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I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
I t l(sonalika)
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I t l(sonalika)

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H.R (mgt.)

H.R (mgt.)

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  • 1. INTERNATIONAL TRACTER LTD. <br />Project :-<br />ABSENTEESM<br /> &<br />LABOUR TURNOVER<br />
  • 2. INTRODUCTION <br />TO <br />THE COMPANY<br />
  • 3. History & An Overview Of The Group<br />
  • 4. History :-<br />Established in 1969, Sonalika group from the very beginning has tried to understand customer need.<br />Sonalika has state of manufacturing ,spread in acres, located at Hoshiarpur and tax free zone in H.P. It is the one of the top 3 tractor manufacturing companies in India . Othes products include of, Multi utility vehicles, engines and various farm equipments . It is also one of the few debt free companies. Group has strength of about 2000 employees & technocrats. As we step in to our fifth decade of existence, we continue to lead the development.<br />Tractor & Car plants work in 2 to 3 shifts depending upon volume of work for maximum production. We have ventured in to automobile sector with the launching of RHINO –MUV to write another success story. <br />
  • 5. Overview Of The Group <br />Main Group Units of the company:<br />International Tractors Ltd. (ITL)<br />Sonalika Agro Industries Corporation<br />International Cars & Motors Ltd. (ICML)<br />International Autotrac Finance Ltd. (IAFL)<br /> International Tractors Limited was incorporate on October 17, 1995 for the manufacture of Tractors and has since then built a distinct position for itself in the Tractor industry. ITL is manufacturing various Tractors of Sonalika brand between 30 H.P to 90 H.P, and CLASS brand between 70 hp to 90hp. their maximum pulling power, minimum fuel consumption and low emission. <br />
  • 6. These tractors are also exported to various countries including South Africa, Australia, Zimbabwe, Sri Lanka, Canada, Bangladesh, Algeria, Ambia, Senegal, Ghana etc.<br /> The corporate philosophy embedded in trust, quality and commitment has helped the group to carve out a niche for itself in the highly competitive world of Machinery. Sonalika is the fastest growing tractor company .<br />
  • 7.  <br />WHAT DRIVES US <br /> <br />VISION STATEMENT<br />The Dream Project of Sonalika group is to cater the agricultural and auto industry with quality abrasive products through untiring dedication and leadership.<br />MISSION STATEMENT<br />We pay personal attention to our customers so that, we can build products they need, and not merely sell the products we build. <br />
  • 8. Products<br />Some products of International Tractors Ltd<br />DI-750III<br />DI-730 III<br />DI-745III<br />DI-55<br />DI-730 II<br />DI340S<br />DI-75 2WD<br />DI-750II<br />DI-732III<br />DI-75 4WD<br />DI-750<br />DI-732III<br />
  • 9.  HRM practicesHuman ExcellenceThe Company has established an Excellency Centre with a view to develop human excellence. The centre focuses on three types of training and development activities.<br />Functions of HRD <br /><ul><li>Manpower Planning
  • 10. Recruitment and selection of employees
  • 11. Employee Motivation
  • 12. Employee Evaluation
  • 13. Industrial Relation
  • 14. Provision of Employee Services</li></li></ul><li>Quality Assurance<br />
  • 15. MILESTONES<br /><ul><li>2007</li></ul>Joint Venture between ITL and MAGMA , August 2007.<br /><ul><li> 2007</li></ul>New variant of RHINO RX<br /><ul><li>2006</li></ul>Market Launch of RHINO (MUV)<br /><ul><li>2004</li></ul>Opening of in Sonalika group ICML<br /><ul><li>2003</li></ul>Started export of tractors to Africa & Asian subcontinents<br /><ul><li>2000</li></ul>Entered into Joint venture with Renault (Class,) from Germany agricultural<br /><ul><li>1997</li></ul>Entered into Manufacturing of tractors<br /><ul><li>1969</li></ul>Modest beginning into farm equipment and machinery manufacturing<br />
  • 16.
