a study on employee's absenteeismin ,spinco.pdf
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A STUDY ON EMPLOYEES ABSENTEEISM IN SPINCO.,
THIRUBUVANI, PUDUCHERRY
SUMMER PROJECT REPORT
Submitted by
K.PRASANNA
REGISTER NO: 27348327
Under the Guidance of
Mrs.M.JANAKI RAMA MBA., PGDCA.,
Faculty, Department Of Management Studies
in partial fulfillment for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
DEPARTMENT OF MANAGEMENT STUDIESSRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
PONDICHERRY UNIVERSITY
PUDUCHERRY, INDIA
SEPTEMBER- 2007
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SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
MADAGADIPET, PUDUCHERRY
DEPARTMENT OF MANAGEMENT STUDIES
BONAFIDE CERTIFICATE
This to certify that the project work entitled A STUDY ON EMPLOYEES
ABSENTEEISM IN SPINCO LTD., PUDUCHERRY is a bonafide work done by
K.PRASANNA [ REGISTER NO: 27348327 ] in partial fulfillment of the requirement for the
award of Master of Business Administration by Pondicherry University during the academic year
2007 2008.
INTERNAL GUIDE HEAD OF DEPARTMENT
Submitted for Viva-Voce Examination held on
EXTERNAL EXAMINER
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TABLE OF CONTENT
CHAPTER TITLE PAGE NO
LIST OF TABLES
LIST OF CHARTS
I INTRODUCTION
1.1 Profile of Organization
1.2 Process of manufacture
1.3 Organization chart
1.4 Organization structure
1
4
6
7
II REVIEW OF LITERATURE 10
III OBJECTIVES 25
IV RESEARCH METHODOLOGY 26
V DATA ANALYSIS AND INTERPRETATION 33
VI FINDINGS OF THE STUDY,
SUGGESTION AND RECOMMENDATIONS
71
73
VII CONCLUSIONS 74
VIII LIMITATIONS OF THE STUDY
SCOPE FOR THE FUTHER STUDY
75
76
APPENDICES
ANNEXURE-1
ANNEXURE-2
77
81
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ACKNOWLEDGEMENT
I am extremely grateful to Our Principal Dr. V.S.K. VENGATACHALAPATHY to
provide necessary and essential facilities to do this project report.
I express my sincere thanks and deep sense of gratitude to my Head of Department
Mr. S.JAYAKUMAR, Department of Management Studies for providing me with an
opportunity to study and to do this report.
I express a deep sense of gratitude to my Guide Mrs. M.JANAKI RAMA, faculty
Department of Management Studies, for her encouragement, support and guidance to complete
this project work successfully.
I convey my heartiest thanks to Mr. G. RAJA MOHAN MANAGING DIRECTOR THE
PONDICHERRY CO-OPERATIVE SPINNING MILL LTD, Puducherry, who kindly granted
permission to do this project report in his esteemed organization.
Finally, I express my sincere thanks and deep sense of gratitude to my parents and friends
for giving timely advice in all the ways and in all aspects for doing the project
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ABSTRACT
The project report entitle A STUDY ON EMPLOYEES ABSENTEEISM IN
SPINCO, PUDUCHEERY. is intended to determine the employees condition, salary,
Facilities, attendance program, training programme, motivation techniques and promotions
To achieve this defined objective structured questionnaire based on the preliminary study
made is prepared. The prepared questionnaire is used to get the direct responses from the
employees of spinco,puducherry.
The response given by the employees of spinco, puducherry analyzed and interpreted
using different type of statistical tools used are percentage analysis , weighted average method ,
chi square , correlation .
After analysis and interpretation it reveals the following points are important in improving
the working condition ,increasing the salary , transport facilities , introduction of attendance
programme , promotion incentives , increasing leave , welfare facilities , the above all conclusion
will helpful for management to improve the presenteeism.
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LIST OF TABLES
S.no TABLE NAME Page No
1 Table showing respondents age level 33
2 Table showing Educational Qualification of the Respondents 34
3 Table showing respondents experience 35
4 Table showing number of working days 36
5 Table showing leave taken in a month 37
6 Table showing respondents number of working years 38
7 Table showing respondents on their work load 39
8 Table showing respondents working hours 40
9 Table showing respondents management policy 41
10 Table showing respondents working environment 42
11 Table showing respondents relation ship with supervisor 43
12 Table showing respondents their leave will affect company out put 44
13 Table showing respondents employees skill 45
14 Table showing respondents salary 46
15 Table showing respondents compensation provided 47
16 Table showing respondent existing job 48
17 Table showing respondent facilities provided by the company 49
18 Table showing respondent flexibility and independence 50
19 Table showing respondent procedure for taking leave 51
20 Table showing respondent reason for taking leave 52
21 Table showing respondent absent due to transportation problem 53
22 Table showing respondent infectious diseases 54
23 Table showing respondent get leave whenever you want 55
24 Table showing respondent insufficient rest pause 56
25 Table showing respondent motivation techniques 57
26 Table showing respondent personal problem 58
27 Table showing respondent counseling provided by the company 59
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28Table showing respondent Preference on their shift to reduce
absenteeism60
29 Table showing respondent freedom to change shift 61
30 Table showing respondent need additional leave 62
31 Table showing respondent excepted facilities provided 63
32 Table of Respondents Based On The Working Hours - CHI-SQUARE 64
33 Computation of Chi-Square 65
33Affected By Infectious Diseases Vs Leave Affecting The Company
Output- Correlation66
34 Ranks for correlation data 66
35 Salary Paid Vs Absent Due To Transportation- ANOVA 67
36 ANOVA Table 68
37 Weighted Average for Data 69
38 Point Weightage 69
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LIST OF CHARTS
S.no CHART NAME Page No1 Chart showing respondents age level 33
2 Chart showing Educational Qualification of the Respondents 34
3 Chart showing respondents experience 35
4 Chart showing number of working days 36
5 Chart showing leave taken in a month 37
6 Chart showing respondents number of working years 38
7 Chart showing respondents on their work load 39
8 Chart showing respondents working hours 40
9 Chart showing respondents management policy 41
10 Chart showing respondents working environment 42
11 Chart showing respondents relation ship with supervisor 43
12 Chart showing respondents their leave will affect company out put 44
13 Chart showing respondents employees skill 45
14 Chart showing respondents salary 46
15 Chart showing respondents compensation provided 47
16 Chart showing respondent existing job 48
17 Chart showing respondent facilities provided by the company 49
18 Chart showing respondent flexibility and independence 50
19 Chart showing respondent procedure for taking leave 51
20 Chart showing respondent reason for taking leave 52
21 Chart showing respondent absent due to transportation problem 53
22 Chart showing respondent infectious diseases 54
23 Chart showing respondent get leave whenever you want 55
24 Chart showing respondent insufficient rest pause 56
25 Chart showing respondent motivation techniques 57
26 Chart showing respondent personal problem 58
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27 Chart showing respondent counseling provided by the company 59
28Chart showing respondent Preference on their shift to reduce
absenteeism60
29 Chart showing respondent freedom to change shift 6130 Chart showing respondent need additional leave 62
31 Chart showing respondent excepted facilities provided 63
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CHAPTER-I
INTRODUCTION
1.1 PROFILE OF THE ORGANISATION
1.1.1 GROWTH OF TEXTILE INDUSTRY
The birth of cotton textile industry can be traced back to the year 1818, when for the first
time a mill was started in Calcutta. But its real foundation was laid in Bombay with a mill set up
in 1853 under PARSI Management. Early years marked a rapid progress and number of cotton
mil1s increased up In Ahemedabad, Sholapur and Nagpur. In 1951 the total number of mills in
this Industry was only 378 of which 103 where spinning and 275 were composite Mills.
The number of cotton textile mill increased to 1051 in 1990; of this 770 were spinning
mills and 281 composite mills. The total investment in the fixed assets is 1300 crores. It
contributes for about 25% of total exports. In puducherry, the first spinning mill which started its
operation be Desbarsyns de Richement', Governor of French rule at that time in 1827 on the
western style. In 1828 Blin and Delbruck are businessmen of France have stared another spinning
mill in PuduCherry with a production capacity ofabout700 Kg per day, and provided employment
for 225 workers. Thus the organized mill sector provides employment to more than one million
people in the country and about l/5th of the total employed in manufacturing industry. Its
contribution of government revenue and to export earnings is substantial.
