INTRODUCTION: 1.1 HUMAN RESOURCE MANAGEMENT AND EMPLOYEES
ABSENTEEISMMichael J. Jucius defined personal management as The
field of management,which has to do with planning, organizing,
directing and controlling the functions ofprocuring, developing,
maintaining and utilizing a labor force.
Human Resources Management is the central sub system of an
organization andit permeates all type of functional management.
Personal management is concerned withemployees both as individuals
and as groups in attaining goals. t is also concerned withbehavior,
emotional and social aspects of personal.!mployee"s presence at
wor# place during schedule time is highly essential forthe smooth
running of the production process in particular and organization in
general.$espite the significance of employee presence, employee
some time fails to report atwor# place during schedule time, which
is #nown as absenteeism.%cc to &ebster"s dictionary:
%bsenteeism is the practice or habit of being an absence and an
absentee is onewho habitually stays away'.%cc to the labour bureau
simla %bsenteeism is the total man shifts lost because of absences
as a percentage ofthe total number of man shifts scheduled to
wor#'%bsenteeism in ndian industry is not a new phenomenon the
royal commissionon labour reported, High absenteeism prevails among
industrial labor mainly due totheir rural orientation'.Ma!a"i!"
A#se!$eeis% ( %bsenteeismisunavoidable, what couldbedonetocontrol
andminimizeitsoccurrence. !ducationandcounseling,
wor#ingconditions,incentives sceames, motivation and moral have
suggested mechanismto manageabsenteeism. Personal factors, )ob
factors, environmental factors causes for theabsenteeism. The
labour bureau does not regard absence from wor# due to
authorizedvacation, privilege leave, and stri#e, loc# out, lay off
post facto regularized period ofover stay following un authorized
leave as absenteeism. The labor department,government of ndia
defines %bsenteeismas thetotal manshifts lost becauseofabsentees as
a percentage of the total number of man shifts schedule1.&NEEDS
O' THE STUDY neverycompanythe employees absenteeismplayanimportant
role. Thecompany should reduce the absenteeism to improve the
production and promotethe well being of the employees.
Thesemeasures thecompanyshouldimprovethewor#ingconditions of
theemployees and improve the production. The business mission of
*a#atiya Te+tiles ,td' is to create an environment inwhich
employees would grow to their full potential. The company should
increase the upward communication in this company.1.( OBJECTI)ES O'
THE STUDY To #now the procedures and policies followed in the
#a#atiya te+tile ltd To study the reasons for absenteeism in the
#a#atiya te+tile ltd To evaluate the wor#ing conditions in the
company To understand leave facilities To revise the opinion of the
employees according to their management To cram the employees
grievances in the organization1.* SCOPE O' THE STUDYThe scope of
the study covers the reasons for the employees absenteeism
andmeasures in the production and productivity in #a#atiya te+tiles
limited' the samplingunits at company are restricted to staff and
employees.The overall sample is ta#en as -./ employees. The pro)ect
0overs information related to *T, ,imited at 1allabandagudem.' The
study has ta#en place among the top level management and middle,
lowerlevel management. ,aid upon the supervisory as well as wor#men
cadre this study is aimed
atanalysingthefactorscontributingtotheemployee"sabsenteeismof
employees thatenhance the performance of the organization. 1.+
METHODOLOGY O' THE STUDY: METHODOLOGY O' THE STUDYThe researcher
was mainly based on two sources of the data via,-. primary source..
secondary sourcesPRIMARY SOURCES:The primary source of data is
applied for getting the re2uired and relevantinformation directly
from the departmentheads andinthecourseof discussion
with!+ecutives. The following are the data collected through
primary sources.a3 Type of welfare measures provides under
Hindustan 4hipyard ,imited.b3 Refreshment courses conducted in the
technical institute.c3 %bout the course covered through discussion
with the employee and through2uestionnaires.SECONDARY SOURCES:The
secondary source of data was collected through obtaining records
and filesfromthe%dministrative5uildingof H4,. %ndtheinstitutional
guidegaveus theremaining necessary information and the staff
relating to %dministration gave me all thenecessary information to
complete the study.SAMPLE SI,E 4ample size 6 -// DATA
COLLECTIONThere are two types of data to collect information
relating to the concerned topic. Primary $ata 4econdary $ata7or
this pro)ect, primary data was collected fromthe employees of
variousdepartments inside the plant. 4econdary data is such data,
which is already published,collected for some purpose other than
the one confronting the researcher at a given p8Point of Time37or
this pro)ect, the secondary data was collected from the R1,
website, library,annual calendars, past documents related
totraining and development of the HRdepartment.Da$a C-llec$i-!
