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A STUDY AND ANALYSIS ON ABSENTEEISM AMONG
APPRENTICE CATEGORY EMPLOYEES IN RANE (MADRAS)
LTD. THIRUBUVANAI, PUDUCHERRY
Project report submitted to
PRIST UNIVERSITY
In partial fulfillment of the requirements for the Award of the
degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
Rakesh.R
(Reg.No:70111860008)
Under the guidance of
Mr.R.Suryanarayanan,M.Sc.,MBA,M.Phil,
Assistant Professor
PRIST SCHOOL OF BUSINESS
PRIST UNIVERSITY
THANJAVUR – 613403
APRIL 2013
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DECLARATION
I Rakesh.R hereby declare that the dissertation entitled “A study
and analysis on absenteeism among apprentice category employees
in Rane (Madras) ltd. Thirubuvanai, Puducherry” submitted to the
PRIST University, Thanjavur for the award of the degree of Master of
Business Administration is my original work and has not formed the
basis for the award of any degree or diploma, fellowship,associate ship,
or any other similar title.
Place:
Date:
Signature of the candidate
Rakesh.R
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PRIST SCHOOL OF BUSINESS
PRIST UNIVERSITYVALLAM, THANJAVUR – 613403
Date: ……………….
CERTI FI CATE
This is to certify that the project report entitled “A study and
analysis on absenteeism among apprentice category employees in
Rane (madras) ltd. Thirubuvanai, Puducherry,” is the bonafide record
of the work done by Rakesh.R (Reg.No.70111860008) a full time student of
PRIST SCHOOL OF BUSINESS, in partial fulfillment of requirements for the
award of the degree of Master of Business Administration. This project to the
best of my knowledge has not formed the basis for the award of any degree or
any other similar title and that it represents entirely an independent work on
the part of the candidate under my overall supervision.
Signature of the Guide Signature of the Director
Signature of the External Examiner
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ACKNOWLEDGEMENTS
I express my gratitude to the Almighty for His blessings showered
upon me, which has helped me to complete this project work successfully.
I owe my sincere thanks to our honorable CHANCELLOR, PRIST
UNIVERSITY for providing an excellent environment and infrastructure for
successfully completing my MBA project work.
I express my deep sense of gratitude to our VICE CHANCELLOR,
PRIST UNIVERSITY for his motivation and successful completion of the
project work.
I express my sincere thanks to our REGISTRAR, PRIST
UNIVERSITY for his motivation and successful completion of the project
work.
With a deep sense of gratitude, I express my sincere thanks to the
DEAN, DIRECTOR, PRIST SCHOOL OF BUSINESS and
Dr. Kailasam Koumaravelou, DIRECTOR, PRIST UNIVERSITY,
PUDUCHERRY CAMPUS for all the encouragement and whole hearted co-
operation extended in completing the project work successfully.
I express my deep sense of gratitude and indebtedness to
Mr. R. Suryanarayanan, M.Sc., MBA, M.Phil, HOD (i/c), PRIST
SCHOOL OF BUSINESS for his kind, invaluable guidance and whole
hearted advice, support and encouragement for the completion of this project
work in time and in a successful manner.
It is my pleasure to record my deep sense of thankfulness to
Mr. N. Selvakumar, HR Head, Rane (Madras) Ltd., who helped me in all
my efforts throughout the journey of my project.
I’m thankful to the respondents who have answered the questions in
spite of their busy schedule. I would like to acknowledge the whole hearted
support of my parents, faculty members and friends who helped me at various
stages in completing this project work successfully.
Rakesh.R
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CONTENTS
CHAPTER PARTICULARS PAGE NO.
I Introduction
1.1 Introduction to the study
1.2 Objective of the study
1.3 Need of the study
1.4 Period of the study
1
1
2
2
2
2
II Company Profile 4
III Review of Literature 11
IV Research Methodology 32
V Data Analysis and Interpretation 38
VI Findings, Suggestions and Conclusion 95
Bibliography 98
Annexure 99
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LIST OF TABLES
TableNo
TitlePageNo
5.1 Respondents gender classification 385.2 Respondents age classification 405.3 Respondents education details 425.4 Respondents residence and work spot distance 445.5 Respondents transportation mode 465.6 Number of leaves taken in a month by respondents 485.7 Respondents opinion on their work timings 505.8 Respondents taking more leave at shift 525.9 Respondents knowledge on leave procedure 54
5.10 Respondents way of carrying out leave procedure 565.11 Respondents taking leave with prior permission 585.12 Respondents satisfaction on leave allowed by company 605.13 Respondents opinion on their leaves approved if reasons valid 625.14 Respondents relationship with their co-workers 645.15 Respondents relationship with their supervisors 665.16 Respondents opinion on the motivation from their supervisors 685.17 Respondents opinion on their supervisor’s leadership 705.18 Respondents opinion on their workload 725.19 Respondents opinion on their working environment 745.20 Respondents opinion their work stress 765.21 Respondents opinion on grievance redressed by the management 785.22 Respondents satisfaction on their salary 805.23 Respondents having other income sources 825.24 Respondents suggestion to reduce absenteeism 845.25 Respondents rating major reasons for taking leave
Using weighted average method86
5.26 Analysis on certain factors of the organizationUsing mean and standard deviation
88
5.27 Analysis on interrelationship factor among the respondentsUsing Correlation method
91
5.28 Analysis on respondent salary and other income sourcesUsing Chi-Square test
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LIST OF CHARTS
ChartNo
TitlePageNo
5.1 Respondents gender classification 395.2 Respondents age classification 415.3 Respondents education details 435.4 Respondents residence and work spot distance 455.5 Respondents transportation mode 475.6 Number of leaves taken in a month by respondents 495.7 Respondents opinion on their work timings 515.8 Respondents taking more leave at shift 535.9 Respondents knowledge on leave procedure 55
5.10 Respondents way of carrying out leave procedure 575.11 Respondents taking leave with prior permission 595.12 Respondents satisfaction on leave allowed by company 615.13 Respondents opinion on their leaves approved if reasons valid 635.14 Respondents relationship with their co-workers 655.15 Respondents relationship with their supervisors 675.16 Respondents opinion on the motivation from their supervisors 695.17 Respondents opinion on their supervisor’s leadership 715.18 Respondents opinion on their workload 735.19 Respondents opinion on their working environment 755.20 Respondents opinion their work stress 775.21 Respondents opinion on grievance redressed by the management 795.22 Respondents satisfaction on their salary 815.23 Respondents having other income sources 835.24 Respondents suggestion to reduce absenteeism 85
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CHAPTERISATION
Chapter I Deals with the introduction, objective, scope,
period and limitations of the study
Chapter II Consists the company profile
Chapter III Contains the review of literature and other
theoretical descriptions about the study
Chapter IV Shows the research methodology applied in this
study with the sampling techniques used
Chapter V Contains the complete analysis and interpretation
done in the study
Chapter VI Presents the findings of the study , suggestions
and conclusion
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CHAPTER I
INTRODUCTION
1.1 INTRODUCTION TO THE STUDY
The present industrial environment has been found fond with lots of
human resource problems that cause greatest of delays in the day to day
progress of an organization. This study is carried out in order to find the
reasons behind the major issue that prevails more among the Indian workers,
absenteeism a huge constraint being noted by the department of human
resources.
Absenteeism on a whole could be noted as a small problem due to the
attitude of the employees or the problem arose due to the negligence of the
employer. But it is highly required for an organization and its human resources
department to have clear and complete knowledge on how and where the
problem arises and what are the ways of finding a solution for those.
Absenteeism occurring at various levels of employment has its own
impact on both the production and the growth point of view for both the
employer and the employee. An in-depth analysis on the reasons or causes of
absenteeism is needed to be taken here at this stage to get a structured plan to
resolve it.
This study is carried out in such a way to find the causes of
absenteeism that has been found majority at apprentice category employees of
Rane (Madras) Ltd., Thirubuvanai, Puducherry, where the recent reports on
the attendance indicated increased level of absenteeism among them.
The department of Human resources is finding ways to study the
causes of absenteeism among those of particularly apprentice category who
are found to the needed source and majority at the production department.
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The study is done with the motto of screening the reasons for
absenteeism among the employees belonging to apprentice category and also
being carried out as a tool to find the job satisfaction among the same.
1.2 OBJECTIVE OF THE STUDY
To study the level of absenteeism in the company
1.2.1 PRIMARY OBJECTIVE
i. To analyse the absenteeism of apprentices at Rane (Madras) Ltd.
