Kavyashree sip main

“A Study on Employee Absenteeism at Jamkhandi Sugar Ltd, Hirepadasalagi.”
Institute of Business Management and Research (IBMR), Hubli. Page 1
KARNATAKUNIVERSITY,DHARWAD
INSTITUTE OF BUSINESS MANAGEMENT AND RESEARCH,
HUBBALLI.
Summer In-Plant Project
A report on
“A STUDY ON EMPLOYEE ABSENTIEESM”
AT
JAMKHANDI SUGARS LTD
This Report
Submitted to
KARNATAK UNIVERSITY, DHARWAD
In partial fulfillment of the requirement for the award of degree in
MASTER OF BUSINESS ADMINISTRATION
Carried during the academic year 2018-2019
Submitted by
KAVYASHREE NYAMAGOUDAR
Registration No: 18MBA622
EXTERNAL GUIDE:
Mr. Malikarjun. Choudari
HR Manager
Jamkhandi sugars Ltd, Hirepadasali
INTERNAL GUIDE:
Prof. Priyanka Kale
Assistant Professor
IBMR HUBLI

CERTIFICATE
This is to certify that, Ms. Kavyashree Nyamagaoudar is a bonafide student of this
institute has completed Summar In –Plant Project (SIP) during the academic year 2018-2019
at “Jamkhandi Sugar Ltd” Hirepadasalagi. She has prepared and submitted the project
assigned to her, namely “Employee Absenteeism” under my guidance.
Prof. Priyanka
Kale
Assistant professor
IBMR, Hubli

CERTIFICATE
This is to certify that, Ms. Kavyashree Nyamagaoudar, Reg No- 18MBA622 is a
student of second semester of our of institution has completed Summar In –Plant Project
(SIP) during the academic year 2018-2019 at “Jamkhandi Sugar Ltd” Hirepadasalagi.
Entitled “Employee Absenteeism” in partial fulfillment of Master of Business
Administration degree as prescribed by Karnataka University, Dharwad.
Dr. Sadanand Havanagi
Director
External Examiner
1. 2.

CHAPTER-1
INDUSTRY PROFILE

2.1INTRODUCTION TO THE SUGAR INDUSTRY
India has been Known as the original home of sugar and sugarcane. Indian mythology
supports the above fact as it contains legends showing the origin of sugarcane.
Indian is the second largest producer of sugarcane next to Brazil. Presently, about 4 million
hectares of land is under sugarcane with an average yield of 70 tons per hectare
India is the largest single producer of sugar including traditional cane sugar sweeteners,
Khansari, and Gur equivalent to 26 million tones. Even in respect of white crystal Sugar,
India has ranked No. 1 position in 7 out of last 10 years.
Traditional sweeteners Gur &Khandsari are consumed mostly by the rural population in
India. In the early 1930's nearly 2/3rd of the sugarcane production was utilized for production
of alternate sweeteners. Gur &Khandsari. With better standard of living and higher incomes,
the sweetener demand has shifted to white sugar. Currently about 1/3rd sugarcane production
is utilized by the Gur &khandsari sectors. Being in the small scale sector, these two sectors
are completely free from controls and taxes which are applicable to the sugar sector.
The advent of modern sugar processing industry in India began in 1930 with grant of tariff
protection to the Indian sugar industry. The number of sugar mills increased from 30 in the
year 1930 -31 to 135 in the year 1935-36 and the production during the same period increased
from 1.20 lakhs tones to 9.34 lakhs tones under the dynamic leadership of the private sector.
The area of planning for industrial development began in 1950-51 and Government lay down;
targets of sugar production and consumption, licensed and installed capacity, sugarcane
production during each of the Five year plan periods. The targets and achievements during
various plan periods are given below.
1.2 GROWTH AND DEVELOPMENT OF SUGAR INDUSTRY
In India production of sugar began in the year 1875 for domestic use because India is the
original home of the sugarcane and it has a flourishing sugar industry in the ancient times.
But the modern sugar manufacturing industries were established in Bihar. But the real
development of sugar began in the year 1932, when protection was given to this industry
against foreign competition for a short period of 2 or 3 years.

1.3 GROWTH OF INSTALLED CAPACITY OVER THE YEARS
The below table represents the actual sugar production per annual.
Table1. Growth of Sugar per Annual
E-Estimated
The small size new Units licensed by the Government were supported with a scheme of
announced on 25th November, 1975 Known as Sampth Committe Incentive. It provides
percentage of free sale quota to both new Sugar factories and expansion in existing in
existing units. This I to a mushrooming growth of relatively small sized sugar units in the
Country. Under the policy of licensing, Government initially permitted small sized new units
of 1250 capacity only and later on increased the minimum economic size of plant to 2500
Year No of Factories in
operation
Installed capacity
(L/tone)
Actual sugar
production
(L/tones)
1950 – 51 139 16.7 11.0
1955 – 56 143 17.8 18.9
1960 -61 174 24.5 30.2
1965 -66 200 32.3 35.4
1973 -74 229 43.1 39.5
1978 -79 229 59.1 58.4
1985 -86 339 72.7 70.2
1990 -91 377 98.5 120.5
1995 -96 415 127.6 164.3
1999 -2000 423 161.8 182.0
2000 – 2001 437 168.2 185.1
2001 – 2002 433 176.8 185.3
2002 – 2003 453 180.0 201.0
2003 – 2004 461 185.0 170.0
2004 -2005 190 205.0 192.0

TCD. Similarly capacity expansion initially allowed up to 3500 TCD only were subsequently
raised to 1 TCD and finally these expansion limits were withdrawn in 1990.
As a result, the industry has grown horizontally with an all India per unit average capacity of
500 TCD. As against this, this has been consolidation and move towards larger per unit
capacity I over the world, as would be evident from the following table.
Government deli censed Sugar Sector in August, 1998. It is now open to entrepreneurs to set
up are mills without a license but at a distance of 15Kms away from the existing factory.
Sugar unit's are free to expand their capacity and also put up higher capacity new units. This
should help to consolidated and expand their capacities wherever cane potential exists.
1.4 PRESENT POSITION OF INDIAN FACTORY
Present information of Indian sugar factories and their data shown below.
No of Sugar factories Established 566
Total Capital Employed Rs. 50,000 Crores
Total Annual Turnover Rs. 25,000 Crores
Total Payment to Cane Growers Rs. 18,000 Crores
Contribution to Central & State
Exchequers
Rs. 17,000 Crores + 800 Crores
Direct Employment : Rural Educated 5.00 Lakhs
Farmers / Families involved in Sugarcane
( 7.5% of Rural Population)
45 Million
Table 2. Present Position of Indian Factory
In Global Sugar Economy the Indian Sugar Industry has achieved the Number of milestones.
 Largest Sugar producer in 7 out of 10 years.
 Second Largest Area under Cane/Cane Production.
 Amongst the cost-effective industries with its field cost ( Sugar Cane ) Being the
Second lowest, despite small land-holding and low productivity.

 Fourth efficient processor of Sugar despite low capacity of its Sugar plants as
compared to very large-size plants of the world.
1.5 POLICY
The present policy of partial decontrol 10% of production by each unit is supplied for public
distribution system that is as levy sugar at Govt. Notified prices admittedly below 20% of the
actual cost of production. The levy sugar is I to the public irrespective of their economic
status. The balance 90% is sold in the free market against monthly issued by the Government.
This policy has been continuing since 1967-68 except for brief periods of de-Control me
during the years of surplus production and accumulated sugar stocks.
Government announces the Statutory Minimum Price (SMP) for sugarcane every year based
on recommendations of the Commission for Agricultural Cost and Prices (CACP). In the year
3-04, Government announced Rs. 73.00 per quintal linked to a basic recovery of 8.5%. For
every 1% increase in recovery, the grower gets a premium of Rs.0.85/at. In actual practice,
the sugar pays much higher prices than SMP.
1.6 TOP 10 SUGAR PRODUCING COUNTRIES OF THE WORLD
The below table represents the name of country and their respective production of sugar in a
top rank order.
Rank Area Production
1 Brazil 721,077,287
2 India 361,037,000
3 China 123,460,500
4 Thailand 98,4000,000
5 Pakistan 58,397,000
6 Mexico 50,946,483
7 Colombia 33,363,560
8 Philippines 32,000,000
9 Indonesia 28,700,000
10 USA 29,235,877
Table 3. Top Sugar Producing Countries.

1.7 NEW GUIDELINES TO SUGAR INDUSTRY
In the year of July 1 1990 the government of India issued new guidelines for licensing to start
new sugar factories; the licensing policy has been made very liberal so as to boost the
production of sugar.
Hence it is raw material oriented industries the concentration of sugar cane is found in the
areas of Maharashtra and North Karanataka. The development of the industries is thus very
closely linked with the policy measures adopted by the Govt from time to time.