Primary $ata 4econdary$ata9uestionnaire nformal Tal#Records Manuals
Reports$issuasionDATA ANALYSIS:The data derived from primary and
secondary sources are used simple randomsampling. DE'INITION O'
SIMPLE RANDOM SAMPLING:.4imple randomsamplingis the most intuitive
samplingapproach. f everyhousehold in the population has some
uni2ue identifier, such as a number or the name ofthe head of the
household, and you #now how many households you want to include
inthe survey sample, then you could simply write this identifier
for each household on aseparate piece of paper, put all the pieces
of paper in a bag, sha#e well, and draw asmany from the bag as you
need to achieve your intended sample size. This is simplerandom
sampling. Si%/le Ra!0-% Sa%/li!": nvolves selection of households
which is independent and random s thebasisfor
moststatisticaltheory, thatis( The mostcommon methodstocalculate p
values and confidence limits, The output frommost
statisticscomputer programmes assume simple random sampling S-%e
De1i!i$i-!s:5eforecane+plainthevariousprobabilitymethodswehavetodefinesomebasicterms.
These are( N : the number of cases in the sampling frame ! : the
number of cases in the sample NC : the number of combinations
8subsets3 of n from 1 1 : n;1 : the sampling fraction 7ormula of
simple random sampling( 4ample mean : + : 8< +i3 ; n1.2
LIMITATIONS O' THE STUDY The study is sub)ected to limitation of
resource and time. Theout comemaynot be-//=correct,
becausethetermemployeeabsenteeism is related to the behaviour of
the employees and it is also noteasily measurable. The stipulated
period for the pro)ect wor# is only two months. The timewas short
for doing a detailed analysis of company. ,imited cooperation from
office because of the routine wor#.INDUSTRY PROFILEHISTORY O'
TE3TILES INDUSTRY:ndian te+tile tradition is the world>s oldest
te+tile tradition. The origin of
ndiante+tilecanbetracedbac#tothedaysofndusvalleycivilization.Thefragmentsofcottonmaterial
originatingfrom?u)arat foundinthe!gyptiantombs support
thatdiscovery. There are occasional comments about the te+tile
craft in most of the ancientndian writings as well. ndian te+tile
was also e+ported to various countries since timeimmemorial.
Thehistoryofvi)ayanagarempire8ad-@/A3,
oneofndia"scelebrateddynasties emphasizethat te+tilewasanimportant
trade. ndiangeography, climate,social customs,
availabilityoftherawmaterial etcdefinestheart
ofndiante+tile.Manufactured and e+ported to various countries,
ndian te+tile has found a place in theglobal mar#et.
