A study on employee absenteeism

1
A STUDY ON EMPLOYEE ABSENTEEISM
IN
CHENNAI PORT TRUST
INTERNSHIP REPORT
Submitted to
GURU NANAK COLLEGE (AUTONOMOUS)
VELACHERY, CHENNAI 600042
In partial fulfilment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
R VENKAT SUBRAMANIAN
(Reg. no. 1813143036051)
Under the guidance of
Dr. D. Shoba

2
DECLARATION
I, R. VENKAT SUBRAMANIAN (1813143036051), First year MBA Student of Guru Nanak
College (Autonomous), have done an Internship report for a period of one month from MAY
TO JUNE 2019 on the title “A STUDY ON EMPLOYEE ABSENTEEISM IN CHENNAI
PORT TRUST”, CHENNAI. I declare that this is my original work and has not been submitted
to any other university or institute for award of any other diploma or degree.
PLACE: CHENNAI R. VENKAT SUBRAMANIAN
DATE: (Reg.no1813143036051)

3
BONAFIDE CERTIFICATE
This is to certify that Internship Report entitled “A STUDY ON EMPLOYEE
ABSENTEEISM IN CHENNAI PORT TRUST”, CHENNAI is the bonafide work carried
out by R. VENKAT SUBRAMANIAN (1813143036051) First year MBA, Under my
guidance and supervision, in partial fulfilment of the requirements for the award of the degree
of Master of Business Administration, of the Guru Nanak College (Autonomous),
Velachery, Chennai 600042.
Director- MBA Project Guide
Dr. M. K. Shakila Ms. D. Shoba

4
ACKNOWLEDGEMENTS
I take this opportunity to thank our Principal Dr.M.G.RAGUNATHAN M.SC., M.Phil.,
Ph.D., who encouraged me throughout to do this Summer Internship Report.
I sincerely thank the Dean Admin. Management Courses – Shift II, Dr.M.K.SHAKILA,
M.B.A, M.Sc.(Psy), M.Com, M.Phil., Ph.D., who encouraged me to proceed ahead with the
work and offered many valuable suggestions for the betterment of this project and thereby
acting as a constant source of encouragement.
I would also like to thank my guide Ms. D. SHOBA, M.B.A, M.Phil, NET., who motivated
and guided me for the successful completion of the Internship Report. Words are not enough
to thank her for sacrificing her precious time in helping me.
I extend my sincere thanks to the company for giving me the opportunity to do my intership
and my heartfelt thanks to Mr.ANBANANDHAM for the support and guidance.
Finally, I thank all my family members and friends who stood by me throughout the course of
the internship project.
R. VENKAT SUBRAMANIAN
(Reg.no.1813143036051)

5
TABLE OF CONTENTS
Chapter No. Title Page No.
1 INTRODUCTION 7
1.1 NEED FOR THE STUDY 8
1.2 SCOPE OF THE STUDY 8
1.3 OBJECTIVE OF THE STUDY 8
1.4 STATEMENT OF THE PROBLEM 9
1.5 LIMITATIONS 10
2 BACKGROUND OF THE STUDY 10
2.1 INDUSTRY PROFILE 10
2.2 COMPANY PROFILE 12
2.3 THEORIES RELATED TO THE
TOPIC
14
2.4 LITERATURE REVIEW 18
3 RESEARCH METHODOLOGY 23
3.1 RESEARCH APPROACH 23
3.2 SAMPLE SIZE 23

6
Chapter No. Title Page No.
3.3 SAMPLING PROCEDURE 23
3,4 STATISTICAL TOOLS
USED
23
3.5 DATA ANALYSIS AND
INTERPRETATION
24-37
4 SUMMARY AND
CONCLUSION
38
4.1 FINDINGS 3
4.2 SUGGESTIONS 39
4.3 CONCLUSION 39
4.4 BIBLIOGRAPHY 40
4.5 ANNEXURE 41

7
INTRODUCTION
Absenteeism is a big obstacle in the growth of any company. Number of researchers had
already run behind absenteeism and some are still running just to find out the main causes of it
and also to provide some solutions that can combat it. Nature of industries may be different,
companies may be big or small but this problem called absenteeism is like a slow poison, if not
identified and removed may cause a severe problem in any organization, that may result in
losses, disputes, conflicts, stress and more over dissolving of the company. Absence control
can often be an important step in reducing the business costs as it is a problem that do not
comes alone, with itself, it brings lot other problems that come along with huge financial losses,
as the number of researches in their quantitative researches have proven that companies with
high absenteeism bears heavy financial losses due to interrupted or ceased work. As a known
fact, literacy rate is increasing and as a resultant number of companies are also increasing and
this is finally increasing the competition among industries. This increasing competition is
putting a lot of pressures on all the players in the competition as it is making it difficult for
employers to do well in the market and to survive in long run. Therefore, many companies are
struggling to combat with this problem of workers absenteeism. No matter how good
infrastructure a company have, no matter what a good raw material or machinery a company
possess but until and unless a company have a regular and dedicated workforce it cannot even
think of achieving the targets. When the workforce is not regular or remains absent from duty
or come late and go early or extend lunch breaks or toilet breaks, or make excuses for being on
leave, these habits are called as absenteeism. Absenteeism is one of the major factors that affect
optimum utilization of human resources. It is an industrial malady affecting productivity,
interpersonal relationships, behavior of the co- workers and labour turnover rate. Even if only
few workers are having habit of remaining absent it may become communicable and can
influence other workers in same way. So, before it’s too late, management may take some
serious steps to cease or confiscate absenteeism from workplace.

