SIX WEEKS INDUSTRIAL TRAINING REPORT

On
A COMPREHENSIVE STUDY ON WORKER’S ABSENTEEISM
In the partial fulfillment of the course of study of

MASTERS IN BUSINESS ADMINISTRATION

(Himachal Pradesh University, Shimla)
(Session 2009-2011)

Carried out at:

VARDHMAN SPINNING MILLS, BADDI

Submitted To: Submitted By:

Head of Department of Management Studies, Anurag Sharma
Prof. O. N. Kapoor Roll No 08/09
MBA 3rd Sem.
 ACKNOWLEDGEMENT

A thanks giving seems to be a pleasant job. But it becomes none the less difficult when one
actually tries to put them in words. Just a few words of thanks are not enough to convey the
acknowledgement from the core of heart to the people as a whole. In course of duration of whole
project a lots of valuable assistance, guidance & co-operation has been rendered by senior
working people.
I express my sincere respect to General Manager Mr. Mukesh Saxena (Operation), Chief
Manager Mr. Ashwani Goel (Production), P&IR Manager Mr. Anil Kumar Singh for giving me
opportunity for the summer training at Vardhman Spinning Mills ,Baddi(H.P.)
I am also thankful to Mr. Rajbir, Mr. Satish Kaushik, Mr. Ramkaran, Mr. Ramesh Sharma, Mrs.
Rekha Shukla & all staff members of VSM & respondents of my survey and above all the grace
of almighty God that helped me in the accomplishment of this project.
I am thankful to VSM family for their appreciable co-ordination.
I wish them Best of luck & success in future endeavours.

Anurag Sharma
Roll no 08/09
 PREFACE

Project is an agglomeration of theoretical concepts which enhances our skills in the field of
technology. Project at Vardhman Spinning Mills. was surely a learning experience.The Project
Report has been developed as part of MBA Curriculum. The purpose of my project undertaken is
to familiarize the factors which lead to workers’ absenteeism in industry (Vardhman Spinning
Mills)The Project was done at Vardhman Spining Mills. It is private unit situated at Baddi
(Solan) H.P. Vardhman Spinning Mills is a perfect blend of innovation and performances.

The study describes the factors that influence worker’s absenteeism in the organization.
 CONTENTS

I. Profile of Vardhman Spinning Mills, Baddi

a) Mission &Vision 01-01
b) History 02-03
c) Philosophy 03-03
d) Portfolio 04-05
e) Holdings 06-07
f) Market 08-08
g) Introduction to Company 09-09
II. Absenteeism : An Introduction
a) Concept 10-11
b) Causes & Costs 11-12
c) Calculation 13-13
d) Measures to reduce 13-13
e) Effects 14-14
III . Review of Literature
IV. Research methodology
a) State of problem 15-15
b) Need for the study 16-16
c) Objective of the Survey 16-16
d) Scope of study 16-16
e) Sampling unit and sampling size
f) Method of Data Collection
g) Methodology Used: Questionnaire
V. Analysis of the Survey 19-44
Suggestions 45-46
Limitation of the study 47-47
Bibliography
Annexure
 PART-I
COMPANY PROFILE
 ABOUT THE COMPANY

Vardhman is a major integrated textile producer in India. The Group was setup in 1965 at
Ludhiana, Northern India. Since then, the Group has expanded manifold and is today, perhaps,
the largest textile conglomerate in India. The Group recorded a turnover of Rs.2210 crores (about
US$ 500 million) in FY 2005-06. The Group portfolio includes manufacturing and marketing of
Yarns, Fabrics, Sewing Threads, Fibre and Alloy Steel.

A) VISION STATEMENT:
Rooted in values, Creating World Class Textiles

MISSION STATEMENT:
CUSTMERS:
 To remain one of the leading producers of yarns in India.
 To work with customers (Knitters & Weavers) for developing new products to meet
changing requirements of international and domestic market.
 To maintain consistent quality standards in each product category.
 To earn customers confidence as a reliable, innovative and preferred supplier to our target
customers in India & overseas.
 To adopt a Technology Policy which enables us to fulfill our commitment to retain
leadership position.

EMPLOYEES:

 Develop people, strengthen team work and enhance satisfaction.

STAKEHOLDERS:
 To strive for improved operational & financial performance year after year.

1
B) HISTORY
The industrial city Ludhiana, locate the fertile Malwa region of central Punjab is otherwise
known as the Manchester of India. Within the precincts of this city located the corporate
headquarters of the Vardhman Group, born in 1965, under the entrepreneurship of Late Lala
Rattan Chand Oswal has today blossomed into one of the largest Textile Business house in India.

As its inception, Vardhman had an installed capacity of 14,000 spindles; today capacity has
increased multifold to over 5.5 lacks spindles. In 1982 the group entered the sewing thread
market in the country, which was a forward integration of the business. Today Vardhman threads
are the second largest producer of sewing threads in India. In 1990, it undertook yet another
diversification, this time into weaving business. The grey fabric weaving unit at Baddi (H.P.),
commissioned in1990 with a capacity of 20,000 meters per day, has already made its mark as a
quality producer of grey poplin/sheeting/shirting in the domestic as well as foreign market. This
was followed by entry into fabric processing by setting up AURO Textiles at Baddi, which
currently has a process capacity of 1lacs meters/day.

