Absenteeism.pdf

A STUDY ON EMPLOYEES ABSENTEEISM
Undergone at
SEOYON E-HWA AUTOMOTIVE INDIA PRIVATE LIMITED
Project submitted to the University of Madras
In partial fulfilment of the requirement for the award of degree of
B. Com (Honours)
SUBMITTED BY : SANGAVI. P
REGISTRATION NO : 1713141043031
Under the guidance of
Mrs. A. BARKATHUNISA
Assistant Professor, Dept. of B. Com (Honours)
Degree of Bachelor of Commerce (Honours)
DEPARTMENT OF B.COM (HONOURS)
GURU NANAK COLLEGE (SHIFT – II)
VELACHERY ROAD
CHENNAI – 600042
ACADEMIC YEAR 2019 - 2020

GURU NANAK COLLEGE (SHIFT – II)
CHENNAI – 600 042
DEPARTMENT OF B.COM (HONOURS)
CERTIFICATE
This project is prepared by Ms. SANGAVI. P under the guidance of Mrs. A.
BARKATHUNISA, Assistant Professor, Department of B. Com (Honours),
Guru Nanak College, Chennai– 600042 based on the project work undergone by
the student in the Company. The External Examiner who has conducted the Viva –
voce Examination for the award of marks as per the guidance laid down by the
University of Madras has evaluated this report.
GUIDE HEAD OF THE DEPARTMENT
EXTERNAL EXAMINER

DECLARATION
I, Ms. SANGAVI. P hereby declare that the project work titled “A STUDY ON
EMPLOYEES ABSENTEEISM” undergone at “SEOYON E-HWA
AUTOMOTIVE INDIA PRIVATE. LIMITED”. Is originally done by me,
submitted to the University of Madras, in partial fulfilment of the requirements for
the award of the degree of Bachelor of Commerce (Honours).
PLACE: CHENNAI SIGNATURE
DATE:

ACKNOWLEDGEMENT
I take this opportunity to record my sincere thanks to Dr. M. G. RAGUNATHAN,
Principal, Guru Nanak College who has always been a source of inspiration in all
our endeavours.
I am grateful to Dr. GUNITA ARUN CHANDHOK, Vice Principal, Guru Nanak
College Shift-II for her constant support and valuable suggestions.
I would like to offer my sincere gratitude to Dr. R. GEETHA, Dean (School of
Commerce) Associate Professor and Head of the Department and other faculty
members of Department of B. Com Honours whose guidance, inspiration and
encouragement has helped a lot. I express my heartfelt thanks to them.
I would like to express my heartfelt thanks to Mrs. A. BARKATHUNISA, faculty
members of Department of B. Com Honours for guiding me throughout the process
in successful completion of my project.
I would like to express my sincere thanks to “SEOYON E-HWA AUTOMOTIVE
INDIA PRIVATE. LIMITED COMPANY” for their cooperation and
encouragement extended throughout the successful completion of the project.
I thank God for the blessings in completing my project successfully.

Table of Content
SI. No Title Page No.
1. Introduction 1-3
Concept of Absenteeism 3-6
i. Effects of absenteeism 6
ii. Cost of absenteeism 6-7
iii. Measures to control absenteeism 7-9
iv. The causes of absenteeism 9-10
v. Types of absenteeism 10
vi. Features of absenteeism 10-11
vii. Advantages of absenteeism 11
viii. Disadvantages of absenteeism 11
Company profile 12-13
Objectives of the study 13
Scope of the study 13
Limitations of the study 13
2. Review of literature 14-17
3. Research Methodology 18-21
4. Data analysis and Interpretation 22-47
5. Findings and Recommendation 48-54
6. Annexure 55-57

List of the Tables
Table No. Contents Page No.
1 Gender Analysis 23
2 Age Respondent Analysis 24
3 Marital Status Analysis 25
4 Education qualification Analysis 26
5 Overtime analysis 27
6 Monthly Income Analysis 28
7 Reason for taking leave 29-32
8 Motivational factors to improve employee’s regularity 33-35
9 Safety measures of the company 36
10 Relationship with the superior 37
11 Absenteeism can be controlled 38
12 Relationship with co-workers 39
13 Value of the leave benefits offered 40
14 Main reason for employees absents 41
15 Absent in a month 42

16 Employee satisfaction with their work 43
17 Opinion about working hours 44
18 Organization provides any salaried leave 45
19 Company providing adequate number of leave to the
employee when they ask
46
20 Feeling boredom in your routine work 47

List of the Charts
Table No. Contents Page No.
1 Gender Analysis 23
2 Age Respondent Analysis 24
3 Marital Status Analysis 25
4 Education qualification Analysis 26
5 Overtime analysis 27
6 Monthly Income Analysis 28
7 Reason for taking leave 29-32
8 Motivational factors to improve employee’s
regularity
33-35
9 Safety measures of the company 36
10 Relationship with the superior 37
11 Absenteeism can be controlled 38
12 Relationship with co-workers 39
13 Value of the leave benefits offered 40
14 Main reason for employees absents 41
15 Absent in a month 42

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INTRODUCTION
A Study on Employees Absenteeism, aims at studying the level of absenteeism. The study also
emphasis the reasons for employee absenteeism as well as helps management to understand the
various factors influencing the employee’s absenteeism.
This study provides measures to control an avoid the frequent absenteeism in the organisation.
High absenteeism in the workplace may be indicative of poor morale, but absences can also be
caused by workplace hazards or sick building syndrome.
Employee 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, vacation,
approved leaves of absence, or leaves of absence allowed for under the collective agreement
provisions would not be included. Employee absenteeism has been viewed as an indicator of poor
individual performance, as well as a breach of an implicit contract between employee and
employer; it was seen as a management problem, and framed in economic or quasi-economic
terms. More recent scholarship seeks to understand employee absenteeism as an indicator of
psychological, medical, or social adjustment to work.
High absenteeism in the workplace maybe indicative of poor morale, but absences can also be
caused by workplace hazards or sick building syndrome. Many employers use statistics such as
the Bradford factor that do not distinguish between genuine illness and absence for inappropriate
reasons.
The study of absenteeism is very important for an industry. The word absenteeism means the
absence of an employee from work when he is scheduled to be present at in work place. An
employer has available of work and employee is well aware of it, and when employer has no
information in advance, that the employee will not be reputed for duty for work if he has taken
leave to which he is entitled or on ground of sickness or in case of accident. Thus, absence may
authorize or unauthorized wilful or caused by circumstance beyond employee’s control. Absence
of worker on account of strike or lay-off that is voluntary.

