44373305 a-study-on-employee-s-absenteeism-in-spinco

A STUDY ON EMPLOYEE’S ABSENTEEISM IN SPINCO.,
THIRUBUVANI, PUDUCHERRY
SUMMER PROJECT REPORT
Submitted by
K.PRASANNA
REGISTER NO: 27348327
Under the Guidance of
Mrs.M.JANAKI RAMA MBA., PGDCA.,
Faculty, Department Of Management Studies
in partial fulfillment for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
DEPARTMENT OF MANAGEMENT STUDIES
SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
PONDICHERRY UNIVERSITY

PUDUCHERRY, INDIA
SEPTEMBER- 2007
SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
MADAGADIPET, PUDUCHERRY
DEPARTMENT OF MANAGEMENT STUDIES
BONAFIDE CERTIFICATE
This to certify that the project work entitled “ A STUDY ON EMPLOYEE’S
ABSENTEEISM IN SPINCO LTD., PUDUCHERRY” is a bonafide work done by
K.PRASANNA [ REGISTER NO: 27348327 ] in partial fulfillment of the requirement for
the award of Master of Business Administration by Pondicherry University during the academic
year 2007 – 2008.
INTERNAL GUIDE HEAD OF DEPARTMENT
Submitted for Viva-Voce Examination held on
EXTERNAL EXAMINER
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TABLE OF CONTENT
CHAPTER TITLE PAGE NO
LIST OF TABLES
LIST OF CHARTS
I INTRODUCTION
1.1 Profile of Organization
1.2 Process of manufacture
1.3 Organization chart
1.4 Organization structure
1
4
6
7
II REVIEW OF LITERATURE 10
III OBJECTIVES 25
IV RESEARCH METHODOLOGY 26
V DATA ANALYSIS AND INTERPRETATION 33
VI FINDINGS OF THE STUDY,
SUGGESTION AND RECOMMENDATIONS
71
73
VII CONCLUSIONS 74
VIII LIMITATIONS OF THE STUDY
SCOPE FOR THE FUTHER STUDY
75
76
APPENDICES
ANNEXURE-1
ANNEXURE-2
77
81
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ACKNOWLEDGEMENT
I am extremely grateful to Our Principal Dr. V.S.K. VENGATACHALAPATHY to
provide necessary and essential facilities to do this project report.
I express my sincere thanks and deep sense of gratitude to my Head of Department
Mr. S.JAYAKUMAR, Department of Management Studies for providing me with an
opportunity to study and to do this report.
I express a deep sense of gratitude to my Guide Mrs. M.JANAKI RAMA, faculty
Department of Management Studies, for her encouragement, support and guidance to complete
this project work successfully.
I convey my heartiest thanks to Mr. G. RAJA MOHAN MANAGING DIRECTOR
THE PONDICHERRY CO-OPERATIVE SPINNING MILL LTD, Puducherry, who kindly
granted permission to do this project report in his esteemed organization.
Finally, I express my sincere thanks and deep sense of gratitude to my parents and
friends for giving timely advice in all the ways and in all aspects for doing the project
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ABSTRACT
The project report entitle “A STUDY ON EMPLOYEE’S ABSENTEEISM IN
SPINCO, PUDUCHEERY.” is intended to determine the employees condition, salary,
Facilities, attendance program, training programme, motivation techniques and promotions
To achieve this defined objective structured questionnaire based on the preliminary study
made is prepared. The prepared questionnaire is used to get the direct responses from the
employees of spinco, puducherry.
The response given by the employees of spinco, puducherry analyzed and interpreted
using different type of statistical tools used are percentage analysis , weighted average method ,
chi square , correlation .
After analysis and interpretation it reveals the following points are important in
improving the working condition ,increasing the salary , transport facilities , introduction of
attendance programme , promotion incentives , increasing leave , welfare facilities , the above all
conclusion will helpful for management to improve the presenteeism.
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LIST OF TABLES
S.no TABLE NAME Page No
1 Table showing respondents age level 33
2 Table showing Educational Qualification of the Respondents 34
3 Table showing respondents experience 35
4 Table showing number of working days 36
5 Table showing leave taken in a month 37
6 Table showing respondents number of working years 38
7 Table showing respondents on their work load 39
8 Table showing respondents working hours 40
9 Table showing respondents management policy 41
10 Table showing respondents working environment 42
11 Table showing respondents relation ship with supervisor 43
12 Table showing respondents their leave will affect company out put 44
13 Table showing respondents employees skill 45
14 Table showing respondents salary 46
15 Table showing respondents compensation provided 47
16 Table showing respondent existing job 48
17 Table showing respondent facilities provided by the company 49
18 Table showing respondent flexibility and independence 50
19 Table showing respondent procedure for taking leave 51
20 Table showing respondent reason for taking leave 52
21 Table showing respondent absent due to transportation problem 53
22 Table showing respondent infectious diseases 54
23 Table showing respondent get leave whenever you want 55
24 Table showing respondent insufficient rest pause 56
25 Table showing respondent motivation techniques 57
26 Table showing respondent personal problem 58
27 Table showing respondent counseling provided by the company 59
28
Table showing respondent Preference on their shift to reduce
absenteeism
60
29 Table showing respondent freedom to change shift 61
30 Table showing respondent need additional leave 62
31 Table showing respondent excepted facilities provided 63
32 Table of Respondents Based On The Working Hours - CHI-SQUARE 64
33 Computation of Chi-Square 65
33
Affected By Infectious Diseases Vs Leave Affecting The Company
Output- Correlation
66
34 Ranks for correlation data 66
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35 Salary Paid Vs Absent Due To Transportation- ANOVA 67
36 ANOVA Table 68
37 Weighted Average for Data 69
38 Point Weightage 69
LIST OF CHARTS
S.no CHART NAME Page No
1 Chart showing respondents age level 33
2 Chart showing Educational Qualification of the Respondents 34
3 Chart showing respondents experience 35
4 Chart showing number of working days 36
5 Chart showing leave taken in a month 37
6 Chart showing respondents number of working years 38
7 Chart showing respondents on their work load 39
8 Chart showing respondents working hours 40
9 Chart showing respondents management policy 41
10 Chart showing respondents working environment 42
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11 Chart showing respondents relation ship with supervisor 43
12 Chart showing respondents their leave will affect company out put 44
13 Chart showing respondents employees skill 45
14 Chart showing respondents salary 46
15 Chart showing respondents compensation provided 47
16 Chart showing respondent existing job 48
17 Chart showing respondent facilities provided by the company 49
18 Chart showing respondent flexibility and independence 50
19 Chart showing respondent procedure for taking leave 51
20 Chart showing respondent reason for taking leave 52
21 Chart showing respondent absent due to transportation problem 53
22 Chart showing respondent infectious diseases 54
23 Chart showing respondent get leave whenever you want 55
24 Chart showing respondent insufficient rest pause 56
25 Chart showing respondent motivation techniques 57
26 Chart showing respondent personal problem 58
27 Chart showing respondent counseling provided by the company 59
28
Chart showing respondent Preference on their shift to reduce
absenteeism
60
29 Chart showing respondent freedom to change shift 61
30 Chart showing respondent need additional leave 62
31 Chart showing respondent excepted facilities provided 63
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PART-A
ABOUT THE SPICES INDUSTRY
India is known as the home of spices and boasts of a long history of trading with the ancient
civilisations of Rome and China. Today, Indian spices are the most sought-after globally, given
their exquisite aroma, texture and taste. India has the largest domestic market for spices in the
world. India is the world's largest producer and exporter of spices of the 109 varieties listed by
the International Organization for Standardization (ISO), as the country produces and exports
about 75 varieties of spices.
India primarily exports pepper, chilli, turmeric, ginger, cardamom, coriander, cumin, fennel,
fenugreek, celery, nutmeg and mace garlic, tamarind and vanilla. Processed spices such as spice
oils and oleoresins, mint products, curry powder, spice powders, blends and seasonings are also
exported.
The US is the major importer followed by China, Vietnam, the UAE, Malaysia, Saudi Arabia,
the UK, Germany, Singapore and Sri Lanka. In 2014-15, India exported spices worth US$ 2.42
million.
SPICES BOARD OF INDIA
The Spices Board of India works towards the development and worldwide promotion of Indian
spices. It provides quality control and certification, registers exporters, documents trade
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information and provides inputs to the Central Government on policy matters. It participates in
major international fairs and food exhibitions to promote Indian spices, apart from organising
various domestic events.
KEY MARKETS
India commands a formidable position in the world spice trade with the spice exports expected
to touch US$3 billion by 2016-17In value terms, India's spice market grew an average 8.8 per
cent annually between 2009–10 and 2014–15 (up to December 2014).
About 893,920 tonnes of spices, valued at US$ 2,440.8 million, were exported in 2014–15.
In 2014–15, the US was the major importer, followed by China, Vietnam, the UAE, Malaysia,
the UK, Germany, Saudi Arabia ,Thailand and Sri Lanka. Spice exports to the US increased 4.3
per cent to US$ 410.3 million in 2014–15 from US$ 393.3 million in 2013–14.
Variety of Spices for Sale
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GROWTH RATE OF INDIAN SPICES EXPORT
PAST TREND & FUTURE PROSPECTS
Spices are an integral component of virtually all recipes in all cultures, not only for their flavor
and seasoning but also for their numerous medicinal values. India produces a wide variety of
spices including cardamoms, chilies, black pepper, mustard, coriander. Indian cuisine is also
known for its rich taste which it derives from numerous spices. The demand of Indian spices is
high in the global market due to their rich aroma, texture, and taste. India has the largest
domestic market for spices in the world. The major importers of Indian spices are the US, China,
the UAE and Malaysia. The primary spices imported from India are pepper, chili, turmeric,
coriander, cumin, and fennel.
Growth of the spice market in India has been triggered by the establishment of quality
evaluation laboratories that ensure the quality of the final product and make them world
renowned. These labs stay in direct touch with the importers association of importing countries.
Other factors contributing to the growth of the spices market is the infrastructural facilities
provided by the Spices Board of India, and the shifting consumer interest from artificial to
natural flavors. However, the market still faces a number of challenges in the form of food safety
issues, and insufficiency of legal provisions among other.
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The demand for spices and spice extracts including spice oils and oleoresins is
booming globally. The demand for a variety of traditional cuisines of different
cultures and ethnic groups is driving the demand for various spices and spice
extracts. India is the largest producer of spices. The production of spices in India
has witnessed a modest growth over the period of FY'2010-FY'2015, growing
from ~ thousand tonnes in FY'2010 to ~ thousand tonnes in FY'2015 with a CAGR
of ~%. Unorganized segment has been dominating the spices market in India for
the last many years. The market share of unorganized segment was ~% in
FY'2015. Gujarat is continued to hold the dominant position as spice producing
state in India. In FY'2015, thousand tonnes of spices were produced in Gujarat. A
combination of highly fertile soil and recent irrigation projects has given Gujarat
the edge over other spice producing states. The dominance of inorganic spices
segment has showcased that majority of the farmers are adopting the farming
practices for inorganic spices and consumers have also shifted their preferences
towards inorganic spices owing to huge cost associated with the organic spices. A
major part of revenues for the manufacturer of spices come from this sector as
spices are largely consumed by individuals for cooking purposes at home.
Chilly is the largest produced spice in India. It contributed to share of ~% out of
the total world production. This spice is used majorly in curried cuisines. It is also
used in curry powder, seasoning and other such spice mixes. MDH is the
dominating player in FY'2015, with a market share of ~% in the total revenues
generated from the sales of spices in the organized segment.
The population in India is surging and the increasing consumer expenditure on
food explains the swelling demand for food in India. Accordingly, the demand for
spices is expected to grow in the future which will lead to a prominent growth in
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the revenues from the sales of spices in India. The revenues from India market are
expected to expand to around USD 18 billion in FY'2020, growing with a CAGR
of ~% from FY'2016 to FY'2020. The highest contribution to this growth is
expected to come from the spice mixes and blended spices.
PART – B
SUBJECT: ABSENTEEISM OF EMPLOYEES
Absenteeism is a habitual pattern of absence from a duty or obligation. An absence refers to time
an employee is not on the job during scheduled working hours, except for a granted leave of
absence, holiday, or vacation time. However, employee absenteeism is not just an employee
issue it is an organizational problem and therefore becomes everyone's responsibility.
Absenteeism can have an enormous effect on the productivity of an organization. The average
American worker takes six days sick leave a year, and although this is significantly less than in
places such as Europe it is still having a big impact on US staffing resources and productivity.