In the year 1999 the group has added yet another feather to its cap with the setting up of
Vardhman Acrylics Ltd. Bharuch (Gujarat) which is joint venture Acrylic Fiber production
undertaken with Marubeni and Exlan of Japan. The company also has strong presence in the
market of Japan, Hong Kong, Korea, UK and EU in addition to the domestic market. Adherence
to systems and dedication to quality has resulted in obtaining the coveted ISO 9002/ ISO 14000
quality award, which is the first in Textile industry in India.
The group has 18 operation plant spread over Punjab. Himachal Madhya Pradesh and Gujrat
having a growth rate of about 15% per year of turn over a few years.
The group identified export as a thrust area and set foot in international market in mid
1980s...Since then group has attained a standard in quality in terms of product and services.
Vardhman has become now a global citizen with the presence practically in all continents.
Currently export to more than 100 customers spread in more than 25 countries, with a share of
more than 6% of the total export of the country.
For the effort to remain ahead of other in quality it has awarded countries first ISO 9002
accreditation for any textile manufacturing unit in 1993. It has also won the “outstanding export
award” for the year 96-97 from the president of India and state export award for five successive
years.
2
The strength comes from the total efforts being built around the customer by the workforce
around 25000 committed personnel’s. The group philosophy is centered in the faith that the
people are our basic strength and resource and total commitment toward training and
development of all employee’s is a steeping stone in this direction.

C) PHILOSPHY
• Total customer focus in all operational areas.
• Products to be of best available quality for premium market segments through TQM and
zero defect implementation in all functional areas.
• Global orientation targeting - at least 20% production for exports

• Integrated diversification/product range expansion

• World class manufacturing facilities with most modern R&D and process technology.

• Faith in individual potential and respect for human values.

• Encouraging innovation for constant improvements to achieve excellence in all functional

areas.

• Accepting change as a way of life

• Appreciating our role as a responsible corporate citizen.

3
D) PORTFOLIO
The group portfolio includes Yarn, Fabrics, Sewing Thread, Fibre and Alloy Steel

Yarns

Yarn Manufacturing is the major activity of the group accounting for 65 percent of the group
turnover. Vardhman is virtually a supermarket of yarns, producing the widest range of cotton,
synthetics and blended, Grey and Dyed yarns and Hand Knitting Yarns, in which Vardhman is
the market leader in India. The group has nine production plants with a total capacity of over 5.5
lacs spindles, spread all over the country. In many of the yarn market segments, Vardhman holds
the largest market share. Vardhman is also the largest exporters of yarn from India, exporting
yarns worth more than USD 90 million.

Sewing Thread

Vardhman is the second largest producer of sewing thread in the country. The sewing thread
manufacturing capacity is being expanded from present 17 tons per day to 22 tons per day in its
sewing thread plants located at Hoshiarpur, Baddi and Ludhiana. Sewing threads contributes 12
percent of the group turnover.

4
Fabrics

The group has created state-of-the-art fabric weaving and processing facilities in its plant at
Baddi, Northern India. The group has installed 208 shuttles less looms and a fabric processing
capacity of 30 million meters per annum in collaboration of Tokai Senko of Japan. Fabrics
business contributes 8 percent to the group turnover.

Fibre

The group has recently set up an Acrylic Staple Fibre plant at Bharuch in Gujarat in
collaboration with Marubeni and Japan Exlan of Japan. The plant has annual capacity of 18000
tons per annum. Fibre contributes 8 percent to the total turnover of the group.

Steel

The Group is also present in upper-end of the steel industry. The group has manufacturing
capacity of 100000 tons of special and alloy steel. The group supplies its steel products to some
of the most stringent quality steel buyers like Maruti and Telco. It contributes 6 percent to the
total turnover of the group

E) HOLDINGS
Domestic Trade Area Units

Vardhman Spinning & General Mills Ludhiana, Punjab

Auro Spinning Baddi, HP
Arihant Spinning Malerkotla, Punjab
Arisht Spinning Baddi, HP
Gas Mercerised Yarn Business Hoshiarpur, Punjab
Auro Dyeing Baddi, HP

Export Oriented Units

Anant Spinning Mandideep, MP

Vardhman Spinning & General Mills Export Oriented Units Baddi, HP
VMT Baddi, HP

Fabric Business
Auro Weaving Baddi, HP
MSML Textiles Division Baddi, HP
Auro Textiles Baddi, HP

Sewing Thread Business

ST-I Hoshiarpur, Punjab
ST-II Ludhiana, Punjab
ST-III Perundurai, TN
ST-IV Baddi, HP

Vardhman Special Steels Ludhiana, Punjab

Vardhman Acrylics Limited Bharuch, Gujarat
6

Vardhman Group
7

F) MARKET
 • Largest Spinning capacity in India - over half a million spindles.
• Largest producer of Cotton, Synthetics and Blended yarns in the country
• Largest Dyeing Capacity of Fibre and Yarn
• Largest Exporter of Cotton Yarn
• Market Leader in Hand Knitting Yarns in India
• Largest range of Textile products
• Second largest producer of Sewing Thread in the country
• Collaborations with specialist worldwide

Operational units of VARDHMAN TEXTILES LTD. at Baddi

There are total 8 numbers of units of Vardhman which are running at Baddi. There are 5 spinning
mills, one weaving, one dyeing, and one processing unit. These units are listed below:

 Vardhman spinning mills.