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MEANING
Employees absenteeism is an intentional or habitual absence from work. While employers expect
workers to miss a certain number of workdays each year, excessive absences can equate to
decreased productivity and can have a major effect on company finances, morale and other factors.
Absenteeism refers to the habitual non-presence of an employee at his or her job. Possible causes
of over absenteeism include job dissatisfaction, ongoing personal issues, and chronic medical
problems. Absenteeism, in simple terms, means the failure of an employee to report for duty when
he is scheduled to work.
DEFINITION
According to LABOUR BUREAU, Shimla defines absenteeism as the failure of the worker to
report for work when he is scheduled to work.
FILLIPO defines absenteeism as a condition that exists when a person fails to come to work when
he is properly scheduled to work.
CONCEPT OF ABSENTEEISM
It refers to workers absence from their regular task when he is normally schedule to work. The
according to Webster’s dictionary “Absenteeism is the practice or habit of being an absentee and
an absentee is one who habitually stays away from work.”
Absenteeism is defined as a pattern of missing work in which an employee is habitually and
frequently absent from work. Absenteeism does not include excused absences, where an employer
has actually granted an employee permission to miss work.
According to Labour Bureau of Shimla: Absenteeism is defined as the total man shifts lost because
of absence as percentage of total number of men shifts scheduled to work. In other words, it
signifies the absence of an employee from work when he is scheduled to be at work. Any employee
may stay away from work if he has taken leave to which he is entitled or on ground of sickness or

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some accident or without any previous sanction of leave. Thus, absence may be authorised or
unauthorised, wilful or caused by circumstances beyond one’s control.
Maybe even worse than absenteeism, it is obvious that people such as malingerers and those
unwilling to play their part in the workplace can also have a decidedly negative impact.
Such team members need individual attention from front line supervisors and management.
Indeed, as prevention is better than cure, where such a problem occurs, it is always important to
review recruitment procedures to identify how such individuals came to be employed in the first
place. For any business owner or manager, to cure excessive absenteeism, it is essential to find and
then eliminate the causes of discontent among team members.
If they find their supervisor or job unpleasant - really unpleasant - they look for legitimate excuses
to stay home and find them with things such as upset stomachs or splitting headaches. Any
effective absentee control program has to locate the causes of discontent and modify those causes
or eliminate them entirely. In other words, if we deal with the real reasons team members stay
home it can become unnecessary for t hem to stay away.
Sometimes team members call in sick when they really do not want to go to work. They would not
call you up and say, “I’m not coming in today because my supervisor abuses me”. Or, “I’m not
coming in today because my chair is uncomfortable.” Or, “I’m not coming in today because the
bathrooms are so filthy; it makes me sick to walk into them”. There are a few essential questions
to consider at the outset if you want to make a measurable improvement to your absenteeism
figures. Why is your present absenteeism policy ineffective? Where and when is excessive
absenteeism occurring? In many cases, under - trained supervisors could be a contribute ding
factor. What are the real causes for absences? It is commonly expected that low pay, poor benefits
and high workloads will be the Major causes.
However, in numerous employee surveys absenteeism generally has been indent infidels a
symptom of low job satisfaction, sub-standard working conditions and consistent negative and
unfair treatment received by first -line supervisors. How much formal training have your

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supervisors received on absenteeism containment and reduction? If your answer is none or very
little, maybe you have found the solution.
As with every other element within your organization, you cannot ask a person to do a job he or
she has never been trained to do. Many human resources specialists have found that repetitive,
boring jobs coupled with uncaring supervisors and or physically unpleasant workplaces are likely
to lead workers to make up excuses for not coming to work. If your team members perceive that
your company is indifferent to their needs, they are less likely to be motivated, or even to clock on
at all. One way to determine the causes of absenteeism is to question your supervisors about
excessive absenteeism, including what causes it and how to reduce it.
Of course, if your supervisors have made no efforts to get to know the team members in their
respective departments, they may not be able to provide reasons. However, just the act of
questioning may get the ball rolling and signal to your supervisors that their involvement is
important. Once a manager finds the real reasons for absenteeism there is another important step.
Through open communication, you need to change the team member’s way of reacting and
responding to discontent. Other problems will no doubt arise in the future. If the way of
responding has not been reviewed, then the same cycle is likely to start all over again.
So, often absenteeism problems can be sheeted back to the supervisor level and to unsatisfactory
working conditions. Without improvement in these areas, you can expect your high rate of
absenteeism to continue. Every employee who takes time off in defiance of company regulations
has reasons, right or wrong, which justify to themselves the legitimacy of their actions. Unless a
management attendance program identifies and addresses the causes of employee absenteeism it
will be ineffective and unfair.
Traditional disciplinary programs alone can, at best, give the illusion of control. It is no secret that
there are ways to beat even the best systems. The fear of discipline often only increases the desire
to avoid management systems. If absenteeism is to be controlled, physical and emotional needs of
employees must be addressed. In a 1985 study on &quote; Rates of Absence among Nurses &
quote; it was found that 50% of absenteeism could be controlled through attending to employees
physical and emotional needs.

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 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.
EFFECTS OF ABSENTEEISM
Industrial progress
It is quite evident that absenteeism is a common feature of industrial labour in India. It hinders
industrial growth and its effect in two-fold.
Loss to worker
Firstly, due to the habit of being absenting frequently worker’s income is reduced to large extent.
It is because there is a general principle of “no work – no pay”. Thus, the time lost in terms of
absenteeism is a loss of income to workers.
Loss to employers
On other hand, the employer has to suffer a greater loss due to absentees. It disturbs the efficiency
and discipline of industries consequently; industrial production is reduced. In order to meet the
emergency and strikes, an additional labour force is also maintaining by the industries. On certain
occasions, those workers are employed who present themselves at factory gates. During strikes
they are adjusted in place of absent workers. Their adjustment brings serious complications
because such workers do not generally prove themselves up to work. Higher absenteeism is an
evil both for workers and the employers and ultimately it adversely affects the production of
industries.
COST OF ABSENTEEISM
Decrease in Productivity.
 Employees may be carrying an extra workload or supporting new or replacement staff.