1.2.2SECONDARY OBJECTIVE
i. To analyse various factors that causes absenteeism for company review
point
ii. To identify the interrelationship factors among the employees
iii. To study the impact of social factors on absenteeism
iv. To identify measures to control absenteeism
v. To understand the satisfaction level of the employees on the facilities
provided
1.3 NEED FOR THE STUDY
i. This study is needed for the HR department of the company to review
into the absenteeism issue.
ii. This study is needed to read the minds of the apprentice employees and
helps the organization to know the view point about their employers
iii. This study is needed for the employers to understand the causes of
absenteeism and to plan accordingly to eradicate those
1.4 PERIOD OF THE STUDY
2 months
15 February 2013 to 15 April 2013
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1.5 LIMITATIONS OF THE STUDY
i. This study is carried out with only convenient samples as the company
policy doesn’t allow accessing all the employees
ii. This study is carried out only for a short period of 2 months.
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CHAPTER II
COMPANY PROFILE
2.1 Rane (Madras) Ltd. - COMPANY PROFILE
Rane (Madras) Limited, Puducherry is one of the Rane Group of
companies, RML, Puducherry was started in 1996 in technical collaboration
with M/s TRW, UK. The factory has a total land area of 73008 Sq. meters and
builds up area of 4025 Sq. meters. The plant started with supply manual Rack
& Pinion to Maruti Suzuki small 10% share of business. Since then it has then
grown significantly. The plant currently manufactures manual Rack & Pinion
Steering gear, steering suspension and linkage products for passenger car
application.
Major Customers include Maruti Suzuki, Tata Motors, Fiat and
Ford, Ashok Leyland, Eicher, Hero Honda, Renault, Toyota, Mahindra,
Yamaha, Swaraj Mazda, Hyundai, Fiat, and Honda. The major overseas
customers are CNH UK, DEUTZ Germany, Electro motive USA, HATZ
Germany, YAMAHA Asia, and TRW Europe & USA.
Major Suppliers are Hi Tech Engineering Puducherry, STM
Engineering Puducherry, LG forging Chennai, Electroplate Chennai. The plant
also supplies Inner Ball joints and Outer Ball joints for Power Rack& Pinion
application to Rane TRW Steering Systems. Rane enjoys 100% share of this
business in Ford, GM, TATA Motors and 40% share of Hyundai.
The plant enter into exports in 2003 by supplying steering gear for M/s SAIPA
– a joint venture between Kia Motors, Korea and the Iranian Government . the
Exports Destination are USA, Mexico, Germany, UK, Italy, Bulgaria, Jordon,
Kenya, Taiwan, Iran, Bangladesh, Srilanka, Singapore, Indonesia, Australia,
Japan. In 2005, the plant started supplying to M/s John Deere US, for their
farm utility vehicle.
The company had been facing space constraints in view of its growing
as exports. The company decided to set up a new Rs. 24- crore facility to
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manufacture an additional 5.65- million pieces, with adequate room for further
expansion up to 10 million pieces annually. The company plan to increase the
export contribution from the present 18 percent to 25 percent. It will also
expand its product range by including hydrostatic steering gear for farm
tractors rack & pinion steering gear for electro power steering. Some more
Rane group Units are expanding their operation.
Rane NSK Steering System limited, which manufactures energy absorbing
steering columns, is setting up a production facility at Uttaranchal. Similarly
Rane Brake Linings Limited and Rane Engine Values Limited are also
contemplating building a new plant in Chennai.
2.2 MISSION & VALUES
Provide superior products and services to our customers and maintain
market leadership.
Evolve as an institution that serves the best interests of all stakeholders
Pursue excellence through total quality management
Ensure the highest standards of ethics and integrity in all our actions
2.3 VISION
To position RML as a global ball joint supplier through customer focus
To retain leadership in a domestic steering gear market and penetrate
closed export market
2.4 RECENT INNOVATION IN RML
Anticipating way ahead, the inevitable market force, Rane took
initiatives to make investment in a full-fledged integrated power Steering
facility in collaboration with TRW Inc. USA the leader in the field. This
strategic vision is evidenced by strong market presence today with OEMs.
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2.5 RANE COMPANY AND PRODUCT RANGE
Rane group comprises of a holding company & 7 manufacturing
companies serving different segments.
Rane Holdings Limited
(Holding Company).
Rane (Madras) Limited
(Manual Steering & Suspension Systems).
Rane Engine Valves Limited
(Engine Valves, Valve Guides, Tappets).
Rane Brake Linings Limited
(Brake Linings, Disc Pads, Clutch Facings and Composite Brake Blocks).
Rane TRW Steering Systems Limited
(Power Steering Systems, Seat Belt Systems).
Rane NSK Steering Systems Limited
(Energy Absorbing Steering Columns).
Kar Mobiles Limited
(Large Engine Valves for Automotive & Defense
Applications).
Rane Die cast Limited
(High Pressure Die Casting Products)
2.6 TECHNOLOGY
Rane group brings to its clientele, the best of technology & Expertise
through strategic technical partnership with leaders from around the world
World Class Technology
i. TRW Automotive US LLC,
Power steering system, Ball Joint
Seat belt system, engine values.
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ii. NSK Japan,
Energy absorbing steering columns and
Manual RCB SG.
2.7 FACILITIES
Rane group partners with a wide spectrum of auto majors to provide
concept to product solution is made possible by manufacturing and testing
facilities at each group of companies.
1. MODERN MANUFACTURING FACILITIES
Facilities consistently upgraded to meet technological advancements
Integrated production lines for all group companies on par with world
standards.
Ball joint line, Engine value line
2. PRODUCT DEVELOPMENT FACILITIES
Significant portion of the group’s turnover invested in Research and
Product development.
Simulation techniques and exhaustive testing mechanisms
implemented regarded as the industry standards.. .
CAD CAM SOFTWARE – CATIA, IDEAS, ADAMS.
2.8 QUALITY
All divisions of the group are in tune with international quality
assurance norms. The Quality Management Systems are further endorsed by
the conferment of the Deming prize to three of the group companies.
2.9 ACHIEVEMENTS
Deming prize
TQM is the foundation. Conferment of Deming prize for three companies is an
important milestone. At Rane group pursuing excellence is a continuous
journey.
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Customer Recognitions
Some recognition from customers
R a n e E n g i n e V a l v e s L t d
(Deutz, Germany - Supplier Award - 2003).
Rane Engine Valves Ltd
(Maruti Udyog Outstanding Overall Excellence 2003-04).
Rane TRW Steering Systems Ltd (Steering Gear Division)
( Hyundai Motor India for Best Co- operation 2004) .
Rane NSK Steering Systems Ltd
(Toyota Kirloskar Motor Award for Best Improved Supplier 2005).
Rane Engine Valves Ltd
( Tata Cummins Limited, Best Supplier Award for 2005-06).
2.10 HR VISION & INITIATIVES
2.10.1 HRD Vision
“To stimulate and nurture the intrinsic desire in people to learn, grow
and enhance performance to achieve business success and growth”.
2.10.2 HRD Goals
Recruit and retain high caliber employees.
Encourage and recognize outstanding merit and contribution.
Create opportunities for professional growth and satisfaction.
Develop leadership capabilities at all levels.
Foster employee involvement and develop a work ethos that builds
dignity and pride.
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2.11 HRD Organization
HRD at Rane operates at two levels:
At Group Level - Formulates policies, and designs major people
development initiatives to enhance professional capability of
employees at group level.
At Business Unit Level - Companies implement group policies and
develop Unit specific interventions
.
2.12 Strategies and Initiatives at the Group level:
Specific strategies and initiatives are designed to enable actualization of HRD
Goals.
Recruitment and Retention
High caliber employees are recruited through well-structured process
including campus recruitments of Diploma and Graduate Engineers and
lateral recruitment of experienced employees..
Recognition and Reward
Outstanding performance is recognized and rewarded through
comprehensive performance assessment development systems aligned to
TQM principles and practices.
Opportunities for Professional Growth
a. Internal candidates first considered for job vacancies, thereby,
providing employees opportunity for lateral & upward growth.
b. Professional Knowledge and skills enhanced through
continuous education at Rane Institute for Employee
Development (RIED) and other reputed academic institutions
Specific strategies and initiatives are developed and implemented in each
business unit so as to achieve HRD goals.
