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INTRODUCTION
Introduction to the Topic :
An employee is any person hired by an employer to do a specific set of jobs. In most
modern economies, the term employee refers to a specific defined relationship between an
individual and a corporation, which differs from those of customer or client.
Absenteeism can be defined as the practice or habit of being an absentee and an
absentee is one who habitually stays away from work. Absenteeism is a habitual pattern of
absence from a duty or obligation. The manufacturing industry in India today also is labour
oriented i.e. it depends on the human workforce for its working. Today out of the many problems
faced by the manufacturing industry in India ‘absenteeism’ is one of the major problems which
directly affect the productivity of any manufacturing plant. More the magnitude of absenteeism;
more is the loss of productivity on plant.
There needs to be a proper study to have a check on absenteeism, its causes, types and
remedies. It is often easier for the manufacturing organisations to make arrangement to cover
staffs, which are going to be off for long periods. However, employees taking odd days off here
which become more problematic and can have an immediate impact. If remain unchecked, this
type of absence can send out the wrong signals to colleagues who, in some jobs, are likely to
have to cover for those absent. If employers fail to take action, a bugging turn mentality may
emerge. Frequent absence may have serious repercussions where staff is employed in customer -
facing roles or employed on industrial plant. The impact of absence may be most directly felt and
the need to arrange cover at short notice may be paramount.
This adversely affects the progress of work and loss of resources. Thus, there is a need
for such study in manufacturing industry. Till date a lot of study has been done on absenteeism
in various fields but the irony is that manufacturing/production industry being the most labour
oriented, no such study has been carried out on absenteeism – its causes, types and remedies.
This study focuses on the absenteeism of workforce in the manufacturing industry, along with
the different types and different causes of absenteeism. This study also includes seeking out the
remedial measure of absenteeism in manufacturing sector.

INDUSTRY PROFILE
2.1 Industry profile
The automotive industry is a wide range of companies and organizations involved in the
design, development, manufacturing, marketing, and selling of motor vehicles. The automobiles
sector is divided into four segments – two wheelers (mopeds, scooters, motorcycles, electric two-
wheelers), passenger vehicles (passenger cars, utility vehicles, multi-purpose vehicle),
commercial vehicles (light and medium-heavy vehicles), and three wheelers (passenger carriers
and good carriers).
This industry is one of the world's most important economic sectors by revenue. It also is
one of the key drivers of economic growth of the nation. The world standings for the Indian
automobile sector, as per the Confederation of Indian Industry, are as follows: largest three-
wheeler market, second largest two-wheeler, tenth largest passenger car market, fourth largest
tractor market, fifth largest commercial vehicle market, fifth largest bus and truck segment.
2.1.1 Statistical data of India’s growth in the automobile industry:
Total Production of Automobiles In India (In millions)
FY 15FY 14FY 13FY 12FY 11FY 10FY 09FY 08FY 07FY 06FY 05
Passenger vehicle 3.2 3.1 3.2 3.1 3 2.4 1.8 1.6 1.3 1.3 1.2
Commercial vehicle 0.7 0.7 0.8 0.9 0.8 0.6 0.4 0.6 0.5 0.4 0.4
Three wheelers 0.9 0.8 0.8 0.9 0.8 0.6 0.5 0.5 0.6 0.4 0.4
Two wheelers 18.5 16.9 15.7 15.4 13.4 10.5 8.4 8 8.5 7.6 6.6
The Indian auto industry is one of the largest in the world. The industry accounts for
7.1 per cent of the country's Gross Domestic Product (GDP). As of FY 2014-15, around 31
per cent of small cars sold globally are manufactured in India.The Two Wheelers segment
with 81 per cent market share is the leader of the Indian Automobile market owing to a
growing middle class and a young population. Moreover, the growing interest of the
companies in exploring the rural markets further aided the growth of the sector. The overall
Passenger Vehicle (PV) segment has 13 per cent market share.
India is also a prominent auto exporter and has strong export growth expectations for
the near future. In April-January 2016, exports of Commercial Vehicles registered a growth

of 18.36 per cent over April-January 2015. In addition, several initiatives by the Government
of India and the major automobile players in the Indian market are expected to make India a
leader in the Two Wheeler (2W) and Four Wheeler (4W) market in the world by 2020.
2.1.2 Market Size
The auto industry produced a total 19.84 million vehicles in April-January 2016,
including passenger vehicles, commercial vehicles, three wheelers and two wheelers, as
against 19.64 million in April-January 2015.Domestic sales of Passenger Vehicles grew by
8.13 per cent in April-January 2016 over the same period last year. Within the Passenger
Vehicles, Passenger Cars rose by 10.18 per cent, during April-January 2016 over April-
January 2015. The domestic sales of Commercial Vehicles increased by 9.43 per cent in
April-January 2016 over the same period last year. Sales of Medium & Heavy Commercial
Vehicles (M&HCVs) increased at 30.19 per cent.
2.1.3 Investments
In order to keep up with the growing demand, several auto makers have started
investing heavily in various segments of the industry during the last few months. The
industry has attracted Foreign Direct Investment (FDI) worth US$ 14.32 billion during the
period April 2000 to December 2015, according to data released by Department of Industrial
Policy and Promotion (DIPP).
Some of the major investments and developments in the automobile sector in India are
as follows:
 Japanese two-wheeler manufacturer Honda Motorcycle and Scooter India (HMSI) has
opened its fourth and world’s largest scooter plant in Gujarat, set up to initially
produce 600,000 scooters per annum to be scaled up to 1.2 million scooters per
annum by mid-2016.
 American car maker Ford has unveiled its iconic Ford Mustang in India and will make
its debut in second quarter of FY2016 within the price band of Rs 45 lakh (US$
66,146) and Rs 50 lakh (US$ 73,496) in the Indian market.
 Nissan Motor Co. Ltd is in discussion with Government of India to bring electric and
hybrid technologies to India as the government plans to reduce air pollution caused by
vehicles.
 Global auto major Ford plans to manufacture in India two families of engines by
2017, a 2.2 litre diesel engine codenamed Panther, and a 1.2 litre petrol engine
codenamed Dragon, which are expected to power 270,000 Ford vehicles globally.

 The world’s largest air bag suppliers Autoliv Inc, Takata Corp, TRW Automotive Inc
and Toyoda Gosei Co are setting up plants and increasing capacity in India.
 General Motors plans to invest US$ 1 billion in India by 2020, mainly to increase the
capacity at the Talegaon plant in Maharashtra from 130,000 units a year to 220,000 by
2025.
 US-based car maker Chrysler has planned to invest Rs 3,500 crore (US$ 513.5
million) in Maharashtra, to manufacture Jeep Grand Cherokee model.
 Mercedes Benz has decided to manufacture the GLA entry SUV in India. The
company has doubled its India assembly capacity to 20,000 units per annum.
 Germany-based luxury car maker Bayerische Motoren Werke AG’s (BMW) local unit
has announced to procure components from seven India-based auto parts makers.
 Mahindra Two Wheelers Limited (MTWL) acquired 51 per cent shares in France-
based Peugeot Motorcycles (PMTC).
2.1.4 Government Initiatives
The Government of India encourages foreign investment in the automobile sector and
allows 100 per cent FDI under the automatic route.
Some of the major initiatives taken by the Government of India are:
 Mr Nitin Gadkari, Minister of Road Transport, Highways & Shipping has announced
plans to set up a separate independent Department for Transport, comprising of
experts from the automobile sector to resolve issues such as those related to fuel
technology, motor body specifications and fuel emissions, apart from exports.
 Government of India aims to make automobiles manufacturing the main driver of
‘Make in India’ initiative, as it expects passenger vehicles market to triple to 9.4
million units by 2026, as highlighted in the Auto Mission Plan (AMP) 2016-26.
 In the Union budget of 2015-16, the Government has announced to provide credit of
Rs 850,000 crore (US$ 124.71 billion) to farmers, which is expected to boost the
tractors segment sales.
 The Government plans to promote eco-friendly cars in the country i.e. CNG based
vehicle, hybrid vehicle, and electric vehicle and also made mandatory of 5 per cent
ethanol blending in petrol.
 The government has formulated a Scheme for Faster Adoption and Manufacturing of
Electric and Hybrid Vehicles in India, under the National Electric Mobility Mission

2020 to encourage the progressive induction of reliable, affordable and efficient
electric and hybrid vehicles in the country.
 The Automobile Mission Plan (AMP) for the period 2006–2016, designed by the
government is aimed at accelerating and sustaining growth in this sector. Also, the
well-established Regulatory Framework under the Ministry of Shipping, Road
Transport and Highways, plays a part in providing a boost to this sector.
2.1.5 Road Ahead
India’s automotive industry is one of the most competitive in the world. It does not
cover 100 per cent of technology or components required to make a car but it is giving a good
97 per cent, as highlighted by Mr Vicent Cobee, Corporate Vice-President, Nissan Motor’s
Datsun. Leading auto maker Maruti Suzuki expects Indian passenger car market to reach four
million units by 2020, up from 1.97 million units in 2014-15. The Indian automotive sector
has the potential to generate up to US$ 300 billion in annual revenue by 2026, create 65
million additional jobs and contribute over 12 per cent to India’s Gross Domestic Product, as
per the Automotive Mission Plan 2016-26 prepared jointly by the Society of Indian
Automobile Manufacturers (SIAM) and government. Exchange Rate Used: INR 1 = US$
0.0147 as on March 01, 2016