1.1.2 HISTORY OF THE MILL
The Pondicherry Co-operative Spinning Mills was registered as cooperative Society under
the Pondicherry co-operative societies Act 1972 during the year 1979. This spinning mill is the
first type of its kind in its venture in the union territory of Pondicherry. The society has been
registered on 28-12-1979, the actual functioning commenced in the year 1984. The factory is
situated 22 Kms away from Pondicherry in the National Highways 45-A, between Pondicherry
and Villupuram in the Village Thirubuvanai.
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The foundation stone for the Mill was laid on 10.08.1981 by the then Chief Minister of
Pondicherry and the factory was inaugurated by the then his.Excellency T.P. Twari, Lt. Governor
of Pondicherry on 16.11.1984. The trial production was made on 12.2.1984 and the Commercial
production was started on 19.3.84. The mills Spindale was 25080 only. The Mill has achieved its
full spinning capacity in the year 1987.
1.1.3 MEMBERSHIP
The Mill was started with 138. Members with a share capital ofRs.79, 9001akhs- at the
beginning and at Present there are 815 members with a share capital of Rs .689.31lakhs
comprising as the following.
Particular Membership Share Capital (in lakhs)
"A" Handloom weavers co-op
Societies 14 4.45
.
"B" Other Co-operative
Societies 69 3.72"C" Individuals 731 6.64
"D" Government of Pondicherry 1 674.50
815 689.31
1.1.4 AWARDS COMPLEMENTED BY THE AIFCOSPIN
Among all the co-operatives in India, the Pondicherry Co-operative Spinning Mills has been
identified as No.1 Mill for its profitability, Machine productivity, Net profit and Labour
productivity. The Position placed by the Mill from 1987-88 to 1990-91 is detailed below:
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1.1.5 AIFCOSPIN - All India Federation for Co-operative Spinning Mill- Bombay,
It has awarded many awards. The position placed by the mill from 1987-88 to 90-91
Year Selection Criteria Position
1987-88 Spindle Profit I
1988-89 Spindle Profit . I
1989-90Spindle Profit I
Machine Productivity II
Productivity per Spindle Shift III
1990-91 Spindle Profit I
Cash gain per spindle II
Machine Productivity II
Labour Productivity III
1.1.6 EXPANSION PROGRAMME
The licensed capacity of the Mill is 39, 192-spindle unit. The installed capacity is 35,160
spindles with an average count of 40's to 6s. By the year2001, the remaining capacity of 4,032
spindles will be erected.
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1.2 PROCESS OF MANUFACTURING
The Pondicherry co-operative spinning mills ltd is processing with its licensed capacity
1.2.1 SPINNING
The process of spinning starts with ginning. Ginning is process by which Seeds are
removed from the raw cotton. In this mill, the ginned cotton is directly purchased and so that the
ginning is not carried on and the remaining .Process is followed as usual.
MIXING AND BLOW ROOM
Raw cotton is received at the mill in highly compressed bales. Bales of different varieties
are opened at time and layer of cotton from each bale is fed alternatively, into the machine with a
view to obtain uniform blend. It is cleaned in blow room line.
CARDING
The blow room lap is fed into carding machine. The cotton is subject to the action of
sharp wire points of licker cylinder, doffer and flatter resulting in 'the further removal of neps and
waste. After processing in, comes out in the cane.
DRAWING
On the drawing frame, a uniform sliver lab is produced- by 6 to 8 card sliver and drafting
them proportionately. Here parallelization of fibers is achieved and this process is repeated twice
for carded yam and the sliver lab is then fed to the speed frame.
SPEED FRAMES
This term' Speed frames' is used to designate a group of machines in which cotton in the
form of drawing sliver is reduced to a much smaller size by drafting and a slight twist.
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RING FRAMES
The final yarn is spun on ring frames by drafting and twisting the rove from the speed
frames. The drafts and twist .varies depending on the count and quality of yarn required.
DOUBLING
Generally two yarn threads are sending parallel on single cone on a doublers winding
machine. Thereafter such yarn is twisted together on a ring doubling machine to form a double
yarn.
1.2.2 BUSINESS
The mill shall purchase the cotton required by spinning.
The mill shall produce such kinds of cotton yarn and staple fiber yarn as are required by
the weaving units, by the weavers in union territory of Pondicherry and by others.
The yarn required by the Pondicherry state weavers co-operative societies and other
primary weavers co-operative societies shall ordinarily be supplied by the mills.
The Board of director may appoint necessary agent brokers etc on such terms and may be
agreed upon for canvassing order.
1.2.3 FUNCTION OF THE MILL
The Pondicherry co-operative spinning mill is running with 3shifts. The production process
is non stop. The first shift timing is from 7 00A.M. to 3.30 P.M., The second shift is from 3.30
P.M .to 12.00MID NIGHT .And the third shift is from 12 MID NIGHT to 7.00 A.M. with a half -
an- hour break for workers but not for production .Nearly 630 workers are working in the mill.
1.2.4 MANAGEMENT
Pondicherry co-operative spinning mills ltd is governed by law and it is managed
by an Administrator, who is I.A.S.officer and he is appointed by the Government of Pondicherry.
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1.3 ORGANISATION CHART
ADMINSTRATOR
Managing Director
Administration& Finance
ProductionWing
LabourOfficer
Admn. Manager Controller ofAccounts
Asst. SpinningMaster
(Maintenance)
Asst SpinningMaster. (Qlty.
control)
Elec. Engine
Clerks Clerks Supervisor for
Prodn &
Maintenance
Quality Control
wing
Engineering
wing
Masteries &
Workers
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1.4 ORGANISATION STRUCTURE
The organizational functions of the mill is divided into five namely,
Production wing
Quality control wing
Engineering wing
Maintenance wing
Accounts and finance wing.
Administration wing
1.4.1 PRODUCTION WING
The major activity concerned in the mill is production of yarn from raw Cotton. In this
mill, the machineries and materials are equipped to produce yarn from the count range 305 to
1005. The Asst. Spinning Master (Maintenance & production) is in charge for the production
wing. The supervisors in the production will look after the process of production in different
stages. 6 staffs and 540 workers are working in production wing.
1.4.2 QUALITY CONTROL WING
The main responsibility of this wing is to check the quality of yarn and quality of raw
materials. Asst. Spinning Master (Quality Control) is in charge for this wing. All the incoming
raw materials and outgoing yarn are checked in quality point of view. In this wing, nearly 10
staffs are working.
1.4.3 ENGINEERING WING
This wing takes care of all electrical equipments and fittings in the organization. It also
takes all preventive measures. An Electrical Engineer heads this wing. A group of 21 workers are
worked in this department under the control of the Electrical Engineer
1.4.4 MAINTENANCE WING
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This wing is functioning under the head of Asst. Spinning Master (maintenance). This
wing is taking care of maintenance of all machineries in the mills. This will take measures to
maintain the machinery in good working condition. One staff and 68 workers are functioning in
this wing.
1.4.5 ACCOUNTS AND FINANCE WING
The finance and accounts wing is playing an important role in this organization. This
wing maintains a systematic record of the daily events of business. It also maintains records of all
financial transactions to find out the profit or loss during the year, and to know the correct
financial status of the mill. All payments and receipts are taken care by this wing. The controller
of accounts heads this department and three staffs are working in this department
1.4.6 ADMINISTARATION WING
Administrative manager is in charge for administrative wing. This department carries on
purchases, sales stores and other administrative functions 31 staff are working in the wing
All the department (wings)are under the direct control and supervision of the Managing
director .the administrative manager and concerned department head shall be consulted by the
Managing director in all matters , where ever and when ever deemed necessary and their
comment shall be consider while framing a policy decision.