 AURO spinning mills.
 MAHAVIR spinning mills.
 ARISHT spinning mills.
 AURO weaving.
 AURO Dyeing.
 VMT.
 AURO Textiles limited.

8
 Introduction to
VARDHMAN SPINNING MILLS

Vardhman spinning mills was introduced in the year 1997.it was introduced as E.O.U. the daily
production of VSM is 14 tons.total running spindles in Vardhman are 36288. It has very little
market in INDIA while most of the yarn is exported to foreign. Its yarn market is JAPAN,
CHINA, AUSTRALIA, SWITZERLAND etc. Yarn count range produced in VSM is from 20 Ne
to 80 Ne.

9
 PART-II
ABSENTEEISM:
AN INTRODUCTION
2.A.1) CONCEPT OF ABSENTEEISM:-

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’.
Labour Bureau, Simla, define the term ‘absenteeism’ as “the failure of a worker to report for
work when he scheduled to work.” Labour Bureau also state that “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, Absenteeism is the practice or habit of being an ‘absence’
and an absentee is one who habitually stay away”.
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 are’s 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 make up
of the workforce. Absenteeism may be extensive in a particular department of an industry or a
concern.
 10

A.2) TYPES OF ABSENTEEISM:

There are two types of absenteeism namely physical absenteeism and functional absenteeism.
PHYSICAL ABSENTEEISM:
Physical absenteeism is when employees are not present at work it is divided into innocent
absenteeism and culpable absenteeism. Innocent absenteeism refers to absenteeism caused by
factors beyond the employee’s control. Culpable absenteeism is , on the other hand deliberate
and can be presented.
FUNCTIONAL ABSENTEEISM:
Functional absenteeism is when employees are present to work, but are not productive frequent
and lengthy tea or smoke and toilet breaks examples of types of absenteeism. Absent also means
arriving late, leaving early, attending and spending undue length of time in fetching or carrying
tools or looking for information.
B.1) CAUSES OF ABSENTEEISM
Human relations systems (part of HRM). Often these can be linked to Herzberg’s hygiene Aside
from genuine illness, the main causes of absenteeism are failures of the firm’s factors, such as:
 Poor working conditions, making workers uncomfortable or even causing injury.
 A failure to respect individuals and to be concerned with their needs.
 A failure to respect individuals and be concerned with their needs.
 A failure of teamwork, leading to feelings of alienation or even bullying.
 Over supervision, leading to stress or the feeling of not being trusted.
 Inappropriate tasks, leading to stress as workers are unable to complete their tasks
satisfactorily.
 Pay rates that the employees feel are too low for their skills.
B.2) THE COSTS OF ABSENTEEISM
For a firm the costs of absenteeism can be very high:-
 Lost production as the worker is unable to catch up with the work that was
missed.
 It maybe necessary to offer extra overtime in order to complete an order on time.
This will increase the costs of the firm and lower their overall profits unless they
can raise the price to compensate.
 If workers sense that there is a trend of absenteeism, they will tend to take more
days off themselves, this will lead to the problem snowballing
 11

How much is absenteeism costing your organisation?

1. WHY?
Absenteeism costs organisation in a number of ways:
 Direct costs - The cost of temporary labour to cover absent staff is estimated at
£13.2 billion for the whole economy (2008). This equates to 3.1% of payroll for a
typical employer
 Indirect costs - These include issues such as the effect on the quality of your
customer services and are estimated at £20 billion for the whole economy.
2. WHEN?
These are just some of the occasions when absenteeism can affect your business:
 Persistent lateness/regular intermittent absences
 Long-term absence that has a disproportionate effect both on payroll costs
and management time
 Non-genuine absences. A survey (by CBI/AXA) indicates that this
accounts for 12% of absence on average, equating to 21 million working days per
year
3. WHAT?
What areas can we help with?
 Identify the causes of absence
 Conduct Absentee Management Audits;
 Review current absence management strategies and their effectiveness
 Review current corporate culture on absence and employee communications
 Identify the impact of long-term and short-term absences
 Identify stress related problems
 Assess your occupational health processes
 Manage absences resulting from industrial injuries and disabilities
4. HOW?
Our approach to dealing with absenteeism will analyse your organisation and not follow generic
methods.This allows us to:
 Identify the issues that affect your organisation
 Analyse and provide constructive feedback on the issues identified
  Provide bespoke reports on the issues
 Advise on how best to tackle the problems using tact and diplomacy
 Assist with any required implementation
12

C) CALCULATION OF ABSENTEEISM RATE:-

Using the Standard U.S. Department of Labour formula, the rate of absenteeism is calculated by
dividing the number of working days lost through absence in any given period by the total
number of available working days in that same period.