COMPANY PROFILE
3.1 Organization Profile:
Rane holdings limited (RHL) is an Indian-based holding company the company is
engaged in manufacturing and marketing of automotive components such as steering linkages
products, manual steering gears, power steering gears that include both hydraulic and electric
power assisted steering systems, steering columns, seat belts, brake linings and disc pads and
engine valves. Rane group of companies was originally founded by Shri T. R. GanapathyIyer in
the year 1929 and the group was originally named as Rane Madras (Ltd). It started off as a
distributor of automobiles and parts. After his death, the business was taken over by his son-in-
law LakshamanaIyer, Lakshminarayan and the company was shaped into an auto-component
business house. LLN remained as the founder chairman of the group for over three decades. The
Group has seen four generations of entrepreneurship in automotive components industry. The
present chairman of Rane Group is L.Lakshmanan and L. Ganeshan.
Rane Madras was one of the first Indian companies in the region for automobile
distribution. Within a few years Rane Madras parts way with parent company and starts the
journey on its own. In 1936, Rane Madras Ltd went for public. In 1959, Rane diversified into
manufacturing by taking over Engine Valves ltd. In 1960, it entered into an alliance with
Quinton Hazer of England. It established plants to manufacture tie rod ends and ball joints. In
1979, Rane brake linings limited manufactured railway brake blocks for Indian railways. In
1987, it incepted Rane TRW for manufacturing steering systems.
3.2 Divisions of Rane

3.3 Company Overview:
Rane Power Steering System ltd (RPSL) was constituted with TRW Automotive, USE
for manufacturing of fully integral steering gears and aggregates and components. Subsequently
the company has been renamed as RANE TRW Steering Systems Private Limited (RTSSL).
RTSSL has five manufacturing plants in Tamil Nadu:
Plant 1 (Trichy) – Integrated Gear
Plant 2 & 3 (Chennai) – Pump and Power Rack & Pinion division
Pant 4 (Chennai) – Occupant Safety Division
Plant 5 (Uttarakhand) – Steering Gears & Pumps
The company has independent and comprehensive units to design, test and manufacture
complete range of power steering solutions and seat belt systems. It has established dominant
share of business in both commercial vehicle steering and passenger car steering industry. It is
the preferred OE partner to Indian OE majors in passenger car, multi utility vehicle, light
commercial vehicle, medium and commercial vehicle categories.
The company has a track record of sustained growth, since it was setup. RTSSL – SGD
have been certified under TS 16949 and ISO 14000 standards, ISO 140001 certified plants,
OHSAS 18001 certified, winner of the Deming prize in the year 2005, winner of Japan Quality
model (JQM) in the year 2011.
3.4 Vision, Mission and Quality policy:
Vision:
Steering Gear Division: To be a leader in domestic hydraulic power steering business and
enhance global presence.
Occupant Safety Division: To be a preferred supplier of Occupant Safety Systems, with a
commitment to safety.

Mission:
1. Provide Superior Products and Services to our customers and maintain market
leadership.
2. Evolve as an institute that serves the best interests of all stakeholders.
3. Pursue excellence though total quality management.
4. Ensure the highest standards of ethics and integrity in our actions.
Quality Policy:
We will strive to exceed customer expectations through
1. Continual improvement in quality, cost, delivery and technology.
2. Employee involvement.
3. Improving the effectiveness of quality Management System.
Their brand promise is to provide an exciting workplace founded on the principles of
values, fairness and transparency that provide challenging assignment, encourage learning and
enhance career opportunities.
3.5 Health, Safety & Environment Policy
We are committee to protect the Occupational Health, Safety and Environment in all our
operations. TO meet our commitment, we will endeavor to
1. Comply will all applicable Legal and other requirements.
2. Minimize impact on Environment, Occupational Health & Safety through Prevention of
pollution, injury and ill health.
3. Efficient use of natural resources, materials and energy through reducing, re-using and
re-cycling process.
4. Continual improvement of Occupational Health, Safety and Environment performance by
setting objectives and targets.
5. Communicate this policy to our employees, contracts and interested oarties of Rane
TRW.

3.6 Products:
There are three plants in RANE TRW steering Ltd, Trichy:
(i) HFB 64 PLANT (ii) HFB 54 PLANT (iii) VALVE PLANT
The corresponding assembly parts are done in respective plant (Gear assembly and valve
assembly). The various models of gear are HFB64, HFB50, HFB54, HFB52, HFB72. The
various vehicle models of pascar valves are Indica, Indigo, Santro, Tmlxi, L90, Corsa, Honda,
Itl, Pandran, Ford B376, Sports Car, Ford C 195, Fiat, Uno, Tml Ace, Lotus, Safari, Armada.
3.7 Customers to the Rane Company:
Major customers in India:

Major Overseas Customers:
3.8 Corporate Social Responsibility of the Company:
Rane TRW Steering Systems Private Limited (RTSS) is committed to contributing
towards its societal responsibilities beyond statutory obligations. It is to function in socially and
environmentally sustainable manner recognizing the interests of all its stakeholders.
The CSR annual budget will be decided as a part of RTSS’s annual budget. Any surplus
generated from CSR projects undertaken shall be channelized into the CSR corpus. These funds
shall further only be used for CSR projects and shall not be added to the profits of the company.

This policy applies to all CSR projects undertaken by the company and aims to full-fill the
requirements of the Section 135 of the Companies Act, 2013 and the rules made thereunder.
RTSS ensures that the CSR activities carried out by them are over and above the normal course
of business. This process will be periodically reviewed and updated in line with relevant codes of
legislation.
At all operating locations of RTSS actively promotes and engages by some ways in these
activities that help strengthen communities and contribute to the enrichment of society. RTSS
believes in good corporate citizenship that strives for creating maximum impact on education,
healthcare, environment and community development.
Some of the CSR activities carried out by RTSS in the past years are:
 Medical camp in villages;
 Provision of computers to schools,
 Provision of cycle stand,
 “VetriElidha” program for school students,
 Tree plantation,
 Provided of lunch for orphanage/ old age people/ mentally challenged children through
the “Nakshtra” program,
 Provision of groceries for Fathima health care center,
 Awareness and training on road safety measures.

3.9 STANDING ORDER PROCEDURES
3.9.1 EMPLOYEE POLICES AND BENEFITS:
RTSSL has various polices and benefits framed for the employees to adhere by it. Some of
them are:
1) Compensatory off – separately OT and C-offs for extra work on normal days, weekly
holidays and national holidays.
2) Loans and advances – Rs.5000 at 5% interest to be repaid in 12 monthly instalments
3) Attendance regulation
4) Marriage gift and loan policy, GPTW (Great Place To Work initiatives)
5) Transport, Canteen and issue of Birthday card & chocolates to employees.
6) Employee retirement – sandal garland, shawl, 75gms of silver material.
7) ESI and hospital claim cashless card

8) Picnic scheme, e-mail game.
9) Safety, health and environment – first aid and fire fighting training, work permit.
10) RIED ( RANE Institute of employee Development) and RAMP (RANE Advanced
Management Programme).
3.9.2 SHIFT TIMINGS:
I SHIFT II SHIFT IIISHIFT GENERAL SHIFT
06.30 to 15.00 15.00 to 23.30 23.30 to 06.30 08.30 to 17.00
Tea Break
09.00
Tea Break
16.00 & 21.20
Tea Break
00.30 & 04.30
Tea Break
09.00 & 16.00
Lunch Break
11.30 to` 12.00
Dinner
19.30 to 20.00
Midnight Tiffin
02.30 to 03.00
Lunch Break
12.00 to 12.30

THEORETICAL BACKGROUND
4.1 DEFINITION
Voluntary non attendance at work, without valid reason. Absenteeism means either
habitual evasion of work, or wilful 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.
4.2 MEANING
Absenteeism refers to unauthorized absence of the worker from his job. Absenteeism
can be defined 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 .
When the employee takes time off, on a scheduled working day with permission, it is
authorized absence. When he remains absent without permission or informing, it is wilful
absence without leave.
In these days, when the needs of the country require greater emphasis upon increase of
productivity and the economic and rational utilization of time and materials at our disposal, it is
necessary to minimize absenteeism to the maximum possible extent.
4.3 CONCEPT OF ABSENTEEISM:
Absenteeism refers to employees‟ absence from his regular task when he is normally
scheduled to work.
According to Seligman : “Absenteeism is time lost in industrial establishments by
avoidable or unavoidable absence of employees”.
According to Hachette : “Absenteeism is the practice or habit of being an “absentee‟
and an “absentee” is one who habitually stays away”
In India two agencies collect and compile data on absenteeism.
 Labour Bureau, Shimla
 Annual Survey of Industries, Kolkatta.

According to Labour Bureau, Shimla: “Only unauthorized absence from work about
which the employer has no prior information of the workers‟ failure is considered as
absenteeism”.
According to Annual Survey of Industries, Calcutta: “All kinds of Vacations and leave
are considered as absenteeism”
For the purposes of this study, we take the stand of the Labour Bureau and reckon that
absenteeism signifies the absence of an employee from work that is unauthorized, unexplained
avoidable and wilful.
4.4 MEASUREMENT OF ABSENTEEISM
Absenteeism rate can be expressed as the result of total amount of time lost through non-
attendance to the planned working time (excluding over time). The calculation of absenteeism
rate can be made in terms of man-days by taking into account 2 factors.
 The number of persons scheduled to work
 The number actually present
Generally absenteeism is expressed as a percentage of overall strength of the
Department/ Organisation and also expressed as many days lost. But it is difficult to interpret
absenteeism in terms of value lost.
Rate of Absenteeism = No. of Total Man shifts Lost X 100
(No. of Total Man shifts scheduled to work)
4.5 KINDS OF ABSENTEES
 Escapist Absentee
 Casual absentee
 Seasonal absentee
 Immature Absentee
 Chronic Absentee
4.6 TYPES OF ABSENTEEISM:
 Authorized Absenteeism
 Unauthorized Absenteeism
 Wilful Absenteeism

REVIEW OF LITERATURE
Harrison, David A (1994) - The properties of self-reports and perceived norms of
absenteeism were examined and compared in 7 progressive studies. Regardless of attendance
context, time interval, type of estimate, or administration condition, individuals reported (on
average) having roughly half the absenteeism of the perceived norm among their peers; 85% to
95% of respondents reported being above average in their attendance record. This "Lake
Wobegon effect" was traced to a small negative bias (underreporting) in self-reports and a large
positive bias (over reporting) in perceived norms. Self-presentation and availability processes
were proposed as explanations for these biases. In a study in which direct observations of past
and future absenteeism were collected, self-reports correlated .69 with the direct observations.
Perceived norms explained unique variation in future absenteeism. (PsycINFO Database Record
(c) 2012 APA, all rights reserved
Ian R. Gellatly (1995) - This study examined whether an employee's level of
absenteeism was affected by age, organizational tenure, perceptions of interactional justice,
affective and continuance commitment, and the perceived absence norm in the employees' work
unit or department. One hundred and sixty-six nursing and food services employees in a mid-size
chronic care hospital provided attitudinal and perceptual data on an employee survey. Absence
data (absence frequency and total days absent) were collected during the 12-month period
immediately following an employee survey. Hypothesized relations between the various
individual- and group-level factors and employee absenteeism were specified in a structural
model and tested using LISREL 7 (Joreskog and Sorbom, 1989). General support was found for
the study hypotheses.
____________________
1
Harrison, David A.; Shaffer, Margaret A.Journal of Applied Psychology, Vol 79(2), Apr 1994.
2
Ian R. Gellatly Journal of Organizational Behavior Volume 16, Issue 5, pages 469–
485, September 1995.