The loss of productivity due to short/long-term illness, disability is therefore proving to be a
major headache for companies. Effective absence management programs can be the best remedy
for reducing absenteeism.
• IMPACT OF ABSENTEEISM
There are many forms of absenteeism, ranging from short-term illness, long-term illness,
unauthorized absence and persistent lateness, to other authorized absences such as annual leave,
paternity leave, time off to care for dependents and compassionate leave. Other causes might
also include low morale, stress and poor working conditions, many of which are preventable.
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The effect absenteeism can have on a business can be wide-ranging, but particularly
affects those employees left to pick up the pieces. According to Wayne Wendling, Senior
Director of Research at the International Foundation of Employee Benefit Plans.
The workings of a company have changed and employees are now much more
interconnected than previously – and, as a result, organizations are much more dependent on
their employees.
“When someone is absent, the entire web of interaction among employees can be
disturbed in terms of workflows and the availability of information,” he explains. “Part of that is
overcome as more files are now open to people who can fill in and help with the tasks that the
individual may have been performing. However, there is a definite ‘ripple effect’ through the
organization when someone is unexpectedly ill. The productivity of others is also being
impacted.”
EFFECT OF ABSENTEEISM
Labour absenteeism is a harmful to both the employee and the worker as follow:
• Normal work – flow in the factory is disturbed.
• Overall production in the factory goes down.
• Causal workers may have to be employed to meet production schedules such worker is
not trained properly.
• Difficulty is faced in executing the order in time.
• Overtime allowance will increases considerably because of higher absenteeism.
• When a number of workers absent themselves, there is extra pressure of work on their
colleagues who are present.
• Workers lose wages for the unauthorized absence from work.
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PECULIAR FEATURES OF ABSENTEEISM
On the basis of studies undertaken certain observations may be made:
a) The rate of absenteeism is lowest on payday; it increases considerably on the days following
the payment of wages and bonus. The level of absenteeism is comparatively high immediately
after payday. When worker either feel like having a good time or in some other cases return
home to their villages family and after a holiday, has also been found to be higher than that on
normal days.
b) Absenteeism is generally high workers below 25 years of age and those above 40. “The
younger employees are not regular and punctual”. Presumably because of the employment of a
large no. of new comers among the younger age groups, while the older people are not able to
withstand the strenuous nature of the work.
c) The percentage of absenteeism is higher in the night shift than in the day shift. This is so
because workers in the night shift experience great discomfort and uneasiness in the course of
their work than they do during day time.
d) Absenteeism in India is seasonal in character. It is the highest during March-April-May, when
land has to be prepared for monsoon, sowing and also in harvest season (Sept-Oct) when the rate
goes as high as 40%.
ABSENTEEISM - TYPES & THEIR CONTROL
There are two types of absenteeism, each of which requires a different type of approach.
1. INNOCENT ABSENTEEISM
Innocent absenteeism refers to employees who are absent for reasons beyond their control; like
sickness and injury. Innocent absenteeism is not culpable which means that it is blameless. In a
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labour relations context this means that it cannot be remedied or treated by disciplinary
measures.
2. CULPABLE ABSENTEEISM
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.
CAUSES OF ABSENTEEISM
The Royal Commission Labour observed that high absenteeism among Indian labour is due to
rural orientation and their frequent urge for rural exodus. According to Acharaya “In modern
industrial establishment the incidence of industrial fatigue, mal nutrition and bad working
conditions aggravate that feeling for change among industrial worker and some time impel them
to visit their village home frequently for rest and relaxation.”
The general cause of absenteeism may be summarized as below:-
1) MALADJUSTMENT WITH FACTORY
In factory the worker finds caught within factory walls, he is bewildered by heavy traffic, by
strangers speaking different and subjected to strict discipline and is ordered by complete
strangers to do things which he cannot understand. As a result he is under constant strain, which
cause him serious distress and impairs his efficiency. All these factors tend to persuade him to
maintain his contacts with village
.
2) SOCIAL AND RELIGIOUS CEREMONIES
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Social and religious ceremonies divert workers from workers to social activities. In large number
of cases incidence of absenteeism due to religious ceremonies is more than due to any other
reason.
3) HOUSING CONDITIONS
Workers also experience housing difficulties. Around 95% of housing occupied by industrial
workers in India is unsatisfactory for healthful habitations. This leads to loss the interest in work.
4) INDUSTRIAL FATIGUE
Low wages compel a worker to seek some part time job to earn some side income. This often
result inconstant fatigue, which compels to remain absent for next day.
5) UNHEALTY WORKING CONDITION
Irritating and intolerable working conditions exist in a factory. Heat, moisture, noise, vibration,
bad lighting, dust fumes and overcrowding all these affect the workers health causing him to
remain absent from work a long time.
6) ABSENCE OF ADEQUATE WELFARE ACTIVITIES
High rate absenteeism is also due to lack of adequate welfare facilities Welfare activities include
clean drinking water, canteen, room shelter, rest rooms, washing and bathing facilities, first aid
appliances etc.
7) ALCOHOLISM
Some of the habitual drunkards spend whole of their salary during first week of each month for
drinking purpose. Therefore 2 or 3 weeks after getting their salary absent themselves from their
work.
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8) INDEBTNESS
All those workers who undergo financial hardships usually borrow money lenders at interest rate
which are very high, which often cumulates to more than 11 – 12 times
their actual salaries. To avoid the moneylenders they usually absent themselves from work
because they are unable to return the money in stipulated time.
9) IMPROPER & UNREALISTIC PERSONNEL POLICIES
Due to favoritism and nepotism which are in the industry the workers generally become
frustrated. This also results in low efficiency, low productivity, unfavorable relationship between
employee and supervisor, which in turn leads to long period of absenteeism.
10) IN ADEQUATE LEAVE FACILITIES
Negligence on part of the employee to provide leave facility compel the worker to fall back on
ESI leave. They are entitled to 50 days leave on half on pay. Instead of going without pay the
worker avail themselves of ESI facility
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1.2 PROCESS OF MANUFACTURING
The Pondicherry co-operative spinning mills ltd is processing with its licensed capacity
1.2.1 SPINNING
The process of spinning starts with ginning. Ginning is process by which Seeds are
removed from the raw cotton. In this mill, the ginned cotton is directly purchased and so that the
ginning is not carried on and the remaining .Process is followed as usual.
• MIXING AND BLOW ROOM
Raw cotton is received at the mill in highly compressed bales. Bales of different varieties
are opened at time and layer of cotton from each bale is fed alternatively, into the machine with
a view to obtain uniform blend. It is cleaned in blow room line.
• CARDING
The blow room lap is fed into carding machine. The cotton is subject to the action of
sharp wire points of licker cylinder, doffer and flatter resulting in 'the further removal of neps
and waste. After processing in, comes out in the cane.
• DRAWING
On the drawing frame, a uniform sliver lab is produced- by 6 to 8 card sliver and drafting
them proportionately. Here parallelization of fibers is achieved and this process is repeated twice
for carded yam and the sliver lab is then fed to the speed frame.
• SPEED FRAMES
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This term' Speed frames' is used to designate a group of machines in which cotton in the
form of drawing sliver is reduced to a much smaller size by drafting and a slight twist.
• RING FRAMES
The final yarn is spun on ring frames by drafting and twisting the rove from the speed
frames. The drafts and twist .varies depending on the count and quality of yarn required.
• DOUBLING
Generally two yarn threads are sending parallel on single cone on a doublers winding
machine. Thereafter such yarn is twisted together on a ring doubling machine to form a double
yarn.
1.2.2 BUSINESS
• The mill shall purchase the cotton required by spinning.
• The mill shall produce such kinds of cotton yarn and staple fiber yarn as are required by
the weaving units, by the weavers in union territory of Pondicherry and by others.
• The yarn required by the Pondicherry state weavers co-operative societies and other
primary weavers co-operative societies shall ordinarily be supplied by the mills.
• The Board of director may appoint necessary agent brokers etc on such terms and may be
agreed upon for canvassing order.
1.2.3 FUNCTION OF THE MILL
The Pondicherry co-operative spinning mill is running with 3shifts. The production process
is non – stop. The first shift timing is from 7 00A.M. to 3.30 P.M., The second shift is from 3.30
P.M .to 12.00MID NIGHT .And the third shift is from 12 MID NIGHT to 7.00 A.M. with a half
-an- hour break for workers but not for production .Nearly 630 workers are working in the mill.
1.2.4 MANAGEMENT
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Pondicherry co-operative spinning mills ltd is governed by law and it is managed
by an Administrator, who is I.A.S.officer and he is appointed by the Government of
Pondicherry.
1.3 ORGANISATION CHART
ADMINSTRATOR
Managing Director
Administration
& Finance
Production
Wing
Labour
Officer
Admn. Manager Controller of
Accounts
Asst. Spinning
Master
(Maintenance)
Asst Spinning
Master. (Qlty.
control)
Elec. Engineer
Clerks Clerks Supervisor for
Prodn &
Maintenance
Quality Control
wing
Engineering
wing
Masteries &
Workers
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1.4 ORGANISATION STRUCTURE
The organizational functions of the mill is divided into five namely,
• Production wing
• Quality control wing
• Engineering wing
• Maintenance wing
• Accounts and finance wing.
• Administration wing
1.4.1 PRODUCTION WING
The major activity concerned in the mill is production of yarn from raw Cotton. In this
mill, the machineries and materials are equipped to produce yarn from the count range 305 to
1005. The Asst. Spinning Master (Maintenance & production) is in charge for the production
wing. The supervisors in the production will look after the process of production in different
stages. 6 staffs and 540 workers are working in production wing.
1.4.2 QUALITY CONTROL WING
The main responsibility of this wing is to check the quality of yarn and quality of raw
materials. Asst. Spinning Master (Quality Control) is in charge for this wing. All the incoming
raw materials and outgoing yarn are checked in quality point of view. In this wing, nearly 10
staffs are working.
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1.4.3 ENGINEERING WING
This wing takes care of all electrical equipments and fittings in the organization. It also
takes all preventive measures. An Electrical Engineer heads this wing. A group of 21 workers
are worked in this department under the control of the Electrical Engineer
1.4.4 MAINTENANCE WING
This wing is functioning under the head of Asst. Spinning Master (maintenance). This
wing is taking care of maintenance of all machineries in the mills. This will take measures to
maintain the machinery in good working condition. One staff and 68 workers are functioning in
this wing.
1.4.5 ACCOUNTS AND FINANCE WING
The finance and accounts wing is playing an important role in this organization. This
wing maintains a systematic record of the daily events of business. It also maintains records of
all financial transactions to find out the profit or loss during the year, and to know the correct
financial status of the mill. All payments and receipts are taken care by this wing. The controller
of accounts heads this department and three staffs are working in this department
1.4.6 ADMINISTARATION WING
Administrative manager is in charge for administrative wing. This department carries on
purchases, sales stores and other administrative functions 31 staff are working in the wing
All the department (wings)are under the direct control and supervision of the Managing
director .the administrative manager and concerned department head shall be consulted by the
Managing director in all matters , where ever and when ever deemed necessary and their
comment shall be consider while framing a policy decision.
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NEED FOR THE STUDY
• The success of any manufacturing organization depends largely on the workers, the
employees are considered as the backbone of The Pondicherry Co- Operative Spinning
Mill Ltd, Puducherry
• The study is on employee absenteeism in SPINCO
• The employee absenteeism is booming HR issue in many industries .It helps to know the
employee satisfactions level and it help to find cause of employee absenteeism, based on
certain factor like working condition, leadership style, work stress, leave days, and salary
level.
• This study can be helpful to the management to improve its core weaknesses by the
suggestions and recommendations prescribed in the project.
• The need of this study can be recognized when the result of the related study need
suggestions and recommendations to the similar situation.
25