Absenteeism Rate = ( Number of lost working days due to absence/ No. of Employees X No. of
workdays available)*100
Example;
No. of employees = 100
No. of available workdays = 20
Total no. of lost days = 93
Absenteeism rate = 93/(100 x 20) X100 = 4.65%
D) MEASURES TO REDUCE ABSENTEEISM :-
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.
 13

E) EFFECTS OF ABSENTEEISM ON INDUSTRY

Absenteeism
↓
Affects production targets
↓
Increases the work load of inexperienced & less experienced
↓
Leads to rejection of finished products
↓
Increases the cost of production
↓
Lowers the Profit margin
↓
Affects Industrial growth
EFFECTS OF ABSENTEEISM ON WORKERS
Absenteeism
↓
Reduces his earnings
↓
Adds his indebtedness
↓
Decreases the Purchasing power
↓
Leads to family problems
↓
Increases mental stress
↓
Leads to inefficiency in his job
 ↓
Loss of employment

14

PART-III
REVIEW OF LITERATURE
Research Machines plc 2009 July 23, 2009
Absenteeism is defined as the absence from work without any legitimate reason. Absenteeism
often involves employees sporadically taking a few days off work, citing ill health as the reason.
The small number of days means no doctor's certificate is required. The practice can cause
problems for employers because it disrupts production, and because it is expensive for businesses
to employ someone else to do the work while paying sickness benefits to the absentee worker.
Absenteeism can be expressed as the rate of deliberate absenteeism in proportion to the total
number of employees. A high rate of absenteeism may indicate that workers are finding the job
particularly stressful or injurious to health, or that they find the job boring and lack motivation.
Many organizations have introduced policies to alleviate absenteeism, such as flexible working
practices, job sharing, and other ideas designed to increase job satisfaction

Terence McMenamin Blog posts | November 12, 2007 11:59am PST

McMenamin points out, is that married men with kids actually report a lower rate of absences
than men without children. It was so surprising to this labor data expert that he checked back to
2000 and found the trend is consistent for the past six years. Before you pat yourself on the back,
having guessed that child rearing is what has many women calling in sick, McMenamin surmises
there must be many other factors contributing to the high rate among women.“Even among
people who have no children at home,” he adds, “the reported absence rate is higher among
women than among men.” “Both married and unmarried women with children report a higher
rate of absences than those without children,” says Terence McMenamin with the department’s
Bureau of Labor Statistics. Among single dads, the absentee rate is also higher than the rate for
men without children

Eric Patton Posted: Dec 02, 2009

Making assumptions on why women call in sick can be detrimental to the advancement of
women in the workplace, says Eric Patton, an assistant professor of management at Saint
Joseph’s University in Philadelphia.As part of his research on how workplace absence is
perceived, Patton studied a century’s worth of New York Times articles that dealt with the issue.
He found 3,000 articles on the topic.“Whenever it was an article about women’s absenteeism it
was about gender. If it was about men and absenteeism, gender was not brought up,” he
says.That focus on gender, he adds, has created a situation where co-workers and managers
expect women to be absent more often, and that, in turn, can creates an air of unreliability around
female employees. Patton and hi co-author Gary Johns found that elevated absentee rates for
women could not be fully explained by health, family or job issues."Instead the researcher
postulated that social expectations have created an "absence culture" for women that may be a
factor."This absence culture for women may partially legitimize absenteeism for this group and
attenuate perceptions of deviance surrounding women’s absence," the researchers said. "At the
same time, such an absence culture, regardless of whether it leads to actual higher absenteeism
for particular women, may also be harmful to women in other ways.”

15

Michele McDonough Blog posts | August 14, 2009

Many employers attempt to reduce absenteeism but find it difficult to successfully do so because
of a lack of understanding relating to employees and attendance. This article identifies why
employees tend to miss work and how employers can effectively control absenteeism throughout
the workplace. After turnover, absenteeism can be one of the most critical human resource issues
for businesses. Observing, evaluating, and attempting to improve absenteeism can be extremely
difficult, but with the proper understanding of what causes absenteeism and how to reduce it,
businesses can limit the negative side effects of employee attendance issues.In addition to
lowered workplace morale, less team cohesion, and decreased organizational commitment,
employee absenteeism is detrimental to businesses in respect to the increased costs associated
with high instances of absenteeism. When employees do not come to work, employers are
financially burdened due to the lost productivity and increased costs associated with finding and
paying for temporary replacements. Additionally, absenteeism is positively correlated with
turnover, which means that the more an employee misses work, the more likely he or she is to
eventually leave the company. This resulting turnover also financially impacts a business
because of the costs associated with finding and training a permanent replacement.

