A STUDY ON EMPLOYEES ABSENTEEISM IN CELEBRITY FASHION

LIMITED

CHAPTER-1

INTRODUCTION OF THE TOPIC:

Absenteeism is one of the major threats to Indian industry. Absenteeism causing poor
utilization of plant India is facing unemployment problem on one side and the other side
abnormal absenteeism in industries if our absenteeism can be reduced. We can improve our
gross national product without any investment. Absenteeism is not only causes production
loss but also causes reduction of gross national income, when the gross income of the
workmen reduces naturally his buying capacity also reduces if he could not manage the
primary and secondary needs of timely and properly. He has to face problems like poor
family harmony poor health more mental and physical tiredness which will again lead to
absenting from work.

Absenteeism as commonly understood refers to failure of an operative to report to work

when work is available to him as used in the study overall absenteeism is made up of three
component.

1) Leave sanctioned by management referred to in this report as authorized absence.

2) Absence without any prior information to and permission from management referred to as
unauthorized absence.

3) Certified sickness most widely known as ESI leave. This does not include maternity leave
absence of workers during strike due to lay off those 0 earned leave and women workers on
maternity leave not have been considered as absentees.

The term absenteeism refers to failure to report to work. The definition itself
tells the failure of the organization process if the employee fails to follow the rules and
standards of the organization. Absenteeism is a type of unscheduled activity which threatens
the organization to fall in danger as it leads to the disruption of the daily process.
Absenteeism converts the organization into a deviant work place behavior. It makes the
employees to violate the norms of the organization leading to disastrous output. Such effect
of absenteeism affects the turnover of the organization leading to decreased selection and
training cost. Absenteeism also affects the level of satisfaction among the employees in
which the organizations are maintaining for more than a decade. Job satisfaction is
considered to be an attitude which manifests itself in evaluation of the job and of the
employing organization. This shows the relationship between absenteeism and job
satisfaction. Modern industry with its high degree of specialization and interdependence of
operations requires regular and prompt attendance of all workers. In mass production
industries, almost every production process is dependent upon other processes and an
unexpected absence of an employee in a particular department may result in a drastic
dislocation of production in another department or even in the entire plant. Absenteeism is
one of the factors affecting optimum utilization of human resources. It is an industrial malady
affecting productivity, profits, investments and absence workers themselves. As such,
increasing rate of absence of a few workmen in an imposition on others affects work
scheduling and adds to costs that push the price of absenteeism far beyond one day salary.
The economic and social losses occurring from absenteeism cannot be determined accurately.
It is difficult to make even an approximate estimate of such losses because so many factors
are involved which do not lend themselves to accurate measurements. In the first place, there
is a lack of evidence concerning the seriousness of industrial absenteeism because records are
inaccurate and incomplete. Only a small number of organizations attempt to understand this
problem or make an effort to solve it.

An employee is any person hired by an employer to do a specific

set of jobs. In most modern economies, the term employee refers to a specific defined
relationship between an individual and a corporation, which differs from those of customer or
client.

In general, the absence rate indicates a certain cost to a given

company because employees simply cannot produce as much annually when rates are high.
Any absence weakens the company's goals and productivity "Absenteeism is the practice or
habit of being an absence and an absence is one who habitually stay away from work".
 According to labour bureau of shimla: Absenteeism is defined
as the total man shifts lost because of absence as percentage of total number of man shifts
scheduled to work.

DEFINITION

Some Definition of Absenteeism:

- Absenteeism is a practice or a habit of being an Absence and an Absentee is

one who habitually stay away

- WEBSTERS DICTIONARY

- Absenteeism is the failure of the worker to report for work when he is

scheduled to work.

- LABOUR BUREAU SIMLA

MEANING

Employees presence at the work place during the schedule time is highly essential for the
smooth running of the production process in particular and the organization in general.
Despite the significance of presence, employees sometimes fail to report to the work place
during the scheduled time, which is known as Absenteeism.

According to PICOARS AND MAYERS: Unexpected absence disturbs the efficiency of the
group as the jobs are inter connected, if one single man remains absent without prior notice
the whole operation process is disturbed. This Absenteeism result in production losses
because, due to Absenteeism, Workers cost increases and the efficiency of operations is
affected

.
TYPES OF ABSENTEEISM:

Absenteeism is of four types they are as follows

1. Authorized absenteeism:
If an employee absents himself from work by taking permission from his superior and
applying for leave, such absenteeism is called as authorized absenteeism.

