Absenteeism
Absenteeism
Absenteeism
CHAPTER I - INTRODUCTION
Alcoholism
Itidebtness
Maladjustment with the job demands
Unsound Personal policies
Inadequate leave facilities
Lower level of Wages.
1. As the study is based on primary data the researcher has to depend upon the
information given by the respondents.
4. Some of the employee is refused to spend time to answer the question in their scruple.
6. The sample respondents may not have disclosed the exact information with accuracy.
7. As the employee were busy with their work, they were not ready to spend more time
for answering the question.
7
CHAPTER II - PROFILE
Established : 2002
Website : www.sripathi.net
2.1.3 Strength:
The factory has an area of 45000sqft, with modern technology and with help of self-
motivated employees the company is able to produce around 500 pcs of basic style.
2.1.5 Infrastructure:
We are well equipped with a state-of-the-art manufacturing unit. The sound
infrastructural base enable to manufacture and supply premium quality knitted garment and
fabrics in compliance with the latest trends. It is capable enough to carry out customized
products and fulfill bulk order requirements of the customer‟s in global arena. The various
machinery installed at our manufacturing unit are as follows: we follow strict production
methods ensure product safety at all levels. Finished papers are packet at well controlled and
monitored metal free zone.
2.1.6 Objectives:
Catalog showcasing a wide spectrum of ready-made paper that have been
manufactured taking into consideration the prevailing fashion trends. Our complete range
caters to the requirements and preference of various age groups.
2.1.7 Finance Department:
Finance department is mainly concerned with the preparation and maintenance of
accounts. It involves collection of bills from various department and entries are fed into the
computer using tally.
9
2.1.8 Expenses:
Working capital : 1 crore
Purchase : purchase is made at 60% of the turnover
Mode of payment : cheque
Value of fixed assets : 1 core (including building and machinery)
Yearly turnover : 2 cores
Auditing : auditing is made at end of each accounting year
Discount allowed : maximum discount allowed to buyer is 3%
2. Recruitment Process
A standard document for management use regarding workforce planning
It includes the following:
Man power requisition
Standard procedures for selection
Hierarchy of selection
Work hours/shift timings, breaks
10
3. Induction Management:
During the induction process the employee should receive the following documents from the
organization:
Employee handbook
ID
Safety rules
Car park entry
Documents for company car
By the end of the induction program the inductee should know the following:
The location of worksite
Time recording procedure
Resk/meal break times
Health and safety rules
Rules about PC/phone use
Key points of contact
Have been introduced to their immediate supervisors and colleagues
4. Performance Management:
Performance management in the organization involves its employees, an individuals and
members of a group towards the accomplishment of company goals.
Employee performance management includes:
Planning work and setting expectations
Monitoring the performance continuously
Developing the capacity to perform
Rating the performance periodically
Rewarding good performance
11
1. Planning
The company plans its work in advance so that the workers can work more efficiently
to achieve the goals of the organization. plans should be measureable and understandable by
the workers
2. Monitoring
monitoring enables the organization to provide necessary feedback to their employees
by measuring their performance.
3. Developing
Developing process enables increasing the capacity to perform through training.
providing employees with training encourages good performance, strengthens job-related
skills, etc………
4. Rating
Rating involves comparing performance among various employees to know which
employer is performing well
5. Rewarding:
Rewarding the workers according to their performance may strength them to achieve
the goals. It may include promotion, increment, etc…..
12
The Tamil Nadu papers industry had its origins to the year1965 with an orientation
towards space and deface Technologies.1985 saw the advent of Computers and Telephone
exchanges, which were succeeded by paper manufacturing in 1988.The period between 1984
and 1990, was the golden period for Papers during which the industry witnessed continuous
and rapid growth.
Indian paper industry can be compared to a pyramid of ice floating in water. The only
one tenth of the pyramid is visible, in the form of large paper mills in the organized sector.
The body of the paper pyramid consists of the decentralized power loom and handloom
sectors, which account for the bulk of Indians production. The base of the pyramid is the
downstream apparel and household paper sectors.
