INTRODUCTION:

1.1

HUMAN RESOURCE MANAGEMENT AND EMPLOYEES ABSENTEEISM

Michael J. Jucius defined personal management as The field of management,

which has to do with planning, organizing, directing and controlling the functions of
procuring, developing, maintaining and utilizing a labor force.
Human Resources Management is the central sub system of an organization and
it permeates all type of functional management. Personal management is concerned with
employees both as individuals and as groups in attaining goals. It is also concerned with
behavior, emotional and social aspects of personal.
Employees presence at work place during schedule time is highly essential for
the smooth running of the production process in particular and organization in general.
Despite the significance of employee presence, employee some time fails to report at
work place during schedule time, which is known as absenteeism.
Acc to Websters dictionary:
Absenteeism is the practice or habit of being an absence and an absentee is one
who habitually stays away.
Acc to the labour bureau simla,
Absenteeism is the total man shifts lost because of absences as a percentage of
the total number of man shifts scheduled to work
Absenteeism in Indian industry is not a new phenomenon the royal commission
on labour reported, High absenteeism prevails among industrial labor mainly due to
their rural orientation.

Managing Absenteeism : Absenteeism is unavoidable, what could be done to

control and minimize its occurrence. Education and counseling, working conditions,
incentives sceames, motivation and moral have suggested mechanism to manage
absenteeism. Personal factors, job factors, environmental factors causes for the
absenteeism. The labour bureau does not regard absence from work due to authorized
vacation, privilege leave, and strike, lock out, lay off post facto regularized period of
over stay following un authorized leave as absenteeism. The labor department,
government of India defines Absenteeism as the total man shifts lost because of
absentees as a percentage of the total number of man shifts schedule

1.2

NEEDS OF THE STUDY

In every company the employees absenteeism play an important role. The
company should reduce the absenteeism to improve the production and promote
the well being of the employees.
These measures the company should improve the working conditions of the
employees and improve the production.
The business mission of Kakatiya Textiles Ltd is to create an environment in
which employees would grow to their full potential.
The company should increase the upward communication in this company.

1.3

OBJECTIVES OF THE STUDY

To know the procedures and policies followed in the kakatiya textile ltd

To study the reasons for absenteeism in the kakatiya textile ltd

To evaluate the working conditions in the company

To understand leave facilities

To revise the opinion of the employees according to their management

To cram the employees grievances in the organization

1.4

SCOPE OF THE STUDY

The scope of the study covers the reasons for the employees absenteeism and

measures in the production and productivity in kakatiya textiles limited the sampling
units at company are restricted to staff and employees.
The overall sample is taken as 120 employees. The project
Covers information related to KTL Limited at Nallabandagudem.
The study has taken place among the top level management and middle, lower
level management.
Laid upon the supervisory as well as workmen cadre this study is aimed at
analysing the factors contributing to the employees absenteeism of employees that
enhance the performance of the organization.

1.5

METHODOLOGY OF THE STUDY:

METHODOLOGY OF THE STUDY

The researcher was mainly based on two sources of the data via,
1. primary source
2. secondary sources
PRIMARY SOURCES:
The primary source of data is applied for getting the required and relevant
information directly from the department heads and in the course of discussion with
Executives. The following are the data collected through primary sources.
a) Type of welfare measures provides under Hindustan Shipyard Limited.
b) Refreshment courses conducted in the technical institute.
c) About the course covered through discussion with the employee and through
questionnaires.
SECONDARY SOURCES:
The secondary source of data was collected through obtaining records and files
from the Administrative Building of HSL. And the institutional guide gave us the
remaining necessary information and the staff relating to Administration gave me all the
necessary information to complete the study.
SAMPLE SIZE
Sample size 100

DATA COLLECTION
There are two types of data to collect information relating to the concerned topic.
Primary Data
Secondary Data
For this project, primary data was collected from the employees of various
departments inside the plant. Secondary data is such data, which is already published,
collected for some purpose other than the one confronting the researcher at a given p
(Point of Time)
For this project, the secondary data was collected from the RINL website, library,
annual calendars, past documents related to training and development of the HR
department.
Data Collection

Primary Data

Secondary

Data

Questionnaire

Informal
Talk

Records

Manuals

Reports

Dissuasion

DATA ANALYSIS:
The data derived from primary and secondary sources are used simple random
sampling.

DEFINITION OF SIMPLE RANDOM SAMPLING:Simple random sampling is the most intuitive sampling approach. If every
household in the population has some unique identifier, such as a number or the name of
the head of the household, and you know how many households you want to include in
the survey sample, then you could simply write this identifier for each household on a
separate piece of paper, put all the pieces of paper in a bag, shake well, and draw as
many from the bag as you need to achieve your intended sample size. This is simple
random sampling.
Simple Random Sampling:

Involves selection of households which is independent and random

Is the basis for most statistical theory, that is: The most common methods to
calculate p values and confidence limits, The output from most statistics
computer programmes assume simple random sampling

Some Definitions:
Before I can explain the various probability methods we have to define some basic
terms. These are:

N = the number of cases in the sampling frame

n = the number of cases in the sample

f = n/N = the sampling fraction

Formula of simple random sampling:

Sample mean = x = ( xi) / n

C = the number of combinations (subsets) of n from N

1.6

LIMITATIONS OF THE STUDY

The study is subjected to limitation of resource and time.

The out come may not be 100% correct, because the term employee
absenteeism is related to the behaviour of the employees and it is also not
easily measurable.

The stipulated period for the project work is only two months. The time
was short for doing a detailed analysis of company.

Limited cooperation from office because of the routine work.

INDUSTRY PROFILE
HISTORY OF TEXTILES INDUSTRY:
Indian textile tradition is the world's oldest textile tradition. The origin of Indian
textile can be traced back to the days of Indus valley civilization. The fragments of
cotton material originating from Gujarat found in the Egyptian tombs support that
discovery. There are occasional comments about the textile craft in most of the ancient
Indian writings as well. Indian textile was also exported to various countries since time
immemorial. The history of vijayanagar empire (ad 1504), one of Indias celebrated
dynasties emphasize that textile was an important trade. Indian geography, climate,
social customs, availability of the raw material etc defines the art of Indian textile.
Manufactured and exported to various countries, Indian textile has found a place in the
global market. In an extensive range, variety and the textile products are offered, at
economic prices.