CHAPTER-II
REVIEW OF LITERATURE
.
• WORKING WELL
There are many measures that an employer can take to help mitigate the rippling effects
of absenteeism on the workforce. Sometimes it really is the little things that make the most
difference. Allowing employees to visit doctors and dentists, health surveillance, health
education and stress management interventions are all good examples. “Once they are measuring
absence and then reducing it, they will find that a fitter workforce will perform better and
productivity will increase – giving them a competitive edge in any business environment,”
enthuses Bawden.
One of the most effective ways to combat absenteeism, however, is to maintain a happy
working environment where people actually enjoy coming to work. “Have a workplace that
people love to come to work in and they feel they are doing something meaningful,” Wendling
recommends.
Although not always preventable, absenteeism is something that can be mitigated to a
certain degree, and absence management programs can definitely help. Fostering a caring
working environment where workers are supported during any illness or disability can only work
in the favor of the company – and ensures that work isn’t something for employees to be sick of.
Report Author: ANNE COUGHLAN
26

Senior Research Executive, IBEC Research and Information Service
• IBEC ‘WORKPLACE ABSENCE SURVEY 2004
The report contains data from the IBEC ‘WORKPLACE ABSENCE SURVEY 2004,’
which was based on responses received from 557 private sector companies employing 147,000
employees.
Absence affects more than just the person who is absent.
The absent employees themselves and their dependants may have a reduced income as a
result of absence, besides incurring possible additional medical expenses. Employers are
affected by direct costs such as sick pay, overtime and staff replacement costs, plus the indirect
costs associated with the effects of absence on, for example, production and quality,
management time and the potential loss of customers. The co-workers of an absent employee
may have to work under increased pressure,in order to meet deadlines.
Many organizations appear to accept a certain level of absence i.e. where a proportion of
their employees are away on any particular day. The recent IBEC study found that over half of
the respondents did not consider they had a problem with absence. However, more than four out
of ten companies in the survey considered their absence levels to be a cause for concern. As only
a portion of absence days are subject to organization control – it is important to determine what
portion of employee absence is avoidable.
Employees can feel they have been treated unfairly when they perceive other
absent employees as ‘getting away with it’. Absence can also be a symptom of a more serious
underlying problem, such as bullying and/or harassment, communication breakdown, stress, etc.,
which could, if not investigated, lead to significant costs to the organization, as well as causing
long-term damage to the employee.
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A recent IBEC survey showed that personal problems were cited as a cause of absence in
a significant number of companies, for both males and females. Nowadays, apart from sickness,
employees can be absent from work for any one of a number of reasons, either under statutory
leave entitlement (such as – annual leave, maternity or adoptive leave, parental leave), or under
arrangements agreed at an individual company level (such as compassionate or bereavement
leave, study and/or exam leave, marriage leave, training, etc.).
2.2 HOW TO DEAL WITH EMPLOYEE ABSENTEEISM
 For Employees Who Are Absent
For Supervisors/Managers:
Recently, I was asked by a manager how he should deal with the fact that on any given
day 10% of his employees are absent from work. I informed the manager that the problem of
employee absenteeism is a problem best resolved by taking the following four positive
interventions versus taking a negative or punitive approach.
• Change Management Style:
We are all aware of the fact that when employees call in ill, it does not mean they are
truly too physically ill to work. One reason, outside of illness, that employees are absent is stress,
and the number one reason employees are stressed has to do with their relationship with their
manager/supervisor.
Management styles that are too authoritarian tend to promote high levels of absenteeism
among employees. Authoritarian managers are managers who have poor listening skills, set
unreachable goals, have poor communication skills, and are inflexible. In other words, they yell
too much, blame others for problems, and make others feel that it must be their way or the
"highway." Authoritarian managers tend to produce high absenteeism rates. By identifying
managers who use an authoritarian style, and providing them with management training, you
28

will be taking a positive step not only toward reducing absenteeism, but also reducing turnover,
job burnout, and employee health problems such as backaches and headaches.
• Change Working Conditions:
The employees in your company probably work in a well-lighted climate controlled
building. The working conditions I am referring to relate to coworker relationships. Not only does
relationship stress occur between the employee and manager, but it also exists between employees.
Frequently I hear employees say they did not go to work because they are fearful of or angry with
another employee. These employees usually report they just could not deal with "so and so" today,
so they called in ill. Companies that adopted policies and values that promote employee respect
and professionalism, and promote an internal conflict resolution procedure, are companies that
reduce employee stress. A reduction in employee stress reduces employee absenteeism.
• Provide Incentives:
Giving employees incentives for reduced absenteeism is not the same as rewarding or
giving employees bonuses for reduced absenteeism. An incentive provides an employee with a
boost to their motivation to avoid unnecessary absenteeism. It simply helps the employee decide
to go to work versus staying home and watching Jerry Springer.
The types of incentive programs used by companies are numerous. Some companies
allow employees to cash-in unused sick days at the end of every quarter, others give an
employee two hours of bonus pay for every month of perfect attendance; and still others provide
employees with a buffet lunch, a certificate of achievement, or even a scratch-off card
concealing prizes. The type of incentive program that your company uses should be one created
especially for your company. You can create an incentive program tailored to your unique
company by allowing employees to help you develop the incentive program.
The duration of the incentive program is also very important. Some companies find that
they can simply reward employees with perfect attendance once a year, while others decide once
a month is best, and still others decide once a week works best.
• Develop an Attendance Policy:
29

Every company should have an attendance policy. An attendance policy allows a manager
to intervene with an employee who is frequently absent. Besides stress as a primary reason for
employee absenteeism, other causes relate to alcoholism, domestic violence, and family problems.
If you confront an employee about his or her frequent absenteeism, and they inform you it is due
to personal problems, consider referring the employee to an Employee Assistance Program (EAP).
If the employee's absenteeism relates to a medical problem or a family member with a
medical problem, you may have to consider allowing the employee to use the benefits allowed to
them under the American's with Disability Act (ADA) or the Family and Medical Leave Act
(FMLA). Early identification of these employees will get them back to work as fast as possible.
Lastly, make sure that you have an attorney review your attendance policy to make sure it does
not violate any State or Federal labor laws. By incorporating the above four strategies into your
company you will not only reduce absenteeism you will reduce employee burnout, turnover,
poor morale, and workplace negativism.
By
GARY VIKESLAND, MA LP CEAP
 For Employees Who Are Frequently Absent
One of the most important steps you can take if you are frequently absent is to keep your
employer informed. Employees who are frequently absent without good cause are generally
absent due to numerous frivolous reasons. Employees who are absent for good cause have
legitimate reasons, e.g. sickness or family member illness, and the employee needs time off to
resolve their personal problems. Most employers generally understand the need to be gone from
work due to a legitimate reason; therefore, it is important to communicate clearly and accurately
so your employer does not assume you are out for frivolous reasons.
As an employee you are allowed to take up to 12 weeks of unpaid leave under the federal
Family and Medical Leave Act (FMLA). The 12 weeks of leave may be taken continuous or
intermittently, thereby allowing the employee to work on a less than full-time schedule.
• FMLA can be used for the care of a child after birth, adoption, or foster care placement.
30