Hanna A (2005) - Construction contractors continue to be faced with the challenge of
improving productivity in order to remain successful in an increasingly competitive industry.
One factor that contributes to lower productivity is absenteeism. Yet, little is known or
understood about the reasons electricians miss work, and very few studies have been conducted
on absenteeism in the construction industry. As a positive step to reduce the problems associated
with voluntary and involuntary absences.The main objectives of the study were to learn
the reasons for absenteeism and to quantify the impacts so that solutions can be developed to
help contractors improve their productivity. The study determined that managers and electricians
agreed that illnesses and medical appointments were two common reasons workers missed work.
However, managers also believed workers were absent because of a lack of interest or
irresponsibility, while electricians reported injuries and unsafe working conditions as reasons for
missing work. Furthermore, a quantitative analysis of the data revealed that when the
absenteeism rate was between 0 and 5%, there was no loss in productivity. However, when the
absenteeism rate was between 6 and 10%, a 24.4% loss in productivity was experienced. By
understanding what causes electricians to miss work, and the effect of absences on productivity,
a company can manage and control absenteeism on electrical construction projects.
Mark John Somers (1995) - A three component model of organizational
commitment was used to study job withdrawal intentions, turnover and absenteeism. Affective
commitment emerged as the most consistent predictor of these outcome variables and was the
only view of commitment related to turnover and to absenteeism. In contrast, normative
commitment was related only to withdrawal intentions while no direct effects for continuance
commitment were observed. Continuance commitment, however, interacted with affective
commitment in predicting job withdrawal intentions and absenteeism. The form of the
interaction was such that high sunk costs tempered relationships between affective commitment
and the relevant outcome variables.
___________________
3
Hanna A. Menches C, Sullivan K, and Sargent J. "Factors Affecting Absenteeism in Electrical
Construction." American Society of Civil Engineers (2005)
4
Mark John Somers– “Organizational commitment, turnover and absenteeism: An
examination of direct and interaction effects” Journal of Organizational Behavior Volume
16, Issue 1, pages 49–58, January 1995

Charles W. Mueller - The general unavailability of and difficulty associated with
obtaining records-based data on absenteeism suggests the potential value of self-report data for
those conducting research on absenteeism. This should not be recommended, however, until the
validity of these self-report measures is assessed. In this paper, we compare records-based and
self-report measures of absenteeism for the same employees for the same period of time. We find
that although the univariate descriptive data for the two measures are similar, the correlation
between the two is .299. Although this is in the expected direction, its magnitude is small enough
for us to question the validity of self- report measures of absenteeism. Several suggestions are
offered for additional study of this.
Steven J. Linton (2010) - This investigation addresses the reliability of self-reports of
sick leave. Although sick leave is an objective measure which is often relevant for determining
outcome and cost-benefit, obtaining records from employeers or insurance companies may be a
considerable task. Consequently, we compared reports of sick leave during the last month made
by 66 patients with musculoskeletal pain problems on the Outcome Evaluation Questionnaire
with records from their insurance office. Results indicated good reliability with a correlation of r
=.95, similar distributions, and no indication of systematic over or under reporting. Indeed, some
examples are provided where part of the discrepancy may depend on idiosyncrasies in the
insurance records or lack of clear definitions rather than poor accuracy on the patient's part. Our
results suggest that self-reports of sick leave are reliable for recent time periods and a duration of
one month.
_______________________
5
Charles W. Mueller. Douglas S. Wakefield James L. PriceJames P. Curry Joanne C. McCloskey
“A Note on the Validity of Self-Reports of Absenteeism”
6
Steven J. Lintona
, Karin Halldéna
& Anna-Lisa Hellsing : The Reliability of Self-reported Sick
Absenteeism: A Pilot Study, pages 145-150, 23 Mar 2010

Paul M Muchinsky - The purpose of this paper is to review the literature on
employee absenteeism as a form of withdrawal behavior apart from turnover. Studies examining
the psychometric properties of absence measures are reviewed, along with the relationship
between absenteeism and personal, attitudinal, and organizational variables. Studies exploring
the relationship between absenteeism and turnover are examined according to the unit of analysis
studied in the research. Programmatic efforts to reduce employee absenteeism are also reviewed.
Throughout the paper emphasis is placed on the indices used by investigators to measure
absenteeism, and the problems that have arisen in the literature through the use of multiple
indicators of absenteeism. The review concludes with suggestions for research that are of both
theoretical and practical concern.
Dr. Bertera, Robert L. (1991) - The impact of behavioral risk factors on
absenteeism and health-care costs was analyzed among 45,976 employees in a large, diversified
industrial work force. A cross-sectional design was used to evaluate health risk appraisal and
physical-examination data collected from 1984 through 1988. Employees with any of six
behavioral risks had significantly higher absenteeism (range = 10% to 32%) compared with those
without risks. These differences led to significantly higher illness costs (defined as
compensation, health care, and non-health care benefits) for those with risks compared with
those without risks. Annual excess illness costs per person at risk were smoking, $960;
overweight, $401; excess alcohol, $389; elevated cholesterol, $370; high blood pressure, $343;
inadequate seatbelt use, $372; and lack of exercise, $130; Only one factor, lack of exercise, was
not significant after adjusting for age, education, pay category, and the six other behavioral risks.
The total cost to the company of excess illness was conservatively estimated at $70.8 million
annually. These findings suggest that the cost of key behavioral risks provides an opportunity to
manage health-care cost increases through health promotion, financial incentives for healthy
lifestyle, and environmental changes that affect health behaviors.
_________________________
7
Paul M Muchinsky : Employee absenteeism: A review of the literature
8
Dr. Bertera, Robert L : The Effects of Behavioral Risks on Absenteeism and Health-Care Costs
in the Workplace. Journal of Occupational Medicine: November 1991

Robert P. Steel - The ability of three different types of self-report variables—
biographical, attitudinal, and stress—to predict 70 months of absenteeism data was evaluated.
Absence scores were aggregated in two different ways, as annualized segments and as
longitudinal data cumulations. Biographical variables and attitudinal measures significantly
predicted long-term absenteeism. In addition, results suggested that dependency relationships
between absence metrics and cumulation periods may affect validation outcomes.
Frayne (1991) - In this pioneering volume, Colette Frayne reports the results of the
first study to examine empirically the use of a simple straightforward self-management training
program to increase employee attendance. The author presents a complete description of the self-
management training process used in the study, shows how self-management can be of
significant value in reducing employee absenteeism, and offers precise information for the
human resources professional who wishes to organize and implement self-management training
within his or her own organization. Frayne also addresses other applications of self-management
in the workplace, demonstrating that the approach works because it accommodates both the
employee's needs for freedom and the organization's need for control. Frayne provides a detailed
overview of existing theories that were precursors to social learning theory. She then outlines the
methodology that was used for sample generation, data collection, and training implementation.
Two chapters examine the research results and discuss their implications for reducing employee
absenteeism. In the next chapter, Frayne discusses the results and interpretations derived from
conducting a follow-up study and replication of the initial research. Training in self-
management, she shows, offered many benefits to the individuals involved in the training
program and to the organization that supported the program. Specifically, many of the trainees
improved their attendance, their relationships with supervisors, their job performance, and their
career promotion opportunities improvements that held up well over time.
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9
Robert P. Steel, Joan R. Rentsch : Influence of Cumulation Strategies on the long-Range
Prediction of Absenteeism.
10
Frayne, Colette A.: “Reducing employee absenteeism through self-management training: A
research-based analysis and guide”. New York, NY, England: (1991).

Chockalingam Viswesvaran (2002) - The correlations reported in the extant
literature between one form of counterproductive behaviors – absenteeism – and four different
indices of job performance were meta-analytically cumulated. Job performance indices utilized
were productivity, quality, interpersonal behaviors, and effort. The former two were measured
using organizational records, while the latter two were measured using supervisory ratings. The
results suggest that absenteeism measures are more highly correlated with organizational records
of quality, and supervisory ratings of both effort and interpersonal behaviors. Lower correlations
were found with organizational records of productivity. These results suggest the potential for
common determinants of absenteeism and some aspects of job performance. The fairly
independent literatures that have developed on absenteeism and job performance can inform one
another. Implications for modeling and assessing job performance are noted.
Paul P. Brooke Jr (1989) - LISREL estimates of the parameters of a causal model
of absenteeism are reported for a sample of 425 full-time employees of a 327-bed medical
centre. The model modifies and extends the conceptual framework of Steers & Rhodes (1978)
and includes routinization, centralization, pay, distributive justice, work involvement, role
ambiguity, conflict and overload, kinship responsibility, organizational permissiveness, job
satisfaction, job involvement, organizational commitment, health status and alcohol involvement
as the determinants of absenteeism. Based on self-report measures of absence frequency,
significant positive direct effects of kinship responsibility, organizational permissiveness, role
ambiguity and alcohol involvement, and negative direct effects of centralization, pay and job
satisfaction yielded an R2
for absenteeism of 21.6. Job satisfaction completely mediated the
effects of routinization and work involvement, and partially mediated the effects of centralization
and role ambiguity.
_________________
11
Chockalingam Viswesvaran: Absenteeism and Measures of Job Performance International
Journal of Selection and Assessment Volume 10, Issue 1-2, pages 12–17, March 2002
12
Paul P. Brooke, James L. Price : The determinants of employee absenteeism: An empirical test
of a causal model Journal of Occupational Psychology Volume 62, Issue 1, pages 1–19, March
1989.