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2.13 CONCLUSION
To develop a work ethos that will build dignity and pride in our
people and enable them experience a sense of belonging to the organization.
2.14 SOCIAL RESPONSIBILITIES
Active environment concern
a. Thirteen plants accredited to ISO 14001 certification.
b. The plant set standards higher than mandated by law to
continuously reduce industrial waste and pollutants.
Corporate Social Responsibility
a. Rane Group contributes to societal causes through a trust.
b. All plants involved in development activities in their
neighborhood, mainly in the areas of education and health.
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CHAPTER III REVIEW OF
LITERATURE
3.1 ABSENTEEISM – DEFINITION
Absenteeism has been variously defined by different authorities.
According to Webster’s dictionary, “Absenteeism is a practice or habit of being
an absentee and an absentee is one who habitually stays away”. Absenteeism is a
habitual pattern of absence from a duty or obligation.
According to Labour Bureau, Simla, “Absenteeism is the total man shifts
lost because of absences as a percentage of the total number of man shifts
scheduled to work”.
Absenteeism is the term generally used to refer to unscheduled employee
absences from the workplace. Many causes of absenteeism are legitimate—
personal illness or family issues, for example—but absenteeism also can often be
traced to other factors such as a poor work environment or workers who are not
committed to their jobs. If such absences become excessive, they can have a
seriously adverse impact on a business's operations and, ultimately, its
profitability.
3.2 ABSENTEEISM AND ITS TYPES
High absenteeism in the workplace may be indicative of poor morale, but
absences can also be caused by workplace hazards or sick building syndrome.
Many employers use statistics such as the Bradford factor that do not distinguish
between genuine illness and absence for inappropriate reasons.
As a result, many employees feel obliged to come to work while ill, and
transmit communicable diseases to their co-workers. This leads to even greater
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absenteeism and reduced productivity among other workers who try to work
while ill. Work forces often excuse absenteeism caused by medical reasons if the
worker supplies a doctor's note or other form of documentation. Sometimes,
people choose not to show up for work and do not call in advance, which
businesses may find to be unprofessional and inconsiderate. This is called a "no
call, no show". According to Nelson & Quick (2008) people who are dissatisfied
with their jobs are absent more frequently. They went on to say that the type of
dissatisfaction that most often leads employees to miss work is dissatisfaction
with the work itself.
The psychological model that discusses this is the "withdrawal model",
which assumes that absenteeism represents individual withdrawal from
dissatisfying working conditions. This finds empirical support in a negative
association between absence and job satisfaction, especially satisfaction with the
work itself
Medical-based understanding of absenteeism find support in research that
links absenteeism with smoking, problem drinking, low back pain, and migraines.
Absence ascribed to medical causes is often still, at least in part, voluntary.
Research shows that over one trillion dollars is lost annually due to productivity
shortages as a result of medical-related absenteeism, and that increased focus on
preventative wellness could reduce these costs. The line between psychological
and medical causation is blurry, given that there are positive links between both
work stress and depression and absenteeism. Depressive tendencies may lie
behind some of the absence ascribed to poor physical health, as with adoption of a
"culturally approved sick role". This places the adjective "sickness" before the
word "absence", and carries a burden of more proof than is usually offered.
Evidence indicates that absence is generally viewed as "mildly deviant
workplace behavior". For example, people tend to hold negative stereotypes of
absentees, under report their own absenteeism, and believe their own attendance
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record is better than that of their peers. Negative attributions about absence then
bring about three outcomes: the behavior is open to social control, sensitive to
social context, and is a potential source of workplace conflict.
These are further grouped into two types of absenteeism, each of which
requires a different type of approach.
Innocent Absenteeism
Innocent absenteeism refers to employees who are absent for
reasons beyond their control; like sickness and injury. Innocent absenteeism is not
culpable which means that it is blameless. In a labour relations context this means
that it cannot be remedied or treated by disciplinary measures.
Culpable Absenteeism
Culpable absenteeism refers to employees who are absent without
authorization for reasons which are within their control. For instance, an
employee who is on sick leave even though he/she is not sick, and it can be
proven that the employee was not sick, is guilty of culpable absenteeism. To be
culpable is to be blameworthy. In a labour relations context this means that
progressive discipline can be applied.
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.
3.3 COSTS OF ABSENTEEISM
Indeed, absenteeism can take a financial toll on a small business (or a
multinational company, for that matter) in several different respects. The most
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obvious cost is in the area of sick leave benefits—provided that the business
offers such benefits—but there are significant hidden costs as well.
The SOHO Guidebook cites the following as notable hidden cost factors
associated with absenteeism:
Lost productivity of the absent employee
Overtime for other employees to fill in
Decreased overall productivity of those employees
Any temporary help costs incurred
Possible loss of business or dissatisfied customers
Problems with employee morale
Indeed, excessive absenteeism, if left unchecked, can wear on a company
in numerous ways. "[Absenteeism] forces managers to deal with problems of
morale, discipline, job dissatisfaction, job stress, team spirit, productivity,
turnover, production quality, additional administration, and overhead.
3.4 FEATURES OF ABSENTEEISM
The rate of Absenteeism is the lowest on the paydays; it increases
considerably on the days following the payment of wages and bonus.
Absenteeism is generally high among workers below 15 years of age and
those above 40.
The rate of absenteeism varies from department to department within a
unit.
The percentage of absenteeism is generally higher in the night shifts than
in day shifts.
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The percentage of absenteeism is much higher in coal and mica mining
industries than in organized industries.
3.5 REASONS FOR ABSENTEEISM
According to one line of thought, Absenteeism is due to a lack of
“commitment” on the part of work force. Clark Kerr and associates are of the
opinion that since “degree of commitment varies with the degree of countries
industrial growth, Absenteeism is inversely related to industrial development”.
Absenteeism is related to new values and norms that are developing
among the work force as the result of technological developments. The attitude
and the practice of the management also contribute to Absenteeism.
The general causes of Absenteeism are
Maladjustments with factory condition
Social and religious ceremonies
Unsatisfactory housing condition
Industrial fatigue
Unhealthy working condition
Absence of adequate welfare facilities
Alcoholism
Inadequate leave facilities.
3.6 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.
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If all indications show that an employee is excessively absent, the next
step is to gather as much information as possible in order to get a clearer picture
of the situation. The employees' files should be reviewed and the employee’s
immediate supervisor should document all available information on the particular
employee's history.
3.7 MEASURES TO REDUCE ABSENTEEISM
Individual communication
After all available information has been gathered, the administrator or
supervisor should individually meet with each employee whom has been
identified as having higher than average or questionable (or pattern) absences.
This first meeting should be used to bring concerns regarding attendance to the
employee's attention. It is also an opportunity to discuss with the employee, in
some depth, the causes of his or her attendance problem and possible steps he or
she can take to remedy or control the absences. Listen carefully to the employee's
responses.
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.
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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.
3.7.1 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
Initial Counseling:
If the absences are intermittent, meet with the employee each time he/she
returns to work. If absence is prolonged, keep in touch with the employee
regularly and stay updated on the status of his/her condition. (Indicate your
willingness to assist.)
You may require the employee to provide you with regular medical
assessments. This will enable you to judge whether or not there is any likelihood
of the employee providing regular attendance in future. Regular medical
assessments will also give you an idea of what steps the employee is taking to
seek medical or other assistance. Formal meetings in which verbal warnings are
given should be given as appropriate and documented. If no improvement occurs
written warning may be necessary.
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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.
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.
Discharge
Only when all the previously noted needs and conditions have been met and
everything has been done to accommodate the employee can termination be
considered. An Arbitrator would consider the following in ruling on an innocent
absenteeism dismissal case.
1. Has the employee done everything possible to regain their health and
return to work?
2. Has the employer provided every assistance possible? (i.e. counselling,
support, time off.)
3. Has the employer informed the employee of the unworkable situation
resulting from their sickness?
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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.
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The length of the suspension will depend again on the severity of the
problem, the credibility of the employee's explanation, the employee's general
work performance and length of service. Subsequent suspensions are optional
depending on the above condition.