2. Unauthorized absenteeism:
If an employee absents himself from work without informing taking permission and
without applying for leave, such absenteeism is called unauthorized absenteeism.

3. Willful absenteeism:
If an employee absents himself from duty willful, such absenteeism is called as
willful absenteeism.

4. Absenteeism caused by circumstances beyond ones control:

If an employee absents himself from duty owing to the circumstances beyond his
control like involving in accidents or sudden sickness, such absenteeism is called
absenteeism caused by circumstances beyond ones control.

FEATURES OF ABSENTEEISM:

Research studies undertaken by different authors reveal the following features of

Absenteeism

The rate of absenteeism is the lowest on pay day; it increases considerably on the
days following the payment of wages and bonus
Absenteeism is generally high among the workers below 25 years of age and those
above 40 years of age.
Absenteeism is traditional industries is seasonal in character.
The rate of absenteeism varies from department to department within an organization.
Generally, it is high production department.
In India absenteeism is seasonal in character.
Absenteeism is more in case of females as compared to males.
The percentage of absenteeism is generally higher in the night shifting then in the day
shifts.
REASONS FOR ABSENTEEISM:

1. The workers may find it difficult to adjust with new environment.

2. Lack of commitment to work.
3. Strict disciplines and orders which workers may not be able to understand.
4. Excessive hours of work, natural fatigue, monotonous job, irritation and untolerable
work conditions etc.
5. Inadequate leave facilities and transfer etc.
6. Social and religious ceremonies at home or to attend ceremonies at relatives house.
7. Sickness of employee or his kiths and kinds prevents him from attending work.
8. Improper and unrealistic personnel policies i.e. if unskilled untrained and
unexperienced workers are recruited they find it difficult to cope up with their work.
9. If the workers conditions of the company are poor, the workers cannot adjust
themselves with company working conditions. Then they prefer to study way from
worker.
10. Lower levels of wages or poor wages are quite inadequate to meet the basic needs of
the employees. So they may join other part time duties.

EFFECTS OF ABSENTEEISM:

1. It affects the efficiency of workers.

2. Reduction in productivity.
3. Quality and quantity of the worker is bound to be affected by high rate of
absenteeism.
4. It forces organization to maintain some amount of surplus labour in the organization.
5. If a worker absents himself for a long period, his income may be affected and even he
may lose his job resulting in great hardship to him.
6. Social and religious functions divert the workers attention from the work.
7. The industrial fatigue compels workers to remain outside the work place.
8. Unsatisfactionary housing facilities at the work place.
These categories of absentees are mostly unhealthy, with a weak constitution or old
people.

MEASURES TO MINIMIZE ABSENTEEISM:

Absenteeism affects the organization from multiple angles. It severely affects the production
process and the business process. The effect of unauthorized absenteeism is more compared
other types of absenteeism. However, it would be difficult to completely avoid absenteeism.
The management can minimize the absenteeism. The following measures are useful in
controlling or minimizing absenteeism.

1. Selecting the employees by testing them thoroughly regarding their appreciations

value systems, responsibility and sensitiveness.
2. Adopting the humanistic approach in dealing with the personal problem of the
employees.
3. Following or proactive approach in identifying and redressing employee grievances.
4. Providing hygienic working conditions.
5. Providing welfare measures and fringe benefits, balancing the need for the employee
and the ability of the organization.
6. Providing high wages and allowances based on the organizational financial positions.
7. Impressing the communication network particularly the upward communication.
8. Providing leave facility based on the needs of the employees and organizational
requirement.
9. Providing safety and health measures.
10. Providing cordial human relations and industrial relations.
11. Educating the workers.
12. Counseling the workers about their carrier, income and expenditure habits and
culture.
13. Free flow of information, exchanging of ideas problems etc between subordinate and
superior.

