A Study On Employee S Absenteeism in Spinco

A STUDY ON EMPLOYEES ABSENTEEISM IN SPINCO.
,
THIRUBUVANI, PUDUCHERRY
SUMMER PROJECT REPORT
Submitted by
K.PRASANNA
REGISTER NO: 27348327
Under the Guidance of
Mrs.M.JANAKI RAMA MBA., PGDCA.,
Faculty, Department Of Management Studies
in partial fulfillment for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
DEPARTMENT OF MANAGEMENT STUDIES
SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE

PONDICHERRY UNIVERSITY
PUDUCHERRY, INDIA
SEPTEMBER- 2007
SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE

MADAGADIPET, PUDUCHERRY
DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE
This to certify that the project work entitled A STUDY ON EMPLOYEES

ABSENTEEISM IN SPINCO LTD., PUDUCHERRY
is a bonafide work done by
K.PRASANNA [ REGISTER NO: 27348327 ] in partial fulfillment of the requirement for the
award of Master of Business Administration by Pondicherry University during the academic year
2007 2008.
INTERNAL GUIDE
HEAD OF DEPARTMENT
Submitted for Viva-Voce Examination held on
EXTERNAL EXAMINER
TABLE OF CONTENT
CHAPTER
TITLE
PAGE NO
LIST OF TABLES
LIST OF CHARTS
I
INTRODUCTION
1.1 Profile of Organization
1.2 Process of manufacture
1.3 Organization chart
1.4 Organization structure
II
REVIEW OF LITERATURE
10
III
OBJECTIVES
25
IV
RESEARCH METHODOLOGY
26
DATA ANALYSIS AND INTERPRETATION
33
VI
FINDINGS OF THE STUDY,
71
SUGGESTION AND RECOMMENDATIONS
73
VII
CONCLUSIONS
74
VIII
LIMITATIONS OF THE STUDY
75
SCOPE FOR THE FUTHER STUDY
76
APPENDICES
ANNEXURE-1
77
ANNEXURE-2
81
ACKNOWLEDGEMENT
I am extremely grateful to Our Principal Dr. V.S.K. VENGATACHALAPATHY to provide
necessary and essential facilities to do this project report.
I express my sincere thanks and deep sense of gratitude to my Head of Department

Mr. S.JAYAKUMAR, Department of Management Studies for providing me with an
opportunity to study and to do this report.
I express a deep sense of gratitude to my Guide Mrs. M.JANAKI RAMA, faculty

Department of Management Studies, for her encouragement, support and guidance to complete
this project work successfully.
I convey my heartiest thanks to Mr. G. RAJA MOHAN MANAGING DIRECTOR THE

PONDICHERRY CO-OPERATIVE SPINNING MILL LTD, Puducherry, who kindly granted
permission to do this project report in his esteemed organization.
Finally, I express my sincere thanks and deep sense of gratitude to my parents and friends
for giving timely advice in all the ways and in all aspects for doing the project
ABSTRACT
The project report entitle A STUDY ON EMPLOYEES ABSENTEEISM IN

SPINCO, PUDUCHEERY. is intended to determine the employees condition, salary,
Facilities, attendance program, training programme, motivation techniques and promotions
To achieve this defined objective structured questionnaire based on the preliminary study
made is prepared. The prepared questionnaire is used to get the direct responses from the
employees of spinco, puducherry.
The response given by the employees of
spinco, puducherry analyzed and interpreted
using different type of statistical tools used are percentage analysis , weighted average method ,
chi square , correlation .
After analysis and interpretation it reveals the following points are important in improving
the working condition ,increasing the salary , transport facilities , introduction of attendance
programme , promotion incentives , increasing leave , welfare facilities , the above all conclusion
will helpful for management to improve the presenteeism.
LIST OF TABLES
S.no
TABLE NAME
Page No
Table showing respondents age level
33
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Table showing Educational Qualification of the Respondents

Table showing respondents experience
Table showing number of working days
Table showing leave taken in a month
Table showing respondents number of working years
Table showing respondents on their work load
Table showing respondents working hours
Table showing respondents management policy
Table showing respondents working environment
Table showing respondents relation ship with supervisor
Table showing respondents their leave will affect company out put
Table showing respondents employees skill
Table showing respondents salary
Table showing respondents compensation provided
Table showing respondent existing job
Table showing respondent facilities provided by the company
Table showing respondent flexibility and independence
Table showing respondent procedure for taking leave
Table showing respondent reason for taking leave
Table showing respondent absent due to transportation problem
Table showing respondent infectious diseases
Table showing respondent get leave whenever you want
Table showing respondent insufficient rest pause
Table showing respondent motivation techniques
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
26
Table showing respondent personal problem
58
27
Table showing respondent counseling provided by the company

Table showing respondent Preference on their shift to reduce
59
28
29
30
31
32
33
33
absenteeism
Table showing respondent freedom to change shift
Table showing respondent need additional leave
Table showing respondent excepted facilities provided
Table of Respondents Based On The Working Hours - CHI-SQUARE
Computation of Chi-Square
Affected By Infectious Diseases Vs Leave Affecting The Company
34
Output- Correlation
Ranks for correlation data
35
Salary Paid Vs Absent Due To Transportation- ANOVA
60
61
62
63
64
65
66
66
67
36
ANOVA Table
68
37
Weighted Average for Data
69
38
Point Weightage
69
LIST OF CHARTS
S.no
1
2
3
4
5
6
7
8
9
10
11
12
CHART NAME
Chart showing respondents age level
Chart showing Educational Qualification of the Respondents
Chart showing respondents experience
Chart showing number of working days
Chart showing leave taken in a month
Chart showing respondents number of working years
Chart showing respondents on their work load
Chart showing respondents working hours
Chart showing respondents management policy
Chart showing respondents working environment
Chart showing respondents relation ship with supervisor
Chart showing respondents their leave will affect company out put
7
Page No
33
34
35
36
37
38
39
40
41
42
43
44
13
14
15
16
17
18
19
20
21
22
23
24
25
26
Chart showing respondents employees skill

Chart showing respondents salary
Chart showing respondents compensation provided
Chart showing respondent existing job
Chart showing respondent facilities provided by the company
Chart showing respondent flexibility and independence
Chart showing respondent procedure for taking leave
Chart showing respondent reason for taking leave
Chart showing respondent absent due to transportation problem
Chart showing respondent infectious diseases
Chart showing respondent get leave whenever you want
Chart showing respondent insufficient rest pause
Chart showing respondent motivation techniques
Chart showing respondent personal problem
45
46
47
48
49
50
51
52
53
54
55
56
57
58
27
Chart showing respondent counseling provided by the company
59
28
29
30
31
Chart showing respondent Preference on their shift to reduce

absenteeism
Chart showing respondent freedom to change shift
Chart showing respondent need additional leave
Chart showing respondent excepted facilities provided
60
61
62
63
CHAPTER 1
INTRODUCTION
PART-A
ABOUT THE SPICES INDUSTRY
India is known as the home of spices and boasts of a long history of trading with the ancient
civilisations of Rome and China. Today, Indian spices are the most sought-after globally, given
their exquisite aroma, texture and taste. India has the largest domestic market for spices in the
world. India is the world's largest producer and exporter of spices of the 109 varieties listed by
the International Organization for Standardization (ISO), as the country produces and exports
about 75 varieties of spices.
India primarily exports pepper, chilli, turmeric, ginger, cardamom, coriander, cumin, fennel,
fenugreek, celery, nutmeg and mace garlic, tamarind and vanilla. Processed spices such as spice
oils and oleoresins, mint products, curry powder, spice powders, blends and seasonings are also
exported.
The US is the major importer followed by China, Vietnam, the UAE, Malaysia, Saudi Arabia, the
UK, Germany, Singapore and Sri Lanka. In 2014-15, India exported spices worth US$ 2.42
million.
SPICES BOARD OF INDIA
The Spices Board of India works towards the development and worldwide promotion of Indian
spices. It provides quality control and certification, registers exporters, documents trade
information and provides inputs to the Central Government on policy matters. It participates in
10
major international fairs and food exhibitions to promote Indian spices, apart from organising
various domestic events.
KEY MARKETS
India commands a formidable position in the world spice trade with the spice exports expected to
touch US$3 billion by 2016-17In value terms, India's spice market grew an average 8.8 per cent
annually between 200910 and 201415 (up to December 2014).
About 893,920 tonnes of spices, valued at US$ 2,440.8 million, were exported in 201415.
In 201415, the US was the major importer, followed by China, Vietnam, the UAE, Malaysia, the
UK, Germany, Saudi Arabia ,Thailand and Sri Lanka. Spice exports to the US increased 4.3 per
cent to US$ 410.3 million in 201415 from US$ 393.3 million in 201314.
Variety of Spices for Sale
11
GROWTH RATE OF INDIAN SPICES EXPORT

