PROJECT REPORT                   ON          ABSENTEEISM   CAUSES, EFFECTS & CONTROL                  AT             KSB P...
ACKNOWLEDGEMENTS      I gratefully acknowledge the help and co-operation of the entire PersonnelDepartment of KSB Pumps Lt...
TO WHOMSOEVER IT MAY CONCERN      This is to certify that Ms. Poornima. K. Poojari is bonafide student of ourinstitute. Sh...
CONTENTSChapter Chapter Name                                       Page no.No.      1.   Introduction of subject          ...
CHAPTER: 1I ntroduction Of S ct                  ubje          5
CHAPTER: 2History & ProfileOf C pany                     om            6
CHAPTER: 3Obje s Of TheProje    ctive         ct          7
CHAPTER: 4Re arch Me  se      thodology         8
CHAPTER: 5Data Analysis & I nte tation      rpre       9
Graphical Re se            pre ntation           10
CHAPTER: 6Observations & Findings          11
CHAPTER: 7Conclusion    12
CHAPTER: 8S stions To Re ugge           duce    Abse e        nte ism         13
14
INTRODUCTION OF THE SUBJECT       Absenteeism refers to unauthorized absence of the worker from his job.Absenteeism can be...
The rate of absenteeism can be calculated by considering the number ofpersons scheduled to work and the number actually pr...
Among these causes, in the existing Indian conditions, wage level inindustries, has a direct bearing on absenteeism. Sickn...
What is not as clear is how to take affirmative action to controlabsenteeism in such a way as not to create mistrust, cost...
KSB PUMPS LTD.Established in: 1960Location : Pimpri, Pune     19
COMPANY PROFILE1. NAME OF THE COMPANY    :    KSB Pumps Limited.2. DATE OF REGISTRATION   :    11th April, 19603. CERTIFIC...
BRIEF HISTORY OF KSB1871: The Frankenthaler Maschinen-and Armatur-Fabrik Klein, Schanzlin      and Becker (Machine and Val...
KSB     QUALITY CONTROLQUALITY OBJECTIVES:       KSB aim to maintain their position as leading Indian and Internationalsup...
KSB     QUALITY POLICY:Maximum customer satisfaction governs KSB s actions:KSB s customer sets the standards for the quali...
PLANNED PROGRESS OF KSB IS AS FOLLOWS:1960: Submersible motor pump set.1968: Process Pumps (CPK).1970: Non-Clog pumps for ...
TYPES OF PUMPS: In KSB PUMPS Ltd., many types of pumps are manufactured. Some of them are listed below:     MEGA          ...
DEPARTMENTS AT KSB:There are 4 main Departments in the Company:  PRODUCTION DEPARTMENT: Machine Shop, Rotor Stator, Horizo...
HUMAN RESOURCE DEPARTMENT ACTIVITIESThe Functions of the Human Resource Department are:1. EMPLOYMENT  Man Power Planning  ...
ORGAN IZATION STRUCTURE OF HR                                                    D EPARTMEN T:     Mr. M. S. Srinivas     ...
OBJECTIVES OF THE PROJECTThe objectives of the project are:To understand and analyze:    1. What are the main causes of ab...
RESEARCH METHODOLOGY       A project is like a journey and it is always better to have atleast the faintestof ideas of the...
The secondary data was collected from:       Monthly absenteeism data.       Yearly absenteeism report.       Leave record...
ASSUMPTIONS IN EVALUATION OF THE                      ABSENTEEISM DATA1. As per the objectives of the project, the analysi...
MANPOWER STRENGTH DURING YEAR 1994- 2004                                         265               591                    ...
MANPOWER STRENGTH OF THE COMPANY DURING 1994-2004                        700                                     654      ...
PL TREND DURING 1994-2004                 6.00                                                    4.82                  4....
CL TREND DURING 1994-2004                 2.50                                                     2.23     2.26          ...
SL TREND DURING 1994-2004                 3.50                                      3.22                                  ...
AL TREND DURING 1994-2004                 0.50                           0.47                 0.45                 0.40   ...
CS TREND DURING 1994-2004                 2.50                           2.29                                         2.13...
UA TREND DURING 1994-2004                 25.00                                      20.65                 20.0040        ...
41                                                     NO. OF DAYS               0                              50000     ...
INFERENCES FROM THE MONTHLY DATA1. The PL consumption % is high during the months of April, May and June as   the schools ...
INFERENCES FROM THE YEARLY DATACalculation:               Average Leave = Average Strength x Leave p.a.                   ...
5. The graph of Certified Sickness shows a drastically downward trend. The   rate was 2.29% in 1994 which has dropped down...
CONTROL THROUGH DISCIPLINARY ACTION          KSB Pumps Ltd. is a large company and hence the manpowerengaged here is in la...
PROCEDURE OF DISCIPLINARY ACTION:1. Chronic cases are identified from the daily data.2. Warning is given to them for at th...
EVALUATION OF THE QUESTIONNAIRE   1. My job in company is very interesting.       Not at all    To some Extent       Avera...
2. Reason for taking employment:              To spend time.              Forced by family Members.              To take c...
3. Are you aware of the leave rules of the company?         Not at all   To some Extent       To great      Strongly      ...
4. How many paid leaves are availed by you per annum?      1-2 days    3-5 days              6-10 days   More than        ...
5. How many unpaid leaves are availed by you per annum?      1-2 days     3-5 days             6-10 days   More than      ...
6. What is the percentage of your absenteeism in last one year?        0-20%        21-40%                 41-60%     61-8...
7. Main reason behind high leave consumption:            Personal            Family related            Work related       ...
8. My colleagues are highly supportive.      Not at all    To some Extent         To great   Always                       ...
9. Disciplinary actions taken by management on absenteeism has reduced      absenteeism in our company.      Not at all   ...
10. In our company, real, genuine sickness cases claiming sick leave are       either:        0-20%       21-40%          ...
11. I interact with the company s management staff without hesitating.      Not at all    To some Extent         To great ...
12. How is your family condition and family atmosphere?      Satisfactory         Average                Unsatisfactory   ...
13. Is your salary structure adequate?        Yes             No              Options        a         b          Total   ...
14. If No, are you and your family members engaged in some business?      Yes             No            Options        a  ...
15. Is this involvement in business a cause of your absenteeism?      Sometimes           Mostly               Not at all ...
16. The cause of my absenteeism is taking alcohol.       Not at all   To some Extent       To great     Highly            ...
17. The cause of my absenteeism is taking smoking.      Not True     Partially True         Almost      Highly            ...
18. The cause of my absenteeism is taking chewing habits.       Not at all    To some Extent        To great      Highly  ...
19. The cause of my absenteeism is taking drugs.      Not True     Partially True        Almost         Highly            ...