Kaylor Blog posts | July 23, 2009

Many organizations may be surprised to learn just how costly ignoring work-life programs can
be to their organizations."Among the initiatives to reduce absence, paid time off provides
employees with a bank of hours to be used for various purposes instead of traditional separate
accounts for sick, vacation, and personal time. Buy back programs offer compensation for not
using all of their allotted time off. Many companies are turning to no-fault systems, which limit
the number of unscheduled absences allowed, regardless of circumstances, and take specific
disciplinary actions if that number is exceeded."While most companies have rules stating
excessive absenteeism is grounds for discipline, many organizations leave the definition of
what's excessive up to individual managers. This can cause confusion as well as open the
company up to potential liability in a discrimination lawsuit," Kaylor explains."The no-fault
approach defines a standard of attendance that is consistent for all employees throughout the
company and applies this regardless of the circumstances for absences. This rigidity makes it
more clear-cut and objective, but it is inflexible and does not accommodate any special
circumstances."
 16

PART-1V
RESEARCH
METHODOLOGY
A) STATEMENT OF PROBLEM

Study of Absenteeism among Industrial Worker is not only from view point of but it is
important from the view point of moral of employees. Even though the effect of the good morale
of employees, may not be calculated in terms of costs, but it should be said that, it is important
than cost.

There is a clear relationship between high absenteeism and employees moral, because it
can easily traced that these department having high rate of absenteeism have low moral.

There is a clear relationship between employee’s attitude & absenteeism. They are related
to each other. So employee’s attitude & morale are the important factors. Labors is Human
Factor, therefore consideration shall also be taken into account in the discussion of problem
connected in the absenteeism has been continuous to be one of the major labors problem in
Indian Industries.

As “No work No pay” is usually the general rule, the loss to workers absenteeism is quite
obvious when the workers fail to attend to the regular work, there income is reduced and the
workers become still poorer. Hence, Health and efficiency of the worker is affected by the
irregularity of the workers attendance.

The loss of employees and industry is due to absenteeism is still greater and both
efficiency and discipline suffer the maintenance of additional workers leads to serious
implications.

Thus the above discussions show how the problem of absenteeism is very important to
the organization. So, I have selected this problem of study.
 1
7

B) SCOPE OF THE PROJECT

The project study is conducted in Vardhman spinning mills. The sample chosen for the study
includes the regular workers of the organization.

C) NEED FOR THE RESEARCH

“Workers aren’t just the faces in the crowd, they are the real performers”. Workers’
absenteeism is one of the primary factor that influence the working of the organization. Infact the
rate of absenteeism is an indicator of organizations state of health and also its supervisory and
managerial effectiveness

One of the major problems affecting this precious resource is absenteeism. Absenteeism is not
only an individual problem but also a social as well as economic problem of our country. When
absenteeism becomes a habit there is not only general lowering of morale, but also results in loss
and deterioration of skill and efficiency. This may lead an organization to attain reduced
productivity. Decrease in production will affect the profits of the company.
To control the rate of absenteeism we should know what absenteeism is and study the factors
such as personal factors, social factors and environmental factors responsible for absenteeism.
Reducing the rate of absenteeism is not a simple task.
So, there is a great need for the research and analysis of absenteeism in the organization.

D) OBJECTIVES OF THE STUDY

To study the level of absenteeism in the company.
 To analysis various factors that causes of absenteeism from company view
 point.
 To identify the personal factors of employees that causes of absenteeism.
 To identify the interrelationship factors related with employee.
 To understand the working condition that affect absenteeism.
  To Identifying the rate of absenteeism and causes of it.
 To study the impact of social factors on absenteeism.
 To identify the measures to control absenteeism.

18

RESEARCH DESIGN :
“A research design is the arrangement of conditions for collection and analysis data in a manner
to combine relevance to the researcher purpose with economy in procedure”
It constitutes the blueprint for the collection, measurement and analysis of data. As such design
includes an outline of what the researcher will do form writing the hypothesis and its operational
implications to the final analysis of data.
As such the design includes an outline of what the researcher will do from
writing the hypothesis and its operational implications to the final analysis of data.
More explicit, the decisions happen to be in respect of:
What is the study about?
Why is the study being made?
Where will the study be carried out?
What type of data is required?
Where can the data found?
What periods of time will the study include?
What will be the sample design?
How will the data be analyzed?
In what style will the report be prepared?
What techniques of data collection will be used?
The Research Design undertaken for the study is Descriptive one. A study, which wants to
portray the characteristics of a group or individuals or situation, is known as Descriptive study. It
is mostly qualitative in nature. The main objective of Descriptive study is to acquire knowledge.
Tools of Data Collection
1. Interview with the employees.
2. Discussion with the managers.
3. Time Office records and leave registers.
4. Handbook of Company
5. Questionnaire

19

DESCRIPTION OF STATISTICAL TOOLS USED

PERCENTAGE METHOD
In this project Percentage method test was used. The percentage method is
used to know the accurate percentages of the data we took, it is easy to graph out
through the percentages. The following are the formula
No of Respondent
Percentage of Respondent =
x 100
Total no. of Respondents
From the above formula, we can get percentages of the data given by the
respondents.
SAMPLING
Research work was conducted by taking a sample of 100 employees of 426 (excluding
apprentice trainees and contract labors) from the company; the sample was sufficient and
representative for the purpose of this research work. To study the problem clearly numbers of
employees from each department were selected on the basis of the size of the department as well
as nature of the work. Questionnaires are printed in Tamil & English for the convenience of
employees and lot of efforts had to be taken to collect the required data from the selected sample
of employees representing the population.
The questions in the questionnaire are framed on the basis of the factors
responsible for absenteeism. i.e.,
1. Personal Factors - (Age, Educational qualification, marital status,
income level, etc.)
2. Environment and Social factors – (Climatic conditions, family
functions, other sources of income, festivals, Nature of dwelling, etc.,
 20

