Primus project report

IMPACT OF ABSENTEEISM
RNS First Grade College Page 1
CHAPTER 1
PART-A
SOFTWARE INDUSTRY INTRODUCTION:
The software industry includes businesses for development, maintenance and
publication of software that are using different business models, mainly either
“license/maintenance based” (on-premises) or “cloud based” (such as SaaS, PaaS,
IaaS, MaaS, AaaS, etc). The industry also includes software services, such as
training, documentation, consulting and data recovery.
HISTORY:
The word "software" was coined as a prank as early as 1953, but did not appear in
print until the 1960s. Before this time, computers were programmed either by
customers, or the few commercial computer vendors of the time, such
as UNIVAC and IBM. The first company founded to provide software products
and services was Computer Usage Company in 1955.

The software industry expanded in the early 1960s, almost immediately after
computers were first sold in mass-produced quantities. Universities, government,
and business customers created a demand for software. Many of these programs
were written in-house by full-time staff programmers. Some were distributed
freely between users of a particular machine for no charge. Others were done on a
commercial basis, and other firms such as Computer Sciences
Corporation (founded in 1959) started to grow. Other influential or typical
software companies begun in the early 1960s included Advanced Computer
Techniques, Automatic Data Processing, Applied Data Research, and Informatics
General. The computer/hardware makers started bundling operating
systems, systems software and programming environments with their machines.
When Digital Equipment Corporation (DEC) brought a relatively low-
priced microcomputer to market, it brought computing within the reach of many
more companies and universities worldwide, and it spawned great innovation in
terms of new, powerful programming languages and methodologies. New
software was built for microcomputers, so other manufacturers including IBM,
followed DEC's example quickly, resulting in the IBM AS/400 amongst others.
The industry expanded greatly with the rise of the personal computer ("PC") in the
mid-1970s, which brought desktop computing to the office worker for the first
time. In the following years, it also created a growing market for games,
applications, and utilities. DOS, Microsoft's first operating system product, was
the dominant operating system at the time.
In the early years of the 21st century, another successful business model has
arisen for hosted software, called software-as-a-service, or SaaS; this was at least
the third time this model had been attempted. From the point of view of producers
of some proprietary software, SaaS reduces the concerns about unauthorized
copying, since it can only be accessed through the Web, and by definition
no client software is loaded onto the end user's PC.

SIZE OF THE INDUSTRY:
According to industry analyst Gartner, the size of the worldwide software industry
in 2013 was US$407.3 billion, an increase of 4.8% over 2012. As in past years,
the largest four software vendors were Microsoft, Oracle Corporation, IBM,
and SAP respectively.
MERGER AND ACQUISITION:
The software industry has been subject to a high degree of consolidation over the
past couple of decades. From 1988 to 2010, 41,136 mergers and acquisitions have
been announced with a total known value of US$1,451 billion ($1.45 trillion). The
highest number and value of deals was set in 2000 during the high times of
the dot-com bubble with 6,757 transactions valued at $447 billion. In 2010, 1,628
deals were announced valued at $49 billion. Approaches to successfully acquire
and integrate software companies are available.
BUSINESS MODELS WITHIN THE INDUSTRY:
Business models of software companies have been widely discussed. Network
effects in software ecosystems, networks of companies, and their customers are an
important element in the strategy of software companies.

INDIAN PERSPECTIVE:
Information technology in India is an industry consisting of two major
components: IT services and business process outsourcing (BPO). The sector has
increased its contribution to India's GDP from 1.2% in 1998 to 7.5% in
2012. According to NASSCOM, the sector aggregated revenues of US$147
billion in 2015, where export revenue stood at US$99 billion and domestic
at US$48 billion, growing by over 13%. India's current Prime Minister Narendra
Modi has started 'Digital India' project to give IT a secured position inside &
outside India.
Information technology is playing an important role in India today and has
transformed India's image from a slow moving bureaucratic economy to a land of
innovative
The IT sector in India is generating 2.5 million direct employments. India is now
one of the biggest IT capitals of the modern world and all the major players in the
world IT sector are present in the country.
Bangalore is considered to be the Silicon Valley of India because it is the leading
IT exporter. Exports dominate the industry and constitute about 77% of the total
industry revenue. However, the domestic market is also significant with a robust
revenue growth. The industry’s share of total Indian exports (merchandise plus
services) increased from less than 4% in FY1998 to about 25% in FY2012.
According to Gartner, the "Top Five Indian IT Services Providers" are Tata
Consultancy Services, Infosys, Cognizant, Wipro , and HCL Technologies.
Regulated VSAT links became visible in 1994. Desai (2006) describes the steps
taken to relax regulations on linking in 1991

RECENT DEVELOPMENTS:
In ongoing market India is the second largest exporter of IT. The biggest
economic effect of the technologically inclined services sector in India—
accounting for 40% of the country's GDP and 30% of export earnings as of 2006,
while employing only 25% of its workforce—is summarized by Sharma (2006):
"Today, Bangalore is known as the Silicon Valley of India and contributes 38% of
Indian IT Exports. India's second and third largest software companies are
headquartered in Bangalore, as are many of the global SEI-CMMI Level 5
Companies. Hyderabad, Chennai, Pune and Gurgaon are also emerging as a Tech
hub of the country with many global It giant’s headquarters followed by Chennai.
Numerous IT companies are also based in Mumbai.
Thiruvananthapuram (Trivandrum), the capital of Kerala state, is the foremost
among the Tier II cities that is rapidly growing in terms of IT infrastructure. As
the software hub of Kerala, more than 80% of the state's software exports are from
here. Major campuses and headquarters of companies such as Infosys, Oracle
Corporation, IBS Software Services and UST Global are located in the city.
India's biggest IT company Tata Consultancy Services is building the country's
largest IT training facility in Trivandrum—the project is worth INR10 billion and
will have a capacity of 10,000 seats. The completion of the facility is expected in
2014 or 2015. On 25 June 2002, India and the European Union agreed to bilateral
cooperation in the field of science and technology. A joint EU-India group of
scholars was formed on 23 November 2001 to further promote joint research and
development. India holds observer status at CERN, while a joint India-EU
Software Education and Development Center will be located
in Bangalore. According to Google estimates, Indian developer’s community will
be the largest in the world by 2018.

EMPLOYMENT GENERATION:
This sector has also led to massive employment generation. The industry
continues to be a net employment generator — expected to add 230,000 jobs in
fiscal year 2012, thus providing direct employment to about 2.8 million, and
indirectly employing 8.9 million people, making it a dominant player in the
global outsourcing sector. However, it continues to face challenges of
competitiveness in the globalized and modern world, particularly from countries
like China and Philippines.
India's growing stature in the Information Age enabled it to form close ties with
both the United States of America and the European Union. However, the
recent global financial crises have deeply impacted the Indian IT companies as
well as global companies. As a result, hiring has dropped sharply, and employees
are looking at different sectors like financial services, telecommunications, and
manufacturing industries, which have been growing phenomenally over the last
few years. India's IT Services industry was born in Mumbai in 1967 with the
establishment of Tata Group in partnership with Burroughs. The first software
export zone SEEPZ was set up here way back in 1973, the old avatar of the
modern day IT Park. More than 80 percent of the country's software exports
happened out of SEEPZ, Mumbai in 1980s.
Future outlook:
The Indian IT market currently focuses on providing low cost solution in the
services business of global IT. Presence of Indian companies in the product
development business of global IT is very meagre, however, this number is slowly
on the rise. US giants that outsource work to India, do not allocate the high end
SDLC (Software Development Life Cycle) processes like requirement analysis,
high level design and architectural design, although some Indian IT players have
enough competency to take up and successfully complete these high level
software jobs. The other prominent trend is, IT jobs, that were earlier confined to