20. The cause of my absenteeism is regular health problems.       Not at all    To some Extent         To great         Hi...
CONCLUSION      Thus, it can be observed that absenteeism can be controlled and reducedto a great extent if the workers ar...
SUGGESTIONS TO REDUCE ABSENTEEISM1. Provide      Incentives:   Giving    workers   incentives    for   reduced   absenteei...
6. Verification of Medical certificate: It is generally observed that   workers take unauthorized leave and then provide a...
ANNEXURE-ITABULAR REPRESENTATION OF MONTHLY & YEARLY         ABSENTEEISM OF HRW    IPW                 1994 - 2004        ...
71                                                           % OF DAYS               0.00                                 ...
72                                                     NO. OF DAYS               0                              50000     ...
UA TREND DURING 1994-2004                 25.00                                      20.65                 20.00          ...
CS TREND DURING 1994-2004                 2.50                           2.29                                         2.13...
AL TREND DURING 1994-2004                 0.50                           0.47                 0.45                 0.40   ...
SL TREND DURING 1994-2004     3.50                          3.22                                                          ...
CL TREND DURING 1994-2004                 2.50                                                     2.23     2.26          ...
PL TREND DURING 1994-2004                 6.00                                                    4.82                  4....
MANPOWER STRENGTH OF THE COMPANY DURING 1994-2004                        700                                     654      ...
MANPOWER STRENGTH DURING YEAR 1994- 2004                                         265               591                    ...
63
QUESTIONNAIRE ON STUDY OF ABSENTEEISMName: ________________                Department & Designation:_____________Age: ____...
21. Main reason behind high leave consumption:          Personal          Family related          Work related          So...
29. Is this involvement in business a cause of your absenteeism?      Sometimes Mostly                   Not at allIV.    ...
ANNEXURE-IIQUESTIONNAIRE FOR RESEARCH         67
BIBLIOGRAPHYBooks    Industrial Relations and Personnel Management           - Prof. Dr. M.V. Pylee and A. Simon George, P...
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  1. 1. PROJECT REPORT ON ABSENTEEISM CAUSES, EFFECTS & CONTROL AT KSB PUMPS Ltd. BY POORNIMA POOJARI UNDER THE GUIDANCE OF Dr. (Mrs.) VANDANA GOTE IN PARTIAL FULFILLMENT OF MASTERS DEGREE IN BUSINESS MANAGEMENT, UNIVERSITY OF PUNE, PUNE YEAR 2004 - 2006VISHWAKARMA INSTITUTE OF MANAGEMENT S. NO. ¾, KONDHWA (BK), PUNE-48
  2. 2. ACKNOWLEDGEMENTS I gratefully acknowledge the help and co-operation of the entire PersonnelDepartment of KSB Pumps Ltd. At the outset, I would like to thank Mr.S.N.Makhale, Manager- Personnel, for giving me an opportunity to learn at KSBPumps. My guide Mr. A.R. Bhilare, Dy. Manager- Industrial Relations, whoseversatile guidance provided me with an insight into the field of PersonnelManagement and Human Resource Development, particularly deserves mythanks. A similar vote of thanks goes to Mr. Ranjit Mohite, Mr. Vivek Kunte,Mr.Jade, Mr.Erande, Ms.Nita and Ms.Swati whose expertise in the field proved tobe of great value to me during my training. I would like to thank Prof. Vandana Gote for her valuable guidancein making my project successful. I also wish to thank Dr. Sharad Joshi and theVIM staff whose contribution cannot be overemphasized. With all theirencouragement and well wishes, my project proved to be fruitful.
  3. 3. TO WHOMSOEVER IT MAY CONCERN This is to certify that Ms. Poornima. K. Poojari is bonafide student of ourinstitute. She has successfully carried out her Summer Project titled Absenteeism- Causes, Effects & Control at KSB Pumps Ltd, Pune. This is the original study of Ms. Poornima. K. Poojari, and importantsources used by her have been acknowledged in her report. The report issubmitted in the partial fulfillment of two-year full time course Master in BusinessAdministration (2004-2006) as per the rules of the Pune University.Dr. Sharad L. Joshi Dr. Mrs. Vandana Gote (Director) (Project Guide)
  4. 4. CONTENTSChapter Chapter Name Page no.No. 1. Introduction of subject 1 2. History & Profile of company 6 3. Objectives of the Project 16 4. Research methodology 17 5. Data Analysis and interpretation: Assumptions in evaluation of absenteeism data 19 Graphical Representation 20 Inferences from the monthly data 29 Inferences from the yearly data 30 Control through Disciplinary Action 32 6. Observations & Findings 34 7. Conclusion 54 8. Suggestions to reduce absenteeism 55 9. Annexure Annexure 1 57 Annexure 2 62 10. Bibliography 66 4
  5. 5. CHAPTER: 1I ntroduction Of S ct ubje 5
  6. 6. CHAPTER: 2History & ProfileOf C pany om 6
  7. 7. CHAPTER: 3Obje s Of TheProje ctive ct 7
  8. 8. CHAPTER: 4Re arch Me se thodology 8
  9. 9. CHAPTER: 5Data Analysis & I nte tation rpre 9
  10. 10. Graphical Re se pre ntation 10
  11. 11. CHAPTER: 6Observations & Findings 11
  12. 12. CHAPTER: 7Conclusion 12
  13. 13. CHAPTER: 8S stions To Re ugge duce Abse e nte ism 13
  14. 14. 14
  15. 15. INTRODUCTION OF THE SUBJECT Absenteeism refers to unauthorized absence of the worker from his job.Absenteeism can be defined as failure of employees to report for work when theyare scheduled to work. Employees who are away from work on recognizedholidays, vacations, approved leaves of absence, or leaves of absence allowed forunder the collective agreement provisions would not be included . In India, the problem of absenteeism is greater than other countries. Whenthe employee takes time off, on a scheduled working day with permission, it isauthorized absence. When he remains absent without permission or informing, itis wilful absence without leave. In these days, when the needs of the country require greater emphasisupon increase of productivity and the economic and rational utilization of time andmaterials at our disposal, it is necessary to minimize absenteeism to the maximumpossible extent.Recent surveys indicate the following trends in absenteeism: 1. The higher the rate of pay and the greater the length of service of the employee, the fewer the absences. 2. As an organization grows, there is a tendency towards higher rates of absenteeism. 3. Women are absent more frequently than men. 4. Single employees are absent more frequently than married employees. 5. Younger employees are absent more frequently than older employees but the latter are absent for longer periods of time. 6. Unionized organizations have higher absenteeism rates than non-union organizations. 15
