Professional Documents
Culture Documents
Project Report of Nov Sara
Project Report of Nov Sara
“ABSENTEEISM” At
NOV SARA INDIA Pvt.
Ltd
DEHRADUN
MBA 2009-11
PREFACE
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.
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
word, on the other hand one can make a simple expression of gratitude”
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
RESEARCH METHODOLOGY
COMPANY PROFILE
PRODUCTS MANUFACTURED
CONCEPT OF ABSENTEEISM
OPERATING PROCEDURES
QUESTIONNAIRE
ANALYSIS
BIBLIOGRAPHY
RESEARCH METHODOLOGY
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
For this dissertation the data was collected from both the sources.
Secondary data – Data were collected from documents, records, Journals, Internet, text
books and company past records etc.
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.
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
Percentage = ----------------------------------------------------------
About NOV:
Dehradun (Uttrakhand)
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
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)
• Hydraulic Output: 2,500 psi (172 bar) or 35 gpm (160 litters per minute)
3. Swivel Joint
4. Pup Joints
Available with integral or welded union end connections from 10,000 to 15,000 PSI NSCWP
for standard and sour service.
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
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
Material
NOV Sara unions are manufactured from steel forgings
using materials appropriate to specific pressure ratings.
End Connections
NOV 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 Services
Sour service is available and all H2S service parts of NOV
Sara unions conform to the latest NACE specifications.
Interchange ability
All NOV Sara union components of the same size and figure
number are Weco interchangeable. All NOV Sara union nuts
have 3 hammer lugs.
Traceability
NOV Sara unions are supplied with full traceability
documentation for each component.
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
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
Adapter Spools
Spacer Spools
ABSENTEEISM
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.
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
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.
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?
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:-
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. .
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.
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.
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.
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.
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.
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.
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.
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:-
c) Lead a calm, clean and health life, based on a firm ethical foundation.
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.
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
• 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.
• 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.
• 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).
• 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.
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
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.
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).
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.
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.
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.
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.
9) Casual leave:
a) An employee shall be allowed five (5) days casual leaves during a calendar year.
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.
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.
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.
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.
c) When on LWP, employee shall not earn any salary, allowances or perks for the period
of absence.
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.
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)
Date : ____________
Department : _____________________
Signatures: _________________
1) Recommendation of HOD :
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
____________________________________________________________
Signatures: _________________
Signatures: _________________
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.
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.
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.
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
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:-
The employee must also be told, where appropriate, that failure to improve may result
in to disciplinary action.
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.
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.
Entering or leaving the premises of the factory, except by the gate or gates provided
for the purpose.
Breach of any rules or instructions for maintenance and running of any department
and maintenance of its cleanliness
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)
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 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.
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
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.
A verbal warning has not been heeded and the misconduct is either repeated or
performance not improved as previously agreed.
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.
Dismissal
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
Dehradun.
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.
BY-REGD. POST
FAC/HRD/_____ DATE
Mr. ABC
Dehradun.
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.
P.K DHAWAN
BY-REGD. POST
FAC/HRD/_____ DATE
Mr. ABC
Dehradun.
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.
P.K DHAWAN
1) Age:
2) Monthly Income:
3) Cadre:
4) Marital status:
a) Yes b) No
a) Yes b) No
a) Yes b) No
a) Sickness
e) Personal reasons
a) Yes b) No
a) Yes b) No
1. Age:
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:
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:
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:
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?
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 ?
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:
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?
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?
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?
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?
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?
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?
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?
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?
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?
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
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
SECONDARY SOURCE
• www.google.com
• www.citehr.com
• www.hrcommunity.com
• www.novsara.com
• www.hrindia.com