The entire pyramid employs about fifteen million £as in 2007, it was estimated 20
million) workers-most of whom work in small firms in the decentralized sector". Indeed, the
structure of the Indian paper industry is as varied and deep-rooted as is its reform, challenging
and daunting Indian paper and clothing industry is the largest foreign exchange earner for the
country, and employs over 20 million people, second only to agriculture.
India cannot afford to let this industry grow sick. That would be nothing short of a
human tragedy. Until the era of globalization liberalization was launched at the opening of the
current decade, the domestic market was a protected turf, and a seller‟s market.
However, with the forces of globalization having been unleashed, and accentuated by
the coming into force of the WTO in 1995, there is no looking back. The world has changed
and is changing. In the borderless world, only the fittest would survive. Indian paper and
clothing industry is beset with several shortcomings, in no small measure due to the lop-sided
govt. policy in the post- 1947 India.
But now it must change. It must change if it is not be blows away by the global market
forces, both in the international market as well as by imports in the domestic territory And
contrary to the common refrain of the industrialists in paper industry, the onus of infusing a
refreshing change lies more on the industry (firms) than on the government. This is not to be
little the significant role of a facilitator that govt alone can provide. But competitive strategy
originates at the level of the film. No amount of macroeconomic change can make the firms in
15
the industry competitive. The govt. must evolve a national policy, which can act as a general
guideline for the firms to define their unique positioning strategy. Given the national
environment, the firms must control their own destiny, or someone else will.
Although the changes may provide solution to some problems, it may create several
new ones. There is an urgent need to understand these problems, anticipate them and to the
solutions to them. The responsibility to find out solutions to these problems lies with every
manager who has to be prepared to deal with different changes effectively through educational
and developmental programs. Obviously, every manager is responsible for management of
human resources of course with the advice and help of personnel department. Management is
the essence of being a manager has to get things done through others. Specifically, his task
relates to leading, mobilizing and directing the efforts of people without which he can be a
technician but not a manager. Thus, every manager has to develop and maintain his
competence in managing human resources which have assumed utmost significance in modern
organizations.
The term Job Satisfaction is of almost significance from the standpoint of employee
morale. It refers to employee^ general attitude towards his work. Lock defines work
Satisfaction as a pleasurable or positive emotional state resulting from the appraisal of one*s
work or work experience. The extent that a person‟s work fulfils his dominant need and is
consistent with his expectations and values, the work will be satisfying.
The most significant charge in the Indian textile industry has been the advent of
man-made fiber (MMF).India‟s innovative range of MMF textile finds presence in almost all
the countries across the globe. MMF production recorded an increase of 7 per cent in the
month of August 2013 and grew by 4 per cent during April-August 2013.
or her dependence at home suddenly become unwell or there is an accident inside the plant.
Unavoidable absenteeism is accepted by managers and is even sanctioned by labour laws. Foe
instance, one days* leave with wages for every 20 days of service is allowed by the factories
Act 1948.
Avoidable absenteeism arises because of night shifts, opportunities for moonlighting
and earning extra income, indebtedness, lack of job security, job dissatisfaction and unfriendly
supervision. This needs intervention by the management.
Labour Bureau, Simla, defined the term Absenteeism as the failure of a worker to
report for work when he is scheduled to work‟s Labour bureau also states that the
Absenteeism is the total man-shifts lost because of absence as a percentage of the total number
of man-shifts scheduled to work." According to Webster‟s Dictionary, the Absenteeism is the
practice or habit of being an "absence” and an absentee is one who
habitually stays away Modem organizational setting is characterized by constant
changes relating to environment factors and human resources. As regards environmental
factors, we find changes in the operating organizational structure, the networking procedures,
customs or norms and the economic, political and social patterns in which organizations exist.
Moreover, there is constant change in resources. New individuals are being employed with
their new ideas and expectations while the existing workforce is constantly changing via-a-via
ideas, attitudes and values.
19
Labig and greer (1998) denote that a high number of absenteeism in a unit or subunit
can be indicative of many factors,including both effective and ineffective supervisory
performance.
Bemmels and Reshef (1991) mentioned that in a specific work group, many
absenteeism are in response to specific behaviors by and the supervisiors. Hence, this present
research has targeted supervisors as unit of analysis.