CHAPTER: 2
COMPANY PROFILE

Fig 1. Image of JSL.
2.1 HISTROY
JAMKHANDI SUGARS LIMITED was incorporated in 1993 to establish a Sugar cum Co-
generation project in backward rural area (about 20 kms. From Jamkhandi town) which
would serve as a powerful media for augmenting the socio-economic prosperity of the
farmers in particular and of the industrial backward Bagalkot-Bijapur district in general. Shri.
S B Nyamagouda, MLA, Jamkhandi (Former Union Dy. Minister for Coal) the Chairman
who promoted the company with the association of local farmers and general public has
engaged himself in socio-economic development of this region since 20 years.
Construction of Chikkapadasalgi and Heggur barrages on co-operative basis with the help of
farmers are his recorded contributions.
The unique experiment of ‘Self-help’ at Chikkapadasalgi brought 35000 acres of land under
irrigation and solved drinking water problem of 30 villages. The benefit of the above 35000
acres (under cultivation) would be available for Jamkhandi Sugars Limited in terms of
growing sugarcane. The sugar mill needs about 15000 acres of sugarcane of 100% capacity
utilization. M/s. Jamakhandi Sugars Ltd. is one of the most progressive sugar industry in the
state of Karnataka, having started its operations in 1993.The trial production was taken up

during April May 2001 & commercial production during October 2001. JSL has a sugar mill
with a crushing capacity of 2500 TCD & Co-generation plant of 12 MW capacities.
The company is proposed to expand its capacity from 2500TCD to 5000 TCD and additional
17.5 MW Co-generation. JSL has been registered under Companies Act, 1956 vide
Registration No. 08/14570 on 26th July 1993. The Sugar factory is located at Hirepadasalagi
village situated about 20 Kms from Jamakhandi town, Bagalkot district. The site is at a
distance of 5 Kms from Bijapur –Dharwad state highway. River Krishna is flowing at a
distance of 3 Kms from the site.
M S Jamkhandi Sugars Limited, a registered Public Limited Company has established a sugar
mill with a capacity of 2500 TCD sugar plant with a co-generation of 12.3 MW. The
company is now expending its capacity from 2500 TCD to 5000 TCD and co-generation from
12.3 MW to 30 MW. M S Jamkhandi Sugars Limited is also setting up a distillery unit of 60
KLPD, which will start its first commercial production by October 2015.
M.S. Jamkhandi Sugars Limited has set up a new Unit of 3500 TCD with a Co-generation of
27 MW under the name Jamkhandi Sugars Ltd Unit II. Located in Nad K D Village, Indi
Taluk, Bihapur District, Karnataka.
 JSL has been registered with the Register of Companies under Companies Act, 1956
vide Registration No. 08/14570 on 26th July 1993. A letter of intent has been issued
on 31st March 1994, which was extended upto July 1998.
 The sugar factory is located at Hirepadasalgi village situated about 20 Kms. from
Jamkhandi town, Bagalkot district in an area of 149.825 Acres. The site is at a
distance of 5 Kms from Bijapur-Dharwad state highway and adjacent to the link road
connecting Chikkapadasalgi and Savalgi villages. River Krishna is flowing at a
distance 5 kms from the site.
2.2 VISION AND MISION
Vision
 To provide employment to the rural people.
 To become one of the model company in the sugar industry.
 To achieve higher customer satisfaction & fully protect shareholders interest.
 To achieve target sales perfectly.
Mission
 To support employees and the farmers development.
 JSL increasing its operation efficiency.
 It is giving full concentrate on more sales maximization.

 Establishment of Research center for development of cane.
 To help farmers to undertake inland development activities such as drip irrigation so
as to increase the quality of cane as well as yield per cane.
 To undertake all measures for distribution of fertilizers and good quality seeds.
2.3 GOALS AND OBJECTIVES
 The main objective of JSL is to encourage the farmers for proper development of
Agriculture on co-operative line by introducing modern methods of Agriculture.
 Maximum utilization of the manpower for improving production capacity and proper
utilization of raw material to produce sugar.
 Proper utilization of waste materials to produce by-products.
 Development of irrigation projects.
 To acquire a land either by a sell, lease or for cultivation of sugar cane or for
buildings , machinery etc.
 To give good market rate to farmers for their supply to the factory.
 To encourage and co-ordination among its members.
 To arrange and run means of transport.
 Providing all the facilities to the employee who satisfy the employee demands, for
example accommodation, electricity, water and safety needs.
JSL Stands with the collective efforts and confidence of our farmers, workers, vendors and
mainly our valued share holders have helped us in growing ever during the industry down
turn. We have given special consideration to our shareholder, farmers and our social
obligations. JSL is geared up to think beyond the crystal.
To provide energy to the energy starred nation by making best use of its bi-product called
Bagasse which is converted to power and another bi-product called Molasses which is
translated to ethanol. To maximize and make best use of Agri industry in india and helping
the farmers of the nation who happen to be the backbone of the nation. To increase the value
of share holders investments with a continuous improvement in financial performance and by
adding value to our bi-products.
JSL would like to bring down cost of conversion by adopting economies of scale strategy
then company its capacity of sugar production, cogeneration and ethanol by adding additional
equipment’s to the existing unit and also setting up another unit of 3500 TCD with 30 MW
Cogen. JSL plans to grow with the farmers of the region. Company intends to grow and let
the farmers of the region grow along with the Company.

2.4 PERFORMANCE GROWTH
Fig2. Image of production area.
The following graph represents the sugar bags produced per year in quintals at JSL.
Fig3. Performance Graph.

2.5 BOARD OF DIRECTORS
The below table represents the list of board directors.
Sl No Name Designation
1 ANAND S NYAMAGOUDA, (MLA, Jamkhandi) CHAIRMAN
2 V SIVAPRAKASAM MANAGING DIRECTOR
3 G S NYAMAGOUDA. DIRECTOR
4 R B PATIL DIRECTOR
5 RAJEEV S KADAPATTI DIRECTOR
6 LAXMAN S SAVADI DIRECTOR
7 NIRAJ CHANDRA DIRECTOR
8 A A HUDDAR DIRECTOR
9 SURESH A PATIL DIRECTOR
10 B. SWAMINATHAN NOMINEE DIRECTOR IREDA
11 N K PARASHURAM NOMINEE DIRECTOR KSIIDC
12 SHIVARAM HARIHAR ADDITIONAL DIRECTOR
Table 4 List of Board directors.
The board is supported by the following executives in the managements.
Shri.V.Shrivarprakashan Managing director
Shri.Subash Naik General manager
Shri.M.IChoudhari Assistant HRmanager
Shri, R .Verma GM(Finance and Account)
Shri.M.I.Horti Accountant Manager(Finance and
Accountant)
Shri.H.R.Kanti General manager cane
Table 5. Board Supporters List

2.6 PRODUCTS PROFILE
Products and bi- products of JSL.
2.6.1 Sugar
Fig 4. Crystal Sugar Fig 5. Grain Sugar
 Crystal clear and healthy
Jamkhandi Sugars Limited is known for its high quality, hygiene and good taste. We
produce plantation white sugar of very high quality with less than 100 icumsa. The
sugar produced meets the international standards of very low NRS(non soluble
residue)value of less than 20 PPM. Sugar manufacturing process at JSL plants takes
place under strict quality control measures and produced sugar is nowhere touched by
hands. JSL is always among the first to adopt latest equipment and technology to
ensure that its product quality is nothing but best. JSL sugar is crystal clear and is
products
Main products By-Products
Sugar
Power Bagasses
e
Molasses Press Mud

known to be sweeter and healthier than many other sugar brands.JSL manufactured
sugar is categorized in three different categories based on crystal size: small, medium
and large.
 Other types of sugar include
1. Fructose: found in fruits and honey.
2. Gelatos: found in milk and dairy products.
3. Glucose: found in honey, fruits and vegetables.
4. Lactose: found in milk, made from glucose and gelatos.
5. Maltose: found in barley.
6. Sucrose: made up of glucose and fructose and found in plants
Sugar is made of Exploratorium. The white stuff we know as sugar is sucrose, a
molecule composed of 12 atoms of carbon, 22 atoms of hydrogen, and 11 atoms of oxygen
(C12H22O11). Like all compounds made from these three elements, sugar is a carbohydrate.
,
2.6.2 JSL produces sugar of following grades
M-30, S1-30 out of which maximum production is of 30 color sugar.( 30 is the best color
standard fixed by the government of india ) Sugar grading is done for color and grain size.
Sugar produced is regularly matched with NSI stanadards percentage retention of sugar is
currently being maintained at 85%+ as against minimum requirement of 70% sugar is used
not only as a constituent in foods produced at home & industrially produced foods,but also as
a raw material in fermentation to produce ethyl alcohol, butyl alcohol, glycerien, citric acid.
Sales of white sugars is done through central government process in which quota of free sales
sugar is allotted to individual sugar mills. For now, sugar mills are not allowed to sell at one
go apart of a producation which they can sell in a open market.
This is expected to change . Sugar mills can sell 90% of their total production in the open
market , compared with 60-70% earlier. The rest to be sold as Bio-Fertilizer
a] Electricity/ power
The bagasse’s is the raw material to generate the power. Power generation increases the 28 MW to
38.5 MW known SPSCL generates 38.5MW power they use only 16.5MW and remaining 22MW sold
to India Energy exchange [IEX].
The more straightforward solution is to produce electricity from the bagasse saved via a high pressure
boiler and condensing turbo-alternator.
This solution has found favour in a number of cane producing countries such a Hawaii, Australia,
Reunion and Mauritius and with modern equipment some 450 kWh can now be produced per tonne of