• FMLA is available to care for an immediate family member (spouse, child, and parent) who
has a serious health condition.
• FMLA can be used for your own serious health concerns. It does not cover for the common
cold, flu, ear aches, upset stomach, common headache, or routine dental care.
In order to be covered by FMLA you must be considered an "eligible" employee. An
eligible employee must have 12 months (1,250 hours) of employment, and your employer must
employ 50 or more employees within 75 miles of the worksite. Employees must provide 30 days
of advance notice for foreseeable events. There are different exemptions present for both school
teachers and state/local government employees.
If you are an eligible employee, your employer must maintain your benefits, allow you to
return to the same or equivalent position, and not decrease your pay or benefits at the conclusion
of 12 weeks. If you believe you are eligible for FMLA, inform your supervisor or HR
department that you are requesting FMLA coverage. Your employer is required to provide you
with written notice, within two business days, informing you if you are eligible or not.
By
GARY VIKESLAND, MA LP CEAP
2.3 ABSENTEEISM
Information regarding absenteeism among workers in an industrial establishment on account
of reasons other than strikes, lockouts, lay-off, weekly rest or suspension, provide a sound
database for gauging the employee’s morale, commitment and level of job satisfaction which
have a direct bearing on productivity of the establishment. It is one of the indicators to monitor
and evaluate various labour welfare programs and labour policies.
2.3.1 Instill enthusiasm to curb absenteeism, the Hindu
EVERY organization, irrespective of size and composition, is plagued by the problem of
absenteeism. Managers know that employees are not always genuinely sick when they fail to
turn up for work, yet they cannot stop them from calling in sick or saying that they have to
31

attend to some personal work. There could be a hordes of reasons for absenteeism. Sometimes
an employee may not simply turn up for work because his morale is low or he is just not
motivated to work.
It is observed that if employees were happy doing their work, they would be less inclined
to take even a day off. Many employers think that paying their workers handsomely or providing
better working conditions or improving job security can reduce absenteeism. But such benefits
do not guarantee a reduction in employee absenteeism. The solution actually lies in
understanding and meeting the emotional needs of workers and trying to find out what really
motivates them to come to work and give their best.
A wise manager would endeavor to understand the needs of workers at the recruiting
stage itself. The manager can try and choose the right person for the right job. Getting to know
the applicant well by focusing on the human side rather than on their qualifications and
experience can do this. Efforts should be made to find out the kind of work and responsibilities
that make an employee happy, the enthusiasm for work and ability to get along with other
people. The manager must ascertain that the job suits the candidate.
The next step would be to build employee's trust. As an employer if you have taken
efforts to choose the right candidates for the job, then it is equally important that you believe in
them and trust them to do their job. This trust, though, has to be communicated to the
employees.
If the employer believes that the employees cannot do their jobs well, cannot take
decisions on their own and do not do a fair day's work then this is what they will actually do. On
the contrary, if the manager's perception of employees is that they are efficient workers,
independent thinkers and able decision makers, then they will go to any extent to prove it.
The most important step to counter absenteeism is for the manager to constantly give the
employees feedback and motivate them to perform better. But most are woefully lacking in this
ability, they simply are not comfortable telling their staff about their performance.
32

So it is important that managers provide feedback to employees on a regular basis on
what they are doing well and the areas of improvement. If you notice something that requires
mention tell the employee about it and tell it immediately lest the significance of the feedback
should be lost.
If you postpone your feedback on things the employee is not doing rightthen it will be
assumed what is being done is right or that you do not notice such things or you do not care.
Some more tips on giving the right kind of feedback:
• Do it in private, on a one-to one basis
• Focus your feedback on one or two things
• Do not personally attack the employee
• Be honest and prompt with feedback
Reducing employee absenteeism is in the employer's hands. If the staff has to be
motivated enough to think twice about taking a day off, their work has to be made interesting. In
short, they need regular feedback and be made to feel that they play an important part in the
business.
This can be done by giving the employees greater responsibility, training and developing
their skills and focusing on what they are doing right. Involving employees both formally and
informally in the aspects of the business will create a sense of belonging. These measures make
employees feel good about what they are doing and thus increase job satisfaction. Organizations
would be prudent if they tackle absenteeism before it becomes a contagion.
Title: LABOUR ABSENTEEISM
Author(s): Michael J. Peel, Nick Wilson
Journal: International Journal of Manpower
Year: 1990
Publisher: MCB UP Ltd
33

Abstract: Using a random sample of 49 UK engineering companies, the influence of profit
sharing, share-option schemes and the perceived degree of employee participation in decision
making on inter-firm lab our absenteeism rates are investigated. After controlling for a number
of firm-specific factors, suggested as theoretically appropriate in the extant literature, the key
empirical results indicated that firms which had adopted sharing schemes appeared to experience
significantly lower absenteeism rates than their non-sharing counterparts..
2.4 GUIDE LINES FOR ABSENTEEISM CONTROL
There are two types of absenteeism, each of which requires a different type of approach.
2.4.1 INNOCENT ABSENTEEISM
Innocent absenteeism refers to employees who are absent for reasons beyond their
control; like sickness and injury. Innocent absenteeism is not culpable which means that it is
blameless. In a lab our relations context this means that it cannot be remedied or treated by
disciplinary measures.
2.4.2 CULPABLE ABSENTEEISM
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 lab our relations context this
means that progressive discipline can be applied.
For the large majority of employees, absenteeism is legitimate, 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
counseling and treatment, the majority of employees will overcome their problems and return to
an acceptable level of regular attendance.
34

2.4.3 IDENTIFYING EXCESSIVE ABSENTEEISM
Attendance records should be reviewed regularly to be sure that an employee's sick-leave
days are excessive compared to other employees. If a supervisor suspects that an employee is
excessively absent, this can be confirmed through reviewing the attendance records.
If all indications show that an employee is excessively absent, the next step is to gather
as much information as possible in order to get a clearer picture of the situation. The employees'
files should be reviewed and the employee’s immediate supervisor should document all available
information on the particular employee's history.
2.4.4 INDIVIDUAL COMMUNICATION
After all available information has been gathered, the administrator or supervisor should
individually meet with each employee whom has been identified as having higher than average
or questionable (or pattern) absences. This first meeting should be used to bring concerns
regarding attendance to the employee's attention. It is also an opportunity to discuss with the
employee, in some depth, the causes of his or her attendance problem and possible steps he or
she can take to remedy or control the absences. Listen carefully to the employee's responses.
2.4.5 PROOF OF ILLNESS
Sometimes it is helpful in counseling employees with excessive innocent or culpable
absenteeism to inquire or verify the nature and reasons of their absence.
The extent to which an employer may inquire into the nature of and reasons for an employee's
absence from the workplace is a delicate issue. The concepts of an employee's privacy and an
employer's need for information affecting the workplace often come into conflict. Seldom is the
conflict more difficult to resolve than where personal medical information is involved.
Unions will often strongly object to any efforts by management to inquire more deeply into the
nature of an employee's illness. You will need to consider the restraints of any language in
collective agreements in relation to this issue.
35

2.5 COUNSELING INNOCENT ABSENTEEISM
The procedure an employer may take for innocent absenteeism is as follows:
1. Initial counseling(s)
2. Written counseling(s)
3. Reduction(s) of hours and/or job reclassification
4. Discharge
2.5.1 Initial Counseling:
If the absences are intermittent, meet with the employee each time he/she returns to
work. If absence is prolonged, keep in touch with the employee regularly and stay updated on
the status of his/her condition. (Indicate your willingness to assist.)
You may require the employee to provide you with regular medical assessments. This
will enable you to judge whether or not there is any likelihood of the employee providing regular
attendance in future. Regular medical assessments will also give you an idea of what steps the
employee is taking to seek medical or other assistance. Formal meetings in which verbal
warnings are given should be given as appropriate and documented. If no improvement occurs
written warning may be necessary.
2.5.2 Written Counseling
If the absences persist, you should meet with the employee formally and provide him/her
with a letter of concern. If the absenteeism still continues to persist then the employee should be
given a second letter of concern during another formal meeting. This letter would be stronger
36

worded in that it would warn the employee that unless attendance improves, termination may be
necessary.
2.5.3 Reduction(s) of hours and or job reclassification
In between the first and second letters the employee may be given the option to reduce
his/her hours to better fit his/her personal circumstances. This option must be voluntarily
accepted by the employee and cannot be offered as an ultimatum, as a reduction in hours is a
reduction in pay and therefore can be looked upon as discipline.
2.5.4 Discharge
Only when all the previously noted needs and conditions have been met and everything has
been done to accommodate the employee can termination be considered. An Arbitrator would
consider the following in ruling on an innocent absenteeism dismissal case.
1. Has the employee done everything possible to regain their health and return to work?
2. Has the employer provided every assistance possible? (i.e. counselling, support, time
off.)
3. Has the employer informed the employee of the unworkable situation resulting from their
sickness?
4. Has the employer attempted to accommodate the employee by offering a more suitable
position (if available) or a reduction of hours?
5. Has enough time elapsed to allow for every possible chance of recovery?
Corrective Action for Culpable Absenteeism
As already indicated, culpable absenteeism consists of absences where it can be
demonstrated that the employee is not actually ill and is able to improve his/her attendance.
37