  16. 16. The rate of absenteeism can be calculated by considering the number ofpersons scheduled to work and the number actually present. Thus, the rate ofabsenteeism can be estimated in the following way: Rate of Absenteeism = No. of Total Manshifts Lost X 100 No. of Total Manshifts scheduled to workCAUSES:Important factors leading to absenteeism can be summarized as follows: 1. Long hours of work. 2. Bad working conditions. 3. Boredom. 4. Lack of co-operation and understanding between management and workers. 5. Sickness. 6. Accidents. 7. Occupational disease. 8. Problem of transport facilities. 9. Low wages. 10. Lack of proper medical aid and health programmes. 11. Lack of canteen services, rest rooms, etc. 12. Bad housing conditions. 13. Evil of drinking. 14. Lack of marketing facilities. 15. Social or religious festivals. 16. Harvest seasons. 17. Marriages. 18. Education of children. 19. Domestic problems and consequent worries, etc. 16
  17. 17. Among these causes, in the existing Indian conditions, wage level inindustries, has a direct bearing on absenteeism. Sickness on account of badhousing conditions contributes highest to industrial absenteeism. Social andreligious causes can be accounted as the second important contributing factor forabsenteeism. Absenteeism in industry varies from place to place, depending on thefestival, marriage, harvest season and other factors.EFFECTS : Absenteeism is one of the root causes of labour unrest. It affects theworker s earnings as well as the company in the following manner: 1. Decrease in Productivity : Employees may be carrying an extra workload or supporting new or replacement staff. Employees may be required to train and orient new or replacement workers. Staff morale and employee service may suffer. 2. Financial Costs : Payment of overtime may result. Cost of self-insured income protection plans must be borne plus the wage costs of replacement employees. Premium costs may rise for insured plans. 3. Administrative Costs : Staff time is required to secure replacement employees or to re- assign the remaining employees. Staff time is required to maintain and control absenteeism. The definition of absenteeism, its causes, its affects on productivity, and itscosts in terms of finances and administrative effectiveness are quite clear. 17
  18. 18. What is not as clear is how to take affirmative action to controlabsenteeism in such a way as not to create mistrust, costly administration andsystems avoidance. Traditional methods of absenteeism control based only on disciplinaryprocedures have proven to be ineffective. It is almost impossible to create a fairdisciplinary procedure because even well run disciplinary systems, which treatsimilar actions in consistently similar ways, are usually seen as unfair. The reasonfor this is discipline alone usually does not identify or address the root causes ofabsenteeism. Every employee who takes time off in defiance of companyregulations has reasons, right or wrong, which justify to themselves the legitimacyof their actions. Unless a management attendance program identifies and addresses thecauses of employee absenteeism it will be ineffective and unfair. Traditionaldisciplinary programs alone can, at best, give the illusion of control. It is no secretthat there are ways to beat even the best systems. The fear of discipline oftenonly increases the desire to avoid management systems. If absenteeism is to be controlled, the physical and emotional needs ofemployees must be addressed. Incentives can be introduced to discourageabsenteeism. Attendance bonus is awarded in certain establishments, meritincreases and promotions are linked to minimum attendance. Good leave recordof the employee is an important factor in considering him for more responsiblepositions. These incentives, no doubt, will be effective inducements for regularattendance and work which, in turn, will ensure efficient service. Habitual absenteeism must be treated as a misconduct and it must bestated that habitual absentees are liable for disciplinary action 18
  19. 19. KSB PUMPS LTD.Established in: 1960Location : Pimpri, Pune 19
  20. 20. COMPANY PROFILE1. NAME OF THE COMPANY : KSB Pumps Limited.2. DATE OF REGISTRATION : 11th April, 19603. CERTIFICATE NUMBER : 116354. LEGAL FORM : Public Limited Company5. WORKS AND HEAD OFFICE : Irrigation and Process Division (IPD) Mumbai-Pune Road, Pimpri, Pune-4110186. MANUFACTURING UNITS : Power Project Division (PPD) Chinchwad, Pune. Foundry Division, Vambori, Ahmednagar. Grade-O-Castings, Ahmednagar. Water Pumps And Valves Division, Nashik. Mil Controls Limited, Trichur.7. REGISTERED OFFICE : 126, Makers Chambers III, Nariman Point, Mumbai 400021.8. ZONAL OFFICES : East : Kolkata West : Nariman Point North : Noida South : Chennai.9. BUSINESS : Manufacturers of Pumps, Valves and Iron and Steel Castings.10. COLLABORATORS : M/s KSB Aktiengesellschaft, Germany. 20
  21. 21. BRIEF HISTORY OF KSB1871: The Frankenthaler Maschinen-and Armatur-Fabrik Klein, Schanzlin and Becker (Machine and Valve Factory) was established.1896: KSB sets up a British subsidiary, its first venture outside Germany.1941: Argentina becomes home to the first of ten current KSB Companies in America..1953: The foundation of a Pakistani subsidiary marks a move into the Asian- Pacific market, where KSB today has 15 group companies.1960: Manufacturing of first submersible pump in India, at Pimpri, Pune.1974: The Foundry Division was set up at Vambori.1978: A new plant at Chinchwad began manufacturing high performance pumps for power plants.1984: KSB sets up a company in Australia.1986: The leading French pump manufacture, Paris-based Pompes Guinard S.A., joins the KSB group.1987: The Coimbatore unit came up to increase pump manufacturing capacity and add industrial valve to their product basket.1988: KSB acquires a majority interest in U.S. slurry pump manufacturer GIW industries.1989: Acquisition of Amri S.A., Paris, the world s second largest manufacturer of butterfly valves.1991: KSB takes over Pumpenwerk Halle and converts it into an environmental engineering center.1994: The company acquires a majority stake in KSB Shanghai Pumps Co.1995: Nashik was added to the growing list of KSB manufacturing centers.1996: KSB becomes 100% share holder in GIW (Georgia Iron Works), one of the world s largest manufacturers of slurry pumps.1997: Acquisition of MIL Controls Ltd., India-producer of ANSI and control valves. 21