mill-run bagasse. A typical example of this use is given in Table 1 and if mill-run bagasse is priced at
US$ 15 per tonne, electricity can be generated on a year round basis, at a cost of approximately US
cents 6 to 8 per kWh, which should prove competitive with the ruling price of electricity in most
Third World countries.
To be economical, the generating station must work on a continuous basis, say at least 7 800 hours
yearly. This will imply bagasse storage to be able to generate during the intercrop period. Various
methods have been tried: dry and wet bulk storage, bale storage and pelleting.
Dry bulk storage has proved uneconomic and is not suitable for large tonnages. Wet bulk storage does
not apply and is utilized when bagasse is to be used for pulp production. Pelleting is still being tested
in Hawaii and in Mauritius, but appears expensive per tonne of bagasse handled. Thus bale storage,
which is presently the most widely used method seem the reasonable choice, although it requires a
substantial storage area and can lead to annual losses of 10 percent of more of the bagasse stored.
The generation of electricity from surplus bagasse is undoubtedly the easiest and best utilization of
this byproduct for most cane-producing Third World countries. However, as local conditions vary
extensively the possibility of utilizing surplus bagasse to produce particle board, paper, furfural, or
methane will be briefly considered.
b] Co-Generation
Jamkhandi Sugars Ltd, has 12Mw power generation Capacity out of which 4.5 Mw is Captive
& remaining 7.5MW is exportable to grid . During the Non crushing season 6 MW power
being generated by using saved Bagasse which approximately runs for about 1 month.
There are @ Turbine for generation power out of which one turbine of 6 MW capacity is and
imported Turbine from Japan which is used for exporting power grid. And the second
Turbine is off 6 MW which is an Indian make; this is used for the internal consumption . in
addition to 12MW JSL is adding 17.5MW Power generation to the Existing 12MW which
accounts to total generation of 29.5MW.
c] Carbon Credit
The emission of carbon credit from the Boiler is the main culprit to create global warning and
it will explore at any time and at any place.In order to minimize the Co2 emission, the
UNFCC is encouraging the Co-generation plant to produce power by of utilizing bagasse to
the maximum extent by doing this Co2 is reduced . For the above method of power
Generation and power export to the grid, UNFCC is encouraging by a way is subsidy and
giving development funds for the successful factories in India and other countries.
JSL is proud to state that in spite of vary rigid norms of UNFCC, it is the only company in
north karanataka to get registered at UNFCC-UK and the certificate is given by UNFCC-UK
for JSL Factory eligilibility.
d] Particle board

The production of particle board from bagasse is a well-proven technology but it has to
compete with plywood and fibreboard. Its main difficulty is the high cost of imported
synthetic resins which serve as a binder to the bagasse fibres composing the board. Also the
board's optimal thickness is about 15 mm and further it cannot be used for outdoor purposes
so that its main market is limited to inner partitions and furniture.
In the last few years a process has been developed in the Federal Republic of Germany
whereby Portland cement replaces the urea formaldehyde resins, which enables this cement-
bonded particle board to be used for exterior walls, roofing, etc. and thus increases
significantly its market appeal. Note however that the bagasse utilized should not contain
more than 0.5 percent of sugar on a bone dry basis. Otherwise the end product would not be
satisfactory. Table 2 gives some indication of the comparative economic data for resin and
cement particle boards made of bagasse.
e] Molasses
Fig 6. Images of by product- molasses.
An important Bi-Products of Sugar industry is Molasses.
The exportation of molasses as such is important in international trade and out of a total
world production (beet molasses included) of 35.5 million tonnes in 1985–86, some 6.5
million tonnes were exported. The main importing countries, namely USA, Japan,
Netherlands and UK, utilize the molasses largely for animal feed.
The company feels that the more the extent of diversification of products base, the less will
the reliance of the industry on domestic prices of sugar. This justifies the importance it
attaches to the bi-products including molasses. Molasses ,an important bi-product of the
Sugar industry, is used extensively for the manufacture of ethyl alcohol and alcohol based on
downstreams chemicals in addition to manufacture of potable alcohol.
It is the only by- Product obtained in the preparation of Sugar through repeated
crystallization. The yield of molasses per ton of Sugarcane varies in the range of 4.5% to 5% .
It contains nearly 45% un-crystallised , fermentable Sugar and some sucrose. It is also used
as food for farm animals and in the manufacture of several processed tobaccos.

Increase in the production and quality of molasses is obviously going to reflect in the
increased production of industrial alcohol, which is another thrust area for JSL. The
company setting up a distillery with a daily production capacity of 60 Kiloliters per day and
many very soon enter into the production of Indian Made Foreign Liquor (IMFL).
Molasses is the final effluent obtained in the preparation of sugar by repeated crystallization;
it is the residual syrup from which no crystalline sucrose can be obtained by simple means.
The yield of molasses is approximately 3.0 percent per tonne of cane but it is influenced by a
number of factors and may vary within a wide range (2.2 to 3.7 percent). The specific gravity
varies between 1.39 and 1.49, with 1.43 as indicative average. The composition of molasses
varies also within fairly wide limits but, on average, would be as follows:
Water 20% Other carbohydrates 4%
Sucrose 35% Nitrogenous compounds 4.5%
Fructose 9% Non-nitrogenous acids 5%
Glucose 7% Ash 12%
Other reducing sugars 3% Others 5%
A very large number of products can be derived from molasses. The question of animal feed
from molasses and other byproducts of the sugarcane industry will not be considered in our
presentation and we will limit ourselves to describing briefly the main products of molasses
fermentation that are of economic importune on an international scale, namely rum, ethyl
alcohol, acetic acid, butane/acetone, citric acid, yeast and monosodium glutamate.
Although schematic and fragmentary, the preceding survey of the current uses of the main
can byproducts of the sugarcane industry does indicate a few priority choices, generally
applicable to conditions obtaining in Third World countries.
i. Surplus bagasse should be used to produce electricity for the grid;
ii. If the electricity supply is already adequate, then surplus bagasse could be used for the
production of cement particle board for the local market;
iii. Filter muds should be utilized as low grade fertilizers in the cane fields;
iv. Molasses should be transformed into rum and potable alcohol, according to the local
and export market requirements;
v. Any surplus molasses left over could be used either locally for animal feed, or
exported as such, depending on the ruling market prices and distance of transport;
vi. If there is an excessive use of wood as fuel for cooking which leads to rapid
deforestation, a drive should be made to produce industrial ethanol to be used in
efficient pressure stoves.
It should be stressed, as a general conclusion, that the large-scale utilization of byproducts of
the sugarcane industry, if efficiently implemented, has the dual and important advantage of
generating reasonable profits, not only for the sugar producers themselves but also for the

national economy at large, as exemplified by cheap electricity, imports replacement, the
efficient use of local fuels and forest preservation.
a) Ethanol
Alcohol is produced from molasses a brown colored residue left after Sugar extraction from
cane juice, the alcohol can be purified to product fuel grade alcohol can be blended with
petrol. JSL is in a process of setting up of Ethanol plant with 60KLPD and it is expected to
completed by next season of 201.
2.6.3 Other products and byproducts of sugar cane in sugar factories overall
a] Paper
Good quality wrapping and magazine paper can be produced with a high percentage of
depicted bagasse as raw material. The availability of a fair size internal market, sufficient
surplus bagasse and fair quality industrial water are the usual constraints, apart from the high
capital intensity of paper plants and the necessity to handle polluting effluents.
Up to now the production of newsprint from bagasse has proved difficult and uneconomic,
but there are constant advances in technology and bagasse newsprint may become feasible
within the next ten years, especially if mixed with a fair percentage of waste paper. Also the
production of magazine or note paper on a small scale has been investigated by Western
(1979) and the experience gained in India seems to confirm the feasibility of plants producing
as little as 15 tonnes of bleached pulp per 24 hours.
The production of pulp and paper from bagasse is not advisable as the main use of byproducts
by Third World countries, unless very favorable local conditions exist. It is a relatively
demanding technology best approached after gaining experience with simpler bagasse
processing as called for in electricity generation or particle board manufacture.
b] Furfural
Furfural is a colorless, inflammable, volatile, aromatic liquid produced from a number of
plant materials containing pentose’s - in the case of bagasse, 90 percent being xylem. With
acid hydrolysis the xylem yields xylems which subsequently loses 3 water molecules to form
furfural according to the following simplified equation:
Furfural on hydrogenation yields furfuryl alcohol which can produce inexpensive, heat-stable
and corrosion-resistant resins. Furfuryl alcohol is also used in the pharmaceutical, fungicide,
insecticide and solvent fields. Table 3 gives a summary of production variables of furfural
from bagasse.

Capital cost for a 5 000 tones/yearly plant, generally considered as the minimal economic
capacity, would be about US$ 9 million and the production cost about US$ 450 per tone of
furfural.
It should be noted that about 35 tones of steam are required to produce one tone of furfural,
hence the importance of utilizing the lignin rich hydrolysis which is left over from the
process to generate steam in a special boiler. Low pressure steam will be available as surplus
and could be used in an adjoining distillery. Furfuryl alcohol is produced by the catalytic
hydrogenation of furfural. Starting from bagasse, a plant to produce 4 500 tones yearly of
furfural alcohol would cost US$ 12 million to US$ 13 million and would require some 150
000 tones of mil-run bagasse. The production cost would be about US$ 1 250 per tone of
furfurals alcohol.
For the time being, therefore, production of furfural from bagasse should not be given high
priority on the list of byproduct industries to be developed by Third World countries.
c] Methane
Much has been written on the production of methane or biogas and very often sugarcane
producers have been under the impression that a good opportunity was being lost in the
production of an economic gaseous fuel from their surplus biogases.
Methane (CH4) and carbon dioxide are the main gaseous products of the anaerobic methane
fermentation of waste and cellulosic materials. Theoretically 1 kg of cellulose would produce
415 litters of methane, but in practice the process is less efficient with a complex three-stage
reaction operating in cascade and not always easy to manage.
Cellulose is, normally, easily digested by bacteria. However when it is combined with lignin,
as in biogases, it is degraded only with great difficulty. Hence a biogas digester in the sugar
industry should be planned to operate mainly on distillery still age or feedlot effluents with a
small addition of surplus pith, and not on biogases as the only or main raw material.
It is important, within the digester, to keep the ratio of carbon to nitrogen at about 25:1 and
that of carbon to phosphorus at about 150:1. The sludge should be kept slightly alkaline, at
about 7.5 pH, and the temperature should be maintained at about 35°C. The retention time
would be about 20 days. Biogas has a calorific value of about 22 000 kJ per kg (which is
equivalent to 27 500 kJ per m3).
A 100 m3 digester can cost about US$ 50 000, with wide variations according to the
sophistication of the arrangement. It could produce some 30 000 m3 yearly and the
production cost can be etimated at about US$ 4 per GJ - while as a reference point tax-free
gasoline is at US$ 8 to 10 per GJ.
So while bagasse is not the proper feed for the production of biogas, other byproducts can be
considered, especially distillery sludge.