PAST TREND & FUTURE PROSPECTS
Spices are an integral component of virtually all recipes in all cultures, not only for their flavor
and seasoning but also for their numerous medicinal values. India produces a wide variety of
spices including cardamoms, chilies, black pepper, mustard, coriander. Indian cuisine is also
known for its rich taste which it derives from numerous spices. The demand of Indian spices is
high in the global market due to their rich aroma, texture, and taste. India has the largest domestic
market for spices in the world. The major importers of Indian spices are the US, China, the UAE
and Malaysia. The primary spices imported from India are pepper, chili, turmeric, coriander,
cumin, and fennel.
Growth of the spice market in India has been triggered by the establishment of quality evaluation
laboratories that ensure the quality of the final product and make them world renowned. These
labs stay in direct touch with the importers association of importing countries. Other factors
contributing to the growth of the spices market is the infrastructural facilities provided by the
Spices Board of India, and the shifting consumer interest from artificial to natural flavors.
However, the market still faces a number of challenges in the form of food safety issues, and
insufficiency of legal provisions among other.
12
The demand for spices and spice extracts including spice oils and oleoresins is
booming globally. The demand for a variety of traditional cuisines of different
cultures and ethnic groups is driving the demand for various spices and spice
extracts. India is the largest producer of spices. The production of spices in India
has witnessed a modest growth over the period of FY'2010-FY'2015, growing from
~ thousand tonnes in FY'2010 to ~ thousand tonnes in FY'2015 with a CAGR of ~
%. Unorganized segment has been dominating the spices market in India for the
last many years. The market share of unorganized segment was ~% in FY'2015.
Gujarat is continued to hold the dominant position as spice producing state in India.
In FY'2015, thousand tonnes of spices were produced in Gujarat. A combination of
highly fertile soil and recent irrigation projects has given Gujarat the edge over
other spice producing states. The dominance of inorganic spices segment has
showcased that majority of the farmers are adopting the farming practices for
inorganic spices and consumers have also shifted their preferences towards
inorganic spices owing to huge cost associated with the organic spices. A major part
of revenues for the manufacturer of spices come from this sector as spices are
largely consumed by individuals for cooking purposes at home.
Chilly is the largest produced spice in India. It contributed to share of ~% out of the
total world production. This spice is used majorly in curried cuisines. It is also used
in curry powder, seasoning and other such spice mixes. MDH is the dominating
player in FY'2015, with a market share of ~% in the total revenues generated from
the sales of spices in the organized segment.
The population in India is surging and the increasing consumer expenditure on food
explains the swelling demand for food in India. Accordingly, the demand for spices
is expected to grow in the future which will lead to a prominent growth in the
13
revenues from the sales of spices in India. The revenues from India market are
expected to expand to around USD 18 billion in FY'2020, growing with a CAGR of
~% from FY'2016 to FY'2020. The highest contribution to this growth is expected
to come from the spice mixes and blended spices.
PART B
SUBJECT: ABSENTEEISM OF EMPLOYEES
Absenteeism is a habitual pattern of absence from a duty or obligation. An absence refers to time
an employee is not on the job during scheduled working hours, except for a granted leave of
absence, holiday, or vacation time. However, employee absenteeism is not just an employee issue
it is an organizational problem and therefore becomes everyone's responsibility.
Absenteeism can have an enormous effect on the productivity of an organization. The average
American worker takes six days sick leave a year, and although this is significantly less than in
places such as Europe it is still having a big impact on US staffing resources and productivity.
The loss of productivity due to short/long-term illness, disability is therefore proving to be a
major headache for companies. Effective absence management programs can be the best remedy
for reducing absenteeism.
IMPACT OF ABSENTEEISM
There are many forms of absenteeism, ranging from short-term illness, long-term illness,
unauthorized absence and persistent lateness, to other authorized absences such as annual leave,
paternity leave, time off to care for dependents and compassionate leave. Other causes might also
include low morale, stress and poor working conditions, many of which are preventable.
14
The effect absenteeism can have on a business can be wide-ranging, but particularly
affects those employees left to pick up the pieces. According to Wayne Wendling, Senior Director
of Research at the International Foundation of Employee Benefit Plans.
The workings of a company have changed and employees are now much more
interconnected than previously and, as a result, organizations are much more dependent on their
employees.
When someone is absent, the entire web of interaction among employees can be
disturbed in terms of workflows and the availability of information, he explains. Part of that is
overcome as more files are now open to people who can fill in and help with the tasks that the
individual may have been performing. However, there is a definite ripple effect through the
organization when someone is unexpectedly ill. The productivity of others is also being
impacted.
EFFECT OF ABSENTEEISM
Labour absenteeism is a harmful to both the employee and the worker as follow:
Normal work flow in the factory is disturbed.

Overall production in the factory goes down.
Causal workers may have to be employed to meet production schedules such worker is
not trained properly.

Difficulty is faced in executing the order in time.
Overtime allowance will increases considerably because of higher absenteeism.

When a number of workers absent themselves, there is extra pressure of work on their
colleagues who are present.

Workers lose wages for the unauthorized absence from work.
PECULIAR FEATURES OF ABSENTEEISM

On the basis of studies undertaken certain observations may be made:
15
a) The rate of absenteeism is lowest on payday; it increases considerably on the days following
the payment of wages and bonus. The level of absenteeism is comparatively high immediately
after payday. When worker either feel like having a good time or in some other cases return home
to their villages family and after a holiday, has also been found to be higher than that on normal
days.
b) Absenteeism is generally high workers below 25 years of age and those above 40. The
younger employees are not regular and punctual. Presumably because of the employment of a
large no. of new comers among the younger age groups, while the older people are not able to
withstand the strenuous nature of the work.
c) The percentage of absenteeism is higher in the night shift than in the day shift. This is so
because workers in the night shift experience great discomfort and uneasiness in the course of
their work than they do during day time.
d) Absenteeism in India is seasonal in character. It is the highest during March-April-May, when
land has to be prepared for monsoon, sowing and also in harvest season (Sept-Oct) when the rate
goes as high as 40%.
ABSENTEEISM - TYPES & THEIR 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.
16
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.
CAUSES OF ABSENTEEISM
The Royal Commission Labour observed that high absenteeism among Indian labour is due to
rural orientation and their frequent urge for rural exodus. According to Acharaya In modern
industrial establishment the incidence of industrial fatigue, mal nutrition and bad working
conditions aggravate that feeling for change among industrial worker and some time impel them
to visit their village home frequently for rest and relaxation.
The general cause of absenteeism may be summarized as below:-
1) MALADJUSTMENT WITH FACTORY

In factory the worker finds caught within factory walls, he is bewildered by heavy traffic, by
strangers speaking different and subjected to strict discipline and is ordered by complete strangers
to do things which he cannot understand. As a result he is under constant strain, which cause him
serious distress and impairs his efficiency. All these factors tend to persuade him to maintain his
contacts with village
.
2) SOCIAL AND RELIGIOUS CEREMONIES
17
Social and religious ceremonies divert workers from workers to social activities. In large number
of cases incidence of absenteeism due to religious ceremonies is more than due to any other
reason.
3) HOUSING CONDITIONS
Workers also experience housing difficulties. Around 95% of housing occupied by industrial
workers in India is unsatisfactory for healthful habitations. This leads to loss the interest in work.
4) INDUSTRIAL FATIGUE
Low wages compel a worker to seek some part time job to earn some side income. This often
result inconstant fatigue, which compels to remain absent for next day.
5) UNHEALTY WORKING CONDITION

Irritating and intolerable working conditions exist in a factory. Heat, moisture, noise, vibration,
bad lighting, dust fumes and overcrowding all these affect the workers health causing him to
remain absent from work a long time.
6) ABSENCE OF ADEQUATE WELFARE ACTIVITIES

High rate absenteeism is also due to lack of adequate welfare facilities Welfare activities include
clean drinking water, canteen, room shelter, rest rooms, washing and bathing facilities, first aid
appliances etc.
7) ALCOHOLISM
Some of the habitual drunkards spend whole of their salary during first week of each month for
drinking purpose. Therefore 2 or 3 weeks after getting their salary absent themselves from their
work.
18
8) INDEBTNESS
All those workers who undergo financial hardships usually borrow money lenders at interest rate
which are very high, which often cumulates to more than 11 12 times
their actual salaries. To avoid the moneylenders they usually absent themselves from work
because they are unable to return the money in stipulated time.
9) IMPROPER & UNREALISTIC PERSONNEL POLICIES

Due to favoritism and nepotism which are in the industry the workers generally become
frustrated. This also results in low efficiency, low productivity, unfavorable relationship between
employee and supervisor, which in turn leads to long period of absenteeism.
10) IN ADEQUATE LEAVE FACILITIES

Negligence on part of the employee to provide leave facility compel the worker to fall back on
ESI leave. They are entitled to 50 days leave on half on pay. Instead of going without pay the
worker avail themselves of ESI facility
19
1.2 PROCESS OF MANUFACTURING

The Pondicherry co-operative spinning mills ltd is processing with its licensed capacity
1.2.1 SPINNING
The process of spinning starts with ginning. Ginning is process by which Seeds are
removed from the raw cotton. In this mill, the ginned cotton is directly purchased and so that the
ginning is not carried on and the remaining .Process is followed as usual.
MIXING AND BLOW ROOM

Raw cotton is received at the mill in highly compressed bales. Bales of different varieties
are opened at time and layer of cotton from each bale is fed alternatively, into the machine with a
view to obtain uniform blend. It is cleaned in blow room line.
CARDING
The blow room lap is fed into carding machine. The cotton is subject to the action of
sharp wire points of licker cylinder, doffer and flatter resulting in 'the further removal of neps and
waste. After processing in, comes out in the cane.
DRAWING
On the drawing frame, a uniform sliver lab is produced- by 6 to 8 card sliver and drafting
them proportionately. Here parallelization of fibers is achieved and this process is repeated twice
for carded yam and the sliver lab is then fed to the speed frame.
SPEED FRAMES
20
This term' Speed frames' is used to designate a group of machines in which cotton in the
form of drawing sliver is reduced to a much smaller size by drafting and a slight twist.
RING FRAMES
The final yarn is spun on ring frames by drafting and twisting the rove from the speed
frames. The drafts and twist .varies depending on the count and quality of yarn required.
DOUBLING
Generally two yarn threads are sending parallel on single cone on a doublers winding
machine. Thereafter such yarn is twisted together on a ring doubling machine to form a double
yarn.
1.2.2 BUSINESS
The mill shall purchase the cotton required by spinning.
The mill shall produce such kinds of cotton yarn and staple fiber yarn as are required by
the weaving units, by the weavers in union territory of Pondicherry and by others.
The yarn required by the Pondicherry state weavers co-operative societies and other
primary weavers co-operative societies shall ordinarily be supplied by the mills.
The Board of director may appoint necessary agent brokers etc on such terms and may be
agreed upon for canvassing order.
1.2.3 FUNCTION OF THE MILL

The Pondicherry co-operative spinning mill is running with 3shifts. The production process
is non stop. The first shift timing is from 7 00A.M. to 3.30 P.M., The second shift is from 3.30
P.M .to 12.00MID NIGHT .And the third shift is from 12 MID NIGHT to 7.00 A.M. with a half
-an- hour break for workers but not for production .Nearly 630 workers are working in the mill.
1.2.4 MANAGEMENT
21
Pondicherry co-operative spinning mills ltd is governed by law and it is managed

by an Administrator, who is I.A.S.officer and he is appointed by the Government of Pondicherry.
1.3 ORGANISATION CHART

ADMINSTRATOR
Managing Director
Administration
& Finance
Labour
Officer
Admn. Manager
Clerks
Production
Wing
Controller of
Accounts
Clerks
Asst. Spinning
Master
(Maintenance)
Asst Spinning
Master. (Qlty.
control)
Elec. Engineer
Supervisor for
Prodn &
Maintenance
Quality Control
wing
Engineering
wing
Masteries &
Workers
22
1.4 ORGANISATION STRUCTURE