  22. 22. KSB QUALITY CONTROLQUALITY OBJECTIVES: KSB aim to maintain their position as leading Indian and Internationalsuppliers of pumps and valves, related systems and services which are deeplyrooted in a tradition of successful engineering and high integrity in their businessdealings. The needs of their customers set the standards for the work they do.KSB s objective is to provide trend setting technology and high quality of theirproducts and services together with a demanding quality consciousness, whichensure them of a position of market leadership. For its customers, KSB is liablepartner. KSB s thinking and actions are profit and market oriented. Entrepreneurialinitiative at all levels ensures profitable growth, stability and independence, thussecuring the future of KSB and its employees. The KSB work environment is multinational and is characterized bymutual respect and humanity in their dealing with one another. Dedicatedemployees work together with sense of responsibility and productivity, towards acommon goal s help to develop their high level of qualification through individualsupport and training. When doing their work, KSB is committed to the goals, needs and laws ofthe society it lives in. KSB wants to be an open and fair partner to all. Whilemanufacturing and during operation of their products, they try their best to protecttheir environment and use natural resources as sparingly as possible. 22
  23. 23. KSB QUALITY POLICY:Maximum customer satisfaction governs KSB s actions:KSB s customer sets the standards for the quality of their products andservices. KSB comprehensively and punctually fulfill his requirements.Every employee bears the responsibility at his work place towardsmeeting the customers requirements:The internal customer supplier relationship is important, the very nextperson in internal work sequence is the customer, he receives defect freework.Promoting quality awareness is an important task of the management:The high qualification of KSB employees is ensured through consistenttraining and comprehensive information. Managerial staff sets an examplein realizing Quality concept.Preventing defects supersedes removing defects:Removing defects is not enough; more important is to find the causes ofdefects and to take preventive action to permanently eradicate them.Improving quality is a continuous obligation:The initiative of each individual towards continuously improving processesmethods and work environment is an important contribution to personalsuccess and satisfaction. This ensures KSB s market leadership. 23
  24. 24. PLANNED PROGRESS OF KSB IS AS FOLLOWS:1960: Submersible motor pump set.1968: Process Pumps (CPK).1970: Non-Clog pumps for sewage and solid handling.1976: Vertical pumps for condensate extraction (WKT)1978: High pressure Boiler feed pumps (HDB)1980: Primary coolant pumps for nuclear power station.1983: Pumps for mine dewatering (VM25).1984: Submersible pumps for sewage and effluent handling (KRTU)1985: Canned motor pumps for nuclear applied action (CMP)1987: Submersible pumps sets1988: Vertical high pressure modular pumps (MOVI) Vertical high pressure oil pumps (WKVM) Solar pump sets1989: High pressure multistage pumps (HG)1990: Barrel casing pumps (CHT) Pressure seal valves1991: Barrel casing pumps for refinery applications (CHTR)1992: Stock pumps (APP)1993: Back pullout pumps (MEGA)1994: New series of gate type industrial valves High capacity submersible pump sets (PNT) Low capacity submersible pump sets (AMA Drainer)1995: High capacity moderate head pumps (OMEGA)1996: Low capacity high pressure multistage pumps (MOVICHROM) 24
  25. 25. TYPES OF PUMPS: In KSB PUMPS Ltd., many types of pumps are manufactured. Some of them are listed below: MEGA : Low Pressure Centrifugal Pump. OMEGA : Horizontal Split Volute Casing Pump. CPK : Chemical Process Pump. RPK : Refinery Process (heavy duty) Pump. APP : Stock Process Pump. WK : High Pressure Centrifugal Pump. WL : High Pressure Centrifugal Pump. WKT : Vertical Barrel type High Pressure Centrifugal Pump. KRTU : Submersible Motor Pump for Sewage and Effluent Handling. RPHb : Refinery Process (Heavy Duty) Pump. 25
  26. 26. DEPARTMENTS AT KSB:There are 4 main Departments in the Company: PRODUCTION DEPARTMENT: Machine Shop, Rotor Stator, Horizontal Assembly, Winding, Testing, Deburring, Tool Room, IED, and Packing. SALES GROUP: Business Group. ADMINISTRATION GROUP: Security, Internal Audit, Personnel Department, Accounts, and Planning & Control. WAREHOUSE & STORES: E/DITS, Excise & Dispatch, Import, Purchase & Stores.EMPLOYEE STRENGTH AT PUNE: Irrigation and Process Division (Pimpri) : 537 Staff (Supervisors Directors) : 189 Company Trainees : 3 MRE s : 56 HRW s : 289 Power Project Division (Chinchwad) : 814 Staff (supervisor Directors) : 373 Company Trainees : 6 MRE s : 66 HRW s : 369 26
  27. 27. HUMAN RESOURCE DEPARTMENT ACTIVITIESThe Functions of the Human Resource Department are:1. EMPLOYMENT Man Power Planning Recruitment and Selection Induction Promotion and Transfer Separation2. WAGE AND SALARY ADMINISTRATION Employee classification including job evaluation Rate determination Merit rating Supplemental compensation3. INDUSTRIAL RELATIONS Communication Collective bargaining Employee discipline4. ORGANISATION PLANNING AND CONTROL Organization planning Employee appraisal Human Resource Development Training Counseling5. EMPLOYEE SERVICES Medical/Canteen services Recreation Safety, Security, Transport 27
  28. 28. ORGAN IZATION STRUCTURE OF HR D EPARTMEN T: Mr. M. S. Srinivas General Manager HRD Corporate Mr. A. R. Bhilare Mr. R. S. Mohite Mr. Mohan Iyer Mr. Jade Dr. Bidve Mr. Erande IR-IPO IR-IPO Security Canteen / Time Dispensary / Time Office Dy. Manager IR Asst. Manager IR Office Ambulance Room Mr. Vivek Kunte HRD T & D IPD28 Mr. S. N. Makhale Mr. C. M. D silva Mr. Thomas Manager -Personnel PP IR-IPO Officer Dy. Manager IR K. V. Subramaniam P & A CBE Phelics Joseph Ms. Jayanti S. Subramaniam V. Demasundaram IR Welfare Time Office Secretary Mr. A. S. Nanajkar P & A Nasik T. D. Mairal V. S. Shinde R. D. Khele V. V. Verma M. G. Badhe P&A P&A Security Ex. & Desp Ex & Desp
  29. 29. OBJECTIVES OF THE PROJECTThe objectives of the project are:To understand and analyze: 1. What are the main causes of absenteeism in KSB Pumps? 2. What are the effects of the unauthorized absenteeism by the employees in the company? 3. What are the current disciplinary actions taken by the HR dept. for reducing absenteeism? 4. What is the attitude of employees towards these disciplinary actions? 5. What factors are to be considered in order to reduce absenteeism? 6. What suggestions can be given to the management to improve the regular attendance of the employees in the company? Thus, the above objectives have been observed and analyzed in a detailedmanner in this project report. I have made an attempt to go into root causes of thesubject by using the various techniques of Research Methodology. 29