d] Filter Mud
The precipitated impurities contained in the cane juice, after removal by filtration, form a
cake of varying moisture content called filter muds. This cake contains much of the colloidal
organic matter anions that precipitate during clarification, as well as certain non-sugars
occluded in these precipitates. The weight of wet filter muds (80 percent water) averages
about 3.4 percent cane.
Filter mud contains, on a dry basis, about 1 percent by weight of phosphate (p2O5) and about
1 percent of nitrogen. As a result it has been used, especially since the turn of the century, as
a fertilizer. The filter mud also contains a mixture of waxy and fatty lipids in a ratio of 5:2
and refined wax can be extracted by appropriate treatment by solvents. It should be noted,
however, that only 386 kg of refined wax, which could be roughly equated to carnauba wax,
can be obtained from 1 000 tones of cane. The process is not commercially of interest under
existing conditions and, as far as we know, only one plant is operating presently in India and
on a small scale.
The use of filter mud’s as animal feed has been tried by a number of sugarcane producer
territories but so far has not proved economically rewarding, the main constraints being the
magnitude of the drying process involved and the low digestibility of the dried scrums.
e] Rum
Rum is the alcoholic distillate from the fermentation of cane juice, syrup or molasses. It has a
characteristic taste and aroma. Its production derives from a simplified, but selective, ethylic
fermentation and distillation, a number of esters and higher alcohols or “congeners” being
present in the end-product.
Rum is generally produced at 76°GL and is diluted with water and sold to the public at 33 to
40°GL. One tone of molasses would produce about 230 liters of rum (basis 100°GL). Table
4, based on Mauritius data, reasonably representative of Third World conditions, shows how
the selling price builds up from producer to retailer. If the producer is also the bottler and
wholesaler, the profit is substantial and rum production from molasses is, by far, the most
profitable industry in byproducts utilization while being, at the same time, a provider of
revenue to the government through excise tax. Yearly consumption of rum is probably more
than 480 million litters (1985).
f] Ethyl alcohol (C2H5OH)
Ethyl alcohol is amongst the most important fermentation products and is derived from three
types of raw materials:
i. Saccharine products - mainly molasses, but also cane juice
ii. Starchy products - mainly maize
iii. Cellulosic products - mainly waste sulphite pulp liquor.

It is, however, still largely produced synthetically from ethylene derived from petroleum.
Under Third World conditions, the production cost of ethanol (the common name for ethyl
alcohol) from cane molasses in a modern and fair size distillery - of say 60 to 80 000 liters
per 24 hours - would depend significantly on the price of molasses:.
One of the main difficulties of large capacity distilleries is the efficient handling of their
effluents (also called slops, vines’ or still age) since 13 liters of slops are produced from
every liter of ethanol. The recently developed Swedish process of Biostil, by Alfa Laval, is a
great improvement since it reduces the weight of still age by 60 percent and is thus finding
increasing favor among alcohol producers.
However even this reduced tonnage of still age has to be treated and the two processes
generally utilized are either evaporation plus incineration to recuperate the potash in the still
age, or anaerobic digestion. For the treatment of 1 000 tones of slops per 24 hours the capital
cost for the first method would be about US$ 7 million and the net operating cost US$ 100
000 yearly. For the anaerobic method the capital cost would be about US$ 4 million and the
net operating cost US$ 600 000 yearly.
The relatively high cost of gasoline and the recent tendency to decrease atmospheric pollution
by progressively replacing leaded gasoline by ethanol extended gasoline has created a
significant demand for ethanol, especially when taking into consideration the large-scale
Brazilian Alcohol Plan.
However conditions vary from country to country and, for a large number of cane producing
countries, present conditions indicate that ethanol is still a relatively expensive product
compared to tax—free gasoline. Figure 2 shows how a rough choice would be made,
according to the local prices of molasses (or cane juice) and gasoline. It assumes that a
vechile running on industrial ethanol would consume 15 percent more volumetrically than
when running on gasoline.
g] Acetic acid (CH3COOH)
Acetic acid is a colorless liquid with a characteristic pungent odor and a sharp acid taste. Its
density is 1 049 g/l. Vinegar is a condiment made from sugary or starchy materials by
alcoholic and subsequent acetous fermentation. It contains at least 4 percent of acetic acid.
Acetous fermentation is aerobic and the modern submerged fermentation process requires the
thorough airing of the vinegar bacteria - Acetobacter. From 100 liters of absolute alcohol
some 950 litres of vinegar with 10 percent acidity can be produced. The capital cost for a 200
000 litres per annum vinegar plant is approximately US$ 500 000 for the main items of
equipment. Acetic acid finds large scale utilization in the production of acetic anhydride,
cellulose acetate, vinyl acetate, etc.

h] Butanol-acetone
The butanol-acetone fermentation is a true anaerobic fermentation brought about by various
strains of Clostridium acetobutlicum. Maize and molasses are the main raw materials used.
Butanol (C4H9OH) is the industrial name given to N-butyl alcohol. It is a colourless liquid
with a vinous odor and a density of 810 g/l. It is used, directly or indirectly, in lacquer solvent
via its acetate and phthalate salts and also as a plasticizer, hydraulic fluid, and
.The economy of fermentation process depends greatly on the cost of molasses and of stream
— since extreme sterility is required and steam usage is about half the weight of molasses. It
is generally considered that synthetic plants producing butane from acetaldehyde are more
economical than fermentation plants; and this is confirmed by the fact that the production of
fermentation butanol does not represent more than 10 percent of the total world production.
i] Citric acid
Citric acid is usually produced in the monohydrate form (C6H8O7H2O), the crystals of which
are colorless and odorless, with a sour taste and readily efflorescent in dry air. They have a
specific gravity of 1.542.
The fermentation process consists of a complex aerobic cycle and beet molasses has had
more success as the main raw material than cane molasses. The mould used is Aspergillums
submerged culture fermentation is now preferred to the surface fermentation previously
utilized. Aeration and agitation of the medium are essential and the addition of methanol
appears beneficial when using cane molasses. The yield of citric acid is about 65 percent of
total sugar used.
A plant to produce 2 500 tones of citric acid yearly would probably call for a capital cost of
US$ 4 million.
Citric acid is one of the most versatile of the industrial organic acids, finding increasing uses
in the food and beverage industries. Since there is no potential threat from any “synthetic”
citric acid, the production of fermentation citric acid appears warranted in the larger cane
producing countries where molasses is available at a fairly low price, and when the local
market for soft drink, confectionery and pharmaceutical preparations is on the increase.
j] Yeast
Yeasts are complex, protein-rich, living unicellular organisms that have been selected and
isolated through research, and two strains are now mainly utilized, namely: Saccharomyces
cerevisiae to produce baker's yeast and Torulautilis to produce feed yeast.
The assimilation of glucose in the aerobic biosynthesis of yeast can be approximately
illustrated by the formula,

C6H12O6 + NH3 --- C6H7O3NH2 + 3H2O
In practice the yield of yeast is much lower than the 80 percent indicated above and does not
reach more than about 54 percent (including about 8 percent of ash).
Baker's yeast is normally produced from molasses, grains or potatoes. Feed yeast usually
utilizes brewer's or distiller's spillage. These raw materials are not sufficiently rich in
assailable nitrogenous and phosphorus compounds and, usually the addition of inorganic
ammonium compounds and phosphoric acid is necessary. About 4 kg of molasses would be
required to produce 1 kg of active dry baker's yeast (92 percent dry matter). Yeast is used in
bread production at about 1 percent by weight of flour. On a dry matter basis, it contains
about 44 percent protein.
About 4 kg of molasses would also be required to produce 1 kg of feed yeast (92 percent dry
matter) which generally contains about 50 percent of crude protein. In both processes
adequate and fine aeration is important and some 15 m5 per kg of dry yeast are usually
required.
The production of single cell protein (SCP) by microorganisms from hydrocarbons and
carbohydrates can be considered as a natural extension of feed yeast production. Its high
protein content (65 to 70 percent) and the possibility of using such “waste” substrates as
cellulose, distillery slops and other effluents indicate a favorable commercial outlook.
k] Monosodium-glutamate (C5H6O4.NH2Na.H2O)
Monosodium glutamate is an important commercial flavouring intensifier with a world
production of about 250 000 tonnes/year. It is currently produced by the aerobic fermentation
of molasses but there are also a number of synthetic routes available for its production,
especially via acrilonitrile.
The larger producers are Japan, Republic of Korea, Taiwan Republic of China and USA. It
would probably be difficult for a small sugar producing country to enter this very competitive
and well-supplied market, especially since the fermentation technique required is fairly
sophisticated.
l] Industrial alcohol as cooking fuel
Although this utilization will be of little interest to industrialized countries, bearing in mind
the very large number of people who still use wood, or wood charcoal, in open ovens to cook
their meals, and the critical problem of deforestation in many parts of the world and
especially in Africa, consideration must be given to the efficient utilization of ethanol as
cooking fuel.
m] Bio Fertilizer

The residue product from Distillery operations with chemicals are sold as Bio-Fertilizer.
JSL is under construction to produce a Bio-Fertilizer.
2.7 ORGAZATIONAL CHARTS
The below chart represents the organizational unit.
2.8 DEPARTMENTALSTUDY
1] Cane Department
Cane Department is one of the departments, which will take overall responsibility of the raw
material supply for the industry , the main materials is Sugarcane. It plays a major role in
purchasing sugarcane from various places near by factory;
Usually farmers are practicing independent system of cultivations so the organization has to
derive systematic plan to procure cane by giving direct and indirect support to the farmers.