Presuming you have communicated attendance expectations generally, have identified
the employee as a problem, have met with him/her as part of your attendance program, made
your concerns on his specific absenteeism known and have offered counselling as appropriate,
with no improvement despite your positive efforts, disciplinary procedures may be appropriate.
The procedures for corrective/progressive discipline for culpable absenteeism are generally
the same as for other progressive discipline problems. The discipline should not be prejudicial in
any way.
The general procedure is as follows: [Utilizing counseling memorandum]
1. Initial Warning(s)
2. Written Warning(s)
3. Suspension(s)
4. Dismissal
 Verbal Warning
Formally meet with the employee and explain that income protection is to be used only when
an employee is legitimately ill. Advise the employee that his/her attendance record must
improve and be maintained at an improved level or further disciplinary action will result.
Offer any counseling or guidance as is appropriate. Give further verbal warnings as required.
Review the employee's income protection records at regular intervals. Where a marked
improvement has been shown, commend the employee. Where there is no improvement a
written warning should be issued.
 Written Warning
Interview the employee again. Show him/her the statistics and point out that there has been
no noticeable (or sufficient) improvement. Listen to the employee to see if there is a valid
reason and offer any assistance you can. If no satisfactory explanation is given, advise the
employee that he/she will be given a written warning. Be specific in your discussion with
him/her and in the counseling memorandum as to the type of action to be taken and when it
will be taken if the record does not improve. As soon as possible after this meeting provide
38

the employee personally with the written warning and place a copy of his/her file. The
written warning should identify any noticeable pattern
 Suspension (only after consultation with the appropriate superiors)
If the problem of culpable absenteeism persists, following the next interview period and
immediately following an absence, the employee should be interviewed and advised that
he/she is to be suspended.
The length of the suspension will depend again on the severity of the problem, the
credibility of the employee's explanation, the employee's general work performance and
length of service. Subsequent suspensions are optional depending on the above condition.
 Dismissal (only after consultation with the appropriate superiors)
Dismissals should only be considered when all of the above conditions and procedures have
been met. The employee, upon displaying no satisfactory improvement, would be dismissed on
the grounds of his/her unwillingness to correct his/her absence
39

OBJECTIVES OF THE STUDY
The main objective of the study is to find the various studies on absenteeism of man hour
and suggestion to reduce absenteeism.
• To analyze the master attendance and to find the rate of absenteeism.
• To improve the production level by reducing absenteeism.
• To find the reason for major absenteeism in particular department.
• To suggest controlling tools to reduce absenteeism.
• To find out the reason for avoidable and unavoidable absenteeism.
• To know the types of facilities and welfare activities for the employee’s benefit.
40

RESEARCH METHODOLOGY
4.1 RESEARCH DESIGN
“A research design is the arrangement of conditions for collection and analysis data in a
manner that aims to combine relevance to the researcher purpose with economy in procedure”.
It constitutes the blueprint for the collection, measurement and analysis of data. As such
the design includes an outline of what the researcher will do form writing the hypothesis and its
operational implication to the final analysis of data.
More explicitly, the design decisions happen to be in respect of;
 What is the study about?
 Why is the study being made?
 Where will the study be carried out?
 What type of data is required?
 Where can the data are found?
 What periods of time will the study include?
 What will be the sample design?
 How will the data be analyzed?
 In what style will the report be prepared?
41

 What techniques of data collection will be used?
The Research Design undertaken for the study is Descriptive one. A study, which
wants to portray the characteristics of a group or individuals or situation, is known as
Descriptive study. It is mostly qualitative in nature.
4.2 TYPES OF DATA COLLECTED
 Primary Data
Questionnaires are prepared and personal interview was conducted. Most of the
questions are consist of multiple choices. The structured interview method was undertaken. The
interview was conducted in English as well as in Tamil. Proper care was taken to frame the
interview schedule in such a manner it should be easily understood in view of educational level
of the employees. Generally 25 questions are prepared and asked to the employees of the
Pondicherry Co-operative Spinning Mill Public Ltd., Puducherry.
 Secondary Data
Secondary data was collected from Internets, various books, Journals, and Company
Records.
4.3 QUESTIONNAIRE CONSTRUCTION
Questionnaires were constructed based on the following types
• Open ended questions
• Close ended questions
• Multiple choice questions
42

4.4 DEFINING THE POPULATIONS
The Population or Universe can be Finite or infinite. The population is said to be finite if
it consist of a fixed number of elements so that it is possible to enumerate it in its totality. So In
this projects consist of finite population. nearly 630 workers working in the mill
4.5 SAMPLING PLAN
A sampling plan is a definite design for obtaining a sample from the sampling frame. It
refers to the technique or the procedure the researcher would adopt in selecting some sampling
units from which inferences about the population is drawn. Sampling design is determined
before any data are collected.
Convenient Sampling technique was adopted. In this method the researcher select those
units of the population in the sample, which appear convenient to him or the management of the
organization where he is conducting research.
4.6 SAMPLE SIZE
Nearly 50 samples are taken in Pondicherry Co-operative Spinning Mill Public Ltd..,
4.7 FIELD WORK
The field works is done at Pondicherry Co-operative Spinning Mill Public Ltd.,
Thirubuvanai, Puducherry.
4.8 PERIOD OF SURVEY
The period is from July 2007 to August 2007.
43

4.9 DESCRIPTION OF STATISTICAL TOOLS USED
 Percentage method
 Chi-square test
 Correlation
 Weighted average method
 Analysis of variance (TWO-WAY ANOVA)
4.9.1 PERCENTAGE METHOD
In this project Percentage method test was used. The percentage method is used to know
the accurate percentages of the data we took, it is easy to graph out through the percentages. The
following are the formula
No of Respondent
Percentage of Respondent = x 100
Total no. of Respondents
From the above formula, we can get percentages of the data given by the respondents.
4.9.2 CHI-SQUARE ANALYSIS
In this project chi-square test was used. This is an analysis of technique which analyzed
the stated data in the project. It analysis the assumed data and calculated in the study. The Chi-
square test is an important test amongst the several tests of significant developed by statistical.
Chi-square, symbolically written as x2
(Pronounce as Ki-Spare), is a statistical measure used in
the context of sampling analysis for comparing a variance to a theoretical variance.
Formula
44

(O-E) 2
χ2 =
E
O = Observed frequency
E = Expected frequency
4.9.3 CORRELATION
Correlation analysis deals with the association between two or more variables. It
does not tell anything about cause and effect relationship. Correlation is classified in two
types as
 Positive and
 Negative correlation.
SPEARMAN Correlation method, it also can be said as Rank Correlation. It is
defined by the symbol ‘r’
6 ∑ di²
FORMULA r = 1- ______________
n (n²-1)
Correlation value shall always lie between +1 and-1. When r =1, it shows there is perfect
positive correlation between variables. When r = 0, There is no correlation.
4.9.4 WEIGHTED AVERAGE METHOD
45

 Weighted average can be defined as an average whose component items are multiplied
by certain values (weights) and the aggregate of the products are divided by the total of
weights.
 One of the limitations of simple arithmetic mean is that it gives equal importance to all
the items of the distribution.
 Certain cases relative importance of all the items in the distribution is not the same.
Where the importance of the items varies.
It is essential to allocate weight applied but may vary in different cases. Thus weightage is a
number standing for the relative importance of the items.
4.9.5 ANALYSIS OF VARIANCE (ANOVA)
Analysis of variance is an extremely useful technique concerning research. This is used
when multi sample are involved.
Anova is extremely a procedure for testing the difference among different groups of data
for homogeneity. “The essence of ANOVA is that the total amount of variation in a set of data is
broken down into two types such as
• ONE-WAY ANOVA
• TWO-WAY ANOVA
If we take only one factor and investigate the differences amongst its various categories
having numerous possible values one-way anova can be used. When we investigate two factors
at the same time then we can use two-way anova.
Steps involved in ANOVA are
1. Name of the Row samples as x1, x2, x3, x4……
2. Name of the Column samples as y1, y2, y3, y4……
3. Calculate the sum of all items by T = ∑ x1 + ∑ x2 + ∑ x3….
46

4. Correction factor CF = T²
N
5. Calculate Total sum of squares SST = ∑ x1² + ∑ x2² + ∑ x3²….
6. Sum of squares between column samples SSC = (∑ y1) ² + (∑ y2) ² + (∑ y3) ² T²
n n n N
7. Sum of squares between column samples SSR = (∑ x1) ² + (∑ x2) ² + (∑ x3) ² T²
n n n N
8. Calculating Residual or Error SSE = [ SST- (SSC+SSR) ]
The basic principle of the Anova is to test for differences amongst the means of the
population by examine the amount of variation within the samples, relation to the amount of
variation between the samples.
TWO-WAY ANOVA TABLE
SOURCE OF
VARIATION
Sum of Squares
Degrees of
Freedom (d.f)
Mean Square (MS) F-ratio
Between
Columns
Treatment
SSC V1
SSC
MSC =
K-1
MSC
F1 =
MSE
MSR
F2 =
MSE
Between
Rows
Treatment
SSR V2
SSR
MSR =
R-1
Residual or
Error
SSE (K-1) (R-1)
SSE
MSE =
(K-1) (R-1)
• If the calculated value (C.V) of F1 < tabulated value (T.V) of F1 then H0 is ACCEPTED.
47

• If the calculated value (C.V) of F1 > tabulated value (T.V) of F1 then H0 is REJECTED.
48

CHAPTER -4
DATA ANALYSIS
AND
INTERPRETATIONS
49

5.1 ANALYSIS USING PERCENTAGE METHOD
TABLE 5.1.1
RESPONDENT BASED ON AGELEVEL
S.No Age No. of Respondents Percentage
1 18-25 04 08
2 26-35 18 36
3 36-45 22 44
4 Above 45 06 12
Total 50 100
Source: primary data
Inference:
The above table infers that, 08 % belongs to the age group of 18-25 years, 36 % belongs
to the age group of 26-35 years, 44 % belongs to the age group of 36-45 years and 12 % belongs
to the age group of above 45 year
CHART-5.1.1
AGE
AGE
above 4536-4526-3518-25
Percent
50
40
30
20
10
0
TABLE 5.1.2
50

RESPONDENTS BASED ON THEIR EDUCATION
S.No Education No. of Respondents Percentage
1 SSLC 10 20
2 HSC 22 44
3 ITI 18 36
4 Others 00 00
Total 50 100
Inference:
The above table infers that,
20 %belongs to SSLC, 44 % belongs to HSC, 36 %belongs to ITI and
0 % belongs to other degrees.
CHART-5.1.2
EDUCATION
EDUCATION
itihscsslc
Percent
50
40
30
20
10
0
TABLE 5.1.3
51