According to Clark (1988)And Bemmels Reshef (1991) supervisors „behavior and
personal attitudes may affect their styles in handling absenteeism through grievance
procedure. Thus, this study tends to evaluate the effect of personality on the selection of
appropriate handling styles among immediate supervisors. Styles in handling employee‟s
conflicts may give an impact in industrial relation culture (Holt & Devore, 2005).
Rahim‟s (1983) study has constructed independent scales to measure five styles in
handling conflict namely integrating, obliging, dominating and avoiding. High concern for self
as well as the other party involved in conflict. It is concerned with collaboration between
parties (for example openness, exchange of information and examination of differences) to
reach an acceptable solution to both parties (Rahim & Magner, 1995). Thomas and Kilmann
(1974) labeled this styles as collaborating mode. Collaborating mode refers to the ability of
manager to work with his or her employee to find a solution that fully satisfies the concerns of
both.
Schultz (1973) in his book „Psychology and Industry Today‟ attempted to explain
work values, motivation and job satisfaction on the basis of a brief review of literature. The
study found traditional values for work for older workers. These variables include, “a strong
loyalty to the company for which they worked; a strong motivation force: drive for money and
status; a strong need for job security and stability and a strong identification with work roles
rather than with personal roles off the job.” The study found that values of work of new breed
of work differ sharply from those of the old breed.
Shepard (1973) studied three occupational groups to examine the relationship between
job satisfaction and autonomy discrepancy. The author concluded that nonchallenging work is
associated with job satisfaction, even though there was some evidence that highly specialized
work lowers individual expectations for autonomy.
21
Pritchard and Peters (1974) interviewed 629 enlisted naval personnel for studying the
effect of job duties and workers interests on intrinsic and extrinsic job satisfaction. They found
that job duties were more strongly related to both intrinsic and extrinsic satisfaction than were
the indicators of interests.
Quinn et al. (1974) conducted a comprehensive review of trends in job satisfaction,
based primarily on seven national worker surveys, and supplemented by eight national polls
from 1958 to 1973. The study concluded with comparison of job satisfaction levels among
groups of workers and with a brief overview of experience with programs designed to increase
the job satisfaction of workers such as job enrichment, job enlargement, job rotation and flexi
time and other rearranged work schedules.
Tannebaum et al. (1974) conducted an international study of the effects of workers‟
participation on ten industrial plants taking 2 units from each of five countries selected for
study (Israel, Yugoslavia, Austria, Italy and the United States). They found that position in the
organizational hierarchy was positively related to job satisfaction in each country. In all
countries except Austria, the strongest correlate of job satisfaction was an index of
opportunities provided by work and education, which had a negative net effect on job
satisfaction in each country.
Herman et al. (1975) studied 392 workers in a printing plant and investigated the
relative importance of demographic characteristics of employees and their position in the
organizational structure in explaining job satisfaction and other attitudes. Demographic factors
like age, sex, marital status, family size, number of family wage earners and education were
taken for the analysis. It was found that employee‟s organizational position (which was
indexed by job level, shift, department, tenure in corporation) was a far more important
predictor of attitudes than the individual demographic variables.
22
Chi-square Analysis:
It is useful to determine the significant relationship between the two variables.
The formula is used for Chi-Square Test
Chi-square χ2 = ∑(0i Ei)2
Ei
Where O Observed Frequency
E Expected Frequency
Expected Frequency is calculated as follows:
E=Row Total *Column Total
Grand Total
Degree of Freedom(r-1) (c-1)
Where R Number of Rows
C Number of columns
One variable chi-squre:Degree of freedom = N-1
Hypothesis
Null Hypothesis(Ho)
In Chi – Squre test of independence, null Hypothesis assumes that There is no
significant realationship between the two variables.
Alternative Hypothesis( H1)
In Chi – Squre test of independence, alternative hypothesis assumes that There is
significant realationship between the two variables.