PART -V
DATA ANALYSIS
&
INTERPRETATION
DATA ANALYSIS & INTERPRETATION
Analysis Using Percentage Method

Personal Details:
1.Age of Respondent
Table: Various age groups of respondent
S.No Otion Response
1 <25 years 40
2 25-35 44
3 >35 years 16
Total 100

Inference :
In the above pie chart out of 100 respondents 40% respondents are below 25 years, 44%
respondents between 25-35 years and remaining 16% respondents are of above 35 years.
From the above chart it is clear that majority of respondents are between the age group of 25-35
years.

2
1

2.Sex of Respondents:
Table: Sex of Respondents
S.No Option Response
1 Male 48
2 Female 52
Total 100

Inference :
In the above pie chart out of 100 respondents 52% respondents are female and 48% respondents
are male.
From the above chart it is identified that majority of respondents are female.
 2
2

3.Marital Status:
Table: Marital Status
S.No. Option Response
1 Married 57
2 Unmarried 43
Total 100

Inference:
In the above chart out of 100 respondents, 57% respondents are married and remaining 43%
respondents are unmarried
From the above pie chart it seems to be clear that majority of respondents are married in the
company.
23

4.Years of Service:
Table:Years of Service
S.No. Option Response
1 <1 16
2 1 to 2 28
3 2 to 3 8
4 4 to 5 20
5 >5 28
total 100

Inference :
In the above chart out of 100 respondents, 16% respondents are below one year of service ,28%
respondents are between 1 to 2 years of service ,8% respondents have 2-3 years of service,20%
respondents are between 4-5 years of service and remaining 28% have above 5 years of service.
From above chart it is clear that majority of respondents have 1-2 and >5 years of service in the
company.
 24

5.Academic Qualification:
Table: Academic Qualification Of Respodents
S.No.
Option Response
1 <5th 20
2 5th 25
3 8th 29
4 10th 16
5 12th 10
total 100

Inference :
According to the survey out of 100 respondents 20% respondents are <5th , 25% respondents are
5th passed, 29% respondents are 8th passed, 16% respondents are 10th passed and only 10%
respondents are 12th passed.
From the above chart it is clear that majority of respondents are 8th passed and only 10%
respondents are 12th passed .
 25

6.Do you find your job interesting?

Table: Job Interest
S.No Option Response
1 Yes 95
2 No 5
total 100

Inference :
According to the survey out of 100 respondents 95% respondents find their job interesting
and only5% respondents do not find their job interesting.
In the company most of respondents find their job interesting i.e 95% .
 26

7.Is your work tiring?

Table: Is work tiring
S.No Option Response
1 Always 18
2 Sometimes 45
3 Often 5
4 Never 32
Total 100

Inference:
According to pie chart, 18% respndents says that their work is tiring always, 45% respondents
says that their work is tiring sometimes, 5% respondents says that work is tiring often and
remaining 32% respondents says that their work is not tiring.
It is clear from above that majority of respondents feels their work is tiring sometimes.

27
8.Which shift do you find more difficult to work?
Table: Difficult Shift to Work (Male Workers)
S.No Option Response
1 Morning 5
2 Evening 8
3 Night 35
Total 48

Inference :
Only male workers works in all shifts and female workers works only in morning shift.
In the above chart out of 48 respondents(males) only 10% respondents find their job difficult in
morning shift, 17% respondents find evening shift difficult to work and 73% respondents find
night shift difficult to work.
It is clear from above that most of workers find night shift difficult to work.

28

9.Are you required overtime in your job?

Table: Require overtime in your job
S.No Option Response
1 Always 31
2 Sometimes 41
3 Often 0
4 Never 28
Total 100

Inference :
In the above chart out of 100 respondents only 31% respondents always required overtime in
their job, 41% respondents required overtime sometime, 0% respondent says often and 28%
respondents never required any overtime in their job.
From the above chart it is clear that majority of workers sometimes required overtime in their
job.

29

10.Does company take strict action against absenteeism?

Table: Strict action against absenteeism
S.No. Option Response
 1 Yes 42
2 No 58
Total 100

Inference :
According to the survey, out of 100 respondents majority of workers i.e 58% says that their is no
strict action against absenteeism in the company and remaining 42% says there is strict action
against absenteeism.

30

11.Are you being recognised for excelling in your job?

Table: Being recognized for excelling in your job
S.No Option Response
 1 Always 25
2 Sometimes 60
3 Often 5
4 Never 10
total 100

Inference :
In the above chart, 25% respondents says that they are recognized for excelling job always, 60%
says that they are recognised for excelling in their job sometimes, 5% says often and remaining
10% says that they are never excelling for their job.
Majority sys that sometimes they are recognised for excelling in their job.

31

12.Does co-workers help you in work related problems?