RESPONDENTS BASED ON THEIR EXPERIENCE
S.No Experience No. of Respondents Percentage
1 Below2years 11 22
2 3-5 years 07 14
3 Above 5 years 32 64
Total 50 100
Inference:
The above table infers that
22 % to below 2 years; 14 % belongs to 3-5years, 64 %belongs to above 5 years
CHART-5.1.3
EXPERIENCE
EXPERIENCE
above 5 years3-5yearsbelow 2years
Percent
70
60
50
40
30
20
10
0
TABLE 5.1.4
52

RESPONDENTS BASED ON THEIR NUMBER OF WORKING DAYS
S.No Working Days No. of Respondents Percentage
1 20-22 10 20
2 23 -25 15 30
3 25-28 22 44
4 29-31 03 06
Total 50 100
Inference:
20 % belongs to 20-22 days, 30 % belongs to 23-25 days, 44 % belongs to 25- 28days, and
06 % belong to above 29-31 days.
CHART-5.1.4
NUMBER OF WORKING DAYS
NUMBER OF WORKING DAYS
29-3125-2823-2520-22
Percent
50
40
30
20
10
0
TABLE 5.1.5
53

Respondents Based On Their Leave In A Month
S.No
Taken leave in
month No. of Respondents Percentage
1 0 10 20
2 1 -5 23 46
3 6-10 04 08
4 10-15 10 20
5 16-20 03 06
Total 50 100
Inference:
20 %belongs to 0 days, 46 % belongs to 1-5days, 08 %belongs to 6-10 days, 20 %belongs
to 10-15 days, and 06 %belongs to 16-20 days.
CHART-5.1.5
LEAVE IN MONTH
LEAVE IN MONTH
16-2010-156-101-50
Percent
50
40
30
20
10
0
TABLE 5.1.6
54

RESPONDENTS BASED ON THEIR NUMBER OF WORKING YEARS IN THE
COMPANY
S.No WORKING YEARS No. of Respondents Percentage
1 <5YEARS 16 32
2 <10 years 30 60
3 >10 years 04 08
Total 50 100
Inference:
32 % belongs to <5 years, 60 % belongs to <10years and
08 %belongs to >10 years.
CHART-5.1.6
number of working years in the company
number working years in the company
>10 years<10 years<5 years
Percent
70
60
50
40
30
20
10
0
TABLE 5.1.7
RESPONDENTS BASED ON THEIR WORK LOAD
55

S.No Work load No. of Respondents Percentage
1 Highly satisfied 04 08
2 Satisfied 03 06
3 Neutral 13 26
4 Dissatisfied 25 50
5 Highly Dissatisfied 05 10
Total 50 100
Inference:
08 % belongs to highly satisfied, 06 % belongs to satisfied
26 %belongs to neutral, 50 % belongs to dissatisfied and10 % belongs to highly
dissatisfied.
CHART-5.1.7
WORK LOAD
WORK LOAD
highlydissatisfied
dissatisfied
neutral
satisfied
highly satisfied
Percent
60
50
40
30
20
10
0
TABLE 5.1.8
56

RESPONDENTS BASED ON THEIR WORKING HOURS
S.No Working Hours No. of Respondents Percentage
2 Satisfied 12 24
3 Neutral 05 10
Total 50 100
Inference:
The above table infers that,
20 %belongs to highly satisfied, 24 % belongs to satisfied, 10 % belongs to neutral,
26 %belongs to dissatisfied and 20 % belongs to highly dissatisfied.
CHART-5.1.8
WORKING HOURS
WORKING HOURS
highlydissatisfied
dissatisfied
neutral
satisfied
highly satisfied
Percent
30
20
10
0
TABLE 5.1.9
57

RESPONDENTS BASED ON THEIR MANAGEMENT POLICY
S.No Management policy No. of Respondents Percentage
2 Satisfied 10 20
3 Neutral 05 10
Total 50 100
Inference:
40 % belongs to highly satisfied, 20 %belongs to satisfied 10 % belongs to neutral, 20 %
belongs to dissatisfied and 10 % belongs to highly dissatisfied.
CHART-5.1.9
MANAGEMENT POLICY
MANAGEMENT POLICY
highlydissatisfied
dissatisfied
neutral
satisfied
highly satisfied
Percent
50
40
30
20
10
0
TABLE 5.1.10
58

RESPONDENTS BASED ON THEIR WORKING ENVIRONMENT
S.No Working environment No. of Respondents Percentage
2 Satisfied 10 20
3 Neutral 04 08
Total 50 100
Inference:
46 % belongs to highly satisfied, 20 %belongs to satisfied, 08 %belongs to neutral, 10 %
belongs to dissatisfied and 06 %belongs to highly dissatisfied.
CHART-5.1.10
WORKING ENVIRONMENT
WORKING ENVIRONMENT
highlydissatisfied
dissatisfied
neutral
satisfied
highly satisfied
Percent
60
50
40
30
20
10
0
TABLE 5.1.11
59

RESPONDENTS BASED ON THEIR RELATIONSHIP WITH THEIR SUPERVISOR
S.No
Relation ship with their
supervisor No. of Respondents Percentage
2 Satisfied 05 10
3 Neutral 10 20
Total 50 100
Inference:
04 % belongs to highly satisfied, 10 %belongs to satisfied, 20 % belongs to neutral,
40 %belongs to dissatisfied and 26 % belongs to highly dissatisfied.
CHART5.1.11
RELATIONSHIP WITH THEIR SUPERVISOR
RELATIONSHIP WITH THEIR SUPERVISOR
highlydissatisfied
dissatisfied
neutral
satisfied
highly satisfied
Percent
50
40
30
20
10
0
TABLE 5.1.12
60

RESPONDENTS BASED ON THEIR LEAVE AFFECTING THEIR COMPANY
OUTPUT
S.No Leave affect company No. of Respondents Percentage
1 Yes 39 78
2 No 11 22
Total 50 100
Inference:
78 %says yes, 22 %says no.
CHART-5.1.12
leave affecting their company output
leave affecting their company output
noyes
Percent
100
80
60
40
20
0
61

TABLE 5.1.13
RESPONDENTS BASED ON THEIR EMPLOYEES SKILL
S.No Employee skill No. of Respondents Percentage
1 Good 35 70
2 Fair 10 20
3 Poor 05 10
Total 50 100
Inference:
70 % belongs to Good, 2 0%belongs to Fair and 10 % belongs to Poor
CHART-5.1.13
EMPLOYEES SKILL
EMPLOYEES SKILL
poorfairgood
Percent
80
60
40
20
0
62

TABLE 5.1.14
RESPONDENTS BASED ON THEIR SALARY PAID
S.No Salary paid No. of Respondents Percentage
1 Sufficient 20 40
2 In sufficient 10 20
3
Neutral
05 10
4
Moderately
Insufficient 15 30
Total 50 100
Inference:
40 % belongs to Sufficient, 20 % belongs to Insufficient, 10 %belongs to Neutral and 30%
belongs to moderately insufficient.
CHART-5.1.14
SALARY PAID
SALARY PAID
moderately sufficienneutralinsufficientsufficient
Percent
50
40
30
20
10
0
63

TABLE 5.1.15
RESPONDENTS BASED ON THEIR COMPENSATION PROVIDED
S.No Compensation provided No. of Respondents Percentage
2 Satisfied 04 08
3 Neutral 10 20
Total 50 100
Inference:
The above table infers that 06 % belongs to highly satisfied, 08 %belongs to
satisfied, 20 % belongs to neutral, 54 %belongs to dissatisfied and 12 % belongs to highly
dissatisfied.
CHART-5.1.15
COMPENSATION PROVIDED
COMPENSATION PROVIDED
highlydissatisfied
dissatisf ied
neutral
satisf ied
highly satisf ied
Percent
60
50
40
30
20
10
0
64

TABLE 5.1.16
RESPONDENTS BASED ON THEIR EXISTING JOB
S.No Existing job No. of Respondents Percentage
2 Satisfied 04 08
3 Neutral 10 20
5 Highly
Dissatisfied
06 12
Total
50
100
Inference:
06 %belongs to highly satisfied, 08 % belongs to satisfied, 20 % belongs to neutral,
54 % belongs to dissatisfied and12 % belongs to highly dissatisfied.
CHART-5.1.16
SATISFIED WITH THEIR EXISTING JOB
0
10
20
30
40
50
60
HIGHLY SATISFIED SATISFIED NEUTRAL DIS SATISFIED HIGHLY
DISSATISFIED
SATISFIED WITH THEIR EXISTING JOB
65

TABLE 5.1.17
RESPONDENTS BASED ON THEIR FACILITIES PROVIDED BY THE COMPANY
S.No Facilities provide by the company No. of Respondents Percentage
2 Satisfied 23 46
3 Neutral 12 24
Total 50 100
Inference:
14 %belongs to highly satisfied, 46% belongs to satisfied, 24% belongs to neutral
l2 %belongs to dissatisfied and 4 % belongs to highly dissatisfied.
CHART-5.1.17
FACILITIES PROVIDED BY THE COMPANY
FACILITIES PROVIDED BY THE COMPANY
highlydissatisfied
dissatisfied
neutral
satisfied
highly satisf ied
Percent
50
40
30
20
10
0
66

TABLE 5.1.18
RESPONDENTS BASED ON THEIR FLEXIBILITY AND INDEPENDENCE
S.No Flexibility & independence No. of Respondents Percentage
2 Satisfied 04 08
3 Neutral 31 62
Total 50 100
Inference:
The above table infers that 10 % belongs to highly satisfied, 08% belongs to satisfied,
62%belongs to neutral, 12 % belong to dissatisfied and 08 % belongs to highly dissatisfied.
CHART-5.1.18
67