CAUSES OF ABSENTEEISM
Maladjustment with factory conditions
Social religious ceremonies
Unsatisfactory housing conditions
Industrial fatigue
Unhealthy working conditions
Absence of adequate welfare facilities
Alcoholism
Indebtedness
Improper and unrealistic personnel policies
In adequate leave facility

INDUSTRY PROFILE:

INTRODUCTION:
Textiles and clothing sector is the largest employer after agriculture and its importance in
Indias economy is recognized for its contribution to industrial production and export
earnings. With the phasing out of the Multi Fibre Arrangement (MFA) by 2005 and the
removal of Quantitative Restrictions (QR) and scheduled dismantling of tariff barriers by the
end of 2004, the industry will be required to achieve a competitive strength for its survival in
the global environment. India accounts for 3.30% of the world trade in textiles and garments
and the phasing of MFA and QRs will result in new opportunities emerging for the Indian
textile industry.

The global textile trade in 2003 was USD 395 billion, recording a growth of 11.57% over the
previous year. Of the total textile trade, global exports of textile accounted for USD 169
billion and garments accounted for USD 226 billion. At USD 395 billion, global textile trade
contributes 5.4% of the total international trade. The industry is highly fragmented in terms
of geography and size. [Source: WTO International Trade Statistics Book-2004]

The textile and the garment industry is labour-intensive and it offers entry-level jobs for
unskilled labour in developed as well as developing countries. Job creation in the sector has
been particularly strong for women in poor countries, who previously had no income
opportunities other than the household or the informal sector. Moreover, it is a sector where
relatively modern technology can be adopted even in poor countries at relatively low
investment costs. Because of labour intensive nature of the textile industry, in the last fifty
years the industry has shifted its base several times and concentrated to those countries,
which offered most competitive labour cost structure.

At the same time, the textile and garment industry has high-value added segments where
design, research and development (R&D) are important competitive factors. The high end of
the fashion industry uses human capital intensively in design and marketing. The same
applies to market segments such as sportswear where both design and material technology
are important. Finally, R&D is important in industrial textiles where, again, material
technology is an important competitive factor. Developed countries such as USA and the EU
have started downsizing capacities in view of their higher cost of manufacturing compared to
countries such as India, Pakistan, China and Indonesia. The relocation is also on account of
environmental concerns.

Textiles and clothing are closely related both technologically and in terms of trade policy.
Textiles provide the major input to the clothing industry, creating vertical linkages between
the two. International trade in the two sectors is regulated by the Agreement on Textiles and
Clothing (ATC) at the multilateral level, while bilateral and regional trade agreements
typically link the two sectors through rules of origin accompanying preferential market
access.

With the implementation of ATC all trade barriers both tax and non-tax imposed by the
developed countries on imports from developing countries has come to an end with effect
from January 1, 2005 giving way for free trade regime in global textile trade. This has
opened the way for the most competitive developing countries to develop stronger clusters of
textiles. Developing countries having both downstream and upstream facilities in textiles
may be able to prosper in the new competitive environment.

The textile industry occupies a unique position in the Indian economy. It provides one of the
most basic needs of people. It has a unique position as a self-reliant industry, from the
production of raw materials to the delivery of finished products, with substantial value-
additions at each stage. It contributes significantly to the countrys economy. Currently, it
adds about 14 % to the industrial production and about 4 % to the GDP. The textile industry
is the second largest provider of employment in India after agriculture providing direct
employment to about 35 million people. Due to its close linkage with agriculture it also has
immense potential for employment generation, particularly in the rural and remote areas of
the country and currently provides indirect employment to around 50 million people. With
total exports of textile and garments of around USD13 billion for FY 2003-04, India accounts
for around 3.30% of the world trade in textile and garments and contributes to about 21% of
the gross export earnings of the country. Therefore, growth and development of this industry
has a significant bearing on the overall development of the Indian economy. [Source: Annual
Report 2004-05 of Ministry of Textiles, GoI]
Textile industry in India had historically been fragmented. Although the development of
textile sector was earlier taking place in terms of general policies, in recognition of the
importance of this sector, for the first time a separate policy statement was made in 1985 for
development of Indian textile industry. Further, in 2000 a comprehensive textile policy was
formulated for developing a globally competitive textile industry in India through
modernization and consolidation for taking up the challenges arising of end of quota regime
in the industry. Vision 2010 for textiles formulated by GoI aims to increase Indias share in
worlds textile trade from around 3.30% (around USD13 billion) in 2003 to 8% by achieving
export turnover of USD 50 billion by 2010. It also envisages growth in domestic textile trade
from the current USD 25 billion to USD 55 billion by that period. [Source: Textile Policy,
2000 of Ministry of Textiles, GoI]

THE STRUCTURE OF THE TEXTILE AND CLOTHING SECTOR

The clothing sector is a labour-intensive, low wage industry and a dynamic, innovative
sector, depending on which market segments one focuses upon. In the high-quality fashion
market, the industry is characterized by modern technology, relatively well-paid workers and
designers and a high degree of flexibility. The competitive advantage of firms in this market
segment is related to the ability to produce designs that capture tastes and preferences, and
even better influence such tastes and preferences in addition to cost effectiveness.