The organizational functions of the mill is divided into five namely,
Production wing
Quality control wing
Engineering wing
Maintenance wing
Accounts and finance wing.
Administration wing
1.4.1 PRODUCTION WING

The major activity concerned in the mill is production of yarn from raw Cotton. In this
mill, the machineries and materials are equipped to produce yarn from the count range 305 to
1005. The Asst. Spinning Master (Maintenance & production) is in charge for the production
wing. The supervisors in the production will look after the process of production in different
stages. 6 staffs and 540 workers are working in production wing.
1.4.2 QUALITY CONTROL WING
The main responsibility of this wing is to check the quality of yarn and quality of raw
materials. Asst. Spinning Master (Quality Control) is in charge for this wing. All the incoming
raw materials and outgoing yarn are checked in quality point of view. In this wing, nearly 10
staffs are working.
1.4.3 ENGINEERING WING
23
This wing takes care of all electrical equipments and fittings in the organization. It also
takes all preventive measures. An Electrical Engineer heads this wing. A group of 21 workers are
worked in this department under the control of the Electrical Engineer
1.4.4 MAINTENANCE WING
This wing is functioning under the head of Asst. Spinning Master (maintenance). This
wing is taking care of maintenance of all machineries in the mills. This will take measures to
maintain the machinery in good working condition. One staff and 68 workers are functioning in
this wing.
1.4.5 ACCOUNTS AND FINANCE WING
The finance and accounts wing is playing an important role in this organization. This
wing maintains a systematic record of the daily events of business. It also maintains records of all
financial transactions to find out the profit or loss during the year, and to know the correct
financial status of the mill. All payments and receipts are taken care by this wing. The controller
of accounts heads this department and three staffs are working in this department
1.4.6 ADMINISTARATION WING
Administrative manager is in charge for administrative wing. This department carries on
purchases, sales stores and other administrative functions 31 staff are working in the wing
All the department (wings)are under the direct control and supervision of the Managing
director .the administrative manager and concerned department head shall be consulted by the
Managing director in all matters , where ever and when ever deemed necessary and their
comment shall be consider while framing a policy decision.
24
NEED FOR THE STUDY
The success of any manufacturing organization depends largely on the workers, the
employees are considered as the backbone of The Pondicherry Co- Operative Spinning
Mill Ltd, Puducherry
The study is on employee absenteeism in SPINCO
The employee absenteeism is booming HR issue in many industries .It helps to know the
employee satisfactions level and it help to find cause of employee absenteeism, based on
certain factor like working condition, leadership style, work stress, leave days, and salary
level.
This study can be helpful to the management to improve its core weaknesses by the
suggestions and recommendations prescribed in the project.
The need of this study can be recognized when the result of the related study need
suggestions and recommendations to the similar situation.
25
CHAPTER-II
REVIEW OF LITERATURE
.
WORKING WELL
There are many measures that an employer can take to help mitigate the rippling effects of
absenteeism on the workforce. Sometimes it really is the little things that make the most
difference. Allowing employees to visit doctors and dentists, health surveillance, health education
and stress management interventions are all good examples. Once they are measuring absence
and then reducing it, they will find that a fitter workforce will perform better and productivity
will increase giving them a competitive edge in any business environment, enthuses Bawden.
One of the most effective ways to combat absenteeism, however, is to maintain a happy
working environment where people actually enjoy coming to work. Have a workplace that
people love to come to work in and they feel they are doing something meaningful, Wendling
recommends.
Although not always preventable, absenteeism is something that can be mitigated to a
certain degree, and absence management programs can definitely help. Fostering a caring
working environment where workers are supported during any illness or disability can only work
in the favor of the company and ensures that work isnt something for employees to be sick of.
Report Author: ANNE COUGHLAN
Senior Research Executive, IBEC Research and Information Service
26
IBEC WORKPLACE ABSENCE SURVEY 2004

The report contains data from the IBEC WORKPLACE ABSENCE SURVEY 2004,
which was based on responses received from 557 private sector companies employing 147,000
employees.
Absence affects more than just the person who is absent.
The absent employees themselves and their dependants may have a reduced income as a
result of absence, besides incurring possible additional medical expenses. Employers are affected
by direct costs such as sick pay, overtime and staff replacement costs, plus the indirect costs
associated with the effects of absence on, for example, production and quality, management time
and the potential loss of customers. The co-workers of an absent employee may have to work
under increased pressure,in order to meet deadlines.
Many organizations appear to accept a certain level of absence i.e. where a proportion of
their employees are away on any particular day. The recent IBEC study found that over half of
the respondents did not consider they had a problem with absence. However, more than four out
of ten companies in the survey considered their absence levels to be a cause for concern. As only
a portion of absence days are subject to organization control it is important to determine what
portion of employee absence is avoidable.
Employees can feel they have been treated unfairly when they perceive other
absent employees as getting away with it. Absence can also be a symptom of a more serious
underlying problem, such as bullying and/or harassment, communication breakdown, stress, etc.,
which could, if not investigated, lead to significant costs to the organization, as well as causing
long-term damage to the employee.
27
A recent IBEC survey showed that personal problems were cited as a cause of absence in
a significant number of companies, for both males and females. Nowadays, apart from sickness,
employees can be absent from work for any one of a number of reasons, either under statutory
leave entitlement (such as annual leave, maternity or adoptive leave, parental leave), or under
arrangements agreed at an individual company level (such as compassionate or bereavement
leave, study and/or exam leave, marriage leave, training, etc.).
2.2 HOW TO DEAL WITH EMPLOYEE ABSENTEEISM
For Employees Who Are Absent
For Supervisors/Managers:
Recently, I was asked by a manager how he should deal with the fact that on any given
day 10% of his employees are absent from work. I informed the manager that the problem of
employee absenteeism is a problem best resolved by taking the following four positive
interventions versus taking a negative or punitive approach.
Change Management Style:
We are all aware of the fact that when employees call in ill, it does not mean they are
truly too physically ill to work. One reason, outside of illness, that employees are absent is stress,
and the number one reason employees are stressed has to do with their relationship with their
manager/supervisor.
Management styles that are too authoritarian tend to promote high levels of absenteeism
among employees. Authoritarian managers are managers who have poor listening skills, set
unreachable goals, have poor communication skills, and are inflexible. In other words, they yell
too much, blame others for problems, and make others feel that it must be their way or the
"highway." Authoritarian managers tend to produce high absenteeism rates. By identifying
managers who use an authoritarian style, and providing them with management training, you will
be taking a positive step not only toward reducing absenteeism, but also reducing turnover, job
burnout, and employee health problems such as backaches and headaches.
28
Change Working Conditions:

The employees in your company probably work in a well-lighted climate controlled
building. The working conditions I am referring to relate to coworker relationships. Not only does
relationship stress occur between the employee and manager, but it also exists between employees.
Frequently I hear employees say they did not go to work because they are fearful of or angry with
another employee. These employees usually report they just could not deal with "so and so" today,
so they called in ill. Companies that adopted policies and values that promote employee respect and
professionalism, and promote an internal conflict resolution procedure, are companies that reduce
employee stress. A reduction in employee stress reduces employee absenteeism.
Provide Incentives:
Giving employees incentives for reduced absenteeism is not the same as rewarding or
giving employees bonuses for reduced absenteeism. An incentive provides an employee with a
boost to their motivation to avoid unnecessary absenteeism. It simply helps the employee decide
to go to work versus staying home and watching Jerry Springer.
The types of incentive programs used by companies are numerous. Some companies
allow employees to cash-in unused sick days at the end of every quarter, others give an employee
two hours of bonus pay for every month of perfect attendance; and still others provide employees
with a buffet lunch, a certificate of achievement, or even a scratch-off card concealing prizes. The
type of incentive program that your company uses should be one created especially for your
company. You can create an incentive program tailored to your unique company by allowing
employees to help you develop the incentive program.
The duration of the incentive program is also very important. Some companies find that
they can simply reward employees with perfect attendance once a year, while others decide once
a month is best, and still others decide once a week works best.
Develop an Attendance Policy:
Every company should have an attendance policy. An attendance policy allows a manager
to intervene with an employee who is frequently absent. Besides stress as a primary reason for
29
employee absenteeism, other causes relate to alcoholism, domestic violence, and family problems.
If you confront an employee about his or her frequent absenteeism, and they inform you it is due to
personal problems, consider referring the employee to an Employee Assistance Program (EAP).
If the employee's absenteeism relates to a medical problem or a family member with a
medical problem, you may have to consider allowing the employee to use the benefits allowed to
them under the American's with Disability Act (ADA) or the Family and Medical Leave Act
(FMLA). Early identification of these employees will get them back to work as fast as possible.
Lastly, make sure that you have an attorney review your attendance policy to make sure it does
not violate any State or Federal labor laws. By incorporating the above four strategies into your
company you will not only reduce absenteeism you will reduce employee burnout, turnover, poor
morale, and workplace negativism.
By
GARY VIKESLAND, MA LP CEAP
For Employees Who Are Frequently Absent