nane+tensiverange, varietyandthete+tileproductsareoffered,
ateconomic prices.INDIAN TE3TILE INDUSTRYndia"s Te+tile ndustry
Targeting B4C D@ 5illion Te+tile Production and B4C
@/5illion!+ports
by.//EF./-/%ndmplementingB4C./5illion?rowthPlanforRapid ?rowth
Through !+pansion G Modernization of H/// Te+tile Mills
Thendiante+tileindustryhastargetedtoachieveB4CD@billionte+tileandclothing
production, with e+ports accounting for B4C @/ billion in financial
year .//EF./-/. ndia"s te+tile industry is currently producing B4C
A/ billion worth te+tile andclothing with B4C -I.-- billion revenue
coming through e+ports achieved in financialyear .//@F.//J, which
is a substantial )ump of H/= over the te+tile e+ports of B4C
-Hbillion achieved in financial year .//AF.//@. 7or the year
.//JF.//I the ndian government has set an e+port target of B4C-E.IH
billion for te+tile and clothing e+ports. The ndian ?overnmentKs
B4C ./ billionte+tile growth fund, offering soft loans, with a @
percent subsidy in interest rates, will
bee+tendedtillfinancialyear.//EF./-/, to spur ndia"s
te+tileindustry"sgrowth plan,which will enable the ndian te+tile
industry to achieve the targeted production of B4CD@ billion and
e+ports of B4C @/ billion by .//EF./-/. INDIAN TE3TILE INDUSTRY4S
MASSI)E GRO5TH PLAN The ndian te+tile industry has embar#ed on an
investment programme of B4C H-billion, for the financial year
.//EF./-/ buoyed up by higher investments, productionand e+ports in
the postF2uota regime reflecting the resurgent mood of the ndian
te+tileindustry. The ndian?overnment has raisedthebarone+port
targetfor te+tilesandclothing to B4C --@ billion by the terminal
year of the !leventh 7ive Lear Plan Period8./--F./-.3. ndia"s
Te+tileMinister,Mr.4han#ersinh Maghela,
citedtheupsurgeofinvestments in te+tile sector. 4uch investments in
the te+tile sector during the last twoyears have been witnessing a
secular increase, he said adding that investments in year.//J were
estimated at B4C J billion.Thendian?overnment
iscommittedtoprovidingthendiante+tileindustrywith ade2uate
infrastructure facilities and the scheme for integrated te+tile
par#sannounced after the merger of two e+isting schemes had been
widely received by theindustry. %s many as .J integrated par#s have
been sanctioned with a pro)ect cost ofRs
.,AH/croreinvolvinginvestments of morethanRs
.,A//croreandadditionalemploymentgeneration of more than five la#h
persons. The ndian ?overnment wasprovidingagrant of RsDJJcrorefor
thesanctionedpro)ect.
ndian?overnment"sTechnologyBpgradation7und4chemefor modernizationof
te+tilemills has beene+tended till .//I and total investment from
this scheme from %pril -EEE to Nuly .//Jhas been Rs AA,JDJ crore.
INDIA4S COTTON PRODUCTION&ith a record bumper cotton crop
pro)ected for financial year .//JF.//I, ndiais poised to e+port
about @/ la#h bales 8of Rs -I/ #g3 against AI la#h bales e+ported
infinancial year .//@F.//J, according to ndia"s Te+tile Minister,
Mr 4han#ersinhMaghela. ndia"s Te+tile Ministry has directed the
0otton 0orporation of ndia 8003 tobe ready to purchase cotton in
any 4tate at minimum support price 8M4P3 the momentprices dip to
the M4PFlevel. f cotton prices increase above M4P, 00 would
purchasethe commodity at commercial prices so that the growers
could get remunerative pricesfor their produce. !+cept in %ndhra
Pradesh, the current cotton prices are H.-- per centabovetheM4P.%t
present, 00 is purchasingcotton, wherever re2uired, at priceshigher
than M4P. ndia"s 4tate of ?u)arat has seen cotton production
continuously go up from H/.@la#h bales to DE la#h bales between
.//.F.//H and .//@F.//J and to -// la#h balese+pected in .//JF.//I.