Rick D. Hackett (1996) - It has been proposed that the break from work provided
by an occasional absence may help employees cope with various types of stress and thereby lead
to an improvement in their overall condition when they return. In this study, the mean levels of
nurses' daily ratings of personal problems, tiredness, ill-health, sleep disruption, stress and job
dissatisfaction were compared statistically across a period encompassing one shift of attendance,
an absence, and another shift of attendance. As expected, significant decreases in most variables
were observed between the day of the absence and the subsequent shift. However, improvements
were seldom found between the shifts immediately preceding and subsequent to the absence. The
findings were interpreted as suggesting that occasional absences may help maintain physical and
psychological states at manageable levels even if they do not result in immediately noticeable
improvements on the part of returning employee.
Gary Johns (2003) - It is argued that great strides have been made in absenteeism
research, in part due to the wide diversity of research methods that have been employed to study
the phenomenon. The inherent difficulties in studying a complex, low base rate behavior with
negative connotations have stimulated methodological diversity. In addition, methodological
diversity has expanded as a wide variety of academic and professional disciplines has become
interested in absenteeism. Variations in research designs, data sources, and the treatment of time
are discussed, and examples are provided of how these variations enhance the understanding of
absence. The article concludes with an illustration of the synergy of complementary methods
when they are used to investigate a particular research question. The impact of social influence
on absence and gender differences in absenteeism are used as cases in point.
______________________
13
Rick D. Hackett, Peter Bycio, An evaluation of employee absenteeism as a coping mechanism
among hospital nurse Journal of Occupational and Organizational Psychology Volume 69, Issue
4, pages 327–338, December 1996.
14
Gary Johns: “How methodological diversity has improved our understanding of absenteeism
from work” Volume 13, Issue 2, Summer 2003, Pages 157–184

Bross Michael H (1992) - Workers with a medical diagnosis of chemical
dependence were selected and compared with matched controls; we hypothesized there were
significant differences in absenteeism and certain medical illnesses. Employee data were
obtained from medical insurance sickness and accident reports. Illnesses were summarized into
diagnostic clusters for analysis. Chemically-dependent workers had significantly more (P<.05)
absenteeism, injuries, hypertension, and mental disorders than did the control group. Using these
findings, employers can conduct prospective studies that select workers to be screened for
chemical dependence.
Johns (1994) - The social cognition literature and a deviance model of absenteeism
were used to generate a series of predictions about employees' and managers' estimates of levels
of absenteeism. Employees revealed a clear self-serving pattern in comparing their own
absenteeism with occupational norms and their own work group's absence, and they
underestimated their own actual absenteeism. Managers estimated lower occupational norms and
lower work-group absence than did their subordinates. Managers also saw their own work
groups as having lower absenteeism than the company average, an estimate that also appeared to
be self-serving. Results suggest how people make sense of absence in a social context.
____________________
15
Bross Michael H. MD; Pace, S. Kelton BS; Cronin, Irvin H. MD: Chemical Dependence:
Analysis of Work Absenteeism and Associated Medical Illnesses. Journal of Occupational
Medicine: January 1992.
16
Johns, Gary : “Absenteeism estimates by employees and managers: Divergent perspectives
and self-serving perceptions”. Journal of Applied Psychology, Vol 79(2), Apr 1994.

Karin Sanders (1998) - This article discusses the relationship between the informal
ties of the employees within an organization and their absentee rates. To explain this
relationship, the assumption is made that within a department, a more or less stable norm
concerning illegal absenteeism exits, and that the strength of this norm is related to the tightness
of the informal relationships between the employees: the more consensus on the absentee norm,
irrespective of the degree of tolerance, the more cohesive this department. Furthermore,
according to the fairness theory of Adams (1965), a relationship between the tightness of the
informal relations, the norm concerning illegal absenteeism and the absentee rate is expected: the
more cohesive, the higher the effect of the group norm on the short-term absentee rate. Network
data of 62 employees of eight comparable teams within a housing corporation were collected by
means of a questionnaire, and combined with data on the absentee rates of the employees. The
data supported the hypotheses concerning the relationship between the group norm, the tightness
of the informal relations and the short-term absentee rates of the employees within a department.
Martocchio (1989) - Meta-analyses were performed on 34 samples that included
correlations of the age and employee absenteeism relationship. Samples were categorized into 2
groups for voluntary absenteeism and involuntary absenteeism based on the frequency index and
the time-lost index, respectively. Results indicated that both voluntary and involuntary absence
are inversely related to age. Unexplained variance remained for each of the absence measures
after variance due to sampling error and measurement unreliability was statistically estimated.
Work demand was negatively associated with age, but not in the expected direction. Work
demand did not moderate the age–absence relationship for either voluntary or involuntary
absence. Sex moderated the relationship between age and voluntary absenteeism only. For men,
the relationships were negative; for women, they did not differ significantly from 0. Implications
for research and human resource management practices regarding aging and absenteeism are
discussed.
_____________________
17
Karin Sanders, Sigrid K. Hoekstra, “Informal Networks and Absenteeism within an
Organization”., Volume 4, Issue 2, pp 149-163, June 1998
18
Martocchio, Joseph J : “Age-related differences in employee absenteeism: A meta-analysis”.
Psychology and Aging, Vol 4(4), Dec 1989,

OBJECTIVES OF THE STUDY
The objectives of the study are:
 To study the major causes of absenteeism in the organization.
 To analyse the workplace factors which leads to absenteeism in the organisation.
 To provide suggestions for reducing absenteeism of the employees in the
organisation.

6.1 NEED OF THE RESEARCH
 Assessing causes of Absenteeism & suggest remedies to overcome it
 Finding out the costs of absenteeism and how to reduce it.
 Figuring out the solutions for this problem
6.2 .SCOPE OF THE STUDY
The scope of the study covers five categories of flexi workers such as CAPS, diploma
apprentice, ITI apprentice, STT, GAPS. The data for this study is collected from all the
departments. The study provides a base for understanding the employee’s problems and provides
possible remedies for it. . The period of the study is from 1st
may to 15th
June (45 days) of 2016.
6.3 METHODOLOGY
6.3.1 RESEARCH DESIGN
Descriptive research design was adopted for the study because the study attempts to reach
with conclusion to suggest the company with projects according findings. The complete and
accurate description cannot be given from the study.
6.3.2 NATURE OF DATA
Primary and Secondary data were used for the collection of information for the study.
Primary Data: The Primary data was collected from the flexi workers of the company (Rane
TRW Steering Systems Private Limited, Viralimalai) using questionnaire.
Secondary Data: Secondary data relating to review of literature was online journals such as
google scholar, scopus, proquest, etc. and also from various websites of internet sources.
6.3.3 SAMPLING METHOD
The sampling method used for the study is stratified sampling method. Workers having
experience of 3 months to 1year is the sample for this study.
6.3.4 SAMPLE SIZE
The sample size of this research is 120, workers from all the department in the company,
has been taken for the study.
6.3.5 DATA COLLECTION METHODS
The primary data is collected through questionnaire from flexi workers of the
company. Questions related to the categories like health, canteen facilities, bus facilities,

training, co-worker relationship, supervisor relationship has been set as base for the
questionnaire.
6.3.6 PILOT STUDY
A pilot study was conducted among 10 flexi workers for testing the method of data collection
with questionnaire in English. From the pilot study is seen that those people are struggling to
answer the questions in English. So, for the convenience of the data collection the questionnaire
has been translated into Tamil and used.
6.3.7 STATISTICAL ANALYSIS
The data collected had been analysed using SPSS package, by the available version of SPSS
(18.0).
6.4 .LIMITATIONS OF THE STUDY
 The study deals with sensitive area of the organization, it is difficult to extract accurate
information from the employees.
 The study is not comparative in nature
 The observation and conclusion which are presented in the report is based on
data collected only the sample employees and cannot be generalized to other areas.