Hypothesis Testing
If the calculated value of Chi-squre test is less than the table value, we will reject
the null hypothesis. If the calculated value greater then we will accept the Null Hypothesis
25
Table 4.2.1
Employee's age
inference
Since 53% of employees are of the age between 18-25. The trend clearly shows that
these are the employees who are employed the most by theemployer because these employees
are young & energetic.
26
Chart 4.2.1
60
53
50
40 35
30
20
12 10
10
0
18-25 26-35 36-45 above 45
27
Table 4.2.2.
Educational qualification
Inference
Since 44% of employees are of the education between 8-12. The trend clearly shows
that these are the education who are employed the most by the employer because these
employee for the organization.
28
Chart 4.2.2
Education qualification of the respondents
50
45
40 44
35
36
30
25
20
15
10 13
5 7
0
12-Aug degree & ITI gradutes others
29
Table 4.2.3
Inference
Above the table 46% of employees are of the monthly income between 4000-6000.
The trend clearly shows that these are the monthly who are employed the most by theemployer
because these employees are experience.
30
Chart 4.2.3
Monthly income of the respondents:
50
45
46
40
35
30 34
25
20
15
10 14
5
6
0
4000-6000 6001-10000 10001-15000 above 15000
31
Table 4.2.4
Employee marital status
Inference
The above table shows that 67% percent of the respondents are male and 33% percent of
the respondents are female.
32
Chart 4.2.4
80
70
60 67
50
40
30 33
20
10
0
male female
.
33
Table 4.2.5
Departments
Inference
Above the table 42% of employees are of the department between production. The
trend clearly shows that these are the department who are employed the most by the employer
because these employees are says yes.
34
Chart - 4.2.5
Departments of an respondents:
45 42
40
40
35
30
25
20
15
10
10 8
5
0
production quality stores personal
35
Table 4.2.6
Employee working years
Inference
Above the table is less than one year 48% of the workers at industry are working for
one-two for 32% and two-five 11% are working for more than 5 years 9%.
36
Chart 4.2.6
Working Years of the respondents:
60
50
40
30
48
20
32
10
11 9
0
less then one one-two year two-five years five years or
year more
37
Table 4.2.7
Main reason the employee absent
Inference
Since 50% of employees are of the absent between health problem/domestic reason.
The trend clearly shows that these are the problem/domestic who are employed the most by
the employer because these employees for organization.
38
Chart 4.2.7
Reason for absent in respondents
60
50
40
30
50
20
30
10
10 5 5
0
39
Table 4.2.8
Work job responsibilities
Inference
Above the table 51% of employees are of the work job responsibilities between well
clear. The trend clearly shows that these are the job responsibility who are employed the most
by the employer because these employees are satisfaction.
40
Chart 4.2.8
Work Job responsibilities:
60
51
50
39
40
30
20
13
10 7
0
well clear good fair don't know
41
Table 4.2.9
Satisfied with your work
Highly satisfied 42 42
Satisfied 40 40
Dissatisfied 18 18
Total 100 100
Inference
Since 42% of employees are of satisfied with work between highly satisfied. The trend
clearly shows that these are the work who are employed the most by the
employer because these employees are says yes.
42
Chart 4.2.9
Satisfied with your work for the respondents
45 42
40
40
35
30
25
20 18
15
10
5
0
highly satisfied satisfied dissatisfied
43
Table 4.2.10
Working environment and work place:
Inference
Since 37% of employees are of the working environment between excellent. The trend
clearly shows that these are that working environment who are employed the most by the
employer because these employees are well useful the organization.
44
Chart 4.2.10
Work place & environment for the respondents:
60
53
50
40 37
30
20
10 6 4
0
excellent good fair poor
45
Table 4.2.11
Relations with you supervisors/co-worker
Inference
Since 41% of employees are of the relationship with you supervisors / co-worker
between excellent. The trend clearly shows that these are the employed the most by the
employer because these employees are says yes.
46
Chart 4.2.11
Supervisor/co-worker of an respondents:
40 38
35
35
30
25
20 17 16
15
10
5
0
excellent good fair poor
47
Table 4.2.12
Superior‟s behavior toward your problems:
Inference
Since 36% of employees are of the superior‟s behavior between excellent. The trend
clearly shows that these are the superior‟s who are employed the most by the employer
because these employees are young & energetic.