Table: Does co-workers help you
S.No Option Response
1 Yes 100
2 No 0
 total 100

Inference :

According to the survey, 100% respondents says that their co-worker help them in their work at
shop floor in the company.

32

13.What is the satisfaction level of co-workers help?

Table: Satisfaction with help:
S.No Option Response
1 Highly satisfied 5
2 Satisfied 70
3 Moderate 25
4 Dissatisfied 0
 Total 100

Inference :

According to the survey out of 100 respondents says that their satisfaction level with co-worker
help – 5% respondents are highly satisfied, 70% respondents are satisfied, 25% respondents
have moderate level of satisfaction with co-workers help.

From chart it ts clear that majority of respondents i.e70% are satisfied with their co-worker’s
help in work related problems at shopfloor.

33

14.Are you satisfied with the oppurtunities provided by the company for your
career advancement?
Table: Satisfaction with oppurtunity provided by the company:
S.No Option Response
1 Highly satisfied 5
2 Satisfied 65
3 Moderate 25
4 Dissatisfied 5
total 100
Inference :

In the survey out of 100 respondents 5% respondents are highly satisfied with the opportunities,
65% rspondents says that they are satisfied with opportunities provided by the company, 25%
respondents says that it is moderate and only 5% respondents are dissatisfied.
From the above chart it is clear that majority of workers i.e. 65% are satisfied with the
opportunities provided by company.

34

15.Have you any other source of income?

Table: Any other source of income
S.No Option Response
1 Yes 8
2 No 92
Total 100
Inference :
Acording to the survey out of 100 respondents only 8% says that they have another source of
income ,92% respondents says that they don’t have any other source of income.
From the above it is clear that maximum of workers don’t have any other source of income.

35

16.Nature of work:
Table: Nature of work
S.No Option Response
1 Hard 10
2 Moderate 65
3 Better 25
Total 100
Inference :
In the above chart, out of 100 respondent 10% respondents says that nature of work is hard. 65%
says that nature of work is moderate, 25% says that nature of work is better .

From above chart it is find that 65% respondent says that nature of work is moderate in the
company

36

17.Do you get a rest day in a week?

Table: Get rest in a week
S.No Option Response
1 Always 80
2 Sometimes 0
3 Often 20
4 Never 0
Total 100
Inference :
According to the survey, out of 100 respondent 80% respondents says that they always get a rest
in a week, 20% respondent says that they often get a rest in a week , sometimes and never
respondent are 0%.
Most of respondents always get a rest in a week.

37

18.At which day you prefer absent more?

Table: Which day prefer more absent
S.No Option Response
1 After rest day 38

2 Mid week 12

3 Before rest day 19

4 None 31
Total 100
Inference :
According the survey, out of 100 respondent 38% respondents says that they prefer more absent
after rest day ,12% respondents prefer absent in the mid week ,19% respondents prefer absent
after rest day and 31 % respondents never prefer absent.

From the above chart it is clear that majority of respondent prefer more absent after rest day

38

19.What is your opinion about working conditions offered by the org.?

Table : Your opinion about working conditions
S.No Option Response
1 Very good 10
2 Good 75
3 Average 15
4 Poor 0
Total 100
Inference :
According to the survey ,out of 100 respondents 10% respondents says that working condition is
very good in the company,75% respondents says that it is good,15% says that working condition
is average and no respondents said poor.
From the chart it is clear that majority of respondents says that working condition is good in the
company.

39

20 .Are you go for long leave?

Table: Go for long leave
S.No Option Response
1 Yes 72
2 No 28
Total 100
Inference :
According to the survey, out of 100 respondents 72% respondents says that yes they go for long
leave, and only 28% said no they never go for long leave .

40

21.How many times you plan to take long leave in a year?

Table: Plan to take long leave
S.No Option Response
1 Once 56
2 Twice 21
3 Thrice 0
4 No idea 23
Total 100
Inference :
According to the pie chart, out of 100 respondents 56% respondent said that they plan once for
long leave in a year , 21% said they plan twice in a year, and 23% said that they have no idea
when to take long leave.
Most of respondents plan once for long leave.

41

22.What is the reason for long leave?

Table: Reason for long leave
S.No Option Response
1 Health problems 21
2 Family Reasons 33
3 Festivals 23
4 Agriculture 8
5 Marriages 15
Total 100
Inference: In the above pie chart, out of 100 respondents - 21% go long leave due to health
problems, 33% says family reasons, 23% said festivals, 8% says agriculture, and 15% take long
leave for marriages.
Majority of respondent plan to take long leave due to family reasons.

42

23.Are you satisfied with permitted leaves?

Table: Satisfaction with permitted leave
S.No Option Response
1 Yes 46
2 No 54
Total 100
Inference :
According to the survey, out of 100 respondents 46% respondents says yes they are satisfied
with permitted leave in the company,54% respondent says they are not satisfied with permitted
leave.
Majority says that they are not satisfied with the permitted leave.

43

24a.After completion of long leave, are you overstay?

Table: Overstay after completion of long leave
S.No Option Response
1 Yes 47
2 No 53
Total 100
Inference :
According to the survey, out of 100 respondents 47% respondents says yes they overstay after
completion of long leave,and 53% of respondent said they never overstay after completion of
long leave.