ANALYSIS AND INTERPRETATION
Table:7.1: Age group of the respondents
Source: Primary data
From the above table it is found that 59.2% of the respondents are 19-21yrs, 30.8% of the
respondents are 22-24yrs, 6.7% respondents are above 24yrs and 3.3% respondents are below
19 yrs.
Chart: 7.1. Age group of the respondents.
0
10
20
30
40
50
60
70
80
Below 19 yrs 19 - 21 yrs 22 - 24 yrs Above 24 yrs
No. Of respondents
Percentage
Age No. Of respondents Percentage
Below 19 yrs 7 5.8
19 - 21 yrs 68 56.7
22 - 24 yrs 37 30.8
Above 24 yrs 8 6.7
Total 120 100.0

Table: 7.2: Location of the respondents.
Location No. Of respondents Percentage
Chatram (Trichy) &
nearby
45 37.5
Woraiyur & nearby 29 24.2
Manaparai & nearby 16 13.3
Viralimalai & nearby 23 19.2
Others 7 5.8
Total 120 100.0
Source: Primary Data
From the above table it is found that 37.5% of the respondents are from Chatram (Trichy)
& nearby, 24.2% of the respondents are from Woraiyur & nearby, 19.2% Viralimalai &
nearby,13.3% of the respondents are from Manaparai & nearby, 5.8 of the respondents are
from other areas.
Chart: 7.2: Location of the respondents.
0
5
10
15
20
25
30
35
40
45
50
Chatram
(Trichy) &
nearby
Woraiyur &
nearby
Manaparai &
nearby
Viralimalai &
nearby
Others
No. of respondents
Percentage

Table: 7.3: Educational level of the respondents.
Qualification No. Of respondents Percentage
HSC 5 4.2
ITI 10 8.3
Diploma 99 82.5
BE 6 5.0
Total 120 100.0
From the above table it is found that 82.5% of the respondents are from Diploma, 8.3% of the
respondents are from ITI, 5% of the respondents are from BE, 4.2% of the respondents are
from HSC
Chart: 7.3: Educational level of the respondents.
0
20
40
60
80
100
120
HSC ITI Diploma BE
No. Of respondents
Percentage

Table: 7.4. Designation of the respondents.
Designation No. Of respondents Percentage
CAPS 23 19.2
Diploma 62 51.7
STT 16 13.3
ITI 9 7.5
GAPS 10 8.3
Total 120 100.0
From the above table it is found that 51.7% of the respondents are from diploma, 19.2% of
the respondents are from CAPS, 13.3% of the respondents are from STT, 8.3% of the
respondents are from GAPS, 7.5% of the respondents are from ITI.
Chart: 7.4: Designation of the respondents.
0
10
20
30
40
50
60
70
CAPS Diploma STT ITI GAPS
No. Of respondents
Percentage

Table: 7.5: Experience of the respondents.
Experience No. Of respondents Percentage
0 - 3 months 25 20.8
3 - 6 months 20 16.7
6 - 9 months 10 8.3
9 - 12 months 38 31.7
Above 1 yr 27 22.5
Total 120 100.0
From the above table its is found that 31.7% of the respondents are working for 9-12months,
22.5% of the respondents are working above 1 year, 20.8% of the respondents are working
for 0-3months, 16.7% of the respondents are working for 3-6months, 8.3% of the respondents
are working for 6-9months.
Chart:7.5: Experience of the respondents.
0
5
10
15
20
25
30
35
40
0 - 3 months 3 - 6 months 6 - 9 months 9 - 12 months Above 1 yr
No. Of respondents
Percentage

Table: 7.6: Awareness about leave policy.
Awareness No. Of respondents Percentage
Know Very Well 37 30.8
Know 69 57.5
Not clear about the policy 11 9.2
Don’t Know 3 2.5
Total 120 100.0
From the above table it is found that 57.5% of the respondents are know about the leave
policy of the company, 30.8% of the respondents are know about the leave policy of the
company, 9.2% of the respondents are not clear about the policy, 2.5% of the respondents are
don’t know about the policy.
Chart: 7.6: Awareness about leave policy.
0
10
20
30
40
50
60
70
80
Know Very Well Know Not clear about
the policy
Don’t Know
No. Of respondents
Percentage

Table: 7.7: Leave taken in a year.
Leave taken No. Of respondents Percentage
8 days 34 28.3
10 days 36 30.0
12 days 5 4.2
Above 12 days 10 8.3
Nil 35 29.2
Total 120 100.0
From the above table it is found that 30% of the respondents are taking 10 days leave in a
year, 29.2% of the respondents are not taking any leave, 28.3% of the respondents are taking
8 days leave in a year, 8.3% of the respondents are taking above 12days leave, 4.2% of the
respondents are taking 12 days leave in a year.
Chart: 7.7: Leave taken in a year.
0
5
10
15
20
25
30
35
40
8 days 10 days 12 days Above 12 days Nil
No. Of respondents
Percentage

Table: 7.8: Reason to take leave.
Reason No. Of respondents Percentage
Health issues 34 28.3
Festival/ Function 25 20.8
Unexpected situation 59 49.2
other reasons 2 1.7
Total 120 100.0
From the above table it is found that 49.2% of the respondents are taking leave because of
unexpected situation, 28.3% of the respondents are taking leave because of health issues,
20.8% of the respondents are taking leave because of festival/function, 1.7% of the
respondents are taking leave because of other reasons.
Chart: 7.8: Reason to take leave.
0
10
20
30
40
50
60
70
Health issues Festival/ Function Unexpected
situation
other reasons
No. Of respondents
Percentage

Table: 7.9: Sufficiency of provided leave.
Sufficiency No. Of respondents Percentage
Strongly agree 19 15.8
Agree 44 36.7
Neutral 18 15.0
Disagree 19 15.8
Strongly disagree 20 16.7
Total 120 100.0
From the above table it is found that 36.7% of the respondents are strongly agreed, 16.7% of
the respondents are strongly disagreed, 15.8% of the respondents are strongly agreed, 15.8%
of the respondents are disagreed, 15% of the respondents are in neutral about leave provided
by the company.
Chart: 7.9: Sufficiency of provided leave.
0
5
10
15
20
25
30
35
40
45
50
Strongly agree Agree Neutral Disagree Strongly
disagree
No. Of respondents
Percentage

Table: 7.10: Attendance award system.
Attendance award system No. Of respondents Percentage
Agree 55 45.8
Neutral 11 9.2
Disagree 9 7.5
Total 120 100.0
From the above table it is found that 45.8% of the respondents are agreed, 28.3% of the
respondents are strongly agreed, 9.2% of the respondents are strongly disagreed, 9.2% of the
respondents are in neutral, 7.5% of the respondents are disagreed about the knowledge of
attendance award system provided by the company.
Chart: 7.10: Attendance award system.
0
10
20
30
40
50
60
disagree
No. Of respondents
Percentage

Table: 7.11: Frequency of attendance award received.
Frequency No. Of respondents Percentage
1 20 16.7
2 7 5.8
3 4 3.3
More than 3 10 8.3
Nil 79 65.8
Total 120 100.0
From the above table it is found that 65.8% of the respondents are not received the attendance
award, 16.7% of the respondents have received once, 8.3% of the respondents have received
more than 3 times, 5.8% of the respondents have received twice, 3.3% of the respondents
have received thrice.
Chart: 7.11: Frequency of attendance award received.
0
10
20
30
40
50
60
70
80
90
1 2 3 More than 3 Nil
No. Of respondents
Percentage

Table: 7.12: Frequency of absence.
Frequency of absence. No. Of respondents Percentage
Very frequently 7 5.8
Frequently 4 3.3
At the time of requirement 52 43.3
Rarely 23 19.2
Very rarely 34 28.3
Total 120 100.0
From the above table it is found that 43.3% of the respondents are absenting at the time of
requirement, 28.3% of the respondents are absenting very rarely, 19.2% of the respondents
are absenting rarely, 5.8% of the respondents are absenting very frequently, 3.3% of the
respondents are absenting frequently.
Chart: 4.12. Frequency of absence.
0
10
20
30
40
50
60
Very
frequently
Frequently At the time of
requirement
Rarely Very rarely
No. Of respondents
Percent

Table: 7.13.a: Prioritizing the reasons- Health problems
Health problems No. Of respondents Percentage
Ist priority 72 60.0
IInd priority 31 25.8
IIIrd priority 5 4.2
IVth priority 8 6.7
Vth priority 3 2.5
VIIth priority 1 .8
Total 120 100.0
From the above table it is found that 60% of the respondents have given Ist
priority, 25.8% of
the respondents have given IInd
priority, 4.2% of the respondents have given IIIrd
priority,
6.7% of the respondents have given IVth
priority, 2.5% of the respondents have given Vth
priority, 0% of the respondents have given VIth
priority, 0.8% of the respondents have given
VIIth
priority for the health problems.
Chart7.13.a: Prioritizing the reasons- Health problems
0
10
20
30
40
50
60
70
80
Ist priority IInd
priority
IIIrd
priority
IVth
priority
Vth priority VIIth
priority
No. Of respondents
Percent

Table: 7.13.b: Prioritizing the reasons- Transport facilities
Transport facilities No. Of respondents Percentage
IVth priority 10 8.3
Vth priority 12 10.0
VI priority 8 6.7
Total 120 100.0
priority, 36.7% of
priority,
priority, 10% of the respondents have given Vth
priority, 6.7% of the respondents have given VIth
priority, 0% of the respondents have given
VIIth
priority for the transport facilities.
Chart: : 7.13.b: Prioritizing the reasons- Transport facilities
0
5
10
15
20
25
30
35
40
45
50
Ist priority IInd priority IIIrd priority IVth priority Vth priority VI priority
No. Of respondents
Percent

Table:7.13.c: Prioritizing the reasons- Canteen facilities
Canteen facilities No. Of respondents Percentage
Ivth priority 23 19.2
VI priority 6 5.0
VIIth priority 5 4.2
Total 120 100.0
priority, 20.8% of
priority,
priority,1 2.5% of the respondents have given Vth
priority, 4.2% of the respondents have given
VIIth
priority for the canteen facilities.
Chart: 7.13.c: Prioritizing the reasons- Canteen facilities.
0
5
10
15
20
25
30
35
40
Ist priority IInd
priority
IIIrd
priority
Ivth
priority
Vth
priority
VI priority VIIth
priority
No. Of respondents
Percent

Table: 7.13.d: Prioritizing the reasons- Co-worker relationship
Co-worker relationship No. Of respondents Percentage
Ist priority 1 .8
IInd priority 8 6.7
VI priority 35 29.2
Total 120 100.0
From the above table it is found that 0.8% of the respondents have given Ist
priority, 6.7% of
priority,
priority, 15% of the respondents have
given VIIth
priority for the co-worker relationship.
Chart: 7.13.d: Prioritizing the reasons- Co-worker relationship
0
5
10
15
20
25
30
35
40
Ist priority IInd
priority
IIIrd
priority
IVth
priority
Vth priority VI priority VIIth
priority
No. Of respondents
Percent