Bangalore, are slowly starting to experience a geographical diffuse into other
cities like Chennai, Hyderabad and Pune.
The growth is not fast paced; this can be largely attributed to the lethargic attitude
of the government in providing proper telecommunication infrastructure. The
penetration levels are higher for mobile, but the speed at which the backbone
infrastructure works (network speed) and the coverage it offers are far below what
other countries of the world have currently in offer.
Research and Development- The new drivers:
The research in the industry was earlier concentrated towards programming
technologies like Java, in the recent times, the research focus changed towards
technologies like mobile computing, cloud computing and software as a service.
This shift is attributed to preference of clients towards the ubiquitous computing
over standalone computing and the growing demand for low cost computing
solutions.
8 Major Information Technology Hubs in India:
India is the largest destination for the information technology in the world and IT
industry is one of the fastest growing industries in the country. Digital India
project launched by Prime Minister Narendra Modi will help the GDP growth in
areas of electronic services, manufacturing and products. India’s major
information technology hub are Bangalore, Hyderabad, Chennai, Mumbai,
Visakhapatnam, Trivandrum, Vadodara, Patna, Mysore, Indore, Jaipur,
Mangalore, Lucknow, Coimbatore, Chandigarh, Bhubaneswar and Kochi.

Bangalore – Silicon Valley of India
Bangalore is the IT Capital of India and a global information technology hub in
the country. The city is known as the Silicon Valley of India with large number
of software companies in India and many top Indian firms like Infosys, Wipro,
Mindtree are headquartered in Bangalore.
Hyderabad – Cyberabad
Hyderabad also known as the HITEC City is the second largest IT exporter in
India and the first destination in India for the Microsoft development center.
Cyberabad or Hyderabad is also the largest bioinformatics hub of India.

Chennai – IT Infrastructures
Chennai city has a world class IT infrastructures and fast emerging as a
destination for information technology outsourcing in India. The south Indian city
of Chennai has dedicated expressway called as IT expressways and a favoured
location for IT industries.
Mumbai – Financial Capital
Mumbai is the financial capital of India and headquarters to India’s largest IT
company, TCS. The city has a lot of IT business parks including World Trade
Centre and home to notable companies such as 3i InfoTech Ltd,Mastek and
Oracle FinServ.

NCR – Delhi Noida and Gurgaon
The National Capital Region of Delhi, Gurgaon and Noida are home to many
multinational corporation companies. Giant software development companies of
NCR region are Infosys, Cognizant, MphasiS, Accenture,ThoughtWorks, Oracle,
SAP and HCL Technologies.
Pune – IT Parks
Pune is home to biggest IT park of India called as Rajiv Gandhi IT Park at
Hinjewadi. The city is one of the leading IT services center in India with list of
many dedicated IT parks such as EON Free Zone, Magarpatta, Hinjewadi, Aundh
IT park, commerzone and Business Bay.

Kolkata – Salt Lake
Kolkata is the only metropolitan city from East India and a major hub for the IT
industry in India. The city has offices of International software companies such as
Sun Microsystems, Honeywell, Accenture and Cognizant. Satellite town of Salt
Lake City is a famous centre for IT in the city.
Ahmedabad and Gandhinagar – GIFT City
GIFT City is an under construction project located between Ahmedabad and
Gandhinagar. The city will have techno park, special economic zone,
convention center and Software Technology Parks for leading IT companies.

1.2 PART B - ABOUT THE SUBJECT
INTRODUCTION TO HUMAN RESOURCE
DEFINITION:
“HRM is the function performed in organizations that facilitate the most
effective use of people to achieve organizational and individual goals”
- (IVANCEVICH AND GLUECK)
Defining Human Resource Management (HRM)
According to Armstrong (2006) Human Resource Management (HRM) is defined
as a strategic and coherent approach to the management of an organization’s most
valued assets – the people working there who individually and collectively
contribute to the achievement of its objectives. From this definition, we can
deduce that HRM or simply HR is a function in organizations designed to
maximize employee performance in service of their employer’s strategic
objectives (Johanson, 2009). HR is primarily concerned with how people are
managed within organizations, focusing on policies and systems (Collings &
Wood, 2009). HR departments and units in organizations are typically responsible
for a number of activities, including employee recruitment, training and
development, performance appraisal, and rewarding (e.g., managing pay and

benefit systems) (Paauwe & Boon, 2009). HR is also concerned with industrial
relations, that is, the balancing of organizational practices with regulations arising
from collective bargaining and governmental laws (Klerck, 2009).
HRM is a product of the human relations movement of the early 20th century,
when researchers began documenting ways of creating business value through the
strategic management of the workforce. The function was initially dominated by
transactional work, such as payroll and benefits administration, but due to
globalization, company consolidation, technological advancement, and further
research, HR now focuses on strategic initiatives like mergers and acquisitions,
talent management, succession planning, industrial and labor relations, ethical
considerations, diversity and inclusion. These, among other initiatives contribute
to the understanding of Human Resource Management as a contemporary issue
owing to their sustained evolutionary nature.

The Historical Background of Human Resource Management:
Personnel administration, which emerged as a clearly defined field by the 1920s
(at least in the US), was largely concerned the technical aspects of hiring,
evaluating, training, and compensating employees and was very much of "staff"
function in most organizations. The field did not normally focus on the
relationship of disparate employment practices on overall organizational
performance or on the systematic relationships among such practices. The field
also lacked a unifying paradigm.
HRM developed in response to the substantial increase in competitive pressures
American business organizations began experiencing by the late 1970s as a result
of such factors as globalization, deregulation, and rapid technological change.
These pressures gave rise to an enhanced concern on the part of firms to engage in
strategic planning--a process of anticipating future changes in the environment
conditions (the nature as well as level of the market) and aligning the various
components of the organization in such a way as to promote organizational
effectiveness.
Industrial welfare:
Industrial welfare was the first form of human resource management (HRM). In
1833 the factories act stated that there should be male factory inspectors. In 1878
legislation was passed to regulate the hours of work for children and women by
having a 60 hour week. During this time trade unions started to be formed. In
1868 the 1st trade union conference was held. This was the start of collective
bargaining. In 1913 the number of industrial welfare workers had grown so a
conference organized by Seebohm Rowntree was held. The welfare workers
association was formed later changed to Chartered Institute of Personnel and
Development.