One of the most important steps you can take if you are frequently absent is to keep your
employer informed. 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.
As an employee you are allowed to take up to 12 weeks of unpaid leave under the federal
Family and Medical Leave Act (FMLA). The 12 weeks of leave may be taken continuous or
intermittently, thereby allowing the employee to work on a less than full-time schedule.
FMLA can be used for the care of a child after birth, adoption, or foster care placement.
30
FMLA is available to care for an immediate family member (spouse, child, and parent) who
has a serious health condition.
FMLA can be used for your own serious health concerns. It does not cover for the common
cold, flu, ear aches, upset stomach, common headache, or routine dental care.
In order to be covered by FMLA you must be considered an "eligible" employee. An
eligible employee must have 12 months (1,250 hours) of employment, and your employer must
employ 50 or more employees within 75 miles of the worksite. Employees must provide 30 days
of advance notice for foreseeable events. There are different exemptions present for both school
teachers and state/local government employees.
If you are an eligible employee, your employer must maintain your benefits, allow you to
return to the same or equivalent position, and not decrease your pay or benefits at the conclusion
of 12 weeks. If you believe you are eligible for FMLA, inform your supervisor or HR department
that you are requesting FMLA coverage. Your employer is required to provide you with written
notice, within two business days, informing you if you are eligible or not.
By
GARY VIKESLAND, MA LP CEAP
2.3 ABSENTEEISM
Information regarding absenteeism among workers in an industrial establishment on account
of reasons other than strikes, lockouts, lay-off, weekly rest or suspension, provide a sound
database for gauging the employees morale, commitment and level of job satisfaction which
have a direct bearing on productivity of the establishment. It is one of the indicators to monitor
and evaluate various labour welfare programs and labour policies.
2.3.1 Instill enthusiasm to curb absenteeism, the Hindu
EVERY organization, irrespective of size and composition, is plagued by the problem of
absenteeism. Managers know that employees are not always genuinely sick when they fail to turn
up for work, yet they cannot stop them from calling in sick or saying that they have to attend to
31
some personal work. There could be a hordes of reasons for absenteeism. Sometimes an
employee may not simply turn up for work because his morale is low or he is just not motivated
to work.
It is observed that if employees were happy doing their work, they would be less inclined
to take even a day off. Many employers think that paying their workers handsomely or providing
better working conditions or improving job security can reduce absenteeism. But such benefits do
not guarantee a reduction in employee absenteeism. The solution actually lies in understanding
and meeting the emotional needs of workers and trying to find out what really motivates them to
come to work and give their best.
A wise manager would endeavor to understand the needs of workers at the recruiting
stage itself. The manager can try and choose the right person for the right job. Getting to know
the applicant well by focusing on the human side rather than on their qualifications and
experience can do this. Efforts should be made to find out the kind of work and responsibilities
that make an employee happy, the enthusiasm for work and ability to get along with other people.
The manager must ascertain that the job suits the candidate.
The next step would be to build employee's trust. As an employer if you have taken efforts
to choose the right candidates for the job, then it is equally important that you believe in them
and trust them to do their job. This trust, though, has to be communicated to the employees.
If the employer believes that the employees cannot do their jobs well, cannot take
decisions on their own and do not do a fair day's work then this is what they will actually do. On
the contrary, if the manager's perception of employees is that they are efficient workers,
independent thinkers and able decision makers, then they will go to any extent to prove it.
The most important step to counter absenteeism is for the manager to constantly give the
employees feedback and motivate them to perform better. But most are woefully lacking in this
ability, they simply are not comfortable telling their staff about their performance.
32
So it is important that managers provide feedback to employees on a regular basis on

what they are doing well and the areas of improvement. If you notice something that requires
mention tell the employee about it and tell it immediately lest the significance of the feedback
should be lost.
If you postpone your feedback on things the employee is not doing rightthen it will be
assumed what is being done is right or that you do not notice such things or you do not care.
Some more tips on giving the right kind of feedback:
Do it in private, on a one-to one basis
Focus your feedback on one or two things
Do not personally attack the employee
Be honest and prompt with feedback

Reducing employee absenteeism is in the employer's hands. If the staff has to be
motivated enough to think twice about taking a day off, their work has to be made interesting. In
short, they need regular feedback and be made to feel that they play an important part in the
business.
This can be done by giving the employees greater responsibility, training and developing
their skills and focusing on what they are doing right. Involving employees both formally and
informally in the aspects of the business will create a sense of belonging. These measures make
employees feel good about what they are doing and thus increase job satisfaction. Organizations
would be prudent if they tackle absenteeism before it becomes a contagion.
Title: LABOUR ABSENTEEISM
Author(s): Michael J. Peel, Nick Wilson
Journal: International Journal of Manpower
Year: 1990
Publisher: MCB UP Ltd
33
Abstract: Using a random sample of 49 UK engineering companies, the influence of profit

sharing, share-option schemes and the perceived degree of employee participation in decision
making on inter-firm lab our absenteeism rates are investigated. After controlling for a number of
firm-specific factors, suggested as theoretically appropriate in the extant literature, the key
empirical results indicated that firms which had adopted sharing schemes appeared to experience
significantly lower absenteeism rates than their non-sharing counterparts..
2.4 GUIDE LINES FOR ABSENTEEISM CONTROL
There are two types of absenteeism, each of which requires a different type of approach.
2.4.1 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 lab our relations context this means that it cannot be remedied or treated by
disciplinary measures.
2.4.2 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 lab our relations context this
means that progressive discipline can be applied.
For the large majority of employees, absenteeism is legitimate, innocent absenteeism
which occurs infrequently. Procedures for disciplinary action apply only to culpable absenteeism.
Many organizations take the view that through the process of individual absentee counseling and
treatment, the majority of employees will overcome their problems and return to an acceptable
level of regular attendance.
34
2.4.3 IDENTIFYING EXCESSIVE ABSENTEEISM

Attendance records should be reviewed regularly to be sure that an employee's sick-leave
days are excessive compared to other employees. If a supervisor suspects that an employee is
excessively absent, this can be confirmed through reviewing the attendance records.
If all indications show that an employee is excessively absent, the next step is to gather as
much information as possible in order to get a clearer picture of the situation. The employees'
files should be reviewed and the employees immediate supervisor should document all available
information on the particular employee's history.
2.4.4 INDIVIDUAL COMMUNICATION
After all available information has been gathered, the administrator or supervisor should
individually meet with each employee whom has been identified as having higher than average or
questionable (or pattern) absences. This first meeting should be used to bring concerns regarding
attendance to the employee's attention. It is also an opportunity to discuss with the employee, in
some depth, the causes of his or her attendance problem and possible steps he or she can take to
remedy or control the absences. Listen carefully to the employee's responses.
2.4.5 PROOF OF ILLNESS
Sometimes it is helpful in counseling employees with excessive innocent or culpable
absenteeism to inquire or verify the nature and reasons of their absence.
The extent to which an employer may inquire into the nature of and reasons for an employee's
absence from the workplace is a delicate issue. The concepts of an employee's privacy and an
employer's need for information affecting the workplace often come into conflict. Seldom is the
conflict more difficult to resolve than where personal medical information is involved.
Unions will often strongly object to any efforts by management to inquire more deeply into the
nature of an employee's illness. You will need to consider the restraints of any language in
collective agreements in relation to this issue.
35
2.5 COUNSELING INNOCENT ABSENTEEISM

The procedure an employer may take for innocent absenteeism is as follows:
1. Initial counseling(s)
2. Written counseling(s)
3. Reduction(s) of hours and/or job reclassification
4. Discharge
2.5.1 Initial Counseling:
If the absences are intermittent, meet with the employee each time he/she returns to work.
If absence is prolonged, keep in touch with the employee regularly and stay updated on the status
of his/her condition. (Indicate your willingness to assist.)
You may require the employee to provide you with regular medical assessments. This will
enable you to judge whether or not there is any likelihood of the employee providing regular
attendance in future. Regular medical assessments will also give you an idea of what steps the
employee is taking to seek medical or other assistance. Formal meetings in which verbal
warnings are given should be given as appropriate and documented. If no improvement occurs
written warning may be necessary.
2.5.2 Written Counseling
If the absences persist, you should meet with the employee formally and provide him/her
with a letter of concern. If the absenteeism still continues to persist then the employee should be
given a second letter of concern during another formal meeting. This letter would be stronger
36
worded in that it would warn the employee that unless attendance improves, termination may be
necessary.
2.5.3 Reduction(s) of hours and or job reclassification

In between the first and second letters the employee may be given the option to reduce
his/her hours to better fit his/her personal circumstances. This option must be voluntarily
accepted by the employee and cannot be offered as an ultimatum, as a reduction in hours is a
reduction in pay and therefore can be looked upon as discipline.
2.5.4 Discharge
Only when all the previously noted needs and conditions have been met and everything has
been done to accommodate the employee can termination be considered. An Arbitrator would
consider the following in ruling on an innocent absenteeism dismissal case.
1. Has the employee done everything possible to regain their health and return to work?
2. Has the employer provided every assistance possible? (i.e. counselling, support, time off.)
3. Has the employer informed the employee of the unworkable situation resulting from their
sickness?
4. Has the employer attempted to accommodate the employee by offering a more suitable
position (if available) or a reduction of hours?
5. Has enough time elapsed to allow for every possible chance of recovery?
Corrective Action for Culpable Absenteeism
As already indicated, culpable absenteeism consists of absences where it can be
demonstrated that the employee is not actually ill and is able to improve his/her attendance.
Presuming you have communicated attendance expectations generally, have identified the
employee as a problem, have met with him/her as part of your attendance program, made your
37
concerns on his specific absenteeism known and have offered counselling as appropriate, with no
improvement despite your positive efforts, disciplinary procedures may be appropriate.
The procedures for corrective/progressive discipline for culpable absenteeism are generally
the same as for other progressive discipline problems. The discipline should not be prejudicial in
any way.
The general procedure is as follows: [Utilizing counseling memorandum]
1. Initial Warning(s)
2. Written Warning(s)
3. Suspension(s)
4. Dismissal
Verbal Warning
Formally meet with the employee and explain that income protection is to be used only when
an employee is legitimately ill. Advise the employee that his/her attendance record must
improve and be maintained at an improved level or further disciplinary action will result.
Offer any counseling or guidance as is appropriate. Give further verbal warnings as required.
Review the employee's income protection records at regular intervals. Where a marked
improvement has been shown, commend the employee. Where there is no improvement a
written warning should be issued.
Written Warning
Interview the employee again. Show him/her the statistics and point out that there has been no
noticeable (or sufficient) improvement. Listen to the employee to see if there is a valid reason
and offer any assistance you can. If no satisfactory explanation is given, advise the employee
that he/she will be given a written warning. Be specific in your discussion with him/her and
in the counseling memorandum as to the type of action to be taken and when it will be taken
if the record does not improve. As soon as possible after this meeting provide the employee
personally with the written warning and place a copy of his/her file. The written warning
should identify any noticeable pattern
38
Suspension (only after consultation with the appropriate superiors)

If the problem of culpable absenteeism persists, following the next interview period and
immediately following an absence, the employee should be interviewed and advised that
he/she is to be suspended.
The length of the suspension will depend again on the severity of the problem, the
credibility of the employee's explanation, the employee's general work performance and
length of service. Subsequent suspensions are optional depending on the above condition.
Dismissal (only after consultation with the appropriate superiors)

Dismissals should only be considered when all of the above conditions and procedures have
been met. The employee, upon displaying no satisfactory improvement, would be dismissed on
the grounds of his/her unwillingness to correct his/her absence
39
OBJECTIVES OF THE STUDY

