By:

PARITHI MALAR A/P LOKANATHAN

USM13125

EXECUTIVE DIPLOMA IN MANAGEMENT

(ADMINISTRATION AND OPERATION)

UNIVERSITY OF MALAYA CENTRE FOR CONTINUING EDUCATION

2015
 ORGANISATIONAL BACKGROUND

Located at Puchong, Selangor

Established in 1994

Civil and Structural Consulting Firm

PEIA has four Departments

Management Department;

Accounts Department;

Administration Department;

Engineering Department.
 PROBLEM STATEMENT

Tardiness seems to be a major

problem at Perunding EIA.
As this is a company with a small
number of employees, everyone
plays an important role.
A few of the employees has
been making a habit of coming
in late every day. Despite direct
and indirect warning.
They do not realize that their
action is causing extra burden
to other employees and the
growth of the company itself.
OBJECTIVE OF THE STUDY

To measure the rate of employee

tardiness at the company from 2014
- 2015.
To determine the factors that
contribute to tardiness at the
company.
To identify the impact to other
employees and the company.
To propose steps to reduce the
problem.
 SCOPE OF THE STUDY

This study was carried out

at Perunding EIA at Bandar
Puchong Jaya, Puchong.
This study focuses only on
the Engineering
Department of the
Perunding EIA.
The time frame for this
study is from 2014 to 2015.
SIGNIFICANCY OF THE STUDY

This study is important because it

benefits the company in many
ways such as:
To identify the actual reason
behind the said problem;
To determine on what initiated the
habit;
To find an appropriate solution to
the problem.
 METHODOLOGY OF STUDY

Secondary Data Primary Data

Secondary sources are data that already Primary data is the data collected by the
exists researcher themselves, i.e.
Previous research interview
Official statistics observation
Mass media products action research
Diaries case studies
Letters life histories
Government reports questionnaires
Web information ethnographic research
Historical data and information longitudinal studies
 STRUCTURE OF THE REPORT

Introduction to the study;

Company Background;
Survey of Theories and Past
Research Findings;
Research Methodology
Analysis
Conclusion and Recommendation.
 ANALYSIS

TRENDS OF TARDINESS
60%

50%

40%

30%

20%

10% TRENDS OF TARDINESS

0%
 ANALYSIS

Family
Demands

Deadlines and OTHERS

Overbooking
FACTORS

Tardiness
throughout the
Day
 ANALYSIS

Impact of Tardiness to Other Employees and

Organization

Employees who regularly fail to show up for work on time

put a burden on their colleagues and exhibit general
unprofessional behaviour.

Expenses

Workers who chronically miss work or show up late risk

being let go, forcing employers to go through the time and
expense of hiring and training replacements. Further
complicating matters is the cost of having to pay another
employee to fill in, especially if short staffing forces
management to pay that individual overtime.
 ANALYSIS

Resentment

Frequent tardiness can cause tension among co-

workers. Employees who show up to work
regularly and on time feel frustrated that a
chronically late is giving them an increased
workload by forcing them to fill in. They may also
pass judgment on the person's perceived laziness.
This anger can be aggravated further if no
disciplinary action is taken. The worst possible
scenario is if a member of management is
chronically late or absent, as the staff will feel that
she is abusing her authority and not leading by
example. The end result will be low morale and
potentially high turnover as employees seek work
elsewhere.
 ANALYSIS

Productivity

Naturally, an employee who puts in

less time through showing up late will
be less productive. While co-workers
can fill in sometimes, this may not be
possible for highly specialized roles.
A lack of productivity reduces an
employee's work quality, jeopardizing
his chances for advancement and
stifling the company's ability to remain
competitive.
 ANALYSIS
Presentism

Sometimes, tardiness can be justified, especially if

the employee is experiencing personal problems;
however, without a certain degree of flexibility and
support from management, this can be even more
detrimental than unexcused tardiness; a
phenomenon known as "presentism." If
supervisors show zero tolerance for any tardiness,
workers will feel compelled to come in regularly,
even if they definitely should not be there. As
result, severely ill employees could show up and
infect others, resulting in a potential explosion of
absenteeism.
 CONCLUSIONS

Tardiness can be justified, especially if the employee is experiencing

personal problems; however, without a certain degree of flexibility and
support from management, this can be even more detrimental than
unexcused tardiness.

Dealing with tardiness for employees is very simple and straight.

Do not let this worst situation come up and prune this habit before it starts
growing.

It is the responsibility of every individual to manage one's time and keep the
personal affairs away from the profession. To get respect in workplace, one
has to stick to the workplace ethics.

Being on time can have serious effects on one's job. But it is easy to
overcome this problem once we learn to manage-ourselves.
 RECOMMENDATIONS

Schedule
Reminder
Conference
State the consequences
Encouragement
Business-wide meeting