INDIAN TEXTILE INDUSTRY

Indias Textile Industry Targeting US$ 85 Billion Textile Production and US$ 50
Billion Exports by 2009-2010 And Implementing US$ 20 Billion Growth Plan for
Rapid Growth Through Expansion & Modernization of 3000 Textile Mills
The Indian textile industry has targeted to achieve US$ 85 billion textile and
clothing production, with exports accounting for US$ 50 billion in financial year 20092010. Indias textile industry is currently producing US$ 40 billion worth textile and
clothing with US$ 17.11 billion revenue coming through exports achieved in financial
year 2005-2006, which is a substantial jump of 30% over the textile exports of US$ 13
billion achieved in financial year 2004-2005.

For the year 2006-2007 the Indian government has set an export target of US$
19.73 billion for textile and clothing exports. The Indian Governments US$ 20 billion
textile growth fund, offering soft loans, with a 5 percent subsidy in interest rates, will be
extended till financial year 2009-2010, to spur Indias textile industrys growth plan,
which will enable the Indian textile industry to achieve the targeted production of US$
85 billion and exports of US$ 50 billion by 2009-2010.

INDIAN TEXTILE INDUSTRYS MASSIVE GROWTH PLAN

The Indian textile industry has embarked on an investment programme of US$ 31
billion, for the financial year 2009-2010 buoyed up by higher investments, production
and exports in the post-quota regime reflecting the resurgent mood of the Indian textile
industry. The Indian Government has raised the bar on export target for textiles and
clothing to US$ 115 billion by the terminal year of the Eleventh Five Year Plan Period
(2011-2012). Indias Textile Minister, Mr. Shankersinh Vaghela, cited the upsurge of
investments in textile sector. Such investments in the textile sector during the last two
years have been witnessing a secular increase, he said adding that investments in year
2006 were estimated at US$ 6 billion.
The Indian Government is committed to providing the Indian textile industry
with adequate infrastructure facilities and the scheme for integrated textile parks
announced after the merger of two existing schemes had been widely received by the
industry. As many as 26 integrated parks have been sanctioned with a project cost of
Rs 2,430 crore involving investments of more than Rs 2,400 crore and additional
employment generation of more than five lakh persons. The Indian Government was
providing a grant of Rs 866 crore for the sanctioned project. Indian Governments
Technology Upgradation Fund Scheme for modernization of textile mills has been

extended till 2007 and total investment from this scheme from April 1999 to July 2006
has been Rs 44,686 crore.

INDIAS COTTON PRODUCTION

With a record bumper cotton crop projected for financial year 2006-2007, India
is poised to export about 50 lakh bales (of Rs 170 kg) against 47 lakh bales exported in
financial year 2005-2006, according to Indias Textile Minister, Mr Shankersinh
Vaghela. Indias Textile Ministry has directed the Cotton Corporation of India (CCI) to
be ready to purchase cotton in any State at minimum support price (MSP) the moment
prices dip to the MSP-level. If cotton prices increase above MSP, CCI would purchase
the commodity at commercial prices so that the growers could get remunerative prices
for their produce. Except in Andhra Pradesh, the current cotton prices are 3.11 per cent
above the MSP. At present, CCI is purchasing cotton, wherever required, at prices
higher than MSP.
Indias State of Gujarat has seen cotton production continuously go up from 30.5
lakh bales to 89 lakh bales between 2002-2003 and 2005-2006 and to 100 lakh bales
expected in 2006-2007. The area under cotton cultivation has increased by 4 per cent
during 2006-2007, to 92 lakh hectare. Indias consumption of cotton has increased by 28
per cent between 2002-03 and 2005-2006, from 169 lakh bales to 217 lakh bales and
now to 235 lakh bales.

INDIAS APPAREL EXPORTERS RECORD DRAMATIC GAINS IN

POST-QUOTA TRADING ENVIRONMENT
Indian apparel companies have achieved dramatic success in the first year of
quota-free trade, according to Indias Textile and Apparel Industry. Opportunities for
Sourcing and Collaboration, a new research report from Textile Intelligence, U.K. says.
Although China has made bigger gains in market share, India looks set to be one of the
worlds biggest locations for outsourcing textiles and apparel in the future, now that

quotas have been eliminated and the Indian economy has been opened up to the outside
world.
The strong international competitiveness of Indias textile and apparel industry
can be attributed to a number of major factors. Prominent among these, according to the
new report, is the fact that India has a complete supply chain from fibers to finished
products. At the start of the supply chain, India is one of the worlds biggest suppliers of
raw cotton. At the end of the chain, India is capable of supplying large volumes of
apparel and home textiles and the quality of its products in improving all the time.
The Indian textile industry is vertically integrated and new technology is being
installed at an ever expanding rate. Added to that are Indias low labour costs, its
experience, entrepreneurship and strong design skills, and its large domestic market,
which cushions export risks. Exports have been helped by Indian Government which is
highly supportive of Indian textile exporters.
The Indian textile industry is also highly flexible, says Textiles Intelligence, U.K.
research study. Large firms are able to export basic apparel products which require
large-scale production, while small and medium size firms can offer high fashion
garments, which need to be manufactured in small quantities and delivered quickly.
Besides apparel and home textiles, Indias Textile and Apparel Industry:
Opportunities for Sourcing, research study of Textiles Intelligence, U.K. examines
Indias enormous yarn and fabrics industry. While serving local needs, this industry has
also emerged as a huge exporter and India now ranks among the top few suppliers in the
world. To help foreign companies locate competitive suppliers in India, the research
report profiles a large number of major Indian exporters. These include 21 apparel
exporting firms, six home textile companies and ten yarn and fabric suppliers.

COMPANY PROFILE

Kakatiya Textiles Ltd was incorporated in the year 1981 with a licensed capacity
of 25000 spindles. The unit is located at Nallabandagudem Village- 508 206, Nalgonda
District; Andhrapradesh. There was a change in the management of the company in the
year 2006. Now, the company is under the control and management of Sri Sumanth
Ramamurthi. Sri Sumanth Ramamurthi has more than 3 decades of experience in
Textiles and Engineering Industries and he is also the Managing Director of Super
Spinning Mills Ltd.