The area under cotton cultivation has increased by A per centduring
.//JF.//I, to E. la#h hectare. ndia"s consumption of cotton has
increased by .Dper cent between .//.F/H and .//@F.//J, from -JE
la#h bales to .-I la#h bales andnow to .H@ la#h bales. INDIA4S
APPAREL E3PORTERS RECORD DRAMATIC GAINS INPOST.6UOTA TRADING
EN)IRONMENT ndianapparel companies
haveachieveddramaticsuccessinthefirst year of2uotaFfree
trade,according tondia"s Te+tile and %pparelndustry. Opportunities
for4ourcing and 0ollaboration, a new research report from Te+tile
ntelligence, B.*. says.%lthough 0hina has made bigger gains in
mar#et share, ndia loo#s set to be one of theworld"s
biggestlocationsforoutsourcingte+tiles and apparelinthe future,
nowthat2uotas have been eliminated and the ndian economy has been
opened up to the outsideworld.The
stronginternationalcompetitiveness ofndia"ste+tile andapparel
industrycan be attributed to a number of ma)or factors. Prominent
among these, according to thenew report, is the fact that ndia has
a complete supply chain 6 from fibers to finishedproducts. %t the
start of the supply chain, ndia is one of the world"s biggest
suppliers ofrawcotton.%ttheendofthechain,
ndiaiscapableofsupplyinglargevolumesofapparel and home te+tiles 6
and the 2uality of its products in improving all the time. The
ndian te+tile industry is vertically integrated and new technology
is beinginstalledat anever e+pandingrate. %ddedtothat
arendia"slowlabour costs, itse+perience,
entrepreneurshipandstrongdesigns#ills,
anditslargedomesticmar#et,which cushions e+port ris#s. !+ports have
been helped by ndian ?overnment which ishighly supportive of ndian
te+tile e+porters. The ndian te+tile industry is also highly
fle+ible, says Te+tiles ntelligence, B.*.researchstudy.
,argefirmsareabletoe+port basicapparel
productswhichre2uirelargeFscale production, while small
andmediumsizefirms canoffer highfashiongarments, which need to be
manufactured in small 2uantities and delivered 2uic#ly. 5esides
apparel and home te+tiles, ndia"s Te+tile and %pparel
ndustry(Opportunities for 4ourcing, researchstudyof Te+tiles
ntelligence, B.*. e+aminesndia"s enormous yarn and fabrics
industry. &hile serving local needs, this industry hasalso
emerged as a huge e+porter and ndia now ran#s among the top few
suppliers in
theworld.Tohelpforeigncompanieslocatecompetitivesuppliersinndia,
theresearchreport profilesalargenumber of ma)or ndiane+porters.
Theseinclude.-apparele+porting firms, si+ home te+tile companies
and ten yarn and fabric suppliers.COMPANY PRO'ILE*a#atiya Te+tiles
,td was incorporated in the year -ED- with a licensed capacityof
.@/// spindles. The unit is located at 1allabandagudem MillageF @/D
./J, 1algonda$istrictP %ndhrapradesh. There was a change in the
management of the company in theyear.//J.1ow,
thecompanyisunderthecontrol andmanagement of4ri4umanthRamamurthi.
4ri 4umanthRamamurthi has more thanHdecades of e+perience
inTe+tiles and!ngineeringndustriesandheisalsotheManaging$irector of
4uper4pinning Mills ,td.7a8a$i9a Te:$iles L$0CODE O' CONDUCT AND
BUSINESS ETHICSt isstatedpolicyof*a#atiyaTe+tiles,tdtoconduct
itsbusinessinlinewiththehighest standards of business ethics, human
values and compliance with law, personalintegrity and professional
conduct. The ob)ective of this code of conduct' document isto
formulate guidelines for e+pected employee behavior that will
fulfill the e+pectationsof the company. !very $irector, 4enior
Management personnel, who are members ofthecoremanagement team,
includingall functional heads, andall
staff8hereinaftercollectivelyreferred toas KThey" unless otherwise
specificallyreferredto3 of thecompany is e+pected to comply with
the tenets of this code. *a#atiya is committed tocontinuously
reviewing and updating its policies and procedures. Therefore, this
code ofconduct and business ethics is sub)ect to modification as
and when re2uired.4hareholders *a#atiya is committed to pursuing
sound growth and earnings ob)ectivesto enhance shareholder value. t
shall comply with all regulations and laws that govern
shareholders" rights andshall informthemabout all relevant
aspectsofthecompany"sbusinessanddisclosesuch information in
accordance with the respective regulations and agreements.