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NEED FOR THE STUDY
The success of any manufacturing organization depends largely on the workers, the
employees are considered as the backbone of The Pondicherry Co- Operative Spinning
Mill Ltd, Puducherry
The study is on employee absenteeism in SPINCO
The employee absenteeism is booming HR issue in many industries .It helps to know the
employee satisfactions level and it help to find cause of employee absenteeism, based on
certain factor like working condition, leadership style, work stress, leave days, and salarylevel.
This study can be helpful to the management to improve its core weaknesses by the
suggestions and recommendations prescribed in the project.
The need of this study can be recognized when the result of the related study need
suggestions and recommendations to the similar situation.
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CHAPTER-II
REVIEW OF LITERATURE
Absenteeism is a habitual pattern of absence from a duty or obligation. An absence refersto time an employee is not on the job during scheduled working hours, except for a granted leave
of absence, holiday, or vacation time. However, employee absenteeism is not just an employee
issue it is an organizational problem and therefore becomes everyone's responsibility.
2.1 Says FRANCES DAVIES
Absenteeism can have an enormous effect on the productivity of an organization. The
average American worker takes six days sick leave a year, and although this is significantly less
than in places such as Europe it is still having a big impact on US staffing resources and
productivity. The loss of productivity due to short/long-term illness, disability is therefore
proving to be a major headache for companies. Effective absence management programs can be
the best remedy for reducing absenteeism.
Every time an employee is absent from work there is a loss of productivity to the
organization, explains Sharon Kaleta, President and CEO of the Disability Management
Employers Coalition (DMEC). One person absent from work may not create a problem, but
several people absent for one or more days can have a significant financial impact to the
organization.
IMPACT OF ABSENTEEISM
There are many forms of absenteeism, ranging from short-term illness, long-term illness,
unauthorized absence and persistent lateness, to other authorized absences such as annual leave,
paternity leave, time off to care for dependents and compassionate leave. Other causes might also
include low morale, stress and poor working conditions, many of which are preventable.
The effect absenteeism can have on a business can be wide-ranging, but particularly
affects those employees left to pick up the pieces. According to Wayne Wendling, Senior
Director of Research at the International Foundation of Employee Benefit Plans.
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The workings of a company have changed and employees are now much more
interconnected than previously and, as a result, organizations are much more dependent on their
employees.
When someone is absent, the entire web of interaction among employees can be
disturbed in terms of workflows and the availability of information, he explains. Part of that is
overcome as more files are now open to people who can fill in and help with the tasks that the
individual may have been performing. However, there is a definite ripple effect through the
organization when someone is unexpectedly ill. The productivity of others is also being
impacted.
WORKING WELL
There are many measures that an employer can take to help mitigate the rippling effects
of absenteeism on the workforce. Sometimes it really is the little things that make the most
difference. Allowing employees to visit doctors and dentists, health surveillance, health education
and stress management interventions are all good examples. Once they are measuring absence
and then reducing it, they will find that a fitter workforce will perform better and productivity
will increase giving them a competitive edge in any business environment, enthuses Bawden.
One of the most effective ways to combat absenteeism, however, is to maintain a happy
working environment where people actually enjoy coming to work. Have a workplace that
people love to come to work in and they feel they are doing something meaningful, Wendling
recommends.
Although not always preventable, absenteeism is something that can be mitigated to a
certain degree, and absence management programs can definitely help. Fostering a caring
working environment where workers are supported during any illness or disability can only work
in the favor of the company and ensures that work isnt something for employees to be sick of.
Report Author: ANNE COUGHLAN
Senior Research Executive, IBEC Research and Information Service
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IBEC WORKPLACE ABSENCE SURVEY 2004
The report contains data from the IBEC WORKPLACE ABSENCE SURVEY 2004,
which was based on responses received from 557 private sector companies employing 147,000
employees.
Absence affects more than just the person who is absent.
The absent employees themselves and their dependants may have a reduced income as a
result of absence, besides incurring possible additional medical expenses. Employers are affected
by direct costs such as sick pay, overtime and staff replacement costs, plus the indirect costs
associated with the effects of absence on, for example, production and quality, management time
and the potential loss of customers. The co-workers of an absent employee may have to work
under increased pressure,in order to meet deadlines.
Many organizations appear to accept a certain level of absence i.e. where a proportion of
their employees are away on any particular day. The recent IBEC study found that over half of
the respondents did not consider they had a problem with absence. However, more than four out
of ten companies in the survey considered their absence levels to be a cause for concern. As only
a portion of absence days are subject to organization control it is important to determine whatportion of employee absence is avoidable.
Employees can feel they have been treated unfairly when they perceive other
absent employees as getting away with it. Absence can also be a symptom of a more serious
underlying problem, such as bullying and/or harassment, communication breakdown, stress, etc.,
which could, if not investigated, lead to significant costs to the organization, as well as causing
long-term damage to the employee.
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A recent IBEC survey showed that personal problems were cited as a cause of absence in
a significant number of companies, for both males and females. Nowadays, apart from sickness,
employees can be absent from work for any one of a number of reasons, either under statutory
leave entitlement (such as annual leave, maternity or adoptive leave, parental leave), or under
arrangements agreed at an individual company level (such as compassionate or bereavement
leave, study and/or exam leave, marriage leave, training, etc.).
2.2 HOW TO DEAL WITH EMPLOYEE ABSENTEEISM
For Employees Who Are Absent
For Supervisors/Managers:
Recently, I was asked by a manager how he should deal with the fact that on any given
day 10% of his employees are absent from work. I informed the manager that the problem of
employee absenteeism is a problem best resolved by taking the following four positive
interventions versus taking a negative or punitive approach.
Change Management Style:
We are all aware of the fact that when employees call in ill, it does not mean they are
truly too physically ill to work. One reason, outside of illness, that employees are absent is stress,
and the number one reason employees are stressed has to do with their relationship with their
manager/supervisor.
Management styles that are too authoritarian tend to promote high levels of absenteeism
among employees. Authoritarian managers are managers who have poor listening skills, set
unreachable goals, have poor communication skills, and are inflexible. In other words, they yell
too much, blame others for problems, and make others feel that it must be their way or the
"highway." Authoritarian managers tend to produce high absenteeism rates. By identifying
managers who use an authoritarian style, and providing them with management training, you will
be taking a positive step not only toward reducing absenteeism, but also reducing turnover, job
burnout, and employee health problems such as backaches and headaches.
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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. Companies that adopted policies and values that promote employee respect and
professionalism, and promote an internal conflict resolution procedure, are companies that reduce
employee stress. A reduction in employee stress reduces employee absenteeism.
Provide Incentives:
Giving employees incentives for reduced absenteeism is not the same as rewarding or
giving employees bonuses for reduced absenteeism. An incentive provides an employee with a
boost to their motivation to avoid unnecessary absenteeism. It simply helps the employee decide
to go to work versus staying home and watching Jerry Springer.
The types of incentive programs used by companies are numerous. Some companies
allow employees to cash-in unused sick days at the end of every quarter, others give an employee
two hours of bonus pay for every month of perfect attendance; and still others provide employees
with a buffet lunch, a certificate of achievement, or even a scratch-off card concealing prizes. The
type of incentive program that your company uses should be one created especially for your
company. You can create an incentive program tailored to your unique company by allowing
employees to help you develop the incentive program.
The duration of the incentive program is also very important. Some companies find that
they can simply reward employees with perfect attendance once a year, while others decide once
a month is best, and still others decide once a week works best.
Develop an Attendance Policy:
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
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employee absenteeism, other causes relate to alcoholism, domestic violence, and family problems.
If you confront an employee about his or her frequent absenteeism, and they inform you it is due to
personal problems, consider referring the employee to an Employee Assistance Program (EAP).
If the employee's absenteeism relates to a medical problem or a family member with a
medical problem, you may have to consider allowing the employee to use the benefits allowed to
them under the American's with Disability Act (ADA) or the Family and Medical Leave Act
(FMLA). Early identification of these employees will get them back to work as fast as possible.
Lastly, make sure that you have an attorney review your attendance policy to make sure it does
not violate any State or Federal labor laws. By incorporating the above four strategies into your
company you will not only reduce absenteeism you will reduce employee burnout, turnover, poor
morale, and workplace negativism.
