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[[[[Personnel Law & Management]Personnel Law & Management]Personnel Law & Management]Personnel Law & Management]�����

{Absenteeism – Personnel Turnover} �

Submitted To: Submitted To: Submitted To: Submitted To: Prof. RajKumar BagadiaProf. RajKumar BagadiaProf. RajKumar BagadiaProf. RajKumar Bagadia �

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Submitted By:Submitted By:Submitted By:Submitted By: Hemant Kumar, Roll Hemant Kumar, Roll Hemant Kumar, Roll Hemant Kumar, Roll –––– 20 20 20 20 Aditya Krishnan, Roll Aditya Krishnan, Roll Aditya Krishnan, Roll Aditya Krishnan, Roll –––– 29 29 29 29 Manish KumarManish KumarManish KumarManish Kumar, Roll , Roll , Roll , Roll –––– 34 34 34 34 Vishnuprasad sahu, Roll Vishnuprasad sahu, Roll Vishnuprasad sahu, Roll Vishnuprasad sahu, Roll –––– 46 46 46 46 HimansHimansHimansHimanshu Tayade, Roll hu Tayade, Roll hu Tayade, Roll hu Tayade, Roll –––– 54 54 54 54

[Absenteeism – definition, Causes, guidelines, CTC, Rate of Absenteeism, features of absenteeism, measures to minimize absenteeism. Personnel Turnover – What does it means, CTC, causes, steps for reducing turnover.]

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Absenteeism Absenteeism Absenteeism Absenteeism Definition:

Absenteeism is the term generally used to refer to unscheduled employee absences from the workplace. Many causes of absenteeism are legitimate—personal illness or family issues, for example—but absenteeism also can often be traced to other factors such as a poor work environment or workers who are not committed to their jobs. If such absences become excessive, they can have a seriously adverse impact on a business's operations and, ultimately, its profitability. Employee’s Presence at work place during the schedule time is highly essential for the smooth running of the production process in particular and the Organisation in general. Despite the significance of their presence, employees sometime fail to report at the work place during the schedule time, which is known as ‘absenteeism’. It signifies unscheduled absents of an employee from work which is unauthorized unexplained, avoidable & willful absence from work the rate of absenteeism can be calculated when number of person schedules to work & number actually present are calculated. Absence may be caused by uncontrollable circumstance like sickness and accident etc. it may be willful, unauthorized or authorized. The absence may be authorized or unauthorized willful or caused by circumstances beyond control. It has been observed that the phenomenon of absenteeism does not exist only in Indian industry; it is a universal fact. The difference is only in terms of magnitude. The rate of �absenteeism varies from 7%to nearly 30%. In same occupations, it has risen to the abnormal level of 40% in same region; the extent of absenteeism may differ from industry, place to place and occupation to occupation, it may also differ according to the makeup of the workforce. Absenteeism may be extensive in a particular department of an industry or a concern. �

WHO Definition: “Work Absenteeism” is understood as the failure of employee to be at their place of work for a directly or indirectly un-avoidable reason such as illness; regardless of its duration or nature, common, professional, accident related or otherwise – including medical visits, as well as unjustified absences for all or part of the work day & circumstantial leave during work hours

Medical Dictionary Definition: The frequent absence from work or other duty without good reason. Major Causes of absenteeism:

Aside from genuine illness, the main causes of absenteeism are failures of the firm’s human relations systems (part of HRM). Often these can be linked to Herzberg’s hygiene factors, such as:

o �Poor working conditions, making workers uncomfortable or even causing injury.

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o A failure to respect individuals and to be concerned with their needs. o A failure to respect individuals and be concerned with their needs. o A failure of teamwork, leading to feelings of alienation or even bullying. o Over supervision, leading to stress or the feeling of not being trusted. o Inappropriate tasks, leading to stress as workers are unable to complete their

tasks satisfactorily. o Pay rates that the employees feel are too low for their skills.

Factors of Absenteeism:

The levels of absenteeism and reasons for its occurrence are dependent on many variables in an organizational environment. This particular research identifies seven key factors that affect the absence rate for employees. These seven factors can be detailed as follows;

1. Family circumstances; 2. The physical health of the worker; 3. The work environment; 4. The degree of job stress; 5. Employer-employee relations; 6. Union coverage; and 7. Work schedules.

Absenteeism has the potential to cause numerous impacts upon an organization; these include lost productivity, poorer quality of product / service, decreased customer satisfaction, and a negative effect on the performance/morale of other employees. Other operational consequences of absenteeism include greater financial costs to the employer, as well as a greater employee workload. Each of these impacts has the potential to cripple an organization's operational ability, and seriously undermine its efforts to stay competitive or viable. Hence it is necessary to develop effective strategies to curb the absenteeism in Indian organisations.

Costs of Absenteeism: "Unscheduled absences hurt," wrote M. Michael Markowich in a summary of an article he wrote for the September 1993 issue of Small Business Reports. "Most sick leave policies foster a 'use it or lose it' mind-set, and employees feel entitled to a certain number of sick days." Markowich went on to note that a survey of 5,000 companies conducted by Commerce Clearing House Inc. (CCH Inc.) found that unscheduled absences cost small businesses, at that time, $62,636 a year, on average, in lost productivity, sick time, and replacement costs.

Indeed, absenteeism can take a financial toll on a small business (or a multinational company, for that matter) in several different respects. The most obvious cost is in the area of sick leave benefits—provided that the business offers such benefits—but there

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are significant hidden costs as well. The SOHO Guidebook cites the following as notable hidden cost factors associated with absenteeism:

1. Lost productivity of the absent employee 2. Overtime for other employees to fill in 3. Decreased overall productivity of those employees 4. Any temporary help costs incurred 5. Possible loss of business or dissatisfied customers 6. Problems with employee morale

Indeed, Attacking Absenteeism author Lynn Tylczak contended that excessive absenteeism, if left unchecked, can wear on a company in numerous ways. "[Absenteeism] forces managers to deal with problems of morale, discipline, job dissatisfaction, job stress, team spirit, productivity, turnover, production quality, additional administration, and overhead. To summarize: You don't have an absentee problem. You have a profit problem."

Calculation of Absenteeism Rate: The most common measures of absence is the lost time rate. This shows the percentage of the total time available which has been lost because of absence from all causes in a given period. �

Total absence (hours or days) in the period ----------------------------------------------------------------------- X 100 = Lost time rate Possible total (hours or days) available in the period. �

For example:- If the total absence in the period is 124 hours, and the possible total is 1,550 hours,

Lost time rate = 124 / 1550 * 100 = 8% �

The lost time rate can be regarded as an overall measure of the severity of the problem. If calculated separately by department or group of workers, it can show up particular problem areas.

