22-10-2012, 11:02 AM
ABSENTEEISM –A resistance to company’s growth
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OVERVIEW OF MOSER BAER
COMPANY PROFILE
Moser Baer, headquartered in New Delhi, is one of India's leading technology companies. Established in 1983, Moser Baer successfully developed cutting edge technologies to become the world's second largest manufacturer of Optical Storage media like CDs and DVDs. The company also emerged as the first to market the next-generation of storage formats like Blu-ray Discs and HD DVD. Recently, the company has transformed itself from a single business into a multi-technology organization, diversifying into exciting areas of Solar Energy, Home Entertainment and IT Peripherals & Consumer Electronics.
Moser Baer has a presence in over 82 countries, serviced through six marketing offices in India, the US, Europe and Japan, and has strong tie-ups with all major global technology players.
Moser Baer has the distinction of being preferred supplier to all top global OEM brands.
Moser Baer stands committed to supplying highest quality fully licensed media to its customers.
Moser Baer's products are manufactured at its three state-of-the-art manufacturing facilities. It has over 6,000 full-time employees and multiple manufacturing facilities in the suburbs of New Delhi.
HISTORY
Moser Baer India was founded in New Delhi in 1983 as a Time Recorder unit in technical collaboration with Maruzen Corporation, Japan and Moser Baer Sumiswald, Switzerland.
In 1988, Moser Baer India moved into the data storage industry by commencing manufacturing of 5.25-inch Floppy Diskettes. By 1993, it graduated to manufacturing 3.5-inch Micro Floppy Diskettes (MFD).
In 1999, Moser Baer India set up a 150-million unit capacity plant to manufacture Recordable Compact Disks (CD-Rs) and Recordable Digital Versatile Disks (DVD-Rs). The strategy for the optical media project was identical to what had successfully been implemented in the diskette business - creating a facility that matched global standards in terms of size, technology, quality, product flexibility and process integration. The company is today the only large Indian manufacturer of magnetic and optical media data storage products, exporting approximately 85 percent of its production.
Since inception, Moser Baer has always endeavored to create its space in the international market. Aiding the company in its efforts has been a carefully-planned and sustainable business model - low costs, high margins, high profits, reinvestment and capacity growth. Along the way, deep relationships have been forged with leading OEMs, with the result that today there are hardly any global technology brands in the optical media segment that Moser Baer is not associated with.
Board of Directors
The difference between a good company and a great one lies in its core management team. Moser Baer's Board is a classic example of just how a group of thought leaders, visionaries, evangelists and technocrats can come together to galvanize a company to achieve excellence - and that too on a global scale. Meet the people who provide the inspiration and guidance to make it all happen for Moser Baer.
Company policies
When you're running a small business, there's not a lot of time for personnel management. After all, you have clients to meet and projects to complete. So you let employees work independently, unless or until it's evident there are problems. Then you step in.
In order to give staff members the feelings of autonomy and ownership, they need to know the rules. These go beyond what time to show up, vacation time and health benefits. You need a written company policy that covers computer and Internet use. A companies policies and procedures are manual guides both managers and employees as to what is expected and can prevent misunderstandings about employer policy. In addition, supervisors and managers are more likely to consistently apply policies if they are clearly communicated in writing. And is probably your first line of establishing an affirmative defense strategy. It is true that written policies, like any record, can be used against an organization in a lawsuit.
Corporate Social Responsibility (CSR) Policy
At Moser Baer, we believe that Corporate Social Responsibility (CSR) is the way to conduct business that achieves a balance or integration of economic, environmental and social imperatives while at the same time addressing stakeholder expectations. Under its CSR policy, the company affirms its commitment of seamless integration of marketplace, workplace, and environment and community concerns with business operations. Moser Baer uses CSR as an integral business process in order to support sustainable development and constantly endeavors to be a good corporate citizen and enhance its performance on the triple bottom-line.
CSR Mission
Whilst being committed to excellence and total customer satisfaction through teamwork, ceaseless innovation and timely delivery of quality products of international standards, we recognize our responsibilities towards social and environmental dimensions of our business and thus aim to visibly play a leading role within our sphere of influence.
We will strive to be a leader while continuing our business in a socially and environmentally responsible manner. We affirm our commitment to contribute to nation building measures through improving quality of life of our workforce, their families and the communities of the area we exist and beyond.
The Structure
Community Development vehicle, Moser Baer Trust is headed by CSR Head of Moser Baer
Trustees are senior leaders from the company
Functional scorecard and KRAs align initiatives with company’s strategic objectives
Regular board level reporting to CSR Committee
Programs evolved after stakeholder dialog and have independent budget, action plans and targets. Community programmes designed to meet Millennium Development Goals (MDGs) in MBIL’s sphere of operations- as contribution to nation building.
Community Development
Recognizing that given its developing country context, community development forms an important element of CSR, we have established the Moser Baer Trust - a dedicated vehicle set up for this purpose focusing on the issue of health, livelihoods and digital literacy in our surrounding areas while we continue to work on larger issues like recycling of plastics, access to education for visually challenged children, disaster preparedness on a broader level. Our community development programs are undertaken after stakeholder dialog and have a strong sustainable development component to ensure that our initiatives contribute to achieving the millennium development goals in our sphere of influence.
REASONS TO CHOOSE THE PROJECT
When I joined the training at MOSERBAER, I was allotted the project of “ABSENTEEISM OF EMPLOYEES”. Initially it appeared to me quite a simple project, but as I started working on it only then I understood its real significance.
It is often easier for the organizations to make arrangement to cover staffs, which are going to be off for long periods. However, employees taking odd days off here and there are more problematic, can have an immediate impact.
If remain unchecked, this type of absence can send out the wrong signals to colleagues who, in some jobs, are likely to have to cover for those absent. If employers fail to take action, a ‘buggins turn’ mentality may emerge. Frequent absence may have serious repercussions where staff are employed in customer-facing roles or employed on production lines. The impact of absence may be most directly felt and the need to arrange cover at short notice may be paramount.
CONCEPT OF ABSENTEEISM
It refers to workers absence from their regular task when he is normally schedule to work. The according to Webster’s dictionary “Absenteeism is the practice or habit of being an absentee and an absentee is one who habitually stays away from work.”
According to Labour Bureau of Shimla: - Absenteeism is the total man shifts lost because of absence as percentage of total number of man shifts scheduled to work.
In other words, it signifies the absence of an employee from work when he is scheduled to be at work. Any employee may stay away from work if he has taken leave to which he is entitled or on ground of sickness or some accident or without any previous sanction of leave. Thus absence may be authorised or unauthorised, wilful or caused by circumstances beyond one’s control.
Productivity in an organization frequently suffers as a result of high levels of absenteeism and worker turnover. There is evidence that all concerned-owners, contractors, and workers--are interested in resolving this problem. This study examines the source and size of the problem, and makes recommendations to reduce it. For the most part, data for this study were collected from employees and required the cooperation of owners and contractors. Without exception everyone cooperated. Some causes of absenteeism are uncontrollable. The major causes, however, are controllable. They center on the work-site environment. Such de-motivators as excessive rework, poor supervision, and unsafe working conditions are reported by workers to be more frequent reasons for absenteeism than personal illness. These data suggest that absenteeism can be minimized if managed. Well planned, safe jobsites where an effort is made to recognize workers' individual skills and utilize employees accordingly will have less absenteeism and inherently enjoy a gain in productivity.