By
GARY VIKESLAND, MA LP CEAP
For Employees Who Are Frequently Absent
One of the most important steps you can take if you are frequently absent is to keep your
employer informed. Employees who are frequently absent without good cause are generally
absent due to numerous frivolous reasons. Employees who are absent for good cause have
legitimate reasons, e.g. sickness or family member illness, and the employee needs time off to
resolve their personal problems. Most employers generally understand the need to be gone from
work due to a legitimate reason; therefore, it is important to communicate clearly and accurately
so your employer does not assume you are out for frivolous reasons.
As an employee you are allowed to take up to 12 weeks of unpaid leave under the federal
Family and Medical Leave Act (FMLA). The 12 weeks of leave may be taken continuous or
intermittently, thereby allowing the employee to work on a less than full-time schedule.
FMLA can be used for the care of a child after birth, adoption, or foster care placement.
FMLA is available to care for an immediate family member (spouse, child, and parent) who
has a serious health condition.
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FMLA can be used for your own serious health concerns. It does not cover for the common
cold, flu, ear aches, upset stomach, common headache, or routine dental care.
In order to be covered by FMLA you must be considered an "eligible" employee. An
eligible employee must have 12 months (1,250 hours) of employment, and your employer must
employ 50 or more employees within 75 miles of the worksite. Employees must provide 30 days
of advance notice for foreseeable events. There are different exemptions present for both school
teachers and state/local government employees.
If you are an eligible employee, your employer must maintain your benefits, allow you to
return to the same or equivalent position, and not decrease your pay or benefits at the conclusion
of 12 weeks. If you believe you are eligible for FMLA, inform your supervisor or HR department
that you are requesting FMLA coverage. Your employer is required to provide you with written
notice, within two business days, informing you if you are eligible or not.
By
GARY VIKESLAND, MA LP CEAP
2.3 ABSENTEEISM
Information regarding absenteeism among workers in an industrial establishment on accountof reasons other than strikes, lockouts, lay-off, weekly rest or suspension, provide a sound
database for gauging the employees morale, commitment and level of job satisfaction which
have a direct bearing on productivity of the establishment. It is one of the indicators to monitor
and evaluate various labour welfare programs and labour policies.
2.3.1 Instill enthusiasm to curb absenteeism, the Hindu
EVERY organization, irrespective of size and composition, is plagued by the problem ofabsenteeism. Managers know that employees are not always genuinely sick when they fail to turn
up for work, yet they cannot stop them from calling in sick or saying that they have to attend to
some personal work. There could be a hordes of reasons for absenteeism. Sometimes an
employee may not simply turn up for work because his morale is low or he is just not motivated
to work.
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If you postpone your feedback on things the employee is not doing rightthen it will be
assumed what is being done is right or that you do not notice such things or you do not care.
Some more tips on giving the right kind of feedback:
Do it in private, on a one-to one basis
Focus your feedback on one or two things
Do not personally attack the employee
Be honest and prompt with feedback
Reducing employee absenteeism is in the employer's hands. If the staff has to be
motivated enough to think twice about taking a day off, their work has to be made interesting. In
short, they need regular feedback and be made to feel that they play an important part in the
business.
This can be done by giving the employees greater responsibility, training and developing
their skills and focusing on what they are doing right. Involving employees both formally and
informally in the aspects of the business will create a sense of belonging. These measures make
employees feel good about what they are doing and thus increase job satisfaction. Organizations
would be prudent if they tackle absenteeism before it becomes a contagion.
Title: LABOUR ABSENTEEISM
Author(s): Michael J. Peel, Nick Wilson
Journal: International Journal of Manpower
Year: 1990
Publisher: MCB UP Ltd
Abstract: Using a random sample of 49 UK engineering companies, the influence of profit
sharing, share-option schemes and the perceived degree of employee participation in decision
making on inter-firm lab our absenteeism rates are investigated. After controlling for a number of
firm-specific factors, suggested as theoretically appropriate in the extant literature, the key
empirical results indicated that firms which had adopted sharing schemes appeared to experience
significantly lower absenteeism rates than their non-sharing counterparts..
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2.4 GUIDE LINES FOR ABSENTEEISM CONTROL
There are two types of absenteeism, each of which requires a different type of approach.
2.4.1 INNOCENT ABSENTEEISM
Innocent absenteeism refers to employees who are absent for reasons beyond their
control; like sickness and injury. Innocent absenteeism is not culpable which means that it is
blameless. In a lab our relations context this means that it cannot be remedied or treated by
disciplinary measures.
2.4.2 CULPABLE ABSENTEEISM
Culpable absenteeism refers to employees who are absent without authorization for
reasons which are within their control. For instance , an employee who is on sick leave even
though he/she is not sick, and it can be proven that the employee was not sick, is guilty of
culpable absenteeism. To be culpable is to be blameworthy. In a lab our relations context this
means that progressive discipline can be applied.
For the large majority of employees, absenteeism is legitimate, innocent absenteeism
which occurs infrequently. Procedures for disciplinary action apply only to culpable absenteeism.
Many organizations take the view that through the process of individual absentee counseling and
treatment, the majority of employees will overcome their problems and return to an acceptable
level of regular attendance.
2.4.3 IDENTIFYING EXCESSIVE ABSENTEEISM
Attendance records should be reviewed regularly to be sure that an employee's sick-leave
days are excessive compared to other employees. If a supervisor suspects that an employee is
excessively absent, this can be confirmed through reviewing the attendance records.
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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 employees immediate supervisor should document all available
information on the particular employee's history.
2.4.4 INDIVIDUAL COMMUNICATION
After all available information has been gathered, the administrator or supervisor should
individually meet with each employee whom has been identified as having higher than average or
questionable (or pattern) absences. This first meeting should be used to bring concerns regarding
attendance to the employee's attention. It is also an opportunity to discuss with the employee, in
some depth, the causes of his or her attendance problem and possible steps he or she can take to
remedy or control the absences. Listen carefully to the employee's responses.
2.4.5 PROOF OF ILLNESS
Sometimes it is helpful in counseling employees with excessive innocent or culpable
absenteeism to inquire or verify the nature and reasons of their absence.
The extent to which an employer may inquire into the nature of and reasons for an employee's
absence from the workplace is a delicate issue. The concepts of an employee's privacy and an
employer's need for information affecting the workplace often come into conflict. Seldom is the
conflict more difficult to resolve than where personal medical information is involved.
Unions will often strongly object to any efforts by management to inquire more deeply into the
nature of an employee's illness. You will need to consider the restraints of any language in
collective agreements in relation to this issue.
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2.5 COUNSELING INNOCENT ABSENTEEISM
The procedure an employer may take for innocent absenteeism is as follows:
1. Initial counseling(s)
2. Written counseling(s)
3. Reduction(s) of hours and/or job reclassification
4. Discharge
2.5.1 Initial Counseling:
If the absences are intermittent, meet with the employee each time he/she returns to work.
If absence is prolonged, keep in touch with the employee regularly and stay updated on the status
of his/her condition. (Indicate your willingness to assist.)
You may require the employee to provide you with regular medical assessments. This will
enable you to judge whether or not there is any likelihood of the employee providing regular
attendance in future. Regular medical assessments will also give you an idea of what steps the
employee is taking to seek medical or other assistance. Formal meetings in which verbal
warnings are given should be given as appropriate and documented. If no improvement occurs
written warning may be necessary.
2.5.2 Written Counseling
If the absences persist, you should meet with the employee formally and provide him/her
with a letter of concern. If the absenteeism still continues to persist then the employee should be
given a second letter of concern during another formal meeting. This letter would be stronger
worded in that it would warn the employee that unless attendance improves, termination may be
necessary.
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2.5.3 Reduction(s) of hours and or job reclassification
In between the first and second letters the employee may be given the option to reduce
his/her hours to better fit his/her personal circumstances. This option must be voluntarily
accepted by the employee and cannot be offered as an ultimatum, as a reduction in hours is a
reduction in pay and therefore can be looked upon as discipline.
2.5.4 Discharge
Only when all the previously noted needs and conditions have been met and everything has
been done to accommodate the employee can termination be considered. An Arbitrator would
consider the following in ruling on an innocent absenteeism dismissal case.