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Total time lost, however, may consist of a small number of people who are absent for long periods, or large number absent for short spells. A measure of ‘frequency’ is needed to show how widespread the problem is, so that companies can formulate appropriate plans to reduce it. �

The frequency rate shows the average number of absence per worker (expressed as percentage) irrespective of the length of each spell. �

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No of spells of absence in period�-------------------------------------------- X 100 = Frequency rate�No of workers in the period ��

If the organization wishes to monitor the number of workers absent at all during the period the individual frequency rate can be used:��

No of workers having one or absence�----------------------------------------------- X 100 = Individual Frequency rate�No of workers �

For example, in one month an organization employed on average, 80 workers. During this time 12 workers had periods of absence: one was away three times, two were away twice and nine were away once, a total number of 16 spells of absence. The frequency rate was therefore: �

16�----- X 100 = 20%�

80 ��

The individual frequency rate was :��

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12�------- x 100 = 15% �80 �

Another individual index of absence, developed by Bradford University, highlights repeated short term absence by giving extra weight to the number of absence. It is given by the formula: �

Index (I) = S*S*H, where ��

S= the number of absences; and �H= total hours absent in any given period��

For example:�Worker with two periods of absence totaling 10 days (80 hours):��

I=2*2*80=320��

Absentee with six periods of absence totaling 10 days (80 hours):��

I=6*6*80=2880

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Organizations can use the indicator to provide a trigger point for action. It is important, however, to examine the particular circumstances leading to a high score before action.� Besides financial impact, following are the cost of absenteeism to the employer:

� Administrative cost with re-scheduling or hiring cost � Payroll cost of temporary staff � Training cost for the replacement staff � Lost productivity � Possible loss of business & dissatisfied customers � Loss of revenue for not meeting project deadlines � Overtime may have to be paid to fill positions left by absent staff.

Guidelines: There are two types of absenteeism – innocent & culpable. Depending on the type, each should be met out with differential disciplinary action.

Innocent absenteeism

• For illness: Ask for a medical certificate • Do counselling, • Job-reclassification

Culpable absenteeism:

• Initial warnings, • Written warnings, • Temporary suspension & • Finally dismissal

Developing an Absence Policy Many small business owners do not establish absenteeism policies for their companies. Some owners have only a few employees, and do not feel that it is worth the trouble. Others operate businesses in which "sick pay" is not provided to employees. Workers in such firms thus have a significant incentive to show up for work; if they do not, their paycheck suffers. And others simply feel that absenteeism is not a significant problem, so they see no need to institute new policies or make any changes to the few existing rules that might already be in place.

But many small business consultants counsel entrepreneurs and business owners to consider establishing formal written policies that mesh with state and federal laws. Written policies can give employers added legal protection from employees who have been fired or disciplined for excessive absenteeism, provided that those policies explicitly state the allowable number of absences, the consequences of excessive

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absenteeism, and other relevant aspects of the policy. Moreover, noted The SOHO Guidebook, "a formal, detailed policy that addresses absences, tardiness, failure to call in, and leaving early can serve to prevent misconceptions about acceptable behavior, inconsistent discipline, and complaints of favoritism, morale problems, and charges of illegal discrimination. General statements that excessive absenteeism will be a cause for discipline may be insufficient and may lead to problems." Other steps that have been touted as effective in reducing absenteeism concern making changes in company culture and policy. CCH Incorporated, for instance, has noted that workplace flexibility can dramatically cut incidents of unscheduled absenteeism. Many small businesses that have introduced flextime, compressed work weeks, job sharing, and telecommuting options to their workforce have seen absenteeism fall significantly, for these policies provide employees with much greater leeway to strike a balance between office and home that works for them (and the employer).

Absenteeism Policies Most employees are conscientious workers with good attendance records (or even if they are forced to miss significant amounts of work, the reasons are legitimate). But as Markowich noted, "every company has a small number of abusers—about 3 percent of the workforce—who exploit the system by taking more than their allotted sick time or more days than they actually need. And when they begin calling in sick on too many Monday or Friday mornings, who picks up the slack and handles the extra work? More important, who responds to customer requests?"

To address absenteeism, then, many small businesses that employ workers have established one of two absenteeism policies. The first of these is a traditional absenteeism policy that distinguishes between excused and unexcused absences. Under such policies, employees are provided with a set number of sick days (also sometimes called "personal" days in recognition that employees occasionally need to take time off to attend to personal/family matters) and a set number of vacation days. Workers who are absent from work after exhausting their sick days are required to use vacation days under this system. Absences that take place after both sick and vacation days have been exhausted are subject to disciplinary action. The second policy alternative, commonly known as a "no-fault" system, permits each employee a specified number of absences (either days or "occurrences," in which multiple days of continuous absence are counted as a single occurrence) annually and does not consider the reason for the employee's absence. As with traditional absence policies, once the employee's days have been used up, he or she is subject to disciplinary action.

"USE IT OR LOSE IT". Some companies do not allow employees to carry sick days over from year to year. The benefits and disadvantages of this policy continue to be debated in businesses across the country. Some analysts contend that most employees do not require large numbers of sick days, and that systems that allow carryovers are more likely to be abused by poor employees than appropriately utilized by good employees, who, if struck down by a long-term illness, often have disability alternatives.

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But Markowich warns that "today, most employees feel entitled to a specified number of sick days. And if they don't take those days, they feel that they are losing a promised benefit. Your company may be inadvertently reinforcing this 'use it or lose it' attitude by establishing policies under which employees 'lose' their sick time if it is not used by the end of the year."

Establishing a System for Tracking Absences Absenteeism policies are useless if the business does not also implement and maintain an effective system for tracking employee attendance. Some companies are able to track absenteeism through existing payroll systems, but for those who do not have this option, they need to make certain that they put together a system that can:

� Keep an accurate count of individual employee absences;

� Tabulate companywide absenteeism totals;

� Calculate the financial impact that these absences have on the business;

� Detect periods when absences are particularly high; and

� Differentiate between various types of absences.

Causes & Measures to minimize Absenteeism Low employee morale is often linked to high rates of absenteeism. That being the case, it would stand to reason that improving employee morale would reduce the absenteeism rate. In order to improve employee morale, one must identify the causes of low morale. These causes can be different in each particular company or department within the company. Following is a discussion of the most common causes of low morale, as well as a plan to reduce absenteeism using techniques that work on those particular causes. Common causes of low morale include stress; rumors, negativity, and gossip within the workplace; and a lack of incentive programs. The proposed solutions will deal with low morale brought on by these grounds, thus increasing employee attitudes and improving attendance. Although the advantages of these solutions will be highlighted, possible disadvantages will also be presented. Stress: Stress is the most common cause of low employee morale. Several factors may increase the stress levels of employees, but the main reason employees experience stress is their relationship with their manager, and it has been shown that highly authoritarian managers are likely to cause an increase in absenteeism. Therefore, when absenteeism rates are particularly high in a certain department, poor employee relationships with the manager should be considered. Management training could help resolve this issue.