FLEXIBILITY AND INDEPENDENCE
FLEXIBILITY AND INDEPENDENCE
highlydissatisfied
dissatisfied
neutral
satisfied
highly satisf ied
Percent
70
60
50
40
30
20
10
0
TABLE 5.1.19
RESPONDENTS BASED ON THEIR PROCEDURE FOR TAKING LEAV E
S.No Procedure for taking leave No. of Respondents Percentage
1 Giving a Leave Letter 39 78
2 Not Giving a Leave Letter 04 08
3 Asking Permission 07 14
4 No Leave 0 0
Total 50 100
Inference:
78 % belongs to giving a leave letter; 08 % belongs to not giving leave letter
14 % belongs to asking permission and 0 % belongs to no leave
CHART 5.1.19
68

PROCEDURE FOR TAKING LEAVE
PROCEDURE FOR TAKING LEAVE
askingpermissionnot giving leave letgiving a leave lette
Percent
100
80
60
40
20
0
TABLE 5.1.20
RESPONDENTS BASED ON THEIR REASON FOR TAKING LEAVE
S.No Reason for taking leave No. of Respondents Percentage
1 Personal Problem 15 30
2 Health Problem 20 40
3 Finance Problem 07 14
4 Working Environment 04 08
5 Others 04 08
Total 50 100
Inference:
The above table infers that 30% belongs to Personnel problem, 40% belongs to Health
problem, 14 % belongs to Finance problem, 08 % belongs to working environment and 08 %
belongs to others
69

CHART-5.1.20
REASON FOR TAKING LEAVE
REASON FOR TAKING LEAVE
others
w orking environment
f inance problem
health problem
personnel problem
Percent
50
40
30
20
10
0
TABLE 5.1.21
RESPONDENTS BASED ON THEIR ABSENT DUE TO TRANSPORTATION
PROBLEM
S.No Absent due to transportation
problem
No. of Respondents Percentage
1 In Some cases 23 46
2 Often 05 10
3 Rare 12 24
4 Not at All 10 20
Total 50 100
Inference:
The above table infers that, 46 %belongs to in some cases, 10% belongs to often,
24 % belongs to rare and, 20 %belongs to not at all
CHART-5.1.21
70

.
TABLE 5.1.22
RESPONDENTS BASED ON THEIR INFECTIOUS DISEASE
S.No Infectious diseases No. of Respondents Percentage
1 Yes 11 22
2 No 39 78
Total 50 100
Inference:
22 % says yes, 78 % says no.
CHART-5.1.22
71
ABSENT DUE TO TRANSPORTATION PROBLEM
ABSENT DUE TO TRANSPORTATION PROBLEM
not at allrareoftenin some case
P
E
R
C
E
N
T
50
40
30
20
10
0

AFFECTED BY INFECTIOUS DISEASES
AFFECTED BY INFECTIOUS DISEASES
noyes
Percent
100
80
60
40
20
0
TABLE 5.1.23
RESPONDENTS BASED ON LEAVE WHENEVER YOU WANT
S.No
Leave No. of Respondents Percentage
1 Yes 04 08
2 No 46 92
Total 50 100
Inference:
08 % says yes, 92 % says no.
CHART 5.1.23
72

TO GET LEAVE WHENEVER YOU WANT
TO GET LEAVE WHENEVER YOU WANT
noyes
Percent
100
80
60
40
20
0
TABLE 5.1.24
RESPONDENTS BASED ON INSUFFICIENT REST PAUSE
S.No Insufficient rest pause No. of Respondents Percentage
1 More 29 58
2 Less 05 10
3 Tolerable 16 32
Total 50 100
Inference:
58 % belongs to more, 10 % belongs to less and 32 % belongs tolerable.
CHART-5.1.24
73

REST PAUSE IS ONE OF THE REASON
REST PAUSE IS ONE OF THE REASON
tolerablelessmore
Percent
70
60
50
40
30
20
10
0
TABLE 5.1.25
RESPONDENTS BASED ON MOTIVATION TECHNIQUE
S.No Motivation technique No. of
Respondents
Percentage
1 Incentives 29 58
2 Bonus 0 0
3 Allowance 21 42
Total 50 100
Inference:
74

58% belongs to incentives, 0 % belongs to bonus and 42 % belongs to allowance.
CHART-5.1.25
MOTIVATION TECHINIQUE
MOTIVATION TECHINIQUE
allow ancesincentives
Percent
60
50
40
30
20
10
0
TABLE 5.1.26
RESPONDENTS BASED ON THEIR PERSONAL PROBLEM
S.No Personal problem No. of Respondents Percentage
1 In Some cases 31 62
2 Often 04 08
3 Not at All 15 30
Total 50 100
Inference:
62 % belongs to in some cases, 08 % belongs to often and
75

30 % belongs to not at all.
CHART-5.1.26
PERSONAL PROBLEM
PERSONAL PROBLEM
not at alloftenin some cases
Percent
70
60
50
40
30
20
10
0
TABLE 5.1.27
RESPONDENTS BASED ON THEIR COUNSELING PROVIDED BY THE COMPANY
S.No Counseling provided by the
company
1 Yes 31 62
2 No 19 38
Total 50 100
Inference:
62% says yes, 38 % says no.
CHART-5.1.27
76

counseling provided by the company
counseling provided by the company
noyes
Percent
70
60
50
40
30
20
10
0
TABLE 5.1.28
RESPONDENTS BASED ON THEIR PREFERENCE OF SHIFTS TO REDUCE
ABSENTEEISM
Sl.No Preference of shift No. of Respondents Percentage
1 General Shift 22 44
2 Weekly Shift 21 42
3 Monthly Shift 07 14
Total 50 100
Inference:
44 % prefers general shift, 42 % prefers weekly shift and 14 % prefers monthly shift
77

CHART-5.1.28
WHICH SHIFT DO YOU PREFER
WHICH SHIFT DO YOU PREFER
monthlyshiftw eekly shiftgeneral shift
Percent 50
40
30
20
10
0
TABLE 5.1.29
RESPONDENTS BASED ON THEIR FREEDOM TO CHANGE THE SHIFTS
S.No Freedom to change
the shift
1 Yes 13 26
2 No 11 22
3 Rare 26 52
Total 50 100
Inference:
The above table infers that 26 % belongs to yes, 22% belongs to no and 52 %belongs to
rare
78

CHART-5.1.29
FREEDOM TO CHANGE
FREEDOM TO CHANGE
rarenoyes
Percent
60
50
40
30
20
10
0
TABLE 5.1.30
RESPONDENTS BASED ON THEIR NEED OF ADDITIONAL LEAVE
S.No Need of additional leave No. of Respondents Percentage
1 Yes 25 50
2 No 25 50
Total 50 100
Inference:
50 % says yes, 50%says no.
CHART-5.1.30
79

NEED OF ADDITIONAL LEAVE
NEED OF ADDITIONAL LEAVE
noyes
Percent
60
50
40
30
20
10
0
TABLE 5.1.31
RESPONDENTS BASED ON THEIR EXPECTED FACILITIES NEEDED
S.No Expected facilities needed No. of Respondents Percentage
1 Medical
Facilities
11 22
2 Transport Facilities 30 60
3 Others 09 18
Total 50 100
Inference:
22 %belongs to medical facilities, 60 %t belongs to transport facilities and
18 % belongs to others.
80

CHART-5.1.31
TYPE OF FACILITES
TYPE OF FACILITES
otherstransport facilitesmedicalfacilites
Percent 70
60
50
40
30
20
10
0
5.2 ANALYSIS USING CHI-SQUARE- χ2
TO FIND WHETHER THERE IS DIFFERENCE BETWEEN THE OPINION OF
RESPONDENTS REGARDING THEIR WORKING HOURS
Null Hypothesis
There is no significant difference in the variable among the employees about their
working hours.
TABLE 5.2.1
S.No Working Hours No. of Respondents
1 Highly satisfied 10
2 Satisfied 12
81

3 Neutral 05
4 Dissatisfied 13
5 Highly Dissatisfied 10
Total 50
FORMULA
(O-E) 2
χ2 =
E
O = Observed frequency
E = Expected frequency
COMPUTATION OF CHI-SQUARE ( χ2 )
TABLE No: 5.2.2
S.No O E (O-E) (O-E)2
(O-E)2
/E
1 10 10 0 0 0
2 12 10 2 4 0.4
3 05 10 -5 25 2.5
4 13 10 3 9 0.9
5 10 10 0 0 0
TOTAL 3.8
Source: Primary Data
82

The calculated value is 3.8
Degree of freedom = (n-1) = (5-1)
= 4
Level of significance = 5%
Table value 4 of DGF and 5% level of significance = 9.48
3.8 < 9.48 - Calculated Value is lesser than Tabulated Value.
Hence, Null hypothesis is ACCEPTED.
INFERENCE
Thus Chi-Square test infers that there is no significant difference in the variable
among the employees about their working hours.
5.3 ANALYSIS USING CORRELATION ANALYSIS
TO FIND WHETHER THERE IS CORRELATION BETWEEN AFFECTED BY INFECTIOUS
DISEASES Vs LEAVE AFFECTING THE COMPANY OUTPUT
Let X be the respondent affected by Infectious diseases.
Let Y be the Leave affecting the company output.
TABLE 5.3.1
S.no Factors X Y
1 Yes 11 39
2 No 39 11
Total 50 50
RANKS
83

TABLE 5.3.2
S.no Rank of X Rank of Y di² = (Xi-Yi)²
1 2 1 1
2 1 2 1
Total ∑(Xi-Yi)² 2
1-6 ∑ di²
Formula r = 1- ,By substituting the data to the formula, we get r = -1
N (n²-1)
INFERENCE
The value obtained is in negative, where it infers that a change in one variable has an
opposite change in another variable. From the correlation analysis it is inferred that, if the
employees get affected by Infectious diseases then the company output will be get decreased.
5.4 ANALYSIS USING ANOVA
TO FIND WHETHER THERE IS DIFFERENCE BETWEEN THE OPINION OF RESPONDENTS
REGARDING THEIR SALARY PAID VS ABSENT DUE TO TRANSPORTATION
Null Hypothesis
i. There is no any significance difference between Salary paid.
ii. There is no any significance difference between absent due to Transportation.
TABLE 5.4.1
84