Nature of Human Resource Management:
Human Resource Management is a process of bringing people and organizations
together so that the goals of each are met. The various features of HRM include:
 It is pervasive in nature as it is present in all enterprises.
 Its focus is on results rather than on rules.
 It tries to help employees develop their potential fully.
 It encourages employees to give their best to the organization.
 It is all about people at work, both as individuals and groups.
 It tries to put people on assigned jobs in order to produce good results.
 It helps an organization meet its goals in the future by providing for competent
and well-motivated employees.
 It tries to build and maintain cordial relations between people working at various
levels in the organization.
 It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from
psychology, economics, etc.
Scope of Human Resource Management:

1. Personnel Aspect
 Human Resource Planning – It is the process by which the organisation
identifies the number of jobs vacant.
 Job Analysis and Job Design – Job analysis is the systematic process for
gathering, documenting, and analysing data about the work required for a job. Job
analysis is the procedure for identifying those duties or behaviour that define a
job.
 Recruitment and Selection – Recruitment is the process of preparing
advertisements on the basis of information collected from job analysis and
publishing it in newspaper. Selection is the process of choosing the best candidate
among the candidates applied for the job.
 Orientation and Induction – Making the selected candidate informed about the
organization’s background, culture, values, and work ethics.
 Training and Development – Training is provided to both new and existing
employees to improve their performance.
 Performance Appraisal – Performance check is done of every employee by
Human Resource Management. Promotions, transfers, incentives, and salary
increments are decided on the basis of employee performance appraisal.
 Compensation Planning and Remuneration – It is the job of Human Resource
Management to plan compensation and remunerate.
 Motivation – Human Resource Management tries to keep employees motivated
so that employees put their maximum efforts in work.

2. Welfare Aspect – Human Resource Management have to follow certain health
and safety regulations for the benefit of employees. It deals with working
conditions, and amenities like - canteens, crèches, rest and lunch rooms, housing,
transport, medical assistance, education, health and safety, recreation facilities,
etc.
3. Industrial Relation Aspect – HRM works to maintain co-ordinal relation with
the union members to avoid strikes or lockouts to ensure smooth functioning of
the organisation. It also covers - joint consultation, collective bargaining,
grievance and disciplinary procedures, and dispute settlement.
PLANNING
ORGANIZING
STAFFINGDIRECTING
CONTROLLI
-NG

ABOUT THE TOPIC
INTRODUCTION TO ABSENTEEISM
MEANING:
Absenteeism is referred to herein as failure of employees to report for work when
they are scheduled to work. Employees who are away from work on recognized
holidays, vacations, approved leaves of absence, or leaves of absence allowed for
under the collective agreement provisions would not be included.
DEFINITION:
Absenteeism is defined in the following ways:
1. According to LABOR BUREAU: Absenteeism is total shifts lost because of
absence as a percentage of man shifts scheduled to work.
2. According to WEBSTER’S DICTIONARY: Absenteeism is the precise or habit
of being an absentee and an absentee is one who habitually stays away.
3. According to ENCYCLOPEDIA OF SOCIAL SCION IN: Absenteeism is the
term lost in industrial establishments by the avoidable or unavoidable absence of
employees.
4. According to K.G.FENCLON: Absenteeism is defined as the absence of worker
when work is available.
5. According to ALKALINE: Absenteeism is unauthorized absence of the worker
from his job.

SCOPE OF THE STUDY:
An absent employee means idle machines or unoccupied work space, with the
consequent direct loss and an indirect reduction in the tempo of production.
Productive efficiency of a plant is adversely affected by absenteeism which causes
disorganization in work. Hence the scope of the study throws light on various
reasons of absenteeism among the employees. Only the employees' perception
falls under the area of the study. This study will serve as a base for further study
on labour absenteeism.

CHAPTER 2
2.1 - TITLE OF THE STUDY
“A STUDY ON IMPACT OF ABSENTEEISM WITH
REFERENCE TO PRIMUS GLOBAL TECHNOLOGY”
INTRODUCTION TO ABSENTEEISM
The management of attendance is an important aspect of supervision in the
workplace. The cost of absenteeism is greater than the direct payment of wages
and benefits paid durance the absence. Organizations must also consider the
indirect cost of staffing, scheduling, re-training, lost productivity, diminished
moral, turnover, opportunity cost. The indirect costs often exceed the direct cost
of absenteeism.
Effective supervisory efforts in attendance management will affect a
relatively small percentage of employees but will generate substantial savings,
increased productivity and morale.
2.2 - STATEMENT OF THE PROBLEM:
Absenteeism has become a major problem in almost all the industrial
sectors. Excessive absenteeism constitutes a considerable cost to the industry even
when the absent employee receives no pay. Because of disorganization of work,
work schedules are upset and delayed, resulting in the management failure to meet
delivery dates. When sick pay is authorized, the cost of absenteeism mounds up
more rapidly. It is, therefore, desirable that measures are effectively implemented
to minimize the cost of absenteeism as for as possible. In the light of various
factors promoting excessive rate of absenteeism in the units concerned, measures

will have to be taken by the management. Generally speaking, proper conditions
of work in the factory, adequate wages leave for rest and recuperation constitute
the most effective means of minimizing cost of absenteeism. Provision of suitable
housing facilities in industrial towns would also go a long way in improving
attendance. Unless working and living conditions are improved and necessary
commitment of labour force in the place of work is promoted and stabilized, the
problem of absenteeism cannot be effectively solved.
 MEASURING CRITERIA
Absenteeism can be measured with the help of the following formulae:
1. According to K.K.VOID
(Persons not working due to unauthorized leave +
Unauthorized absence)
Absence Rate= ---------------------------------------------------------- *100
Man shifts actually worked
2. According to BALADEV R. SHARMA
Number of days actually worked
Attendance ratio= ----------------------------------------------
Number of days scheduled to work
Measurement of Absenteeism is very important because it facilitates analysis,
forecasts the trends, finds out the reasons for Absenteeism and suggests remedial
measures. Rate of Absenteeism serves the process for planning and controlling
Absenteeism serves the process for planning and controlling Absenteeism in the
organization.

BACKGROUND OF THE STUDY
THE COST OF ABSENTEEISM
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
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
Causes of Absenteeism:
Absenteeism has always been a major problem for Indian industries. The
causes of Absenteeism can be classified under the following:
1. ORGANIZATIONAL FACTORS
2. ENVIRONMENTAL FACTORS
3. PERSONAL FACTORS
4. OTHER FACTORS
Organizational Factors:
Organizational climate and culture plays a vital role in the behavior pattern of the
workers.
The following are the organizational factors:
1. Nature of the industry such as
 Poor working conditions;
 Transportation problems;

 Employee discontent with a collective bargaining process and/or its results;
 The existence of income protection plans (collective agreement Provisions which
continue income during periods of illness or accident.)
has something to do with Absenteeism in India. It is found that Absenteeism rate
is maximum in textile industries and minimum in oil, silk, gold, tobacco
industries.
2. Leniency on the part of management has been identified as a reason of higher rates
of Absenteeism by one research findings.
3. Some organizations resort to BADLY system of employment by appointing
temporary casual workers; this has also become a reason for higher Absenteeism
in certain organization industries.
Environmental factors:
Environmental factors can be divided into two categories
a. SOCIO-ECONOMIC FACTORS
b. RELIGIOUS CULTURAL FACTORS
a) Socio-Economic Factors:
Following are some of the aspects of socio-economic nature present in the
environment:
1. UNHYGIENIC LIVING CONDITIONS: Workers work place, safe drinking
water and sanitary conditions, ventilation and refreshments provided to the
employees come into the picture.
2. NUMBER OF DEPENDENTS: Each worker has to support a large number of
dependents like his family members and sometimes the worker may have the
responsibility of being a guardian to someone.