  30. 30. RESEARCH METHODOLOGY A project is like a journey and it is always better to have atleast the faintestof ideas of the probable direction of our destination. Initially we have to decideupon the general area of interest or the aspect of the subject to inquire into. Thisdecision is rather broad and not very precise. It is crude indication of the purposeof the study and is of little help for further planning and organization of the study. Research Methodology is defined as a more systematic activity directedtowards discovery and the development of an organized body of knowledge. Anefficient research contributes to the evaluation of a proper decision, whichultimately affects the path the organization will choose. The data collected is ofparamount importance and hence the research process has to be effective and anefficient one. Research Methodology involves adopting various techniques which arebest suited for the research and study of the problem, for investigation andanalysis of the problem. It starts with data collection from various sources i.e.,primary and secondary sources, data analysis and interpretation and finally thefindings or conclusion from the analysis. In this project, Primary data was collected by Questionnaire Survey. Theworkmen selected for the interview purpose were from the hourly rated workmensegment, which affect the production directly, in case they remain absent. Arandom selection of samples from the workmen segment was done in thecompany. There are 289 hourly rated workmen, from which 25 groups of 11members each were formed. From these groups, one workman was selectedrandomly as sample to avoid any bias. Thus, 25 workmen were selected forsurvey through the questionnaires prepared. This helped to be fair to all by notkeeping in view the past record of absenteeism of individuals. 30
  31. 31. The secondary data was collected from: Monthly absenteeism data. Yearly absenteeism report. Leave records of employees. After the collection of data, the response of the 25 individuals were arranged ina chronological pattern and then evaluated. Many inferences could be drawn fromboth the primary as well as secondary data available which are put forth in theanalysis section. It is often beneficial to undertake an intensive study of a few well selectedinstances of the phenomenon of interest. The method demands for greatsensitivity and receptivity on our part. As new information pours in, the study isreformulated and redirected. Hence, to be on the safer side, it would always be wise to work keeping aparticular method in mind. 31
  32. 32. ASSUMPTIONS IN EVALUATION OF THE ABSENTEEISM DATA1. As per the objectives of the project, the analysis is to be done to find out the causes of absenteeism and also to know the disciplinary action taken against them. The following data was referred to draw the inferences: a. Monthly Absenteeism data. b. Yearly Absenteeism report. c. Leave record of the employees.2. From the monthly and yearly data, the monthly trends of absenteeism can be observed by division of leaves in the following 2 categories: a. Paid Leave: Privilege Leave (PL), Casual Leave (CL), Sick Leave (SL). b. Unpaid leave: Authorized Leave (AL), Certified Sickness Leave (CS), and Unauthorized Absence (UA).3. The leave record is maintained from the month of January to December. The monthly salary is calculated from 20th of the starting month to the 21st of the next month with reference to the leave record.4. The settlement agreement mentions the consumption of leave by an individual worker per annum as: a. Privilege Leave 20 p.a. b. Casual Leave 8 p.a. c. Sick Leave 10 p.a. 32
  33. 33. MANPOWER STRENGTH DURING YEAR 1994- 2004 265 591 295 199433 330 654 1995 348 1996 1997 1998 1999 2000 2001 350 2002 629 2003 402 2004 424 535
  34. 34. MANPOWER STRENGTH OF THE COMPANY DURING 1994-2004 700 654 629 600 591 535 50034 424 402 400 350 348 330 STRENGTH 295 300 265 NO. OF EMPLOYEES 200 100 0 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 YEARS
  35. 35. PL TREND DURING 1994-2004 6.00 4.82 4.96 4.97 5.00 4.82 4.86 4.84 4.48 4.60 4.48 4.00 3.9735 3.00 3.00 PL % OF DAYS 2.00 1.00 0.00 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 YEARS
  36. 36. CL TREND DURING 1994-2004 2.50 2.23 2.26 2.22 2.21 2.15 2.09 2.14 2.10 2.12 2.00 1.9536 1.59 1.50 CL % OF DAYS 1.00 0.50 0.00 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 YEARS
  37. 37. SL TREND DURING 1994-2004 3.50 3.22 3.03 3.06 3.08 3.00 2.90 2.90 2.49 2.50 2.44 2.2937 2.00 1.81 SL 1.66 % OF DAYS 1.50 1.00 0.50 0.00 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 YEARS
  38. 38. AL TREND DURING 1994-2004 0.50 0.47 0.45 0.40 0.3538 0.30 0.25 AL 0.23 0.22 % OF DAYS 0.20 0.18 0.15 0.13 0.10 0.05 0.03 0.02 0.03 0.02 0.01 0.02 0.00 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 YEARS
  39. 39. CS TREND DURING 1994-2004 2.50 2.29 2.13 2.00 1.9839 1.59 1.54 1.50 CS 1.11 % OF DAYS 1.00 0.81 0.78 0.74 0.62 0.50 0.53 0.00 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 YEARS
  40. 40. UA TREND DURING 1994-2004 25.00 20.65 20.0040 15.00 UA % OF DAYS 10.00 5.00 1.83 1.51 1.00 0.71 0.65 0.34 0.39 0.54 0.61 0.75 0.00 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 YEARS
  41. 41. 41 NO. OF DAYS 0 50000 100000 150000 200000 250000 178391 1994 22607.0 1995 198606 58286.0 169235 1996 23744.5 161805 1997 19449.0 125104 1998 13146.5 123078 1999 13666.0YEARS 101914 2000 10745.5 106350 TOTAL MDA AND MDL DURING 1994-2004 2001 11682.0 98891 2002 11427.0 90266 2003 10448.5 81090 2004 9441.5 MDL MDA
  42. 42. INFERENCES FROM THE MONTHLY DATA1. The PL consumption % is high during the months of April, May and June as the schools in our country have vacations during these months and this period being the marriage season in India, the leave consumption varies from 3.9% to 4.84%.2. The CL consumption is high during the months of July to October, when most of the schools reopen and the individuals are busy settling those activities. Most of the festivals like Ganesh festival, Durga Pooja, Diwali, etc. are during this period. The leave consumption reduces after October and varies from 1.95% to 2.21%.3. The reasons for SL leave consumption are same as above. As the proportion of CL is less, on occasional leave, the workmen prefer SL. The period of leave consumption is from July to September and varies from 2.49% to 3.06%.4. The rate of AL leave consumption is very low. i.e., 0.47% to 0.02%. This leave is mostly consumed by the new comers or by the very rare cases of the existing employees.5. The Unauthorized Absence is the key factor in indicating the companies rate of absenteeism. This leave is mostly consumed in January, April to June and September to November. The rate of leave consumption varies from 1.51% to 0.75%. 42