Dismissal (only after consultation with the appropriate superiors)
Dismissals should only be considered when all of the above conditions
and procedures have been met. The employee, upon displaying no satisfactory
improvement, would be dismissed on the grounds of his/her unwillingness to
correct his/her absence
3.8 OTHER MEASURES FOR CONTROLLING ABSENTEEISM
The general measures to reduce the rate of Absenteeism are
Adoption of a well-defined recruitment procedure
Provision of healthful and hygienic working condition
Provision of reasonable wages and allowances and job security for
workers
Motivation of workers: Welfare and Social measures
Improved communication and prompt redressal of grievances
Liberal grant or leave
Safety and accident prevention
Cordial relations between supervisors and workers
Development of workers education
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3.9 EFFECTS OF ABSENTEEISM ON INDUSTRY
Absenteeism
↓
Affects production targets
↓
Increases the work load of inexperienced & less experienced
↓
Leads to rejection of finished products
↓
Increases the cost of production
↓
Lowers the Profit margin
↓
Affects Industrial growth
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3.10 EFFECTS OF ABSENTEEISM ON WORKERS
Absenteeism
↓
Reduces his earnings
↓
Adds his indebtedness
↓
Decreases the Purchasing power
↓
Leads to family problems
↓
Increases mental stress
↓
Leads to inefficiency in his job
↓
Loss of employment
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3.11 REVIEW SOURCED FROM OTHER JOURNALS AND PAPERS
How to Deal with Employee Absenteeism
By Gary Vikesland, MA LP CEAP
Supervisors/Managers:
Recently, I was asked by a manager how he should deal with the fact that on
any given day 10% of his employees are absent from work. I informed the
manager that the problem of employee absenteeism is a problem best resolved by
taking the following four positive interventions versus taking a negative or
punitive approach.
Change Management Style:
We are all aware of the fact that when employees call in ill, it does not mean
they are truly too physically ill to work. One reason, outside of illness, that
employees are absent is stress, and the number one reason employees are stressed
has to do with their relationship with their manager/supervisor.
Management styles that are too authoritarian tend to promote high levels of
absenteeism among employees. Authoritarian managers are managers who have
poor listening skills, set unreachable goals, have poor communication skills, and
are inflexible. In other words, they yell too much, blame others for problems, and
make others feel that it must be their way or the "highway." Authoritarian
managers tend to produce high absenteeism rates. By identifying managers who
use an authoritarian style, and providing them with management training, you will
be taking a positive step not only toward reducing absenteeism, but also reducing
turnover, job as backaches and headaches.
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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. Those companies that adopted policies and values
promoting employee respect and professionalism, and promote an internal conflict
resolution procedure, are companies that reduce employee stress. A reduction in
employee stress reduces employee absenteeism.
Provide Incentives:
Giving employees incentives for reduced absenteeism is not the same as
rewarding or giving employees bonuses for reduced absenteeism. An incentive
provides an employee with a boost to their motivation to avoid unnecessary
absenteeism. It simply helps the employee decide to go to work versus staying
home and watching Jerry Springer.
The types of incentive programs used by companies are numerous. Some
companies allow employees to cash-in unused sick days at the end of every
quarter, others give an employee two hours of bonus pay for every month of
perfect attendance; and still others provide employees with a buffet lunch, a
certificate of achievement, or even a scratch-off card concealing prizes. The type
of incentive program that your company uses should be one created especially for
your company. You can create an incentive program tailored to your unique
company by allowing employees to help you develop the incentive program. For
example, your employees may not care about receiving a $25.00 U.S. saving bond
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for perfect attendance, but they might respond on Friday if they have perfect
attendance all week.
The duration of the incentive program is also very important. Once again
allow your employees to help guide you to determine the length of time between
incentives. 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. The general rule of thumb is to reward
workers more frequently the younger they are and the more difficult the work is to
perform. Also, it is best to start with small incentives and work up to larger ones if
necessary.
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.
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 taking these four
strategies your company can reduce absenteeism also employee burnout, turnover.
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Effect of absenteeism of an absenteeism feedback intervention on employee
absence behavior.
By Alice P Gaudine, Alan M. Saks
School of Nursing Memorial University of Newfoundland, Canada
Abstract
The purpose of this study was to test the effects of an Absenteeism Feedback
Intervention (AFI) on employee absenteeism. Three hundred and seventy-one
employees working in 14 experimental and 13 control groups in a medium sized
hospital participated in the study. Employees working in the experimental groups
received absenteeism feedback at three time periods that provided them with
information about their own number of absent days and episodes (sequential days
counted as a single absence episode) as well as the average of their work and
occupational group. Comparisons of absent days and episodes between the AFI
and control groups indicate some support for the effectiveness of the intervention.
In particular, there was a reduction in absent days and episodes for employees
with higher than average absenteeism during the previous year but who were not
extreme offenders. The research and practical implications of the AFI for
reducing employee absenteeism are discussed.
Employee absenteeism as an affective event
Joseph J Martocchio and Diana I Jimeno
Institute of labor and industrial relations, University of Illinois at Urbana
Champaign, Champaign, USA
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Abstract
We consider theoretical and empirical developments in personality, affect,
and absenteeism research. Specifically, we investigate the relationship between
these three constructs and propose a theoretical perspective about the importance
of affect in mediating the effect that personality has on absenteeism. One of our
main goals is to look at both positive and negative consequences of absenteeism.
We propose a model of the personality types that have a higher likelihood of
using absenteeism to their benefit (i.e., to “recharge” and change negative affect)
and therefore have the absence be functional (i.e., positive affect and higher
productivity upon returning to the job) rather than dysfunctional (i.e., negative
affect and person is still unproductive or has less productivity than before the
absence event). We conclude by emphasizing the theoretical contributions that
this model makes and by suggesting ways in which the model could be tested.
Family responsibilities and absenteeism: employees caring for parents versus
employees caring for children.
by Linda Boise , Margaret B. Neal
Over the past decade, there has been increasing interest in the impact of
employees' family responsibilities on absenteeism. Having children has been
found in a long tradition of research to increase employee absenteeism (e.g.,
Allen, 1980; Emlen and Koren, 1984; Klein, 1986). More recently, attention has
been focused on the impact of elder or adult care responsibilities on absenteeism.
Employees with these types of informal caregiving duties have also been found to
have greater absenteeism than employees without such responsibilities (see, for
example, reviews by Barr et al. (1992), Neal et al. (1993), and Wagner et al.
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(1989)). Whether caregiving for elders has a greater or lesser impact on employee
absenteeism than caring for children is an important human resource management
issue for the coming decade as an increasing proportion of employees move into
middle age, the prime parent caregiving years.
In this article, we compare the absenteeism rates and characteristics of employees
caring for parents and those caring for young or disabled children and investigate
the factors associated with absenteeism for the two caregiver groups. While there
are other forms of caregiving which affect employees (e.g., for disabled younger
adults or for nonparent elders), in this article we focus on the two most prevalent
forms of familial caregiving, as these affect the greatest number of employees,
and they represent two fundamental intergenerational relationships for which
society ascribes an obligation to provide care in times of need.
The next section overviews prior research in this area, including our conceptual
framework. We then describe our research questions and hypotheses,
methodology, and results. Finally, we present our conclusions and their
managerial implications.
Absenteeism and voluntary turnover in Central Florida hotels: a pilot study
AbrahamPizam, and Steven W. Thornburg
Department of Hospitality Management, University of Central Florida,
USA
Abstract
A pilot study conducted among 62 hotel human resources managers (HRM)
in Central Florida was undertaken for the purpose of investigating the magnitude
and underlying causes of absenteeism and voluntary turnover. The results
indicated that a large proportion of the HRMs would not, or could not compute
the magnitude of their absenteeism and voluntary turnover rates in their
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properties. In the opinions of these HRMs, the factors that affect employee
absenteeism were mostly work-related rather than demographic. On the other
hand the factors that affect employee voluntary turnover according to the survey's
respondents were a combination of work-related and personal characteristics.
Handling Employee Absenteeism
How should I handle an employee who abuses sick time and spends excessive
time away from the office? This is a new nonexempt employee who has used
all her paid time off.
Counsel this person immediately regarding the excessive use of sick time,
and remind her that she was hired to perform a full-time job that requires regular
attendance.
At the first sign of an attendance
problem, you should explain how absenteeism can have a negative impact on the
quality of the employee's work, the morale of coworkers, and the economic
success and continued life of your company. If absenteeism continues, document
in a warning letter the dates and times of the absences and the dates you've
previously counseled this person. Inform the employee that continued abuse
might lead to further disciplinary action, up to and including termination. Set
specific consequences for future violations.
You need to let the employee know in advance when they've utilized all paid
sick time to date, and that they'll be docked for any sick time taken in the future.