Kakatiya Textiles Ltd

CODE OF CONDUCT AND BUSINESS ETHICS
It is stated policy of Kakatiya Textiles Ltd to conduct its business in line with the
highest standards of business ethics, human values and compliance with law, personal
integrity and professional conduct. The objective of this code of conduct document is
to formulate guidelines for expected employee behavior that will fulfill the expectations
of the company. Every Director, Senior Management personnel, who are members of
the core management team, including all functional heads, and all staff (hereinafter
collectively referred to as They unless otherwise specifically referred to) of the
company is expected to comply with the tenets of this code. Kakatiya is committed to
continuously reviewing and updating its policies and procedures. Therefore, this code of
conduct and business ethics is subject to modification as and when required.
Shareholders Kakatiya is committed to pursuing sound growth and earnings objectives
to enhance shareholder value.

It shall comply with all regulations and laws that govern shareholders rights and
shall inform them about all relevant aspects of the companys business and disclose
such information in accordance with the respective regulations and agreements. Ethical
conduct They shall deal on behalf of the company with professionalism, honesty and
integrity, as well as high moral and ethical standards. Corporate Opportunities They owe
a duty to the company to advance its legitimate interests when the opportunity to do so
arises. They are expressly prohibited from:
Taking for themselves personally, opportunities that are discovered through
the use of companys property, information or position.
Competing directly with the business of the company or with any business
that the company is considering.
Using Companys property, information or position for personal gain.
To gain an unfair competitive advantage by improperly influencing an
Employees discretionary decisions. Confidentiality
They should maintain the confidentiality of information entrusted to them in carrying
out their duties and responsibilities, except where disclosure is approved by the
company or legally mandated or if such information is in the public domain. The
companys confidential and proprietary information shall not be inappropriately
disclosed or used for the personal gain or advantage of any Board Member and/or
Senior Management Personnel or other staff, other than the company. Insider Trading
They should not derive any benefit or assist others in deriving any benefit by giving
investment advice based on their access to and possession of information about the
company, not in public domain and therefore constituting insider information. They
shall comply with the insider trading guidelines as issued by SEBI from time to time.
Fair Dealing In carrying out their duties and responsibilities, they should endeavour to
deal fairly and should promote fair dealings by the company, its employees and agents,
with customers, suppliers and employees.

They should not seek to take unfair advantage of the company through
manipulation, concealment, abuse or privileged information, misrepresentation of
material facts or any other unfair dealing. Company Property In carrying out their duties
and responsibilities, they should endeavour to ensure that management is causing the
companys assets, proprietary information and resources to be used by the company and
its employees only for legitimate business purposes of the company.

Products
KAKATIYA TEXTILES believe that quality products are not only by promises
but also by proven results. Development of new textile products is done through Innovation in defining production processes of higher quality and making available
modern technologies and professionals with the highest level of competence.
The following advantages which have always been our ultimate goals: High Efficiency
The Most Competitive & Reasonable Price
Products Quality Guarantee
Prompt & Superior Service
Punctual Delivery
We manufacture: 100% Combed Cotton Yarn for Knitting and Weaving NE 20s to

NE 120s
Regular Grey Yarn
Single / Double (Ring Double / TFO)

Compact Single & Double, Elitwist

Gassed Yarns
Open-End Yarn
Core-Spun Yarn
Slub-Yarn
Zero Twist Yarn
Knitted Garments
(Specialized in single/double Mercerized Cotton knit in polo T-shirts)
Woven Fabrics
To meet out the customer requirements we have various options in raw materials:
Indian Cotton
GIZA
GIZA Blends
Supima
PIMA Blends
Organic Cottons

Spinning
Constant commitment to high quality standards and innovation has been the
secret of success ever since the company was founded. Superior Spinning units ensure
the supply of consistent quality yarn to manufacture the garments. Our Spinning Units
leads the quality of yarn in the market. Ultimately, the crunch lies in the infusion of hitech, state-of-the-art machinery that aids in the production of high quality 100%
combed yarn, in counts that range from NE 20s to 120s in single and doubles. The
testimony to modernisation and up gradation lies in the fact that the oldest machine in
the plant is less than 10 years.

Production Capacity - 50,000 Kegs per day

Superior Quality imported machines installed at Super Spinning Mills
include:
RIETER
Vision Shield Foreign Fiber Remover in Blow Room
Unfold A10, A11
Draw frame RSB 851 & D30
Unilap E32, Combers E 7/5 A, E 7/6, E62
Suessen Elite Compact Ring Frame

Quality
The company has a long reputation for quality, performance and innovation.
Quality of final product is determined with quality of raw material. In Super Spinning
Mills, we take meticulous care in the selection of cotton.
Our dedicated, committed and involved cotton selectors at different stations
headed by experienced supervisors, spares no pain in the selection of Kapas or Raw
cotton available in the market.
There are quality checks at every stage of manufacturing starting from Raw Cotton.
After each lot of fabric is cut, 100% cut parts inspection is conducted to ensure that only good
quality pieces move to the stitching units. To ensure that the garments are packed as per the
requirements of our valued customers, we can even track and check, which case the garment,
has been packed in.
Investments in sophisticated instruments from world-renowned manufacturers like
Zellweger USTER are an integral part of the plan to implement Total Quality Assurance.

In conformance with industry norms worldwide, the company has established

laboratory facilities at each unit, equipped with ultra-modern testing instruments.
SPINLAB HVI 900
USTER AFIS
USTER CLASSIMAT

USTER TENSOJET
PREMIER TENSOMAX 7000
KNITTING FACILITIES

Recognitions
KAKATIYA TEXTILES LTD has dedicated itself to providing customers with
the best products and garments. Our energetic team of professionals are behind every
award we receive. We are dedicated to delivering quality products that advance our
customer's goals.

CERTIFICATIONS

ISO 14001 Certification

OKEO - TEX Certification

BVQI ISO 9001 2000

AWARDS

THE AWARD FOR

BEST MANAGEMENT

QUALITY CIRCLE

EXCELLENCE

AWARD
AWARD
(For its outstanding
(Meritorius Award by Quality
(By ICMF Birla Economic
contribution towards
Circle Forum of India,
and Textile Research
harmonious industrial
Hyderabad Chapter)
Foundation)
relations and labour welfare
during 1988 99 by Andhra
Pradesh Govt.)
REGISTERED WITH

SKAL International
(Standards for sustainable
Textile Production)

COTTON COUNCIL
INTERNATIONAL
(Cotton USA Licensee)

SUPIMA ASSOCIATION
OF AMERICA
(Member and Licensee)

EXPORTS
Because of growing customer interest in products from around the world,
KAKATIYA TEXTILES LTD has explored international markets and exports products
to many countries to meet those demands.

