. The employment of a permanent employee found guilty of misconduct may be terminated by the company, in accordance with the provisions of the approved Standing Orders of the company.

D. Where the employment of any employee is terminated by or on behalf of the employer, the salary/ wages earned by him along with the salary/ wages for un availed Earned Leaves, at his credit, shall be paid before the expiry of the second working day, from the day on which his employment was terminated and in accordance with the provisions of the Payment of Wages Act, for the time being in force.

E. Service of any employee may also be terminated, if he/ she suffer from any disease which is contagious or infectious in nature, so as to render it unsafe and undesirable for other employees to work in his company, subject to the provisions of Employee State Insurance Act, 1948.

NOV SARA INDIA PRIVATE LIMITED

DICIPLINARY ACTIONS

: Standard Operating Procedures (SOP):

Scope:

The Company Disciplinary Procedure will be used only when necessary and as a last resort, where all possible methods, formal counselling or other good management practice will be used to resolve matters, prior to any disciplinary action taken. The procedure is intended to be positive rather than punitive but takes cognizance of the fact that same procedure to be applied in some circumstances.

Counselling:

Counselling is an attempt to correct a situation and prevent it from getting worse without having to use disciplinary procedure. Where improvement is required, the employee must be given clear guidelines as to:-

What is expected in terms of improving shortcomings in conduct or performance?

The time scales for improvement

When this will be reviewed

The employee must also be told, where appropriate, that failure to improve may result in to disciplinary action.

(A record of the counselling should be retained in their personnel file)

If during counselling should be adjourned & action to be initiated under the formal disciplinary procedure. it becomes clear that the matter is more serious, than the discussion

Acts for which censure/ fines may be imposed:

Below are listed examples of misconduct which may warrant either a Fine or a Verbal warning or a first written warning however, this list is not exhaustive and that on all occasions a full and proper investigation must be carried out prior to issue of a warning.

Manager or Supervisor I/C may take cognizance on minor misconducts.

Employee may be fined or alternatively be given a censure or warning notice, if found guilty of any of the under noted acts or omissions.

Habitual late arrival on duty or absence from duty without leave and without sufficient cause.

Negligence in work or neglect of work.

Entering or leaving the premises of the factory, except by the gate or gates provided for the purpose.

Absence without sufficient cause from appointed place of work or machine.

Breach of any rules or instructions for maintenance and running of any department and maintenance of its cleanliness

Failure to wear safety wears as provided by the employer.

Smoking or spitting within the premises of the factory except in place where smoking or spitting is permitted.

(Managers/ Shop Supervisors shall maintain a register at the shop recording therein incidents & reasons in details, as to why Fine was imposed, Censure was given, Verbal or Written warning was issued to an employee)

Procedure for Formal Investigation:

Formal investigations should be carried out by the most appropriate Manager who is not directly involved. This Manager may involve others to assist with the investigation process. All the relevant information should be gathered promptly as soon as is practicable after the incident. Statements should be taken from witness. Any physical evidence should be preserved and or photographed if reasonable to do so.

A report should be prepared which outlines the facts of the case. This should be submitted to the Chair-man who will decide whether further action is required. Where appropriate this report may be given to the individual.

Misconducts:

The Company may take disciplinary action against an employee, whenever any of the following misconduct by the employee is found & depending upon gravity of misconduct & findings of enquiry officer, may award dismissal/ wage cut/ demotion/ compensation for damages out of his/ her salary.

If an employee absented himself/ herself without any information or sanction of leave.

If behaviour of an employee is found to be immoral.

If employee does not follow instructions of the Superiors or uses abusive language towards his/ her Superiors.

If employee does not adhere to laid down rules & regulations of the company.

If reputation of the company is in jeopardy by the acts & deeds of an employee.

If employee, without the consent of the company, discloses and/ or publishes to outside party directly or indirectly information of confidential in nature such as Drawings, Technical specifications and financial information, which he/ she may come across during the course of his/ her employment with the company.

If employee indulges himself/ herself in anti company activities.

If employee wilfully inflicts damage on the company’s properties or loses the company’s properties.

If employee receives any presents, commissions, loans, advances, or any sort of gratification or benefit in cash or kind from any person, party, firm or company having dealing with the company.

If any other misconduct by the employee is found, as has been laid out in the approved “Standing Orders” of the company as follows: -

Wilful insubordination or disobedience, whether alone or in combination with another or other employees, of any lawful and reasonable order of a superiors.