If the employee has any paid vacation time left, it's permissible to use that for
medical appointments scheduled in advance.
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Be aware when you sit down to counsel this troublesome employee that you
might learn they have a disability protecting them under the Americans with
Disabilities Act (ADA). If your company employs 15 or more people and your
employee is protected under the ADA, you might need to explore reasonable
accommodations. Refer to the ADA guidelines on the D e p a rtme n t of L a b or W e b
si t e to learn what questions you may ask, and how to go about discussing
reasonable accommodations.
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CHAPTER – IV RESEARCH
METHODOLOGY
4.1 RESEARCH DESIGN
“A research design is the arrangement of conditions for collection and
analysis data in a manner that aims to combine relevance to the researcher
purpose with economy in procedure”.
It constitutes the blueprint for the collection, measurement and analysis
of data. As such the design includes an outline of what the researcher will do
form writing the hypothesis and its operational implication to the final analysis
of data.
More explicitly, the design decisions happen to be in respect of;
What is the study about?
Why is the study being made?
Where will the study be carried out?
What type of data is required?
Where can the data are found?
What periods of time will the study include?
What will be the sample design?
How will the data be analyzed?
In what style will the report be prepared?
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.
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4.2 TYPES OF DATA COLLECTED
4.2.1 Primary Data
Questionnaires are prepared and personal interview was conducted.
Most of the questions are consist of multiple choices. The structured interview
method was undertaken. The interview was conducted in English as well as in
Tamil. Proper care was taken to frame the interview schedule in such a manner
it should be easily understood in view of educational level of the employees.
Generally 25 questions are prepared and asked to the employees of the Rane
(Madras) Ltd. Thirubuvanai, Puducherry.
4.2.2 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 this project consist of finite population.
Nearly 630 workers are working in this facility.
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4.5 SAMPLING PLAN
A sampling plan is a definite design for obtaining a sample from the
sampling frame. It refers to the technique or the procedure the researcher
would adopt in selecting some sampling units from which inferences about the
population is drawn. Sampling design is determined before any data are
collected.
Convenient Sampling technique was adopted. In this method the
researcher select those units of the population in the sample, which appear
convenient to him or the management of the organization where he is
conducting research.
4.6 SAMPLE SIZE
Nearly 50 samples are taken in Rane (Madras) Ltd. Thirubuvanai, Puducherry.
4.7 FIELD WORK
The field work is done at Rane (Madras) Ltd. Thirubuvanai,
Puducherry.
4.8 PERIOD OF SURVEY
The period is from February 2013 to April 2013.
4.9 DESCRIPTION OF STATISTICAL TOOLS USED
Percentage method
Chi-square test
Correlation
Weighted average method
Mean and standard deviation
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4.10 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 RespondentPercentage of Respondent = x 100
Total no. of Respondents
From the above formula, we can get percentages of the data given by the
respondents.
4.11CHI-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
2 =(O-E) 2
E
O = Observed frequency
E = Expected frequency
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4.12 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.
It is defined by the symbol „r‟
FORMULA r = = 1/N Σ XY- X` Y`/ SD X *SD Y
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.
4.13 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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4.14 MEAN & STANDARD DEVIATION
Mean
Mean is the most common type and widely used measure of central
tendency. Mean of a series is the figure obtained by dividing the total value of
the various items by their number.
Sum of all the entries
Mean µ =
Total no. of entries
= ΣXi / N
Standard deviation
It is the most important measure of dispersion and is widely used in
many statistical formulae. Standard deviation is also called root-mean square
deviation. The reason is that it is the square –root of the means of the squared
deviation from the arithmetic mean
Mean of the squared differences
Standard deviation S =
N
FORMULA
Σ(Xi- µ)2/N
S =
N
Co-efficient of variance ,Cv = Standard deviation / Mean
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CHAPTER V
DATA ANALYSIS AND INTERPRETATION
ANALYSIS USING PERCENTAGE METHOD
5.1 Respondents gender classification
Gender No. of respondents Percentage
Male 32 64 %
Female 18 36 %
TOTAL 50 100 %
Source: Primary data
Table 5.1
Respondents gender classification
INTERPRETATION
From the table shown its found that a majority of 64% of the
employees are male and only 32% are female among apprentices.
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Per
cen
tage 70 %
60 %
50 %
40 %
30 %
20 %
10 %
0 %
Respondents gender classification
64 %
36 %
Male Female
Gender
Chart 5.1
Respondents gender classification
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5.2 Respondents age classification
Age No. of respondents Percentage
18-20 35 70 %
21-23 15 30 %
24-26 0 0 %
27 & above 0 0 %
TOTAL 50 100 %
Source: Primary data
Table 5.2
Respondents age classification
INTERPRETATION
From the above table it’s found that a majority of employees fall under
the age section 18-20 years with 70% and 30% are found under section 21-23
years.
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Per
cen
tage 80 %
70 %60 %50 %40 %30 %20 %10 %
0 %
Respondents age classification
70 %
30 %
0 % 0 %
18-20 21-23 24-26 27 & above
Age
Chart 5.2
Respondents age classification
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5.3 Respondents education details
Education No. of respondents Percentage
SSLC 19 38 %
HSC 2 4 %
ITI 16 32 %
Diploma 12 24 %
Others 1 2 %
TOTAL 50 100 %
Source: Primary data
Table 5.3
Respondents education details
INTERPRETATION
From the data shown it’s found that the majority of the employees are
from SSLC, ITI and Diploma background with a combined 94%.
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Per
cen
tage
40 %35 %30 %25 %20 %15 %10 %
5 %0 %
Respondents education details38 %
32 %
24 %
4 % 2 %
SSLC HSC ITI Diploma Others
Education
Chart 5.3
Respondents education details
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5.4 Respondents residence and work spot distance
Distance No. of respondents Percentage
0-5 kms 4 8 %
6-10 kms 6 12 %
10-15 kms 32 64 %
16 & above 8 16 %
TOTAL 50 100 %
Source: Primary data
Table 5.4
Respondents residence and work spot distance
INTERPRETATION
From the collected data its being found that majority of 80% the
employees are residing about 10-15 kms away from their work spot.
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70 %60 %50 %40 %30 %20 %10 %
0 %
Per
cen
tage
Respondents residence and work spot distance
64 %
8 % 12 % 16 %
0-5 kms 6-10 kms 10-15 kms 16 & above
Distance
Chart 5.4
Respondents residence and work spot distance
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5.5 Respondents transportation mode
Mode No. of respondents Percentage
By walk 10 20 %
By company bus 13 26 %
Cycle/motorcycle 27 54 %
TOTAL 50 100 %
Source: Primary data
Table 5.5
Respondents transportation mode
INTERPRETATION
It is found that about 54% of the employees are having their own
transportation (majority male) and 26% of the employees are using the
company provided transport (majority female).
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Per
cen
tage
60 %
50 %
40 %
30 %
20 %
10 %
0 %
Respondents transportation mode
26 %20 %
54 %
By walk By company bus Cycle/motorcycle
Transportation mode
Chart 5.5
Respondents transportation mode
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5.6 Number of leaves taken in a month by respondents
No. of days No. of respondents Percentage
1-5 days 35 70 %
6-10 days 14 28 %
11-15 days 1 2 %
15 + days 0 0 %
TOTAL 50 100 %
Source: Primary data
Table 5.6
Number of leaves taken in a month by respondents
INTERPRETATION
From the data collected it is evident that the majority of the employees
around 70% take 1-5 days of leave in a month and 14% of the employees take
6-10days of leave (Majorly female)
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d
Per
cen
tage
Number of leaves taken in a month by respondents
80 %70 %60 %50 %40 %30 %20 %10 %
0 %
70 %
28 %
2 % 0 %
1-5 ays 6-10 days 11-15 days 15 + days
No of leaves in a month
Chart 5.6
Number of leaves taken in a month by respondents
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5.7 Respondents opinion on their work timings
Opinion No. of respondents Percentage
Excellent 0 0 %
Good 17 34 %
Normal 21 42 %
Not good 12 24 %
TOTAL 50 100 %
Source : Primary data
Table 5.7
Respondents opinion on their work timings
INTERPRETATION
From the table it’s evident that 76% of the employees feel good about
their work timings and it is to be noted that 24% of the remaining employees
feel their timings are not good.