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 Employees may be required to train and orientate new or replacement workers Staff.
 Morale and employee service may suffer.
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.
 Staff time is required to secure replacement employees or to re-assign the remaining
employees.
 Staff time is required to maintain and control absenteeism.
Following are the measures to control absenteeism
1) Adoption of a well-defined recruitment procedure.
The selection of employees on the basis of command, linguistic and family consideration
should be avoided. The management should look for aptitude and ability in the prospective
employees and should not easily yield or pressure of personal likes and dislikes. Application
blanks should invariably be used for preliminary selection and tools for interviews. The
personal officer should play more effective role as coordinator of information, provided that
he has acquired job Knowledge in the function of selection. Employers should also take into
account the fact that select ion should be for employee’s development, their reliance. They
should as far as possible rely on employment exchange.
2) Provision of healthful and hygienic working condition.
In India, where the climate is warm and most of the work involves manual labour, it is essential
that the workers should be provided with proper and healthy working conditions. The facilities
of drinking water, canteens, lavatories, rest rooms, lighting and ventilation, need to be

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improved. Where any one of these facilities are not available; it should be provided and all
these help in keeping the employee cheerful and increase productivity and the efficiency of
operations throughout the plant.
3) Provision of reasonable wages and allowance and job security to workers.
The wages of an employee determine his as well as his family standard of living. This single
factor is important for him than other. The management should, therefore, pay reasonable
wages and allowances, taking into account the capacity of the industry to pay.
4) Motivators welfare and social measures.
The management should consider the needs of workers and offer them adequate and cheap
housing facilities, free of subsidized food, free medical and transport facilities, free education
facilities for their children and other monetary benefits. As for social security is concern, the
provision of Provident Fund, SBI facilities, Gratuity and Pension, all those need to be
improved.
5) Improved communication and prompt redressal of grievances.
Since a majority of the workers are illiterate or not highly educated bullet and written notices
journals and booklets are not easily understood by them. Meetings and concealing are called
for written communication becomes meaningful only when workers can ready understood
them, too many notices should be avoided only the essential ones should be put on the boards,
which should be placed near the entrance inside the canteen and in areas which are frequently
visited by the workers so that they are aware of the policies of the company and any sort
changes being made.
6) Liberal grant of leave.
The management’s strict attitude in granting leave and holidays even when the need for them
is genuine, tempts workers to go on E.S.I. leave for under this scheme, they can have 56 days
leaves in years on half pay. An effective way of dealing with an absenteeism is to liberalize
leave rules.

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7) Safety and accident prevention.
Safety at work can be maintained and accidents can be prevented if the management tries to
eliminate such personal factors as negligence, overconfidence, carelessness, vanity, etc and
such material factorizes unguarded machinery and explosives, defective equipment and hand
tools. Safe methods of operation should be taught. In addition, consistent and timely safely
instruct ion, written instructions (manual) in the regional language of the area should be given
to the work force.
8) Cordial relations between supervisors and workers.
The supervisor should be recognizing that industrial work is a group’s task and cannot be
properly done unless discipline is enforced and maintained. Cordial relations between the
supervisors and these workers are therefore essential for without them, discipline cannot be
increased. One of the consequences of unhealthy relations between supervisors and
subordinates is absenteeism.
THE CAUSES OF ABSENTEEISM
 Serious accidents and illness
 Low morale
 Poor working conditions
 Boredom on the job
 Lack of job satisfaction
 Inadequate leadership and poor supervision.
 Personal problems (financial, marital, substance abuse, childcare etc.)
 Poor physical fitness
 Transportation problems
 The existence of income protection plans (collective agreement provisions which continue
income during periods of illness or accident).
 Stress
 Workload

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 Employee discontent with a collective bargaining process and/or its results.
 Inadequate nutrition.
TYPES OF ABSENTEEISM
Authorized Absenteeism: If an employee absents himself from work by taking permissions from
superior and applying for leave, such absenteeism is called authorized absenteeism.
Unauthorized Absenteeism: If an employee absents himself from work without informing or
taking permission and without applying for leave, such absenteeism is called unauthorized
absenteeism.
Culpable Absenteeism: Is when the employee skips work and fails to give a reasonable
justification for having done so. Culpable absenteeism refers to employees who are absent without
authorization for reasons which are within their control. For instance, an employee who is on sick
leave even though he/she is not sick, and it can be proven that the employee was not sick, is guilty
of culpable absenteeism. To be culpable is to be blameworthy. In a labour relations context this
means that progressive discipline can be applied. For the large majority of employees, absenteeism
is legit inmate, innocent absenteeism which occurs infrequently. Procedures for disciplinary action
apply only to culpable absenteeism. Many organizations take the view that through the process of
individual absentee counselling and treatment, the majority of employees will overcome their
problems and return to an acceptable level of regular attendance.
Non-culpable Absenteeism: Is when the employee skips work due to justified reasons (ill health,
injury, etc.).
FEATURES OF ABSENTEEISM
 The rate of absenteeism is the lowest on pay day, it increases considerably in the days
following the payment of wages and bonus.
 Absenteeism is generally high among the workers below 25 years of age and those above
40 years of age.

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 The rate of absenteeism varies from department to department within an organization.
Generally, it is high in the production.
 Absenteeism in traditional industries is seasonal in character.
 The incidence of absenteeism is usually higher in the night shifts than in the day shifts.
 The percentage of absenteeism is generally much higher in mining and plantation industries
as compared to organized manufacturing industries.
 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.
ADVANTAGES
 Improve the discipline of the company and boost employee motivation.
 Increase in efficiency of operation by trainee.
 Helps to develop an absenteeism policy.
 May result in better productivity of the employee.
DISADVANTAGES
 Other employees will have to do excess work which will lead to decrease morale of
employees.
 Manager will have to spend excess time on the discipline or may find the replacement of
the employee.
 The productivity will be affected if the employee is released from the company and also
will have to spend money in-order to train the new employee.