Markets
South Korea

Turkey

China

Italy
Germany
Spain
Portugal
United Kingdom
Poland

France
Switzerland
Seribia
Japan
Hong Kong
Malaysia

Taiwan
Mauritius
Bangladesh
Sri Lanka
UAE

HUMAN RESOURCE MANAGEMENT AND EMPLOYEES

ABSENTEEISM
INTRODUCTION:

Employees presence at work place during schedule time is highly essential for
the smooth running of the production process in particular and organization in general.
Despite the significance of employee presence, employee some time fails to report at
work place during schedule time, which is known as absenteeism.
Acc to Websters dictionary:
Absenteeism is the practice or habit of being an absence and an absentee is one
who habitually stays away.
Acc to the labour bureau simla,

Absenteeism is the total man shifts lost because of absences as a percentage of

the total number of man shifts scheduled to work
Absenteeism in Indian industry is not a new phenomenon the royal commission
on labour reported, High absenteeism prevails among industrial labour mainly due to
their rural orientation.
In the cotton textile industry Madras. It shot up from 8.9percent in 1951 to 16%
in 1990. Increased from 12.7% to 22% in Bombay 8.3% to 14.9% in Ahmadabad and
12% to 24.8% in Kanpur

EMPLOYEES ABSENTEEISM OBJECTIVES

Providing leave facility based on the needs of the employees and organizational
requirements.

Granting leave and financial assistance liberally in case of sick ness of employee
and his family members.

Providing hygienic working conditions

Following proactive approach in identifying redressing employee grievances

Improving the communication net work, particularly the upward communication

Counselling the worker about their career, income and expenditure, habits and
culture

Offering attendance bonus and inducements

Providing extensive training encouraged, special allowances in cash of

technological advancements.

Providing cardinal human relation and industrial relations

Educating the workers

Providing high wages and allowances based on the organizational financial

position

Providing safety and health measures

Calculation of absenteeism rate:

Absenteeism Rate

Number of man days lost

x 100
Number of man - days schedule to work

Absenteeism rate can the calculated for different employees and different time period
like month and year
Frequency Rate

Total no. Of times in which the leave was availed

x 100
Total no .of man - days scheduled to work

The entrepreneurs are those absentees who consider their jobs to be very small for their
total interests. They are simultaneously engaged in several economic and social
activities
The status seekers are those absentees who enjoy are perceive a higher ascribed and
social status are keen on maintaining it.
The epicureans are disinclined to undertake activities, which call for initiative
responsibility, discipline and physical discomfort.
The family oriented become chronic absentees because of their over identification with
family affaires. The lack of balance between family involvement and job responsibility
is the principal cause of their deviant work behavior
The sick and old type remains absent from work by reason of ill health, week,
constitution chronic disease or old age.
LEAVE RULES:
As per factories act 1945 all work men/ staff / officers are entitled for leave as follows.
Types of leave work men / staff/ officers
Casual leave 10 days
Privilege leave18 days
Sick leave 5 days
Work men exempted from companies act 1948 shall be entitled to 5 days of sick
leave cannot be accumulated and must be availed in units of one day.
Employer-Employee relations remained cordial during the year under the view
as regards as information pursuant to section 217 (2A) of the companys act 1956.
Leave encashment liability is provided to the extent of earned leave accrued to the
eligible employees for service
Hold positive regard for each individual
Fasten career building by providing opportunities through thinking
Give opportunity for self-development

Encouraging participative management

Encourage free flow of ideas and suggestion all rounds so that employees can give their
best in a free and domestic atmosphere

CAUSES OF ABSENTEEISAM
Personal factor
Age, experience, dependents, income etc
A review of ten studies conducted between 1961and 1981 shows relationship between
Personal factors and absenteeism
*

There is no relationship between absenteeism and age, years of service,

education, and distance from residence, religion and socio economic status.
*

There is general tendency of no relationship between marital and absenteeism,

one study (Koshal&kosal, 1973) found single person to be less absent. Women were far
less absent than men. (Kosal & kosal). These studies found negative relationship
between income and absenteeism. One found that absenteeism increased with increasing
income (pais, 1981) and other showed that only
* Sharma (1970) found single person to be less absent.
5 to10% increase in income was explained by absenteeism.
While Sharma found more regular workers showed relatively higher interest in
union and were active in unions, Singhal found no relationship between unionization
and absenteeism.
Sinha and Gupta should that worker who displayed greater satisfaction of their
various needs tended to be more regular.
High absentees were less satisfied on autonomy and actualization needs, they
suffered from greater anxiety and showed negative co-relation which interpersonal
perception, group cohesiveness and interpersonal communication.
Bhatia and Valecha 1978 found the additional personal factors contributing to
chronic absenteeism

Chronic absentees have taken more loans and advances

Chronic absentees have higher sickness rate
Chronic absentees visited their hometowns more often
Chronic absentees took loan for day-to-day family expenses
Chronic absentees sent money home

Job Factors
A number of work related factors have been found to influence absenteeism
India. Job satisfaction, working condition, super vision and the like has contributed to
the absentee behavior. Sinha and Singh 1961 collected data on 50 workers of high
absentee rate (20%) and 50 low absentee workers (3%) The results show that workers
with high absentee rate tended to be relatively less satisfied with the nature of work,
supervisors and super vision and company policy.

Supervisory style, which is less considerate of human feelings, leads to greater

absenteeism.

The lesser the involvement in organizational activities the greater the

absenteeism.

Higher accident rate associated with higher absenteeism

Greater absenteeism was found among badly workers and skilled workers

Company information was found to be related absenteeism

High absentees had less information about company structure and policies

Unfavourable place of work and working conditions contributed greater

absenteeism.

The lesser awareness of leaves taking the more absenteeism

The less the transfers and changes and assignments, the more the absenteeism

The lesser the inclination to leave the present job, the more the absenteeism

ENVIRONMENTAL FACTORS
In addition to personal and job factors a number of environmental factors also
influence the absentee behavior of the employees. Such factors as social and religious
festivals, climate and whether, village nexus, and non occupational sickness
Contribute to the absence from work.
May and June months represent relatively hot whether leading to uncomfortable
conditions of work.
Since in these months schools and colleges are closed workers tend to go on
vacations.
These months have as many as 15 auspicious days per Hindu religious festivals
Most of the labour force comes from poor families living in crowed un hygienic houses
and slums.
A large part of labour in industries is drawn from villages these people have not
to learn to adjust to fast, crowed and rigid urban life.