Striking work either singly or with other employees, without giving due notice prescribed by law and rules having in force.

Inciting, whilst on the premises of the company, any employee to strike work. Theft, fraud or dishonesty in connection with the company business or

property. Taking or giving bribes or any illegal gratification, what so ever. Habitual absence without sanction of leave or absence without leave for more

than six (6) consecutive days. Late attendance repeated on not less than three occasions within three months. The collection or canvassing for the collection of any money, what so ever for

purposes not authorized by the Employer, with in the premises of the factory. Drunkenness, fighting, riotous or disorderly behavior or conduct likely to

cause breach of peace, or conduct endangering the life & safety of any other person or any act subversive of discipline and efficiency and any act involving moral turpitude, committed within the premises of the factory.

Negligence or neglect of work repeated on not less than three occasions with in six months.

Indiscipline or breach of any rules & regulations or instructions for the maintenance and running of any department or maintaining its cleanliness, repeated on less than three occasions within six months.

Smoking with in the premises of the factory except in place where smoking is permitted.

Spitting in the premises of the factory, except in place where spitting is permitted.

Damage to work process or to any other property of the factory. Failure to observe safety, instructions, unauthorized removal, interference or

damage to machinery guard’s fancing and other safety device installed in the premises of the factory.

Distributing or exhibiting, inside the premises of the factory any news paper, hand bills, pamphlets or posters without the previous sanction of the employers.

Refusal to work on another machine of the same type. Holding meetings inside the premises of the factory without previous

permission of the Employer. Disclosing, to any unauthorized person or persons, any information in regard

to the working or process of the factory, which comes into the possession of an employee during the course of his/ her employment?

Threatening or intimidating any employee within the premises of the factory. Gambling within the premises of the factory. Sleeping whilst on duty. In subordination, malingering, deliberate delaying of production or carrying

out of orders. Any habitual minor misconduct.

Suspension:

Suspension is a part of disciplinary action. The purpose of suspension is manifold and can be used as deterrent. When it removes a member of staff from the workplace pending an investigation, it allows time to cool down for both parties for their own and others protection, to prevent them influencing or being influenced by other possible interference. An order of suspension can only be passed by concerned Vice President.

An employee suspended from duty will receive written confirmation within three days, the reason for the suspension, the day and time from which the suspension will operate & the time scale of the ongoing investigation

Penalties for misconducts:

Any employee who is adjudged by the employer, on examination of the employee, to be guilty of gross misconduct is liable to be summarily dismissed without notice or compensation in lieu of notice, or alternatively to be suspended for a period not exceeding eight (8) days or to be fined, censured or warned in writing, demoted in rank or punished by stoppage of annual increment.

The order of punishment shall be in writing and must also briefly mention the reason on which it is based. The written order of punishment shall be communicated to the employee.

No order of punishment for misconduct shall be made, unless the employee concerned is inform in writing of the misconduct alleged against him and is given an opportunity to explain his/ her conduct & the circumstances alleged against him/ her. The explanation given by the employee shall be recorded in writing and he/ she shall be given opportunity to produce evidence, in his/ her defence.

To avoid any punishment under the Standing Orders, the employer shall take into account, previous record. of the employee & other extenuating circumstances that may exists.

Verbal Warning

A verbal warning is appropriate when it is necessary for the Manager in charge to take action against minor misconduct.

First Written Warning

A First Written warning is appropriate when:-

A verbal warning has not been heeded and the misconduct is either repeated or performance not improved as previously agreed.

An offence is of a more serious nature for which a written warning is more appropriate

The recurrence or accumulation of offence/offences if left will lead to more severe action.

Gross Misconduct

Misconduct considered to be gross misconduct and may attract final warning, demotion or dismissal from service of the company.

An employee offence is of a serious nature failing just short of one justifying dismissal. An employee persists in the misconduct which previously warranted a lesser warning.

Downgrading or Transfer to another Post

Dismissal

Dismissal is appropriate when: -

An employee behaviour is considered to be gross misconduct.

Employee misconduct has persisted exhausting all other lines of disciplinary procedure.

Warnings issued to employees shall be deemed to have expired.

SAMPLE OF MEMOS ISSUED BY NOV SARA INDIA PVT LTD

It’s the policy of NOV SARA INDIA to issue three memos to the employee who is absent without any information or sanction of leave.

FIRST MEMO

BY-REGD. POST

FAC/HRD/_____ DATE

Mr. ABC

S/O Mr. XYZ

Dehradun.

