INTRODUCTION: 1.1 HUMAN RESOURCE MANAGEMENT AND EMPLOYEES ABSENTEEISMMichael J. Jucius defined personal management as The field of management,which has to do with planning, organizing, directing and controlling the functions ofprocuring, developing, maintaining and utilizing a labor force.

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