No. of pieces/machine/day

Ladies Blouse, Gents Shirts, Ladies Dresses, Ladies Skirts,

Trousers. Hongkong 20.6 20.9 20.2 19.3 19.3 Taiwan 18.9 18.2 12.4 16.6 16.1 Thailand 17.0
19.8 12.2 20.5 13. S.Korea 14.6 17.4 8.8 17.5 15.6 China 10.9 14.0 7.8 13.0 6.7 India 10.2
9.1 6.3 9.6 6.8 Difference between the productivity levels of India and the best 102% 130%
221% 114% 184%

SWOT OF THE INDIAN TEXTILE SECTOR

Strengths Weaknesses
 Self reliant industry

Poor work practices resulting in lower efficiencies

Design expertise

Rigid Government policies with regards to labour

GOVERNMENT INITIATIVES / POLICIES:

Post liberalization, the Indian government has removed many of the barriers hindering the
textile sectors growth. To fulfill the potential of the countrys apparel-export industry, the
government needs to eliminate remaining restrictions that perpetuate the lack of scale and
poor operational and organizational performance of local manufacturers and that discourage
investment, particularly foreign direct investment. Some of the important initiatives taken by
the Government of India in this sector are as follows:

Major reasons for this growth:

Design and Quality acquiring significance

Increase in the number of working women with the strong feminine desire to look good

Kids become aware of External Environment and more demanding

Increased effort to look and feel good

Influence of the International Travel and Media

Easier and uninhibited acceptance of luxury

Following of fashion trends and the desire to not be left out

Rise of the self employed meaning higher disposable incomes

Increased availability of finance options and credit

OUR BUSINESS

Overview

Our company is engaged in the business of designing, manufacturing and selling of mens
garments and was set up in the year 1988 as a small 50 machine factory and 72 people
venture in Chennai. We cater to the demand of leading international brands and also to the
domestic market through our own brand Indian Terrain. We have over the last two decades
grown to 8 factories (4283 machines), housed over 300,000 sq. ft. employing over 5000
employees.

We started our operations with a focus on exports of shirts when quota restrictions were still
prevalent. Over the last two decades we have achieved the status of one of the leading
exporters of mens shirts from India and have acquired the status of two star export houses.
Several international brands source their requirement of shirts from us. We have among our
customers, top international brands both from America and Europe. Some of our regular
customers are Kohls Corporation- USA, Timberland USA, Eddiebauer USA, Diesel
Europe, Marlboro Classics-Europe and Armani Europe. Out export sales recorded a
compounded annual growth of 15.18% during the last 5 years increasing from Rs 523.36 mn
in 2000-2001 to Rs 1060.70 mn in 2004-2005.

Celebrity launched its foray into the domestic branded ready to wear mens garment market
in the year 2000 under the brand name Indian Terrain. The brand Indian Terrain has in a
short span of five years established itself and has earned an image for quality and Style. The
Indian Terrain Brand products are sold through various channels five of its own stores and
retailed through 276 National Store Chains (NSC) / Multi Brand Outlets (MBO). Our
domestic sales of branded apparel recorded a compounded annual growth of 90.73% during
the last 5 years increasing from Rs 10.57 mn in 2000-2001 to Rs 266.78 mn in 2004-2005.

As per our proforma consolidated financial statement, our total sales grew at a CAGR of
15.44% from Rs 654.09 mn in 2000-01 to Rs 1,341.04 mn in 2004-05. EBIDTA grew at a
CAGR of 27.34% from Rs 38.07 mn in 2000-01 to Rs 127.46 mn in 2004-05. Profit after tax
grew at a CAGR of 93.66% from Rs 2.13 mn in 2000-2001 to Rs. 58.02 mn in 2004-05.

OUR GOAL

To become a powerful apparel business set-up, effectively moving up in the value chain,
achieving greater economies of scale and tapping the world markets with its unique styling

To integrate seamlessly the domestic brand and the international export business with the
capacity to adapt itself to the demanding product specifications for both international markets
and the branded domestic business

To continuously upgrade and benchmark systems and processes to achieve complete

customer satisfaction.