REASONS FOR ABSENTEEISM

Sitars publications refers to the following causes

Unsuitable working conditions

Lack of provision for general welfare

Inadequate medical facilities for minor injuries

Increased distance between management and workers

Un favorable mental attitude arising out of boredom, discontent with wages,

resentment against supervisors.

Sinha analyses causes

In plant causes

Personal causes

Community or social causes

Acc to national productivity council

5to 7 percent on account of genuine personal sickness.

5 to 7 percent on account of genuine family sickness

1 to 2 percent on account of bonafide relaxation needed because of over

timework.

5 percent due bonafide emergencies

5 percent due to social exigencies

15 percent to 20 percent on account of long term holidays

5 percent to account of distance from factories

5 percent to 10 percent on accounts of earning higher wages inside jobs

15 percent to 20 percent on account of drunk ness

5% to 10% on account of manoeuvring for over time

5% to 7% on account of disharmony with foreman etc.

For Employees Who Frequently Absent Are

Employees who are frequently absent without good cause are generally absent
due to numerous frivolous reasons. Employees who are absent for good cause have
legitimate reasons, e.g. sickness or family member illness, and the employee needs time
off to resolve their personal problems. Most employers generally understand the need to
be gone from work due to a legitimate reason; therefore, it is important to communicate
clearly and accurately so your employer does not assume you are out for frivolous
reasons.

Guidelines for Absenteeism Control

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.

Managing Absenteeism:
Granting that certain amount of absenteeism is unavoidable, what could be done
to control and minimize its occurrence.
Vaid (1967) reasons, that most of the workers need care and a belongingness,
which they received earlier in joint families; the industrial economy is not able to offer
the same to them. Chand and prakash (1970) based on their study recommended that
organizations should regulate the sick leave by strictly implementing the employee
insurance scheme and establishing their own fully equipped dispensaries and hospitals.
Sreedharan Nair (1970) specifies the kind of education that should be provided to
workers. According to him, most workers are not aware of company policies on leave
rules. A knowledge and awareness of these polices can go a long way in curbing the
problem of absenteeism. He suggests introduction of leave bonus, encashment of
available leave, issuing attendance certificates, award for regular workers, and

promotions based on attendance are other important measures for managing

absenteeism.
Krishnamurthy (1975) suggests improving the environment of work by
providing recreational facilities; subside in food items, and safety awareness.
Bhatia (1980) feels that instead of drastic clamp down, a gradual improvement
in controlling the absence is more desirable.
The following conclusions can be drawn from these recommendations.
Education and counselling: The organization should make an earnest attempt to
disseminate the policies on absenteeism to each and every worker. They should be
educated on the need for attending work and the consequences for not doing so. Bhatia
1984 studied the effect of counselling on attendance at work.
A total of 621 habitual absentees were counselled for a period of 8 months.
Counselling was done at two levels one to one for 68 absentees, each session lost in for
22 to 30 minutes; and group counselling for remainly 553 absentees lasting for two to
three days.
To provide an opportunity to habitual absentees to understand themselves
To enhance their personal growth.
To realize a responsibility their work and family
Working Conditions: Studies suggest that better recreation facilities and leisure time
activities help reducing the high absenteeism. Safe working conditions, control on
accidents and generally a supportive environment goes a long way to attract and retain
the worker on the job.
Incentives Schemes: An organization can manage its absenteeism by introducing an
incentive scheme. Attendance, leave encashment, recognition of attendance either by
certificates or by cash awards, attendance as criteria for promotion are some of the ways
to achieve this. Since many workers moon light to get more economic returns, scheme

that may reduce hard ship may be useful. Loans, credit facilities cooperative stores, job
to family members etc.are ways to manage absenteeism.

Motivation and Morale: Since workers do not always work for money alone, they
should be provided challenging jobs. Training, job rotation, organizational development
activities, participation in decision-making have been found to induce greater
motivation and morale. Additionally there is need to recognize workers contribution,
show of appreciation whenever he deserves and paying attention to his personal
problems would also help to generate the kind of motivation climate necessary for a
worker to look forward to come to work.

Features of Absenteeism: Research studies under taken by different authors reveal the
following features of absenteeism.

The rate of absenteeism is the lowest on payday; it increases considerably on

the days following the payment of wages and bonus.

Absenteeism is generally high among the workers below 25 years of age and
those above 40 years of age.

The rate of absenteeism varies from department to department with in an

organization. Generally it is high in production department

Absenteeism in traditional industries is seasonal in character.

Measures to Minimize Absenteeism:

Selecting the employees by testing them thoroughly regarding their

aspirations, value system, responsibility and sensitiveness.

Improving the communication network, particularly, the upward

communication.

Educating the workers

Fraflow of information, exchanging of ideas, problems between subordinate

and superior

Providing extensive training, encouraged, special allowances in cash of

technological advancements

WORK EXPERIENCE
1.

How long have you been working in kakatiya textile limited?

TABLE 4.1
S.NO

Particulars

Respondents

Percentage

1-2 years

18

15%

2-5 years

21

17.50%

5-10 years

21

17.50%

More than 10 years

60

50%

120

100%

Total
GRAPH 4.1

Interpretation:
From the chart 50% respondents are more than 10 years experienced.
17.5%respondents are 5 to 10 years experienced 17.5% respondents are
2 to 5 years experienced.15% are 1 to 2 years experienced

Respondents Age
2.How old are you?
TABLE 4.2
S. No

Particulars

Respondents

Percentage

18-25 years

12

10%

25-35 tears

60

50%

35-45 years

42

35%

45 above

5%

120

100%

Total

GRAPH 4.2
Respondents Age
70

50%

RESPONDENTS

60
50

35%

40

Series2

20
10

Series1

60

30

42

10%

5%

12

0
18-25 years

25-35 tears

35-45 years

PARTICULARS

45 above

Interpretation:
From the chart 50% of the respondents are 25 to 35 years old
35% of respondents are 35 to 45 years old, 10% are 18 to 25 years old
45 above age of respondents are 5%

Absent for the Night shift

3.

