A Study on Employee s Absenteeismin Spinco

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PROJECT REPORT ON STUDY OF EMPLOYEES

ABSENTEEISM

TABLE OF CONTENT

CHAPTER TITLE PAGE NO

LIST OF TABLESLIST 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


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VIII LIMITATIONS OF THE STUDY

SCOPE FOR THE FUTHER STUDY

75

76

APPENDICES

ANNEXURE-1

ANNEXURE-2

77

81

ABSTRACT

The project report entitle A STUDY ON EMPLOYEES 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 4817 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

28Table showing respondent Preference on their shift to reduce

absenteeism60

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


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33 Computation of Chi-Square 65

33Affected By Infectious Diseases Vs Leave Affecting The Company

Output- Correlation66

34 Ranks for correlation data 66

35 Salary Paid Vs Absent Due To Transportation- ANOVA 6736 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


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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

11 Chart showing respondents relation ship with supervisor 43

12 Chart showing respondents their leave will affect company out put 4413 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 5524 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

28Chart showing respondent Preference on their shift to reduce

absenteeism60

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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CHAPTER-I

INTRODUCTION

1.1 PROFILE OF THE ORGANISATION

1.1.1 GROWTH OF TEXTILE INDUSTRY

The birth of cotton textile industry can be traced back to the year 1818, when for the first

time a mill was started in Calcutta. But its real foundation was laid in Bombay with a mill set up

in 1853 under PARSI Management. Early years marked a rapid progress and number of cotton

mil1s increased up In Ahemedabad, Sholapur and Nagpur. In 1951 the total number of mills in

this Industry was only 378 of which 103 where spinning and 275 were composite Mills.

The number of cotton textile mill increased to 1051 in 1990; of this 770 were spinning

mills and 281 composite mills. The total investment in the fixed assets is 1300 crores. It

contributes for about 25% of total exports. In puducherry, the first spinning mill which started its

operation be Desbarsyns de Richement', Governor of French rule at that time in 1827 on the

western style. In 1828 Blin and Delbruck are businessmen of France have stared another spinning

mill in PuduCherry with a production capacity ofabout700 Kg per day, and provided employment


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for 225 workers. Thus the organized mill sector provides employment to more than one million

people in the country and about l/5th of the total employed in manufacturing industry. Its

contribution of government revenue and to export earnings is substantial.

1.1.2 HISTORY OF THE MILL

The Pondicherry Co-operative Spinning Mills was registered as cooperative Society under

the Pondicherry co-operative societies Act 1972 during the year 1979. This spinning mill is the

first type of its kind in its venture in the union territory of Pondicherry. The society has been

registered on 28-12-1979, the actual functioning commenced in the year 1984. The factory is

situated 22 Kms away from Pondicherry in the National Highways 45-A, between Pondicherry

and Villupuram in the Village Thirubuvanai.

The foundation stone for the Mill was laid on 10.08.1981 by the then Chief Minister of

Pondicherry and the factory was inaugurated by the then his.Excellency T.P. Twari, Lt. Governor

of Pondicherry on 16.11.1984. The trial production was made on 12.2.1984 and the Commercial

production was started on 19.3.84. The mills Spindale was 25080 only. The Mill has achieved its

full spinning capacity in the year 1987.

1.1.3 MEMBERSHIP

The Mill was started with 138. Members with a share capital ofRs.79, 9001akhs- at the

beginning and at Present there are 815 members with a share capital of Rs .689.31lakhs

comprising as the following.

Particular Membership Share Capital (in lakhs)

"A" Handloom weavers co-op

Societies 14 4.45

.