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Proposed Solution: Management Training A good management training program will teach the authoritative manager techniques to aid him or her in becoming a facilitating manager. The manager incorporating this style encourages employees to come forward with issues and suggestions, listens carefully, does not leave employees hanging, keeps employees up to date about what is going on in the business, encourages creativity, is consistent in the administration of rules and policies, and does not make employees feel that they will be penalized for mistakes.

The advantages of management training are many. Employee morale is bolstered and absenteeism rates will decline. Additionally, an authoritarian manager with poor listening and communication skills who sets unreachable goals and is inflexible is now given the opportunity to become a much better manager. In situations like these, not only do the employees benefit, but the manager also benefits by having a better working relationship with his or her employees. The better working relationship is also conducive to higher productivity and increased work quality.

There are several disadvantages to management training. The manager in question may be resistant to the training. He or she may believe that his or her way of doing things is the right way and therefore may dismiss ideas presented in training. Manager training is also a time consuming process when implemented properly. First, a training plan must be formed. Then, a training schedule must be created, and conflicts may require postponement and rescheduling of some training sessions. Finally, a plan to follow up and provide feedback must be implemented. This helps to ensure that the manager understands and applies the techniques learned in training. Even when management training has been completed and is deemed successful, employees may be resistant to the change. They may not trust the sincerity of the manager. It can take quite some time for the employees to trust the manager and respond to the new management style.

Employee Development is one of the areas that managers in the organisation have to keenly look into. Employees in the organisation are having high expectation in the growth and development within their professional field. Employee development programmes under organisational level training and development programmes to be extended to enhance their skill and contribution at work. Develop a comprehensive and collaborative continuous improvement program throughout the department.

Rumors, Negativity, and Gossip:

Rumors, negativity, and gossip among employees can foster low morale and increase absenteeism. It is not unusual for employees to call in sick because they are afraid of or angry with another employee.

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Proposed Solution: Teambuilding

Teambuilding can help eliminate these negative actions by fostering respect among employees. Teams should be created that give team members the responsibility and power to solve problems, plan, and make decisions. Solving problems makes members feel like they are needed, while planning helps members learn techniques to implement various solutions. The power to make decisions helps employees realize their importance to the company. This feeling of importance increases morale. It also improves attendance rates because this feeling of importance makes the employee feel like the company really needs their presence. In order for teambuilding to work properly, the teams must be lead by someone with a facilitating nature. Facilitating leaders help team members feel empowered, think things through thoroughly, and utilize their individual talents. Team members with these skills will work well together and feel as though they are part of an important whole. Working well together in this manner will reduce or even eliminate incidences of negativity, rumors, and gossip. There are several advantages to using teambuilding in an effort to increase morale and decrease absenteeism due to rumors, negativity, and gossip among employees. Working together in a team encourages members to combine their individual strengths. Individual weaknesses are less pronounced, because other members' strengths naturally make up for those weaknesses. Members appreciate each other more because they experience each others' strengths first hand, and appreciate the help they get from others in areas where they are weak. Rumors and negativity are eliminated because members are now working together, instead of competing against each other. People working together in a team also feel needed. Feeling needed promotes a sense of responsibility, and people who feel needed tend to have better attendance rates. Disadvantages to team building may occur if the team leader is controlling or authoritative. Controlling leadership reduces communication within the team, which may cause the proposed solution to backfire by causing more problems among team members. Individual agendas of some team members may magnify problems that teambuilding was supposed to solve. Power struggles can happen without proper leadership.

Employee resistance can also be a problem. If the rumors, negativity, and gossip among employees have gotten to an extreme level, teambuilding may not be possible, because employees' negative feelings will be so severe that they resist any attempt to work with the other employees.

Lack of Incentive:

A lack of incentive programs can contribute to low morale and increased absenteeism. Employees lacking incentive feel that they have no good reasons to show up to work.

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Proposed Solution: Develop Incentive Programs

Well formed incentive programs can improve both attitude and attendance rates. This works for several reasons. Some employees may lack the internal motivation necessary to keep their sprits up and give them the drive and desire to show up to work every day. These people may need the external motivation that incentives provide.

Additionally, incentives tend to promote certain goals, which can be beneficial for employees with attendance problems. The company can create an incentive program that is specifically linked to attendance. Examples of this type of program include:

1) The ability to cash-in unused sick days at the end of a specific period 2) Allowing employees to leave early one Friday per month of perfect attendance 3) Bonus pay for periods of perfect attendance 4) Gifts such as savings bonds or gift cards for periods of perfect attendance

Employees should contribute to the formation of the attendance incentive program. Things that need to be considered are the type of incentive and the length of time between incentives. Input and feedback from employees will help decision-makers choose the program that will work best for the specific people involved. This will help in the creation of one or more successful attendance incentive programs. Like any proposed solution to low morale and high absenteeism, incentive programs have both advantages and disadvantages. Advantages include increased morale and reduced absenteeism. Another advantage is the feeling of appreciation that employees get when they realize that the employer is willing reward them for perfect attendance. Attendance incentive programs provide recognition to employees for positive qualities. In this case, the positive quality is responsibility. One disadvantage to incentive programs is that creating an effective program costly and time consuming. It is often recommended that organizations begin with offering small incentives and expand the program to larger incentives if necessary. Although this approach does make sense, this type of experimentation can be expensive. Another disadvantage is that the more diverse the workplace, the more difficult it will be to create a program that is effective for all or most of the employees. For example, it may be more effective to provide more frequent rewards to younger workers or workers who perform more difficult work. However, this formula is difficult to follow when working with an employee base that covers a wide range of ages and jobs that contain varying degrees of difficulty. However, with proper research and planning, it is possible to create a successful attendance incentive program.

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Giving employees incentives for reduced absenteeism is not the same as rewarding or giving employees bonuses for reduced absenteeism. An incentive provides an employee with a boost to their motivation to avoid unnecessary absenteeism. It simply helps the employee decide to go to work versus staying home and watching Jerry Springer. The types of incentive programs used by companies are numerous. Some companies allow employees to cash-in unused sick days at the end of every quarter, others give an employee two hours of bonus pay for every month of perfect attendance; and still others provide employees with a buffet lunch, a certificate of achievement, or even a scratch-off card concealing prizes. The type of incentive program that your company uses should be one created especially for your company. You can create an incentive program tailored to your unique company by allowing employees to help you develop the incentive program. For example, your employees may not care about receiving a $25.00 U.S. saving bond for perfect attendance, but they might respond very well to being able to leave one hour early on Friday if they have perfect attendance all week. The duration of the incentive program is also very important. Once again allow your employees to help guide you to determine the length of time between incentives. Some companies find that they can simply reward employees with perfect attendance once a year, while others decide once a month is best, and still others decide once a week works best. The general rule of thumb is to reward workers more frequently the younger they are and the more difficult the work is to perform. Also, it is best to start with small incentives and work up to larger ones if necessary.

Family and Medical Leave Act (FMLA): 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,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.