You will absent for your duties when you are placed in night shifts than in
the day shifts.

TABLE 4.3
S. No

Particulars

Respondents

Percentage

Yes

36

30%

No

84

70%

120

100%

Total

GRAPH 4.3

Interpretation:
From the chart 70% of the employees are not absent because of their night shifts 30% of
the employees absent because of their night shift

Causes for Absenteeism

4.

You will absent from duties mainly due to?

TABLE 4.4
S. No

Particulars

Respondents

Percentage

Sickness

27

22.50%

Personal reasons

72

60%

Marriages & festivals

21

17.50%

Drunkenness
120

100%

Total

GRAPH 4.4
Causes for Absenteeism

RESPONDENTS

80

60%

70

Series2

60

Series1

50
40

22.50%

30
20
10

72

27

17.50%
21

0
sickness

personal
reasons

marriages drunkness
& festivels

PARTICULARS

Interpretation:
From the chart 60% employees are absent due to their personal reasons.
22.5% absent due to their sickness. 17.5% of the employees are absent
due to marriages and festivals.

Inadequate Welfare Facilities

5.Do you feel absenteeism is due to inadequate welfare facilities available to
workers?

TABLE 4.5
S. No

Particulars

Respondents

Percentage

Strongly agree

5%

Agree

48

40%

Disagree

51

42.50%

Strongly disagree

15

12.50%

120

100%

Total

GRAPH 4.5
Inadequate Welfare Facilities

60

40%

RESPONDENTS

50

42.50%
Series2
Series1

40
30
48

20
10

51

12.50%

5%

15

strongly
agree

agree

disagree

strongly dis
agree

PARTICULARS

Interpretation:
From the chart 42.5% respondents are disagree with their in adequate welfare facilities,
40% of the respondents are satisfy with their facilities

Wages and Allowances

6.Are you satisfied with your wages and salaries?
TABLE 4.6
S.NO

PARTICULARS

RESPONDENTS PERCENTAGE

Highly satisfied

Satisfied

66

55%

Dissatisfied

48

40%

Highly Dissatisfied

5%

120

100%

Total
GRAPH 4.6

Wages and Allowances

70

55%
40%

60
Rrespondents

50
Series2

40

Series1

66

30

48

20

5%

10

6
d

hl

is
sa
tis
f ie

Di
ss
at
is
fie
d

sa
tis
fie
d

particulars

HI
g

Hi
g

hl

sa
tis
fie
d

Interpretation:
From the chart 55% of the respondents are satisfied with their wages and allowances.
40% of the respondents are dissatisfied. 5% of the respondents highly dissatisfied.

Health Problems
7.

You will absent for your duties to generally suffering from health problems?

TABLE 4.7
S.No.

Particulars

Respondents

Percentage

Yes

30

25%

No

45

37.50%

To Some Extent

45

37.50%

120

100%

TOTAL

GRAPH 4.7
Health Probelms

Respondents

50
40

37.50%

37.50%

45

45

NO

TO SOME
EXTENT

25%

30
20
10

Series2
Series1

30

0
YES

particulers

Interpretation:
From the chart 37.5% employees are absent for their duties because of their health
problems 25% employees did not suffering with any health problem.

Holidays are causes for Absenteeism

8.

Is the incidence of absenteeism both before and after holiday higher than on
normal days?

TABLE 4.8
S. No

Particulars

Respondents

Percentage

Strongly agree

24

20%

Agree

51

42.50%

Disagree

45

37.50%

Strongly disagree
120

100%

Total

GRAPH 4.8

Interpretation:
From chart 42.5% are agree with the reason of absenteeism both before and after
holiday higher than and normaldays20% respondents are strongly agree with the reason

Working Atmosphere
9.

Is the working atmosphere is friendly?

TABLE 4.9
S. No

Particulars

Respondents

Percentage

87

72.50%

Yes

No

To some extent

33

27.50%

Total

120

100%

GRAPH 4.9
Working Atmosphere

RESPONDENTS

100

Series2
Series1

72.50%

80
60
40

87

27.50%

20

33

0
Yes

No

To some extent

PARTICULARS

Interpretation:
From the chart 72.5% respondents are agree with their atmosphere
27.5% of the respondents did not satisfy with their working atmosphere

Working Environment
10.Is the absenteeism is due to in convenient environment?
TABLE 4.10
S. No

Particulars

Respondents

Percentage

Yes

24

20%

No

51

42.50%

To some extent

45

37.50%

Total

120

100%

GRAPH 4.10

RESPONDENTS

Working Environment
60
50
40
30
20
10
0

42.50%

37.50%
Percentage

20%

51

45

No

To some
extent

Respondents

24
Yes

PARTICULARS

Interpretation:
From the chart 42.5% respondents are absent due to the cause of in convenient
environmernt37.5% of the respondents are not agree with the cause.

Superior Encouragement

11.

How is the encouragement from the superior in the Organization?

TABLE 4.11
S. No

Particulars

Respondents

Percentage

Excellent

15

12.50%

Good

48

40%

Average

57

47.50%

Poor
120

100%

Total

GRAPH 4.11
Superior Encouragement
70
47.50%

RESPONDENTS

60
40%

50
40
30

12.50%
48

20
10

Series2

57

Series1

15

0
Excellent

Good

Average

Poor

PARTICULARS

Interpretation:
From the chart 47.5% of the employee s have average encourage from their the
superior 40% of the employees have good encouragement from the superior 12.5% of
the respondents have excellent encouragement.

Attitude &Practice of the Management

12.

Their attitude and practice of the management also contribute to

Absenteeism?

TABLE 4.12
S. No

Particulars

Respondents

Percentage

Strongly agree

2.50%

Disagree

48

40%

Neither agree nor disagree

21

17.50%

Agree

5%

Strongly disagree

42

35%

120

100%

Total

GRAPH 4.12
Attitude&practise of the Management
60
40%

RESPONDENTS

50

35%

40
30

17.50%

48

20
10

2.50%

3
Strongly
agree

42
21

5%
6

Disagree

Neither
agree nor
disagree

Agree

strongly
disagree

Series2
Series1

PARTICULARS

Interpretation:
From the chart 40% of the respondents are good opinion about the attitude of the
management 35% of the respondents did not have good opinion about the
attitude of the management.