Table: 7.13.e: Prioritizing the reasons- Supervisor relationship
Supervisor relationship No. Of respondents Percentage
Ist priority 2 1.7
IInd priority 5 4.2
VI priority 19 15.8
Total 120 100.0
priority, 4.2% of
priority,
given VIIth
Chart: 7.13.e: Prioritizing the reasons- Supervisor relationship.
0
5
10
15
20
25
30
35
40
Ist priority IInd
priority
IIIrd
priority
IVth
priority
Vth
priority
VI priority VIIth
priority
No. Of respondents
Percent

Table: 7.13.f: Prioritizing the reasons- Sufficient training
Sufficient training No. Of respondents Percentage
Ist priority 9 7.5
IInd priority 3 2.5
VI priority 26 21.7
Total 120 100.0
priority, 2.5% of
priority,
given VIIth
priority for the sufficient training.
Chart: 7.13.f: Prioritizing the reasons- Sufficient training
0
5
10
15
20
25
30
Ist priority IInd
priority
IIIrd
priority
IVth
priority
Vth
priority
VI priority VIIth
priority
No. Of respondents
Percent

Table: 7.13.g: Prioritizing the reasons- Lenient management system
Lenient management
system
No. Of respondents Percentage
Ist priority 1 .8
IInd priority 3 2.5
VI priority 26 21.7
Total 120 100.0
priority, 2.5% of
priority,
given VIIth
priority for the lenient management system.
Chart: 7.13.g: Prioritizing the reasons- Lenient management system
0
5
10
15
20
25
30
35
40
Ist priority IInd
priority
IIIrd
priority
IVth
priority
Vth priority VI priority VIIth
priority
No. Of respondents
Percent

Table: 7.14.a: Awareness about the company’s sufferings.
Awareness No. Of respondents Percentage
Agree 30 25.0
Neutral 25 20.8
Disagree 2 1.7
Total 120 100.0
From the above table it is found that 49.2% of the respondents are strongly agreed, 25% of
the respondents are agreed, 20.8% of the respondents are in neutral, 3.3% of the respondents
are strongly disagreed, 1.7% of the respondents are disagreed that they know about the
company’s sufferings if they absent without prior permission.
Chart: 7.14.a: Awareness about the company’s sufferings.
0
10
20
30
40
50
60
70
disagree
No. Of respondents
Percentage

Table: 7.14.b: Superiors are more concerned about their absence
Superiors concern No. Of respondents Percentage
Agree 57 47.5
Neutral 21 17.5
Disagree 2 1.7
Total 120 100.0
are disagreed, 2.5% of the respondents are strongly disagreed that their superiors are more
concerned about their absence and advice them to attend regularly.
Chart: 7.14.b: Superiors are more concerned about their absence
0
10
20
30
40
50
60
disagree
No. Of respondents
Percentage

Table: 7.14.c: Actions against leave taken.
Actions No. Of respondents Percentage
Agree 22 18.3
Neutral 21 17.5
Disagree 15 12.5
Total 120 100.0
the respondents are agreed, 17.5% of the respondents are in neutral, 12.5% of the
respondents are disagreed, 17.5% of the respondents are strongly disagreed that company is
not keen about taking any actions against their absence.
Chart: 7.14.c: Actions against leave taken.
0
5
10
15
20
25
30
35
40
45
disagree
No. of respondents
Percentage

Table: 7.15.a: Bus facilities are convenient for respondents.
Bus facilities No. Of respondents Percentage
Agree 33 27.5
Neutral 9 7.5
Disagree 6 5.0
Total 120 100.0
are disagreed, 4.2% of the respondents are strongly disagreed that bus facilities provided by
the company is convenient for them.
Chart: 7.15.a: Bus facilities are convenient for respondents.
0
10
20
30
40
50
60
70
80
disagree
No. Of respondents
Percentage

Table: 7.15.b: convenient bus timings
Bus timings No. Of respondents Percentage
Agree 29 24.2
Neutral 24 20.0
Disagree 7 5.8
Total 120 100.0
the respondents are agreed, 20% of the respondents are in neutral, 5.8% of the respondents
are disagreed, 5.0% of the respondents are strongly disagreed that bus timings are convenient
for them.
Chart: 7.15.b: convenient bus timings
0
10
20
30
40
50
60
disagree
No. Of respondents
Percentage

Table: 7.15.c: Convenient pickup points
Pickup points No. Of respondents Percentage
Agree 31 25.8
Neutral 19 15.8
Disagree 6 5.0
Total 120 100.0
are disagreed, 9.2% of the respondents are strongly disagreed that bus pick-up points are
convenient for them.
Chart: 7.15.c: Convenient pickup points
0
10
20
30
40
50
60
disagree
No. Of respondents
Percentage

Table: 7.16.a: food provided for me is tasty & healthy for the respondents
Food quality No. Of respondents Percentage
Agree 18 15.0
Neutral 40 33.3
Disagree 30 25.0
Total 120 100.0
the respondents are agreed, 33.3% of the respondents are in neutral, 25% of the respondents
are disagreed, 10% of the respondents are strongly disagreed that food provided by the
company is tasty and healthy for them.
Chart: 7.16.a: food provided for me is tasty & healthy for the respondents
0
5
10
15
20
25
30
35
40
45
disagree
No. Of respondents
Percentage

Table: 7.16.b: Food provided by the company is cooked in a hygienic way for the
respondents
Hygienic food No. Of respondents Percentage
Agree 18 15.0
Neutral 55 45.8
Disagree 16 13.3
Total 120 100.0
respondents are disagreed, 15% of the respondents are strongly disagreed that food provided
by the company is cooked in a hygienic way.
Chart: 7.16.b: Food provided by the company is cooked in a hygienic way for the
respondents
0
10
20
30
40
50
60
disagree
No. Of respondents
Percentage

Table: 7.16.c: Food provided by the company is worthy for the respondents
Worthiness of food No. Of respondents Percentage
Agree 28 23.3
Neutral 30 25.0
Disagree 24 20.0
Total 120 100.0
the respondents are agreed, 25% of the respondents are in neutral, 20% of the respondents
are disagreed, 15.8% of the respondents are strongly disagreed that food provided by the
company is worthy.
Chart: 7.16.c: Food provided by the company is worthy for the respondents
0
5
10
15
20
25
30
35
disagree
No. Of respondents
Percentage

Table: 7.16.d.: Break timings are comfortable for the respondents
Break timings No. Of respondents Percent
Agree 17 14.2
Neutral 25 20.8
Disagree 26 21.7
Total 120 100.0
respondents are disagreed, 27.5% of the respondents are strongly disagreed that break timings
are comfortable for them.
Chart: 7.16.d.: Break timings are comfortable for the respondents
0
5
10
15
20
25
30
35
disagree
No. Of respondents
Percent

Table: 7.17.a: Training provided by the company is sufficient for the respondents
Sufficient training No. Of respondents Percentage
Agree 30 25.0
Neutral 17 14.2
Disagree 13 10.8
Total 120 100.0
From the above table it is found that 35% of the respondents are strongly agreed, 25% of the
respondents are agreed, 14.2% of the respondents are in neutral, 10.8% of the respondents
are disagreed, 15% of the respondents are strongly disagreed that training provided by the
company is sufficient for them.
Chart: 7.17.a: Training provided by the company is sufficient for the respondents
0
5
10
15
20
25
30
35
40
45
Strongly
agree
Agree Neutral Disagree Strongly
disagree
No. Of respondents
Percentage

Table: 7.17.b: Respondents are clear about the responsibilities of their work
Know bout responsibilities No. Of respondents Percentage
Agree 51 42.5
Neutral 23 19.2
Disagree 4 3.3
Total 120 100.0
are disagreed, 2.5% of the respondents are strongly disagreed that they are clear about the
responsibilities of their work.
Chart: 7.17.b: Respondents are clear about the responsibilities of their work
0
10
20
30
40
50
60
disagree
No. Of respondents
Percentage

Table: 7.18.a: Respondents feel easy to communicate with their co-worker
Easy to communicate No. Of respondents Percentage
Agree 57 47.5
Neutral 10 8.3
Disagree 1 .8
Total 120 100.0
are disagreed, 2.5% of the respondents are strongly disagreed that they feel easy to
communicate with their co-workers.
Chart: 7.18.a: Respondents feel easy to communicate with their co-worker.
0
10
20
30
40
50
60
disagree
No. Of respondents
Percentage

Table: 7.18.b: No conflicts among co-workers regarding the work
No conflicts No. Of respondents Percentage
Agree 51 42.5
Neutral 9 7.5
Disagree 4 3.3
Total 120 100.0
the respondents are agreed,7.53% of the respondents are in neutral, 3.3% of the respondents
are disagreed, 7.5% of the respondents are strongly disagreed that no conflicts amongst them
regarding the work.
Chart: 7.18.b: No conflicts among co-workers regarding the work
.
0
10
20
30
40
50
60
Strongly
agree
disagree
No. Of respondents
No. Of respondents Percentage

Table: 7.18.c: co-worker helps them/ clears their doubt
Helping/ clearing doubts No. Of respondents Percentage
Agree 57 47.5
Neutral 9 7.5
Disagree 2 1.7
Total 120 100.0
From the above table it is found that 35% of the respondents are strongly agreed, 47.5% of
are disagreed, 8.3% of the respondents are strongly disagreed that co-worker helps him/clears
his doubts.
Chart: 7.18.c: co-worker helps them/ clears their doubt
0
10
20
30
40
50
60
disagree
No. Of respondents
Percentage

Table: 7.19.a: respondents feel easy to communicate with their supervisor
Easy to communicate No. Of respondents Percentage
Agree 30 25.0
Neutral 17 14.2
Disagree 6 5.0
Total 120 100.0
the respondents are agreed, 14.2% of the respondents are in neutral, 5% of the respondents
are disagreed, 1.7% of the respondents are strongly disagreed that they feel easy to
communicate with their supervisor.
Chart: 7.19.a: respondents feel easy to communicate with their supervisor
0
10
20
30
40
50
60
70
disagree
No. Of respondents
Percentage