Open communication and information sharing between management and supervisors

• Open communication and information sharing between management and supervisors to be entertained to develop better trust and confidence. Transparency in the interaction and interrelation bring better involvement and commitment on the part of employee at work. Employees are encouraged to voice their concerns so their perceptions of the work place are clear and can be dealt with. Continually provide employees with information regarding the company's performances to budget. To link their participation with overall outcomes and develop ownership.

Effective participation and representation in the decision-making should be encouraged

• Where, industries have trade union organisations, effective participation and representation in the decision-making should be encouraged. Greater the acceptance and involvement opportunity to the trade union leaders feel at work grater the participation they shows toward attendance management effort. The importance of attendance management should be better shared with the union representatives in the long-term existence of the organisation.

Greater acceptance and grater importance at work

• Involvement of employee is possible only when they feel enlightened by getting greater acceptance and grater importance at work. Develop ways for each and every employee to feel free to contribute ideas and suggestions even though these may be outside the scope of their job responsibilities. Greater the

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acceptance of their ideas and suggestion greater the members feeling of need for presence at work. Make each employee aware that they are a valued member of the "team", that they play an important role in organization and that their attendance is critical.

Incorporation of social development programmes

• Employees in the organisation may be coming from rural areas and having poor socio-economic condition. An effort understand their day to day living itself is a positive attitude on the part of management. Under corporate social responsibility programme some of the social development programmes can be incorporated so that poverty, housing, family development, child development, marital counselling etc., like basic needs of the employees can be better met with. It gives better peace of mind to the employees and it helps them to concentrate better at work. Be aware of problems that may effect employee attendance or performance.

Industrial counseling

• Industrial counselling is an effective area to intervene in to many of the socio-emotional problems of the employees. Marital stress, family stress, personal stress, organisational stress, job stress, career stress etc., are some of the areas in which the human resource managers in the organisation can effectively intervene into through counselling and support. The counselling intervention can better alleviate the problems of the employees and there by improve attendance of employees at work. Discusses with all employees' problems of unjustifiable time off. Started a home safety campaign to be extended to children and family members of employees that to avoid the injuries at home, which in turn affect attendance of employees at work.

Effective Leave management Programme:

• Effective Leave management Programme to be developed that to support the attendance management programme. Under Leave management Programme, bonus for the unused leave should be provided. Indians are enjoying so many holidays. May-June is the season for school admission marriage etc. Specific leave arrangement to be made in those seasons to control the absence at work. Different religious groups festivals and rituals to be accommodated with alternative staff arrangement. Promotion and advancement opportunity for those who not avail of leaves to be encouraged. Strategic decision as "No Leave" to be taken when organisation has to meet the deadlines of the customers and there is acute competition of the product. Greater attention by supervisors and more accountability of operations management and other management is to be entertained to curb sick leave. Attempts to discourage spurious sick leave being taken. Quarterly and annually incentive scheme to be developed to reward those who don't have an absent day.

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Official warnings

• Official warnings as verbal and write to be provided to the absented employees. 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. Where there is no improvement a written warning should be issued. 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. Adequate counselling to be provided in each attempt.

• Tie the successful completion of work objective to the salary review process. Objectives should include a program building component as well as focusing on the bottom line. The attendances management team should closely monitor each department tries to get the statistics of the attendance of each work site or department and find out those who require encouragement in their effort and those who require warning. Adequate authority to be provided to the Attendance Management Team to take action and for effective interventions since their effort is to support the productivity and quantity and quality of production.

For Supervisors/Managers: 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.

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

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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. Develop an Attendance Policy: Every company should have an attendance policy. An attendance policy allows a manager to intervene with an employee who is frequently absent. Besides stress as a primary reason for employee absenteeism, other causes relate to alcoholism, domestic violence, and family problems. If you confront an employee about his or her frequent absenteeism, and they inform you it is due to personal problems, consider referring the employee to an Employee Assistance Program (EAP). If the employee's absenteeism relates to a medical problem or a family member with a medical problem, you may have to consider allowing the employee to use the benefits allowed to them under the American's with Disability Act (ADA) or the Family and Medical Leave Act (FMLA). Early identification of these employees will get them back to work as fast as possible. Lastly, make sure that you have an attorney review your attendance policy to make sure it does not violate any State or Federal labor laws. By incorporating the above four strategies into your company you will not only reduce absenteeism you will reduce employee burnout, turnover, poor morale, and workplace negativism. Motivate Employees & Reduce Employee Absenteeism with an Effective Employee Award Program According to a recent article posted on the Human Resources Management Blog,"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." Employee absenteeism and overall employee motivation is an important issue to any manager, but as many of my clients have communicated, managing these issues can be an overwhelming task.

Employee motivation or lack thereof, can contribute to a loss in productivity and can heighten stress for the other employees who have to pick up the slack from an absent employee. These costs can be significant for many organizations, especially those in competitive markets. This leads managers to seek out various ways to reduce employee absenteeism and increase employee motivation. However, as my clients have found, effective employee awards is one solution which successfully addresses all of these issues.

As Matt Remuzzi points out in his article, Why Having Motivated Employees is Your Problem, Not Their Problem, "You can hire, train and motivate great employees who will bend over backwards, willingly, to help your business succeed. But you can't just expect

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it to happen, and you can't make it happen by threats or monitoring. It is all up to you in the end, period."

Tapping into employee motivation starts with making employees feel like they have a stake in the organization. Implementing an employee award program that involves all employees and is perceived as fair and relevant is a great way to inspire and help to keep employee motivation high.

One of my clients is in the call center industry which is known for having high turnover and employee absenteeism rates coupled with low employee motivation. An employee award program turned out to be the perfect solution to addressing these issues. Since the employees were constantly using computers and the internet, they decided to utilize a completely online employee incentive program. Each time a person received points for reaching a goal they were notified by email. Employees were enthusiastic about the incentive program and liked to be able to see how their individual contribution to the company earned awards. Over the course of the year, employee absenteeism was reduced by 75% and employee productivity (measured in call times, number of calls and customer service ratings) was increased by 43%.

As Remuzzi outlines in his article, "doing this [incentive programs] right will reap huge returns in the long term, so it is worth putting effort into trying to come up with a workable plan." As seen in the example above, employee award programs can produce results that impact the bottom line tremendously. In fact, a report from the Aberdeen Group assesses that results from an effective employee award program can increase shareholder profit by 40% on average.

Some Other measures:

When a firm is faced with high levels of absenteeism it will look to the HRM department for remedies, such as:

• Flextime – allows workers some degree of control over the hours they are at work. It can help to relieve pressures caused by such things as child care and transport problems, which would otherwise lead to workers taking time off as though they were sick.

• Job enrichment – a satisfying, challenging job will ensure that workers will want to go to work.

• Improved HRM – making workers feel more valued will allow people to feel more committed to the workforce. Employees who feel part of a team will not want to let others down.

• Attendance bonuses – these are paid to workers who attend regularly. This is a controversial idea, recent studies have shown that they may not actually increase attendance.