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COMPANY PROFILE
SEOYON E-HWA AUTOMOTIVE INDIA PRIVATE LIMITED is located in Kanchipuram,
Tamil Nadu, India and is part of the plastic & rubber product Manufacturing Industry. It is a
corporate family. Companies like SEOYON E-HWA INDIA PRIVATE LIMITED around the
world, including contacts, financials, and competitor information. SEOYN E-HWA
AUTOMOTIVE INDIA PVT LTD is a part of the Plastic and Rubber product Manufacturing
Industry. It has 1,140 total employees across all its location. There are 20 companies in the SEOYN
E-HWA AUTOMOTIVE INDIA PVT LTD corporate company.
It is a private incorporated on 06 November 2008. It is classified as Non-govt company and is
registered at registrar of companies, Chennai. Its authorized share capital is Rs. 400,000,000 and
its paid-up capital is Rs. 234,469,472.
SEOYON E-HWA CO, LTD, formerly a Korean-based company principally engaged in the
design, manufacture and sale of automobile interior parts. The company’s main products portfolio
consists of door trims, bumpers, consoles, seats, screen assemblies, pillar trims, head linings,
covering shelves, as well as package trays, among others. The company distributes its products
within domestic market and to overseas markets.
Directors of SEOYON E-HWA AUTOMOTIVE CHENNAI PRIVATE LIMITED are BONEON
KOO, JONG HUN BAE, SEHWAN PARK. Since their foundation in 1972, they have established

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more than 10 overseas subsidiaries and have grown into a global auto parts supplier. They will
continue to be a Global auto parts leading supplier who will lead the future automotive parts
technology by securing the best competitiveness based on change through unwavering passion and
endless challenges.
SEOYON E-HWA is devoted to securing competitiveness through technological innovation. With
excellent researchers, and proactive investment in R&D, it is equipped with up-to-date facilities to
conduct research on product design, material development, and assessment. SEOYON E-HWA
invests its utmost efforts into becoming the “Global Auto Parts Supplier”, with a renowned status
in the global automotive industries as well as in Korea, based on customer-satisfaction through
creative management that respects humanity.
OBJECTIVES OF THE STUDY
 To identify the reasons for absenteeism of the employees.
 To identify the factors that motivates the employees, which minimize absenteeism.
 To measure the level of employee’s absenteeism.
SCOPE OF THE STUDY
 The development of any organisation depends on the regularity of employees.
 The study is conducted to know the various levels and reasons for absence of employees
in an organisation.
 By looking it, one can adopt corrective measures to decrease irregularities in the
organisation, leads to organisational growth.
LIMITATIONS OF THE STUDY
 Timings for collecting the information from the employees was very limited.
 Employees were always busy with their work which did not allowed me to talk with them
and collect the information.
 Some of the respondents are not willing to give true information in some cases.
 The sample size of the study is 102

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CHAPTER-2
REVIEW OF LITERATURE

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REVIEW OF LITERATURE
A literature review or narrative review is a type of review article. A literature review is scholarly
paper, which includes the current knowledge including substantive findings, as well as theoretical
and methodological contributions to a particular topic.
Literature reviews are secondary sources and do not report new or original experimental work.
Literature reviews are the basis for research in nearly every academic field. A narrow scope
literature review may be included as a part of a peer-reviewed journal article presenting new
research, serving to situate the current study within the body of the relevant literature and to
provide context for the reader. In such a case, the review usually precedes the methodology and
the results sections of the work.
A literature review of various authors:
THE LABOUR BUREAU (1962) defines absenteeism as the total shifts lost because of absence
as percentage of the total number of man shifts scheduled to work like wise defines it as “the
temporary cessation of work for not le than one whole working day initiative of the worker when
his presence is expected by the employer” Similarly encyclopaedia of social science observes
“Absenteeism as the time lost in industrial establishment by avoidable or unavoidable absence of
employees, he time lost by the strikes or by lateness amounting to an hour or two is not usually
include”.
RAGHAVAN (1978) The Ex-Chairman of BHEL, a public sector Organization, stressed the need
for worker’s participation in management. According to him, equal participation of workers in
both the work and life creates more job satisfaction on the other good family life.
RICE (1985) emphasized the relationship between work satisfaction and quality of people’s lives.
The study contented that work experiences and outcomes can affect person’s general quality of
life, both directly and indirectly which effects on their family interactions, leisure activities and
levels of health and energy.

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JACOBSON (1989) has investigated a direct relationship between monetary coats incentives and
work floor attendance.
GALINSKY ET AL (1991) discussed work life balance policies which are the values, which attract
prospective employees and are tools for employee retention and motivation. The study found that
one should also keep in only in terms of lucrative job assignments but also in terms of their ability
to maintain healthy balance between their work and non-work life.
BACHMANN AND SCHWARTZ (1994) discussed on the literature that work and balance is
quite varied. Family-friendly work environment, such as flexitime, telework has been portrayed
as an important component of an individual worker’s preferences towards work time. It has been
suggested to the organisation that if work time. It has been suggested to the organisations that if
work and non-work lives environment should be provided to the employees with a means of
recruiting, retaining and motivating their work force.
GLASS AND FUJI MOTO (1995) defined work-family practices as ‘any benefit, working
condition, or personnel policy that has been to empirically decrease work-family conflicts among
workers. In operation, work-family practices address, among other things, childcare plans, on-site
day care, eldercare, parental leaves, long-term care leave a flexible working hour is the supporting
human resources practices which make an employee to balance both work and life.
CAPRONI (1997) Emphasized that unlike her peers, takes a different stand on work life balance.
Appreciative of scholars and practitioners who are trying to promote balance between work and
life, she argues that much of the work in field has been built on the language and logic based on
traditional models of bureaucratic organizations which further aggravates the problem. She cites
certain problems in the prevalent literature: first the overarching goal-oriented approach to life that
assumes people have a great deal of choice and control over their lives, and second, the sole focus
on individual (and neglect of structural and relational) level of analysis.
CHAYKOWOSKI & POWELI (1999) Exported on part-time employment for women, where part-
time employment offers fewer benefits and little prospects for an occupational pension in lieu of