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n
Per
cen
tage
50 %
40 %
30 %
20 %
10 %
Respo
0
dents opinion on their work timings
42 %
34 %
%
24 %
Excellent Good Normal Not good
Opinion
Chart 5.7
Respondents opinion on their work timings
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5.8 Respondents taking more leaves at shift
Shift No.of respondents Percentage
Morning 0 0 %
Afternoon 8 16 %
Night 42 84 %
General 0 0 %
TOTAL 50 100 %
Source: Primary data
Table 5.8
Respondents taking more leaves at shift
INTERPRETATION
From the table it is clearly evident that majority of the employees about 84%
take more leave at night shifts and only 16% of the employees take leave in
afternoon shift.
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oP
erce
nta
ge100 %
80 %
60 %
40 %
20 %
Resp
0
ndents taking more leaves at shift
84 %
16 %
% 0 %
Morning Afternoon Night General
Shift
Chart 5.8
Respondents taking more leaves at shift
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5.9 Respondents knowledge on leave procedures
Knowledge No. of respondents Percentage
Yes 50 100 %
No 0 0 %
TOTAL 50 100 %
Source: Primary data
Table 5.9
Respondents knowledge on leave procedures
INTERPRETATION
From the table it is very evident that complete 100% of the employees
are aware of the procedures to be followed for taking leave.
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Per
cen
tage
Respondents knowledge on leave procedures
100 %
80 %
60 %
40 %
0 %
100 %
0 %
Yes No
Knowledge
Chart 5.9
Respondents knowledge on leave procedures
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5.10 Respondents way of carrying out leave procedure
Procedure No. of respondents Percentage
Giving leave form before leave 13 26 %
Giving leave form after leave 31 62 %
Don’t care about procedures 6 12 %
Total 50 100 %
Source: Primary data
Table 5.10
Respondents way of carrying out leave procedure
INTERPRETATION
From the data above it is clearly showing that though the employees
are aware of leave procedures only 26% of them are giving leave form before
leave but 62% are providing leave form after taking leave and notably 12% are
not caring about procedures.
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dP
erce
nta
ge Respon
80 %
60 %
ents way of carrying out leave procedure
62 %
40 %
20 %
0 %
26 %
Giving leave form Giving leave form
12 %
Don’t care aboutbefore leave after leave
Procedure carried
procedures
Chart 5.10
Respondents way of carrying out leave procedure
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5.11 Respondents taking leave with prior permission
Response No. of respondents Percentage
Yes 13 26 %
Sometimes 24 48 %
Never 13 26 %
Total 50 100 %
Source: Primary data
Table 5.11
Respondents taking leave with permission
INTERPRETATION
From the obtained data here it is showing that majority 48% of the
employees say that they seek permission for leave some time and 26% say
never but only 26% employees take leave with permission.
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nP
erce
nta
ge
60 %
Respo dents taking leave with prior permission
48 %
40 %
20 %
26 % 26 %
0 %
Yes Sometimes Never
Response
Chart 5.11
Respondents taking leave with permission
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5.12 Respondents satisfaction on leave allowed by company
Satisfaction No of respondents Percentage
Yes 6 12 %
No 44 88 %
TOTAL 50 100 %
Source: Primary data
Table 5.12
Respondents satisfaction on leave allowed by company
INTERPRETATION
From the table it is shown that a greater amount of employee 88% feels
unsatisfied with the leave allowed by the company and only 12% of them feel
satisfied with the leave allowed.
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Per
cen
tage
Respondents satisfaction on leave allowed by company
100 %
80 %
60 %
40 %
20 %
0 %
12 %
88 %
Yes No
Satisfaction
Chart 5.12
Respondents satisfaction on leave allowed by company
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5.13 Respondents opinion on their leaves approved if reasons valid
Approval No. of respondents Percentage
Always 9 18 %
Sometimes 33 66 %
Rarely 7 14 %
Never 1 2 %
TOTAL 50 100 %
Source: Primary data
Table 5.13
Respondents opinion on their leaves approved if reasons valid
INTERPRETATION
From the above data it is found that majority of 80% employee feel
their leaves are not always but rarely approved even if valid reason shown and
only 18% employee feel their leaves are always approved.
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Per
cen
tage
Respondents opinion on their leaves approved if reasons valid
80 %
60 %
40 %
0 %
18 %
66 %
14 %2 %
Always Sometimes Rarely Never
Opinion on leave approval
Chart 5.13
Respondents opinion on their leaves approved if reasons valid
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5.14 Respondents relationship with their co-workers
Relationship No. of respondents Percentage
Excellent 22 44 %
Good 23 46 %
Normal 4 8 %
Not good 1 2 %
TOTAL 50 100 %
Source: Primary data
Table 5.14
Respondents relationship with their co-workers
INTERPRETATION
From the table above it is showing that around 90% of employees are
having good relationship with their co-workers only 10% of them are not
having good relationship.
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Per
cen
tage
Respondents relationship with their co-workers
50 %
40 %
30 %
10 %
0 %
44 % 46 %
8 %2 %
Excellent Good Normal Not good
Relationship
Chart 5.14
Respondents relationship with co-workers
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5.15 Respondents relationship with their supervisors
Relationship No. of respondents Percentage
Excellent 19 38 %
Good 29 58 %
Normal 1 2 %
Not good 1 2 %
TOTAL 50 100 %
Source: Primary data
Table 5.15
Respondents relationship with their supervisors
INTERPRETATION
Form the data shown it is evident that the majority of 96% employees
enjoy good relationship with their supervisors and only 4% of employees feel
normal or not good relationships.
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Per
cen
tage
80 %
Respondents relationship with their supervisors
58 %
20 %
0 %
38 %
2 % 2 %
Excellent Good Normal Not good
Relationship
Chart 5.15
Respondents relationship with their supervisors
67
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5.16 Respondents opinion on the motivation from their supervisors
Opinion No. of respondents Percentage
Always 5 10 %
Sometimes 18 36 %
Rarely 25 50 %
Never 2 4 %
TOTAL 50 100 %
Source: Primary data
Table 5.16
Respondents opinion on the motivation from their supervisors
INTERPRETATION
From the data shown above it is found that about 86% employees feel
their supervisors are not motivating them regularly ,10% feel they are always
motivated and a mere 4% feel they are never motivated.
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60 %50 %40 %30 %20 %10 %
0 %
Per
cen
tage
Respondents opinion on the motivation from supervisors
36 %
50 %
10 %4 %
Always Sometimes Rarely Never
Opinion on motivation
Chart 5.16
Respondents opinion on the motivation from their supervisors
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5.17 Respondents opinion on their supervisor’s leadership
Acceptance level No. of respondents Percentage
Highly acceptable 4 8 %
Acceptable 29 58 %
Neutral 16 32 %
Not acceptable 1 2 %
Highly not acceptable 0 0 %
TOTAL 50 100 %
Source: Primary data
Table 5.17
Respondents opinion on their supervisor’s leadership
INTERPRETATION
From the table it could be said that 90% of the employees feel the
leadership style of their supervisors is acceptable and 8% said the leadership
style is highly acceptable.
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Per
cen
tage
Respondents opinion on their supervisor's leadership
70 %60 %50 %40 %30 %20 % 8 %10 %
0 %
58 %
32 %
2 % 0 %
Highly Acceptable Neutral Not Highly notacceptable acceptable acceptable
Acceptance level
Chart 5.17
Respondents opinion on their supervisor’s leadership
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5.18 Respondents opinion on their workload
Satisfaction level No. of respondents PercentageHighly satisfied 0 0 %
Satisfied 8 16 %
Neutral 19 38 %Dissatisfied 21 42 %
Highly dissatisfied 2 4 %TOTAL 50 100 %
Source: Primary data
Table 5.18
Respondents opinion on their workload
INTERPRETATION
From the data it is found that the 38% of employee feel neutral
satisfaction, a good amount of 42% employees feel dissatisfied and 4%
employees feel highly dissatisfiedabout their workload.
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d
Per
cen
tage
45 %40 %35 %30 %
20 %15 %10 %
5 %0 %
Respondents opinion on their workload42 %
38 %
16 %
4 %0 %
Highly satisfie
Satisfied Neutral Dissatisfied Highly dissatisfied
Satisfaction level
Chart 5.18
Respondents opinion on their workload
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5.19 Respondents opinion on their working environment
Opinion No. of respondents Percentage
Highly satisfied 13 26 %
Satisfied 30 60 %
Neutral 4 8 %
Dissatisfied 1 2 %
Highly dissatisfied 2 4 %
TOTAL 50 100 %
Source: Primary data
Table 5.19
Respondents opinion on their working environment
INTERPRETATION
From the above table it is evident that about 86% employee feel
satisfied about their working environment, additionally 8% also feel neutral
about it and only 6% expressed dissatisfaction.