Table: 7.19.b: supervisor helps them/ clears their doubt
Helping/clears doubts No. Of respondents Percentage
Agree 65 54.2
Neutral 17 14.2
Disagree 3 2.5
Total 120 100.0
are disagreed, 3.3% of the respondents are strongly disagreed that supervisor helps him/clears
his doubt promptly.
Chart: 7.19.b: supervisor helps them/ clears their doubt
0
10
20
30
40
50
60
70
disagree
No. Of respondents
Percentage

Table: 7.19.c: No conflicts among them regarding the work
No conflicts No. Of respondents Percentage
Agree 35 29.2
Neutral 14 11.7
Disagree 2 1.7
Total 120 100.0
are disagreed, 6.7% of the respondents are strongly disagreed that there is no conflicts
amongst them regarding the work.
Chart: 7.19.c: No conflicts among them regarding the work.
0
10
20
30
40
50
60
70
disagree
No. Of respondents
Percentage

Table: 7.20.a: Respondents are comfortable to continue shifts
Continue shifts Frequency Percent
Agree 20 16.7
Neutral 24 20.0
Disagree 36 30.0
Total 120 100.0
the respondents are agreed, 20% of the respondents are in neutral, 30% of the respondents
are disagreed, 10.8% of the respondents are strongly disagreed that they are comfortable to
continue shifts.
Chart: 7.20.a: Respondents are comfortable to continue shifts
0
5
10
15
20
25
30
35
40
disagree
Frequency
Percent

Table: 7.20.b1: Respondents are comfortable to work continuously in I & II shift
Continue I and II shift Frequency Percent
Agree 17 14.2
Neutral 17 14.2
Disagree 38 31.7
Total 120 100.0
respondents are disagreed, 19.2% of the respondents are strongly disagreed that they are
comfortable to work continuously in I & II shift.
Chart: 7.20.b1: Respondents are comfortable to work continuously in I & II shift
0
5
10
15
20
25
30
35
40
disagree
Frequency
Percent

Table: 7.20.b2: Respondents are comfortable to work continue in II & III shift
Continue II and III shift No. Of respondents Percentage
Agree 30 25.0
Neutral 17 14.2
Disagree 32 26.7
Total 120 100.0
comfortable to work continuously in II & III shift.
Chart: 7.20.b2: Respondents are comfortable to work continue in II & III shift
0
5
10
15
20
25
30
35
disagree
No. Of respondents
Percentage

Table: 7.20.b3: Respondents are comfortable to work continuously in III & I shift
Continue III and I shift No. Of respondents Percentage
Agree 20 16.7
Neutral 15 12.5
Disagree 43 35.8
Total 120 100.0
comfortable to work continuously in III & I shift.
Chart: 7.20.b3: Respondents are comfortable to work continuously in III & I shift
0
5
10
15
20
25
30
35
40
45
50
Strongly
agree
disagree
No. Of respondents
Percentage

Table: 7.20..c: Respondents are permitted to take the comp.off as and when i need
Comp.off No. Of respondents Percentage
Agree 21 17.5
Neutral 33 27.5
Disagree 29 24.2
Total 120 100.0
respondents are disagreed, 15% of the respondents are strongly disagreed that they are
permitted to take the comp.off as and when they need.
Chart: 7.20..c: Respondents are permitted to take the comp.off as and when i need
0
5
10
15
20
25
30
35
disagree
No. Of respondents
Percentage

Table: 7.20.d: Respondents are given OT from extra work
OT No. Of respondents Percentage
Agree 16 13.3
Neutral 18 15.0
Disagree 40 33.3
Total 120 100.0
the respondents are agreed, 15% of the respondents are in neutral, 33.3% of the respondents
are disagreed, 26.7% of the respondents are strongly disagreed that they are given OT from
extra work.
Chart: 7.20.d: Respondents are given OT from extra work
0
5
10
15
20
25
30
35
40
45
Strongly
agree
disagree
No. Of respondents
Percentage

Table: 7.21.a: Uniform provided by the company is of good quality for the respondents
21.a.
Uniform quality No. Of respondents Percentage
Agree 20 16.7
Neutral 32 26.7
Disagree 14 11.7
Total 120 100.0
respondents are disagreed, 24.2% of the respondents are strongly disagreed that uniform
provided by the company is of good quality.
Chart: 7.21.a: Uniform provided by the company is of good quality for the respondents
0
5
10
15
20
25
30
35
disagree
No. Of respondents
Percentage

Table: 7.21: b: Shoes provided by the company is of good quality for the respondents
Shoe quality No. Of respondents Percentage
Agree 16 13.3
Neutral 16 13.3
Disagree 27 22.5
Total 120 100.0
respondents are disagreed, 36.7% of the respondents are strongly disagreed that shoes
provided by the company is of good quality.
Chart: 7.21: b: Shoes provided by the company is of good quality for the respondents
0
5
10
15
20
25
30
35
40
45
50
Strongly
agree
disagree
No. Of respondents
Percentage

Table: 7.21.c: Respondents are clear about the importance of PPE's
Importance of PPE No. Of respondents Percentage
Agree 33 27.5
Neutral 28 23.3
Disagree 12 10.0
Total 120 100.0
From the above table it is found that 35% of the respondents are strongly agreed, 27.5% of
the respondents are agreed, 23.3.% of the respondents are in neutral, 10% of the respondents
are disagreed, 4.2% of the respondents are strongly disagreed that they are clear about the
importance of PPE’s.
Chart: : 7.21.c: Respondents are clear about the importance of PPE's
0
5
10
15
20
25
30
35
40
45
Strongly
agree
disagree
No. Of respondents
Percentage

CROSS TABULATIOS
Table: 7.22: Designation of the respondents * Health problems – Cross tabulation
Designation
Health problems
TotalIst
priority
IInd
priority
IIIrd
priority
IVth
priority
Vth
priority
VIIth
priority
CAPS 12 6 2 1 2 0 23
Diploma 38 17 2 4 0 1 62
STT 9 3 0 3 1 0 16
ITI 6 3 0 0 0 0 9
GAPS 7 2 1 0 0 0 10
Total
72 31 5 8 3 1 120
From the above table, it is found that
 In CAPS 12 respondents has given 1st
priority, 6 respondents has given 2nd
priority, 2
respondents has given 3rd
priority, 1 respondent has given 4th
priority, 2 respondents
has given 5th
priority for health problems.
 In Diploma 38 respondents has given 1st
priority, 2 respondents has given 3rd
priority, 1
respondent has given 7th
 In STT 9 respondents has given 1st
priority, 3
respondents has given 4th
priority for health
problems.
 In ITI 6 respondents has given 1st
priority for
health problems.
 In GAPS 7 respondents has given 1st
priority, 1

Chart:7.22: Designation of the respondents * Health problems – Cross
tabulation
0
5
10
15
20
25
Ist priority IInd priority IIIrd priority IVth priority Vth priority VIth priority VIIth priority
CAPS
Diploma
STT
ITI
GAPS

Table: 7.23: Designation of the respondents * Transport facilities - Cross tabulation
Designation
Transport facilities Total
Ist
priority
IInd
priority
IIIrd
priority
IVth
priority
Vth
priority
VI
priority
CAPS 4 11 4 2 0 2 23
Diploma 13 22 8 5 10 4 62
STT 3 6 5 1 1 0 16
ITI 1 2 4 1 0 1 9
GAPS 3 3 1 1 1 1 10
Total 24 44 22 10 12 8 120
priority, 4
priority, 2 respondents has given 4th
has given 6th
priority for transport facilities.
 In diploma 13 respondents has given 1st
priority, 10
priority for transport
facilities.
priority, 5
priority, 1 respondent
has given 5th
 In ITI 1 respondent has given 1st
priority, 4
has given 6th
 In GAPS 3 respondents has given 1st
priority, 1
respondent has given 3rd
priority, 1 respondent has
given 5th

Chart :7.23: 7.23: Designation of the respondents * Transport facilities - Cross tabulation

0
5
10
15
20
25
Ist priority IInd priority IIIrd
priority
IVth
priority
Vth priority VIth
priority
VIIth
priority
CAPS
Diploma
STT
ITI
GAPS

Table: 7.24: Designation of the respondents * canteen facilities - Cross
tabulation
Designation
Canteen facilities
TotalIst
priority
IInd
priority
IIIrd
priority
IVth
priority
Vth
priority
VI
priorit
y
VIIth
priority
CAPS 4 3 8 6 2 0 0 23
Diploma 6 12 18 9 8 4 5 62
STT 1 5 3 3 4 0 0 16
ITI 1 1 0 5 1 1 0 9
GAPS 0 4 5 0 0 1 0 10
Total 12 25 34 23 15 6 5 120
priority, 8
has given 5th
priority for canteen facilities.
priority,
18 respondents has given 3rd
priority, 8
has given 7th
 In STT 1 respondent has given 1st
priority, 3
has given 5th
priority, 3
has given 5th
 In GAPS 4 respondents has given 2nd
priority, 1

Chart: 7.24: Designation of the respondents * canteen facilities - Cross tabulation
0
2
4
6
8
10
12
14
16
18
Ist priority IInd priority IIIrd priority IVth priority Vth priority VIth priority VIIth
priority
CAPS
Diploma
STT
ITI
GAPS

Table:7.25: Designation of the respondents * co-worker relationship - Cross tabulation
Designation
Co-worker relationship Total
Ist
priority
IInd
priority
IIIrd
priority
IVth
priority
Vth
priority
VI
priorit
y
VIIth
priority
CAPS 0 1 3 5 6 5 3 23
Diploma 1 4 5 15 9 16 12 62
STT 0 1 0 2 6 6 1 16
ITI 0 2 2 1 1 3 0 9
GAPS 0 0 0 0 3 5 2 10
Total 1 8 10 23 25 35 18 120
 In CAPS 1 respondent has given 2nd
priority, 5
has given 6th
priority for co-worker relationship.
 In Diploma1 respondent has given 1st
priority, 5
has given 5th
priority, 12 respondents has given
7th
 In STT 1 respondent has given 2nd
priority, 6
has given 7th
 In ITI 2 respondents has given 2nd
priority, 1
has given 6th
 In GAPS 3 respondents has given 5th
priority, 2