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flexibility but pat-time employment helps in caring for children, managing personal
responsibilities.
HOGARTHEL (2000) Stated that women felt that child care facilities should be available in
working place to ensure work life balance.
SENECAL (2001) analysed a sample of 786 French Canadians and demonstrated that if both have
men and women have low levels of motivation towards work and family led to family alienation.
The alienation then predicted work-family conflict, which lead to emotional exhaustion.
BURKE AND COLLINSON (2004) a recent poll by the members of society for human resource
management indicated that professionals viewed flexible workplace schedules as key to employee
retention and if flexi work schedules are provided to the employees it achieves employee retention.
POCOK (2007) argue that longer hours worked, are consistently associated with worse work-life
outcomes on all our life measures. In certain industries (services industries of hospitality and
tourism, for instance) and in developing countries there is an unhealthy acceptance of long working
hours.
BAMBRA (2008) Review of experimental and quasi-experimental studies focused on shift work
and work-life balance. Three interventions found to improve work-life balance: shift changes from
slow to fast rotation; shift changes from backward to forward rotation; and self-scheduling of shift
work.
ARYASRI A.R (2009) analysed the impact of flexi-time on employee retention as part of work-
life balance practice based on empirical evidence drawn from IT sector. The study shows that
when the average flexi time score increases, the average employee retention score also increases
proportionately. It also founds positive correlation and significant association between employee
retention and flexi-time.
In the topic of employee’s absenteeism, the author RUCHI SINHA in the year (2010) in her study
reveals that there only 4% employees remain away from their work and that too due to personal
reasons. There is very high level of job satisfaction among the employees.

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CHAPTER-3
RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY
Research Methodology is the process of systematic investigation of any management problem it
deals with research design, data collection method, sampling plan, sampling method. “research”
means a scientific and systematic search for pertinent information on a specific topic. Research is
a careful investigation or inquiry especially through search for new facts in any branch of
knowledge. Research comprises defining and redefining problems, formulating hypothesis or
suggested solution; collecting, organizing and evaluating data, making deductions and reaching
conclusions; and at the last carefully testing the conclusions to determine whether they fit the
formulating hypothesis. “Methodology” is defined as “the study of methods by which we gain
knowledge, it deals with cognitive processes imposed on research to the problem arising from the
nature of its subject matter”.
RESEARCH DESIGN
The study is to measure the employee’s absenteeism. Research design is a logical and systematic
plan to conduct a research study. Research design specifies the objectives of the study and the
methodology and techniques to be adopted to achieve the objectives. Descriptive research is also
called statistical research the main goal of this type of research is to describe the data and
characteristics about what is being studied. The idea behind this type of research is to study
frequencies, averages and other statistical calculations. Although this research is highly accurate,
it does not gather the causes behind situation. Descriptive research is mainly done when a research
wants to gain better understanding of topic.
Descriptive research answers the questions who, what, where, when and how.
DATA COLLECTION METHOD:
Primary data
Primary data is known as data collected for the first time through field survey. Such data are
collected with specific set of objectives. Primary data always reveals the cross-section picture of
anything studied. This is needed in research to study the effect or impact and policy.

20
Primary data, which are collected, from the employees directly. It is collected through the
following methods:
 Questionnaire
 Observation
Secondary data
Secondary data refers to the information or facts already collected. Such data are collected with
the objectives of understanding the past status of any variable data collected and reported by some
source is accessed and used for the objectives of the study. The secondary data were collected
from:
 Magazine
 Books
 Journals
SAMPLE SIZE
Sample size means the number of sampling units selected from the population for the purpose of
investigation. The total number of questionnaires distributed is 102. In those 102 respondents
only 98 responses were valid.
STATISTICAL TOOLS USED
The main concept of the analysis is to determine the relationship between the various factors
potential and to determine which factor is significant in enhancing the same. Various statistical
tools are of:
 CHI-SQUARE ANALYSIS
Chi square test is non-parametric test used most frequently by marketing research to test
hypothesis. The main aim is to determine whether significant difference exist among the
groups of data or whether difference due to sampling when a small number of degrees of

21
freedom is involved is greater skewed. As the degree of freedom increases, distribution curve
became most significant and resembles the nominal curve.
 CHI-SQUARE TEST
𝝌𝟐
= ∑
(𝟎 − 𝐄)𝟐
𝐄
Where,
X2
= the test statistic
∑ = the sum of
O = Observed frequencies
E = Expected frequencies
 RANK CORRELATION OF CO-EFFICIENT
A rank correlation coefficient measures the degree of similarly between two rankings and can
be used to access the significance of the relation between them.
 RANK CORRELATION OF CO - EFFICIENT
𝐫 = 𝟏 −
𝟔(𝚺 ⅆ𝟐)
𝐧(𝐧𝟐 − 𝟏)
∑ = the sum of
n = The number of paired observations
r = Coefficient of rank correlation.
Correlation is one of the statistical tools very widely applied as a tool of analysis in every
subject. A nonparametric counterpart of the conventional correlation coefficient. A
correlation coefficient calculated in this manner is known as the spearman rank correlation
coefficient and is denoted by r.

22
CHAPTER-4
DATA ANALYSIS AND INTERPRETETION

23
GENDER ANALYSIS
Table-1
PARTICULARS RESPONDENTS
Male 62
Female 40
GRAND TOTAL 102
Chart-1
INFERENCES
From the above table, it is clear that 62% of the employees are male and 40% of the employees
are female.
61%
39%
Male Female

24
AGE RESPONDENT ANALYSIS
Table-2
Below 20 19
20-25 12
25-30 40
Above 30 31
GRAND TOTAL 102
Chart-2
INFERENCES
From the above table, it indicates that 19% of the respondents are in the age group of below 20,
12% are in the age group of 20-25, 40% are in the age group of 25-30 and 31% are in the age group
of above 30.
19%
12%
39%
30%
Below 20 20-25 25-30 Above 30

25
MARITAL STATUS ANALYSIS
Table-3
Married 36
Unmarried 66
GRAND TOTAL 102
Chart-3
INFERENCES
From the above table, it is found that 66% of the respondents are unmarried and 36% are married.
35%
65%
Married Unmarried

26
EDUCATION QUALIFICATION ANALYSIS
Table-4
SSLC 3
HSC 5
Diploma 12
UG 66
PG 16
GRAND TOTAL 102
Chart-4
INFERENCES
From the above table, it is clear that 3% of the respondents are SSLC and 5% are HSC, 12% are
Diploma, 66% are UG and 16% are PG.
3%5%
12%
65%
15%
SSLC HSC Diploma UG PG

27
OVERTIME ANALYSIS
Table-5
Yes 45
No 57
GRAND TOTAL 102
Chart-5
INFERENCES
From the above table, it indicates that 45% of the employees has said yes and 57% of the
employees has said no.
44%
56%
Yes No