Habits of Alcoholism
13.

Do you feel to habit of alcoholism among workers is a significant cause of

absenteeism?

TABLE 4.13
S. No

Particulars

Respondents

Percentage

Strongly agree

45

37.50%

Disagree

15

12.50%

Neither agree nor disagree

30

25%

Agree

30

25%

Strongly disagree
120

100%

Total

GRAPH 4.13

Interpretation:
From the chart 37.5%of the employees are strongly agree with the alcoholism a
significant cause of absenteeism13%. Of the employees are disagree with the reason.
25% of the employees are agree with the reason.

Employee-Employer Relationship
Unfavorable employee/ employer relationships, which in tern lead the long

14.

period of absenteeism?

TABLE 4.14
S .No

Particulars

Respondents

Percentage

Strongly agree

15

12.50%

Disagree

12

10%

Neither agree nor disagree

57

47.50%

Agree

30

25%

Strongly disagree

5%

Total

120

100%

GRAPH 4.14

Interpretation:
From the chart 12.5% of the employees have good relationships with their
employers.5%of the employees did not have good relationships with their employers.

Leave facilities
15.

In adequate leave facilities also a cause of absenteeism?

TABLE 4.15
S .No

Particulars

Respondents

Percentage

Strongly agree

12

10%

Disagree

36

30%

Neither agree nor disagree

7.50%

Agree

15

12.50%

Strongly disagree

48

40%

120

100%

Total

GRAPH 4.15
Leave facilities

RESPONDENTS

60
40%

50
40
30
20
10
0

30%

10%

12.50%

36

7.50%
9

12
Strongly Disagree
agree

Neither
agree
nor
disagree

48

Series2
Series1

15
Agree

strongly
disagree

PARTICULARS

Interpretation:
From the chart 40% of the employees have flexible leave facilities 10% of the
employees strongly satisfy with the leave facilities. 30% of the employees are disagree
with leave facilities

Main causes for Absenteeism

16.

Which is the main cause to absent your duties?

TABLE 4.16
S. No

Particulars

Respondents

Percentage

In plant causes

2.50%

Personal causes

72

60%

Community causes

30

25%

Social causes

15

12.50%

120

100%

Total

GRAPH 4.16

RESPONDENTS

Main causes for Absenteeism

80
70
60
50
40
30
20
10
0

60%

72

Series2
Series1

25%
12.50%

2.50%

30

15

3
In plant
causes

personal community
causes
causes

social
causes

PARTICULARS

Interpretation:
From the chart 60% of the employees are absent because of their personal causes 25%
of the employees have community causes.12.5% of the employees have social causes.
2.5% of the employees have in plant causes

Employee Responsibilities

17.

The lack of balance between family involvement and job responsibility is

the principal cause of the absenteeism?

TABLE 4.17
S. No

Particulars

Respondents

Percentage

Strongly agree

27

22.50%

Disagree

5%

Neither agree nor agree

15

12.50%

Agree

72

60%

Strongly disagree
120

100%

Total

GRAPH 4.17

Series2

60%

Series1

22.50%

72
12.50%
5%
6

15
Strongly
disagree

27

Neither
agree
nor

80
70
60
50
40
30
20
10
0

strongly
agree

RESPONDENTS

Employee Responsibilities

PARTICULARS

Interpretation:
From the chart 22.5% employees are absent because of their family involvement and job
responsibility 60% of the employees are absent because of their family involvement and
job responsibility.

Over time Relaxation

18.

Absenteeism is cause for relaxation needed because of over timework?

TABLE 4.18
S. No

Particulars

Respondents

Percentage

Yes

75

62.50%

No

12

10%

To some extent

33

27.50%

Total

120

100%

GRAPH 4.18

Interpretation:
From the chart 62.5% of the employees are want to relaxation from their over timework.
27.5% of the employees to some extent. 10% of the employees did not want to
relaxation from their work

Distance from the living Places

19.

What is your feeling about the distance from your living places to factories?

TABLE 4.19
S. No

Particulars

Respondents

Percentage

It is so far

7.50%

It is near

75

62.50%

It is reasonable distance

36

30%

120

100%

Total

GRAPH 4.19
Distance from the living Places
62.50%

80

RESPONDENTS

70
60
50

30%

40
30
20
10
0

75
7.50%
36
9
It is so far

It is near

PARTICULARS

Interpretation:

It is
reasonable
distence

Series2
Series1

From the chart 62.5% of the employees are living near to the company. 30% of the
employees have reasonable distance from the company. 7.5% of the employees have so
far from the company

Part time job of the Employee

20.

Are you have any part time job?

TABLE 4.20
S.NO

Particulars Respondents

Percentage

Yes

5%

No

114

95%

120

100%

Total

GRAPH4.20

Interpretation:
From the chart 95% of the respondents are not have any part time job .5% of the
employees are have some part time jobs.

Cultural Activities
21.

Indicate the importance of the cultural activities in the organization?

TABLE4.21
S. No

Particulars

Very important

Neither important

Nor un important

Not at all important

Respondents

Percentage

120

100%

120

100%

Total

GRAPH4.21
Cultural Activities
120

RESPONDENTS

120
100
80

Series1

60

Series2

40
20
0

100%
very
important

nor un
important
PARTICULARS

Interpretation:

From the chart 100% of the employees are want 100% recreation activities in the
company.

Native place Visit

22.

How frequency you visit your native place?

TABLE4.22
S. No

Particulars

Respondents

Percentage

Every two months

45

37.50%

Half year

60

50%

Year

15

12.50%

Never
120

100%

Total

GRAPH1.22

Interpretation:

From the chart 50% of the employees are every 6 months visit their native place37.5%
of the employees have every 2 months visit their native place.12.5% of the employees
have visit their native place early.

Working conditions
23.

Which type of working conditions have you?

TABLE 4.23
S. No

Particulars

Respondents

Percentage

Pleasant

Very noisy

90

75%

Un healthy

30

25%

120

100%

Total

GRAPH 4.23
Working conditions

RESPONDENTS

100

75%

80
60

Series2
90

40
20

25%
30

0
pleasant

very noisy
PARTICULARS

Interpretation:

un healthy

Series1

From the chart 75% of the workers have very noisy working conditions. 25% of the
workers have un healthy working conditions.

Family Sickness
24.

Are you have any family sickness?