  43. 43. INFERENCES FROM THE YEARLY DATACalculation: Average Leave = Average Strength x Leave p.a. X 100 Available Mandays Average PL = 9.8% Average CL = 2.6% Average SL = 3.2% 1. The PL availed per annum is 30 days. Therefore, on an average the consumption should be approximately 10%. But the trend in the graph shows a consistency of consumption of this particular leave from about 3% to 4.5%. This leave comes under the category of paid leave and has a benefit of encashment and so people have adopted a trend of saving this leave. 2. The CL availed per annum is 8 days. The average CL leave consumption is 2.6% but from graph it is about 1% to 2.5%. This leave can be encashed, if saved. 3. The SL leave trend shows a consistency as the leave is consumed consciously and only for genuine sickness and genuine problems. Hence the average and actual consumption is almost the same. 4. The authorized leave is granted only in case when employee has no balance leave and faces some genuine problem or sickness. Thus, the graph shows a declining trend as it was 046% in 1994 which has come down to 0.02% in 2004. The company keenly keeps a watch on this category of leave. 43
  44. 44. 5. The graph of Certified Sickness shows a drastically downward trend. The rate was 2.29% in 1994 which has dropped down to 0.74% in 2004. This has been possible due to the efforts of the HR Department and the Company Doctor.6. Absenteeism is mainly observed through the rate of Unauthorized Absence. This has been minimized by the company s disciplinary action system, counseling efforts and provision of ready help to the employees. This has also helped in increasing productivity, profits and efficiency.7. Due to the above measures, the company has been successful in retaining high Mandays.8. The graph of manpower strength show declining trend as the company had reduced or cut off manpower by implementing CRS and VRS scheme. 44
  45. 45. CONTROL THROUGH DISCIPLINARY ACTION KSB Pumps Ltd. is a large company and hence the manpowerengaged here is in large number. The company is engrossed in continuousproduction of pipes and valves. Company s main and important asset is themanpower and thus, it s activities are to be keenly monitored as any reductionor other incidents with the asset causes a great loss to the company. The HR Department deals with various activities among whichmonitoring absenteeism and taking the appropriate disciplinary action is one ofthe important and sensible issues in the company. This matter has to behandled very consciously so that correct steps are taken by the managementin reducing absenteeism. The Industrial Relations department takes the disciplinary action inKSB. They have certain rules specified in the Standing Orders, which act as aguideline for the process of disciplinary action. The attendance system in the Time Office maintains the record ofthe In time and Out Time which helps to know his personal strata. Thissystem helps to calculate his monthly salary and keep record of his leavesystem. It also helps to find out his balance leaves and his total absenteeismduring the month. The system helps in identifying the chronic cases, asmonthly report is prepared through the available data. Thus, necessary actionis taken by the department against the chronic cases among the employees. KSB has dealt with many cases and have brought about a veryuniform discipline in the employees. 45
  46. 46. PROCEDURE OF DISCIPLINARY ACTION:1. Chronic cases are identified from the daily data.2. Warning is given to them for at the most 3 times.3. After giving warning, even if the employee follows the same thing, then show cause notice is issued to him.4. If same case is further identified, then he is suspended.5. In super chronic cases, inquiry is held and if findings say so, then he is to be dismissed.BENEFITS TO THE EMPLOYEES:1. To do work in better way.2. To regain their lost identity.3. To get regular wages.BENEFITS TO THE MANAGEMENT:1. To gain higher mandays.2. To get good profits.3. To harmonize the industrial relations. Thus, it can be observed that disciplinary action helps in controllingabsenteeism and gaining high production as well as profits. 46
  47. 47. EVALUATION OF THE QUESTIONNAIRE 1. My job in company is very interesting. Not at all To some Extent Average To great Highly Extent Interesting Options a b c d e Total Response 0 5 7 9 4 25 % 0 20 28 36 16 100 a e b 0% 16% 20% a b c d d c e 36% 28%Findings: From the above chart, it can be seen that 86% of the workmen like their jobvarying from average to a higher extent. Thus, their job interest levels are high. 47
  48. 48. 2. Reason for taking employment: To spend time. Forced by family Members. To take care of my family. Liking of the work. Options a b c d Total Response 0 4 11 10 25 % 0 16 44 40 100 a b 0% 16% d a 40% b c d c 44%Findings: From the above chart, it is clear that 44% of the workmen come to thecompany to support their family while 40% of workmen have a liking towards theirwork. 48
  49. 49. 3. Are you aware of the leave rules of the company? Not at all To some Extent To great Strongly Extent Aware Options a b c d Total Response 2 5 7 11 25 % 8 20 28 44 100 a 8% b d 20% a 44% b c d c 28%Findings: From the above chart, it is observed that 44% of the workmen are stronglyaware of the leave rules while 8% of the workmen are not at all aware of the leaverules. 49
  50. 50. 4. How many paid leaves are availed by you per annum? 1-2 days 3-5 days 6-10 days More than 10 days Options a b c d Total Response 1 2 13 9 25 % 4 8 52 36 100 a b 4% 8% d 36% a b c d c 52%Findings: It can be seen that 52% of workmen take around 6 -10 days of paid leaveswhile 36% of the workmen avail more than 10 days paid leave per annum. 50
  51. 51. 5. How many unpaid leaves are availed by you per annum? 1-2 days 3-5 days 6-10 days More than 10 days Options a b c d Total Response 4 6 13 2 25 % 16 24 52 8 100 d a 8% 16% a b b c 24% c d 52%Findings: It can be observed that 52% of the workmen take 6-10 days of unpaidleave while 24% of workmen avail 3-5 days leave per annum. 51
  52. 52. 6. What is the percentage of your absenteeism in last one year? 0-20% 21-40% 41-60% 61-80% 81-100% Options a b c d e Total Response 8 11 4 1 1 25 % 32 44 16 4 4 100 d e 4% 4% c a 32% a 16% b c d e b 44%Findings: From the above chart, it can be seen that 44% of the workmen quoted theirabsenteeism in the percentage range of 21- 40% in the past one year while 32%of workmen have reported 0 20% absenteeism last year. 52
  53. 53. 7. Main reason behind high leave consumption: Personal Family related Work related Social Addiction Indebtness Options a b c d e f Total Response 2 10 4 2 5 2 25 % 8 40 16 8 20 8 100 f a 8% 8% e a 20% b c b d d 40% e 8% f c 16%Findings: It can be observed that the main reason behind high leave consumption isthat 40% of the workmen have family related problems, while 20% of the workmenhave addiction problem. 53
  54. 54. 8. My colleagues are highly supportive. Not at all To some Extent To great Always Extent Options a b c d Total Response 0 5 9 11 25 % 0 20 36 44 100 a b 0% 20% d a 44% b c d c 36%Findings: From the above chart, 44% of the workmen feel that their colleagues aresupportive to a great extent. Thus, the working environment in the company isvery friendly and comfortable. 54