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Strategies to Curb the Absenteeism:

1. High collaborative culture.

2. Be aware of problems that may effect employee attendance or performance.

3. Develop open communication between managers, supervisors and employees.

4. Employees are encouraged to voice their concerns so their perceptions of the work place are clear and can be dealt with.

5. Cooperation with union representatives can be very helpful in attendance management and should be encouraged.

6. Regularly scheduled department meetings are an excellent way not only to hear employee perceptions and concerns but also to communicate organizational goals.

7. An employee's relationship with their supervisor can greatly influence their feelings about their work, their coworkers and thus their attendance at work.

8. More openness and transparency on the part of management.

9. Encourage risk taking and experimentation among members.

10. Make each employee aware that they are a valued member of the "team", that they play an important role in your organization and that their attendance is critical.

11. Hold regular meetings, keep your staff informed and involved.

12. Know your employees; without prying show an interest in their personal lives.

13. Familiarize with community programs which you can recommend to an employee if he/she has a need for assistance (i.e. marital or financial counseling).

14. Awareness, commitment and involvement by all levels of staff

15. Match the attendance records during a period of "high" workload to a period of "normal" workload

16. Bonus for unused sick leave.

17. Develop a comprehensive and collaborative continuous improvement program throughout the department.

18. Counsel individual employees. Discuss with all employees problems of unjustifiable time off.

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19. Bonus work (e.g. Saturday) should not be available to any worker who has been absent during the week.

20. Introduce an incentive scheme to reward those who don't have an absent day. This is measured quarterly and annually.

21. Greater attention by supervisors and more accountability of operations management and other management has improved sick leave.

22. A management structure be engineered to identify and execute objectives relating to absence prevention, disability management and attendance control.

23. Effective training and development program.

24. Effective career planning And development program.

25. Each worksite should develop and maintain an attendance management policy.

26. Employers should track attendance and assign costs based on reliable data.

27. The Attendance Management Team should be given the ability to develop complex case management strategies and aggressively intervene where appropriate.

28. Employees should be encouraged to give as much notice as possible for anticipated absences. Absent employees should be requested to keep contact with their employer.

29. The employer should be informed of any changes in the employee's health status.

30. Employees should be called if they are not keeping contact with the employer. The purpose is to show concern and desire for the employee to regain a healthy status and return to work.

31. In addition to individual counseling make use of family counseling methods.

Conclusion:

The above-mentioned efforts are some of the corrective/progressive suggestions that help the HR managers to curb the absenteeism at work. The community initiatives and septic schemes are the major intervention in the area of attendance management. Develop trust and confidence on the part of employees at work and support them in their socio-emotional affairs, are the major objective behind attendance management programme. Greater the support members feel at their personal and professional realm greater their readiness to do the work.

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Personnel TPersonnel TPersonnel TPersonnel Turnoverurnoverurnoverurnover

Definition:

In a human resources context, turnover or labor turnover is the rate at which an employer gains and losses employees. Simple ways to describe it are "how long employees tend to stay" or "the rate of traffic through the revolving door." Turnover is measured for individual companies and for their industry as a whole. If an employer is said to have a high turnover relative to its competitors, it means that employees of that company have a shorter average tenure than those of other companies in the same industry. High turnover can be harmful to a company's productivity if skilled workers are often leaving and the worker population contains a high percentage of novice workers.

Personnel turnover can profoundly influence team performance, because it alters both the distribution of knowledge and skills in the team and the relations among team members. When current members leave, those who remain must renegotiate their responsibilities for storing, sharing, and utilizing knowledge. When new members enter, they must acquire information about their role and current members’ competencies and responsibilities. Although turnover often harms team performance, it is sometimes beneficial (e.g., when high-skilled newcomers enter).

Personnel turnover is one of the most daunting challenges that teams face. Turnover represents a change in team composition that can have profound consequences for team performance, because it alters both the distribution of knowledge within the team (the knowledge network) and the relations among team members (the social network). When current members leave, those who remain must renegotiate their responsibilities for storing and sharing information. When new members enter, they must acquire knowledge about their roles and about others= competencies and responsibilities. It is important to recognize that the consequences of turnover can be positive as well as negative. For example, when a team is performing poorly and newcomers possess useful task knowledge, they may suggest changes that enhance team adaptability.

Although turnover is inevitable in all teams that exist over time, it is more common in some situations than others. Broad societal trends can also influence the prevalence of turnover. For example, American businesses are currently experiencing high rates of turnover because corporate downsizing, outsourcing, and mergers have greatly increased worker mobility. Although this mobility may not last forever, it is widely expected that work teams in business organizations will have to cope with high levels of turnover for the foreseeable future. How to deal productively with turnover is thus a critical question for organizations of various kinds.

As organizations have become more dynamic, work groups have begun to experience more and more turnover. Turnover is problematic for transitive memory systems, because changes in group membership make it risky for people to rely on one another’s

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knowledge. If somebody leaves a work group, and other members have relied on that individual for valuable knowledge, then access to that knowledge becomes much more difficult. At best, group members might try to stay in contact with the person who left, hoping that he/she would still be willing to assist them when necessary; learn whatever they need to know for themselves; ask for help from someone outside the group who has similar knowledge; or bring someone who has that knowledge into the group as a new member.

One way of classifying turnover is by the degree of control the employer has over the separation. As a employer you may have little influence over the worker’s family problems, moderate influence over scheduling, and relatively high control of the relationship between management and workers.

Turnover is not always bad. Sometimes positions are no longer essential. Those who leave are not replaced. Many employers are uncomfortable either disciplining or terminating poor performers and are relieved when these leave on their own accord. Some employers make a worker’s life difficult so he/she will leave on his/her own. In the language of the courts this may be regarded as constructive discharge and be treated in a similar fashion as a regular firing.

All the sectors are facing attrition. But the reasons and effects of attrition in every sector are different.

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Calculating Employee Turnover Cost or Cost to the Company (CTC):

Nothing can be more frustrating to a small business owner or manager than the constant aggravation of employee turnover. High or low employee turnover can be detrimental to your company. Learn what you need to know to calculate and curtail the revolving employee exit door in your business.

Employee turnover can vary as a result of the industry and location of your business. For instance, the food service industry typically experiences turnover of 100-300%. The stress of employee turnover is much greater on smaller businesses than larger corporations. Before we can take effective measures to reduce turnover, we first need to find the price our business pays in lost employees.

Turnover can be categorised as voluntary and involuntary.

Voluntary: It occurs when an employee leaves the organisation out of his own choice and can be caused by various elements. These may include poor job feedback, job dissatisfaction, performance problems and lack of career advancements.

Involuntary: It occurs when an employee is discharged or terminated.