SUB: UNAUTHORISED ABSENTEEISM FROM DUTY.

It has been brought to our notice that you have been absenting from duty since __________ till date without any information or prior sanction of leave.

In this regard we would like to draw your attention that the act of absenteeism from duty without information or prior sanction of leave is not in the interest of discipline and termed as misconduct under Service Rules and Standing Orders of the company which warrants disciplinary action. Further in terms of clause 9.3(iii) of the terms and conditions of your

appointment letter also stipulates that “unauthorised absence from duty beyond a period of 5 days” attracts termination form the services.

You are, therefore, directed to report for duty immediately within three days along with your written explanation from the date of receipt of this letter, failing which an appropriate disciplinary action will be initiated against you.

For NOV SARA INDIA PRIVATE LIMITED.

MR. P.K DHAWAN

VICE PRESIDENT (COMM.)

SECOND MEMO

BY-REGD. POST

FAC/HRD/_____ DATE

Mr. ABC

S/O Mr. XYZ

Dehradun.

SUB: UNAUTHORISED ABSENTEEISM FROM DUTY.

Further to our letter dated _________ wherein you were directed to report for duty within three days upon receipt of the letter because of your unauthorised absenteeism without information or prior sanction of leave, which you have neither responded nor reported for duty so far.

In view of the above, you are once again directed to report for duty immediately within three days along with your written explanation from the date of receipt of this letter, failing which the Management will presume that you have deserted the job and no more interested to work with the company. Accordingly, your name will be struck off from the Roll of the Company without making any further reference to you.

For NOV SARA INDIA PRIVATE LIMITED.

P.K DHAWAN

VICE PRESIDENT (COMM.)

THIRD AND THE LAST ONE

BY-REGD. POST

FAC/HRD/_____ DATE

Mr. ABC

S/O Mr. XYZ

Dehradun.

SUB: UNAUTHORISED ABSENTEEISM FROM DUTY.

Further to our letter dated _________ wherein you were again directed to report for duty within three days from the date of receipt of the said letter because of your unauthorised absenteeism without information or prior sanction of leave, which you have neither responded nor reported for duty so far as the same has not returned undelivered.

In view of the above, the Management has drawn the presumption that you have deserted the job and no more interested to work with the company. Accordingly, your name has been struck off from the Roll of the Company since ___________. The details of Payable / Recoverable will follow shortly.

For NOV SARA INDIA PRIVATE LIMITED.

P.K DHAWAN

VICE PRESIDENT (COMM.)

QUESTIONNAIRE ON ABSENTEEISM

1) Age:

a) 20-25 b) 26-30 c) 31-35 d) 36-40 e) Above 40

2) Monthly Income:

a) Up to 10,000 b) 11,000-20,000 c) 21,000-30,000 d) above 31,000

3) Cadre:

a) Astt. Grade b) Supervisor c) Officer d) Astt.Manager e) Deputy Manager f) Manager g) Super Manager

4) Marital status:

a) Single b) Married c) Widower d) Divorced

5) How is your work environment?

a) Good b) satisfactory c) Bad

6) Are you required to work over time?

a) Yes b) No

7) If yes, how many hours on an average you work over time?

a) 1 hr b) 2hr c) 3hr d) more than 3hr

8) Are there adequate welfare facilities provided?

a) Yes b) No

9) Are you happy/ satisfied with your work?

a) Yes b) No

10) For what reason you take leave?

a) Sickness

b) Lack of interest in Job

c) Poor working conditions

d) Long working hours

e) Personal reasons

11) Is your work monotonous?

a) Yes b) No

12) Do you have options of job rotation?

a) Yes b) No

13) How often do you take leave in a month?

a) 1 days b) 2 days c) 3 days d) above 3 days

14) How do you rate your relationship with your superior?

a) Satisfied b) Highly satisfied c) Dis-satisfied

15) In your opinion, how absenteeism can be controlled?

a) Change management styleb) Change working conditionsc) Provide incentivesd) Develop an attendance policye) Others (specify) ____________________

16) Which factor will motivate you to attend regularly?

a. Good employer relationsb. Work environmentc. Future prospectsd. Recognition of worke. Incentives and bonus provided based on performance.

ANALYSIS OF QUESTIONAIRE

1. Age:

Particulars No. Of respondents Percentage

20-25 10 31%

26-30 6 19%

31-35 6 19%

35-40 2 6%

Above 40 8 25%

Total 32 100%

INTERPRETATION

From the above graph it is observed that 31% of the employees are from 20-25 age group,

25% are 41 and above, 26-30 and 31-35 are 19% and rest are from 35-40.