1. Has the employee done everything possible to regain their health and return to work?
2. Has the employer provided every assistance possible? (i.e. counselling, support, time off.)
3. Has the employer informed the employee of the unworkable situation resulting from their
sickness?
4. Has the employer attempted to accommodate the employee by offering a more suitable
position (if available) or a reduction of hours?
5. Has enough time elapsed to allow for every possible chance of recovery?
Corrective Action for Culpable Absenteeism
As already indicated, culpable absenteeism consists of absences where it can be
demonstrated that the employee is not actually ill and is able to improve his/her attendance.
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.
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The general procedure is as follows: [Utilizing counseling memorandum]
1. Initial Warning(s)
2. Written Warning(s)
3. Suspension(s)
4. Dismissal
Verbal Warning
Formally meet with the employee and explain that income protection is to be used only when
an employee is legitimately ill. Advise the employee that his/her attendance record must
improve and be maintained at an improved level or further disciplinary action will result.
Offer any counseling or guidance as is appropriate. Give further verbal warnings as required.
Review the employee's income protection records at regular intervals. Where a marked
improvement has been shown, commend the employee. Where there is no improvement a
written warning should be issued.
Written Warning
Interview the employee again. Show him/her the statistics and point out that there has been no
noticeable (or sufficient) improvement. Listen to the employee to see if there is a valid reason
and offer any assistance you can. If no satisfactory explanation is given, advise the employee
that he/she will be given a written warning. Be specific in your discussion with him/her and
in the counseling memorandum as to the type of action to be taken and when it will be taken
if the record does not improve. As soon as possible after this meeting provide 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
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CHAPTER-III
OBJECTIVES OF THE STUDY
The main objective of the study is to find the various studies on absenteeism of man hour
and suggestion to reduce absenteeism.
To analyze the master attendance and to find the rate of absenteeism.
To improve the production level by reducing absenteeism.
To find the reason for major absenteeism in particular department.
To suggest controlling tools to reduce absenteeism.
To find out the reason for avoidable and unavoidable absenteeism.
To know the types of facilities and welfare activities for the employees benefit.
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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
Primary Data
Questionnaires are prepared and personal interview was conducted. Most of the
questions are consist of multiple choices. The structured interview method was undertaken. The
interview was conducted in English as well as in Tamil. Proper care was taken to frame the
interview schedule in such a manner it should be easily understood in view of educational level
of the employees. Generally 25 questions are prepared and asked to the employees of the
Pondicherry Co-operative Spinning Mill Public Ltd., Puducherry.
Secondary Data
Secondary data was collected from Internets, various books, Journals, and Company
Records.
4.3 QUESTIONNAIRE CONSTRUCTION
Questionnaires were constructed based on the following types
Open ended questions
Close ended questions
Multiple choice questions
4.4 DEFINING THE POPULATIONS
The Population or Universe can be Finite or infinite. The population is said to be finite if
it consist of a fixed number of elements so that it is possible to enumerate it in its totality. So In
this projects consist of finite population. nearly 630 workers working in the mill
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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 Pondicherry Co-operative Spinning Mill Public Ltd..,
4.7 FIELD WORK
The field works is done at Pondicherry Co-operative Spinning Mill Public Ltd.,
Thirubuvanai, Puducherry.
4.8 PERIOD OF SURVEY
The period is from July 2007 to August 2007.
4.9 DESCRIPTION OF STATISTICAL TOOLS USED
Percentage method
Chi-square test
Correlation
Weighted average method
Analysis of variance (TWO-WAY ANOVA)
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4.9.1 PERCENTAGE METHOD
In this project Percentage method test was used. The percentage method is used to know
the accurate percentages of the data we took, it is easy to graph out through the percentages. The
following are the formula
No of RespondentPercentage of Respondent = x 100
Total no. of Respondents
From the above formula, we can get percentages of the data given by the respondents.
4.9.2 CHI-SQUARE ANALYSIS
In this project chi-square test was used. This is an analysis of technique which analyzed
the stated data in the project. It analysis the assumed data and calculated in the study. The Chi-
square test is an important test amongst the several tests of significant developed by statistical.
Chi-square, symbolically written as x2 (Pronounce as Ki-Spare), is a statistical measure used in
the context of sampling analysis for comparing a variance to a theoretical variance.
Formula
(O-E)2
2 =
E
O = Observed frequency
E = Expected frequency
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4.9.3 CORRELATION
Correlation analysis deals with the association between two or more variables. It
does not tell anything about cause and effect relationship. Correlation is classified in two
types as
Positive and
Negative correlation.
SPEARMAN Correlation method, it also can be said as Rank Correlation. It is
defined by the symbol r
6 di
FORMULA r = 1- ______________
n (n-1)
Correlation value shall always lie between +1 and-1. When r =1, it shows there is perfect
positive correlation between variables. When r = 0, There is no correlation.
4.9.4 WEIGHTED AVERAGE METHOD
Weighted average can be defined as an average whose component items are multiplied by
certain values (weights) and the aggregate of the products are divided by the total of
weights.
One of the limitations of simple arithmetic mean is that it gives equal importance to all
the items of the distribution.
Certain cases relative importance of all the items in the distribution is not the same.
Where the importance of the items varies.
It is essential to allocate weight applied but may vary in different cases. Thus weightage is a
number standing for the relative importance of the items.
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4.9.5 ANALYSIS OF VARIANCE (ANOVA)
Analysis of variance is an extremely useful technique concerning research. This is used
when multi sample are involved.
Anova is extremely a procedure for testing the difference among different groups of data
for homogeneity. The essence of ANOVA is that the total amount of variation in a set of data is
broken down into two types such as
ONE-WAY ANOVA
TWO-WAY ANOVA
If we take only one factor and investigate the differences amongst its various categories
having numerous possible values one-way anova can be used. When we investigate two factors at
the same time then we can use two-way anova.
Steps involved in ANOVA are
1. Name of the Row samples as x1, x2, x3, x4
2. Name of the Column samples as y1, y2, y3, y4
3. Calculate the sum of all items by T = x1 + x2 + x3.
4. Correction factor CF = T
N
5. Calculate Total sum of squares SST = x1 + x2 + x3.
6. Sum of squares between column samples SSC = ( y1) + ( y2) + ( y3) T
n n n N7. Sum of squares between column samples SSR = ( x1) + ( x2) + ( x3) T
n n n N
8. Calculating Residual or Error SSE = [ SST- (SSC+SSR) ]
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The basic principle of the Anova is to test for differences amongst the means of the
population by examine the amount of variation within the samples, relation to the amount of
variation between the samples.
TWO-WAY ANOVA TABLE
SOURCE OFVARIATION
Sum of SquaresDegrees of
Freedom (d.f)Mean Square (MS) F-ratio
Between
ColumnsTreatment
SSC V1SSC
MSC =K-1
MSC
F1 =
MSE
MSR
F2 =
MSE
Between
Rows
Treatment
SSR V2SSR
MSR =
R-1
Residual orError
SSE (K-1) (R-1)SSE
MSE =
(K-1) (R-1)
If the calculated value (C.V) of F1 < tabulated value (T.V) of F1 then H0 is ACCEPTED.
If the calculated value (C.V) of F1 > tabulated value (T.V) of F1 then H0 is REJECTED.
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CHAPTER-V
ANALYSIS AND INTREPRETATION
5.1 ANALYSIS USING PERCENTAGE METHOD
TABLE 5.1.1
RESPONDENT BASED ON AGELEVEL
S.No Age No. of Respondents Percentage
1 18-25 04 08
2 26-35 18 36
3 36-45 22 44
4 Above 45 06 12
Total 50 100Source: primary data
Inference:
The above table infers that, 08 % belongs to the age group of 18-25 years, 36 % belongs
to the age group of 26-35 years, 44 % belongs to the age group of 36-45 years and 12 % belongsto the age group of above 45 year
CHART-5.1.1
A G E
A G E
a b o v e 4 53 6 - 4 52 6 - 3 51 8 - 2 5
P
e
rc
e
n
t
5 0
4 0
3 0
2 0
1 0
0
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TABLE 5.1.2
RESPONDENTS BASED ON THEIR EDUCATION
S.No Education No. of Respondents Percentage
1 SSLC 10 20
2 HSC 22 44
3 ITI 18 36
4 Others 00 00
Total 50 100
Source: primary data
Inference:
The above table infers that,
20 %belongs to SSLC, 44 % belongs to HSC, 36 %belongs to ITI and
0 % belongs to other degrees.