To maintain high standards of investor relations, corporate governance and work place
practices.

OUR STRENGTHS

We believe that the following are our principal competitive strengths, which differentiate us
from other players in the garment industry:

Strong Management Team and Motivated and Efficient Work Force.

Our Company is managed by a team of experienced and professional managers exclusively

focused on different aspects of the garment industry including design, merchandising,
manufacturing, sourcing, marketing, quality control and finance. Our promoters and
management have a substantial experience in garment industry. Our team of senior
management is being constantly trained to ensure that their work methods remain effective at
all times and the approach leads to understanding of the interdependency between teams and
lays the road map to optimize the working between them.

OUR STRATEGY

Expansion of Business

We intend to expand, strengthen and consolidate our current position in the domestic and
global market. We propose to expand our product range and increase product reach in the
Indian branded apparel market and the international outsourced garment business.

Expansion of Product range

In the past we have been concentrating on export of shirts on account of quota restrictions.
With the removal of quota restrictions, we propose to expand our product portfolio to mens
trousers /bottoms, outer wear / jackets and womens wear. Similarly in domestic market our
product portfolio currently includes only ready-to-wear mens garments. We intend to expand
our product offering to include womens western / office wear and knit wear.

Enhance our Customer Reach

We intend to set up marketing office in New York to cater to wider client base through quick
response to customer requirement. We plan to build chain of twenty five own Indian Terrain
Brand outlets, twenty of which will set up from part of the Issue proceeds. We will also
increase our customer reach by partnering with the expansion plans of National Store Chains.

Maintain Our Focus on Long-term Relationships

We expect to maintain our focus on client relationships. We believe that there are significant
business opportunities for additional growth with our existing clients as we diversify our
product portfolio and build upon these existing relationships. This strategy increases our in-
depth client specific knowledge to provide them end to end solution of their requirement and
develop closer relationships with our clients.

Continue to invest in infrastructure

We believe that we have managed growth on the back of our own infrastructure, which
ensured quality and timely delivery. We will continue to invest in infrastructure, including
human resources, to meet our growing needs. We plan to maintain the quality of our human
resources and to continuously upgrade and benchmark our HR practices. We also plan to
further strengthen IT support by installing software called Fast React authored by
professional in garment in UK.

Strengthening our brands

We intend to invest in developing and enhancing recognition of our brands, through brand
building efforts, communication and promotional initiatives such as advertisements in print
media, hoardings, televisions, organizing events, participation in industry events, public
relations and investor relations efforts. We have entered into a long term agreement with
Bennett, Coleman & Co. Limited to use space in their publications to enhance the visibility
of our brands and strengthen our recognition in the Indian garment industry.

Our Business Process

Export Process

Our business processes are supported by Information Technology back bone. We use an ERP
package specific to garment manufacturing called Stage. Stage provides the common link
amongst all departments until the completion of the order and thereafter for Management
Information Systems (MIS) reports. Our design team gets online fashion and style update
from WGSN subscription.

Production
Our factories are configured to provide for optimum productivity and flexibility for both its
American and European businesses. Each factory is configured separately for a) Type of
business- European/American b) Style and category-Tops, Bottoms c) Large and small runs.

We have a flexible production system that is able to meet the rising demands of the customer
in garment deliveries, quick lead times and complexity of styles. We manufactures a) Mens
shirts b) Ladies Tops c) Mens bottoms d) Ladies bottoms e) Mens jackets, etc.

Business Process

Indian Terrain Our Board of Directors draws a comprehensive fiscal plan outlining the
financial outlay available for the year and the revenue to be generated during the year.
Projections of fiscal plan are used for number crunching and for fixing targets and budgets to
achieve fiscal plans objectives. To achieve the fiscal plan objectives, a target and budget plan
is prepared. This is achieved through extensive number crunching and fixing targets and
budgets. The projections of the fiscal plan are taken as a base to prepare these budgets and fix
targets. Our marketing team with the sales management team plots the road map to achieve
the objectives set in the fiscal plan. The marketing team studies the latest trends in the market
and with the inputs received from the sales team plans out strategies to improve the market
share of the brand.