"B" Other Co-operative

Societies 69 3.72

"C" Individuals 731 6.64


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"D" Government of Pondicherry 1 674.50

815 689.31

1.1.4 AWARDS COMPLEMENTED BY THE AIFCOSPIN

Among all the co-operatives in India, the Pondicherry Co-operative Spinning Mills has been

identified as No.1 Mill for its profitability, Machine productivity, Net profit and Labour

productivity. The Position placed by the Mill from 1987-88 to 1990-91 is detailed below:

1.1.5 AIFCOSPIN - All India Federation for Co-operative Spinning Mill- Bombay,

It has awarded many awards. The position placed by the mill from 1987-88 to 90-91

Year Selection Criteria Position

1987-88 Spindle Profit I

1988-89 Spindle Profit . I

1989-90Spindle Profit I

Machine Productivity II

Productivity per Spindle Shift III

1990-91 Spindle Profit I

Cash gain per spindle II

Machine Productivity II

Labour Productivity III

1.1.6 EXPANSION PROGRAMME


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The licensed capacity of the Mill is 39, 192-spindle unit. The installed capacity is 35,160

spindles with an average count of 40's to 6s. By the year2001, the remaining capacity of 4,032

spindles will be erected.

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


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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

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.


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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

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

LabourOfficer

Admn. Manager Controller ofAccounts

Asst. SpinningMaster

(Maintenance)

Asst SpinningMaster. (Qlty.

control)

Elec. Engine


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Clerks Clerks Supervisor for

Prodn &Maintenance

Quality Control

wing

Engineering

wing

Masteries &Workers

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


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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.

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


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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.

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.


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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.

CHAPTER-II

REVIEW OF LITERATURE

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.

2.1 Says FRANCES DAVIES

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


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proving to be a major headache for companies. Effective absence management programs can be

the best remedy for reducing absenteeism.

Every time an employee is absent from work there is a loss of productivity to the

organization, explains Sharon Kaleta, President and CEO of the Disability Management

Employers Coalition (DMEC). One person absent from work may not create a problem, but

several people absent for one or more days can have a significant financial impact to the

organization.

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.

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.

WORKING WELL


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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 isnt something for employees to be sick of.

Report Author: ANNE COUGHLAN

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


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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.

A recent IBEC surveyshowed 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:
http://www.employer-employee.com/absent.html#Employeehttp://www.employer-employee.com/absent.html#Employee


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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 absenteeismamong 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 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:


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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:

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.


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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.

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


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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 employees 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 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 understandingand 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


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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.

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


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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

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 GUIDELINES FOR ABSENTEEISM CONTROLThere 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


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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.

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 employees 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


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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.

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:


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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

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


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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.

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


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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 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.


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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

CHAPTER-III

OBJECTIVES OF THE STUDY


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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 employees benefit.

CHAPTER IV

RESEARCH METHODOLOGY


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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?

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


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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

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


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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.

4.9 DESCRIPTION OF STATISTICAL TOOLS USED

Percentage method

Chi-square test

Correlation

Weighted average method

Analysis of variance (TWO-WAY ANOVA)


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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 100Total 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

(O-E)2

2 =

E

O = Observed frequency

E = Expected frequency


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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 di

FORMULA r = 1- ______________

n (n-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

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.


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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 categorieshaving 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.

4. Correction factor CF = T

N

5. Calculate Total sum of squares SST = x1 + x2 + x3.

6. Sum of squares between column samples SSC = ( y1) + ( y2) + ( y3) T

n n n N

7. Sum of squares between column samples SSR = ( x1) + ( x2) + ( x3) T

n n n N

8. Calculating Residual or Error SSE = [ SST- (SSC+SSR) ]


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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 SquaresDegrees of

Freedom (d.f)Mean Square (MS) F-ratio

Between

Columns

Treatment

SSC V1SSC

MSC =

K-1

MSC

F1 =

MSE

MSR

F2 =MSE

BetweenRows

Treatment

SSR V2SSR

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.

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


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CHAPTER-V

ANALYSIS AND INTREPRETATION

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

336-45 22 44

4 Above 45 06 12

Total 50 100Source: 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 % belongsto the age group of above 45 year

CHART-5.1.1

AGE

AGE

above4536-4526-3518-25

Percent

50

40

30

20

10

0


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TABLE 5.1.2

RESPONDENTS BASED ON THEIREDUCATION

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

Source: primary data

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


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TABLE 5.1.3

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

Percen

t

70

60

50

40

30

20

10

0


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TABLE 5.1.4

RESPONDENTS BASED ON THEIRNUMBER 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