  • 17. STUDY OF ABSENTEEISM <br />WHAT IS ABSENTEEISM?<br />Absenteeism is a habitual pattern of absence from a duty or obligation. <br />The rate of absenteeism is defined as :-<br />No of maydays lost due to absence<br />Absenteeism= _____________________________ * 100<br />No of maydays scheduled to work<br />WHAT IS TURNOVER? In economics, turnover refers to the rate at which an employer,gains and loses staff. If an employer is said to have high turnover, then it may hire people often. The high <br />turnover can be a risk to the business due to lost skills and knowledge. <br />
  • 18. REASONS FOR HIGH RATE OF ABSENTEEISM & TURNOVER<br />How employees report absence <br />1. Colds/flu<br />2. Stomach upset/food poisoning<br />3. Headaches/migraines<br />4. Back problems<br />5. Stress/emotional problems/personal problems<br /> In managers' own opinion<br />1. Colds/flu<br />2. Stress/emotional problems/personal problems<br />3. Monday morning blues/extending the weekend<br />4. Low morale/boring job <br />5. Childcare problems/family sickness <br />
  • 19. REASONS FOR ABSENCES AS REPORTED BY WORKERS<br />REASONS FOR TURNOVER AS REPORTED BY WORKERS<br />Relationship with Boss<br />Overtime Available on<br />Another Job<br />Poor Overall Job Management<br />Poor Planning<br />Poor Craft Supervision<br />Inadequate Tools and Equipment<br />Excessive Surveillance by Owner<br />Unsafe Working Conditions<br />Excessive Rework<br />Travel Distance<br />Poor Craft Supervision<br />Poor Overall Management<br />Personal and Family Illness<br />FACTORS AFFECTING WORKPLACE ATTENDANCEAssociated Workplace Climate FactorsOrganizational and Workplace Factors Social and Societal InfluencesIndividual Factors<br />
  • 20. EFFECTS OF ABSENTEEISM <br /> <br />Increased Costs<br />Lower morale<br />Increased workloads<br />Frustrated managers and supervisors<br />Loss of productivity<br />Non achievement of objectives<br />Reduced provision of services<br />Decreased product quality<br />Increased training costs and loss of key skills and personnel<br />Increased supervisory and administrative costs<br />Adverse public perception and confidence<br />Adverse effects on consumers<br />Workers loss wages for unauthorized absence from duty<br />Regular flow of work in the factory is disturbed<br />
  • 21. Types of interventions to reduce workplace absenteeism<br />PROCEDURAL<br />PREVENTIVE<br />RE-INTEGRATIONThe model (derived from Veer man, 1990) is represented as:-<br />
  • 22. CONTROL OF LABOUR TURNOVER<br />Use of proper tests & interviews in selection of employees.<br />Proper orientation & training of employees<br />Better pay & good working conditions<br />Promotion from within & other career opportunities.<br />Security of service.<br />Introduction of incentive plans.<br />Employee welfare schemes.<br />Provision of retirement benefits.<br />Proper job design, & work scheduling to match skills with job requirements.<br />
  • 23. DATA ANALYSIS <br />
  • 24. Reason for absence or leave?<br />
  • 25. Distance between place of stay & work place(Kms)?<br />
  • 26. Satisfaction with working conditions?<br />
  • 27. Basis of incentives provided to workers those having high:<br />
  • 28. Extent of Job Satisfaction<br />
  • 29. FINDINGS OF THE STUDY <br />
  • 30. FINDINGS<br />After doing analysis of collected data, findings that arrived are: -<br />From the analysis of questionnaire we found that main reasons of absenteeism are:<br />Family Matters <br />Personal Health of employee.<br />Visit to native place.<br />Poor management System<br />Alcoholism & Gambling<br />Lack of Interest<br />
  • 31. CONCLUSION<br />
  • 32.  CONCLUSION<br />  <br />Finally, we can conclude that Indian labor market is concerned with satisfying their basic needs of cloth, house & food. The main reason of their leave from work is Health of Family Matters & their own health. It reduces productivity & disrupts the flow of work. To control absenteeism & labor turnover, org should provide:<br /> <br />Special Bonus & Incentive Schemes for Extra work.<br />Behavior of management should be co-operative with labor. <br />Management should provide Health & Safety programmes to workers.<br />
  • 33. Queries ?<br />
  • 34. Thanks *<br />

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