CHART-5.1.2
E D U C A T IO N
E D U C A T IO N
itih s cs s lc
P
e
rce
n
t
5 0
4 0
3 0
2 0
1 0
0
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TABLE 5.1.3
RESPONDENTS BASED ON THEIR EXPERIENCE
S.No Experience No. of Respondents Percentage
1 Below2years 11 22
2 3-5 years 07 14
3 Above 5 years 32 64
Total 50 100
Source: primary data
Inference:
The above table infers that
22 % to below 2 years; 14 % belongs to 3-5years, 64 %belongs to above 5 years
CHART-5.1.3
E X P E R I E N C E
E X P E R I E N C E
a b o v e 5 y e a rs3 -5 y e a rsb e l o w 2 y e a rs
P
ercen
t
70
60
50
40
30
20
10
0
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TABLE 5.1.4
RESPONDENTS BASED ON THEIRNUMBER OF WORKING DAYS
S.No Working Days No. of Respondents Percentage
1 20-22 10 20
2 23 -25 15 30
3 25-28 22 44
4 29-31 03 06
Total 50 100
Source: primary data
Inference:
The above table infers that
20 % belongs to 20-22 days, 30 % belongs to 23-25 days, 44 % belongs to 25- 28days, and
06 % belong to above 29-31 days.
CHART-5.1.4
N U M B E R O F W O R K IN G D A Y S
N U M B E R O F W O R K IN G D A Y S
2 9 - 3 12 5 - 2 82 3 - 2 52 0 - 2 2
P
ercen
t
50
40
30
20
10
0
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TABLE 5.1.5
Respondents Based On Their Leave In A Month
S.NoTaken leave in
month No. of Respondents Percentage
1 0 10 20
2 1 -5 23 46
3 6-10 04 08
4 10-15 10 20
5 16-20 03 06
Total 50 100
Source: primary data
Inference:
The above table infers that
20 %belongs to 0 days, 46 % belongs to 1-5days, 08 %belongs to 6-10 days, 20 %belongs to
10-15 days, and 06 %belongs to 16-20 days.
CHART-5.1.5
L E A V E IN M O N T H
L E A V E IN M O N T H
1 6 -2 01 0 -1 56 -1 01 -50
P
ercen
t
5 0
4 0
3 0
2 0
1 0
0
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TABLE 5.1.6
RESPONDENTS BASED ON THEIR NUMBER OF WORKING YEARS IN THE
COMPANY
S.No WORKING YEARS No. of Respondents Percentage
1
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TABLE 5.1.7
RESPONDENTS BASED ON THEIRWORK LOAD
S.No Work load No. of Respondents Percentage
1 Highly satisfied 04 08
2 Satisfied 03 06
3 Neutral 13 26
4 Dissatisfied 25 50
5 Highly Dissatisfied 05 10
Total 50 100
Source: primary data
Inference:
The above table infers that
08 % belongs to highly satisfied, 06 % belongs to satisfied
26 %belongs to neutral, 50 % belongs to dissatisfied and10 % belongs to highly
dissatisfied.
CHART-5.1.7
W O R K L O A D
W O R K L O A D
hig hly d issa t is fie d
d issa t is fie d
n e u tra l
sa t is fie d
hig hly s a t is fie d
P
ercen
t
6 0
50
40
30
20
10
0
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TABLE 5.1.8
RESPONDENTS BASED ON THEIR WORKING HOURS
S.No Working Hours No. of Respondents Percentage
1 Highly satisfied 10 20
2 Satisfied 12 24
3 Neutral 05 10
4 Dissatisfied 13 26
5 Highly Dissatisfied 10 20
Total 50 100Source: primary data
Inference:
The above table infers that,
20 %belongs to highly satisfied, 24 % belongs to satisfied, 10 % belongs to neutral,
26 %belongs to dissatisfied and 20 % belongs to highly dissatisfied.
CHART-5.1.8
W O R K IN G H O U R S
W O R K I N G H O U R S
highlydissat isf ied
dissat isf ied
neut ra l
sat isf ied
highly sat isf ied
P
ercen
t
30
20
10
0
-
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TABLE 5.1.9
RESPONDENTS BASED ON THEIR MANAGEMENT POLICY
S.No Management policy No. of Respondents Percentage
1 Highly satisfied 20 40
2 Satisfied 10 20
3 Neutral 05 10
4 Dissatisfied 10 20
5 Highly Dissatisfied 05 10
Total 50 100
Source: primary data
Inference:
The above table infers that
40 % belongs to highly satisfied, 20 %belongs to satisfied 10 % belongs to neutral, 20 %
belongs to dissatisfied and 10 % belongs to highly dissatisfied.
CHART-5.1.9
M A N A G E M E N T P O L IC Y
M A N A G E M E N T P O L I CY
highlydissat is f ied
dissat is f ied
ne u t ra l
sat is f ied
highly sat is f ied
P
e
rce
n
t
50
40
30
20
10
0
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TABLE 5.1.10
RESPONDENTS BASED ON THEIR WORKING ENVIRONMENT
S.No Working environment No. of Respondents Percentage
1 Highly satisfied 28 56
2 Satisfied 10 20
3 Neutral 04 08
4 Dissatisfied 05 10
5 Highly Dissatisfied 03 06
Total 50 100
Source: primary data
Inference:
The above table infers that
46 % belongs to highly satisfied, 20 %belongs to satisfied, 08 %belongs to neutral, 10 %
belongs to dissatisfied and 06 %belongs to highly dissatisfied.
CHART-5.1.10
W O R K I N G E N V I R O N M E N T
W O R K I N G E N V I R O N M E N T
h ig h ly d is s a t is f ie d
d i s s a t i s f i e d
n e u t r a l
s a t i s f i e d
h ig h ly s a t is f ie d
P
e
rc
e
n
t
6 0
5 0
4 0
3 0
2 0
1 0
0
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TABLE 5.1.11
RESPONDENTS BASED ON THEIR RELATIONSHIP WITH THEIR SUPERVISOR
S.No
Relation ship with their
supervisor No. of Respondents Percentage
1 Highly satisfied 02 04
2 Satisfied 05 10
3 Neutral 10 20
4 Dissatisfied 20 40
5 Highly Dissatisfied 13 26
Total 50 100
Source: primary data
Inference:
The above table infers that
04 % belongs to highly satisfied, 10 %belongs to satisfied, 20 % belongs to neutral,
40 %belongs to dissatisfied and 26 % belongs to highly dissatisfied.
CHART5.1.11
R E L A T I O N S H IP W I T H T H E I R S U P E R V I S O R
R E L A T IO N S H IP W IT H T H E IR S U P E R V IS O R
h i g h l y d i s s a t i s f i e d
d i s s a t i s f i e d
n e u t r a l
s a t i s f i e d
h i g h l y s a t is f i e d
P
e
rc
e
n
t
5 0
4 0
3 0
2 0
1 0
0
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TABLE 5.1.12
RESPONDENTS BASED ON THEIR LEAVE AFFECTING THEIR COMPANY
OUTPUT
S.No Leave affect company No. of Respondents Percentage
1 Yes 39 78
2 No 11 22
Total 50 100
Source: primary data
Inference:
The above table infers that
78 %says yes, 22 %says no.