NUMBEROF WORKINGDAYS

NUMBEROF WORKINGDAYS

29-3125-2823-2520-22Percent

50

40

30

20

10

0


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TABLE 5.1.5

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 INMONTH

LEAVE INMONTH

16-2010-156-101-50

Percent

50

40

30

20

10

0


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TABLE 5.1.6

RESPONDENTS BASED ON THEIR NUMBER OF WORKINGYEARS IN THE

COMPANY

S.No WORKING YEARS No. of Respondents Percentage

1


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RESPONDENTS BASED ON THEIRWORK LOAD

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

WORKLOAD

highlydissatisfied

dissatisfied

neutral

satisfied

highly satisfied

Percen

t

60

50

40

30

20

10

0

TABLE 5.1.8


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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

WORKINGHOURS

highlydissatisfied

dissatisfied

neutral

satisfied

highly satisfied

Perc

ent

30

20

10

0

TABLE 5.1.9


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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

Pe

rcent

50

40

30

20

10

0

TABLE 5.1.10


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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

WORKINGENVIRONMENT

WORKINGENVIRONMENT

highlydissatisfied

dissatisfied

neutral

satisfied

highly satisfied

Percen

t

60

50

40

30

20

10

0

TABLE 5.1.11


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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




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 THEIRSUPERVISOR

RELATIONSHIPWITH THEIRSUPERVISOR

highlydissatisfied

dissatisfied

neutral

satisfied

highly satisfied

Perce

nt

50

40

30

20

10

0

TABLE 5.1.12


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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:

The above table infers that78 %says yes, 22 %says no.

CHART-5.1.12

leave affecting their company output

leave affecting their company output

noyes

Pe

rcent

100

80

60

40

20

0

TABLE 5.1.13


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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

Percen

t

80

60

40

20

0

TABLE 5.1.14


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RESPONDENTS BASED ON THEIR SALARY PAID

S.No Salary paid No. of Respondents Percentage

1 Sufficient 20 40

2 In sufficient 10 20

3Neutral

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

Percen

t

50

40

30

20

10

0

TABLE 5.1.15


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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

COMPENSATIONPROVIDED

COMPENSATIONPROVIDED

highlydissatisfied

dissatisfied

neutral

satisfied

highly satisfied

Perce

nt

60

50

40

30

20

10

0

TABLE 5.1.16


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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

TABLE 5.1.17


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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

Source: primary dataInference:


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 PROVIDEDBY THE COMPANY

FACILITIESPROVIDEDBYTHE COMPANY

highlydissatisfied

dissatisfied

neutral

satisfied

highly satisfiedP

ercent

50

40

30

20

10

0

TABLE 5.1.18


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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

FLEXIBILITY ANDINDEPENDENCE

FLEXIBILITYANDINDEPENDENCE

highlydissatisfied

dissatisfied

neutral

satisfied

highly satisfied

Percent

70

60

50

40

30

20

10

0

TABLE 5.1.19


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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

PROCEDURE FOR TAKINGLEAVE

PROCEDURE FOR TAKINGLEAVE

askingpermissionnot giving leave letgiving a leave lette

Perce

nt

100

80

60

40

20

0

TABLE 5.1.20


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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


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

CHART-5.1.20

REASONFORTAKINGLEAVE

REASONFORTAKINGLEAVE

others

workingenvironment

financeproblem

healthproblem

personnel problem

Percent

50

40

30

20

10

0

TABLE 5.1.21


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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

.

TABLE 5.1.22

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


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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

AFFECTED BY INFECTIOUS DISEASES

AFFECTED BY INFECTIOUS DISEASES

noyes

Percent

100

80

60

40

20

0

TABLE 5.1.23


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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

TO GET LEAVE WHENEVER YOU WANT

TO GET LEAVE WHENEVER YOU WANT

noyes

Perce

nt

100

80

60

40

20

0

TABLE 5.1.24


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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

REST PAUSE IS ONE OF THE REASON

REST PAUSE IS ONE OF THE REASON

tolerablelessmorePercent

70

60

50

40

30

20

10

0

TABLE 5.1.25


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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:


58% belongs to incentives, 0 % belongs to bonus and 42 % belongs to allowance.