Cane department is headed by general manager and thir are 8 circle offices in the allotted
villages and other areas to get cane from different centers and every circle is interested with
cane department .
Varity of sugar cane
 COC- 617
 CO-8011
 CO-940
 COC-86032
 CO-8014 etc.
The main subsection in this department are:
 Cane head office
 circle officer
 cane yard
2] Production/ manufacturing department
Manufacturing department is one of the most important parts in every manufacturing
industry. Especially in sugar industries, manufacturing department plays an important role as
the total output of the company depends on the quality of product.
It arrange to give upgraded training to the department heads. Manufacturing process consist
of crushing of sugar cane clarification of juice, evaporation process to convert juice into
sugar.
The manufacturing process consist of the following steps:
 crushing
 clarification
 evaporation

3] Purchase department
It is also important section in administration department in maintance of commodity for the
company. This section is concerned to administration manager (technical general manager).
If the company wants to purchase some materials required in factory or office they will
received demand slip from various department.

Staff :
In this section employee are working point the hierarchy goes like this
 Assistant purchase officers
 Purchase assistant
 Computer operator
 Local purchase
Procedure for purchasing the material required for whole company:
 Enquire
 Collection of quotation
 Negation
 Finalization of purchase order
 Purchased goods are issued to stores department
4] Marketing department
Marketing department deals with sales tractions of sugar, molasses , biogases and scrap
materials. Sugars sales are usually controlled by government through release orders in a
particular seasons/ during a particular month.
5] Sales department
The sales department looks after the sales of following produced by the units.
 Sugar( main product)
 Molasses (by-product)
 Bagasses (by-product)

6] Administration department
It is the key department which is headed by Managing directors who will act under the
guidance of board of direction of the organization.
7] Security department
Factory has to maintain security department officer who will be entrusted with the work of
keeping alert avoided risk to the factory in case of the accident, theft and maintain low orders
in the factory premises and also monitoring about the organization vehicles and employees.
Which will help to avoid risk to the factory;
Employees as security:
 Security officer(2)
 Supervisors(4)
 Guards(25)

8] Finance department
Finance department deals with inflow and outflow of funds related to financial matter of the
organization, it deals with working capital of the industry , employee salary, cane bill
payments, taxation, share tractions through this department only fund is rotated through
different tractions / accounts.
The account department is key department to determine the profit of on organization it
maintain all the records, transaction & P & L balance sheet.
Duties of account department
 To check the A/C
 To make final A/C’s &balanace sheet for the year ending
 The maintaining purchase & sales A/C’s
 To make tally account
 A/C maintaining to show all the MD it has mainly two sub-sections such as
a] Cane A/C section.
b] General section
9] Stores department
It is main department it maintains engineering articles which are important and required for
smooth running of Sugar production work . This comes management system. Here store
keepers maintains the materials in the stores properly.
The store officer busy the goods also. The organization purchase diesel from Indian oil
corporation Belgum. Diesel is one of the most required materials here material approval
memo is connected department.
When Stock is made thy will Maintain following books;
1.Transport registration
2.Bin card
3.Issue indent
4.Bin card entry

10] Time section
Employees
 Head keeper
 Time keeper
Functions / procedure followed in time officer
 Maintenance of attendance.
 Maintenance of over time duty and leave record.
 Compensatory for working holidays.
 Maintenance of personnel file.
 Giving appointment letter to the employees.
 Sending circular, memos, notices, to the employees.
 Sending circular, memos, notices, to the concerned departments employees.
Registration to be maintained
 Attendance register
 Salary register
 Leave register
 Absent register
 Employee record file
Shift Timing
 1 shift : 5 AM to 1 PM
 2 shift : 1 PM to 9 PM
 3 shift : 9 AM to 5 PM
 General shift : 9 AM to 5:30 PM

11] HR department
Human resource development is concerned with providing learning and development
opportunities, making training intervention and planning and conducting training programs. It
is essentially a strategic process, which is concerned with meeting both business and
individual’s needs.
Promotion strategy:
They promote their employee by considering skill, service, are and all department
requirement. Recruitment of new employee in a company is the main important role personal
department. The following charts shows recruitment process.
Selection and recruitment process in JSL
1] Advertising
2] Determination of the application

3] Interview
4] Letter of offer
5] Introduction
6] Appointment
11] Computer department
Electronic data processor is part of administration department, where the overall control of
the computer operation takes place, for example data base management, network connections
etc.
Employees :
The persons are working in this department
1] software export
2] hardware export
3] assistant in solving hardware related problems
2.9 SWOT Analysis
A study of internal and external environment is an important part of the strategic paining
process .Environment factor internal to the firm can be classified as the strength or Weakness
and those external to the firm can be classified as the opportunities or threats.
2.9.1 STRENGHS
1] Dynamic Management
JSL management committee has a successful record in this industry. Their experience and the
network of available connection have developed over time and have contriubution greatly to
it.
2] Good plant Location
JSL is ideally located in area which is fully irrigated and pariah farmers are cultivating
sugarcane and farmers are more satisfied of factory billing and other facilities.

3] Experienced workers
JSL team is experienced in producing more quality sugar; moreover they are willing to up in
extra time and effort to build a successful business.
4] Computerized system
5] JSL all Departments are Computerized
6] Plant Layout
JSL has organized well structured plant layout which help flow of production put in extra
time and a effort to build a successful business.
2.9.2 WEAKNESS
1] Training Program: There is no structured training program for the employee.
2] No of Employee: The average age of the employee is very high.
3] High cost of Investment: Any modernization involves heavy expenditure.
4] The sugarcane availability: The sugarcane availability is becomes less due to uncertainty
in rainfall condition.
5] The JSL is facing competition from neighboring sugar industries for procurement of
sugarcane.
6] Climate conditions: The factories raw material depends on the condition because the sugar
depends on climate .So the main weakness for the factory is climate condition.
2.9.3 OPPORTUNIES
1] Rapid growth of agriculture sector: Now a days sugar industry has got more demand and
price also help to farmer because factory have supplied press mud.
2] Government policies: Govt of karanataka has planned to provide irrigation facilities to the
farmers in the north karanataka district, his help to enchance the production in up coming
year.
3] By products by using molasses and bagasse: Molasses is used in the manufacture of ethyl
alcohol, Indian made liquor(IMFL), as a table syrup and flood flavoring. It is also used as
feed for frame animals and in the manufacture of several processes tobaccos.
4] Regular finance assistance by state and central government: All this above projects will
give the company maximum profit.

2.10 Awards and Achievements
Jamkhandi Sugars Ltd is received the following best awards.....
 Platinum award for "BEST TECHNICAL EFFICIENCY for the year 2014-15 from
The South Indian Sugarcane & Sugar Technologists’ Association (SISSTA).
 Second price for “BEST SUGARCANE DEVELOPMENT” in Karnataka for the year
2013-14 from The South Indian Sugarcane & Sugar Technologists’ Association
(SISSTA).
 Second price for “BEST CO-GENERATION AWARD (2012-13)” in Karnataka for the
year 2012-13 from The South Indian Sugarcane & Sugar Technologists’ Association
(SISSTA).
 Third place in “BEST SUGARCANE DEVELOPMENT” in Karnataka for the year
(SISSTA).
 Second place in “BEST CO-GENERATION AWARD” in Karnataka for the year
(SISSTA).
Fig7. Image of best cane development award.
 Second place in “BEST_CANE_DEVELOPMENT_AWARD” in Karnataka for the
year 2006-200 from The South Indian Sugarcane & Sugar Technologists’ Association
(SISSTA).
 Second place in “BEST_PERFORMANCE_SUGAR_FACTORY_AWARD” in
Karnataka for the year 2006-07 from The South Indian Sugarcane & Sugar
Technologists’ Association (SISSTA).

 Third place in “BEST SUGARCANE DEVELOPMENT” in Karnataka for the year
(SISSTA).
 Second place in “BEST CO-GENERATION AWARD” in Karnataka for the year
2007-08 from The South Indian Sugarcane & Sugar Technologists’ Association.
Achievements
JSL records the following achievements
 Glad to state that Carbon Credit from UNFCC is realized upto September 2006 and
Carbon Credit is valid upto 2012, which is an additional income for the company. In
Northern Karnataka only few Sugar Factory has got Carbon Credit from UNFCC.
 PERFORMANCE DURING 5TH YEAR OF OPERATION – 2005-2006
Total Cane Crushed 4,71,418.854 MT’s
Total Sugar Bagged 5,52,015 Quintals
Recovery 11.68%
Recovery 12.05%
Recovery 12.25%
Recovery 10.20%
Recovery 11.71%

CHAPTER -3
ABOUT THE STUDY

ABOUT THE STUDY
3.1 Title -“A STUDYON EMPLOYEE ABSENTEEISM”
At Jamkhandi Sugars Ltd, Hirepadasalagi
3.2 Objectives of study
1] To study the various factors affect the absenteeism.
2] To study the impact of absenteeism to the organization.
3] To analyze whether the employees are satisfied with their HR policies for absenteeism.
4] To suggest suitable measures to control absenteeism.
3.3 Scope of the Study
1] Scope of the study is limited to only to employee of Jamkhandi Sugars Ltd.
2] The study provides a framework of the basic concept of Absenteeism of employees in the
JSL.
3] The management has HR policies for attendance , and take best actions based on these
results.
3.4 Limitations of the study
1] The data collected from the respondents is assumed to be true.
2] Most of the respodents were reluctant in providing the data.
3] The Study was restricted within the company.
4] The sample size is restricted only 100 respondents the information was collected through
questionnaire and the actual preception of the respondents may differ.