The main objective of the study is to find the various studies on absenteeism of man hour
and suggestion to reduce absenteeism.
To analyze the master attendance and to find the rate of absenteeism.
To improve the production level by reducing absenteeism.
To find the reason for major absenteeism in particular department.
To suggest controlling tools to reduce absenteeism.
To find out the reason for avoidable and unavoidable absenteeism.
To know the types of facilities and welfare activities for the employees benefit.
40
RESEARCH METHODOLOGY
4.1 RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis data in a
manner that aims to combine relevance to the researcher purpose with economy in procedure.
It constitutes the blueprint for the collection, measurement and analysis of data. As such
the design includes an outline of what the researcher will do form writing the hypothesis and its
operational implication to the final analysis of data.
More explicitly, the design decisions happen to be in respect of;
What is the study about?
Why is the study being made?
Where will the study be carried out?
What type of data is required?
Where can the data are found?
What periods of time will the study include?
What will be the sample design?
How will the data be analyzed?
In what style will the report be prepared?
What techniques of data collection will be used?
41
The Research Design undertaken for the study is Descriptive one. A study, which
wants to portray the characteristics of a group or individuals or situation, is known as Descriptive
study. It is mostly qualitative in nature.
4.2 TYPES OF DATA COLLECTED

Primary Data
Questionnaires are prepared and personal interview was conducted. Most of the
questions are consist of multiple choices. The structured interview method was undertaken. The
interview was conducted in English as well as in Tamil. Proper care was taken to frame the
interview schedule in such a manner it should be easily understood in view of educational level
of the employees. Generally 25 questions are prepared and asked to the employees of the
Pondicherry Co-operative Spinning Mill Public Ltd., Puducherry.
Secondary Data
Secondary data was collected from Internets, various books, Journals, and Company
Records.
4.3 QUESTIONNAIRE CONSTRUCTION

Questionnaires were constructed based on the following types
Open ended questions
Close ended questions
Multiple choice questions
4.4 DEFINING THE POPULATIONS
42
The Population or Universe can be Finite or infinite. The population is said to be finite if
it consist of a fixed number of elements so that it is possible to enumerate it in its totality. So In
this projects consist of finite population. nearly 630 workers working in the mill
4.5 SAMPLING PLAN

A sampling plan is a definite design for obtaining a sample from the sampling frame. It
refers to the technique or the procedure the researcher would adopt in selecting some sampling
units from which inferences about the population is drawn. Sampling design is determined before
any data are collected.
Convenient Sampling technique was adopted. In this method the researcher select those
units of the population in the sample, which appear convenient to him or the management of the
organization where he is conducting research.
4.6 SAMPLE SIZE

Nearly 50 samples are taken in Pondicherry Co-operative Spinning Mill Public Ltd..,
4.7 FIELD WORK
The field works is done at Pondicherry Co-operative Spinning Mill Public Ltd.,
Thirubuvanai, Puducherry.
4.8 PERIOD OF SURVEY
The period is from July 2007 to August 2007.
4.9 DESCRIPTION OF STATISTICAL TOOLS USED
43
Percentage method
Chi-square test
Correlation
Weighted average method
Analysis of variance (TWO-WAY ANOVA)
4.9.1 PERCENTAGE METHOD

In this project Percentage method test was used. The percentage method is used to know
the accurate percentages of the data we took, it is easy to graph out through the percentages. The
following are the formula
Percentage of Respondent =
No of Respondent
Total no. of Respondents
x 100
From the above formula, we can get percentages of the data given by the respondents.
4.9.2 CHI-SQUARE ANALYSIS
In this project chi-square test was used. This is an analysis of technique which analyzed
the stated data in the project. It analysis the assumed data and calculated in the study. The Chisquare test is an important test amongst the several tests of significant developed by statistical.
Chi-square, symbolically written as x2 (Pronounce as Ki-Spare), is a statistical measure used in
the context of sampling analysis for comparing a variance to a theoretical variance.
Formula
(O-E) 2
2 =
44
E
O
Observed frequency
Expected frequency
4.9.3 CORRELATION
Correlation analysis deals with the association between two or more variables. It
does not tell anything about cause and effect relationship. Correlation is classified in two
types as
Positive and
Negative correlation.
SPEARMAN Correlation method, it also can be said as Rank Correlation. It is
defined by the symbol r
FORMULA
6 di
r = 1- ______________
n (n-1)
Correlation value shall always lie between +1 and-1. When r =1, it shows there is perfect
positive correlation between variables. When r = 0, There is no correlation.
4.9.4 WEIGHTED AVERAGE METHOD

Weighted average can be defined as an average whose component items are multiplied by
certain values (weights) and the aggregate of the products are divided by the total of
weights.
45
One of the limitations of simple arithmetic mean is that it gives equal importance to all
the items of the distribution.
Certain cases relative importance of all the items in the distribution is not the same.
Where the importance of the items varies.
It is essential to allocate weight applied but may vary in different cases. Thus weightage is a
number standing for the relative importance of the items.
4.9.5 ANALYSIS OF VARIANCE (ANOVA)

Analysis of variance is an extremely useful technique concerning research. This is used
when multi sample are involved.
Anova is extremely a procedure for testing the difference among different groups of data
for homogeneity. The essence of ANOVA is that the total amount of variation in a set of data is
broken down into two types such as
ONE-WAY ANOVA
TWO-WAY ANOVA
If we take only one factor and investigate the differences amongst its various categories
having numerous possible values one-way anova can be used. When we investigate two factors at
the same time then we can use two-way anova.
Steps involved in ANOVA are
1. Name of the Row samples as x1, x2, x3, x4
2. Name of the Column samples as y1, y2, y3, y4
3. Calculate the sum of all items by T = x1 + x2 + x3.
4. Correction factor CF = T
N
5. Calculate Total sum of squares SST = x1 + x2 + x3.
46
6. Sum of squares between column samples SSC = ( y1) + ( y2) + ( y3)

n
7. Sum of squares between column samples SSR = ( x1) + ( x2) + ( x3)

n
N
T
8. Calculating Residual or Error SSE = [ SST- (SSC+SSR) ]

The basic principle of the Anova is to test for differences amongst the means of the
population by examine the amount of variation within the samples, relation to the amount of
variation between the samples.
TWO-WAY ANOVA TABLE
SOURCE OF
VARIATION
Between
Columns
Treatment
Between
Rows
Treatment
Sum of Squares
Degrees of
Freedom (d.f)
SSC
V1
Mean Square (MS)
F-ratio
SSC
MSC =
MSC
F1 =
K-1
SSR
MSE
SSR
V2
MSR =
R-1
MSR
Residual or
Error
SSE
(K-1) (R-1)
SSE
MSE =
F2 =
MSE
(K-1) (R-1)
If the calculated value (C.V) of F1 < tabulated value (T.V) of F1 then H0 is ACCEPTED.
If the calculated value (C.V) of F1 > tabulated value (T.V) of F1 then H0 is REJECTED.
47
CHAPTER -4
DATA ANALYSIS
AND
INTERPRETATIONS
48
5.1 ANALYSIS USING PERCENTAGE METHOD

TABLE 5.1.1
RESPONDENT BASED ON AGELEVEL
S.No
Age
No. of Respondents
Percentage
18-25
04
08
26-35
18
36
36-45
22
44
Above 45
06
12
50
100
Total
Source: primary data
Inference:
The above table infers that, 08 % belongs to the age group of 18-25 years, 36 % belongs
to the age group of 26-35 years, 44 % belongs to the age group of 36-45 years and 12 % belongs
to the age group of above 45 year
CHART-5.1.1
AGE
50
40
30
P e rce n t
20
10
0
18-25
26-35
36-45
AGE
TABLE 5.1.2
49
above 45
RESPONDENTS BASED ON THEIR EDUCATION
S.No
Education
No. of Respondents
Percentage
SSLC
10
20
HSC
22
44
ITI
18
36
Others
00
00
50
100
Total
Inference:
The above table infers that,
20 %belongs to SSLC, 44 % belongs to HSC, 36 %belongs to ITI and
0 % belongs to other degrees.
CHART-5.1.2
EDUCATION
50
40
30
P e rce n t
20
10
0
sslc
hsc
EDUCATION
TABLE 5.1.3
50
iti
RESPONDENTS BASED ON THEIR EXPERIENCE
S.No
Experience
No. of Respondents
Percentage
Below2years
11
22
3-5 years
07
14
Above 5 years
32
64
Total
50
100

Inference:
The above table infers that
22 % to below 2 years; 14 % belongs to 3-5years, 64 %belongs to above 5 years
CHART-5.1.3
EXPERIENCE
70
60
50
40
30
P e rc e n t
20
10
0
below 2years
3-5years
EXPERIENCE
TABLE 5.1.4
51
above 5 years
RESPONDENTS BASED ON THEIR NUMBER OF WORKING DAYS
S.No
Working Days
No. of Respondents
Percentage
20-22
10
20
23 -25
25-28
22
44
29-31
03
06
50
100
15
Total
30

Inference:
20 % belongs to 20-22 days, 30 % belongs to 23-25 days, 44 % belongs to 25- 28days, and
06 % belong to above 29-31 days.
CHART-5.1.4
NUMBER OF WORKING DAYS
50
40
30
P e rce n t
20
10
0
20-22
23-25
NUMBER OF WORKING DAYS
TABLE 5.1.5
52
25-28
29-31
Respondents Based On Their Leave
In A Month
S.No
Taken leave in
month
No. of Respondents
Percentage
10
20
1 -5
23
46
6-10
04
08
10-15
10
20
16-20
03
06
50
100
Total
Inference:
20 %belongs to
0 days, 46 % belongs to 1-5days, 08 %belongs to 6-10 days, 20 %belongs to
10-15 days, and 06 %belongs to 16-20 days.