When accounting for the costs (both real costs, such as time taken to select and recruit a replacement, and also opportunity costs, such as lost productivity), the cost of employee turnover to for-profit organizations has been estimated to be up to 150% of the employees' remuneration package. There are both direct and indirect costs. Direct costs relate to the leaving costs, replacement costs and transitions costs, and indirect costs relate to the loss of production, reduced performance levels, unnecessary overtime and low morale. Direct Cost: The management can easily identify the reasons for employee separations from the company by reviewing results of exit interviews. A few factors that influence the employee’s decision to leave the organisation are listed on the exit interview forms.

The turnover cost formula is a method to analyse the turnover rate. To complete the analysis, select a department or a job function that is experiencing moderate or high turnover. For instance if a department has a high turnover of 18 employees out of 200 employees in a span of three months (25% of a year) each year; and the benefits that are given to him amount to 30% of the wages; the total cost of turnover can be calculated as follows:

A = Employee annual salary X 25% B = (Employee annual salary X 30%) X 25% = Cost of benefits C = Total turnover cost per employee = A + B D = Total number of employee who left E = Total Cost of turnover = C X D

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Invisible or hidden or indirect costs:

� Management time � Disruption to fellow employees � Damage to morale � Missed business opportunities � Lost productivity until new employee is up to speed � Damage to business relationships � Loss of knowledge, skills and expertise � Impact on reputation � Disruption to social and communication networks

Cost of turnover includes separation costs, paperwork, unemployment; vacancy costs, including overtime or temporary employees and replacement costs including advertisement, interview time, relocation, training and decreased productivity when colleagues depart.

Turnover cost = Separation cost + Vacancy Cost + Replacement cost + Training cost

Separation costs include:

• the costs incurred for exit interviews; • administrative functions related to termination; • separation/severance pay; and • Any increase in unemployment compensation.

Vacancy costs include the net cost/savings incurred due to increased overtime or temporary employees needed to complete the tasks of the vacant position.

Replacement costs include the cost of:

• attracting applicants; • entrance interviews; • testing; • travel/moving expenses; • pre-employment administrative expenses; • medical exams; and • Acquisition and dissemination of information.

Training costs include both formal and informal training costs.

Typically separation, replacement, and training are all net costs. However, vacancy costs and the performance differential can result in either a net cost or savings. For example, if overtime and/or temporary employees' costs are less than the employee would have earned while the position is vacant, a vacancy savings occurs. If the new

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employee's performance exceeds the predecessor's, a net performance benefit can result.

Employee Separation Cost Exit interview (One Hour: Preparation, interview, follow up) _______ Cost of termination time _______ Cost spent in administrative procedures _______ Increased unemployment (based on the Department of Labor) _______ Cost of vacancy Overtime _______ Labor _______ Wages _______ Cost of substitution Job advertising _______ Pre-employment administration _______ Cost of new hires’ interviews _______ Staff cost _______

Cost of training Stationary cost (Books, training manuals, etc.) _______ Formal training sessions (Class room, lab, etc) _______ Informal training (Mentors, etc.) _______ Employee performance differential Difference in performance (Productivity, learning, etc.) _______ TOTAL TURNOVER COST PER EMPLOYEE _______

Turnover Causes: High turnover often means that employees are unhappy with the work or compensation, but it can also indicate unsafe or unhealthy conditions, or that too few employees give satisfactory performance (due to unrealistic expectations or poor candidate screening). The lack of career opportunities and challenges, dissatisfaction with the job-scope or conflict with the management has been cited as predictors of high turnover.

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Low turnover indicates that none of the above is true: employees are satisfied, healthy and safe, and their performance is satisfactory to the employer. However, the predictors of low turnover may sometimes differ than those of high turnover. Aside from the fore-mentioned career opportunities, salary, corporate culture, management's recognition, and a comfortable workplace seem to impact employees' decision to stay with their employer. Many psychological and management theories exist regarding the types of job content which is intrinsically satisfying to employees and which, in turn, should minimize external voluntary turnover. Examples include Hertzberg's Two factor theory, McClelland's Theory of Needs, and Hackman & Oldham's Job Characteristics Model. Alternatively, low turnover may indicate the presence of employee 'investments' (also known 'side bets') in their position: certain benefits may be enjoyed while the employee remains employed with the organization, which would be lost upon resignation (e.g. health insurance, discounted home loans, redundancy packages, etc). Such employees would be expected to demonstrate lower intent to leave than if such 'side bets' were not present. Retention Tips or Steps for reduction in Turnover:

Employees are important in any running of a business; without them the business would be unsuccessful. However, more and more employers today are finding that employees remain for approximately 23 to 24 months, according to the 2006 Bureau of Labor Statistics.

Employees cited the following three top reasons they would begin searching for a new job:

� 53 percent seek better compensation and benefits. � 35 percent cited dissatisfaction with potential career development. � 32 percent said they were ready for a new experience.

HR professionals were asked which programs or policies they use currently to help retain employees. The following three are the most common programs employers are using to retain employees:

� 62 percent provide tuition reimbursement. � 60 percent offer competitive vacation and holiday benefits. � 59 percent offer competitive salaries.

When companies hire the best people, new talent hired and veterans are enabled to reach company goals, maximizing the investment of each employee. Taking the time to listen to employees and making them feel involved will create loyalty, in turn reducing

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turnover allowing for growth. Continual training and reinforcement develops a work force that is competent, consistent, competitive, effective and efficient.

Beginning on the first day of work, providing the individual with the necessary skills to perform their job is important. Before the first day, it is important the interview and hiring process expose new hires to an explanation of the company, so individuals know whether the job is their best choice. Networking and strategizing within the company provides ongoing performance management and helps build relationships among co-workers. It is also important to motivate employees to focus on customer success, profitable growth and the company well-being. Employers can keep their employees informed and involved by including them in future plans, new purchases, policy changes, as well as introducing new employees to the employees who have gone above and beyond in meetings. Early engagement and engagement along the way, shows employees they are valuable through information or recognition rewards, making them feel included.

Providing a stimulating workplace environment in which fosters happy, motivated and empowered individuals, this lowers employee turnover and absentee rates. Promoting a work environment that fosters personal and professional growth promotes harmony and encouragement on all levels.

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Retention Tips:

� Select the right people in the first place through behavior-based testing and competency screening. The right person, in the right seat, on the right bus is the starting point.

� Offer an attractive, competitive, benefits package with components such as life insurance, disability insurance and flexible hours.

� Provide opportunities for people to share their knowledge via training sessions, presentations, mentoring others and team assignments.

� Demonstrate respect for employees at all times. Listen to them deeply; use their ideas; never ridicule or shame them.

� Offer performance feedback and praise good efforts and results. � People want to enjoy their work. Make work fun. Engage and employ the special

talents of each individual. � Enable employees to balance work and life. Allow flexible starting times, core

business hours and flexible ending times. (Yes, his son's soccer game is important.)

� Involve employees in decisions that affect their jobs and the overall direction of the company whenever possible.

� Recognize excellent performance, and especially, link pay to performance. � Base the upside of bonus potential on the success of both the employee and the

company and make it limitless within company parameters. (As an example, pay ten percent of corporate profits to employees.)