48
Chart4.2.12
Supervisor‟s behavior of your problems:
40 38
35
35
30
25
20 17 16
15
10
5
0
excellent good fair poor
49
Table 4.2.13
Facilities provided in work place:
Inference
Since 38% of employees are of the facilities provided in work place between excellent.
The trend clearly shows that these are the work place who is employed the most by the
employer because these employees are young & energetic.
50
Chart 4.2.13
Facilities of on respondents
40 38
35
35
30
25
20 17 16
15
10
5
0
excellent good fair poor
51
Table 4.2.14
Company co-operate with each other:
Inference
Above 56% of employees are of the company co-operates between “yes”. The trend
clearly shows that these are the co-operates who are employed the most by the employer
because these employees are says yes.
52
Chart 4.2.15
Company co-operative with each other‟s of a respondents:
60 56
50
44
40
30
20
10
0
yes no
53
Table 4.2.15
Comments and suggestions
Inference
Above the table 61% of employees are of the comments and suggestions between
“yes”. The trend clearly shows that these are the comments and suggestions who are employed
the most by the employer because these employees are say yes.
54
Chart 4.2.15
70
61
60
50
39
40
30
20
10
0
yes no
55
Table 4.2.16
Harmonious relationship with our in your organization
Inference
Since 48% of employees are of the relationship in organization between strongly agree.
The trend clearly shows that these are the organization who are employed the most bay the
employer because these employees are young & energetic.
56
Chart 4.2.16
Relationship in organization of an organization:
50
44
45
40
35
30
30
25
20 16
15
10
10
5
0
strongly agree agree natural disagree
57
Table 4.2.17
Belongingness increase with the co-operation:
Inference
Since 44% of employees are of the belongingness increase with the co-operation
between strongly agree. The trend clearly shows that these are the strongly who are employed
the most by the employer because these employees for organization.
58
Chart 4.2.17
Belongingness increase with the co-operation of respondents:
50
44
45
40
35
30
30
25
20 16
15
10
10
5
0
strongly agree agree natural disagree
59
Table 4.2.18
Job efficiently:
Inference
Since 50% of employees are of the job efficiently between two great extent. The trend
clearly shows that these are the efficiently who are employed the most by the employer
because these employees are satisfied.
60
Chart 4.2.18
Job efficiency of respondents:
60
50
50
40
34
30
20 16
10
0
to great extent to some extent rarely
61
Table 4.2.19
Relationship among employees:
Inference
Above the table 56% of employees are of the relationship among employees
between”yes”. The trend clearly shows that these are the age employees who are employed the
most by the employer because these employees only.
62
Chart 4.2.19
Relationship among employees of respondents:
60 56
50
44
40
30
20
10
0
yes no
63
Table 4.2.20
Social security benefits:
Inference
Above the table 68% of employees are of the relationship among employees between
“yes”. The trend clearly shows that these are the employees who are employed the most by the
employer because these employees are satisfaction.
64
Chart 4.2.20
Social security benefits of a respondents:
80
68
70
60
50
40
32
30
20
10
0
yes no
65
Chi-square χ2 = ∑(0i Ei )2
Ei
Hypothesis testing -1
Null hypothesis (Ho): there is no relationship between educational qualification and job
satisfaction of an employee
Total
Factors
W=5 W=4 W=3 W=2 W=1 Avg Rank
Health
problem/domestic
10 6 8 4 4 7.33 2
reason
Stress
2 1 4 1 1 1.733 4.5
Work
dissatisfaction 7 3 1 4 1 3.933 3
Working
environment
18 12 7 0 7 11.0667 1
Others
3 1 1 2 0 1.733 4.5
68
Factors Rank
Working environment 1
Work dissatisfaction 3
Stress 4.5
Others 4.5
69
CHAPTER V - CONCLUSION
5.1 FINDINGS:
1. The Maximum no. of employees of the age are between 18-25 years. It means most of
employees of these ages are attracted towards work, compared to the age between above 50.