!thicalconduct They shall deal on behalf of the company with
professionalism, honesty andintegrity, as well as high moral and
ethical standards. 0orporate Opportunities They owea duty to the
company to advance its legitimate interests when the opportunity to
do soarises. They are e+pressly prohibited from(Ta#ing for
themselves personally, opportunities that are discovered through
the use of company"s property, information or position.Q0ompeting
directly with the business of the company or with any businessthat
the company is considering.QBsing 0ompany"s property, information
or position for personal gain.QTo gain an unfair competitive
advantage by improperly influencing an!mployee"s discretionary
decisions. 0onfidentialityThey should maintain the confidentiality
of information entrusted to them in carryingout their duties and
responsibilities, e+cept where disclosure is approved by
thecompanyor legallymandatedor if suchinformationis
inthepublicdomain. Thecompany"s confidential and proprietary
information shall not be
inappropriatelydisclosedorusedforthepersonal gainor
advantageofany5oardMember and;or4enior Management Personnel or
other staff, other than the company. nsider TradingThey should not
derive any benefit or assist others in deriving any benefit by
givinginvestment
advicebasedontheiraccesstoandpossessionofinformationabout
thecompany, not
inpublicdomainandthereforeconstitutinginsiderinformation. Theyshall
comply with the insider trading guidelines as issued by 4!5 from
time to time.7air $ealing n carrying out their duties and
responsibilities, they should endeavour todeal fairly and should
promote fair dealings by the company, its employees and agents,with
customers, suppliers and employees. They should not see# to ta#e
unfair advantage of the company throughmanipulation, concealment,
abuse or privileged information, misrepresentation ofmaterial facts
or any other unfair dealing. 0ompany Property n carrying out their
dutiesand responsibilities, they should endeavour to ensure that
management is causing thecompany"s assets, proprietary information
and resources to be used by the company andits employees only for
legitimate business purposes of the company.P;-0uc$s*%*%TL% T!RT,!4
believe that 2uality products are not only by promisesbut
alsobyprovenresults. $evelopment
ofnewte+tileproductsisdonethroughFnnovationindefiningproductionprocessesof
higher 2ualityandma#ingavailablemodern technologies and
professionals with the highest level of competence.The 1-ll-
1>>EGRAPH *.+Inade0(ate 1e.)are
2a,'.'t'es64851155%40%42+50%12+50%0102030405060strong.yagreeagree
d'sagree strong.y
d'sagreePARTIC!AR"R#"P$%%T""er'es2"er'es1nterpretation(7rom the
chart A..@= respondents are disagree with their in ade2uate welfare
facilities, A/= of the respondents are satisfy with their
facilities1ages and A..o3an,es6+Are yo( sat's)'ed 3't4 yo(r 3ages
and sa.ar'es5TA6!# 4+6S.NO PARTICULARS RESPONDENTS PERCENTAGE-
Highly satisfied. 4atisfied JJ @@=H $issatisfied AD A/=A Highly
$issatisfied J @=T-$al 1&> 1>>E7RAP8 4+61ages and
A..o3an,es664865%40%55%0102030405060708'g4.y
sat's)'edsat's)'ed&'ssat's)'ed8Ig4.y
&'ssat's)'edpart',(.arsRrespondents"er'es2"er'es1I!$e;/;e$a$i-!:7rom
the chart @@= of the respondents are satisfied with their wages and
allowances.A/= of the respondents are dissatisfied. @= of the
respondents highly dissatisfied.8ea.t4 Prob.e*sI.Y-u
1>>EGRAPH *.1>1or-'ng
#nv'ron*ent24514520%42+50%37+50%01020304050609es %o To
so*ee=tentPARTIC!AR"R#"P$%%T"Per,entageRespondentsI!$e;/;e$a$i-!:7romthe
chart A..@=respondents are absent due to the cause of
inconvenientenvironmerntHI.@= of the respondents are not agree with
the cause. Su/e;i-; E!c-u;a"e%e!$--. How is the encouragement from
the superior in the OrganizationTTABLE *.11S. N- Pa;$icula;s
Res/-!0e!$s Pe;ce!$a"e- !+cellent -@ -..@/=. ?ood AD A/=H %verage
@I AI.@/=A PoorT-$al 1&> 1>>EGRAPH *.11"(per'or
#n,o(rage*ent15485712+50%40%47+50%010203040506070#=,e..ent 7ood
Average
PoorPARTIC!AR"R#"P$%%T""er'es2"er'es1I!$e;/;e$a$i-!:7romthechart
AI.@=of theemployee Ks haveaverage encouragefromtheir thesuperior
A/= of the employees have good encouragement from the superior-..@=
ofthe respondents have e+cellent encouragement.A$$i$u0e BP;ac$ice
-1 $he Ma!a"e%e!$1&. Thei; a$$i$u0e a!0 /;ac$ice -1 $he
%a!a"e%e!$ als- c-!$;i#u$e $-A#se!$eeis%HTABLE *.1&S. N-
Pa;$icula;s Res/-!0e!$s Pe;ce!$a"e- 4trongly agree H ..@/=.