28
MONTHLY INCOME ANALYSIS
Table-6
Below 10,000 25
10,000-20,000 47
More than 20,000 30
GRAND TOTAL 102
Chart-6
INFERENCES
From the above table, it shows that 25% of the employees receive monthly income below 10,000,
47% of the employees receive 10,000-20,000 and 30% of the employees receive more than 20,000.
25%
46%
29%
Below 10,000 10,000-20,000 More than 20,000

29
REASON FOR TAKING LEAVE
TABLE-7
Sickness 38
Lack of interest in jobs 20
Poor working conditions 10
Personal reasons 34
GRAND TOTAL 102
Chart-7
INFERENCES
From the above table, we conclude that 38% of the employees taking leave for the reason of
sickness, 20% for the reason of lack of interest in jobs, 10% for the reason of poor working
conditions and 34% for personal reasons.
37%
20%
10%
33%
Sickness Lack of interest in jobs Poor working conditions Personal reasons

30
CHI – SQUARE TEST
Null hypothesis (HO): There is no significant relationship between the gender and reason for
the employees leave.
Alternative hypothesis (H1): There is a relationship between the gender and reason for the
employees leave.
OBSERVED VALUES
GENDER SICKNESS
LACK OF
INTEREST
IN JOBS
POOR
WORKING
CONDITIONS
PERSONAL
REASONS TOTAL
Male 18 18 9 18 63
Female 21 2 - 16 39
Total 39 20 9 34 102
COMPUTATION OF EXPECTED VALUES
EXPECTED VALUES =
𝐑𝐎𝐖 𝐓𝐎𝐓𝐀𝐋 × 𝐂𝐎𝐋𝐎𝐔𝐌𝐍 𝐓𝐎𝐓𝐀𝐋
𝐆𝐑𝐀𝐍𝐃 𝐓𝐎𝐓𝐀𝐋
GENDER SICKNESS
LACK OF
INTEREST
IN JOBS
POOR
WORKING
CONDITIONS
PESONAL
REASONS
Male 24.1 12.4 5.6 21
Female 14.9 7.6 3.4 13

31
CALCULATED VALUE
O E (O−E) (𝐎 − 𝐄)𝟐
18 24.1 -6.1 37.21
18 12.4 5.6 31.36
9 5.6 3.4 11.56
18 21 -3 9
21 14.9 6.1 37.21
22 7.6 14.4 207.3
0 3.4 -3.4 11.56
16 13 3 9
102 354.2
𝝌𝟐
= ∑
(0 − E)2
E
𝝌𝟐
=
354.2
102
CALCULATED VALUE = 3.472
Degree of freedom = (C-1) × (R-1)
= (4-1) × (2-1)
= 3
Table value @ 5% = 7.815
TABLE VALUE = 7.815

32
RESULT
Since the calculated value (3.472) is lesser than table value (7.815), so the null hypothesis (HO) is
accepted and the alternative hypothesis (H1) is rejected.

33
MOTIVATION FACTORS TO IMPROVE EMPLOYEE’S REGULARITY
Table-8
Good employee relationship 32
Work condition 31
Job responsibility 37
Incentives 15
GRAND TOTAL 102
Chart-8
INFERENCES
From the above table, it is clear that 32% of the employees has said that they are motivated through
good employee relationship, 31% are motivated through work condition, 37% are motivated
through job responsibility and 15% are motivated through incentives.
28%
27%
32%
13%
Good employee relationship Work condition Job responsibility Incentives

34
CALCULATION OF RANK CORRELATION CO – EFFICIENT
The observed value of the particulars regarding age of an employee in the organisation.
PARTICULARS NUMBER OF RESPONDENTS RANK X
Below 20 19 3
20-25 12 4
25-30 40 1
Above 30 31 2
The observed value of the particulars regarding motivational factors of an employee in the
organisation.
PARTICULARS NUMBER OF RESPONDENTS RANK Y
Good employee relationship 21 3
Working condition 31 2
Job responsibility 37 1
Incentives 13 4
CALCULATION OF CORRELATION
RANK X RANK Y d = x - y D
3 3 0 0
4 2 2 4
1 1 0 0
2 4 2 4
TOTAL 8

35
r = 1 −
6(Σ ⅆ2)
n(n2 − 1)
r = 1 −
6(8)
4(16 − 1)
r = 1 −
48
60
r = 1 − 0.8
r = 0.2
RESULT
From the ranking analysis test, it is identified that there is a high positive correlation between the
age and motivational factors that improve employee’s regularity.

36
SAFETY MEASURES OF THE COMPANY
Table-9
Strongly agree 16
Agree 49
Neutral 28
Disagree 9
Strongly disagree 0
GRAND TOTAL 102
Chart-9
INFERENCES
From the above table, it shows that 16% of the employees has said strongly agreed that they are
happy with the safety measures, 49% of the employees are agreed, 28% of the employees are
neutral, 9% of the employees are disagreed and none of the employees has strongly disagreed.
16%
48%
27%
9%0%
Strongly agree Agree Neutral Disagree Strongly disagree

37
RELATIONSHIP WITH THE SUPERIOR
Table-10
Very good 16
Good 60
Average 20
Bad 4
Very bad 2
GRAND TOTAL 102
Chart-10
INFERENCES
From the above table, it is found that 16% of the employees has said that they have a very good
relationship with their superiors, 60% has a good relationship, 20% have an average relationship,
4% have a bad relationship and 2% have a very bad relationship with their superiors.
16%
59%
19%
4%
2%
Very good Good Average Bad Very bad

38
ABSENTEEISM CAN BE CONTROLLED
Table-11
Change in work conditions 24
Incentives 42
Develop attendance policy 19
Individual attention 17
GRAND TOTAL 102
Chart-11
INFERENCES
From the above table, it indicates that 24% of the employees has said that absenteeism can be
controlled by change in work conditions, 42% has said can be controlled through incentives, 19%
has said through develop attendance policy, 17% has said through individual attention.
23%
41%
19%
17%
Change in work conditions Incentives
Develop attendance policy Individual attention

39
RELATIONSHIP WITH CO-WORKERS
Table-12
Very good 18
Good 59
Average 17
Bad 5
Very bad 3
GRAND TOTAL 102
Chart-12
INFERENCES
From the above table, it shows that 18% have a very good relationship with their co-workers, 59%
have a good relationship, 17% have an average relationship, 5% have a bad relationship and 3%
have a very bad relationship.
17%
58%
17%
5%3%
Very good Good Average Bad Very bad