CHAPTER-4
RESEARCH METHODOLOGY

4.1 ResearchDesign
Absenteeism
Research is one of the main factors in present situation means it helps to problem
identification and to give valuable suggestions.
Research is a common parlance reference to a search for knowledge in fact research is act of
scientific investigation, describe as a systematic and critical investigation phenomenon
towards increasing the stream of knowledge.
Absenteeism is a habitual pattern of absence from a duty or obligations. Traditionally,
absenteeism has been viewed as an indicator of poor individual performance, as well as
breach of impact contract between employee and employer; it was seen as a management
problem, and framed in economic or qusi-economic terms. More recent scholarship seeks to
understand absenteeism as an indicator of psychological, medical and social adjustment to
work.
4.1.1 Type of Research
The research is descriptive type and exploratory type. Descriptive research provides the
researchers with a general understanding of the problem and seeks conclusive data to answer
question necessary to determine a particular cause of action. Exploratory research provides
the researcher an opportunity to extract the hidden things and helps in understanding the
unknown facts of the problem.
 Sample Unit
The study was conducted at Jamkhandi Sugars Ltd, Hirepadasalagi. Comprised of
approximately 321 employees.
 Sample Size
Sample size is used for the data analysis and interpretation .
The data is prepared based on the gathered information. The simple size of 100 respondents
was evaluated, collected and considered.

 Sample Method
The responders were chosen on the basis of probability method of sampling called simple
random sampling.
4.2 Types of data collection
To know the absenteeism of employee’s the following source of data was used.
1 Primary Data
 Questionnaire Survey.
 Interaction with the employees.
2 Secondary Data
 Company websites
 Company handbook
 Previous records
To understand the organization, the work culture the company’s vision, mission, goals, value,
different policies in the company, the employees, the employers, the management style, the
strength and weakness of the company data collection were made from all possible sources.
Both the primary data and secondary data were collected from various sources.
4.3 Method of Analysis
Raw primary data was collected with the help of a questionnaire. The raw data was then
tabulated. Based on this bar chart and pie chart were prepared. Analysis was conducted and
interpreted. conclusion were drawn based on that.
4.4 Statistical Tools for Analysis
Statistical tools such as tabulation, percentage, calculation, and construction of bar chart and
pie charts, column charts , line charts, area graphs are used.

CHAPTER-5
CONCEPTUAL FRAMEWORK

5.1 Theoretical background
At Jamkhandi Sugars Ltd, Hirepadasali
High absenteeism in the workplace may be indicative of poor morale, but absences can also
be caused by workplace hazards or sick building syndrome. Measurements such as
the Bradford factor, a measurement tool to analyze absenteeism which believes short,
unplanned absences effect the work group more than long term absences, do not distinguish
between absence for genuine illness reasons and absence for non-illness related reasons. In
2013, the UK CIPD estimated that the average worker had 7.6 absent days per year and
which cost employers £595 per employee annually. Measurement methods are not exact and
all encompassing, resulting in skewed results depending on variables being observed. As a
result, employees can feel obliged to come to work while ill, and transmit communicable
diseases to their co-workers. This leads to even greater absenteeism and reduced productivity
among other workers.
Work forces often excuse absenteeism caused by medical reasons if the employee provides
supporting documentation from their medical practitioner. In Poland, if employees
themselves, or anyone under their care including children and elders, falls ill, sick leave can
be applied.
The psychological model that discusses this is the "withdrawal model", which assumes that
absenteeism represents individual withdrawal from dissatisfying working conditions. This
finds empirical support in a negative association between absence and job satisfaction, in
particular, the satisfaction with the work itself. Factors attributed to absence from work can
include stress, family related concerns, work culture, the employees ability to do the job, and
supervisor-subordinate relationship.
Medical-based understanding of absenteeism finds support in research that links absenteeism
for medical reasons with mental and behavioral disorders, diseases of the digestive system,
neoplasm, and diseases of the genitourinary system. This excludes pregnancy, childbirth. The
cost of this, in euro, is 7.43 billion per year for men and 9.66 billion for females (6.7 billion
euro after taking out pregnancy, childbirth, and preperium). Research shows that over one
trillion dollars are lost annually due to productivity shortages as a result of medical-related
absenteeism. The line between psychological and medical causation is blurry, given that there
are positive links between both work stress and depression, and absenteeism. Depressive
tendencies may lie behind some of the absence ascribed to poor physical health, as with
adoption of a "culturally approved sick role". This places the adjective "sickness" before the
word "absence", and carries a burden of more proof than is usually offered.
5.1.1 Meaning
Absenteeism is a habitual pattern correlated with emotional labor and personal reasoning, but
there are resolutions to finding ways to alleviate the cause. Kelley, et al. (2016) says stress
accounts for twelve percent of absenteeism in the workplace a year, which is a matter in

which the company needs to stay in communication with the employee and work towards a
solution. A great example of finding progress is forming an employee assistantship
program (EAP), which is "a strategy to help workers deal with issues outside of work that
employees bring to the workplace" (Quinley, 2003). This not only involves stress, but other
mental health factors that employees deem worthy of attention
Another matter in which employees' absenteeism can be reduced is involving the employees'
personal matters (i.e. children at home, ill family, etc.) and the willingness of the company to
be flexible. Perfect attendance is hard to accomplish in the workplace. Outside matters
always play factors in absences, which can be spontaneous and uncontrollable. Flexibility is a
key factor when working a balanced business, and it's important for communication to flow
effectively in the workplace.
Every company is different, and absence in the workplace should be limited. Effective
communication can help in this effort to avoid problems in the workplace. Absenteeism not
only affects the individual(s) work, but also the company from a group standpoint.
Communication remains top priority when dealing with absenteeism. Communicating and
willing to work together to achieve a common goal is a main reason that managing this
pattern effectively are ways to avoid absenteeism in the workplace
5.1.2 Definitions
 Absenteeism is a habitual pattern of absence from a duty or obligation without good
reason. Generally, absenteeism is unplanned absences. Absenteeism has been viewed
as an indicator of poor individual performance, as well as a breach of an implicit
contract between employee and employer. It is seen as a management problem, and
framed in economic or quasi-economic terms. More recent scholarship seeks to
understand absenteeism as an indicator of psychological, medical, or social
adjustment to work.
 Voluntary non attendance at work, without valid reason. Absenteeism means either
habitual evasion of work, or willful absence as in a strike action. It does not include
involuntary or occasional absence due to valid causes, or reasons beyond one's
control, such as accidents or sickness. See also attendance management.
 Absenteeism means being absent from work. Employees may take a leave or not
report to work for a variety of reasons. At the same time, it has to develop HR
policies to raise the motivation levels of employees and decrease absenteeism due to
culpable reasons.
5.1.3 Theories ofabsenteeism
 Informal contract
Gibsson (1996) attempted to explain some of the main features of absence behavior by means
of the notion of an informal contract. The contract is viewed as being maid between the

individual and the organization. He used the concept of valence, referring to a person’s
positive or negative relationship to a work situation and pointed out that if the combined
valence of a work situation are weak,it will be easier for people to legitimize their absence to
themselves.
In this research,Gibson concept of valance, referring to an individual’s positive and negative
relationship towards a work situation has relevance, as the aim of this research is to determine
whether work related attitude predict employees with low job involvement and organization
commitment will have higher level of absenteeism.
 Resolving perceived inequity
Adams (1965), Hill and Trist(1853) and Patchen (1960) have maid notable theoretical
contribution towards the study of absenteeism Adams suggested that absence may be
a means of resolving perceived inequity, the probability of absence behavior will
increase the magnitude of inequity and if other means reducing inequity not available,
Patchen has tested this kind of hypothesis, producing evidence of relationship
between absence and perceived fairness of pay, that is employees feelings about how
fairly they had been treated in regard to their pay levels and promotions.
 Withdrawal from the stress of the work situations
In their study an absence, Hill and Trist(1953) contributed a theory of absence being
withdrawal from the stress of work situations. Withdrawals is the central explanatory
concept; thus, the individuals experiencing conflicts of satisfactions and obligations
tend to express then through labour turnover and unsanctioned absences. According to
this this view, an employee who is absent from work is consciously or unconsciously
expressing negative attachment to the organization..
 Organizationally excused vs. Organizationally un excused
In terms of distinguishing among types of absence, one simple distinction that
previous studies made in between organization operations. Based on studies, it seems
that organization excused absence to include categories such as personal sickness,
jury duty, religious holidays, funeral leave and transportation problems.
 Involuntary vs. voluntary
March and Simon (1958)on the other hand, distinguished between two basic type of
absences: involuntary (e.g. certified sickness, funeral attendance)and voluntary(e.g.
vocation, uncertified sickness) voluntary absences are under the direct control of the
employee and are frequently utilized for personal aims. Conversely, involuntary
absences are beyond the employee’s immediate control. Hence, voluntary rather than
involuntary absence from work may reflect job dissatisfaction and lack of
commitment to the organization.