TABLE 4.24
S. No

Particulars

Respondents

Percentage

Yes

75

62.50%

No

45

37.50%

120

100%

Total

GRAPH 4.24
Family Sickness

RESPONDENTS

80

75

70
60

45

50
40

Yes
No

30
20

62.50%

10
0

2
PARTICULARS

37.50%

Interpretation:
From the chart 62.5% of the employees have family sickness. 37.5% of the employees
did not have family sickness.

Medical Facilities
25.

Are you agreeing with your organization providing in adequate medical

facilities for minor injures?

TABLE 4.25
S. No

Particulars

Respondents

Percentage

Yes

96

80%

No

24

20%

120

100%

Total

GRAPH 4.25

Interpretation:

From the chart 80% of the respondents are satisfied with their medical facilities. 20% of
the employees are not satisfied with their medical facilities.

FINDINGS

Majority of the respondents are absent (60%) from duties mainly due to their
personal reasons.

Best part of the employees (62.5%) is agreed to habit of alcoholism among

workers is a significant cause of absenteeism.

Preponderance of the respondents (60%) are agree to the lack of balance

between family involvement and job responsibility

Greater part of the respondents (62.5%) are agree with absenteeism is cause for
relaxation needed because of the over time work.

100% of the respondents are wanted cultural activities in the company

Most of the employees (75%) feel that they have very noisy working conditions.

Substance of the employees (62.5%) have family sickness

A good number of the respondents (80%) are agree with their organization
providing in adequate medical facilities for minor injures

SUGGESTIONS

The company should make the optimum utilization of human resources

Provide cultural activities to the employees

Infrastructure facilities to improve in the this unit

Reduce the absenteeism of employees is the essence of any organization as

without it the organization may not achieve its goals and cannot reach to the
expected level

The insurance benefits, compensation benefits rested for the family of the
diseased employees must resemble in the format

Reasons for EMPLOYEES ABSENTEEISM must be evaluated from bottom

level to top level

The mode of training has to clearly mentioning the format

Dear Respondent,
I am a Final Year M.B.A., student NIT COLLEGE,. NARASARAOPET As a
part of my Curriculum I am carrying out a Project A STUDY ON EMPLOYEES
ABSENTEEISM in your organization.
Kindly spare 10 minutes of your valuable time to fill up this questionnaire.
Please put a tick mark for the correct choice.
(M. SUNITHA)
==============================================================

A STUDY ON EMPLOYEES ABSENTEEISM

Age:
Gender:
Marital Status:
1.

How long have you been working in Kakatiyatextiles Limited?

a) 1-2 Y

2.

c) 5-10 Y

d) More than 10 Y

c) 35-45 Y

d) 45 Y above

How old are you?

a) 18-25 Y

3.

b) 2-5 Y

b) 25-35 Y

You will absent for your duties when you are placed in night shifts than in the
day shifts.
a) Yes

b) No

4.

You will absent from duties mainly due to

a) Sickness

5.

b) Personal reasons

Do you feel absenteeism is due to inadequate welfare facilities available to

workers?
a) Strongly Agree

6.

13.

d) Highly Dissatisfied

c) To some extent

b) Agree

c) Disagree

d) Strongly Disagree

b) No

c) to some extent

Is the absenteeism is due to in convenient environment?

b) No

c) to some extent

How is the encouragement from the superior in the organization?

a) Excellent

12.

c) Dissatisfied

Is the working atmosphere is friendly.

a) Yes
11.

d) Strongly Disagree

Is the incidence of absenteeism both before & after holiday higher than on
normal days?

a) Yes
10.

b) Satisfied

b) No

a) Strongly Agree
9.

c) Disagree

You will absent for your duties to generally suffering from health problems
a) Yes

8.

b) Agree

Are you satisfied with your wages & allowances?

a) Highly Satisfied

7.

c) Marriages & Festivals d) Drunk ness

b) Good

c) Average

d) Poor

The attitude & practice of the management also contribute to absenteeism.

a) Strongly Agree

b) Agree

d) Disagree

e) Strongly Disagree

c) Neither Agree Nor Disagree

Do you feel to habit of alcoholism among workers is a significant cause of

absenteeism.

14.

a) Strongly Agree

b) Agree

d) Disagree

e) Strongly Disagree

c) Neither Agree Nor Disagree

Unfavourable employee-employer relationships which, intern, lead to long

period of absenteeism.
a) Strongly Agree

b) Agree

c) Neither Agree Nor Disagree

d) Disagree
15.

16.

e) Strongly Disagree

Inadequate Leave Facilities also a cause of absenteeism.

a) Strongly Agree

b) Agree

c) Neither Agree Nor Disagree

d) Disagree

e) Strongly Disagree

Which is the main cause to absent your duties.

a) In-plant causes

b) Personal Causes

c) Community Causes

d) Social Causes

17.

The lack of balance between family involvement & Job responsibility is the
Principal Cause of the absenteeism

18.

a) Strongly Agree

b) Agree

d) Disagree

e) Strongly Disagree

Absenteeism is cause for relaxation needed because overtime work.

a) Yes

19.

c) To some extent

b) It is near

c) It is reasonable distance

Are you have any part time job?

a) Yes

21.

b) No

What is your feeling about the distance from your living places to factories?
a) It is so far

20.

c) Neither Agree Nor Disagree

b) No

Indicate the importance of the cultural activities in the organization.

a) Very important

b) Neither important

c) Nor unimportant

d) Not at all important

22.

How frequents you visit your native place.

a) Every Two months

23.

c) Year

Which type working conditions have you?

a) Pleasant

24.

b) Half year

b) Very-noisy

Are you have any family sickness

a) Yes

b) No

c) Unhealthy

d) Never

25.

Are you agree with your organization providing inadequate medical facilities for
minor injures.
a) Yes

b) No

- THANK YOU -

BIBLIOGRAPHY

S.NO

BOOK NAME
Human Resources

AUTHOR NAME

PUBLISHER

YEAR

Mirza S Saiyadain

The Mc Graw-Hill

2003

Management

H .R Management

Companies

P. Subba Rao

& Industrial Relations

H.R Management

Himalaya

2007

Publications

K.Aswathappa

The Mc Graw-Hill

2008

Companies

Personal management

WEBSITES
www.superspinning.com
www.textileindustry.com
www.google.com

C.B Memoria

Himalaya

SV Ganakar

Publications

2005