40
VALUE OF THE LEAVE BENEFITS OFFERED
Table-13
Strongly agree 19
Agree 47
Neutral 25
Disagree 8
Strongly disagree 3
GRAND TOTAL 102
Chart-13
INFERENCES
From the above table, it is clear that 19% of the employees has strongly agreed that they knew the
value of the leave benefits offered, 47% has agreed, 25% ae neutral, 8% has disagreed and 3% has
strongly disagreed.
19%
46%
24%
8% 3%

41
MAIN REASON FOR EMPLOYEES ABSENT
Table-14
Stress 22
Health problem 27
Work dissatisfaction 16
Working environment 14
Personal reasons 23
GRAND TOTAL 102
Chart-14
INFERENCES
From the above table, it shows that 22% of the employees has said that stress is the main reason
for absenteeism, 27% has said due to health problem, 16% has said due to work dissatisfaction,
14% has said due to working environment and 23% has said due to personal reasons.
22%
26%
16%
14%
22%
Stress Health problem Work dissatisfaction
Working environment Personal reasons

42
ABSENT IN A MONTH
Table-15
Nil 15
Once 47
Twice 28
More than twice 12
GRAND TOTAL 102
Chart-15
INFERENCES
From the above table, we conclude that 15% of the employees has said that no one take leave in a
month, 47% has said that they take leave once in a month, 28% has said that they take leave twice
in a month and 12% of the employees said that they take leave more than twice in a month.
15%
46%
27%
12%
Nil Once Twice More than twice

43
EMPLOYEE SATISFACTION WITH THEIR WORK
Table-16
Highly satisfied 10
Satisfied 48
Neutral 33
Dissatisfied 6
Highly dissatisfied 5
GRAND TOTAL 102
Chart-16
INFERENCES
From the above table, it shows that 10% of the employees has highly satisfied on their work, 48%
has satisfied on their work, 33% are neutral, 6% are dissatisfied on their work and 5% are highly
disagreed.
10%
47%
32%
6%
5%
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

44
OPINION ABOUT WORKING HOURS
Table-17
Highly Satisfied 11
Satisfied 53
Neutral 28
Dissatisfied 6
Highly dissatisfied 4
GRAND TOTAL 102
Chart-17
INFERENCES
From the above table, it indicates that 11% of the employees are highly satisfied on their working
hours, 53% are satisfied on their working hours, 28% are neutral, 6% are dissatisfied on their
working hours and 4% are highly dissatisfied.
11%
52%
27%
6% 4%
Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

45
ORGANISATION PROVIDES ANY SALARIED LEAVE
Table-18
Strongly agree 12
Agree 46
Neutral 25
Disagree 16
Strongly disagree 3
GRAND TOTAL 102
Chart-18
INFERENCES
From the above table, we conclude that 12% of the employees has strongly agreed that there is
salaried leave, 46% has agreed, 25% are neutral, 16% has disagreed and 3% has strongly disagreed.
12%
45%
24%
16%
3%

46
COMPANY PROVIDING ADEQUATE NUMBER OF LEAVE TO THE
EMPLOYEE WHEN THEY ASK
Table-19
YES 68
NO 34
GRAND TOTAL 102
Chart-19
INFERENCES
From the above table, it is clearly showing that 68% of the employees has said yes that the
company provides them an adequate leave, 34% has said no.
67%
33%
YES NO

47
FEELING BOREDOM IN YOUR ROUTINE WORK
Table-20
Strongly agree 11
Agree 32
Neutral 47
Disagree 9
Strongly disagree 3
GRAND TOTAL 102
Chart-20
INFERENCES
From the above table, it is found that 11% of the employees has strongly agreed that they are
feeling boredom in their routine work, 32% has agreed, 47% are neutral, 9% has disagreed and 3%
has strongly disagreed.
11%
31%
46%
9% 3%

48
CHAPTER-5
FINDINGS AND RECOMMENDATIONS

49
FINDINGS
 62% of the employees are male and 40% of the employees are female.
 19% of the respondents are in the age group of below 20, 12% are in the age group of 20-
25, 40% are in the age group of 25-30 and 31% are in the age group of above 30.
 66% of the respondents are unmarried and 36% are married.
 3% of the respondents are SSLC and 5% are HSC, 12% are Diploma, 66% are UG and
16% are PG.
 45% of the employees has said yes and 57% of the employees has said no.
 25% of the employees receive monthly income below 10,000, 47% of the employees receive
10,000-20,000 and 30% of the employees receive more than 20,000.
 38% of the employees taking leave for the reason of sickness, 20% for the reason of lack
of interest in jobs, 10% for the reason of poor working conditions and 34% for personal
reasons.
 32% of the employees has said that they are motivated through good employee relationship,
31% are motivated through work condition, 37% are motivated through job responsibility
and 15% are motivated through incentives.
 16% of the employees has said strongly agreed that they are happy with the safety
measures, 49% of the employees are agreed, 28% of the employees are neutral, 9% of the
employees are disagreed and none of the employees has strongly disagreed.
 16% of the employees has said that they have a very good relationship with their superiors,
60% has a good relationship, 20% have an average relationship, 4% have a bad relationship
and 2% have a very bad relationship with their superiors.
 24% of the employees has said that absenteeism can be controlled by change in work
conditions, 42% has said can be controlled through incentives, 19% has said through
develop attendance policy, 17% has said through individual attention.
 18% have a very good relationship with their co-workers, 59% have a good relationship,
17% have an average relationship, 5% have a bad relationship and 3% have a very bad
relationship.

50
 19% of the employees has strongly agreed that they knew the value of the leave benefits
offered, 47% has agreed, 25% ae neutral, 8% has disagreed and 3% has strongly disagreed.
 22% of the employees has said that stress is the main reason for absenteeism, 27% has said
due to health problem, 16% has said due to work dissatisfaction, 14% has said due to
working environment and 23% has said due to personal reasons.
 15% of the employees has said that no one take leave in a month, 47% has said that they
take leave once in a month, 28% has said that they take leave twice in a month and 12% of
the employees said that they take leave more than twice in a month.
 10% of the employees has highly satisfied on their work, 48% has satisfied on their work,
33% are neutral, 6% are dissatisfied on their work and 5% are highly disagreed.
 11% of the employees are highly satisfied on their working hours, 53% are satisfied on
their working hours, 28% are neutral, 6% are dissatisfied on their working hours and 4%
are highly dissatisfied.
 12% of the employees has strongly agreed that there is salaried leave, 46% has agreed,
25% are neutral, 16% has disagreed and 3% has strongly disagreed.
 68% of the employees has said yes that the company provides them an adequate leave,
34% has said no.
 11% of the employees has strongly agreed that they are feeling boredom in their routine
work, 32% has agreed, 47% are neutral, 9% has disagreed and 3% has strongly disagreed.