STEPS
Number of all items N = 16
Sum of all items are T= 50
T²
Correction factor CF = = 156.25
N
Total sum of squares SST = 153.75
Sum of squares between column samples SSC = 43.25
Sum of squares between column samples SSR = 31.25
Residual or Error SSE = 79.25
ANOVA TABLE 5.4.2
Source Of
Variation
Sum of
Squares
Degrees of
Freedom (d.f)
Mean Square (MS) F-ratio
Treatment
between Salary
paid
43.25 3 14.41
1.637Treatment
between
Absent due to
Transportation
31.25 3
10.41
85
S.no
Absent due to
Transportation
Salary paid
In some
cases
Often Rare Not at all Total
1 Sufficient 7 1 8 4 20
2 In-Sufficient 6 1 1
2 10
3 Neutral 3 2 0
0 5
4 Moderately Sufficient 7 1 3
4 15
Total 23 5 12
10 50

1.182
Residual or
Error
79.25 9 8.80
Tabulated value for (3,9) d.f at 5% level of Significance is 3.86
INFERENCE
i. Calculated value (1.637) < Tabulated value (3.86)
• Therefore H0 is ACCEPTED.
• This shows that there is no any significance difference between Salary paid.
ii. Calculated value (1.182) < Tabulated value (3.86)
• Therefore H0 is ACCEPTED.
• This shows that there is no any significance difference between Absent due to
Transportation
5.5 ANALYSIS USING WEIGHTED AVERAGE METHOD
TO FIND THE RANKS OF DIFFERENT FACTORS WHICH ARE LISTED BELOW
ACCORDING TO THE OPINION OF RESPONDENTS
TABLE No: 5.5.1
FACTORS Highly
Satisfied
Satisfied Neutral Dissatisfied Highly
Dissatisfied
86

WORKING
HOURS
10 12 05 13 10
MANAGEMENT
POLICY 20 10 05 10 05
WORKING
ENVIRONMENT 28 10 04 05 03
RELATION
WITH
SUPERVISOR
02 05 10 20 13
Table 5.5.2
POINT
WEIGHTAGE
5 4 3 2 1
FACTORS H.S S N D H.D TOTAL AVG RANK
WORKING
HOURS 50 48 15 26 10 149 2.98 3
MANAGEMENT
POLICY 100 40 15 20 05 180 3.6 2
WORKING
ENVIRONMENT 140 40 12 10 03 205 4.1 1
RELATION
WITH
SUPERVISOR
10 20 30 40 13 113 2.26 4
INFERENCE
The above table infers that the company gives more weight age first to the working
environment, second to the management policy, third to the working hours, and finally to the
relationship with supervisors. This shows that the employees are very much satisfied with their
working environment.
87

CHAPTER-VI
6.1 FINDINGS OF THE STUDY
1. The age group of employees from group of 36-45 persons is 44%
2. The employee education from HSC is 44%
88

3. The Experience of the employee from above 5 years is 64%
4. The number of working days by employee is 25-28 is 44%
5. The number leave taken in a month averagely 1-5 is 45%
6. The employee working years <10 years is 60%
7. The work load given to employee at dissatisfied level is 50%
8. The working hours is at dissatisfied to employee is 26%
9. The employee are highly satisfied with management policy is 40%
10. The employee are highly satisfied with working environment is 46%
11. About 40%are dissatisfied with supervisor
12. The absenteeism will affect the company out put at 78%
13. The employee skills in the work is good at 70%
14. About 40%were dissatisfied with compensation provide at the time of absent.
15. Exiting job is satisfied to employee is at 34%.
16. About 46%were satisfied with facilities provided by the company.
17. The flexibility and indepence is neutral is 62%.
18. About 78% were giving a leave letter and taking a leave.
19. The employees are absent due to Health problems 40%.
20. About 46% were absent due to transportation problem
21. The study shows that the infected diseases affected to employees are none at 78%.
22. About 45% says that they take leave whenever they need.
23. The rest pause is more at 58%.
24. The employees are motivated by incentives is 58%
25. In some cases the employees are absent due to personnel problem is 62%.
26. About 62% says they need counseling in the company.
27. About 42% percent prefer weekly shift.
28. The employees change the shift fort the convinces at rare at 52%.
29. About 50% says they need additional leave and 50% says they did not need additional
leave.
89

30. The most of the respondence says that they need transport facilities at 60%
31. From the Chi-Square test it is inferred that there is no significant difference in the
variable among the employees about their working hours.
32. From the correlation analysis it is inferred that, if the employees get affected by
Infectious diseases then the company output will be get decreased.
33. From the Analysis of variance it is inferred that there is no any significance difference
between Salary paid and between Absent due to Transportation.
34. From the weighted average method it is inferred that the company gives more weight age
first to the working environment, second to the management policy, third to the working
hours, and finally to the relationship with supervisors. This shows that the employees are
very much satisfied with their working environment.
CHAPTER- VI
6.2 SUGGESTION AND RECOMMENDATION
90

 In order to minimize the rate of absenteeism the company could take care of employee’s
health’s especially in production unit.
 Introducing attendance management programme.
 I suggest that by taking disciplinary action which will minimize absenteeism.
 Introducing medical facilities for employees and employee’s family member.
 Providing transport facilities for all employees
 Motivating the employee by monetary and non monetary awards for those who are
completed 100% attendance.
 To improve safety awareness among employee by educating them on health aspects
conducting safety work shop and to reduce noise pollution in few department.
CHAPTER-VII
CONCLUSION
91

The study is carried out to determine the level of employee‘s absenteeism in THE
PONDICHERRY CO- OPERATIVE SPINNING MILL LTD.
Even though company is providing with sufficient facilities to the employee’s to an
extent. The company may provide some more facilities like proper ventilation, medical facilities
transport facilities and welfare actives which would reduce absenteeism and enhances the
employees to work more efficiently and effectively for achieving the orginisational objectives.
CHAPTER-VIII
8.1 LIMITATIONS OF THE STUDY
92

Even though the studies have conducted properly more is some limitation occurring
more over factory
 Time constrain was a major limitation of the study
 Some of the respondent are not co- operative to fill the answer for the question
 The area of operation in THE PONDICHERRY CO –OPERATIVE SPINNING
MILL LTD.
 The study is based upon small population like 50 sample
8.2 SCOPE FOR THE FURTHER STUDY
93

• A s the data is collected from The pondicherry co –operative spinning mill ltd.
Thirubuvani, this result cannot correlate to the entire spinning mill industry. So further
researcher may concentrate on other regions.
• This project conducted survey to measure the level of employee’s absenteeism.
• This project is help full for those further those who are under going the project in the
concept of employee’s absenteeism and to know the reason for the absenteeism in
• The pondicherry co –operative spinning mill ltd. Thirubuvani
APPENDICES
ANNEXURE- 1
94

QUESTIONNAIRE
A STUDY ON EMPLOYEE’S ABSENTEEISM IN SPINCO,
PUDUCHERRY
Personal Details:
1. I) Name :
I I) EID No :
III) Address :
IV) Department :
V) Martial Status :
VI) Annual Income :
VII) Age:
a) 18 – 25 b) 26 – 35 c) 36 – 45 d) above 45
VIII) Education:
a) SSLC b) HSC c) ITI d) Others, please
Specify______
IX) Experience
a) Below 2 years b) 3 - 5 years c) above 5 years
Other Details:
2. Number of working days per month:
a) 20 - 22 b) 23 - 25 c) 25 - 28 d) 29 - 31
3. How many days do you take leave in a month?
a) 0 b) 1 - 5 c) 6 - 10 d) 1 0 - 1 5
e) 16 - 20
4. How long you are working in the company?
a) < 5 years b) < 10 years c) > 10 years
5. Rate the factors below according to the satisfaction level….
Highly
Satisfied
Satisfied Neutral Dissatisfied Highly
Dissatisfied
95

WORKLOAD
WORKING
HOURS
MANAGEMENT
POLICY
WORKING
ENVIRONMENT
RELATIONSHIP
WITH
SUPERVISORS
6. Does your leave will affect the company out put?
a) Yes b) no
7. How much your company utilizing the employee skills?
a) Good b) Fair c) Poor
8. About the salary paid by the company?
a) Sufficient b) Insufficient c) Neutral d) Moderately sufficient
9. Are you satisfied your compensation at the time of your leave?
a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied
e) Highly dissatisfied
10. Are you satisfied with your existing job?
11. How do you feel about your facilities provided by the company?
12. Flexibility and Independence allowed?
96

13. What is the procedure for taking leave in your organization?
a) Giving a leave letter b) Not giving a leave letter
c) Asking a permission d) No leave
14. Reason for taking leave?
a) Personal Problem b) Health problem c) Finance problem
d) Working environment e) Others
15. How often do you absent due to transportation problem?
a) In some cases b) Often c) Rare d) Not at all
16. Are you affected by infectious diseases?
a) Yes b) No
17. Is it possible to get leave whenever you want?
a) Yes b) No
18. Do you tell insufficient rest pause is one of the reasons for absent?
a) More b) Less c) Tolerable
19. What type of motivation techniques adopted for employees regular to the work?
a) Incentives b) Bonus c) Allowances
20. Does the company helps in your personal problem?
a) In some cases b) Often c) Not at all
21. Do you need counseling in the company for your personal matter affecting you in taking
leave often?
a) Yes b) No
97

22. To reduce absenteeism which shifts do you prefer if it is adopted?
a) General Shift b) Weekly Shift c) Monthly shift
23. Do you have freedom to change your shift for your convenience?
a) Yes b) No c) Rare
24. Do you need additional leave?
a) Yes b) No
25. What type facilities do you except from the management to reduce absenteeism?
a) Medical facilities b) Transport facilities c) Others, please
specify____
26. Any suggestion to reduce absenteeism_____________________________
ANNEXURE-2
BIBILIOGRAPHY
98

BOOKS:
 Kothari, C.R., Research Methodology - Methods & Techniques, New Age
international (P) Ltd., Publishers, New Delhi ,Second Edition ,2004.
 Gupta, S.P., Statistical Methods, Sultan Chand & Sons Publishers, New Delhi, Thirty
Fourth Editions, 2005.
 Prasath L.M.,Human resources management , Sultan Chand & Sons Publishers, , New
Delhi, Thirty Fourth Editions, 2005.
 Reddy& Rao –Absenteeism in India , Deep , publication , New Delhi
 Aswathappa.k, Human Resource and Personnel Management, Tata Mc Graw Hill, New
Delhi, 1999.
WEBSITES:
• www.google.com
• www.wikepidia.com
• www.absenteeism.com
99

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