CHART-5.1.5
LEAVE IN MONTH
50
40
30
P e rce n t
20
10
0
0
1-5
6-10
LEAVE IN MONTH
TABLE 5.1.6
53
10-15
16-20
RESPONDENTS BASED ON THEIR NUMBER OF WORKING YEARS IN THE

COMPANY
S.No
WORKING YEARS
No. of Respondents
Percentage
<5YEARS
16
32
<10 years
30
60
>10 years
04
08
Total
50
100

Inference:
32 % belongs to <5 years, 60 % belongs to <10years and
08 %belongs to >10 years.
CHART-5.1.6
number of working years in the company

70
60
50
40
30
Percent
20
10
0
<5 years
<10 years
>10 years
number worki ng years in the company
TABLE 5.1.7
RESPONDENTS BASED ON THEIR WORK
54
LOAD
S.No
Work load
No. of Respondents
Percentage
Highly satisfied
04
08
Satisfied
03
06
Neutral
13
26
Dissatisfied
25
50
Highly Dissatisfied
05
10
50
100
Total
Inference:
08 % belongs to
highly satisfied, 06 % belongs to satisfied
26 %belongs to neutral, 50 % belongs to dissatisfied and10 % belongs to highly

dissatisfied.
CHART-5.1.7
WORK LOAD
60
50
40
30
P e rce n t
20
10
0
highly satisf ied
neutral
satisf ied
highlydissatisf ied
dissatisf ied
WORK LOAD
TABLE 5.1.8
RESPONDENTS BASED ON THEIR WORKING HOURS
55
S.No
Working Hours
No. of Respondents
Percentage
10
20
Highly satisfied
Satisfied
12
24
Neutral
05
10
Dissatisfied
13
26
10
50
20
100
Highly Dissatisfied
Total
Inference:
The above table infers that,
20 %belongs to highly satisfied, 24 % belongs to satisfied, 10 % belongs to neutral,

26 %belongs to dissatisfied and 20 % belongs to highly dissatisfied.
CHART-5.1.8
WORKING HOURS
30
20
P e rce n t
10
0
highly satisf ied
neutral
satisfied
highlydissatisf ied
dissatisf ied
WORKING HOURS
TABLE 5.1.9
RESPONDENTS BASED ON THEIR MANAGEMENT POLICY
56
S.No
Management policy
No. of Respondents
Percentage
Highly satisfied
20
40
Satisfied
10
20
Neutral
05
10
Dissatisfied
10
20
Highly Dissatisfied
05
10
Total
50
100

Inference:
40 % belongs to highly satisfied, 20 %belongs to satisfied 10 % belongs to neutral, 20 %
belongs to dissatisfied and 10 % belongs to highly dissatisfied.
CHART-5.1.9
MANAGEMENT POLICY
50
40
30
P e rce n t
20
10
0
highly satisf ied
neutral
satisf ied
highlydissatisf ied
dissatisf ied
MANAGEMENT POLICY
TABLE 5.1.10
RESPONDENTS BASED ON THEIR WORKING ENVIRONMENT
57
S.No
Working environment
No. of Respondents
Percentage
Highly satisfied
28
56
Satisfied
10
20
Neutral
04
08
Dissatisfied
05
10
Highly Dissatisfied
03
06
50
100
Total
Inference:
46 % belongs to highly satisfied, 20 %belongs to satisfied, 08 %belongs to neutral, 10 %

belongs to dissatisfied and 06 %belongs to highly dissatisfied.
CHART-5.1.10
WORKING ENVIRONMENT
60
50
40
P e rc e n t
30
20
10
0
highly s atisf ied
neutral
satisf ied
highly dis satisf ied

diss atisf ied
WORKING ENVIRONMENT
TABLE 5.1.11
RESPONDENTS BASED ON THEIR RELATIONSHIP WITH THEIR SUPERVISOR
58
Relation ship with their

supervisor
S.No
No. of Respondents
Percentage
Highly satisfied
02
04
Satisfied
05
10
Neutral
10
20
Dissatisfied
20
40
Highly Dissatisfied
13
26
50
100
Total
Inference:
04 % belongs to highly satisfied, 10 %belongs to satisfied, 20 % belongs to neutral,

40 %belongs to dissatisfied and 26 % belongs to highly dissatisfied.
CHART5.1.11
RELATIONSHIP WITH THEIR SUPERVISOR
50
40
30
Percent
20
10
0
highly satisf ied
neutral
satisf ied
highlydissatisf ied
dissatisf ied
RELATIONSHIP WITH THEIR SUPERVISOR
TABLE 5.1.12
RESPONDENTS BASED ON THEIR LEAVE AFFECTING THEIR COMPANY OUTPUT
59
S.No
Leave affect company
No. of Respondents
Percentage
Yes
39
78
No
11
22
50
100
Total
Inference:
78 %says yes, 22 %says no.
CHART-5.1.12
leave affecting their company output

100
80
60
40
Percent
20
0
yes
no
leave affecting their company output
TABLE 5.1.13
RESPONDENTS BASED ON THEIR EMPLOYEES SKILL
60
S.No
Employee skill
No. of Respondents
Percentage
Good
35
70
Fair
10
20
Poor
05
10
50
100
Total
Inference:
70 % belongs to Good, 2 0%belongs to Fair and 10 % belongs to Poor

CHART-5.1.13
EMPLOYEES SKILL
80
60
40
Percent
20
0
good
fair
poor
EMPLOYEES SKILL
TABLE 5.1.14
RESPONDENTS BASED ON THEIR SALARY PAID
61
S.No
Salary paid
No. of Respondents
Percentage
Sufficient
20
40
In sufficient
Neutral
10
20
05
10
15
30
50
100
3
Moderately
Insufficient
Total
Inference:
40 % belongs to Sufficient, 20 % belongs to Insufficient, 10 %belongs to Neutral and 30%

belongs to moderately insufficient.
CHART-5.1.14
SALARY PAID
50
40
30
P e rce n t
20
10
0
suf f icient
insuf f icient
neutral
moderately suff icien
SALARY PAID
TABLE 5.1.15
RESPONDENTS BASED ON THEIR COMPENSATION PROVIDED
62
S.No
Compensation provided
No. of Respondents
Percentage
Highly satisfied
03
06
Satisfied
04
08
Neutral
10
20
Dissatisfied
27
54
Highly Dissatisfied
06
12
50
100
Total
Inference:
The above table infers that 06 % belongs to highly satisfied, 08 %belongs to

satisfied, 20 % belongs to neutral, 54 %belongs to dissatisfied and 12 % belongs to highly
dissatisfied.
CHART-5.1.15
COMPENSATION PROVIDED
60
50
40
Percent
30
20
10
0
highly satisf ied
neutral
s atisf ied
highlydis satisf ied

dissatis f ied
COMPENSATION PROVIDED
TABLE 5.1.16
RESPONDENTS BASED ON THEIR EXISTING JOB
63
S.No
Existing job
No. of Respondents
Percentage
Highly satisfied
03
06
Satisfied
04
08
Neutral
10
20
Dissatisfied
27
54
Highly
Dissatisfied
06
12
50
Total
100
Inference:
06 %belongs to highly satisfied, 08 % belongs to satisfied, 20 % belongs to neutral,
54 % belongs to dissatisfied and12 % belongs to highly dissatisfied.
CHART-5.1.16
TABLE 5.1.17
RESPONDENTS BASED ON THEIR FACILITIES PROVIDED BY THE COMPANY
64
S.No
Facilities provide by the company
No. of Respondents
Percentage
Highly satisfied
07
14
Satisfied
23
46
Neutral
12
24
Dissatisfied
06
12
Highly Dissatisfied
02
04
Total
50
100

Inference:
14 %belongs to highly satisfied, 46% belongs to satisfied, 24% belongs to neutral
l2 %belongs to dissatisfied and 4 % belongs to highly dissatisfied.
CHART-5.1.17
FACILITIES PROVIDED BY THE COMPANY
50
40
30
Percent
20
10
0
highly satisf ied
neutral
satisf ied
highlydissatisf ied
dissatisf ied
FACILITIES PROVIDED BY THE COMPANY
TABLE 5.1.18
RESPONDENTS BASED ON THEIR FLEXIBILITY AND INDEPENDENCE
65
S.No
Flexibility & independence
No. of Respondents
Percentage
Highly satisfied
05
10
Satisfied
04
08
Neutral
31
62
Dissatisfied
06
12
Highly Dissatisfied
04
08
Total
50
100

Inference:
The above table infers that 10 % belongs to highly satisfied, 08% belongs to satisfied,
62%belongs to neutral, 12 % belong to dissatisfied and 08 % belongs to highly dissatisfied.
CHART-5.1.18
FLEXIBILITY AND INDEPENDENCE

70
60
50
40
Percent
30
20
10
0
highly satisf ied
neutral
satisf ied
highlydissatisf ied
dissatisf ied
FLEXIBILITY AND INDEPENDENCE
TABLE 5.1.19
RESPONDENTS BASED ON THEIR PROCEDURE FOR TAKING LEAV E
66
S.No
Procedure for taking leave
No. of Respondents
Percentage
Giving a Leave Letter
39
78
Not Giving a Leave Letter
04
08
Asking Permission
07
14
No Leave
50
100
Total
Inference:
78 % belongs to giving a leave letter; 08 % belongs to not giving leave letter

14 % belongs to asking permission and 0 % belongs to no leave
CHART 5.1.19
PROCEDURE FOR TAKING LEAVE

100
80
60
P e rce n t
40
20
0
giving a leave lette
not giving leave let
askingpermission
PROCEDURE FOR TAKING LEAVE
TABLE 5.1.20
RESPONDENTS BASED ON THEIR REASON FOR TAKING LEAVE
67
S.No
Reason for taking leave
No. of Respondents
Percentage
Personal Problem
15
30
Health Problem
20
40
Finance Problem
07
14
Working Environment
04
08
Others
04
08
50
100
Total
Inference:
The above table infers that 30% belongs to Personnel problem, 40% belongs to Health
problem, 14 % belongs to Finance problem, 08 % belongs to working environment and 08 %
belongs to others
CHART-5.1.20
REASON FOR TAKING LEAVE

50
40
30
P e rc e n t
20
10
0
personnel problem
f inance problem
health problem
others
w orking environment
REASON FOR TAKING LEAVE
TABLE 5.1.21
RESPONDENTS BASED ON THEIR ABSENT DUE TO TRANSPORTATION PROBLEM
68
S.No
Absent due to transportation

problem
No. of Respondents
Percentage
In Some cases
23
46
Often
05
10
Rare
12
24
Not at All
10
20
50
100
Total
Inference:
The above table infers that, 46 %belongs to in some cases, 10% belongs to often,
24 % belongs to rare and, 20 %belongs to not at all
CHART-5.1.21
.
ABSENT DUE TO TRANSPORTATION PROBLEM
50
40
30
P
E
R
C
E
N
T
20
10
0
in some case
often
rare
not at all
ABSENT DUE TO TRANSPORTATION PROBLEM
TABLE 5.1.22
RESPONDENTS BASED ON THEIR INFECTIOUS DISEASE
69
S.No
Infectious diseases
No. of Respondents
Percentage
Yes
11
22
No
39
78
50
100
Total
Inference:
22 % says yes, 78 % says no.
CHART-5.1.22
AFFECTED BY INFECTIOUS DISEASES

100
80
60
Percent
40
20
0
yes
no
AFFECTED BY INFECTIOUS DISEASES
TABLE 5.1.23
RESPONDENTS BASED ON LEAVE WHENEVER YOU WANT
70
Leave
No. of Respondents
Percentage
Yes
04
08
No
46
92
50
100
S.No
Total
Inference:
08 % says yes, 92 % says no.
CHART 5.1.23
TO GET LEAVE WHENEVER YOU WANT

100
80
60
Percent
40
20
0
yes
no
TO GET LEAVE WHENEVER YOU WANT
TABLE 5.1.24
RESPONDENTS BASED ON INSUFFICIENT REST PAUSE
71
S.No
Insufficient rest pause
No. of Respondents
Percentage
More
29
58
Less
05
10
Tolerable
16
32
50
100
Total
Inference:
58 % belongs to more, 10 % belongs to less and 32 % belongs tolerable.