Chart: 7.25: Designation of the respondents * co-worker relationship - Cross tabulation
0
2
4
6
8
10
12
14
16
18
CAPS
Diploma
STT
ITI
GAPS

Table: 7.26: Designation of the respondents * supervisor relationship - Cross tabulation
Designation
Supervisor relationship
Total
Ist
priority
IInd
priority
IIIrd
priority
IVth
priority
Vth
priority
VI
priority
VIIth
priority
CAPS 0 0 2 1 5 8 7 23
Diploma 2 4 8 11 16 5 16 62
STT 0 0 3 1 2 3 7 16
ITI 0 0 1 1 4 0 3 9
GAPS 0 1 1 0 2 3 3 10
Total 2 5 15 14 29 19 36 120
 In CAPS 2 respondents has given 3rd
priority, 5
has given 7th
priority for supervisor relationship.
 In Diploma2 respondent has given 1st priority, 4 respondents has given 2nd
priority, 8
priority, 16
has given 7th
 In STT 3 respondents has given 3rd
priority, 2
has given 7th
 In ITI 1 respondent has given 3rd
priority, 4
priority for supervisor
relationship
 In GAPS 1 respondent has given 2nd
priority, 1 respondent has given 3rd
priority, 2
has given 7th

Chart: 7.26: Designation of the respondents * supervisor relationship Cross tabulation
0
2
4
6
8
10
12
14
16
18
CAPS
Diploma
STT
ITI
GAPS

Table: 7. 27: Designation of the respondents * sufficient training Cross tabulation
Designation
Sufficient training
TotalIst
priority
IInd
priority
IIIrd
priority
IVth
priority
Vth
priority
VI
priority
VIIth
priority
CAPS 3 0 4 5 5 4 2 23
Diploma 2 3 8 14 5 17 13 62
STT 3 0 1 5 0 3 4 16
ITI 1 0 2 0 0 2 4 9
GAPS 0 0 2 3 4 0 1 10
Total 9 3 17 27 14 26 24 120
priority,4respondents has given 3rd
priority, 5
has given 6th
priority for sufficient training.
priority, 8
has given 5th
priority, 13 respondents has given
7th
priority, 5
has given 7th
priority, 2
priority for sufficient
training.
 In GAPS 2 respondents has given 3rd
priority, 4
priority for sufficient
training.

Chart: 7. 27: Designation of the respondents * sufficient training - Cross tabulation
0
2
4
6
8
10
12
14
16
18
Ist priority IInd priority IIIrd priorityIVth priority Vth priority VIth priority VIIth
priority
CAPS
Diploma
STT
ITI
GAPS

Table: 7.28: Designation of the respondents * Lenient management system - Cross
tabulation
Designation
Lenient management system
TotalIst
priority
IInd
priority
IIIrd
priority
IVth
priority
Vth
priority
VI
priority
VIIth
priority
CAPS 0 1 1 3 3 4 11 23
Diploma 1 0 14 3 13 16 15 62
STT 0 1 4 1 2 4 4 16
ITI 0 1 0 1 3 2 2 9
GAPS 0 0 1 5 0 0 4 10
Total 1 3 20 13 21 26 36 120
 In CAPS 1 respondents has given 2nd
priority, 1respondent has given 3rd
priority, 3
has given 6th
priority for Lenient management
system .
priority,
3 respondent has given 4th
priority, 16
priority for Lenient
management system .
 In STT 1 respondent has given 2nd
priority,4 respondents has given 3rd
priority, 1
has given 6th
priority for Lenient management
system .
 In ITI 1 respondent has given 2nd
priority, 3
has given 7th
priority for Lenient management system .
 In GAPS 1 respondents has given 3rd
priority, 4
priority for Lenient management system .

Chart: 7.28: Designation of the respondents * Lenient management system - Cross tabulation
0
2
4
6
8
10
12
14
16
18
CAPS
Diploma
STT
ITI
GAPS

CHI-TEST;
Table: 7.29 Age Vs Health problems of the respondents
H0 (null hypothesis) = Age of the respondents is not the reason for the health problems
H1 (alternative hypothesis) = Age of the respondents is the reason for the health problems
Age
Health reasons
Ist priority IInd
priority
IIIrd
priority
Vth
priority
VI priority Total
< 19 yrs 6.525 5.625 5.175 5.175 4.5 27
19-21 yrs 8.216667 7.083333 6.516667 6.516667 5.666667 34
22-24 yrs 7.25 6.25 5.75 5.75 5 30
> 24 yrs 7.008333 6.041667 5.558333 5.558333 4.833333 29
total 29 25 23 23 20 120
Degrees of freedom =3*4=12, the table value for 5% level of significance is 21.021 and
calculated value is 0.999976.
INFERENCE:
Since table value is greater than calculated value H0 null hypothesis is accepted.

Table 7.30: Location of the respondents Vs Transport
H0 (null hypothesis) = location of the respondents is not the reason for the transport
problems.
H1 (alternative hypothesis) = location of the respondents is not the reason for the transport
problems.
Location
Transport facilities
Ist priority IInd
priority
IIIrd
priority
Vth
priority
VI
priority
Total
Chatram
(Trichy) &
nearby 8.783333 7.083333 6.233333 5.95 5.95 34
Woraiyur &
nearby 7.233333 5.833333 5.133333 4.9 4.9 28
Manaparai &
nearby 7.233333 5.833333 5.133333 4.9 4.9 28
Viralimalai &
nearby 7.75 6.25 5.5 5.25 5.25 30
Total 31 25 22 21 21 120
Degrees of freedom =3*4=12, the table value for 5% level of significance is 21.021 and
calculated value is 0.9999541.
INFERENCE:
Since table value is greater than calculated value H0 null hypothesis is accepted.

FINDINGS, SUGGESTIONS AND CONCLUSION.
The following pages deals with the summary of findings after a careful analysis of the
data collected from the respondents in a significant manner. The findings are supported with
suitable solutions that are offered for the effective absenteeism management in near future. It
is also concluded with the remarks at the last.
FINDINGS:
 From the table (7.1) it is found that 59.2% of the respondents are 19-21yrs, 30.8% of
the respondents are 22-24yrs, 6.7% respondents are above 24yrs and 3.3%
respondents are below 19 yrs.
 From the table (7.2) it is found that 37.5% of the respondents are from Chatram
(Trichy) & nearby, 24.2% of the respondents are from Woraiyur & nearby, 19.2%
Viralimalai & nearby,13.3% of the respondents are from Manaparai & nearby, 5.8 of
the respondents are from other areas.
 From the table (7.3) it is found that 82.5% of the respondents are from Diploma, 8.3%
of the respondents are from ITI, 5% of the respondents are from BE, 4.2% of the
respondents are from HSC
 From the table (7.4) it is found that 51.7% of the respondents are from diploma,
19.2% of the respondents are from CAPS, 13.3% of the respondents are from STT,
8.3% of the respondents are from GAPS, 7.5% of the respondents are from ITI.
 From the table (7.5) its is found that 31.7% of the respondents are working for 9-
12months, 22.5% of the respondents are working above 1 year, 20.8% of the
respondents are working for 0-3months, 16.7% of the respondents are working for 3-
6months, 8.3% of the respondents are working for 6-9months.
 From the table (7.6) it is found that 57.5% of the respondents are know about the
leave policy of the company, 30.8% of the respondents are know about the leave
policy of the company, 9.2% of the respondents are not clear about the policy, 2.5%
of the respondents are don’t know about the policy.
 From the table (7.7) it is found that 30% of the respondents are taking 10 days leave
in a year, 29.2% of the respondents are not taking any leave, 28.3% of the
respondents are taking 8 days leave in a year, 8.3% of the respondents are taking
above 12days leave, 4.2% of the respondents are taking 12 days leave in a year.

 From the table (7.8) it is found that 49.2% of the respondents are taking leave because
of unexpected situation, 28.3% of the respondents are taking leave because of health
issues, 20.8% of the respondents are taking leave because of festival/function, 1.7% of
the respondents are taking leave because of other reasons.
 From the table (7.9) it is found that 36.7% of the respondents are strongly agreed,
16.7% of the respondents are strongly disagreed, 15.8% of the respondents are
strongly agreed, 15.8% of the respondents are disagreed, 15% of the respondents are
in neutral about leave provided by the company.
 From the table (7.10) it is found that 45.8% of the respondents are agreed, 28.3% of
the respondents are strongly agreed, 9.2% of the respondents are strongly disagreed,
9.2% of the respondents are in neutral, 7.5% of the respondents are disagreed about
the knowledge of attendance award system provided by the company.
 From the table (7.11) it is found that 65.8% of the respondents are not received the
attendance award, 16.7% of the respondents have received once, 8.3% of the
respondents have received more than 3 times, 5.8% of the respondents have received
twice, 3.3% of the respondents have received thrice.
 From the table (7.12) it is found that 43.3% of the respondents are absenting at the
time of requirement, 28.3% of the respondents are absenting very rarely, 19.2% of the
respondents are absenting rarely, 5.8% of the respondents are absenting very
frequently, 3.3% of the respondents are absenting frequently.
 From the table (7.13.a) it is found that 60% of the respondents have given Ist
priority,
25.8% of the respondents have given IInd
priority, 4.2% of the respondents have
given IIIrd
priority, 6.7% of the respondents have given IVth
priority, 2.5% of the
respondents have given Vth
priority,
0.8% of the respondents have given VIIth
 From the table (7.13.b.) it is found that 20% of the respondents have given Ist
priority,
given IIIrd
priority, 10% of the
respondents have given Vth
priority,
0% of the respondents have given VIIth
priority for the transport facilities.
 From the table (7.13.c.) it is found that 10% of the respondents have given Ist
priority,
given IIIrd
priority,1 2.5% of the

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