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70 %60 %50 %40 %30 %20 %10 %
0 %
Per
cen
tage
Respondents opinion on their working environment
60 %
26 %
8 % 2 % 4 %
Highly satisfied
Satisfied Neutral Dissatisfied Highly dissatisfied
Satisfaction level
Chart 5.19
Respondents opinion on their working environment
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5.20 Respondents opinion on their work stress
Stress level No. of respondents Percentage
Highly stressful 27 54 %
Stressful 20 40 %
Manageable 3 6 %
No stress 0 0 %
TOTAL 50 100 %
Source: Primary data
Table 5.20
Respondents opinion on their work stress
INTERPRETATION
From the above given table it is found that majority of 54% say high
stressful ,another major 40% of the employees feel stress due to their work and
only 6% said stress is manageable.
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Per
cen
tage Respondents opinion on their work stress
60 %50 %40 %30 %20 %10 %
0 %
54 %
40 %
6 %0 %
Highly stressful
Stressful Manageable No stress
Stress level
Chart 5.20
Respondents opinion on their work stress
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5.21 Respondents opinion on grievance redressed by the management
Satisfaction level No. of respondents Percentage
Highly satisfied 1 2 %
Satisfied 3 6 %
Neutral 8 16 %
Dissatisfied 31 62 %
Highly dissatisfied 7 14 %
TOTAL 50 100 %
Source: Primary data
Table 5.21
Respondents opinion on grievance redressed by the management
INTERPRETATION
From the table it is found that 62% of employees feel dissatisfied and
14% are highly dissatisfied about the grievance redressed by the management
and about 24% are among satisfied and neutral opinion.
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%
Per
cen
tage
Respondents opinion on grievance redressed by the management
70 %60 %50 %40 %30 %20 %10 % 2 %
0 %
16 %6 %
62 %
14
Highly satisfied
Satisfied Neutral Dissatisfied Highly dissatisfied
Satisfaction level
Chart 5.21
Respondents opinion on grievance redressed by the management
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5.22 Respondents satisfaction on their salary
Satisfaction No. of respondents Percentage
Yes 5 10 %
No 45 90 %
TOTAL 50 100 %
Source: Primary data
Table 5.22
Respondents satisfaction on their salary
INTERPRETATION
From the data collected it is clearly evident that 90% of the employees
feel unsatisfied on their salary given by the company and only 10% are
satisfied with their salary.
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Per
cen
tage Respondents satisfaction on their salary
100 %
80 %
60 %
40 %
20 %
0 %
10 %
90 %
Yes No
Satisfaction
Chart 5.22
Respondents satisfaction on their salary
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5.23 Respondents having other income sources
Other income
sourcesNo. of respondents Percentage
Yes 20 40 %
No 30 60 %
TOTAL 50 100 %
Source: Primary data
Table 5.23
Respondents having other income sources
INTERPRETATION
From the table it is clear that 60% of employees are not having other
income sources but a good remaining 40% are having other income sources.
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70 %
60 %
50 %
40 %
30 %
20 %
10 %
0 %
Per
cen
tage
Respondents having other income sources
60 %
40 %
Yes No
Other income sources
Chart 5.23
Respondents having other income sources
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5.24 Respondents suggestion to reduce absenteeism
Suggestion No. of respondents Percentage
Better working condition 0 0 %
More leave facilities 9 18 %
Proper reason for leave to be approved 15 30 %
More rest pause during work 0 0 %
Improved relation with the supervisors 0 0 %
Medical facilities 0 0 %
Increased Transportation 10 20 %
Others 16 32 %
TOTAL 50 100 %
Source: Primary data
Table 5.24
Respondents suggestion to reduce absenteeism
INTERPRETATION
From the data 32% of employees suggested “others” mainly increasing
salary , 30% of employees suggested for approval of leave with proper reason,
20% of employees suggested to increased transportation and 18% suggested
for more leave facilities.
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Su
gges
tion
s
Respondents suggestion to reduce absenteeism
Others 32 %
Increased Transportation
Medical facilities 0 %
Improved relation with the supervisors 0 %
More rest pause during work 0 %
Proper reason for leave to be approved
More leave facilities
Better working condition 0 %
20 %
18 %
30 %
0 % 10 % 20 % 30 % 40 %Percentage
Chart 5.24
Respondents suggestion to reduce absenteeism
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ANALYSIS USING WEIGHTED AVERAGE METHOD
5.25 Respondents rating major reasons for taking leave
ReasonNo. of respondents
High Somewhat Maybe No
Health reason 4 32 8 6
Family problem/function 36 11 2 1
Poor relationship with superiors 1 0 0 49
Lack of motivation 10 35 4 1
Poor relationship with coworkers 0 0 6 44
Transportation problem 12 24 9 5
Heavy workload 20 29 1 0
Source: Primary data
Table 5.25
Respondents rating major reason for taking leave
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Weighted average calculation
Weight point average 4 3 2 1
Reason High Somewhat Maybe No TOTAL Average Rank
Health reason 16 96 16 6 134 33.5 5
Family problem/function 144 33 4 1 182 45.5 1
Poor relationship with
superiors4 0 0 49 53 13.25
7
Lack of motivation 40 105 8 1 154 38.5 3
Poor relationship with
coworkers0 0 12 44 56 14
6
Transportation problem 48 72 18 5 143 35.75 4
Heavy workload 80 87 2 0 169 42.25 2
INTERPRETATION
From the above calculations it shows that the respondents rate family
problem/function as the main reason for taking leave, heavy workload is found
to be second major reason and lack of motivation is being said as the third
major reason for taking leave.
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ANALYSIS USING MEAN AND STANDARD DEVIATION
5.26 Analysis on certain factors of the organization
FactorWork
load
Working
environment
Grievance
redressal
Highly satisfied 0 13 1
Satisfied 8 30 3
Neutral 19 4 8
Dissatisfied 21 1 31
Highly dissatisfied 2 2 7
Source: Primary data
Table 5.26
Analysis on certain factors of the organization
Calculation
HS S N D HD
0 8 19 21 2
13 30 4 1 2
1 3 8 31 7
Σ 14 41 31 53 11
N=3 Mean= Σx/N
Mean µ 1=14/3 = 4.67
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Mean µ 2=41/3= 13.67
Mean µ 3=31/3= 10.33
Mean µ 4=53/3= 17.67
Mean µ 5=11/3= 3.67
Difference between given value and mean
HSi-µ 1 Si- µ 2 Ni-µ 3 Di-µ 4 HDi-µ 5
-4.67 -5.67 8.67 3.33 -1.67
8.33 16.33 -6.33 -16.67 -1.67
-3.67 -10.67 -2.33 13.33 3.33
Square and sum of squared values of the difference between given value
and mean
(HSi-µ 1)2 (Si- µ 2)2 (Ni-µ 3)2 (Di-µ 4)2 (HDi-µ 5)2
21.78 32.11 75.11 11.11 2.78
69.44 266.78 40.11 277.78 2.78
13.44 113.78 5.44 177.78 11.11
Σ 104.67 412.67 120.67 466.67 16.67
Variance calculation
Var = Σ (Xi- µ )2/N
Var = Σ (HSi- µ )2/3 = 104.67/3 = 34.89
Var = Σ (Si- µ )2/3 = 412.67/3 = 137.56
Var = Σ (Ni- µ )2/3 = 120.67/3 = 40.22
Var = Σ (Di- µ )2/3 = 466.67/3 = 155.56
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Var = Σ (HDi- µ )2/3 = 16.67/3 = 5.56
Standard deviation
S = √ (1/N) * Σ (Xi- µ )2/N
(HSi-µ 1)2 (Si- µ 2)2 (Ni-µ 3)2 (Di-µ 4)2 (HDi-µ 5)2
Mean µ 4.67 13.67 10.33 17.67 3.67
Variance 34.89 137.56 40.22 155.26 5.56
Standard
deviationS 3.41 6.77 3.66 7.20 1.36
Coefficient of variance = Standard deviation/mean
Highly satisfied CV = 3.41/4.67 = 0.73
Satisfied CV = 6.77/13.67 = 0.50
Neutral CV = 3.66/10.33 = 0.35
Dissatisfied CV = 7.20/17.67 = 0.41
Highly dissatisfied CV = 1.36/3.67 = 0.37
INTERPRETATION
The employees are found with high satisfaction on working
environment and majority of them feel dissatisfied on the workload and
grievance redressal.