  55. 55. 9. Disciplinary actions taken by management on absenteeism has reduced absenteeism in our company. Not at all To some Extent To great Highly Extent True Options a b c d Total Response 0 4 12 9 25 % 0 16 48 36 100 a b 0% 16% d 36% a b c d c 48%Findings: It can be observed from the above chart that 48% of workmen accept thatdisciplinary actions taken by management have reduced absenteeism to a verygreat extent. The company has very strict rules policy. However those who havebreached the rules are given warnings, show cause notices or suspension. 55
  56. 56. 10. In our company, real, genuine sickness cases claiming sick leave are either: 0-20% 21-40% 41-60% 61-80% 81-100% Options a b c d e Total Response 4 5 9 5 2 25 % 16 20 36 20 8 100 e a 8% 16% d a 20% b b c 20% d e c 36%Findings: From the above chart, it can be seen that 36% of workmen have opted that41- 60% of the cases are real, genuine ones who claim sick leave. 56
  57. 57. 11. I interact with the company s management staff without hesitating. Not at all To some Extent To great Highly Extent True Options a b c d Total Response 3 7 11 4 25 % 12 28 44 16 100 d a 16% 12% a b b 28% c d c 44%Findings: It can be observed from the above chart that 44 % of the workmen are verycomfortable in interacting with the management staff. Thus, the managementsubordinate relations are very clear and good without resistance. 57
  58. 58. 12. How is your family condition and family atmosphere? Satisfactory Average Unsatisfactory Options a b c Total Response 10 9 6 25 % 40 36 24 100 c 24% a 40% a b c b 36%Findings: It can be observed that 40% of the workmen s family condition issatisfactory while 24% of them are unsatisfied. 58
  59. 59. 13. Is your salary structure adequate? Yes No Options a b Total Response 13 12 25 % 52 48 100 b a a 48% b 52%Findings: 52% of the workmen are satisfied with their salary structure while 48% ofthem are not happy about the present salary structure as it is not adequate forthem. 59
  60. 60. 14. If No, are you and your family members engaged in some business? Yes No Options a b Total Response 7 5 12 % 58 42 100 b 42% a a b 58%Findings: From the 12 workmen, who are not satisfied with the salary structure, 58%of workmen and their family are engaged in some business such as small shopsor providing mess facilities at home for the working people. 60
  61. 61. 15. Is this involvement in business a cause of your absenteeism? Sometimes Mostly Not at all Options a b c Total Response 5 3 4 12 % 42 25 33 100 c 33% a a 42% b c b 25%Findings: From the above chart, it is clear that involvement in some business is notrelated to the absenteeism in the company. 42% of the workmen feel thatsometimes this involvement affects. 61
  62. 62. 16. The cause of my absenteeism is taking alcohol. Not at all To some Extent To great Highly Extent True Options a b c d Total Response 11 8 5 1 25 % 44 32 20 4 100 d c 4% 20% a a 44% b c d b 32%Findings: From the above chart, it can be seen that 32% of the workmen are addictedto alcohol. 62
  63. 63. 17. The cause of my absenteeism is taking smoking. Not True Partially True Almost Highly True True Options a b c d Total Response 13 12 0 0 25 % 52 48 0 0 100 c 0% d 0% a b a b 48% 52% c dFindings: It is observed that 48% of workmen are addicted to smoking but it has norelevance to their remaining absent at the company. 63
  64. 64. 18. The cause of my absenteeism is taking chewing habits. Not at all To some Extent To great Highly Extent True Options a b c d Total Response 14 6 5 0 25 % 56 24 20 0 100 d c 0% 20% a b a c b 56% d 24%Findings: It can be seen from the above chart that 20% of workmen are addicted tochewing habits to a great extent, but it does not directly affect their attendance inthe company. 64
  65. 65. 19. The cause of my absenteeism is taking drugs. Not True Partially True Almost Highly True True Options a b c d Total Response 15 10 0 0 25 % 60 40 0 0 100 c 0% d 0% b a 40% b a c 60% dFindings: From the chart, it can be seen that 60% of the workmen are not involved inany type of drug addiction, while 40% of workmen are taking drugs. 65
  66. 66. 20. The cause of my absenteeism is regular health problems. Not at all To some Extent To great Highly Extent True Options a b c d Total Response 2 11 9 3 25 % 8 44 36 12 100 d a 12% 8% a b c b c 36% 44% dFindings: It can be seen that to some extent, 44% of the workmen remain absent dueto their irregular health problems. 66
  67. 67. CONCLUSION Thus, it can be observed that absenteeism can be controlled and reducedto a great extent if the workers are committed and are supported by all levels ofmanagement. An effective attendance record-keeping system, consultation andopen communication by the management can create a healthy productive workenvironment in the company. This would reduce grievances and give greateremployee satisfaction. Only when the positive approach is unsuccessful does the company needto use the remedial approach to deal with habitual abusers or with excessiveabsentee cases. In all cases the companys actions must be fair and reasonableand consistently applied. While tackling workplace absenteeism by direct action may alleviate theproblem in the short- term, addressing the cause of the problem will provide long-term benefits. 67
  68. 68. SUGGESTIONS TO REDUCE ABSENTEEISM1. Provide Incentives: Giving workers incentives for reduced absenteeism is not the same as rewarding or giving workers bonuses for reduced absenteeism. An incentive provides an employee with a boost to their motivation to avoid unnecessary absenteeism. The general rule of thumb is to reward workers more frequently the younger they are and the more difficult the work is to perform.2. Non Monetary Awards: A notice board could be put up at the shop floor displaying the name of the workmen and his department who is being conferred this award. This award could be like: Worker of the month award based on Efficiency. A quarterly attendance award. Disciplinary awards can be given to workers against whom there are no reports of misconduct.3. Conduct Workshops: Identify the chronic absentees and conduct a workshop focusing on their areas of interest in work and their job satisfaction definitions. This response can be discussed with the subordinates openly and they can be placed in their respective departments of work so that their talents and capabilities can be utilized efficiently.4. Training to Supervisors: They must be given training on their behavioral aspects with the workers and they must be given a human oriented approach so that they prove to be good friends of the workers and the working environment becomes pleasant.5. Job Rotation: Workers must be given different jobs at different shifts so that his job does not become monotonous, repetitive and boring. Flexi-time can also be allowed within certain limitations. 68