2. It was inferred that about 44% of the respondents having the qualification of 8 th to 12 th
36%of employees are have completed other degree and ITI,13 % of responders are
professionals in sripathi paper & boards.
3. From the Interpretation it is referred that 46% of the employees are receiving a salary from
Rs.4000 to Rs.6000.
4. The following the table 61% of employee are male and 39% of employee are female.
5.It shows that majority of employees (37.50%) are from production department, and 18.33%
of the employees from stores.
6. It was found that 48% of the employees are working in sripathi paper & bords for less than
1 year, 32% of employees are working in sripathi paper & bords from 1 to 2 years and 11% of
employees are working for sripathi paper & bords for 2 to 5 years.
7. The main reason for employee absent 50% in health problem and domestic reason.30%
absent for stress.10% absent for work dissatisfaction.5% `absent for working environment and
5% absent for other level.
8. 51% employee job responsibility for well clear and 39% good responsibility in sripathi
paper & boards and 13% and 7% in fair and don‟t know..
9. It was noted that 42% of the employees are highly satisfied with the working condition
provided by the company, and 40% of the employees are satisfied withworking conditions. So
that the company is providing good working condition for the employees.
70
10. It was noted that 41% of the respondents say that the relationship with you supervisors/co-
worker helps the employees to excellent.
11. It was noted that superior‟s behavior towards problem36% of the employees say that the
absenteeism helps in improving relations.
12. It was found that 38% of the employees are regarding the facilities provided to you
excellent by sripathi paper & boards to suggestions in their job.
13. It indicates that 48% of the respondents strongly agree that there is harmonious
relationship with their colleagues.
14. It was noted that 50% of the respondents say that the training programmes helps the
employees to great extent to achieve the required skill for performing the job efficiently.
15. It was noted that 56% of the employees say that the training programmes helps in
improving relationship among employees.
16. It was found that 68% of the employees feel social security benefits in their job.
71
5.2 SUGGESTIONS
Productivity of an organization depends upon the people who work for the unit. "How
to make people work more or more better? is a million dollar question that requires an
understanding of what motivates people to work. Similarly it may be possible to get people to
work more in higher proportions with marginal increase in providing welfare measures. Such
needs have been analyzed and identified through this study. It will be fruitful for the
organization to adopt for better human pronounce, provided management simultaneously
retain high skilled employees to attain organization effectiveness. This may help in controlling
ABSENTEEISM.
1. Organization can try and increase the level of workers participation in decision making
2. Increase the number of performance related awards
3. More attention to be given for over all development of employees welfare facilities.
4. Organization can motivate individuals through proper counseling and guidance.
5. Organization may consider for arranging transport facilities.
6. Majority of them feel that wage & salary provided to them may have to be considered
for hike. So the company may consider of increasing it.
7. Individual attention to employees regarding health matters may be
8. considered on priority basis. 3 Better communication may yield some more results.
9. Supervisors may be considered for management training.
72
5.3 CONCLUSION
The employees of sripathi paper & boards Pvt. Ltd. Are taking leaves for various
personal and family reasons. They are aware of the impact of their absence on the production.
Most of the employees admit that they are trying to avoid leaves, but many a times things are
beyond their control. Some of the employees feel that the management should provide holiday
trip or family get together as recreation so that they will be relaxed after the hectic job
schedule. They also add that they are availing all the welfare facilities provided by the
company. One will never forget to say that little of empathy towards employees will definitely
yield better industrial relations and minimize Absenteeism.The term absenteeism refers to the
failure to attend to work. It is one of the major problems faced by companies across the globe
today. The study concluded that providing positive incentives to workers in the form of those
motivational factors that nominally influence workers to be absent is better than imposing
penalties for discouraging absenteeism. The best reward for workers with lower absenteeism is
to grant additional time off for personal matters. Workers are influenced to a lesser extent by
deterrents, loss of pay and benefits and loss of promotion opportunities and discharge,
imposed for frequent absenteeism. Finally a combination of incentives (additional time off)
and penalties (loss of benefits or job) with the primary emphasis on motivational incentives is
the most effective approach to reducing absenteeism.
73
APPENDIX
REFERENCE
WEBSITES
www.managementparadise.com
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