5.2 Literature Survey
5.2.1 Causes of Absenteeism in the Workplace
It’s a mistake to think that absenteeism is always a product of laziness or employees who try
to get out of work whenever they can. There can be many underlying causes that are more to
do with your workplace than with the employees themselves. Here are nine of the most
common.
 Illness or Injuries: Sometimes, absences are unavoidable due to illnesses or injuries.
The problem comes in when employees fail to let management know they won’t make
their shift. Whether they report their absence hours after their shift has started or not
at all, it’s important to realize that this is often a situation that can be easily resolved.
 Bullying: Do you have a bullying or harassment problem? You might not realize that
your absenteeism problem is actually a symptom of something much worse.
Employees avoid work when they’re being harassed for the same reason that kids skip
school when being bullied.
 Disengagement: Employees who are not committed to their jobs tend to find excuses
not to come in. Disengagement comes in many forms. It can be due to lack of respect
for management or feelings of unfair treatment. It can also be due to lack of feedback
from managers or a perceived lack of freedom or flexibility.
 Low Workplace Morale: No one wants to come into a work environment where
conflict is rife. The importance of maintaining good employee morale in your
organization cannot be stressed enough. Treating employees with respect and giving
them freedom to make decisions is the backbone of a healthy work environment.
Once this standard has been set, you can explore other ideas such as paid time off,
workplace ‘fun days’, or other events to boost morale
 Child or Elder Care Issues: Employees who struggle with child or elder care issues
may find it difficult to make it into work on time or give advanced notice when they
need to take time off. Consider implementing flexible work schedules so these
employees can work from home or come in earlier in the morning to make up time
and get their work done. Put a system in place where these employees can easily
communicate their schedules to HR managers and keep everyone in the loop.
 Stress: Stress can lead to a number of problems. Employees who are under extreme
stress due to work or personal reasons get sick more often, may have poor morale, and
they are more likely to quit without notice. While you cannot mitigate all of the stress
your employees might have, you can put systems in place to help.
 Burnout: Do you have workaholic employees? Can you recognize and mitigate this
behavior before it leads to burnout? Keep track of employees who constantly work
late or take extra shifts and make adjustments before they crash.
 Time Theft: Absenteeism isn’t necessarily missing full days of work. Coming in late,
leaving early, or taking extended breaks can also cost your business money. Give your
HR team the tools they need to track and manage these abuses of time before they
become bigger issues.

 Lack of Flexibility: Employees who value flexibility tend to rebel when they are not
able to manage their schedules in a way that works for them. These employees may
react by purposefully coming in late or abusing breaks. Provide these employees the
flexibility they thrive on and you can reduce their instances of absence.
According to the Labour Investigation Committee (1946), there were many reasons that
caused the absenteeism of the industrial workers. The Commission pointed out many factors
which caused the absenteeism in Indian industries. These factors are as following.
1. Sickness and low vitality: The committee pointed out that sickness is most important
responsible for absenteeism in almost of the in Industrial sector. Epidemics like cholera,
small-pox and malaria always break out in severe from in most industrial areas. The low
vitality of the Indian workers makes them easy prey to such epidemics and bad housing and
unsanitary conditions of living aggravate the trouble. However, the Commission has been
noticed that the rate of absenteeism among the female workers is higher than their male
counterparts.
2. Means of Transport: The Commission also stated that the transport facilities also play
very important to contribute the absenteeism of the worker in the industries. It has been
pointed out that, the rate of absenteeism is higher in those factories where transport facilities
are not easily available as compared to those where such facilities are easily available or
provided by the factory itself.
3. Hours of work: The long hours of work also affect the workers’ efficiency and
consequently their sickness rate and absenteeism rate are increased.
4. Nightshift: It has also been pointed out that there is a greater percentage of absenteeism
during the nightshifts than in the dayshifts, owing to the greater discomforts of work during
the night-time.
5. Rural exodus: The committee also pointed out that probably the most predominant cause
of absenteeism is the frequent urge of rural exodus. It has been noticed that the workers go
back to their villages at the time of harvesting and sowing the crops. It increases the rate of
absenteeism in factories.
6. Accident: Industrial accident depends upon the nature of work to be performed by the
worker and his ability for doing that work. In case of hazardous nature of job, the accidents
occur more frequently which lead to higher rate of absenteeism.
7. Social and religious Function: it has been noticed that workers become absent form their
duty on occasions of social and religious functions. Since the workers like to join their
families on such occasions, they go back to their villages for like to join short periods.
8. Drinking and amusement: the Labour Investigation committee pointed out that drinking
and amusements are also responsible for absenteeism. Since drinking and amusements in the
late hours of night make it difficult for the workers to reach in time on their duties.

9.After Pay-Day: the Labour Investigation committee also noted the level of absenteeism is
comparatively high immediately after the pay-day because they get their wages, they feel
like having a good time or return to their villages to make purchases for the family and to
meet them, so the absenteeism is high after they got paid.
10. Nature of work: the absenteeism rate is also affected by the nature of work. According to
Prof. William pointed out that absenteeism prevails because workers are not accustomed to
the factory life and factory discipline. In other words, absenteeism prevails because the nature
of work in factories is different from that for which the worker is accustomed.
11. Other causes : The above factor which are caused the absenteeism in the Industrial
which are pointed out briefly by the Labour Commission. However, there can be two other
factors which caused the absenteeism in industrial sector. These factors are:
a) personal Factors and b) workplace factors.
a. Personal factor: The personal factor also divided into other sub-factors, these are
i. Personal Attitude: There are different attitude of employees. The Employees with strong
workplace ethics will respect their work and appreciate the contribution they make to their
companies. Such employees will not engage themselves in taking unscheduled off. On the
other hand, employees with very low or no work ethics are indiscipline and have lot of
integrity and behavioral issues. Since, they feel no obligation towards the company,
absenteeism comes easily to them.
ii. Age: The younger employees are often restless. They want to spend time with their friends
and have fun, rather than being tied down with work responsibility. This lack of ownership
often leads them to take unauthorized time off. With age, people gain experience and
maturity, which makes them focused and responsible.
iii .Seniority: Employees, who have been with the company for a long time are well-adjusted
with the working culture and the job, therefore, they find no reason to be absent without
permission. On the other hand, new hires are more prone to taking ad hoc breaks to unwind
themselves.
iv. Gender: Women generally do a balancing act by shuffling their time between home and
work. Family, being their foremost priority, they don't think twice before taking a step
towards absenteeism.
b. Workplace Factors
i. Stress: The pressure at work sometimes takes a toll on the employees. This results in
increased levels of stress. The employees then resort to excuses that can help them stay away
from work.

ii. Work Routine: Doing the same job over a period of time can get monotonous. The
employees find the job functions boring. They rather choose time off to do something
interesting than come to work.
iii. Job Satisfaction: If employees do not find their job challenging, dissatisfaction creeps in.
That leads to more absenteeism in the workplace.
5.2.2 Effect of absenteeism
The effects of the absenteeism of the workers in the factories adversely effect to the
employers, the cost of production of the factory is increased because of the absent of the
workers, by employed extra temporary staffs in order to replace the absentee.
The effects of absenteeism in the workplace are directly proportionate to decreased
productivity. The company, eventually, is trying to cover up the direct and indirect cost
involved to hire temporary staff, and pay employees for overtime.
So the cost of the production of the company is increased as the result they increase the price
of the commodity, so the consumers have to pay high price for the commodities.. However,
the workers themselves also effect of the absenteeism because their income is reduced
according to the principle of “no work no pay”, as the result their standard of live decreased.
Thus, absenteeism adversely affects the employers and the workers, and consumers and
ultimately , it can be adverse affect to the growth of the economy in the country. so all these
give rises to many industrial labour and social problems.
5.2.3 Method to remedy the absenteeism
As regard to the measure to be adopted to remove the absenteeism, the Bombay Textile Labor
Enquiry committee stated that “the proper conditions of work in the factory, adequate wages,
protection from accident and sickness, and facilities for obtaining leave for rest and
recuperation constitute the most effective means of reducing absenteeism.
The Labor investigation committee, agreed with the above view, stated that “the excessive
fatigue and sweated conditions of work are bound to create a defense mechanism’ in the
worker and if adding results are to be obtained, the best policy would be to improve
conditions of work and life for the workers and make them feel contented and happy.
Therefore, the Committee suggested that the most effective way of dealing with absenteeism
is to provide holiday with pay or even without pay and permit workers to attend their private
affairs occasionally and thus regularize absenteeism instead of merely taking disciplinary
actions for it . Provision of suitable housing facilities in industrial towns should also go a
long way in improving attendance.
On the basis of the above analysis, it can safely be concluded that the rate of absenteeism can
be reduced by making provisions for

a) Improving the working condition in the factory
b) Providing adequate wages,
c) Protection from accident and sickness
d) Providing facilities for obtaining leave for rest
e) Suitable housing facilities
f) Creating a sense of responsibility in workers towards industry
g) Workers participation in the management of industry,
h) Introducing incentive wage scheme and linking wages and bonus with production
i) And adequate transport facilities
j) Besides, an affectionate and mild behaviour of the employer will be helpful in reducing the
rate of absenteeism.
The employers should consider the above provisions for the workers , if the above provision
are provided to employees, the absenteeism of the workers will be decreased and in return
the standard of living of the workers is increased and in return the productivity efficiency of
the workers also increase , in contras the cost of the production is decreased . so the
employers can earn maximum profits and the industrial peace and industrial harmony take
place in the industry.
5.2.4 Controlmeasures
1. Provision of proper working conditions:
Unhealthy working conditions are the main cause of absenteeism. The workers feel fatigued
after a short period of work if there is insanitation, noise, dust, dampness, etc. There should
be proper facilities at work like a provision of drinking water; canteen, rest places, lavatories
etc. so that workers do not feel fatigued at work place.
2. Proper selection procedure:
Absenteeism may also occur if there is improper selection, training and recruitment. When
the workers are not well suited for the jobs then they will try to absent themselves. The wages
should be aptitude training, intelligence tests for finding out the suitability of
people/employees for the jobs when they are being selected.
3. Reasonable wage rates:
The wage rates should be fixed in view of the requirements of workers. The wages should be
sufficient for workers in order to maintain a reasonable standard of living.
4. Proper grievance settlement:
There should be a proper grievance settlement mechanism for the workers. Sometimes there
is a feeling among workers that their difficulties are not properly looked into and out of
frustration they start absenting from duty. When there is grievance settlement machinery then
the causes of discontentment among workers can be removed at the earliest.