3. SICKNESS: Frequent sickness either to the employee or to one of his dependents
wherein his personal attention is needed, both leading to his absence of work.
Some of the main issues are
 Serious accidents and illness
 Poor physical fitness
 Inadequate nutrition
b) Religious Cultural Factors:
Following are some of the aspects of religious cultural nature present in
the environment:
1. Indian population consists of multi linguistic; multi religious groups and each
follow their own traditions, religions, festivals and customs. Due to this integrity
in diversity, India has largest number of public holidays which have been further
increased by the ruling parties in the trend of celebrating the death anniversaries
of their political leaders etc. India attaches great emphasis to celebrate certain
religious festivals as national festivals like Holy, Diwali, X-mas, Ramzan etc.
2. India is basically an agrarian society, so Indian labor is migratory labor of coverts
from agricultural farm to industrial labor. Their mooring lies on the Indian
villages and agriculture, thus these industrial laborers follow the harvest festivals
religiously with great pomp and show.
Personal Factors:
Personal factors are another set of reasons accounting for industrial Absenteeism.
These are classified under the following:
a. BIOGRAPHICAL FACTORS
b. PSYCHOLOGICAL FACTORS

a) Biographical Factors:
These are
1. Age
2. Sex
3. Education level
4. Marital status
5. Nature of skilled labor
6. Nature of unskilled labor
7. Female workers
Female workers remain absent more often than male workers. Absenteeism is
found high among young workers (below 25) and old workers (above 45).
Similarly Absenteeism is found more among unskilled and semi-skilled workers
compared to skilled workers, supervisors or managers.
b) Psychological factors:
Major aspects are as follows:
1. Mental illness leading to symptoms likes alcoholism, drug addiction and
accidents.
2. Chronic Absenteeism Vs. Indebtedness
3. Low morale
4. Boredom on the job
5. Lack of job satisfaction
6. Inadequate leadership and poor supervision
7. Personal problems (financial, marital, substance abuse, child care etc.)
8. Stress
9. Workload

Other factors:
Other factors include
1. Monotony of the job
2. Adverse working conditions
3. Poor supervision
Absenteeism in Indian industry has been attributed to the backward orientation of
the Indian workers. It has been observed that the phenomena of Absenteeism does
not exist only in Indian industry, it is very universal fact. The difference is only in
terms of magnitude. The extent of absenteeism may differ from industry to
industry, place to place and from one occupation to another. It may also differ
according to the makeup on the work force .Absenteeism may be extensive in a
particular department of an industry or a concern.
Absenteeism in Indian industry is not a new phenomenon; the royal commission
of labor reported that high Absenteeism prevails among industrial labor mainly
due to their rural indebtedness. Its insistence is high in plantations and mines and
it is higher in northern India than in southern India.
Trends in Absenteeism:
Recent surveys indicate the following trends in absenteeism.
 The higher the rate of pay and the greater the length of service of the employee,
the fewer the absences.
 As an organization grows, there is a tendency towards higher rates of absenteeism.
 Women are absent more frequently than men.
 Single employees are absent more frequently than married employees.
 Younger employees are absent more frequently than older employees but the latter
are absent for longer periods of time.

 Unionized organizations have higher absenteeism rates than non-union
organizations.
 The rate of Absenteeism is the lowest on payday. It increases considerably on the
days following the payment of wages and bonuses.
 Percentage of Absenteeism is generally high in night shifts than in all shifts
because worker in the night shifts experience greater discomfort and uneasiness in
the course of their work than they do during the daytime.
 The rate of Absenteeism varies from department to department within a unit.
 The percentage of Absenteeism is much higher in coal and mining industries than
in organized industries.
 High percentage of Absenteeism is due to the engagement, marriages and
festivals which together are estimated to account for the 75% of the causes of
withdrawals, drunkenness and relaxation of sickness.
Effects of Absenteeism:
When employee becomes absent he makes the machine die or keep the
workforce unoccupied and consequently, it directly or indirectly reduces the
amount of production. The loosed production is the loss of the community at
large.
As early as in 1946, the labor investigation committee provided that loss
due to Absenteeism is twofold:
Firstly, there is distinct loss to workers, because their irregularity in
attendance reduces their incomes when no work no pay exists in the general rule.
The loss of the employer is still greater as both discipline and efficiency suffers.
Secondly, either an additional complements has to be maintained
throughout the year to meet this emergency or the industries have to depend solely

on workers who present themselves at the gate and who are generally not up to the
mark. But, the maintenance of an extra complement workers lead to serious
compliment and evils.
It provides a justification to the employer to provide sufficient work to the
substitute workers and force some of the existing workers to take compulsory
leave. This was happening in some of the industrial centers. But this has been
resented by the workers that the employers maintain extra laborers and force the
workers to take compulsory leave, on the other hand, employees argue that they
have no option but to maintain extra labor, in view of high rate of Absenteeism
among workers occurs.
Thus, Absenteeism adversely affects both the employer and the worker
and give rise to many industrial labor and social problems. It also restricts the
attitude of the workers towards industrial life. It is evil for both the employer and
the employee. It affects industrial relations adversely.
NEED FOR THE STUDY:
 EFFECT ON INDUSTRY
Absenteeism in industry stops machines, dispute process, stops production,
hampers smooth flow or continuous flow of work, upsets production largest,
results in production losses, increases direct over load costs, increases workloads
of the experienced of substandard. Workers as substitutes, in turn create problems
of recruitment, training, job adjustments, morals and attitudes, manpower machine
down time, rejection and consequent idle machine hours. Absenteeism on the one
hand directly contributed to the rise in production costs while on the other hand it
deprives the industry of its earned reputation.

 EFFECT ON WORKERS
Absenteeism affects the economy of the worker by reducing his earning and
adds to his indebtedness, decreases his purchasing power, makes it difficult for
him to meet the necessities of life, leading to personal problems and morale.
Purpose of attendance management:
The purpose of attendance management is to develop a willingness on the
part of all our employees to attend work regularly and to assist them in motivating
their coworkers to attend work regularly. This can be done through;
1. Addressing the physical and emotional needs of our employees
2. Communicating the attendance goals of the organization so employees can
understand and identify with them
3. Dealing with cases of excessive absenteeism effectively and fairly so
deterrence can occur
Successful administration of an attendance management program requires
managers and supervisors to be aware of, and create work environments in which
the following can be actualized.
1. The greater the extent to which individuals identify their goals with the goals of
the organization and care what happens to it, the greater their motivation to be
regular in attendance.
2. The more people find their jobs meaningful to them, the greater their
motivation to be regular in attendance.
3. As employees’ workload increases due to the absence of a co-worker, peer
pressure is exerted on the absent co-worker to attend work on a regular basis.

4. The more people like working for the organization the higher their motivation
to attend regularly. Recognition of good employee attendance helps improve
attendance.
5. Employees will have a lower absence ratio if they feel free to discuss their on-
the-job problems with their immediate supervisor.
6. Employees with a low absence ratio have attitudes of confidence and "team"
spirit.
7. Low absence ratio employees are found to be more satisfied with their
opportunity for promotion and upgrading.
2.3- OBJECTIVE OF THE STUDY:
 To find out various reasons for employee absenteeism
 To understand the level of satisfaction of the employees regarding overall
management
 To know whether absenteeism is more due to social & religious causes than ill
health.
 To study whether shift system has effect on absenteeism
 To analyse whether absenteeism has impact on routine work or not.
 To give valuable suggestions in the light of findings.