8
NEED FOR STUDY
The study aims at the causes of absenteeism of employees in Chennai Port Trust. At present,
organizations in India take real interest in controlling absenteeism. Measures to prevent strikes
and lockouts have received far and greater attention.
One reason for this situation may be that strikes and lockouts are more noisy and visible while
absenteeism is silent and unnoticeable.
The relevance of the study is that, now the company is facing a major issue of high rate of
absenteeism and hope that the study will reveal the reason for it and thereby the organisation
can take effective measures for checking the absenteeism.
SCOPE OF THE STUDY
To study and analyse the reason for employee absenteeism in Chennai port.
To bring out the factors which affect the working atmosphere of the employees that drives them
to absenteeism.
To find the absenteeism ratio and suggesting the management to reduce the absenteeism level,
if it is more.
OBJECTIVE OF THE STUDY
PRIMARY OBJECTIVE:
• To examine the personal causes that give rise to absenteeism.
• To bring out the factors which affect the working atmosphere for the employees that
drives them to absenteeism.

9
SECONDAY OBJECTIVE:
• To evaluate the internal and external reasons affecting the absenteeism in the
organisation.
• To find out the possible ways to reduce the rate of absenteeism.
• To increase the level of employee satisfaction.
• To find the inconvenience faced by the employees in the organization.
• To find the factor which make the employee to continue in the organization.
STATEMENT OF THE PROBLEM
Study of Absenteeism among Industrial Worker is not only from view point of but it is
important from the view point of moral of employees. Even though the effect of the good
morale of employees, may not be calculated in terms of costs, but it should be said that, it is
important than cost. There is a clear relationship between high absenteeism and employees
moral, because it can easily traced that these department having high rate of absenteeism have
low morale.
There is a clear relationship between employee’s attitude & absenteeism. They are related to
each other. So employee’s attitude & morale are the important factors. Labours is
Human Factor, therefore consideration shall also be taken into account in the discussion
of problem connected in the absenteeism has been continuous to be one of the major labours
problem in Indian Industries.
The loss of employees and industry is due to absenteeism is still greater and both efficiency
and discipline suffer the maintenance of additional workers leads to serious implications. Thus
the above discussions show how the problem of absenteeism is very important to the
organization. So, I have selected this problem of study.

10
LIMITATIONS
• Due to personal inconvenience the researcher could not meet the employees who had
night shift.
• Lack of time is the major limitations.
• It is only based on the CHENNAI PORT TRUST employees only.
BACKGROUND OF THE STUDY
INDUSTRY PROFILE
Service industry:
The tertiary sector of economy (also known as the service sector or service industry) is one of
the three economic sectors, the other being the secondary sector (manufacturing) and
the primary sector (agriculture, mining, and fishing).
The tertiary sector of economy involves the provision of service to business as well as final
consumers Service may involve the transport, distribution and sale of goods from producer to
consumer. The service sector are also includes the supply of service like entertainment and
cleaning service.
Principal’s characteristic of a service industry is people to people interaction.
As per Kotler & Armstrong - a service is an activity or benefit that one party can offer another
that is essentially intangible and does not result in the ownership of anything. Its production
may or may not be tied to a physical product Country economics tend to program from
agriculture to industry to services.

11
The service industry is seen to be more opaque to international competition compared to
manufacturing. Nations which undergoes faster economic development have greater labor cos
ts than thosecountries lagging behind in the economic development road. This resultant
shrinking of manufacturing in more developed economics, forces those nation to adopt service
as a leading employment source.
The service industry forms a backbone of social and economic development of a region. It has
emerged as the largest and faster- growing sectors in the world economy, making higher
contribution to the global output and employment.
Its growth rate been higher than that of agriculture and manufacturing sector.
Port
Ports are an important form of infrastructure in Indian economy. They play a vital role in
facilitating international trade and commerce by providing an interface between the ocean
transport and land based transport. India had an extensive of 7517km (excluding Andaman &
Nicobar Island) spreading over 13 states and union territories.
It has a well-established port infrastructure covering 12major ports and minor or non-major
ports. These major ports come under the purview of the central government, while non-major
ports come under the jurisdiction of the respective state government.
In India, the concerned authority is the Department of shipping, in the ministry of shipping.
Road transport & highways, which has been entrusted with the responsibility of formulating
and implementing policies and programs on port sector
The 12 major ports in India, serves as the gateways to India’s international trade by sea
handling over 90% of foreign trade.
They are spread equality on east coast and west coast of India. The 12 major ports are:
• Kolkata port (including dock complex at Haldia)