� Recognize and celebrate success. Mark their passage as important goals are achieved.

� Staff adequately so overtime is minimized for those who don't want it and people don't wear themselves out.

� Nurture and celebrate organization traditions. Have a costume party every Halloween. Run a food collection drive every November. Pick a monthly charity to help. Have an annual company dinner at a fancy hotel.

� Provide opportunities within the company for cross-training and career progression. People like to know that they have room for career movement.

� Provide the opportunity for career and personal growth through training and education, challenging assignments and more.

� Communicate goals, roles and responsibilities so people know what is expected and feel like part of the in-crowd.

� According to research by the Gallup organization, encourage employees to have good, even best, friends, at work.

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Case Study: Dairy Turnover Study

In study, interviewed dairy workers in an effort to (1) determine whether single or multiple reasons are involved in turnover; (2) establish what these reasons are; and (3) estimate turnover rates.

More than one hundred dairy employees were involved, including milkers, outside men, and herdsmen. Workers had little trouble recalling the reasons for their departure from previous positions. Most cited a single reason rather than a combination of motives. When there were multiple causes for leaving, one was predominant.

Why do workers leave dairies?

Responses got from various dairy employees was,

� Compensation and benefits � Personnel problems � Dairy economic problems � Relation between employee and employer � Fired � Housing and transportation � Working schedule � Job duties

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Out of these it is found that compensation is a leading cause of turnover and second major reason for the frequency of turnover due to relations with other employees and employers.

Compensation and benefits: Some workers left because (1) of a poor match between pay and work expected; or (2) the employer did not come through with pre-employment promises. Others left their jobs because they did not receive health insurance.

Personal and family problems: Several workers took vacations to revisit the country of their birth, especially to get married. Some workers left their jobs because of marital problems, including divorce. Other workers moved (1) to be closer to their families; (2) because a family member needed a change in climate for health reasons; and (3) so a family member could get a job at another dairy. Less common were departures for reasons of pregnancy and to join a family business.

Economic problems of dairy: Economic problems included (1) the dairyman selling out, (2) change of ownership, and (3) change in location of dairy.

Relations with other workers: Several employees did not get along with co-workers. They felt co-workers were lazy, got drunk during off hours, or gave conflicting orders. Some workers got along so well with a co-worker that when the dairyman fired their friend (or relative), they also left. One worker quit because he got lonely working by himself in the milk parlor. Another worker left because there were others in the parlor and he liked working alone.

Relations with management: Turnover associated with worker-management relations included: (1) not getting along with the herd manager or farmer; (2) feeling supervisors did not know how to give orders; (3) having to do work of a personal nature for a herd manager, in addition to assigned milker duties; (4) dairy farmer who was never satisfied with the amount of work (the harder a milker worked, the more that was expected of him); (5) language difference presenting too large a communication barrier; (6) experiencing sexual harassment; and (7) receiving orders from too many bosses, including the dairyman’s wife and children.

Fired: A couple of workers had no idea why they were fired. Those who did know the farmer’s reason mentioned: (1) not getting along with the herd manager or dairy farmer; (2) worker insisting on receiving promised benefits; (3) losing eligibility to work in a school dairy after graduation; (4) increased dairy automation; and (5) excessive absenteeism.

Housing and transportation: Few workers quit because of the quality of housing. One worker who got married, however, did report leaving to find more adequate space. Most of the comments centered on the distance between housing and the dairy or the nearest town. This problem was mentioned mainly by workers who did not have a car.

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Working schedules and time off: Reasons associated with schedules and time off included intolerance for night shift, split shift, and little time off.

Job duties: One worker wanted outside work rather than milking. Another wanted milking rather than outside work. A herdsman disagreed about the management of the dairy. One milker was asked to do some tasks by hand when he felt there was a faster method. One worker was offered a job with more desirable duties. A worker got tired of the dairy business.

Dairy design: No one mentioned dairy design as a principal cause for leaving their job. Two mentioned it as a secondary reason.

Reducing Unwanted Turnover

A useful tool for understanding and managing turnover is the exit interview. You can check the reasons why workers leave the farm, and ask for suggestions on how to improve the way you do business. If properly conducted, you can get some candid answers that can help prevent problems in the future.

Another tool employers can use, before it is too late to change the employee’s mind, is a periodic worker satisfaction survey. It would be better not to conduct the survey at all, however, if its only purpose is to measure satisfaction. It is essential to implement changes in areas the survey shows needed improvement.

A well constructed survey should yield plenty of worker suggestions for management change. Reducing discontent helps to prevent a multitude of problems besides turnover, including slow-downs and sabotage. While satisfaction with work does not necessarily increase productivity, dissatisfaction will probably decrease it.

A grievance procedure allows employees to express their dissatisfaction with management action. The very existence of a binding arbitration agreement may increase resolution of differences at a lower level of a grievance procedure.

Summary Turnover can be a symptom of other problems, especially dissatisfaction with work or working conditions. Measures taken to prevent turnover are bound to improve other operating results as well. Turnover is costly in terms of time and effort required to recruit, select, and train new personnel.

Employers have many tools at their disposal to combat unwanted turnover. Holding exit interviews with workers who leave the farm can help determine if there are specific problem areas to watch and improve. So does conducting worker satisfaction surveys.

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Case Study on Reliance Infocomm:

The Topic Understudy was Absenteeism & Labour turnover.��

The sample size was 20, Primary data—Questionnaire��

Secondary data-- . Data Includes Magazines, Books, Weekly-Monthly Publication of these Companies& Web Sites.��

FINDING & ANALYSIS:-

Q1:- How many official leaves are allotted for the employees in the�Organisation?

Q2:- Do the employee take extra leaves in addition to the leaves given/ �permitted by the Organisation?

Q3:- Are you satisfied with the Salary and Wage Administration of your�Organisation?

Q4:- Do the employees come to the office on a regular basis?

Q5:- Is the working environment satisfactory for the employees?

Q6. Are you satisfied with the various benefits provided by your organisation?

Q7. Are you satisfied with the Safety and Health measures provided by your �Organisation?

Q8. Are you satisfied with the working pattern of your Organisation?

Q9. Are you satisfied with the leaves alloted and Financial Assistance provided in�the case of Sickness of employees and their family members?

Q10. Do you want to leave the company? If yes/No, then why?

RESULT AND CONCLUSIONS

Absenteeism is related to new values & norms which are developing among the work force as a result of technological development work & leisure are now cherished by the worker & thus he wants to enjoy along with the monetary benefits he gets for his monetary benefits he gets for his services. The economic consideration therefore decides whether one would like to be absent from the work. high absenteeism �among labour is due to is rural orientation & its frequent urge for rural exodus.

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Absenteeism is high in industries due to the fact that the labour wants some rest from daily routine of work. the incidence of industries fatigue, trying climate, universal malnutrition and the appallingly bad working condition aggravate the feeling for change among industrial workers & sometimes impel them to visit their village labour frequently for rest & relaxation.