2.4- SOPE OF THE STUDY:
 To study and analyse the reason for absenteeism in PRIMUS Global
Technology.
 To understand the relationship between employee’s attitude and moral.
 To find the absenteeism ratio and suggesting the management.
i. To retain absenteeism ratio, if it is low or minimal.
ii. To reduce the absenteeism level, if it is more.
2.5- LIMITATIONS OF THE STUDY:
 The present study on the employee absenteeism is confirmed to a single study
unit. Hence the conclusions derived from the study may not be applicable to
similar firms and to other areas.
 The sample employees selected for the present day is limited to 100 workers,
because of constraints in terms of limited time.
 Time factor was one of the main limitations of the study. In a short span of 15
days it was difficult to collect all needed information.
 The process of filling up of questionnaire has taken up so much time as most of
the workers were not aware of the concepts and terms.
 The respondents were reluctant to express their views frankly. So the response
was biased at an extent.
 This may affect the findings to certain level.

2.6- RESEARCH METHODOLOGY:
Sample size-100
Survey period:
Time required to do the research survey is 6 weeks.
Research Design:
Research is conducted by using survey method. Out of 127 employees, 100
employees are chosen as a sample size through convenient random sampling.
With the help of questionnaire I have collected details from the respondents, and
the survey is restricted only to the permanent employees of PRIMUS.
Measuring tool:
Questionnaire is used as a measuring tool for this survey.
DATA COLLECTION:
 The present study requires the use of both primary data and secondary data.
Primary data were collected using a structural questionnaire framed by the Present
researcher with his guide. Secondary data needed for the study were collected
through desk research.
PRIMARY DATA:
 The study is mainly based on primary data. Before collecting the primary data,
personal interviews were held with officers and employees of the company to
collect information regarding the training and development.

SECONDARY DATA:
 The required secondary data have been collected from unpublished materials
published articles from various journals of the company, Besides unpublished data
have been collected from the records kept at the study unit.
TOOL FOR ANALYSIS:
 The main tool used for analysis of data was percentage method.
 A structured questionnaire is a technique adopted for the purpose of data
collection.
 Direct one to one interview is also adopted as a technique of data
collection.
However I have provided them required assistance in order to
clarify the doubts raised about questions. Frequency distribution table
charts and graphs are also used to tabulate.

CHAPTER- 3
COMPANY PROFILE
Primus Global is a premier Product Development &IT services provider to
clients worldwide. Incorporated in Dallas USA since 1998, Primus offers unique
solutions to build, integrate and manage IT systems across a broad spectrum of
industry.
Managed by IT professionals, Primus has helped over 100 of the Fortune 500
companies develop, reengineer and maintain their business critical applications.
Each client is treated as an SBU for a clear & focused service approach. Our
world class solution centers can handle any complex job.
All projects are headed by individuals with an average IT experience of more than
15 years and our global presence plus unique development methodology ensure
solutions availability next door.
At Primus Global, we constantly work to add value to our client's investment in
Information Technology. It's no wonder that our clients say that we're an IT
company they can count on.
Primus Global is a fast-growing application development provider for Indian and
International Customers
The company rapidly evolved in the direction of project management support,
both for onsite and offsite requirements.

Vision
To be one of the world’s leading IT Services firm. To be a global player in
the field of client servicing. Identify best practices to move towards recruiting
excellence of the company.
Mission
Committed to increase shareholder value by aggressively pursuing growth
and profit opportunities by providing innovative, diverse and high performance
products and solutions to meet customers’ needs. To provide work force with an
environment that develops team work, continuous learning and improvements that
reward good performers.
Branches of the company
Primus has its presence across India, like Bangalore, Chennai, Hyderabad,
Noida, Delhi, Pune, Kolkata etc.
Future of the company:
Primus plans to expand its existing service delivery centers and also set up
new offices in new geographies. The Primus Group, with its world headquarters in
Dallas USA, has planned to expand its global operations with special focus on the
Asia-Pacific region.
By 2019, Primus will also strengthen its US operations and expand its presence in
Europe. Primus will expand its operations to bring itself closer to its clients at as
many of their locations as possible. At present, we have our offices at Delhi NCR,
Bangalore, Hyderabad, Pune and Kolkata, Mumbai as well. We plan to expand
our presence vertically at these locations as well as undertake horizontal
expansion across other key Indian cities. These locations will be harnessed to
support and grow our IT Consulting & Staff Augmentation, Project Services,

Product Engineering and Business Process Outsourcing Divisions.
Our IT Consulting & Staff Augmentation Division plans to place recruiters and
business development professionals at the above locations - to provide local and
optimal customer support as well as to harness the local talent pool for maximum
client advantage.
Our Products Division plans to expand its marketing network across all the Indian
states and appoint channel partners.
The Group plans to provide support to its global clientele in pan-Asian region
(including China, Indonesia, Japan, Malaysia, Philippines, Singapore and
Thailand) through its new office at Dalian, China.
Clients:
In India:
 Cap Gemini
 Caritor
 CGS
 EDS
 Fidelity
 Cambridge
 KPIT
 LogicaCMG
 PSI
 Sonim
 Sopra
 Tech Mahindra
 HAFED
 HUDCO
 Financial Consultancy
Group, Saudi Arabia
 ICICI Limited
 ITC Limited
 LIC of India
 Citicorp Overseas software
Ltd Bata India Ltd
 CDAC
 ISRO
 Steel Authority of India Ltd
 HDFC
 Police Training Centre

Clients
(International)
 London Stock Exchange
 Barclays Bank
 Delta Lloyd
 British Airways
 UltraSpec Inc, USA
 Niagara Mohawk
 eAsiatic.com
 Municipal Corporations
in the UK
 Tarmac
 Camden
 Britannia
 Re-engineering of legal
management packages
for a US based
company
Alliances & Partnerships
 Web Integraters
 Prixicom
 IXL
 Certified Microsoft Solutions
Provider
 Sun Certified Integrated
Partners
 CISCO Partners
Technology and IT
services:
 Texas Instruments
 Hewlett-Packard
 Motorola
Primus’s primary global clientele is classified in the following
verticals:

Financial Services
and Insurance:
 JP Morgan Chase Bank
 Charles Schwab
 Bank of New York
 The Fidelity Group
 Liberty Mutual
 Prudential Financial
 Chubb Group
 Aetna, Cardinal Life
 Merrill Lynch
Telecommunications:
 SBC
Telecommunications
 Nextel
 Nokia
 Bechtel
Telecommunications.
Pharmaceutical:
 GlaxoSmithKline
 Sanofi-Aventis
Pharmaceutical
 Johnson & Johnson
 Novartis Pharmaceuticals
 AstraZeneca
Government (Federal and
State):
 US DoD (Department of
Army, Department of
Navy)
 US-AID
 US Census Bureau
 US Treasury
 US IRS
 US Customs
 NASA
 Department of Homeland
Security
 State of NY
 State of MD
 NJ Transit
 MTA BT
 State of CA – Sacramento
County, etc.

Products and Services of Primus Global
Recruitment Process Outsourcing: Primus is able to drive measurable results in
quality recruitment and workforce management through its candidate search,
qualification and selection process. Primus focuses on gaining a thorough
understanding of its clients’ functional environment, business goals and utilizes
specialized candidate skill set and profile testing to ensure best-matched
resources’ for its client’s needs.
The step ensured by Primus for selection of best matched Candidate includes:
1. Screening Interview
2. Skills Inventory and application supplement
3. Technical Interview
4. Personal/Professional Reference Checks
5. Right to Work Confirmation
6. Background Investigation
Primus Recruitment Process Service helps to you remove the operational
recruitment activity burden , reducing overall recruitment costs by utilizing best
practices and replacing a fixed cost base with a variable charging structure
,improving quality of service delivery by regular efficiency analysis and
implementing improved methods.
Software Development:
Primus Global has been very focused on providing specialist services on software
development and products in part as well as full to Indian as well as global
market.