CHART-5.1.25

MOTIVATION TECHINIQUE

MOTIVATION TECHINIQUE

allowancesincentives

Percent

60

50

40

30

20

10

0

TABLE 5.1.26


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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

30 % belongs to not at all.

CHART-5.1.26

PERSONAL PROBLEM

PERSONAL PROBLEM

not at alloftenin some cases

Perce

nt

70

60

50

40

30

20

10

0

TABLE 5.1.27


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RESPONDENTS BASED ON THEIR COUNSELING PROVIDED BY THE COMPANY

S.No Counseling provided by thecompany


1 Yes 31 62

2 No 19 38

Total 50 100


Inference:


62% says yes, 38 % says no.

CHART-5.1.27

counseling provided by the company

counseling provided by the company

noyes

Percent

70

60

50

40

30

20

10

0

TABLE 5.1.28


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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

CHART-5.1.28

WHICHSHIFT DO YOUPREFER

WHICHSHIFT DO YOUPREFER

monthlyshiftweekly shiftgeneral shift

Pe

rcent

50

40

30

20

10

0

TABLE 5.1.29

RESPONDENTS BASED ON THEIR FREEDOM TO CHANGE THE SHIFTS


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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

CHART-5.1.29

FREEDOM TO CHANGE

FREEDOMTO CHANGE

rarenoyes

Percent

60

50

40

30

20

10

0

TABLE 5.1.30

RESPONDENTS BASED ON THEIR NEED OF ADDITIONAL LEAVE


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S.No Need of additional leave No. of Respondents Percentage

1 Yes 25 50

2 No 25 50Total 50 100


Inference:


50 % says yes, 50%says no.

CHART-5.1.30

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


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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.

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- 2

TO FIND WHETHER THERE IS DIFFERENCE BETWEEN THE OPINION OF

RESPONDENTS REGARDING THEIR WORKING HOURS


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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

3 Neutral 05

4 Dissatisfied 13

5 Highly Dissatisfied 10

Total 50


FORMULA

(O-E) 22 =

EO = Observed frequency

E = Expected frequency

COMPUTATION OF CHI-SQUARE ( 2 )

TABLE No: 5.2.2


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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

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


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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

TABLE 5.3.2

S.no Rank of X Rank of Y di = (Xi-Yi)

1 2 1 1

2 1 2 1

Total (Xi-Yi) 2

1-6 di

Formula r = 1- ,By substituting the data to the formula, we get r = -1N (n-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 THEIRSALARY PAID VS ABSENT DUE TO TRANSPORTATION

Null Hypothesis


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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


STEPS

Number of all items N = 16

Sum of all items are T= 50

T

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

S.no

Absent due toTransportation

Salary paid

In some

casesOften Rare

Not at all Total

1 Sufficient 7 1 8 4 20

2 In-Sufficient 6 1 1

2 103 Neutral 3 2 0

0 5

4 Moderately Sufficient 7 1 34 15

Total 23 5 1210 50


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Treatmentbetween Salary

paid

43.25 3 14.41

1.637

1.182

Treatment

between

Absent due toTransportation

31.25 3

10.41

Residual or

Error79.25 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 toTransportation

5.5 ANALYSIS USING WEIGHTED AVERAGE METHOD

TO FIND THE RANKS OF DIFFERENT FACTORS WHICH ARE LISTED BELOW

ACCORDING TO THE OPINION OF RESPONDENTS


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TABLE No: 5.5.1

FACTORS HighlySatisfied

Satisfied Neutral Dissatisfied HighlyDissatisfied

WORKING

HOURS

10 12 05 13 10

MANAGEMENT

POLICY 20 10 05 10 05

WORKING

ENVIRONMENT 28 10 04 05 03

RELATION

WITHSUPERVISOR

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

MANAGEMENTPOLICY 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


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relationship with supervisors. This shows that the employees are very much satisfied with their

working environment.

CHAPTER-VI

6.1 FINDINGS OF THE STUDY


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1. The age group of employees from group of 36-45 persons is 44%

2. The employee education from HSC is 44%

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


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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.

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


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In order to minimize the rate of absenteeism the company could take care of employees

healths 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 employees 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


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81/87

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

A Study on Employee s Absenteeismin Spinco

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