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ANALYSIS USING CORRELATION METHOD
5.27 Analysis on interrelationship factor among the respondents
S.No X Y X2 Y2 XY
1 22 19 484 361 418
2 23 29 529 841 667
3 4 1 16 1 4
4 1 1 1 1 1
TOTAL 50 50 1030 1204 1090
Source: Primary data
Table 5.27
Analysis on interrelationship factor among respondents
X= Relationship with co-workers
Y= Relationship with supervisors
N= 4
X`= ΣX/N =50/4 = 12.5
Y`= ΣY/N =50/4 = 12.5
X`Y`= 12.5*12.5=156.25
Cov (XY) = 1/N * Σ (XY) -X`Y` = 1/4 * (1090) – 156.25
= 116.25
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SD of X = √ 1/N ΣX2- X`
2= √ 1//4* 1030-(12.5)
2
= √ 257.5-156.25 = 10.06
SD of Y =√ 1/N ΣY2- Y`2
= √ 301 – 156.25
= √ 1/4 * 1204 – (12.5)2
= 12.03
Correlation coefficient, r = 1/N Σ XY-X`Y`/ SD X *SD Y
= 1/4 * 1090- 156.25 / 10.06*12.03
= 0.9605
INTERPRETATION
There exists positive correlation such that there is good relationship
with the employee and their coworkers and supervisors.
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ANALYSIS USING CHI-SQUARE TEST
5.28 Analysis on respondent salary and other income sources
Salary
Other income sources
Yes No TOTAL
Yes 3 17 20
No 2 28 30
TOTAL 5 45 50
Source: Primary data
Table 5.28
Analysis on respondent salary and other income sources
Null hypothesis Ho
There is significance between employee salary and their other sources
of income.
Alternate hypothesis H1
There is no significance between employee salary and their other
sources of income.
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Expected frequency
Salary
Other income sources
Yes No TOTAL
Yes 2 18 20
No 3 27 30
TOTAL 5 45 50
Chi-Square test
O E O-E (O-E)2
3 2 1 1
17 18 -1 1
2 3 -1 1
28 27 1 1
Calculated value= 4
Degree of freedom= (R-1)*(C-1)=(2-1)*(2-1)= 1
Tabled value of 1degree of freedom at 5% level of significance is 3.84
INTERPRETATION
Tabled value is less than the calculated value such that the null
hypothesis is rejected and thus there is no significance between employee
salary and other income sources.
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CHAPTER VI
FINDINGS, SUGGESTIONS AND COLCUSION
6.1 FINDINGS OF THE STUDY
i. Majority of the employees at Rane (Madras) Ltd. are male and among
18-20 years age category with SSLC,ITI and diploma background
ii. Majority of the employees are residing 10-15 kms away from the
company and are using their own transportation
iii. A good amount of employee are feeling normal about their work
timings , but dissatisfied about their salary and motivation they get and
they feel exposed to work stress
iv. A great 84% of employees take leave during their night shifts
v. Almost all the employees are aware of the leave procedures but
majority of them are not following
vi. 80% of the employees are feeling their leave permission are not
approved always even if valid reason shown
vii. From the weighted average analysis carried it may be said that the
main causes for leave are their family problem/function and heavy
workload
viii. From the correlation analysis carried it is clearly evident that the
employees have good relationship with their co-workers and
supervisors
ix. From mean and standard deviation analysis it is found the employees
are satisfied with working environment but dissatisfied with work load
and grievance redressal
x. From chi square test there is no significance between satisfaction on
salary and other sources of income for the employees
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6.2 SUGGESTIONS
i. The management should take stringent action against employees who
take leave without prior permission
ii. The management may take measures to approve leave if the employees
show valid reasons
iii. The management may organize counseling session for the employees
to get them out of their stress due to job
iv. The management may concentrate more on motivating the employees
through their supervisors
v. The management may consider organizing transportation for
employees who are residing 10-15 kms away from the company
vi. The management should organize programme to mend the attitude of
the employees
vii. The management may consider to revise the salary such that the
employees get good satisfaction
viii. The management may concentrate more on redressing the grievances
of the employees at right time.
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6.3 CONCLUSION
This study depicts that the problem of absenteeism is an issue due to
the attitude of the employee towards taking leave and following procedures.
The key causes such as work stress, salary and motivation may be considered
by the management to reduce the absenteeism proceeding further at the same
rate. By doing this they can improve production and also will yield to the
organizations growth. There is good satisfaction found about the environment
provided by the management among employees. This study will be a useful
tool for the management in knowing the real causes of absenteeism and the
requirements to reduce it.
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BIBILOGRAPHY
BOOKS REFERRED
Kothari, C.R., Research Methodology - Methods & Techniques, New
Age international (P) Ltd., Publishers, New Delhi ,Second Edition
,2004.
Gupta, S.P., Statistical Methods, Sultan Chand & Sons Publishers,
New Delhi, Thirty Fourth Editions, 2005.
Prasath L.M.,Human resources management , Sultan Chand & Sons
Publishers, , New Delhi, Thirty Fourth Editions, 2005.
Reddy& Rao –Absenteeism in India , Deep , publication , New Delhi
Aswathappa.k, Human Resource and Personnel Management, Tata Mc
Graw Hill, New Delhi, 1999.
WEBSITES SEARCHED
w w w . g o o g le. c om
w w w. c i t e h r . c om
w w w. w ik i p e dia. c om
w w w. a bsen t ee is m . c om
www.hr.com
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1. Gender
a. Male
b. Female
ANNEXURE
QUESTIONNAIRE
2. Age of the respondents
a. 18-20
b. 21-23
c. 24-26
d. 27 & above
3. Education background of the respondents
a. SSLC
b. HSC
c. ITI
d. Diploma
e. Others
4. Distance between work spot and residence
a. 0-5 kms b.
6-10 kms c.
10-15 kms
d. 16 + above
5. How do reach the company
a. By-walk
b. By company bus
c. Cycle/Motor cycle
6. How many days of leave taken in a month
a. 1-5 days b.
6-10 days c.
11-15 days
d. 15 + days
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7. How do you feel about your work timings?
a. Excellent
b. Good
c. Normal
d. Not good
8. Which shift do you take more leave?
a. Morning shift
b. Afternoon shift
c. Night shift
d. General shift
9. Do you know the procedure of taking leave?
a. Yes
b. No
10. If “YES” how do you carry out?
a. Giving leave form before taking leave
b. Giving leave form after taking leave
c. Don’t care about taking permission
11. Do you take leave with prior permission
a. Yes
b. Sometimes
c. Never
12. Are you satisfied with leave allowed as per the company policy?
a. Yes
b. No
13. Were your leave permissions being approved if valid reason shown
a. Always
b. Sometimes
c. Rarely
d. Never
14. How do you feel about your relation with your co workers
a. Excellent
b. Good
c. Normal
d. Not good
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15. What about your relationship with your superiors
a. Excellent
b. Good
c. Normal
d. Not good
16. Do you get regular motivation from your superiors
a. Always
b. Sometimes
c. Rarely
d. Never
17. How do you feel about the leadership shown by your superiors
a. Highly acceptable
b. Acceptable
c. Neutral
d. Not acceptable
e. Highly not acceptable
18. How do you feel about the workload given to you
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied
19. Are you satisfied with the working environment
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied
20. How do you feel about the stress level at your work
a. Highly stressful
b. Somewhat stressful
c. Manageable
d. No stress
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21. The way your grievances are addressed by your management
a. Highly Satisfied
b. Satisfied
c. Neutral
d. Not satisfied
e. Highly not satisfied
22. Are you satisfied with the salary provided by the company
a. Yes
b. No
23. Do you have any other source of income
a. Yes
b. No
24. Rate the following factors affecting the absenteeism
High Somewhat Maybe No
Health reason
Family problem
Poor relationship with superiors
Lack of motivation
Poor relationship with coworkers
Transportation problem
Heavy workload
25. Select your suggestion to reduce absenteeism
a. Better working condition
b. More leave facilities
c. Proper reason for leave to be approved
d. More rest pause during work
e. Improved relation with the supervisors
f. Medical facilities
g. Increased Transportation
h. Others_
102