$isagree AD A/=H 1either agree nor disagree .- -I.@/=A %gree J @=@
4trongly disagree A. H@=T-$al 1&> 1>>EGRAPH
*.1&Att't(de/pra,t'se o) t4e
:anage*ent348642212+50%40%17+50%5%35%0102030405060"trong.yagree&'sagree
%e't4eragree nord'sagreeAgree
strong.yd'sagreePARTIC!AR"R#"P$%%T""er'es2"er'es1I!$e;/;e$a$i-!:7rom
the chart A/= of the respondents are good opinion about the
attitude of the management H@= of the respondents did not have good
opinion about theattitude of the management.Ha#i$s -1
Alc-h-lis%1(.D- 9-u 1eel $- ha#i$ -1 alc-h-lis% a%-!"
1>>EGRAPH *.1(I!$e;/;e$a$i-! (7rom the chart HI.@=of the
employees are strongly agree with the alcoholism a significant
cause of absenteeism-H=. Of the employees are disagree with the
reason. .@= of the employees are agree with the
reason.E%/l-9ee.E%/l-9e; Rela$i-!shi/1*. U!1a=-;a#le e%/l-9ee?
e%/l-9e; ;ela$i-!shi/s 1>>EGRAPH *.1*I!$e;/;e$a$i-!:7rom the
chart -..@= of the employees have good relationships with their
employers.@=of the employees did not have good relationships with
their employers.Lea=e 1acili$ies1+. I! a0eDua$e lea=e 1acili$ies
als- a cause -1 a#se!$eeis%HTABLE *.1+S .N- Pa;$icula;s Res/-!0e!$s
Pe;ce!$a"e- 4trongly agree-. -/=. $isagree HJ H/=H 1either agree
nor disagree E I.@/=A %gree -@ -..@/=@ 4trongly disagree AD
A/=T-$al1&> 1>>EGRAPH *.1+!eave
)a,'.'t'es1236>154810%30%7+50%12+50%40%0102030405060"trong.yagree
&'sagree %e't4eragreenord'sagreeAgree
strong.yd'sagreePARTIC!AR"R#"P$%%T""er'es2"er'es1I!$e;/;e$a$i-!:7rom
the chart A/= of the employees have fle+ible leave facilities -/=
of the employees strongly satisfy with the leave facilities. H/= of
the employees are disagree with leave facilitiesMai! causes 1-;
A#se!$eeis%12. 5hich is $he %ai! cause $- a#se!$ 9-u; 0u$iesHTABLE
*.12S. N- Pa;$icula;s Res/-!0e!$s Pe;ce!$a"e- n plant causes H
..@/=. Personal causes I. J/=H 0ommunity causes H/ .@=A 4ocial
causes -@ -..@/=T-$al 1&> 1>>EGRAPH *.12:a'n ,a(ses
)or Absentee's*372301560%2.50%25%12.50%01020304050607080In
lantcausesersonalcausescommunitycausessocialcausesPARTIC!AR"R#"P$%%T"!eries2!eries1I!$e;/;e$a$i-!:7rom
the chart J/= of the employees are absent because of their personal
causes .@=of the employees have community causes.-..@= of the
employees have social causes...@= of the employees have in plant
causesE%/l-9ee Res/-!si#ili$ies1I. The lac8 -1 #ala!ce #e$
1>>EGRAPH *.1JI!$e;/;e$a$i-!:7rom the chart J..@= of the
employees are want to rela+ation from their over timewor#..I.@=of