Primus Global has a pool of its own products and using that experience, talent,
personnel, and process we will develop software's as per your requirements.
IT Solutions:
In today's highly competitive markets organizations are continuously
attempting to stay ahead by providing superior customer service, improved
efficiency and innovative products.
Primus’ IT Solutions department excels in helping organizations in many sectors
by delivering innovative and cost effective services and software solutions. We
have successfully implemented projects across a number of sectors including
finance, banking, business application areas, cement industry.
We focus on helping your business achieve competitive advantage, using proven
technologies to help you streamline your business processes and the way you
interact with your customers
Our IT solutions services include:
1. Project management Services
2. Project Engineering Services
3. Mitigation and Porting
4. Testing.
5. RailcarRX

IT Solutions for a wide range of Industries:
Rail:
PRIMUS’s latest software product- RailcarRx delerivers and innovative,
comprehensive, cloud enable solution to manage the critical aspects of a Railcar
Repair Shop and significantly improve throughput and profitability. This software
is designed to increase efficiency, throughput and maximize profitability for rail
repair shops.
Some of the other Rail expertise and capabilities include:
 Custom application development foe Rail car owners, leasing companies,
shippers and Rail Roads.
 Strategic advisory services in areas such as IT infrastructure, Business
intelligence, Reporting and Quality Assur6ance.
 Integration of system with UMLER, EHMS, DDCT and other recognized
service providers.
 Staff Augmentation services in IT and Non-IT.
The PRIMUS Rail Systems Experience involves:
 Repair bill audit initiatives.
 Mobile application development.
 Lease management systems to track rates, renewals, termination and
reassignment, subleases, invoicing etc.

Banking, Financial services and Insurance:
PRIMUS possesses deep domain knowledge and know-how of Banking,
Financial Services and Insurance(BFSI0) sector. This expertise make us the
ultimate partner for clients who are into commercial banking, insurance , mutual
funds, cooperatives, non-banking financial companies, pension funds etc.
Services offered by PRIMUS for BFSI companies are:
 Systems Integration.
 Custom Application Development.
 Data Processing.
 Application Testing.
 Staff Augmentation.
High Tech/ eCommerce
To stay responsive to a complex, demanding customer base in a highly
competitive market, High Tech and eCommerce companies must embrace
frequent change, accelerate innovation processes and create winning ideas that
translate into revenue. PRIMUS’s high tech consultants take an objective;
systematic approach to high tech consulting that enables companies to create
additional value from their solutions and business processes, while reducing cost
and minimizing risk and disruption.
Some of the domain- specific offerings for our high-tech customers include:
 End to End supply chain solutions from CRM to logistics.
 Software Product Engineering Solutions.
 Internet of Things.
 Next Generation Product Engineering Offerings (Cloud Adoption) .

 Mobility.
 Big Data and Analytics.
Manufacturing/ Engineering:
Services offered by PRIMUS for Manufacturing/ Engineering companies are:
 Customer Management Software.
 SaaS Software.
 ERP Software.
 CAD.
 Industrial Manufacturing Software.
 Advance resource planning solutions.
 Analytics solutions.
Telecom/ Embedded:
The telecommunications industry has become more competitive. In order to
compete in this tight field, providers need to continuously innovate and offer new
services that set them apart from the competition.
PRIMUS has the right experience and people to develop strategic order
management system solutions. Skilled professionals have the knowledge of
methodology and requirements to develop and implement solutions for order
management, online account management order fulfilment, activation and fallout
management in the telecommunication arena.

Healthcare:
While healthcare organizations continue searching for ways to deliver
more efficient care, these same organizations depend on their IT systems to keep
pace with the incredible demand placed on this sector by ever increasing cost
factors. In addition to IT solutions, PRIMUS has a proven track record of
identifying and placing healthcare candidates within large organizations
throughout the United States . these positions vary from Front Desk to C- level
Executives(CNO, CMO, CCO)
These issues often require a unique prescription of business strategies that focus
on technology deployment, financial performance, operations improvement,
resource allocation, and on-going support and education.
PRIMUS realizes how important it is for our clients in these sectors to have a
dependable partner to supply mission – critical results. Our team of healthcare
experts can help you reduce inefficiencies, increase business performance and
solve your most present issues- all while enhancing your ability to manage the
health of your customers.
IT Consulting & Staff Augmentation
With our tested values of traditional and new age methods, we are able to
resource and retain top candidates for multiple requirements. Our Recruiting Staff
is dedicated to assisting consultants in meeting their career goals.
Our talent pool database consists of over 1700 candidates worldwide, each
evaluated vigorously for their technical expertise, soft skills and domain
knowledge.

Our resources have worked as
 Project Managers
 Business & Systems Analysts
 Subject Matter Experts
 Technical Architects
 Project Leaders
 System Administrators
 Network Administrators
Database Administrators
 Application Developers
 Web Developers
 Client Server Specialists
 Mainframe Specialists
 Data Modelers
 Integration Specialists
 Quality Assurance & Testing Specialists
Competitors:
Some of the Major Competitors to Primus are:
 GE
 WIPRO TECHNOLOGIES
 Artech Info systems
 Collabera
 Manpower Consulting
 Raffles
 Adecco
 Allegies Group

Awards:
A 2004 NJ Fast 50 Company - Deloitte & Touche -- 2004
SWOT ANALYSIS:
STRENGTHS:
 High level in IT.
 Strong financial Position.
 Positioned as high-end differentiated player.
WEAKNESSES:
 Struggles to grab high profit US federal projects.
 Much smaller than (revenue) than its global competitors (HP, IBM, Accenture).
 Weak in high-end management consultancy, Accenture rules this space.
OPPORTUNITIES:
 New emerging market in China, Korea.
 Greater scope for product innovation.
 Domestic demand for IT products growing at 20%.
THREATS:
 Global economic slowdown.
 Management transition from founders to professionals.
 Increased competition from low-wage countries like China, Indonesia.

HIERARCHIAL STRUCTURE:

CHAPTER 4
DATA ANALYSISI AND INTERPRETATION
ANALYSIS USING PERCENTAGE METHOD
4.1-Table showing gender of respondents:
Workers Gender No. of respondents Percentage
Male 47 47%
Female 53 53%
Total 100 100%
Analysis:
Above table infers that 47% of respondents are male and 53% of
respondents are females.
Inference:
From the above analysis, it is interpreted that, majority of respondents are
female and least are males.

4.1-GRAPH SHOWING GENDER OF RESPONDENTS:
44
45
46
47
48
49
50
51
52
53
54
Male Female
GENDER OF RESPONDENTS
No. of respondents

4.2-Table showing age of respondents:
Age of
workers
No. of
respondents
Percentage
18-25
yrs
10 10%
25-35
yrs
20 20%
35-45
yrs
20 20%
45 &
above
50 50%
Total 100 100%
Analysis:
From the above table, it is interpreted that, 10% of respondents belong to
age group 18-25 years, 20% of respondents belong to age group 25-35 and 35-45,
50% of respondents belong to age group 45 and above.
Inference:
above 45 years of age, and least belong to 18-25 age group.