CHART-5.1.12
leave affecting their company output
leave affecting their company output
noyes
Percent
100
80
60
40
20
0
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TABLE 5.1.13
RESPONDENTS BASED ON THEIR EMPLOYEES SKILL
S.No Employee skill No. of Respondents Percentage
1 Good 35 70
2 Fair 10 20
3 Poor 05 10
Total 50 100
Source: primary data
Inference:
The above table infers that
70 % belongs to Good, 2 0%belongs to Fair and 10 % belongs to Poor
CHART-5.1.13
EMPLOYEES SKILL
EMPLOYEES SKILL
poorfairgood
Percent
80
60
40
20
0
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TABLE 5.1.14
RESPONDENTS BASED ON THEIR SALARY PAID
S.No Salary paid No. of Respondents Percentage
1 Sufficient 20 40
2 In sufficient 10 20
3
Neutral
05 10
4
Moderately
Insufficient 15 30
Total 50 100Source: primary data
Inference:
The above table infers that
40 % belongs to Sufficient, 20 % belongs to Insufficient, 10 %belongs to Neutral and 30%
belongs to moderately insufficient.
CHART-5.1.14
S A L A R Y P A ID
S A L A R Y P A ID
modera te ly su f f i c i enn e u t r a li nsu f f i c i en tsu f f i c i en t
P
ercen
t
50
40
30
20
10
0
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TABLE 5.1.15
RESPONDENTS BASED ON THEIR COMPENSATION PROVIDED
S.No Compensation provided No. of Respondents Percentage
1 Highly satisfied 03 06
2 Satisfied 04 08
3 Neutral 10 20
4 Dissatisfied 27 54
5 Highly Dissatisfied 06 12
Total 50 100
Source: primary data
Inference:
The above table infers that 06 % belongs to highly satisfied, 08 %belongs to
satisfied, 20 % belongs to neutral, 54 %belongs to dissatisfied and 12 % belongs to highly
dissatisfied.
CHART-5.1.15
C O M P E N S A T I O N P R O V I D E D
C O M P E N S A T IO N P R O V ID E D
h i g h ly d i s s a t is f ie d
d is s a t is f ie d
n e u t r a l
s a t is f ie d
h i g h ly s a t is f ie d
P
e
rc
e
n
t
6 0
5 0
4 0
3 0
2 0
1 0
0
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TABLE 5.1.16
RESPONDENTS BASED ON THEIR EXISTING JOB
S.No Existing job No. of Respondents Percentage
1 Highly satisfied 03 06
2 Satisfied 04 08
3 Neutral 10 20
4 Dissatisfied 27 54
5 Highly
Dissatisfied
06 12
Total
50
100
Source: primary data
Inference:
The above table infers that
06 %belongs to highly satisfied, 08 % belongs to satisfied, 20 % belongs to neutral,
54 % belongs to dissatisfied and12 % belongs to highly dissatisfied.
CHART-5.1.16
SATISFIED WITH THEIR EXISTING JOB
0
10
20
30
40
50
60
HIGHLY SA TISFIED SA TISFIED NEUTRA L DIS SA TISFIED HIGHLY
DISSATISFIED
SATISFIED WITH THEIR EXISTING JOB
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TABLE 5.1.17
RESPONDENTS BASED ON THEIR FACILITIES PROVIDED BY THE COMPANY
S.No Facilities provide by the company No. of Respondents Percentage
1 Highly satisfied 07 14
2 Satisfied 23 46
3 Neutral 12 24
4 Dissatisfied 06 12
5 Highly Dissatisfied 02 04
Total 50 100
Source: primary data
Inference:
The above table infers that
14 %belongs to highly satisfied, 46% belongs to satisfied, 24% belongs to neutral
l2 %belongs to dissatisfied and 4 % belongs to highly dissatisfied.
CHART-5.1.17
F A C I L IT IE S P R O V I D E D B Y T H E C O M P A N Y
F A C IL IT IE S P R O V ID E D B Y T H E C O M P A N Y
h i g h l y d i s s a t i s f i e d
d i s s a t i s f i e d
n e u t r a l
s a t i s f i e d
h i g h ly s a t is f ie d
P
e
rce
n
t
5 0
4 0
3 0
2 0
1 0
0
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TABLE 5.1.18
RESPONDENTS BASED ON THEIR FLEXIBILITY AND INDEPENDENCE
S.No Flexibility & independence No. of Respondents Percentage
1 Highly satisfied 05 10
2 Satisfied 04 08
3 Neutral 31 62
4 Dissatisfied 06 12
5 Highly Dissatisfied 04 08
Total 50 100
Source: primary data
Inference:
The above table infers that 10 % belongs to highly satisfied, 08% belongs to satisfied,
62%belongs to neutral, 12 % belong to dissatisfied and 08 % belongs to highly dissatisfied.
CHART-5.1.18
F L E X I B I L I T Y A N D I N D E P E N D E N C E
F L E X IB IL IT Y A N D IN D E P E N D E N C E
h ig h ly d is s a t is f ie d
d is s a t is f ie d
n e u t r a l
s a t is f ie d
h ig h ly s a t is f ie d
P
e
rc
en
t
7 0
6 0
5 0
4 0
3 0
2 0
1 0
0
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TABLE 5.1.19
RESPONDENTS BASED ON THEIR PROCEDURE FOR TAKING LEAV E
S.No Procedure for taking leave No. of Respondents Percentage
1 Giving a Leave Letter 39 78
2 Not Giving a Leave Letter 04 08
3 Asking Permission 07 14
4 No Leave 0 0
Total 50 100
Source: primary data
Inference:The above table infers that
78 % belongs to giving a leave letter; 08 % belongs to not giving leave letter
14 % belongs to asking permission and 0 % belongs to no leave
CHART 5.1.19
P R O C E D U R E F O R T A K I N G L E A V E
P R O C E D U R E F O R T A K I N G L E A V E
a sk ingpe rmiss io nnot giv ing leave le tgiv ing a leave le t te
P
e
rcen
t
10 0
80
60
40
20
0
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TABLE 5.1.20
RESPONDENTS BASED ON THEIR REASON FOR TAKING LEAVE
S.No Reason for taking leave No. of Respondents Percentage
1 Personal Problem 15 30
2 Health Problem 20 40
3 Finance Problem 07 14
4 Working Environment 04 08
5 Others 04 08
Total 50 100
Source: primary data
Inference:
The above table infers that 30% belongs to Personnel problem, 40% belongs to Health
problem, 14 % belongs to Finance problem, 08 % belongs to working environment and 08 %
belongs to others
CHART-5.1.20
R E A S O N F O R T A K I N G L E A V E
R E A S O N F O R T A K I N G L E A V E
o t h e r s
w o r k in g e n v ir o n m e n t
f in a n c e p r o b le m
h e a l t h p r o b le m
p e r s o n n e l p r o b le m
P
e
rc
e
n
t
5 0
4 0
3 0
2 0
1 0
0
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TABLE 5.1.21
RESPONDENTS BASED ON THEIR ABSENT DUE TO TRANSPORTATION
PROBLEM
S.No Absent due to transportationproblem
No. of Respondents Percentage
1 In Some cases 23 46
2 Often 05 10
3 Rare 12 24
4 Not at All 10 20
Total 50 100
Source: primary data
Inference:
The above table infers that, 46 %belongs to in some cases, 10% belongs to often,
24 % belongs to rare and, 20 %belongs to not at all
CHART-5.1.21
.
ABSENT DUE TO TRANSPORTATION PROBLEM
ABSENT DUE TO TRANSPORTATION PROBLEM
not at allrareoftenin some case
PERCENT
50
40
30
20
10
0
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TABLE 5.1.22
RESPONDENTS BASED ON THEIR INFECTIOUS DISEASE
S.No Infectious diseases No. of Respondents Percentage
1 Yes 11 22
2 No 39 78
Total 50 100
Source: primary data
Inference:
The above table infers that
22 % says yes, 78 % says no.
CHART-5.1.22
AFFECTED BY INF ECTIO US DISEASES
AF FECTED BY INF ECT IOUS DISE ASES
noyes
Percent
10 0
80
60
40
20
0
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TABLE 5.1.23
RESPONDENTS BASED ON LEAVE WHENEVER YOU WANT
S.NoLeave No. of Respondents Percentage
1 Yes 04 08
2 No 46 92
Total 50 100
Source: primary data
Inference:
The above table infers that
08 % says yes, 92 % says no.