Product Development:-

Central to the development of the brand, our design studio has established itself as a
consistently market savvy and quality conscious unit aiming at true value for money design.
Drawn from the best design schools in the country, the team comprises of young energetic,
creative individuals specializing in various product categories.

The design process commences with the creation of a fashion calendar for the season, all
activities are planned around this calendar. Research is crucial to our design and there is
extensive analysis of trends through international fashion journals and websites such as
WGSN. Competitor activities are analyzed for product success and failure, market surveys
are conducted in the domestic market and finally the performance of the brands own product
for the past season is analyzed.

NEED FOR THE STUDY:

The success of any manufacturing organization depends largely on the workers, the
employees are considered as the backbone of the celebrity fashion limited.
The study is on employee absenteeism in celebrity fashion limited.
The employee absenteeism is booming HR issue in many industries. It helps to know
the employee satisfactions level and it find cause of employee absenteeism, based on
certain factor like working condition, leadership style, work stress, leave days, and
salary level.
The study can be helpful to the management to improve its core weakness 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.
OBJECTIVE OF THE STUDY:

PRIMARY OBJECTIVE:
To study about the employees absenteeism in celebrity fashion limited.
SECONDARY OBJECTIVE:
To identify the reason for absenteeism among employees of celebrity fashion
limited.
To know the overall satisfaction level of employees.
To identify the factors that motivates to minimize the absenteeism.
To give suggestion for reducing absenteeism of employees in the organization.

SCOPE OF THE STUDY

An absent employee means idle machines or unoccupied work space, with the
consequent direct loss and an indirect reduction in the tempo of production.
Productive efficiency of a plant is adversely affected by absenteeism which causes
disorganization in work.
Hence the scope of the study throws light on various reasons of absenteeism among
the employees.
Only the employees perception falls under the area of the study. This study will serve
as a base for further study on employees absenteeism.
The survey consisted of a sample of 200 employees. The survey covered only the
permanent employees of the organization.
The study covers staff and workers category only.
Data used in the project are both primary and secondary in nature.
 The study provides a base for understanding the employees problems and provides
possible remedies for it.

CHAPTER II
LITERATURE REVIEW

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.

In the opinion of Dakely C.A. (1948) Absenteeism is the ratio of the number of
production man-days or shifts lost to the total number of production scheduled to work.

The labour bureau (1962) defines absenteeism as the total shifts lost because of absence as
percentage of the total number of man shifts scheduled to work.

Likewise Hackett J.D (1929) defines it as the temporary cessation of work for not less
than one whole working day initiative of the worker when his presence is expected by the
employer. Similarly encyclopedia of social science observes Absenteeism as the time lost
in industrial establishment by avoidable or unavoidable absence of employees. The time lost
by the strikes or by lateness amounting to an hour or two is not usually included.

Knowles (1979) opined that although absence from work may be due to any of a large
number of factors, empirical evidence supporting the view that causal factors can be
organizational in nature is scant. Absence may be regarded as one facet of a wider behavioral
problem pervading entire organizational sub-units. The author suggests that absence could be
used along with other variables as a valuable personnel statistic indicating areas of
organizational dysfunction. This means that if levels of absenteeism in such cases as these
were to be improved the solution should be looked for at the organizational level rather than
at the individual or job level.

Gilbert. Et.al. (1992) Studied if continuous exposure to air- conditioning during working
hours has an observable effect on health. Absenteeism from ill health recorded by company
doctors was compared in two groups of employees of the French National Electric and Gas
Company in western France, working in similar jobs and spending most of their time in
either air- conditioned offices or a natural atmosphere. No difference between the two groups
was observed during the two years studied with respect to the incidence, duration or
frequency of medically-related absences. A similar investigation of absences due only to
respiratory diseases resulted in the same conclusion. This study showed that air-conditioning
has no major effects on health.

Chevalier.et.al. (1993) studied the health status of electricity workers exposed to

electromagnetic fields during their job. Two groups of exposed workers were studied from
1978 to 1993: the live line workers (n = 121) and the substation workers (n = 232.7) of the
French Electricity Company (EDF). A control group was randomly selected from all the
company non- management male employees; one control for each exposed subject was
matched for the first year of employment. Absenteeism indices and mortality rates were
computed and compared in the exposed and control groups. The absence rates were 1 .98% in
the substation workers and 2.5% in the control group (p<0.001) and 2.7% in the live-line
workers and 2.8% in the control group (NS). No effect of the length of exposure was found.
However the medical causes of sickness absence were different: exposed employees had less
psychiatric and respiratory diseases but more accidents at work than their control group.
Relative risks of accidents at work were 1.2 [95% confidence interval (Cl) = 1.081.33] for
substation workers and 3.22 (Cl) = 1.785.88) for live line workers. EDF electromagnetic
field exposed workers seemed not to be affected by any specific health problems except for
an excess of accidents at work.