4.2-GRAPH SHOWING AGE OF RESPONDENTS:
0
10
20
30
40
50
60
18-25 25-35 35-45 45 &
above
AGE OF RESPONDENTS
No. of respondents

4.3-Table showing qualification of respondents:
Qualification No. of respondents Percentage
SSLC 5% 5%
ITI 30 30%
Diploma 25 25%
Engineering 40% 40%
Total 100 100%
Analysis:
From the above table, it is inferred that, qualification of 40% of
respondents is SSLC, 30% is ITI, 25% is Diploma, and 5% is Engineering.
Inference:
From the above analysis, it is interpreted that, majority of the respondents
belong to engineering and least are SSLC.

4.3-GRAPH SHOWING EDUCATION QUALIFICATION OF
RESPONDENTS:
0
5
10
15
20
25
30
35
40
45
QUALIFICATON OF RESPONDENTS
No. of respondents

4.4-Table showing respondents’ number of working years:
Working years No. of
respondents
Percentage
<5 years 32 32%
<10 years 60 60%
>10years 8 8%
Total 100 100%
Analysis:
The above table infers that 32 % belongs to <5 years, 60 % belongs to
<10years and 08 %belongs to >10 years.
Inference:
comes under <10 working years, average number of respondents falls under the
category of <5 working years and the least number of respondents belongs to >10
working years.

4.4-GRAPH SHOWING NUMBER OF WORKING YEARS:
0
10
20
30
40
50
60
70
<5 years <10 years >10years
Working years of respondents
No.of respondents

4.5-Table showing respondents on their work load:
Work load
No. of
respondents
Percentage
Highly
satisfied
8 8%
Satisfied 6 6%
Neutral 26 26%
Dissatisfied 50 50%
Highly
dissatisfied
10 10%
Total 100 100%
Analysis:
The above table infers that 08 % belongs to highly satisfied, 06 %
belongs to satisfied 26 %belongs to neutral, 50 % belongs to dissatisfied and10
% belongs to highly dissatisfied.
Inference:
From the above analysis, it is interpreted that, majority of the
respondents are dissatisfied with the work load, average number of respondents
are neutral, few respondents are highly satisfied and very few respondents are
satisfied with the work load.

4.5-GRAPH SHOWING ON THEIR WORK LOAD:
0
10
20
30
40
50
60
Work load of respondents
No. of respondents

4.6- Table showing respondents working hours:
Working
hours
No. of
respondents
Percentage
Highly
satisfied
20 20%
Satisfied 24 24%
Neutral 10 10%
Dissatisfied 26 26%
Highly
dissatisfied
20 20%
Total 100 100%
Analysis:
The above table infers that, 20 %belongs to highly satisfied, 24 % belongs
to satisfied, 10 % belongs to neutral, 26 %belongs to dissatisfied and 20 %
belongs to highly dissatisfied.
Inference:
From the above analysis, it is interpreted that, more number of respondents
are dissatisfied with the working hours, moderate number of respondents are
satisfied, whereas few number of respondents are both, highly satisfied and highly
dissatisfied.

4.6-GRAPH SHOWING ON THEIR WORKING HOURS:
0
5
10
15
20
25
30
Working hours of respondents
No. of respondents

4.7-Table showing respondent’s satisfaction towards salary paid:
Salary
paid
No. of
respondents
Percentage
Sufficient 40 40%
Insufficient 20 20%
Neutral 10 10%
Moderately
insufficient
30 30%
Total 100 100%
Analysis:
The above table infers that 40 % belongs to Sufficient, 20 % belongs to
Insufficient, 10 %belongs to Neutral and 30% belongs to moderately insufficient.
Inference:
respondents receive sufficient salary, average respondents are paid moderately
insufficient, few respondents are paid insufficient salary, whereas very few
number of respondents receive neutral amount of salary.

4.7-GRAPH SHOWING ON THEIR SATISFACTION TOWARDS
SALARY PAID:
0
5
10
15
20
25
30
35
40
45
Salary of the respondents
No.of respondents

4.8- Table showing respondents satisfaction towards compensation provided:
Compensation
provided
No. of
respondents
Percentage
Highly
satisfied
6 6%
Satisfied 8 8%
Neutral 20 20%
Dissatisfied 54 54%
Highly
dissatisfied
12 12%
Total 100 100%
Analysis:
The above table infers that 06 % belongs to highly satisfied, 08
%belongs to satisfied, 20 % belongs to neutral, 54 %belongs to dissatisfied and 12
% belongs to highly dissatisfied.
Inference:
respondents are dissatisfied and the least number of respondents are highly
satisfied.

COMPENSATION PROVIDED:
0
10
20
30
40
50
60
Compensation provided to respondents
No. of respondents

4.9-Table showing respondent’s participation in management decisions:
Participation
in
management
decisions
No. of
respondents
Percentage
Highly
satisfied
10 10%
Satisfied 8 8%
Neutral 62 62%
Dissatisfied 12 12%
Highly
dissatisfied
8 8%
Total 100 100%
Analysis:
The above table infers that 10 % belongs to highly satisfied, 08% belongs
to satisfied, 62%belongs to neutral, 12 % belong to dissatisfied and 08 %
Inference:
respondents are neutral, and least number of respondents are both satisfied and
highly dissatisfied.

4.9-GRAPH SHOWING ON THEIR PARTICIPATION IN
MANAGEMENT DECISIONS:
0
10
20
30
40
50
60
70
Participation in management decisions of respondents
No. of respondents

4.10-Table showing respondent insufficient rest pause:
Insufficient
rest pause
No. of
respondents
Percentage
More/
Insufficient
58 58%
less/
Sufficient
10 10%
Tolerable 32 32%
Total 100 100%
Analysis:
The above table infers that58 % belongs to more, 10 % belongs to less and
32 % belongs tolerable.
Inference:
respondents feel that the rest pause is more insufficient and the least number of
the respondents feel that the rest pause is tolerable.

4.10-GRAPH SHOWING ON THEIR INSUFFICIENT REST PAUSE:
0
10
20
30
40
50
60
70
More/
Insufficient
less/ Sufficient Tolerable
Insufficient rest pause of respondents
No.of respondents

4.11-Table showing respondent reason for taking leave:
Reason for
taking leave
No. of
respondents
Percentage
Personal
problem
30 30%
Health
problem
40 40%
Finance
problem
14 14%
Working
environment
8 8%
Others 8 8%
Total 100 100%
Analysis:
The above table infers that 30% belongs to Personnel problem, 40%
belongs to Health problem, 14 % belongs to Finance problem, 08 % belongs to
working environment and 08 % belongs to others.
Inference:
respondents accept the reason for taking leave is due to health problem and least is
work environment.

4.11-GRAPH SHOWING ON THEIR REASON FOR TAKING LEAVE:
0
5
10
15
20
25
30
35
40
45
Reasons for taking leave of respondents
No. of respondents

4.12-Table showing respondent absent due to transportation problem:
Absent due to
transportation
problem
No. of
respondents
Percentage
In some cases, 46 46%
Often 10 10%
Rare 24 24%
Not at all 20 20%
Total 100 100%
Analysis:
The above table infers that, 46 %belongs to in some cases, 10% belongs to
often, 24 % belongs to rare and, 20 %belongs to not at all
Inference:
absent due to transportation problem in some cases, and least are often.