the employees tosome e+tent. -/=of the employees didnot want
torela+ation from their wor#Dis$a!ce 1;-% $he li=i!" Places1F. 5ha$
is 9-u; 1eeli!" a#-u$ $he 0is$a!ce 1;-% 9-u; li=i!" /laces $-
1ac$-;iesHTABLE *.1FS. N- Pa;$icula;s Res/-!0e!$s Pe;ce!$a"e- t is
so far E I.@/=. t is near I@ J..@/=H t is reasonable distance HJ
H/=T-$al1&> 1>>EGRAPH *.1F&'stan,e )ro* t4e .'v'ng
P.a,es7536>7+50%62+50%30%01020304050607080It 's so )ar It 's
near It
'sreasonab.ed'sten,ePARTIC!AR"R#"P$%%T""er'es2"er'es1nterpretation(7rom
thechartJ..@=ofthe employees arelivingnear tothe company. H/= of
theemployees have reasonable distance from the company. I.@= of the
employees have sofar from the companyPa;$ $i%e K-# -1 $he
E%/l-9ee&>. A;e 9-u ha=e a!9 /a;$ $i%e K-#HTABLE
*.&>S.NO Pa;$icula;s Res/-!0e!$s Pe;ce!$a"e- LesJ @=. 1o --A
E@=T-$al 1&> 1>>EGRAPH*.&>I!$e;/;e$a$i-!:7rom
the chart E@= of the respondents are not have any part time )ob .@=
of the employees are have some part time )obs. Cul$u;al
Ac$i=i$ies&1. I!0ica$e $he i%/-;$a!ce -1 $he cul$u;al
ac$i=i$ies i! $he -;"a!iCa$i-!HTABLE*.&1S. N- Pa;$icula;s
Res/-!0e!$s Pe;ce!$a"e- Mery important -./ -//=. 1either importantH
1or un importantA 1ot at all importantT-$al1&>
1>>EGRAPH*.&1120100%020406080100120R#"P$%%T"very'*portantnor
(n'*portantPARTIC!AR"C(.t(ra.
A,t'v't'es"er'es1"er'es2nterpretation(7romthechart -//=of
theemployees arewant -//=recreationactivities inthecompany.Na$i=e
/lace )isi$&&. H-< 1;eDue!c9 9-u =isi$ 9-u; !a$i=e
/laceHTABLE*.&&S. N- Pa;$icula;s Res/-!0e!$s Pe;ce!$a"e-
!very two months A@ HI.@/=. Half year J/ @/=H Lear -@ -..@/=A
1everT-$al1&> 1>>EGRAPH1.&&nterpretation(7rom
the chart @/= of the employees are every J months visit their
native placeHI.@=of the employees have every . months visit their
native place.-..@= of the employeeshave visit their native place
early.5-;8i!" c-!0i$i-!s&(. 5hich $9/e -1 1>>EGRAPH
*.&(1or-'ng ,ond't'ons30>025%75%020406080100p.easant very
no'sy (n 4ea.t4yPARTIC!AR"R#"P$%%T""er'es2"er'es1
nterpretation(7rom the chart I@= of the wor#ers have very noisy
wor#ing conditions. .@= of the wor#ers have un healthy wor#ing
conditions.'a%il9 Sic8!ess&*. A;e 9-u ha=e a!9 1a%il9
sic8!essHTABLE *.&*S. N- Pa;$icula;s Res/-!0e!$s Pe;ce!$a"e-
Les I@ J..@/=. 1o A@ HI.@/=T-$al 1&> 1>>EGRAPH
*.&*754562+50%37+50%01020304050607080R#"P$%%T"1
2PARTIC!AR"2a*'.y "',-ness9es%onterpretation(7rom the chart J..@=
of the employees have family sic#ness. HI.@= of the employees did
not have family sic#ness.Me0ical 'acili$ies&+. A;e 9-u
a";eei!"