CHART-5.1.24
REST PAUSE IS ONE OF THE REASON

70
60
50
40
30
Percent
20
10
0
more
less
REST PAUSE IS ONE OF THE REASON
TABLE 5.1.25
72
tolerable
RESPONDENTS BASED ON MOTIVATION TECHNIQUE
S.No
Motivation technique
No. of
Respondents
Percentage
Incentives
29
58
Bonus
Allowance
21
42
50
100
Total
Inference:
58% belongs to incentives, 0 % belongs to bonus and 42 % belongs to allowance.

CHART-5.1.25
MOTIVATION TECHINIQUE
60
50
40
30
Pe rcent
20
10
0
incentives
allow ances
MOTIVATION TECHINIQUE
TABLE 5.1.26
RESPONDENTS BASED ON THEIR PERSONAL PROBLEM
73
S.No
Personal problem
No. of Respondents
Percentage
In Some cases
31
62
Often
04
08
Not at All
15
30
50
100
Total
Inference:
62 % belongs to in some cases, 08 % belongs to often and

30 % belongs to not at all.
CHART-5.1.26
PERSONAL PROBLEM
70
60
50
40
30
Percent
20
10
0
in some cases
often
not at all
PERSONAL PROBLEM
TABLE 5.1.27
RESPONDENTS BASED ON THEIR COUNSELING PROVIDED BY THE COMPANY
74
S.No
Counseling provided by the

company
No. of Respondents
Percentage
Yes
31
62
No
19
38
50
100
Total
Inference:
62% says yes, 38 % says no.
CHART-5.1.27
counseling provided by the company

70
60
50
40
30
Percent
20
10
0
yes
no
counseling provided by the company
TABLE 5.1.28
RESPONDENTS BASED ON THEIR PREFERENCE OF SHIFTS TO REDUCE
ABSENTEEISM
75
Sl.No
Preference of shift
No. of Respondents
Percentage
General Shift
22
44
Weekly Shift
21
42
Monthly Shift
Total
07
50
14
100
Inference:
44 % prefers general shift, 42 % prefers weekly shift and 14 % prefers monthly shift
CHART-5.1.28
WHICH SHIFT DO YOU PREFER

50
40
30
Percent
20
10
0
general shif t
w eekly shif t
monthlyshif t
WHICH SHIFT DO YOU PREFER
TABLE 5.1.29
RESPONDENTS BASED ON THEIR FREEDOM TO CHANGE THE SHIFTS
76
S.No
Freedom to change
No. of Respondents
Percentage
the shift
1
Yes
13
26
No
11
22
26
50
52
100
Rare
Total
Inference:
The above table infers that 26 % belongs to yes, 22% belongs to no and 52 %belongs to rare
CHART-5.1.29
FREEDOM TO CHANGE
60
50
40
30
P e rc e n t
20
10
0
yes
no
rare
FREEDOM TO CHANGE
TABLE 5.1.30
RESPONDENTS BASED ON THEIR NEED OF ADDITIONAL LEAVE
S.No
Need of additional leave
No. of Respondents
77
Percentage
Yes
25
50
No
Total
25
50
50
100

Inference:
50 % says yes, 50%says no.
CHART-5.1.30
NEED OF ADDITIONAL LEAVE

60
50
40
30
Percent
20
10
0
yes
no
NEED OF ADDITIONAL LEAVE
TABLE 5.1.31
RESPONDENTS BASED ON THEIR EXPECTED FACILITIES NEEDED
S.No
Expected facilities needed
No. of Respondents
78
Percentage
Medical
Facilities
11
22
Transport Facilities
30
60
Others
Total
09
50
18
100

Inference:
22 %belongs to medical facilities, 60 %t belongs to transport facilities and
18 % belongs to others.
CHART-5.1.31
TYPE OF FACILITES
70
60
50
40
30
Percent
20
10
0
medicalfacilites
transport f acilites
others
TYPE OF FACILITES
5.2 ANALYSIS USING CHI-SQUARE- 2

TO FIND WHETHER THERE IS DIFFERENCE BETWEEN THE OPINION OF
RESPONDENTS REGARDING THEIR WORKING HOURS
79
Null Hypothesis
There is no significant difference in the variable among the employees about their
working hours.
TABLE 5.2.1
S.No
Working Hours
No. of Respondents
Highly satisfied
10
Satisfied
12
Neutral
05
Dissatisfied
13
Highly Dissatisfied
10
Total
50

FORMULA
(O-E) 2
2 =
E
O
Observed frequency
Expected frequency
COMPUTATION OF CHI-SQUARE ( 2 )
TABLE No: 5.2.2
80
S.No
(O-E)
(O-E)2
(O-E)2 /E
10
10
12
10
0.4
05
10
-5
25
2.5
13
10
0.9
10
10
TOTAL
3.8
Source: Primary Data
The calculated value is 3.8

Degree of freedom = (n-1) = (5-1)
=4
Level of significance = 5%
Table value 4 of DGF and 5% level of significance = 9.48
3.8 < 9.48 - Calculated Value is lesser than Tabulated Value.
Hence, Null hypothesis is ACCEPTED.
INFERENCE
Thus Chi-Square test infers that there is no significant difference in the variable
among the employees about their working hours.
5.3 ANALYSIS USING CORRELATION ANALYSIS

TO FIND WHETHER THERE IS CORRELATION BETWEEN AFFECTED BY INFECTIOUS
DISEASES Vs LEAVE AFFECTING THE COMPANY OUTPUT
81
Let X be the respondent affected by Infectious diseases.

Let Y be the Leave affecting the company output.
TABLE 5.3.1
S.no
Factors
Yes
11
39
No
39
11
50
50
Total
RANKS
TABLE 5.3.2
S.no
Rank of X
Rank of Y
di = (Xi-Yi)
Total (Xi-Yi)
1-6 di
Formula r = 1-
,By substituting the data to the formula, we get r = -1

N (n-1)
INFERENCE
The value obtained is in negative, where it infers that a change in one variable has an
opposite change in another variable. From the correlation analysis it is inferred that, if the
employees get affected by Infectious diseases then the company output will be get decreased.
5.4 ANALYSIS USING ANOVA

TO FIND WHETHER THERE IS DIFFERENCE BETWEEN THE OPINION OF RESPONDENTS
REGARDING THEIR SALARY PAID VS ABSENT DUE TO TRANSPORTATION
Null Hypothesis
82
i. There is no any significance difference between Salary paid.

ii. There is no any significance difference between absent due to Transportation.
TABLE 5.4.1
Absent due to
Transportation
S.no
In some
cases
Often
Rare
Not at all
Total
20
10
15
10
50
Salary paid
1
Sufficient
In-Sufficient
Neutral
Moderately Sufficient
Total
23
12
STEPS
Number of all items N = 16
Sum of all items are T= 50
T
Correction factor CF =
= 156.25
N
Total sum of squares SST = 153.75

Sum of squares between column samples SSC = 43.25
Sum of squares between column samples SSR = 31.25
Residual or Error SSE = 79.25
ANOVA TABLE 5.4.2
Source Of
Variation
Sum of
Squares
Degrees of
Freedom (d.f)
83
Mean Square (MS)
F-ratio
Treatment
between Salary
paid
Treatment
between
Absent due to
Transportation
43.25
14.41
1.637
31.25
3
10.41
Residual or
Error
79.25
8.80
1.182
Tabulated value for (3,9) d.f at 5% level of Significance is 3.86

INFERENCE
i. Calculated value (1.637) < Tabulated value (3.86)
Therefore H0 is ACCEPTED.
This shows that there is no any significance difference between Salary paid.
ii. Calculated value (1.182) < Tabulated value (3.86)
Therefore H0 is ACCEPTED.
This shows that there is no any significance difference between Absent due to
Transportation
5.5 ANALYSIS USING WEIGHTED AVERAGE METHOD

TO FIND THE RANKS OF DIFFERENT FACTORS WHICH ARE LISTED BELOW
ACCORDING TO THE OPINION OF RESPONDENTS
84
TABLE No: 5.5.1
FACTORS
Highly
Satisfied
Satisfied
Neutral
Dissatisfied
Highly
Dissatisfied
WORKING
HOURS
MANAGEMENT
POLICY
WORKING
ENVIRONMENT
RELATION
WITH
SUPERVISOR
10
12
05
13
10
20
10
05
10
05
28
10
04
05
03
02
05
10
20
13
Table 5.5.2
POINT
WEIGHTAGE
FACTORS
H.S
H.D
50
48
15
26
100
40
15
140
40
10
20
WORKING
HOURS
MANAGEMENT
POLICY
WORKING
ENVIRONMENT
RELATION
WITH
SUPERVISOR
TOTAL
AVG
RANK
10
149
2.98
20
05
180
3.6
12
10
03
205
4.1
30
40
13
113
2.26
INFERENCE
The above table infers that the company gives more weight age first to the working
environment, second to the management policy, third to the working hours, and finally to the
85
relationship with supervisors. This shows that the employees are very much satisfied with their
working environment.
CHAPTER-VI
6.1 FINDINGS OF THE STUDY
86
1. The age group of employees from group of 36-45 persons is 44%

2. The employee education from HSC is 44%
3. The Experience of the employee from above 5 years is 64%
4. The number of working days by employee is 25-28 is 44%
5. The number leave taken in a month averagely 1-5 is 45%
6. The employee working years <10 years is 60%
7. The work load given to employee at dissatisfied level is 50%
8. The working hours is at dissatisfied to employee is 26%
9. The employee are highly satisfied with management policy is 40%
10. The employee are highly satisfied with working environment is 46%
11. About 40%are dissatisfied with supervisor
12. The absenteeism will affect the company out put at 78%
13. The employee skills in the work is good at 70%
14. About 40%were dissatisfied with compensation provide at the time of absent.
15. Exiting job is satisfied to employee is at 34%.
16. About 46%were satisfied with facilities provided by the company.
17. The flexibility and indepence is neutral is 62%.
18. About 78% were giving a leave letter and taking a leave.
19. The employees are absent due to Health problems 40%.
20. About 46% were absent due to transportation problem
21. The study shows that the infected diseases affected to employees are none at 78%.
22. About 45% says that they take leave whenever they need.
23. The rest pause is more at 58%.
24. The employees are motivated by incentives is 58%
25. In some cases the employees are absent due to personnel problem is 62%.
26. About 62% says they need counseling in the company.