Morrow. Et.al. (1999) in their study established a positive relationship between absenteeism
and voluntary turnover and a negative relationship between performance and turnover. An
examination of the turnover literature, however, reveals virtually no consideration of a
possible interaction between these two predictors of turnover. In order to test for such an
interaction, company record data were collected from a sample of nonexempt classification
employees within a large regional life insurance company. Records revealed that 113 of the
companys 816 employees had voluntarily left the firm over a 2-year period. Company data
on these leavers were compared with data on a random sample of 113 employees who
stayed. Logistic regression, as opposed to ordinary least-squares regression, was used to
determine the effects of prior absenteeism and performance ratings on voluntary turnover,
over and above the effects of demographic factors. Results supported known relationships
between absenteeism (as measured by sick leave usage), performance ratings, and voluntary
turnover, but did not reveal a significant interaction effect, even over multiple time frames.
Results are discussed in terms of the potential uses of company record data for early
detection of voluntary turnover.

Hoeven and de Jong (2007) reported that absenteeism figures are increasingly applied as an
integrated measure of health in the working population. However, a comprehensive overview
of employee well-being (compromising the relative impact of physical, psychological, and
organizational components) and how this relates to reported absence frequency and duration
is still lacking. The present study investigates these relationships. The study has been
conducted in a Dutch subsidiary of an international financial consultancy firm. Three types of
data collection were used: a web-based survey among the firms employees, a physical health
check, and the employees absence rates reported to the company. Together the questionnaire
and the health check included the following clusters of independent variables: (a) personal
characteristics, (b) job characteristics, (c) physical health, (d) self-reported well-being, and
(e) perceptions of organization and communication. Of the 5 clusters of variables, the
perceptions of organization and communication variables appeared to be the strongest
predictors of absence frequency. This study did not find the assumed relationship between
physical related well- being and individual absence duration. Indian industries experience
absenteeism as a major personal problem measurement of absenteeism. The measurement of
absenteeism can be expressed as the ratio of the total amount of time lost through non-
attendance to the planned working time. A calculation of absenteeism rate can be made in
terms of Mondays lost.

Ernest B. Akyeampong has written a research paper Trends and seasonality in

Absenteeism. In this paper the author focus on that at which time period the employees are
more absent. In this paper he said that illness-related absences are highly seasonal, reaching a
peak during the winter months (December to February) and a trough during the summer
(June to August). The high incidence in winter is likely related to the prevalence of
communicable diseases at that time, especially colds and influenza. The low incidence during
the summer may be partly because many employees take their vacation during these months.
Because of survey design, those who fall ill during vacation will likely report vacation
rather than sickness or disability as the main reason for being away from work. Compared
with the annual average, part-week absences are roughly 30% more prevalent in the winter
months and almost 20% less so during the summer months. Seasonality is much less evident
in full-week absences.

Mariajos Romero and Young-Sun Lee have written a research paper A National Portrait
of Chronic Absenteeism in the Early Grades. In this paper he focused on the following
points:
(i) How widespread is the Problem of Early Absenteeism?
(ii) Does Family Incomes Impact Early Absenteeism?
(iii) What is the Impact of Early Absenteeism on Academic Achievement?

Morten Nordberg and Knut Red have written a research paper Absenteeism, Health
Insurance, and Business Cycles. In this he wants to evaluate how the economic
environment affects worker absenteeism and he also isolate the causal effects of business
cycle developments on work-resumption prospects for ongoing absence spells, by
conditioning on the state of the business cycle at the moment of entry into sickness
absence

FRANCES DAVIES 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.

Every time an employee is absent from work there is a loss of productivity to the
organization, explains Sharon Kaleta, President and CEO of the Disability Management
Employers Coalition (DMEC). One person absent from work may not create a problem, but
 several people absent for one or more days can have a significant financial impact to the
organization.

GARY VIKESLAND, MA LP CEA 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.

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.