12
• Para dip port
• Visakhapatnam port
• Chennai port
• Ennore port
• Toticorin port
• Cochin port
• New Mangalore port
• Mormugao port
• Jawaharlal Nehru port
• Mumbai port
• Kandla port
All the major port are administrated by the port trust governed by the provision of major port
trust act 1963 which are autonomous bodies except the newly ennore port which is seen by
ennore port limited registered under companies act 1956.Thus Indian ports are indispensable
in the development of country’s maritime trade and economy, owing to India’s current share
in global merchandise trade at around 0.80% they are not only considered as trade gateways,
but also integral components of the global logistics and transportation chain.
COMPANY PROFILE
Chennai Port, the third oldest port among the 12 major ports, is an emerging hub port in the
East Coast of India. This gateway port for all cargo has completed 128 years of glorious service
to the nation’s maritime trade. Maritime trade started way back in 1639 on the sea shore
Chennai. It was an open road -stead and exposed sandy coast till 1815. The initial piers were
built in 1861, but the storms of 1868 and 1872 made them inoperative. So an artificial harbour
was built and the operations were started in 1881.

13
The cargo operations were carried out on the northern pier, located on the north eastern side of
Fort St. George in Chennai. In the first couple of years the port registered traffic of 3 lakh tons
of cargo handling 600 ships. Being an artificial harbour, the port was vulnerable to the cyclones,
accretion of sand inside the basin due to underwater currents, which reduced the draft. Sir
Francis Spring a visionary skilfully drew a long-term plan to charter the course of the port in a
scientific manner, overcoming both man-made and natural challenges.
The shifting of the entrance of the port from eastern side to the North Eastern side protected
the port to a large extent from the natural vulnerabilities. By the end of 1920 the port was
equipped with a dock consisting of four berths in the West Quays, one each in the East & South
Quay along with the transit sheds, warehouses and a marshalling yard to facilitate the transfer
of cargo from land to sea and vice versa. Additional berths were added with a berth at South
Quay and another between WQ2 & WQ3 in the forties.
India’s Independence saw the port gathering development, momentum. The topography of the
Port changed in 1964 when the Jawahar dock with capacity to berth 6 vessels to handle Dry
Bulk cargoes such as Coal, Iron ore, Fertilizer and non-hazardous liquid cargoes was carved
out on the southern side.
In tune with the international maritime developments, the port developed the Outer Harbour,
named Bharathi Dock for handling Petroleum in 1972 and for mechanized handling of Iron Ore
in 1974. The Iron ore terminal is equipped with Mechanized ore handling plant, one of the three
such facility in the country, with a capacity of handling 8 million tonnes.
The Port’s share of Iron ore export from India is 12%. The dedicated facility for oil led to the
development of oil refinery in the hinterland. This oil terminal is capable of handling Suezmax
vessels.
In 1983, the port heralded the country’ first dedicated container terminal facility commissioned
by the then prime minister Smt.Indira Gandhi on 18th December 1983.
The Port privatized this terminal and is operated by Chennai Container Terminal
Private Limited. Having the capability of handling fourth generation vessels, the terminal is
ranked in the top 100container ports in the world.

14
Witnessing a phenomenal growth in container handling year after year the port is added with
the Second Container Terminal with a capacity to handle 1.5 M TEUs to meet the demand. To
cater to the latest generation of vessels and to exploit the steep increase in containerized cargo
the port is planning to welcome the future with a Mega Container Terminal, capable of handling
5 Million TEUs expected to be operational from 2013.The Chennai port is one among the major
ports having Terminal Shunting Yard and running their own Railway operations inside the
harbour on the East Coast. The port is having railway lines running up to 68 km and handles
25% of the total volume of the cargo, 4360 rakes (239412 wagons) during 2009-10.
The port with three Docks, 24 berths and draft ranging from 12m to 16.5m
has become a hub port for Containers, Cars and Project Cargo in the East Coast. The port has
handled an all-time high of 61.06 Million tons of cargo registering an increase of 6.2%
over previous year. An increase of 10.14% in handling of cars from 273917 Units in the year
2009-10when compared with 248697 Units in the year 2008-09 and an increase of 6.39% in
handling of containers from 1143373 TEUs in the year 2008-09 to 1216438 TEUs in the year
2009-10. The long term plan for Chennai Port envisages that the Port will mainly handle 4C‟s
i.e. Containers, Cars, Cruise and Clean Cargo.
THEORIES RELATED TO THE TOPIC
ABSENTEEISM
The state of chronic absence from work. Absenteeism is usually addressed through
progressively stricter disciplinary measures that can result in the termination of the individual's
employment.
ABSENTEEISMININDIA
The rate of absenteeism in Census Sector at all India level decreased to 9.88 percent during as
2002, as compared to 9.95 percent during 2001. Out of 31 States/Union Territories, the rate of
absenteeism was higher in 8 States than the absenteeism rate at national level.