  69. 69. 6. Verification of Medical certificate: It is generally observed that workers take unauthorized leave and then provide a medical certificate. The leave then becomes authorized. Thus, the medical certificates must be verified by the management for their authenticity.7. Counseling: The Union representatives could visit the houses of the absentee worker and counsel them about the ill effects of their being absent. e.g., their financial losses, their importance in the production of the company, their family conditions, etc.8. Company as a second home: The management could display the worker s names on the notice boards at the shop floor, wishing them on their birthdays or encouraging them in company s activities like sports, etc. this creates a sense of belonging among the workers towards the company.9. Wage Link: Wages could be directly linked to attendance and their performance at work.10. Disciplinary Action: If all the above measures fail to improve attendance of a worker then strict disciplinary action is the only option against him.11. Attendance Management Programme: The purpose of this programme is to develop a willingness on the part of all the workers to attend work regularly and to assist them in motivating their co-workers to attend work regularly. This can be done through: Addressing the physical and emotional needs of the workers. Communicating the attendance goals of the organization so employees can understand and identify with them. Dealing with cases of excessive absenteeism effectively and fairly so deterrence can occur. 69
  70. 70. ANNEXURE-ITABULAR REPRESENTATION OF MONTHLY & YEARLY ABSENTEEISM OF HRW IPW 1994 - 2004 70
  71. 71. 71 % OF DAYS 0.00 5.00 10.00 15.00 20.00 25.00 3.97 1.95 2.49 0.47 1994 2.29 1.51 3.00 1.59 2.29 0.23 1995 1.59 20.65 4.48 2.14 3.22 0.22 1996 2.13 1.83 4.82 2.23 1.81 0.18 1997 1.98 1.00 4.48 2.26 1.66 0.13 1998 1.54 0.65 4.96 2.22 2.44 0.03 1999 1.11YEARS 0.34 4.60 2.10 2.90 0.02 2000 0.53 0.39 ABSENTEEISM DURING 1994-2004 4.82 2.09 2.90 0.01 2001 0.62 0.54 4.97 2.15 3.03 0.02 2002 0.78 0.61 4.86 2.12 3.06 0.03 2003 0.81 0.71 4.84 2.21 3.08 2004 0.02 0.74 0.75 AL SL PL CL UA CS
  72. 72. 72 NO. OF DAYS 0 50000 100000 150000 200000 250000 178391 1994 22607.0 198606 1995 58286.0 169235 1996 23744.5 161805 1997 19449.0 125104 1998 13146.5 123078 1999 13666.0YEARS 101914 2000 10745.5 106350 TOTAL MDA AND MDL DURING 1994-2004 2001 11682.0 98891 2002 11427.0 90266 2003 10448.5 81090 2004 9441.5 MDL MDA
  73. 73. UA TREND DURING 1994-2004 25.00 20.65 20.00 15.0073 UA % OF DAYS 10.00 5.00 1.83 1.51 1.00 0.71 0.65 0.34 0.39 0.54 0.61 0.75 0.00 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 YEARS
  74. 74. CS TREND DURING 1994-2004 2.50 2.29 2.13 2.00 1.98 1.59 1.54 1.5074 CS 1.11 % OF DAYS 1.00 0.78 0.81 0.74 0.62 0.50 0.53 0.00 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 YEARS
  75. 75. AL TREND DURING 1994-2004 0.50 0.47 0.45 0.40 0.35 0.3075 0.25 AL 0.23 0.22 % OF DAYS 0.20 0.18 0.15 0.13 0.10 0.05 0.03 0.02 0.03 0.02 0.01 0.02 0.00 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 YEARS
  76. 76. SL TREND DURING 1994-2004 3.50 3.22 3.03 3.06 3.08 3.00 2.90 2.90 2.49 2.50 2.44 2.29 2.0076 1.81 SL 1.66 1.50 1.00 0.50 0.00 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
  77. 77. CL TREND DURING 1994-2004 2.50 2.23 2.26 2.22 2.21 2.15 2.09 2.14 2.10 2.12 2.00 1.95 1.59 1.5077 CL % OF DAYS 1.00 0.50 0.00 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 YEARS
  78. 78. PL TREND DURING 1994-2004 6.00 4.82 4.96 4.97 5.00 4.82 4.86 4.84 4.48 4.60 4.48 4.00 3.9778 3.00 3.00 PL % OF DAYS 2.00 1.00 0.00 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 YEARS
  79. 79. MANPOWER STRENGTH OF THE COMPANY DURING 1994-2004 700 654 629 600 591 535 500 424 402 40079 350 348 330 STRENGTH 295 300 265 NO. OF EMPLOYEES 200 100 0 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 YEARS
  80. 80. MANPOWER STRENGTH DURING YEAR 1994- 2004 265 591 295 330 1994 1995 65462 348 1996 1997 1998 1999 2000 2001 350 2002 629 2003 402 2004 424 535
  81. 81. 63
  82. 82. QUESTIONNAIRE ON STUDY OF ABSENTEEISMName: ________________ Department & Designation:_____________Age: ________________ No. of years in service :_____________ I. Job Satisfaction and Income: 1. My job in company is very interesting. Not at all To some Extent Average To great Highly Extent Interesting 2. Reason for taking employment: To spend time. Forced by family Members. To take care of my family. Liking of the work. II. Work atmosphere and relationship: 6. Are you aware of the leave rules of the company? Not at all To some Extent To great Strongly Extent Aware 7. How many paid leaves are availed by you per annum? 1-2 days 3-5 days 6-10 days More than 10 days 8. How many unpaid leaves are availed by you per annum? 1-2 days 3-5 days 6-10 days More than 10 days 6. What is the percentage of your absenteeism in last one year? 0-20% 21-40% 41-60% 61-80% 81-100% 64
  83. 83. 21. Main reason behind high leave consumption: Personal Family related Work related Social Addiction Indebtness22. My colleagues are highly supportive. Not at all To some Extent To great Always Extent23. Disciplinary actions taken by management on absenteeism has reduced absenteeism in our company. Not at all To some Extent To great Highly Extent True24. In our company, real, genuine sickness cases claiming sick leave are either: 0-20% 21-40% 41-60% 61-80% 81-100%25. I interact with the company s management staff without hesitating. Not at all To some Extent To great Highly Extent TrueIII. Family, domestic and other problems:26. How is your family condition and family atmosphere? Satisfactory Average Unsatisfactory27. Is your salary structure adequate? Yes No28. If No, are you and your family members engaged in some business? Yes No 65
  84. 84. 29. Is this involvement in business a cause of your absenteeism? Sometimes Mostly Not at allIV. Habits and Attitude:30. The cause of my absenteeism is taking alcohol. Not at all To some Extent To great Highly Extent True31. The cause of my absenteeism is taking smoking. Not True Partially True Almost Highly True True32. The cause of my absenteeism is taking chewing habits. Not at all To some Extent To great Highly Extent True33. The cause of my absenteeism is taking drugs. Not True Partially True Almost Highly True True34. The cause of my absenteeism is regular health problems. Not at all To some Extent To great Highly Extent True 66
  85. 85. ANNEXURE-IIQUESTIONNAIRE FOR RESEARCH 67
  86. 86. BIBLIOGRAPHYBooks Industrial Relations and Personnel Management - Prof. Dr. M.V. Pylee and A. Simon George, Pages 75 76 Human Capital - Magazine March 2005 issue, Volume 8, Pages 32 - 36Manual Personnel Manual of KSB Pumps Ltd.Websites www.ksbindia.co.in www.google.com www.employer-employee.com
  87. 87. This document was created with Win2PDF available at http://www.daneprairie.com.The unregistered version of Win2PDF is for evaluation or non-commercial use only.

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