CHART 5.1.23
TO GET LEAVE WHENEVER YOU WANT
TO GET LEAVE WHENEVER YOU WANT
noyes
Percen
t
100
80
60
40
20
0
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TABLE 5.1.24
RESPONDENTS BASED ON INSUFFICIENT REST PAUSE
S.No Insufficient rest pause No. of Respondents Percentage
1 More 29 58
2 Less 05 10
3 Tolerable 16 32
Total 50 100
Source: primary data
Inference:
The above table infers that
58 % belongs to more, 10 % belongs to less and 32 % belongs tolerable.
CHART-5.1.24
REST PAUSE IS ONE O F THE REASO N
REST PAUSE IS ONE OF THE REASO N
tolerablelessmore
Perce
nt
70
60
50
40
30
20
10
0
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TABLE 5.1.25
RESPONDENTS BASED ON MOTIVATION TECHNIQUE
S.No Motivation technique No. of
Respondents
Percentage
1 Incentives 29 58
2 Bonus 0 0
3 Allowance 21 42
Total 50 100Source: primary data
Inference:
The above table infers that
58% belongs to incentives, 0 % belongs to bonus and 42 % belongs to allowance.
CHART-5.1.25
MOTIVATION TECHINIQUE
MOTIVATION TECHINIQUE
allowancesincentives
Percen
t
60
50
40
30
20
10
0
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TABLE 5.1.26
RESPONDENTS BASED ON THEIR PERSONAL PROBLEM
S.No Personal problem No. of Respondents Percentage
1 In Some cases 31 62
2 Often 04 08
3 Not at All 15 30
Total 50 100
Source: primary data
Inference:
The above table infers that
62 % belongs to in some cases, 08 % belongs to often and
30 % belongs to not at all.
CHART-5.1.26
PERSONAL PROBLEM
PERSONAL PROBLEM
not at alloftenin some cas es
Percent
70
60
50
40
30
20
10
0
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TABLE 5.1.27
RESPONDENTS BASED ON THEIR COUNSELING PROVIDED BY THE COMPANY
S.No Counseling provided by the
company
No. of Respondents Percentage
1 Yes 31 62
2 No 19 38
Total 50 100
Source: primary data
Inference:
The above table infers that
62% says yes, 38 % says no.
CHART-5.1.27
counseling provided by the company
counsel ing provided by the compan y
noyes
Percent
70
60
50
40
30
20
10
0
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TABLE 5.1.28
RESPONDENTS BASED ON THEIR PREFERENCE OF SHIFTS TO REDUCE
ABSENTEEISM
Sl.No Preference of shift No. of Respondents Percentage
1 General Shift 22 44
2 Weekly Shift 21 42
3 Monthly Shift 07 14
Total 50 100
Source: primary data
Inference:
The above table infers that
44 % prefers general shift, 42 % prefers weekly shift and 14 % prefers monthly shift
CHART-5.1.28
W H IC H S HIF T D O Y O U P R E F E R
W H IC H S H IF T D O Y O U P R E F E R
mo n th l y s h i f tw e e k ly s h i f tg e n e ra l s h i f t
P
ercent
5 0
4 0
3 0
2 0
1 0
0
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TABLE 5.1.29
RESPONDENTS BASED ON THEIR FREEDOM TO CHANGE THE SHIFTS
S.No Freedom to change
the shift
No. of Respondents Percentage
1 Yes 13 26
2 No 11 22
3 Rare 26 52
Total 50 100
Source: primary data
Inference:
The above table infers that 26 % belongs to yes, 22% belongs to no and 52 %belongs to rare
CHART-5.1.29
FREEDOM TO CHANGE
FREEDOM TO CHANGE
rarenoyes
P
ercen
t
60
50
40
30
20
10
0
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TABLE 5.1.30
RESPONDENTS BASED ON THEIR NEED OF ADDITIONAL LEAVE
S.No Need of additional leave No. of Respondents Percentage
1 Yes 25 50
2 No 25 50
Total 50 100
Source: primary data
Inference:
The above table infers that
50 % says yes, 50%says no.
CHART-5.1.30
NEED OF ADDITIONAL LEAVE
NEED OF ADDITIONAL LEAVE
noyes
Percent
60
50
40
30
20
10
0
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TABLE 5.1.31
RESPONDENTS BASED ON THEIR EXPECTED FACILITIES NEEDED
S.No Expected facilities needed No. of Respondents Percentage
1 MedicalFacilities
11 22
2 Transport Facilities 30 60
3 Others 09 18
Total 50 100
Source: primary data
Inference:
The above table infers that
22 %belongs to medical facilities, 60 %t belongs to transport facilities and
18 % belongs to others.
CHART-5.1.31
T Y P E O F F A C IL IT E S
T Y P E O F F A C IL IT E S
o therst rans por t f ac il itesmedicalfaci l i tes
P
ercent
70
60
50
40
30
20
10
0
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5.2 ANALYSIS USING CHI-SQUARE- 2TO FIND WHETHER THERE IS DIFFERENCE BETWEEN THE OPINION OF
RESPONDENTS REGARDING THEIR WORKING HOURS
Null Hypothesis
There is no significant difference in the variable among the employees about their
working hours.
TABLE 5.2.1
S.No Working Hours No. of Respondents
1 Highly satisfied 10
2 Satisfied 12
3 Neutral 05
4 Dissatisfied 13
5 Highly Dissatisfied 10
Total 50
Source: primary data
FORMULA
(O-E)2
2 =
EO = Observed frequency
E = Expected frequency
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COMPUTATION OF CHI-SQUARE ( 2 )TABLE No: 5.2.2
S.No O E (O-E) (O-E)2
(O-E)2
/E
1 10 10 0 0 0
2 12 10 2 4 0.4
3 05 10 -5 25 2.5
4 13 10 3 9 0.9
5 10 10 0 0 0
TOTAL 3.8
Source: Primary Data
The calculated value is 3.8
Degree of freedom = (n-1) = (5-1)
= 4
Level of significance = 5%
Table value 4 of DGF and 5% level of significance = 9.48
3.8 < 9.48 - Calculated Value is lesser than Tabulated Value.
Hence, Null hypothesis is ACCEPTED.
INFERENCE
Thus Chi-Square test infers that there is no significant difference in the variable
among the employees about their working hours.
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5.3 ANALYSIS USING CORRELATION ANALYSIS
TO FIND WHETHER THERE IS CORRELATION BETWEEN AFFECTED BY INFECTIOUS
DISEASES Vs LEAVE AFFECTING THE COMPANY OUTPUT
Let X be the respondent affected by Infectious diseases.
Let Y be the Leave affecting the company output.
TABLE 5.3.1
S.no Factors X Y
1 Yes 11 39
2 No 39 11
Total 50 50
Source: Primary Data
RANKS
TABLE 5.3.2
S.no Rank of X Rank of Y di = (Xi-Yi)
1 2 1 1
2 1 2 1
Total (Xi-Yi) 2
1-6 diFormula r = 1- ,By substituting the data to the formula, we get r = -1
N (n-1)
INFERENCE
The value obtained is in negative, where it infers that a change in one variable has an
opposite change in another variable. From the correlation analysis it is inferred that, if the
employees get affected by Infectious diseases then the company output will be get decreased.
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5.4 ANALYSIS USING ANOVA
TO FIND WHETHER THERE IS DIFFERENCE BETWEEN THE OPINION OF RESPONDENTS
REGARDING THEIR SALARY PAID VS ABSENT DUE TO TRANSPORTATION
Null Hypothesis
i. There is no any significance difference between Salary paid.
ii. There is no any significance difference between absent due to Transportation.
TABLE 5.4.1
Source: Primary Data
STEPS
Number of all items N = 16
Sum of all items are T= 50
T
Correction factor CF = = 156.25N
Total sum of squares SST = 153.75
Sum of squares between column samples SSC = 43.25
Sum of squares between column samples SSR = 31.25
Residual or Error SSE = 79.25
S.no
Absent due to
Transportation
Salary paid
In some
cases Often Rare Not at all Total
1 Sufficient 7 1 8 4 20
2 In-Sufficient 6 1 12 10
3 Neutral 3 2 00 5
4 Moderately Sufficient 7 1 34 15
Total 23 5 1210 50
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