15
The highest absenteeism rate of 13.54 percent was reported in Himachal Pradesh followed by
Goa(13.12 percent), whereas the lowest absenteeism rate was recorded at Information
regarding absenteeism amongst workers in an industry or 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.
The effects of high levels of absenteeism are wide ranging and affect everyone in the
organisation. It cannot be regarded purely as a management problem. Employers, workers and
their representatives have an interest in ensuring that a few absent workers do not jeopardise
their prosperity or job satisfaction.
Absenteeism is one of the indicators to monitor and evaluate various employees'
welfare programmes and labour policies. With this aim in view, statistics on absenteeism amo
ngst thedirectly employed regular workers are collected as a part of the Annual Survey of
Industries. Absenteeism rate amongst these workers in an industry or a state are worked out as
percentages of man-days lost on account of absence to the man-days scheduled to work in the
respective industry or state. Statistics on number of factories reporting absenteeism, percentage
of such factories, man-days scheduled to work, man-days lost due to absence and percentage
of absenteeism by States, Industries and Sectors during the year 2002, are presented.
ABSENTEEISMINSTATES
State-wise absenteeism rate amongst the directly employed regular workers during the year
2002 is presented. It is observed 2.34 percent in Manipur followed by Nagaland
(2.81 percent). However, it is observed that as Andaman & Nicobar Islands, Nagaland and
Manipur constitute even less than one percent of the total man-days scheduled to work in the
country, high or low absenteeism rate in these States may not be of much relevance. The highest
absenteeism rate amongst the States/Union Territories in which the man-days scheduled to
work were reported to be more than 5 percent was reported in Maharashtra (13.07 percent). An
increase in absenteeism rate as compared to that in 2001 was recorded only in 13 States/Union
Territories.
In Tripura and Andaman & Nicobar Islands, there is a sharp decrease in the absenteeism rate,
whereas, in Dadar & Nagar Havali, there is a sharp increase in the absenteeism rate.

16
ABSENTEEISMININDUSTRIES
Industry-wise absenteeism rate amongst the directly employed regular workers during 2002
is presented. It reveals that during 2002, the highest rate of absenteeism was reported at 16.18
percent in the industry group 371-Recycling of metal waste and scrap', whereas the lowest rate
at 5.92 percent was reported in industry group '014-Agricultural and animal husbandry service
activities, except veterinary activities‟. Out of a total of 62 industry groups, the absenteeism
rate in 26 industry groups was recorded more than 10 percent. This implies that absenteeism is
more or less a region related problem, because industry-wise rate of absenteeism is more evenly
spread over a large number of industry groups, as compared to its state-wise spread where the
state to state variation is comparatively quite steep. Out of 62 industry groups, absenteeism rate
was higher than absenteeism rate at the national level in at least in 26
industry groups. Likewise, out of 62 industry groups, an increase in the rate of absenteeism
during 2002, was witnessed in 29industry groups over absenteeism rate of 2001.
ABSENTEEISMINSTATESBYSECTORS
The State-wise and Sector-wise absenteeism rates during 2002. For the purpose of studying
absenteeism by type of ownership, units have been divided into three sectors, viz., Public, Joint
and Private Sectors. Among the three sectors, the highest rate of absenteeism at all India level
was reported in Public Sector (10.87 percent), followed by Private Sector (9.79 percent) and
Joint Sector (9.37 percent).The rate of absenteeism in Public Sector, varied between a highest
rate of 16.67 percent in Manipur and lowest rate of 1.39 percent in Meghalaya. In Joint Sector,
the absenteeism rate varied between a highest rate of 20.54 percent in Goa and lowest rate of
0.99 percent in Tripura. In Private Sector, the absenteeism rate varied between a highest rate
of 13.50 percent in Himachal Pradesh and a lowest rate of 2.34 percent in Manipur.
ABSENTEEISMININDUSTRIESBYSECTORS
Industry-wise and Sector-wise absenteeism rate for the year 2002.In Public Sector, the highest
rate of absenteeism of 25.33 percent was recorded in industry group 359-Manufacture of
transport equipment whereas the lowest rate of absenteeism was recorded at 3.40 percent in

17
industry group, 153 -Manufacture of grain mill products, starches and starch products,
and prepared animal feeds. In Joint Sector, the highest rate of absenteeism at 27.50 percent was
reported in industry group 51-Manufacture of rubber products, whereas the lowest rate of
3.24 percent was observed in the industry group 151-Production, processing and preservation
of meat, fish, fruit, vegetables, oils and fats‟. In Private Sector, the highest rate of absenteeism
at13.38 percent was recorded in industry group 251-Manufacture of rubber products, whereas
the lowest rate of 3.08 percent was reported in industry group 371-Recycling of metal waste
and scrap.
DEFINITION-ABSENTEEISMPOLICY:
The organization policy which addresses chronic absence from work. Absenteeism policies
usually containguidelines for topics such as the following:*Allowable absences;* Payment for
work including payment for days missed before and after a holiday.
• Types of excused and unexcused absences;
• Days/hours worked on a normal work schedule before payment of overtime hours
occurs within a pay period;
• Policy about calling in absences; and
• Supervisor management of absenteeism via paying attention to selected patterns of
absences and tardiest. Also Known As: Often used interchangeably with attendance
policy, depending on content. My view is that an attendance policy is much more
narrowly defined and limited to attendance, as opposed to absenteeism policies which
are much broader and address absenteeism management issues and more.
FACTORSMOTIVATINGABSENTEEISM:
The following are the factors affecting absenteeism:

18
• Illness
• Personal work
• Poor supervision
• Salary
• Job dissatisfaction
• Less paid holidays
LITERATURE REVIEW
The reconstruction of order and discipline on the shop floor has been a major theme in recent
debates on the management of labour. Attending to Work breaks new ground in two important
ways. First, it focuses on a surprisingly neglected issue, the management of attendance. As well
as looking at issues such as flexibility within the workplace, managers need to know how
workers are persuaded to attend in the first place. It is also a major indicator of wider changes.
The ways in which attendance is controlled sends messages to workers about how their
employers regard them. These messages have even more impact on daily behaviour than new
communications or payment systems.
Secondly, unlike many studies which rely on discussions with few, if any, workers, Attending
to Work draws on detailed interviews with over 300 workers. It shows how changing the
managerial policies has altered (or has failed to alter) workers' attitudes and behaviour. Based
on four case studies, including the public and private sectors and white collar as well as blue
collar workers, Edwards and Whitston show how the regulation of work has been changing in
a variety of settings.
- Paul K. Edwards, Colin Whitston
Blackwell Business, 1993.
On the basis of the Netherlands' Labour Conditions Act of March 1999, employers are obliged to take
care of their employees' safety and health, and to pursue a policy aimed at creating the best possible
labor conditions. The prevention of aggression towards employees falls under this obligation. Within
the Netherlands' Judicial Penitentiary Service (DJI), aggression and violence among employees seem
to occur twice as often as in other sectors. More than a quarter of Dutch employees in penitentiaries

19
contend with intimidation by a colleague and/or executive staff member. Approximately 10% of the
employees are confronted with unwanted sexual attentions. A small group of mainly male employees
falls victim to physical violence. For this study, the model of Schaufeli and Peeters was used as a
theoretical framework. The book shows a correlation between violence at work, job stress,
posttraumatic stress disorders, and absenteeism.
- M. J. J. Kunst
BJu/Boom Juridische uitgevers, 2008.
Employee absenteeism is a chronic organizational problem that costs U.S. corporations an
estimated $30 billion annually. In this pioneering volume, Colette Frayne reports the results of
the first study to examine empirically the use of a simple straightforward self-management
training program to increase employee attendance. The author presents a complete description
of the self-management training process used in the study, shows how self-management can be
of significant value in reducing employee absenteeism, and offers precise information for the
human resources professional who wishes to organize and implement self-management
training within his or her own organization. Frayne also addresses other applications of self-
management in the workplace, demonstrating that the approach works because it
accommodates both the employees' needs for freedom and the organization's need for control.
Following an introductory chapter which discusses the research focus for the study, presenting
the rationale for examining the topic, and explores the basic principles of social learning theory,
Frayne provides a detailed overview of existing theories that were precursors to social learning
theory. She then outlines the methodology that was used for sample generation, data collection,
and training implementation. Two chapters examine the research results and discuss their
implications for reducing employee absenteeism. In the next chapter, Frayne discusses the
results and interpretations derived from conducting a follow-up study and replication of the
initial research. Training in self-management, she shows, offered many benefits to the
individuals involved in the training program and to the organization that supported the
program. Specifically, many of the trainees improved their attendance, their relationships with
supervisors, their job performance, and their career promotion opportunities--improvements
that held up well over time.

20
Care is taken throughout to present both practical guidelines for implementing effective self -
management training programs and empirical research to support the various applications of
the training. Numerous tables and figures enhance the text.
- Colette A. Frayne
Quorum Books, 1991
Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and
Turnover summarizes the theory and research on employee-organization linkages, including
the processes through which employees become linked to work organizations, the quality of
such linkages, and how linkages are weakened or severed.
The text identifies the determinants of employee commitment, absenteeism, and turnover, as
well as their consequences for the individual, work groups, and the larger organization. The
book also presents conceptual models on how employees become committed to, decide to be
absent from, and decide to leave their organizations.
Human resource practitioners, managers, employers, and industrial psychologists will find the
book very informative and insightful.
- Richard T. Mowday, Lyman W. Porter, Richard M. Steers
Academic Press, 17-Sep-2013
This book integrates the growing clinical research evidence related to the emerging trans
disciplinary field of occupational health and wellness. It includes a wide range of important
topics, ranging from current conceptual approaches to health and wellness in the workplace, to
common problems in the workplace such as presenteeism / abstenteeism, common illnesses,
job-related burnout, to prevention and intervention methods. It consists of five major parts. Part
I, “Introduction and Overviews,” provides an overview and critical evaluation of the emerging
conceptual models that are currently driving the clinical research and practices in the field.
This serves as the initial platform to help better understand the subsequent topics to be
discussed. Part II, “Major Occupational Symptoms and Disorders,” exposes the reader to the
types of critical occupational health risks that have been well documented, as well as the