The absenteeism is also due to the internal administration of on organization the work milieu is very important since a large part of the workers daily life is spent there the atmosphere obtaining in a plant, therefore, affect his attitude to his work ,and either persuades him to attend regularly or keeps him away. Irritating uncertainty, irregularity and confusion in the factory are likely to be important cause of absenteeism. the attitude & practice of the management also contribute to the absenteeism.

A traditional management treats workers as hireling while an enlightened management treats them as human being. This difference in behavior leads, in the former situation, to light absenteeism and in the situation to a close affinity with the organization, the result being lower absenteeism in my survey I find that the major cause of absenteeism in reliance infocomm is festival carnal 40% in my survey come to a major conclusion that in festivals seasons employees taken more leaves another major cause of absenteeism is family reasons the worker may take leave due to some family/ personal reasons this may include of illness of wife/ children/ other family member.

a. Construction of building etc b. Guests c. Parents meeting or call of father in children school d. Marriage, Death of family members

Since any one of this may come in an individual life at any time the employees takes leaves to help their family member during illness, death, marriage etc the employees also takes leaves at their children school. The problem of absenteeism is more when the employees have big family since they have to take care of a large sector of member, they take leave for arrangement & for purchasing of goods.

The other major important reason for absenteeism is illness.the employees may fall ill due to various reason & accordingly tooks leave to take some rest. But in my opinion I come to conclude that even though the workers are medically fit they take extra leave to take some rest from routine job by showing that they are ill & are unable to work on that particular day the worker may fall ill due to.

a. Change of seasons b. Bad working condition c. No balance diet d. Food poising e. Wine, alcohol f. Genetic, inheridittery dieses

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In the survey we also found that the next major reason for absenteeism in private undertaking inboard from routine and repetitive nature of job. The employee may feel bore of their routine job & takes leave for the freshness of their mind the employees some time want some new job to do & when they can not get it for a fairly long period of time they take leave for enjoyment for e.g. in RELIANCE INFOCOMM We noticed that many employees feel bored of their job because they have been doing the some job for a long period time. the other important reason for absenteeism is reprimands from boss.

We also found that the organization have already improved the working condition for it employee for e.g. the RELIANCE INFOCOMM give various types of facility to its employee such as : light facility, photo state machine ,air conditioners & phone. But even though the bad working condition (which might include non-conducive climate for work) is yet another factor of absenteeism.

Non-availability of transport and other reasons are also responsible for high rate of absenteeism in modern day enterprise the management of both the organization has taken step to solve & reduce the rate of labour turnover and absenteeism. The management of both the private and government sector companies has provided a lot of facility to its workers. In reliance the management of the companies has adopted new managerial technique to make and healthy relationship between management and workers.

Hence, we can conclude that the major reasons for absenteeism is :-

1. Festivals 2. Countable working condition 3. Unfavorable mental attitudes arising out of boredom, resentment against �

supervisions 4. Social exigencies 5. Family reasons etc.

Absenteeism is a serious problem for a management. Because it involves heavy additional expanses. The management should take necessary steps to deal with the problem of absenteeism. The government undertaking should take immediate steps to reduce this problem of absenteeism. The government undertaking must introduce some incentives to reduce this problem & to encourage the workers to come to their work place regularly this problem also in private undertaking this problem is not creating much problem for the management but to reduce the cost of the various factor of production in is necessary for the both private & government undertaking to take steps to solve this problem of absenteeism.

A high rate of labour turnover is bad both for the worker and the industry. Hence effort should be made to reduce it.

The heavy rate of labour turnover is great handicap for workers and industry a like, for it implies and reduction in skill & efficiency an the part of the workers & reduced output for

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the industry low ever some amount of labour turnover is inevitable & even natural particularly when it stems from the retirement of old employees and the accession of new blood. But both the management of government undertaking & private undertaking must take serious steps to solve this problem as soon as possible.

Dealing effectively with absence or labour turnover call a continuous and co-ordinate effort by personnel managers, line managers, including first-line supervisors, and worker representatives.

High absence or labour turnover can often be a symptom of workers’ dissatisfaction with their jobs. Sound fair and consistent policies and procedures can provide a framework within which labour turnover and absence problems can be better handled.

The measures described in this booklet are designed to help reduce absence and labour turnover. They should also help organizations to improve their efficiency and their workers to realize that they have an important contribution to make in dringing this about.

RECOMMENDATIONS�

Absenteeism is a serious problem for a management because it involves heavy additional express resaves & understudies are kept in readiness to take the place of absenteeism, fairly which the overlade cost of idle equipment les to be faced. Industrial employees do not usually also for absence in advance or even give notice during their absence as to low long they would be away the management is generally incretion about the probable duration of on employees absence cannot take appropriate measure to feel.

It should be noted no single measure can be effective in controlling absenteeism; but a skilfull combination of various measures would definitely lead to the desired result there resources are as follows

1. Proper working condition in the factory, so that worker can devote their full effort & energy for achieving the production gasket assigned to them by the management

2. Adequate wage as that worker may be satisfied & will be able to full fill their daily needs & they will not go to search for another wags of earning money this will help him to concentrate more on a particular more & thus they will be able to do the job more effectively & efficiently.

3. Protection from accident & sickness. This enable the workers to feel season from this factor & they can utilize their fall energy for the well being of the organization.

4. Facilities for obtaining leave for rest by this the management will be able to known in advance low many workers would take leave on a particular day or date this enable the management to engage extra manpower force on that particular date so that the production to get for that day many be achieved.

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5. The personal management should encourage notification, especially in cases of sickness when the duration of absences is likely to be long.

6. In case of personal & family e.g. illness of children in case of married woman employees which make absences unavoidable, leave should be granted liberally.

7. To reduce unavoidable absence due to side ness & industrial accident, program of industrial hygiene & safety should be strengthened.

8. Regularity in attendance can be encouraged to some extent by the offer of a bonus & other pecuniary inducement.

9. Adaptation of a well defined recruitment procedures 10. The selectmen of employees on the basis of communal linguistic & family

consideration should be discouraged or avoided the management should look for aptitude & ability in the prospective employees and should not easily yield to pressure on personal likes & dislikes.

11. Job security for workers. 12. Motivation of worker; workforce & social measures. The management should

recognized the needs of the workers and offer them adequate & cheap lousing facility, or subsidized food, free medical aid and transportation facilities to & from their residence, free educational facility to their children’s & other monetary & non- monetary benefits.

13. Their genuine difficulties like their need of money at the time of the marriage, death & family illness should be recognizes by the management and it should try to help them in this regard. As for social security measure such as the provisions of provident find, e.s.i facilities gratuity & passion, all this needs to be improved, so that workers may have a same of belonging.

14. Liberal grants or leaves. 15. Improved common & prompt redressed of consciences. 16. Cordial & health relationship between the senior & junior, b/w the management &

the workers.

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