5. Prevention of accidents:
There should be a provision for proper safety measures in the factory. There is a direct
relationship between absenteeism and accidents. The workers should be educated for proper
utilization of machines and precautions to be taken on the occurrences of some accident.
6. Liberal grant of leave:
The strict attitude of management in granting leave may also lead to absenteeism. When there
are pressing needs for leave and management is not responsive then workers will remain
absent. So management should be liberal in granting leave when workers have genuine
reasons for availing leave.
7. Cordial relations at work:
The strained relations between supervisors and workers may also prompt absenteeism. The
supervisors should have co-operative attitude towards workers. They should motivate
workers for improving their performance and should not indulge in frequent criticism of work
force working under them.
8. Maintaining discipline:
There should be well defined rules and regulations for achieving work requirements. There
should be well laid leave rules and these should be properly followed if some workers are in
the habit of coming late or frequently absent other employees may be encouraged to violate
such rules and regulations.
5.2.5 Types of Absenteeism
1] Authorized Absenteeism
If an employee absents himself from work by talking permission from his superior and
applying for leave, such absenteeism is called authorized absenteeism.
2] Unauthorized Absenteeism
If an employee absents himself from work without informing or talking permission and
without applying leave, such absenteeism is called unauthorized absenteeism.
3] Willful Absenteeism
If an employee absents himself from a duty willfully, such absenteeism is called willful
absenteeism.
4] Circumstance Absenteeism
Absenteeism caused by circumstance beyond ones control. If an employee absents from a
duty owing to the circumstance like accidents or sudden sickness.

CHAPTER- 6
DATA ANALYSIS AND
INTERPRETATION

1] Are you aware of your leave policy?
a) Yes b) No
Parameters No of respondents Percentage
Yes 98 98%
No 2 2%
Total 100 100%
Graph
Awareness of Leave policy
Interpretation
From the above graph, it is interpreted that 98% of the respondents are aware of the leave
policy at the organization, while 2% of the respondents are not aware of the leave policy.
Yes No

2] For how many days you are taking leave in a month?
a) 1 day b) 1-3 days
c) 3-6 days d) above 6 days
Parameters Respondents Percentage
1 Day 15 15%
1-3 Day 75 75%
3-6 Day 10 10%
Above 6 days 0 0%
Total 100 100%
Graph
Employee talking leave in a month
Interpretation
From the above graph, it is interpreted that 15% of the respondents talking leave for 1 Day in
a month. 75% of the respondents taking 1-3 days leave and 10% of the respondents talking 3-
6 days leave in a month.
Sales
1 Day
1-3 Day
3-6 Day
Above 6 days

3]What is the main reason for your absenteeism?
a) Family problem b) Transport problem
c) Health problem d) Work Load
Parameter No of respondents Percentage
Family problem 25 25%
Transport problem 0 0%
Health problem 75 75%
Work Load 0 0%
Total 100 100%
Graph
Reasons for absenteeism
Interpretation
From the above graph it is interpreted that 25% of the respondents are absent to the work for
their family problem and 75% respondents are absent or take leave for their health problems.
0
10
20
30
40
50
60
70
80
Family problem Transportation Health problem Work load
Series 3

4] Which kind of transport facility is provided to you ?
a) Bus b) None
Bus 85 85%
None 15 15%
Total 100 100%
Graph
Transportation Facility
0
10
20
30
40
50
60
70
80
90
Bus None
transport facility
Interpretation
From the above graph it is interpreted that 85% respondents are having transportation facility
and other 15% are not.

5] Are you satisfied with your leave policy?
a) Yes b) No
Yes 95 95%
No 5 5%
Total 100 100%
Graph
Leave policy Satisfaction
Interpretation
From the above graph it is interpreted that 95% of the respondents are satisfied with their
leave policy, and other 5% are not.
yes
no

6] What is your opinion with the pay scale?
a) Highly satisfied b) Satisfied
c) Neutral d) Dissatisfied
Highly satisfied 2 2%
Satisfied 60 60%
Neutral 25 25%
Dissatisfied 13 13%
Total 100 100%
Graph
Pay Scale
Interpretation
From the above graph it is interpreted that 60% of the respondents are satisfied with their
pay scale, where only 2% are highly satisfied, 25% of the respondents are neutral and 13%
are not satisfied with their pay scale.
0
10
20
30
40
50
60
Highly
satisfied Satisfied
Neutral
Dissatisfied
no of respondents

7] Does your company reward for attendance?
a) Often b) Very often
c) Sometimes d) Rarely
Often 0 0%
Very often 0 0%
Sometimes 0 0%
Rarely 100 100%
Total
Graph
Factory rewards for attendance
Interpretation
From the above graph it is observed that 100% of the respondents are getting rewards for the
attendance rarely.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
often Very often sometimes Raeely
Series 1=0% Series 2=0% Series 3=0% Series 4=100%

8] What are the motivating factors provided by the JSL?
a) Training facility b) Bonus
c) Salary increase d) Promotion
Training facility 8 8%
Bonus 70 70%
Salary increase 10 10%
Promotion 2 2%
Total 100 100%
Graph
Motivating Factors by the factory
Interpretation
From the above graph it is interpreted that 75% of the respondents are getting training
facility, 75% of the respondents are getting bonus, 10% of respondents are getting through
salary hike and 2% by promotion.
Training facility Bonus Salary increase Promotion

9] Are you clear about your work & job responsibilities?
a) Yes b) No
Yes 100 100%
No 0 0%
Total 100 100
Graph
Awareness about work & job responsibilities
Interpretation
From the above table it is interpreted that all the respondents are very clear about their job
and responsibilities.
100
0
20
40
60
80
100
120
0 20 40 60 80 100 120
Respondents-Yes
Percentage

10] Do you have any idea for how absenteeism will affect the organization?
a) Yes b) No
Yes 92 92%
No 8 8%
Total 100 100%
Graph
Interpretation
From the above graph it is interpreted that 92% of the respondents have idea about the affect
of absenteeism and 8% respondents are not.
8
92
0
10
20
30
40
50
60
70
80
90
100
0 10 20 30 40 50 60 70 80 90 100
Noofrespondents
Percentage

13] what are the employee absence on personal reasons?
a) Attending marriage b) Visiting native
c) Domestic problems d) Lack of co-ordination among colleagues
Attending marriage 20 20%
Visiting native 43 43%
Domestic problems 16 16%
Lack of co-ordination among
colleagues
21 21%
Total 100 100%
Graph
Employee’s absence on personal reasons
Interpretation
From the above chart that, taking leave for personal reasons are visiting natives are as highest
43%. Next is the Lack of co-ordination among colleagues is 21%, attending marriage is 20%
and the 16% is Domestic problems.
Attending marriage
Visiting native
Domestic problems
Lack of co-ordination among
colleagues

12] What are the consequences of employee absenteeism to the organization?
Strongly
agree
Agree Neutral Disagree Strongly
Disagree
Low Productivity 25 20 1 3 0
Non healthy work
Environment
25 22 0 2 0
Increase in the cost of
production
25 23 1 0 1
Decrease in revenue of
employee
15 28 0 0 1
Increase in workload and
accidents
10 10 24 4 0
Graph
Interpretation
The above graph represents the overall view of employees in the consequences of employee
absenteeism to the organization
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Strongly Disagree
Disagree
Neutral
Agree
Strongly agree

14] If any suggestions for reducing absenteeism?
Motivation 23 23%
Develop attendance policy 37 37%
Change in working
conditions
09 09%
All the above 31 31%
Total 100 100%
Graph
Suggestions for reducing absenteeism
Interpretation
From the above graph it is observed that 23% of respondents suggest the motivating, 37% of
respondents for develop attendance policy, 9% change in the working conditions.
Motivation Develop attendence policy Change in working All the above

15] Do you want any improvements in the factory? Please suggest.
Parameter No of respondents Percentage
Welfare facilities 55 55%
Training facilities 35 35%
Research & Development
plant is required
10 10%
Total 100 100%
Graph
Improvements in the factory
Interpretation
From the above graph it is observed that 58% of the respondent want improvement in welfare
facilities, 32% want improvement in training facilities and lastly they need a 10% research
and development in the factory.
58
32
10
0
10
20
30
40
50
60
70
0 10 20 30 40 50 60 70
respondents
percentage

Chapter-7
FINDINGS,
SUGGESTIONS AND
CONCLUSION

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