27. About 42% percent prefer weekly shift.
87
28. The employees change the shift fort the convinces at rare at 52%.
29. About 50% says they need additional leave and 50% says they did not need additional
leave.
30. The most of the respondence says that they need transport facilities at 60%
31. From the Chi-Square test it is inferred that there is no significant difference in the variable
among the employees about their working hours.
32. From the correlation analysis it is inferred that, if the employees get affected by Infectious
diseases then the company output will be get decreased.
33. From the Analysis of variance it is inferred that there is no any significance difference
between Salary paid and between Absent due to Transportation.
34. From the weighted average method it is inferred that the company gives more weight age
first to the working environment, second to the management policy, third to the working
hours, and finally to the relationship with supervisors. This shows that the employees are
very much satisfied with their working environment.
CHAPTER- VI
6.2 SUGGESTION AND RECOMMENDATION
88
In order to minimize the rate of absenteeism the company could take care of employees
healths especially in production unit.
Introducing attendance management programme.
I suggest that by taking disciplinary action which will minimize absenteeism.
Introducing medical facilities for employees and employees family member.
Providing transport facilities for all employees
Motivating the employee by monetary and non monetary awards for those who are
completed 100% attendance.
To improve safety awareness among employee by educating them on health aspects
conducting safety work shop and to reduce noise pollution in few department.
CHAPTER-VII
CONCLUSION
89
The study is carried out to determine the level of employees absenteeism in THE
PONDICHERRY CO- OPERATIVE SPINNING MILL LTD.
Even though company is providing with sufficient facilities to the employees to an
extent. The company may provide some more facilities like proper ventilation, medical facilities
transport facilities and welfare actives which would reduce absenteeism and enhances the
employees to work more efficiently and effectively for achieving the orginisational objectives.
CHAPTER-VIII
8.1 LIMITATIONS OF THE STUDY
90
Even though the studies have conducted properly more is some limitation occurring
more over factory
Time constrain was a major limitation of the study
Some of the respondent are not co- operative to fill the answer for the question
The area of operation in THE PONDICHERRY CO OPERATIVE SPINNING MILL
LTD.
The study is based upon small population like 50 sample
8.2 SCOPE FOR THE FURTHER STUDY
91
A s the data is collected from The pondicherry co operative spinning mill ltd.
Thirubuvani, this result cannot correlate to the entire spinning mill industry. So further
researcher may concentrate on other regions.
This project conducted survey to measure the level of employees absenteeism.
This project is help full for those further those who are under going the project in the
concept of employees absenteeism and to know the reason for the absenteeism in
The pondicherry co operative spinning mill ltd. Thirubuvani
APPENDICES
ANNEXURE- 1
92
QUESTIONNAIRE
A STUDY ON EMPLOYEES ABSENTEEISM IN SPINCO,
PUDUCHERRY
Personal Details:
1. I) Name
I I) EID No
III) Address
IV) Department
V) Martial Status
VI) Annual Income :

VII) Age:
a) 18 25
b) 26 35
VIII) Education:
a) SSLC
b) HSC
IX) Experience
a) Below 2 years
c) 36 45
d) above 45
c) ITI
d) Others, please
Specify______
b) 3 - 5 years
c) above 5 years
Other Details:
2.
Number of working days per month:

a) 20 - 22
3.
b) 23 - 25
c) 25 - 28
d) 29 - 31
How many days do you take leave in a month?

a) 0
b) 1 - 5
c) 6 - 10
d) 1 0 - 1 5
e) 16 - 20
4. How long you are working in the company?
a) < 5 years
b) < 10 years
c) > 10 years
5. Rate the factors below according to the satisfaction level.

Highly
Satisfied
Satisfied
93
Neutral
Dissatisfied
Highly
Dissatisfied
WORKLOAD
WORKING
HOURS
MANAGEMENT
POLICY
WORKING
ENVIRONMENT
RELATIONSHIP
WITH
SUPERVISORS
6. Does your leave will affect the company out put?
a) Yes
b) no
7. How much your company utilizing the employee skills?

a) Good
b) Fair
c) Poor
8. About the salary paid by the company?

a) Sufficient
b) Insufficient
c) Neutral
d) Moderately sufficient
9. Are you satisfied your compensation at the time of your leave?

a) Highly Satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied
10. Are you satisfied with your existing job?
a) Highly Satisfied
b) Satisfied
11. How do you feel about your facilities provided by the company?
a) Highly Satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
c) Neutral
d) Dissatisfied
12. Flexibility and Independence allowed?
a) Highly Satisfied
b) Satisfied
94
13. What is the procedure for taking leave in your organization?

a) Giving a leave letter
b) Not giving a leave letter
c) Asking a permission
d) No leave
14. Reason for taking leave?

a) Personal Problem
b) Health problem
d) Working environment
e) Others
c) Finance problem
15. How often do you absent due to transportation problem?

a) In some cases
b) Often
c) Rare
d) Not at all
16. Are you affected by infectious diseases?

a) Yes
b) No
17. Is it possible to get leave whenever you want?

a) Yes
b) No
18. Do you tell insufficient rest pause is one of the reasons for absent?
a) More
b) Less
c) Tolerable
19. What type of motivation techniques adopted for employees regular to the work?
a) Incentives
b) Bonus
c) Allowances
20. Does the company helps in your personal problem?

a) In some cases
b) Often
c) Not at all
21. Do you need counseling in the company for your personal matter affecting you in taking
leave often?
a) Yes
b) No
95
22. To reduce absenteeism which shifts do you prefer if it is adopted?

a) General Shift
b) Weekly Shift
c) Monthly shift
23. Do you have freedom to change your shift for your convenience?
a) Yes
b) No
c) Rare
24. Do you need additional leave?

a) Yes
b) No
25. What type facilities do you except from the management to reduce absenteeism?
a) Medical facilities
b) Transport facilities
c) Others, please
specify____
26. Any suggestion to reduce absenteeism_____________________________
ANNEXURE-2
BIBILIOGRAPHY
BOOKS:
96
Kothari, C.R., Research Methodology - Methods & Techniques, New Age international
(P) Ltd., Publishers, New Delhi ,Second Edition ,2004.
Gupta, S.P., Statistical Methods, Sultan Chand & Sons Publishers, New Delhi, Thirty
Fourth Editions, 2005.
Prasath L.M.,Human resources management , Sultan Chand & Sons Publishers, , New
Delhi, Thirty Fourth Editions, 2005.
Reddy& Rao Absenteeism in India , Deep , publication , New Delhi
Aswathappa.k, Human Resource and Personnel Management, Tata Mc Graw Hill, New
Delhi, 1999.
WEBSITES:
www.google.com
www.wikepidia.com
www.absenteeism.com
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A STUDY ON EMPLOYEES ABSENTEEISM IN SPINCO.

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE

DEPARTMENT OF MANAGEMENT STUDIES

This to certify that the project work entitled A STUDY ON EMPLOYEES

is a bonafide work done by

Submitted for Viva-Voce Examination held on

1.2 Process of manufacture

1.3 Organization chart

1.4 Organization structure

DATA ANALYSIS AND INTERPRETATION

FINDINGS OF THE STUDY,

SUGGESTION AND RECOMMENDATIONS

LIMITATIONS OF THE STUDY

SCOPE FOR THE FUTHER STUDY

I express my sincere thanks and deep sense of gratitude to my Head of Department

I express a deep sense of gratitude to my Guide Mrs. M.JANAKI RAMA, faculty

I convey my heartiest thanks to Mr. G. RAJA MOHAN MANAGING DIRECTOR THE

The project report entitle A STUDY ON EMPLOYEES ABSENTEEISM IN

spinco, puducherry analyzed and interpreted

Table showing respondents age level

Table showing Educational Qualification of the Respondents

Table showing respondent personal problem

Table showing respondent counseling provided by the company

Salary Paid Vs Absent Due To Transportation- ANOVA

Weighted Average for Data

Chart showing respondents employees skill

Chart showing respondent counseling provided by the company

Chart showing respondent Preference on their shift to reduce

Variety of Spices for Sale

GROWTH RATE OF INDIAN SPICES EXPORT

Normal work flow in the factory is disturbed.

not trained properly.

Overtime allowance will increases considerably because of higher absenteeism.

colleagues who are present.

PECULIAR FEATURES OF ABSENTEEISM

ABSENTEEISM - TYPES & THEIR CONTROL

1) MALADJUSTMENT WITH FACTORY

2) SOCIAL AND RELIGIOUS CEREMONIES

5) UNHEALTY WORKING CONDITION

6) ABSENCE OF ADEQUATE WELFARE ACTIVITIES

9) IMPROPER & UNREALISTIC PERSONNEL POLICIES

10) IN ADEQUATE LEAVE FACILITIES

1.2 PROCESS OF MANUFACTURING

MIXING AND BLOW ROOM

The mill shall purchase the cotton required by spinning.

1.2.3 FUNCTION OF THE MILL

Pondicherry co-operative spinning mills ltd is governed by law and it is managed

1.3 ORGANISATION CHART

1.4 ORGANISATION STRUCTURE

Quality control wing

Accounts and finance wing.

1.4.1 PRODUCTION WING

NEED FOR THE STUDY

The study is on employee absenteeism in SPINCO

IBEC WORKPLACE ABSENCE SURVEY 2004

Change Working Conditions:

For Employees Who Are Frequently Absent

So it is important that managers provide feedback to employees on a regular basis on

Do it in private, on a one-to one basis

Focus your feedback on one or two things