21
financial and productivity losses associated with them. In Part III, “Evaluation of Occupational
Causes and Risks to Workers’ Health,” a comprehensive evaluation of these risks and causes
of such occupational health threats is provided. This leads to Part IV, “Prevention and
Intervention Methods,” which delineates methods to prevent or intervene with these potential
occupational health issues. Part V, “Research, Evaluation, Diversity and Practice,” concludes
the book with the review of epidemiological, measurement, diversity, policy, and practice
issues–with guidelines on changes that are needed to decrease the economic and health care
impact of illnesses in the workplace, and recommendations for future.
All chapters provide a balance among theoretical models, current best-practice guidelines, and
evidence-based documentation of such models and guidelines. The contributors were carefully
selected for their unique knowledge, as well as their ability to meaningfully present this
information in a comprehensive manner. As such, this Handbook is of great interest and use to
health care and rehabilitation professionals, management and human resource personnel,
researchers and academicians alike.
- Robert J. Gatchel, Izabela Z. Schultz
Springer Science & Business Media, 21-Dec-2012
This research defines stress and anxiety and explores the various signs and symptoms of each
condition. In addition to defining each condition, the research investigates how the effects of a
person suffering from stress and/or anxiety can affect work performance and workplace
financials. One aspect of workplace financials discussed are the effects of workman s
compensation and disability claims. Additional chapters of the study explore various health
conditions that can arise from excess or untreated stress and anxiety, an assortment of causes
for stress and anxiety and some of the most common prevention and treatment techniques used
to treat stress and anxiety.
- Angela Stinson
Universal-Publishers, 2010

22
Employee Absenteeism is the absence of an employee from work. Its a major problem faced
by almost all employers of today. Employees are absent from work and thus the work suffers.
Absenteeism of employees from work leads to back logs, piling of work and thus work delay.
There are various laws been enacted for safeguarding the interest of both Employers and
Employees but they too have various constraints.
http://www.whatishumanresource.com/employee-absenteeism
Managing employee attendance deals with a company’s strategic actions to reduce employee
absences so that workers are consistently present to do their jobs, working productively for the
benefit of the organization. A comprehensive employee attendance program can play a strategic
role in keeping employees at work and reducing both health care and workers’ compensation
costs, thereby increasing a company’s productivity and overall business performance.
https://www.shrm.org/resourcesandtools/tools-and-
samples/toolkits/pages/managingemployeeattendance.aspx
Absenteeism is one of the biggest and most persistent obstacles to productivity and profit in a
company. There are a number of factors that cause employees to be absent from work. Sickness,
family problems and lack of motivation are all responsible for causing employees to be absent
from work. Repeated and unplanned absences over an extended period of time can eventually
begin to adversely affect a company’s overall performance.
http://blog.softworks.com/cause-of-absenteesism

23
RESEARCH METHODOLOGY
RESEARCH APPROACH – DESCRIPTIVE RESEARCH
A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure. In
this study descriptive type of research design has been used.
Descriptive research studies are those studies which are concerned with describing the
character of a group.
SAMPLING SIZE – 74
SAMPLING TECHNIQUE – Simple Random Sampling
TOOLS USED – MS WORD, MS EXCEL, GOOGLE FORMS
DATA ANALYSIS AND INTERPRETATION

24
DATA ANALYSIS AND INTERPRETATION
TABLE 1: IDENTIFICATION OF ABSENTEEISM IN A MONTH
RESPONSE NUMBER OF RESPONSE PERCENTAGE %
NILL 23 30.67
ONCE 15 20.00
TWICE 17 22.67
MORE THAN TWICE 20 26.67
TOTAL 75 100
CHART 1: INDICATION OF ABSENTEEISM IN A MONTH
30.67% of the sample responded nill absence in a month. 20.00% of the sample responded once
per month. 20.67% of the respondents responded twice and 26.67% responded more than twice
per month.

25
TABLE 2: IDENTIFICATION OF INFORMING SUPERIOR ABOUT ABSENCE
RESPONSE NUMBER OF REPONSE PERCENTAGE %
OFTEN 13 17.33
SOMETIMES 29 38.67
RARELY 25 33.33
NEVER 8 10.67
TOTAL 75 100
CHART 2: INDICATION OF INFORMING SUPERIOR ABOUT ABSENCE
17.33% of the sample often inform to the superior, 38.67% of the respondents sometimes
inform to the superior, 33.33% rarely inform the superiors and 10.67% of the sample never
inform to the superiors about their absence.

26
TABLE 3: IDENTIFICATION OF SHIFT DIFFICULTIES
MORNING 13 17.33
EVENING 16 21.33
NIGHT 27 36.00
NONE 19 25.33
TOTAL 75 100
CHART 3: INDICATION OF SHIFT DIFFICULTIES
17.33% of the respondents find morning shift as difficult, 21.33% of the sample find evening
shift not comfortable for working, 36% of the sample find night shift as difficult and 25.33%
is comfortable on working in any shift.

27
TABLE 4: IDENTIFICATION OF ACTION AGAINST ABSENTEEISM
OFTEN 8 10.67
SOMETIMES 36 48.00
RARELY 19 25.33
NEVER 11 14.67
TOTAL 75 100
CHART 4: INDICATION OF ACTION AGAINST ABSENTEEISM
10.67% of the sample says there is often action against absenteeism, 48% of the sample says
there are sometimes action against absenteeism, 25.33% of the respondents says there are rarely
actions against absenteeism and 14.67% of the sample says there is no action on absenteeism.

28
TABLE 5: IDENTIFICATION OF WAGE SATISFACTION
VERY MUCH SATISFIED 18 24.00
SATISFIED 19 25.33
FAIRLY SATISFIED 24 32.00
NOT SATISFIED 14 18.67
TOTAL 75 100
CHART 5: INDICATION OF WAGE SATISFACTION
24% of the sample are very much satisfied with the wages, 25.33% of the sample are satisfied
with the wages, 32% of the respondents are fairly satisfied with the wages and 18.67% are not
satisfied.