4.12-GRAPH SHOWING ON THE REASON FOR ABSENT DUE TO
TRANSPORTATION PROBLEM:
0
5
10
15
20
25
30
35
40
45
50
In some cases Often Rare Not at all
Absent due to tranportation problem of
respondents
No. of respondents

4.13-Table showing respondent motivation techniques:
Motivation
technique
No. of
respondents
Percentage
Incentives 58 58%
Bonus 0 0%
Allowance 42 42%
Total 100 100%
Analysis:
The above table infers that 58% belongs to incentives, 0 % belongs to
bonus and 42 % belongs to allowance.
Inference:
are motivated by incentives and none of the respondents get motivated by bonus,
and some of the respondents gets motivated by various allowances.

4.13-GRAPH SHOWING ON THEIR MOTIVATION TECHNIQUES:
0
10
20
30
40
50
60
70
Incentives Bonus Allowance
Motivation technique of respondents
No. of respondents

4.14-Table showing respondent expected facilities to be provided by the
company:
Expected
facilities
needed
No. of
respondents
Percentage
Medical
Facilities
22 22%
Transport
Facilities
60 60%
Others 18 18%
Total 100 100%
Analysis:
The above table infers that 22 %belongs to medical facilities, 60 %t belongs
to transport facilities and18 % belongs to others.
Inference:
expect transportation facilities to be provided by, and least of the expect other
facilities to be provided by the organization.

4.14-GRAPH SHOWING ON THE EXPECTED FACILITIES TO BE
PROVIDED BY YHE COMPANY:
0
10
20
30
40
50
60
70
Medical
Facilities
Transport
Facilities
Others
Expected facilities needed
No. of respondents

4.15-Table showing respondent’s relationship with supervisor:
Relationship
with their
supervisor
No. of
respondents
Percentage
Highly
satisfied
4 4%
Satisfied 10 10%
Neutral 20 20%
Dissatisfied 40 40%
Highly
Dissatisfied
26 26%
Total 100 100%
Analysis:
The above table infers that 04 % belongs to highly satisfied, 10 %belongs
to satisfied, 20 % belongs to neutral, 40 %belongs to dissatisfied and 26 %
Inference:
From the above analysis, it is interpreted, majority of the respondents are
dissatisfied with the relationship with their supervisors, and least are highly
satisfied.

4.15-GRAPH SHOWING ON THEIR RELATIONSHIP WITH
SUPERVISOR:
0
5
10
15
20
25
30
35
40
45
Relationship of the respondents with their supervisor
No. of respondents

4.16-Table showing satisfaction of respondents towards their management
policy:
Management
Policy
No. of
respondents
Percentage
Highly
satisfied
40 40%
Satisfied 20 20%
Neutral 10 10%
Dissatisfied 20 20%
Highly
Dissatisfied
10 10%
Total 100 100%
Analysis:
to satisfied 10 % belongs to neutral, 20 % belongs to dissatisfied and 10 %
Inference:
respondents are highly satisfied with the management policy, and few respondents
are neutral and least are highly dissatisfied.

4.16-GRAPH SHOWING ON THEIR SATISFACTION OF
RESPONDENTS TOWARDS THEIR MANAGEMENT POLICY:
0
5
10
15
20
25
30
35
40
45
Satisfaction of respondents towards their
management policy
No. of respondents

4.17-Table showing satisfaction of respondents towards their working
environment:
Working
environment
No. of
respondents
Percentage
Highly
satisfied
56 56%
Satisfied 20 20%
Neutral 8 8%
Dissatisfied 10 10%
Highly
Dissatisfied
6 6%
Total 100 100%
Analysis:
to satisfied, 08 %belongs to neutral, 10 % belongs to dissatisfied and 06 %belongs
to highly dissatisfied.
Inference:
respondents are highly satisfied with the working environment, and least are
highly dissatisfied.

WORKING ENVIRONMENT:
0
10
20
30
40
50
60
Satisfaction of the respondents towards their
working environment
No. of respondents

4.18-Table showing leave taken in a month:
Taken leave in a
month
No. of
respondents
Percentage
0 20 20%
1 to 5 46 46%
6 to 10 8 8%
11 to 15 20 20%
16 to 20 6 6%
Total 100 100%
Analysis:
The above table infers that 20 % belongs to 0 days, 46 % belongs to 1-
5days, 08 % belongs to 6-10 days, 20 %belongs to 10-15 days, and 06 %belongs
to 16-20 days.
Inference:
respondents 1 to 5 leaves in a month, and least take 16 to 20 leaves.

4.18-GRAPHS HOWING ON LEAVE TAKEN IN MONTH:
0
5
10
15
20
25
30
35
40
45
50
0 1 to 5 6 to 10 11 to 15 16 to 20
Leave taken by respondents in a month
No. of respondents

CHAPTER 5
FINDINGS AND SUGGESTIONS
FINDINGS OF THE STUDY:
 The Experience of the employee from above 5 years is 64%.
 The number of working days by employee is 25-28 is 44%.
 The number leave taken in a month averagely 1-5 is 45%.
 The employee working years <10 years is 60%.
 The work load given to employee at dissatisfied level is 50%.
 The employee are highly satisfied with management policy is 40%.
 The employee are highly satisfied with working environment is 46% .
 About 40%are dissatisfied with supervisor.
 About 40%were dissatisfied with compensation provide at the time of absent.
 Exiting job is satisfied to employee is at 34%.
 About 46%were satisfied with facilities provided by the company.
 The participation in management decisions is neutral is 62%.
 The employees are absent due to Health problems 40%.
 About 46% were absent due to transportation problem.
 The employees are motivated by incentives is 58%.
 In some cases the employees are absent due to personnel problem is 62%.
 The most of the respondents says that they need transport facilities at 60%.

SUGGESTION AND RECOMMENDATION
 Suggest that by taking disciplinary action which will minimize absenteeism.
 Introducing medical facilities for employees and employee’s family member.
 Providing transport facilities for all employees
 Motivating the employee by monetary and non- monetary awards for those who
are completed 100% attendance.
To improve safety awareness among employee by educating them on health
aspects conducting safety work shop and motivational sessions.
Make work fun, reduce boredom with job enrichment, rotation and cross training.
Celebrate business successes with your team. It’s great for team building.
Understand the root causes and the gravity of the problem.
Continuously upgrade recruitment procedures.
Discuss operational costs- the link between their attendance and productivity.
Explain how their roles affect the success of the organization.

CONCLUSION
The study is carried out to determine the level of employees’ absenteeism in
PRIMUS GLOBAL TECHNOLOGIES.
Even though company is providing with sufficient facilities to the
employees to an extent, the company can provide some more facilities like proper
medical facilities, transport facilities, monetary benefits and welfare activities
which would reduce absenteeism and enhances the employees to work more
efficiently and effectively for achieving the organizational objectives.
The company is recording un-authorized absenteeism as nil and authorized
absenteeism in between 2-3% in their organization, so the management provided
this project for us to understand the pulse of the employees and to know how they
are feeling about the management related to leave policies.
It’s a pleasure to know that the management satisfying all their employees
by providing good leave policy to their employee. At the end of the study, we
proposed the suggestions to the management to maintain the absenteeism rate by
collecting the feedbacks from their employees.

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