A Case Study of Arvind Logistics, Bangalore

There was a general feeling within the geo-physical environment where this company was located that management was not taking care of the casual labourers. To ascertain the veracity of this feeling a research was undertaken between 2003 and 2006. Based on hypothesis testing the researcher came to the conclusion that both the dissatisfaction with the wages and the increasing daily expenses are related to each other. These were inadequate given the rising inflation rates. When added to the increasing job opportunities outside the company the temptation to quit was high. This investigator went deep into the issues and ascertained some of the major problems that led to high absenteeism and attrition rates, which in turn, impacted and resulted in low per capita productivity of labourers and a low role efficacy of the HR Department. This in turn called for a proactive HR intervention to ameliorate the plight of labourers in the company. This case study shows the manner in which the investigator concluded that such an intervention was called for and in the process shed light on the real causes of attrition and absenteeism. In the process the HR Department of the company was placed in the dock and thereby lends support to the radical industrial relations view that "there is no such thing as a labour problem; there is always a management problem."