29
TABLE 6: IDENTIFICATION OF WAGE CUT WHEN ABSENT
YES, IN ALL CASES 18 24.00
YES, IN SOME CASES 30 40.00
MAYBE 22 29.33
NO 5 6.67
TOTAL 75 100
CHART 6: INDICATION OF WAGE CUT WHEN ABSENT
24% of the sample get wage cut in all cases, 40% of the sample will get wage cut in some cases,
29.33% of the employee sample may get wage cut and 6.67% of the respondents does not get
any wage cut on absenteeism.

30
TABLE 7: INDENTIFICATION OF REASON ON ABSENTEEISM
HEALTH ISSUES 16 21.33
PERSONAL ISSUES 32 42.67
WORK STRESS 15 20.00
DIS LIKENESS OF WORK
ENVIRONMENT
12 16.00
TOTAL 75 100
CHART 7: INDICATION OF REASON ON ABSENTEEISM
21.33% of the sample are absent due to health issues, 42.67% has personal issues, 20%of the
respondents are absent due to work stress and 16% of them are absent due to the dis likeness
of work environment.

31
TABLE 8: IDENTIFICATION OF AWARENESS OF JOB RESPONSIBILIIES
WELL CLEAR 18 24.00
CLEAR 25 33.33
PARTIALLY CLEAR 22 29.33
NOT CLEAR 10 13.33
TOTAL 75 100
CHART 8: INDICATION OF AWARENESS OF JOB RESPONSIBILITES
24% of the respondents are well clear about their job responsibilities, 33.33% of the sample
are clear about their job responsibilities, 29.33% of the sample are partially clear about their
job responsibilities and 13.33% of the sample are not clear about their job responsibilities.

32
TABLE 9: IDENTIFICATION OF JOB SATISFACTION
WELL SATISFIED 17 22.67
SATISFIED 24 32.00
FAIRLY SATISFIED 19 25.33
NOT SATISFIED 15 20.00
TOTAL 75 100
CHART 9: INDICATION OF JOB SATISFACTION
22.67% of the sample are well satisfied with their job, 32% of the sample are satisfied with
their job, 25.33% of the respondents are fairly satisfied with their jobs and 20% of the sample
are not satisfied with their job.

33
TABLE 10: IDENTIFICATION OF APPRECIATION GIVEN FOR WORK
OFTEN 20 26.67
SOMETIMES 32 42.67
RARELY 13 17.33
NEVER 10 13.33
TOTAL 75 100
CHART 10: INDICATION OF APPRECIATION GIVEN FOR WORK
26.67% of the sample get often appreciation for the work done, 42.67% of the sample
sometimes get appreciation for the work done, 17.33% of the sample rarely get appreciation
for the work done,13.33% of the sample never get appreciated.

34
TABLE 11: IDENTIFICATION OF VIEWS ON WORK ENVIRONMENT
EXCELLENT 14 18.67
GOOD 31 41.33
POOR 18 24.00
VERY POOR 12 16.00
TOTAL 75 100
CHART 11: INDICATION OF VIEWS ON WORK ENVIRONMENT
18.67% of the sample finds the work environment excellent, 41.33% of the sample find the
work environment as good, 24% of the respondents finds the work environment poor and 16%
find it as very poor.

35
TABLE 12: IDENTIFICATION ON BOREDOM OF ROUTINE WORK
OFTEN 18 24.00
SOMETIMES 24 32.00
RARELY 22 29.33
NEVER 11 14.67
TOTAL 75 100
CHART 12: INDICATION ON BOREDOM OF ROUTINE WORK
24% of the sample find bored often at work, 32% of the sample find work bored sometimes,
29.33% of the sample find bored rarely at work and 14.67% are not bored.

36
TABLE 13: IDENTIFICATION OF RELATIONSHIP WITH SUPERIOR AND CO-
WORKERS
EXCELLENT 17 22.67
GOOD 26 34.67
FAIR 19 25.33
POOR 13 17.33
TOTAL 75 100
CHART 13: INDICATION OF RELATIONSHIP WITH SUPERIOR AND CO-
WORKERS
22.67% of the sample are having excellent relationship with their superior and co-workers,
34.67% of the sample are having good relationship with their superior and co-workers, 25.33%
of the sample are having fair relationship with their superior and co-workers, and 17.33% of
the sample are having poor relationship with their superior and co-workers

37
TABLE 14: IDENTIFICATION OF SUPERIOR BEHAVIOUR TOWARDS YOUR
PROBLEMS
EXCELLENT 17 22.67
GOOD 36 48.00
FAIR 15 20.00
POOR 7 9.33
TOTAL 75 100
CHART 14: INDICATION OF SUPERIOR BEHAVIOUR TOWARDS YOUR
PROBLEMS
22.67% of the sample’s superior has excellent behaviour towards their problems, 48% of the
sample’s superior has good behaviour towards their problems, 20% of the sample’s superior
has fair behaviour towards their problems, 9.33% of the sample’s superior has poor behaviour
towards their problems.