Thus it can be concluded that majority of the employees in the company are either in 20-25

age or 41 & above.

2. Monthly Income:

Particulars No. Of respondents Percentage

Up to 10000 4 12%

11000-20000 20 63%

21000-30000 6 19%

Above 30000 2 6%

INTERPRETATION

From the above graph it is observed that maximum of the employees that is 63% are getting

salary between 11,000-20,000, 19% of the employees are getting 21,000-30,000, 12% are

getting upto 10,000 and 6% are getting 31,000 and abobe.

So it can be concluded that minimum employees are getting high salary and maximum are

getting between 11,000 to 20,000.

3. Cadre:

Particulars No. Of respondents Percentage

Astt. Grade 2 6%

Supervisor 10 41%

Officer 14 29%

Astt. Manager 2 6%

Deputy manager 2 6%

Manager 2 6%

Supermanager 2 6%

INTERPRETATION

From the above graph it can be observed that 41% of the employees are at officer rank, 29%

are at supervisor rank and all other ranks are getting 6%. So we can say that maximum

persons are working at officer rank and then as supervisor.

4. Marital Status:

Particulars No. Of respondents Percentage

Single 14 44%

Married 16 50%

Widower 0 0%

Divorced 2 6%

INTERPRETATION

From the above graph it can be observed that 50% of the employees of the company are

married, 44% are singels and only 6% are divorced.

5. How is your work environment?

Particulars No. Of respondents Percentage

Good 18 56%

Satisfactory 14 44%

Bad 0 0%

INTERPRETATION

From the above graph it can be observed that 56% of the employees likes their work

environment, 44% says that it satisfactory. Thus it can be concluded that employee likes their

working env. and nobody dislikes .

6. Are you required to work over time ?

Particulars No. Of respondents Percentage

Yes 22 69%

No 10 31%

INTERPRETATION

From the above graph it can be observed that 69% of the employees are required to work

overtime and 31% does not work overtime. Thus we can conclude that maximum of the

employees are doing overtime in the company.

7. If yes, then:

Particulars No.of respondents Percentage

1 Hr 12 55%

2 Hr 6 27%

3 Hr 4 18%

More than 3 Hr 0 0%

INTERPRETATION

From the above pie chart we can say that 55% of the employees are working for 1hr as

overtime and 27% for 2 hrs and 18% for 3 hrs. Nobody is working for more than 3hrs as

overtime

8. Are there adequate welfare facilities provided?

Particulars No. of respondents Percentage

Yes 22 69%

No 10 31%

INTERPRETATION

From the above pie chart we can say that 69% of the employee’s believes that company is

providing them adequate welfare facilities and 31% said no. Thus it can be concluded that

maximum employees are satisfied with the provided welfare facilities but still company

cannot neglect those 31% of employees, so management should take some steps in order to

satisfy those 31% employees also.

9. Are you satisfied/happy with your work?

Particulars No. of respondents Percentage

Yes 23 70%

No 9 30%

INTERPRETATION

From the above pie chart we can say that 70% of the employees are satisfied with their work

and 30% are not satisfied. So it can be said that maximum of the employees are satisfied with

their work.

10. For what reason you take leave?

Particulars No. Of respondents Percentage

Sickness 18 64%

Lack of interest in job 4 14%

Poor working conditions 0 0%

Long working hours 0 0%

Personal reasons 12 22%

INTERPRETATION

From the above chart we can say that 53% of the employees take leave because of sickness,

35% because of personal reasons and 12% for lack of interest in the work. Nobody says poor

working conditions and long working hours.

11. Is your work monotonous?

Particulars No. Of respondent Percentage

Yes 16 50%

No 16 50%

INTERPRETATION

From the above chart we can say that 50% of the employees feel that their work is

monotonous while rest 50% does not think so.

12. Do you have options of job rotation?

Particulars No. Of respondents Percentage

Yes 12 38

No 20 62

INTERPRETATION

From the above chart we can say that 38% of the employees says that they have the options

of job rotation while 62% says no. So it can be concluded that maximum of the employees

are doing monotonous work.

13. How often do you take leave in a month?

Particular No. Of respondents Percentage

1 day 32 100%

2 days 0 0%

3 days 0 0%

More than 3 0 0%

INTERPRETATION

From the above chart we can say that every employee is going for one day leave in a month

not more than that. So 100% of the employees take one day leave in a month.