51
SUGGESTIONS
Absenteeism is a serious problem for management because it involves heavy additional expenses.
The management should take the following measures as a suggestion to reduce the rate of
absenteeism,
 Introduce incentive schemes to boost their motivation and avoid unnecessary absenteeism.
Make sure the incentives are directly linked to absenteeism and of reasonable values.
 Offer an attractive salary package. Because highly paid employees are less likely to be
absent, so offering an attractive compensation package can build loyalty and reduce
absenteeism.
 Small things that can have a big effect and ensure that your employees are happy to come
into the office. So, provide pleasant working environment.
 Consider introducing more predictable working hours and limiting overtime as these
measures can help to reduce employee absenteeism.
In this project while identifying the reasons of absenteeism of the workers of SEOYON E-HWA
AUTMOTIVE INDIA PVT LTD, I got an opportunity to interact with workers to observe their
behaviour and attitude.
In the end I would once again like to thank the peoples of SEOYON E-HWA AUTMOTIVE
INDIA PVT LTD, who helped me in accomplishing this project and boosting my morale by
appreciating and recognizing my efforts.

52
CONCLUSION
Absenteeism ranging between five to ten percent is a common phenomenon in most of the
industries. In fact, employees remain absent for their work because of various factors, after all they
are also human beings. The causation of the feelings of monotony towards work is a big challenge
and the managements should take appropriate measures like sending employees on holidays, tours
etc. The practice of job rotation and multi-tasking strategies also work in the minimization of the
feeling of inertia or monotony.
Managements should pay their workmen substantially. So that it can motivate them to certain
levels. Even though, money is not the sole factor to influence the work behaviour of employees it
can certainly boost their morale towards work to some extent. The findings of this study revealed
the main reasons for absenteeism, namely factor associated with work pressure, stress, an
inadequate reward system and inconsistent application of the absenteeism policy.
Absenteeism can be reduced to a great extent if the management takes initiative in making the
workers feel responsible towards their job. Management theory provides scientific technique to
deal with various problems. Absenteeism is the universal problem and every organization should
strive to tackle the problem for future development.
The findings of this study revealed the main reasons for absenteeism, namely factors associated
with work pressure, stress, an inadequate reward system and inconsistent application of the
absenteeism policy. Factors on which there were differences of opinion between specified groups
of respondents were also identified. The recommendations could contribute to effective
management of absenteeism and eventual reduction in absenteeism rates.
Management should use their knowledge and experience when they start workplace activities to
reduce absenteeism related to ill health. Line management should make responsible for the level
of absenteeism related to ill health in their department. By incorporating measures of absenteeism
and ill health into quality and other systems, these issues could be integrated into organizational
policy and practice.

54
REFERENCES
RESEARCH PAPERS
 Earnest B. Akyeampong, Trends and seasonality in Absenteeism.
 Maria Jose Romero and Young-Sun Lee, A National Portrait of Chronic Absenteeism in
the Early Grades.
 Morten Nordberg and Knut Roed, Absenteeism, Health Insurance, and Business Cycles.
 K Ashwathappa, (1997) Human Resource and Personnel Management, Tata McGraw-
Hill 131-176
 Chris Dukes, (2001) Recruiting the Right Staff
 John M. Ivancevich, Human Resource Management, Tata McGraw- Hill, 2004
 Steve Kneeland, (1999) Hiring People, discover an effective interviewing system; avoid
Hiring the wrong person, recruit outstanding performers
 Stone, Harold C and Kendell, W.E Effective Personnel Selection Procedures, 1956
BOOKS
 Research Methodology, R. Prabhu, T. Raju, V. Krishnapriya, published by: Vijay
Nicole Imprints private limited.
 Human Resource Management, Dr. J. Jayasankar, published by: Margham
Publications.
 The Business Statistics and Operations Research, Dr. P. R. Vittal, published by:
Margham Publications.
WEBSITES
 www.slideshare.net
 www.Brainly.in
 www.seoyoneh.sk
 https://www.zaubacorp.com
 https://in.reuters.com
 https://www.dnb.com

56
ANNEXURE
QUESTIONNAIRE
A STUDY ON EMPLOYEES ABSENTEEISM
1. Name
2. Age
a) Below 20 b) 20 – 25 c) 25 – 30 d) Above 30
3. Gender
a) Male b) Female
4. Marital status
a) Married b) Unmarried
5. Education Qualification
a) SSLC b) HSC c) Diploma d) UG e) PG
6. Do you work overtime?
a) Yes b) No
7. Monthly Income
a) Below 10,000 b) 10,000 – 20,000 c) More than 20,000
8. For what reason you take leave?
a) Sickness b) Lack of interest in jobs c) Poor working conditions d) Personal reasons
9. What are the motivation factors to improve employee’s regularity?
a) Good employee relationship b) Work condition c) Job responsibility
d) Incentives
10. Are you happy with the health and safety measures of the company?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
11. How do you rate your relationship with your superior?
a) Very good b) Good c) Average d) Bad e) Very bad
12. In your opinion, how absenteeism can be controlled?
a) Change in work conditions b) Incentives c) Develop attendance policy

57
d) Individual attention
13. How is your relationship with co-workers?
a) Very good b) Good c) Average d) Bad e) Very bad
14. Do you agree that you know the value of the leave benefits offered?
15. According to you what is the main reason for employees absent?
a) Stress b) Health problem c) Work dissatisfaction d) Working environment e) Personal
reasons
16. How often you remain absent in a month?
a) Nil b) Once c) Twice d) More than twice
17. Are you satisfied with your work?
a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied
18. What is your opinion about working hours?
a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied
19. The organisation provides any salaried leave?
20. Is the company providing adequate number of leave to the employee when they ask?
a) Yes b) No
21. Do you feel boredom in your routine work?

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