38
SUMMARY AND CONCLUSION
FINDINGS
1. 30.67% of the sample responded nill absence in a month. 20.00% of the sample responded
once per month. 20.67% of the respondents responded twice and 26.67% responded more than
twice per month.
2. 38.67% of the respondents sometimes inform to the superior.
3. 36% of the sample find night shift as difficult.
4. 48% of the sample says there are sometimes action against absenteeism.
5. 32% of the respondents are fairly satisfied with the wages.
6. 40% of the sample will get wage cut in some cases.
7. 21.33% of the sample are absent due to health issues, 42.67% has personal issues, 20%of
the respondents are absent due to work stress and 16% of them are absent due to the dis likeness
of work environment.
8. 33.33% of the sample are clear about their job responsibilities.
9. 32% of the sample are satisfied with their job, 25.33% of the respondents are fairly satisfied
with their jobs.
10. 42.67% of the sample sometimes get appreciation for the work done.
11. 18.67% of the sample finds the work environment excellent, 41.33% of the sample find the
work environment as good, 24% of the respondents finds the work environment poor and 16%
find it as very poor.
12. 24% of the sample find bored often at work, 32% of the sample find work bored sometimes,
29.33% of the sample find bored rarely at work and 14.67% are not bored.
13. 22.67% of the sample are having excellent relationship with their superior and co-workers,
34.67% of the sample are having good relationship with their superior and co-workers.

39
14. 22.67% of the sample’s superior has excellent behaviour towards their problems, 48% of
the sample’s superior has good behaviour towards their problems, 20% of the sample’s superior
has fair behaviour towards their problems, 9.33% of the sample’s superior has poor behaviour
towards their problems.
SUGGESTIONS
• From the study most of the employees taking leave because of personal issues.So
management should improve supervision.
• To reduce the absenteeism the management should improve their welfare facilities.
• Management should increase salary based by service and performance.
• They should increase paid holidays per month.
• The management should also have some entertainment programs, so that the employees
can feel refreshed from work stress.
CONCLUSION
Majority of the employees has said they are paid worth of their work.
Majority of workers is facing problems in night shift, the company had to take necessary steps
to reduce the problems.
Majority of the employees are absenting due to personal issues.
Majority of the employees has said that there is no strict action against absenteeism.
Majority of workers never got appreciation for their punctuality in the organization. So, The
Management must think upon this aspect.
This study attempts to find the factors affecting employee absenteeism in Chennai Port Trust,
CHENNAI. Thus the study find out some factors like personal work, salary, job
dissatisfaction, less paid holidays etc.,

40
BIBLOGRAPHY
Reducing Employee Absenteeism through Self-management Training,
Colette A. Frayne
Quorum Books, 1991.
Employee counselling and absenteeism,
Abeywickrama, Dorothy
Ceylon Tobacco Company, 2001.
Improving job attendance
John V. Schappi
Bureau of National Affairs, 1988.
“HUMAN RESOURCE MANAGEMENT”
By C.B. GUPTA
Published by SULTAN CHAND & SONS, New Delhi.
“RESEARCH METHODOLOGY”
By C.R. KOTHARI
Published by NEW AGE INTERNATIONAL PUBLICATION
“PRESONNEL MANAGEMENT”
By C.B. MAMORIA & GANKAR
Published by MALYA PUBLISHING HOUSE

41
STATISTICAL METHOD - SHANTHI SOFIA
BUSINESS STATISTICS - S.T. GUPTA
WEBSITE
1.http://www.vardhman.com/products_yarns_overview.asp
2.http://www.citehr.com/research.php?q=absentieesm&x=0&y=0
ANNEXURE
A STUDY ON EMPLOYEE ABSENTEEISM IN CHENNAI PORT TRUST
1. How often do you remain absent in a month?
• Nill
• Once
• Twice
• More than Twice
2. Do you inform your superior about your absence?
• Often
• Sometimes
• Rarely
• Never
3. Which shift do you find difficult?
• Morning
• Evening
• Night
• None
4. Is there any strict action against absenteeism?
• Often

42
• Sometimes
• Rarely
• Never
5. Are you satisfied with your wages?
• Very much Satisfied
• Satisfied
• Fairly Satisfied
• Not Satisfied
6. Will you get wage cut if you are absent?
• Yes, In all cases
• Yes, In some cases
• Maybe
• No
7. According to you what is the main reason for an employee's absenteeism?
• Health Issues
• Personal Issues
• Work Stress
• Dis likeness of work environment
8. Are you aware of your job responsibilities?
• Well Clear
• Clear
• Partially Clear
• Not Clear
9. Are you satisfied with your job?
• Well Satisfied
• Satisfied

43
• Fairly Satisfied
• Not Satisfied
10. Have you received any appreciation for your work done?
• Often
• Sometimes
• Rarely
• Never
11. Your views regarding work environment in Chennai Port?
• Excellent
• Good
• Poor
• Very Poor
12. Do you feel bored when you do your routine work?
• Often
• Sometimes
• Rarely
• Never
13. How is your relationship with superiors and co-workers?
• Excellent
• Good
• Fair
• Poor
14. Your superior behaviour towards your problems?
• Excellent
• Good
• Fair
• Poor

A study on employee absenteeism

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to A study on employee absenteeism

Similar to A study on employee absenteeism (20)

Recently uploaded

Recently uploaded (16)

A study on employee absenteeism