14. How do you rate your relationship with your superior?

Particulars No. Of respondents Percentage

Satisfied 23 70%

Highly-satisfied 9 30%

Dis-satisfied 0 0%

INTERPRETATION

From the above chart we can say that 70% of the employees are satisfied with their

relationship with the superiors and 30% are highly satisfied. Nobody is dis-satisfied.

Thus it can be concluded that at NOV SARA pvt India Ltd there are good relationship

between the superior and the subordinates.

15. How absenteeism can be controlled?

Particulars No. Of respondents Percentage

Change management style 2 6%

Change working conditions 4 12%

Provide incentives 4 13%

Develop an attendance policy 14 44%

Other 8 25%

INTERPRETATION

From the above data, 44% of the employees says that absenteeism cam be controlled by

developing an attendance policy, 25% are in favour of some other reasons which are not in

the list, 13% said provide incentives, 12% said change working conditions and rest said

change management style. So maximum are in favour of developing an attendance policy.

16. Which factor will motivate you to attend regularly?

Particulars No. Of respondents Percentage

Good employer relations 2 6%

Work environment 8 25%

Future prospects 6 19%

Recognition of work 10 31%

Incentives and bonus provided based on performance

6 19%

INTERPRETATION

From the above data, we can say that 31% of the employees think that recognition of work,

25% said that work environment, 19% said that good employees relations and incentives and

bonus provided for performance and 6% said that future prospects factors are responsible for

motivating an employee to attend regularly.

CONCLUSION

Finding and analysis reveals the following conclusion:

Almost 31% of the employees working at NOV SARA INDIA Pvt. Ltd. are above 40

age and 25% are between 20 to 25 age group.

Maximum, 63% of the employees are drawing income between11,000-20,000 and

only 6% are at the top level.

56% of the staff believes that their working conditions are good , 44% said

satisfactory and 0% said bad.

69% believes that company is providing them adequate welfare facilities and 31%

does not think so.

70% of the employees are fully satisfied with their work and 30% are not satisfied.

According to 53% of employees, sickness is the reason of absenteeism, 31% thinks

personal problems are the reason of being absent , 12% thinks that lack of ineterst can

also be a reason of absenteeism.

At NOV SARA INDIA Pvt. Ltd. 100% of the employees are taking only one day

leave in a month.

70% employees have good relations with their superior whereas 30% hav excellent

relationship with their superior.

44% thinks that developing an attendance policy can be used as a control measure for

absenteeism whereas 25% thinks that providing incentives and rewards based on

performance can be used to control absenteeism.12% thinks that change in working

conditions and 6% thinks that change in management style can be fruitful.

RECOMMENDATION AND SUGGESTIONS

Proper working conditions in the factory, so that worker can devote their full effort

and energy in achieving the production goals assigned to them by management.

Adequate wages as that worker may be satisfied and will be able to fulfil their daily

needs and they will not go to search for another wags of earning money this will help

him to concentrate more on a particular more and thus they will be able to do the job

more effectively and efficiently.

Protection from accident and sickness. This enables the worker to feel free from this

factor and they can utilise their full energy for the well being of the organisation.

Facilities for obtaining leave for rest by this the management will be able to know in

advance that how many workers would take leave on a particular day. This will

enable the management to avail extra manpower for that day so that the production

goal can be achieved uninterruptedly.

The personal management should encourage notifications, especially in cases of

sickness when the duration of absence is likely to be long.

To reduce unavoidable absence like sickness or industrial accidents, programmes of

industrial hygiene and safety should be strengthened.

Regularity in attendance and be encouraged to some extent by the offer of bonus or

pecuniary inducement.

Adaption of well defined recruitment procedures.

Management should recognise the needs of the employees and offer them cheap and

adequate housing facilities, or subsidised food, free medical aid and transportation

facilities to and from their residence, free educational facilities to their children’s and

other monetary & non-monetary benefits.

An incentive provides an employee with a boost to their motivation and avoids

unnecessary absenteeism. Incentives like two hours of bonus pay for every month of

perfect attendance can improve a lot.

BIBLIOGRAPHY

PRIMARY SOURCE

HRD procedures of NOV SARA HRD- K. Ashwathappa

H.L Kumar (Labour Management forms and precedents)

Principles of Management- By R.N Gupta

SECONDARY SOURCE

www.google.com www.citehr.com

www.hrcommunity.com

www.novsara.com

www.hrindia.com