44

b.If overstay, then why?

Table: Reasons for oversyay
S.No Option Response
1 Health problems 32
2 Family Reasons 21
3 Festivals 17
 4 Agriculture 10
5 Marriages 20
Total 100

Inference :
According to the survey out of 100 respondents 32% respondents says that the health problem is
the main reason of their overstay,21% says family reasons is the reason of overstay, 17% says
reason of overstay is festivals, 10% of respondents says agriculture is the main reason of
overstay and only 20% respondents says that marriages is the reason of overstay.
Majority says that health & family problems are the reasons of overstay.

45

25.Is your organisation better than other?

Table: Your organisation is better than other
S.No Option Response
1 Yes 100
2 No 0
total 100
Inference :
According to the survey out of 100 respondents 100% respondents said that yes their
organization is better than other organizations and 0% respondent said no.

46
 CONCLUSION &
SUGGESTION

CONCLUSION
Finding and analysis reveals the following conclusion:
Majority of workers find their job interesting in the company .
 Majority of workers find night shift difficult to work .
 Absenteeism is more in the company after the rest days.
 Workers absent due to more overtime.
 Most of workers satisfied with cooperation of co-workers & superior.
  Most of workers satisfied with opportunities provided by the company for their
advancement.
 Workers plan to take long leave once in a year.
 Most of workers go for long leave for family reasons, festivals & marriages.
 Most of workers overstay after completion of long leave due to health and family
reasons.
 There is no strict action against absenteeism in the organization.
 Majority of worker are not satisfied with permitted leaves.

47

SUGGESTIONS AND RECOMMENDATIONS

Absenteeism is a serious problem for management because it involves heavy additional
expenses. The management should take the following measures to reduce the rate of
absenteeism:-
 High collaborative culture.
 Be aware of problems that may effect employee attendance or performance.
 Develop open communication between managers, supervisors and employees.
 Employees are encouraged to voice their concerns so their perceptions of the work place
are clear and can be dealt with.
 Regularly scheduled department meetings are an excellent way not only to hear employee
perceptions and concerns but also to communicate organizational goals.
 An employee’s relationship with their supervisor can greatly influence their feelings
about their work, their coworkers and thus their attendance at work.
 More openness and transparency on the part of management.
 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.
 Introduce an incentive scheme to reward those who don’t have an absent day. This is
measured quarterly and annually.
Sickness Reporting – Tell employees that they must phone in as early as possible to
advise why they are unable to make it to work and when they expect to return.
 Bonus for unused sick leave.
 Effective career planning and development program.
 Effective training and development program.

48

Limitation of the study

 The study was limited only to vardhman spinning mill only.

 As sampling is taken as an element of the study there might always be sampling errors.
 The sample under consideration may not reflect the whole population.
 Survey and study has been carried out in a span of only 6 weeks due to time constraint.
  Since absenteeism is a vast topic to be discussed, the study may not reflect each and
every aspect.

49

BIBLIOGRAPHY

BOOKS:
  “HUMAN RESOURCE MANAGEMENT”
By C.B. GUPTA
Published by SULTAN CHAND &SONS, New Delhi.

 “RESEARCH METHODOLOGY”
By C.R. KOTHARI
Published by NEW AGE INTERNATIONAL PUBLICATION

 “PRESONNEL MANAGEMENT”
By C.B. MAMORIA & GANKAR
Published by MALYA PUBLISHING HOUSE

WEBSITES:

 WWW.VARDHMAN.COM
 WWW.GOOGLE.COM
 WWW.SCRIBD.COM

QUESTIONNAIRE
STUDY ON WORKERS ABSENTEEISM IN VARDHMAN
SPINNING MILLS

PERSONAL DETAILS :

1. Name………………………….

2. Age

a) <25years b) 25-35 c) >35years

3. Sex

a) Male b) female

4. Marital Status

a) Married b) Unmarried

5. No. of year of service

a) <1 year c) 2-3 years

b) 1-2 years d) 4-5 years e) >5 years

6. Academic Qualification

a) <5th c) 8th e) 12th

b) 5th d) 10th

You are requested to select any one of the alternative which you feel correct in
your opinion, against each statement.

1. Do you find your job interesting?

o Yes o No

2. Is your work tiring?

o Always o Sometimes

o Often o Never

3. Which shift do you find more difficult to work?

o Morning o Night

o Evening o Not applicable

4. Are you required overtime in your job?

o Always o Sometimes

o Often o Never

5. Does company take strict disciplinary action against absentee?

o Yes o No

6. Are you being recognized for excelling in your job?

o Always o Sometimes

o Often o Never

7. Does your co-workers help in work related problems?

o Yes o No

8. If yes, what is the satisfactory level?

o Highly Satisfied o Moderate o Highly Dissatisfied

o Satisfied o Dissatisfied

9. Are you satisfied with the opportunities provided by the company for your advancement?

o Highly Satisfied o Moderate o Highly Dissatisfied

o Satisfied o Dissatisfied

10. Whether you have any other source of income?

o Yes o No
A) Absent while working:-

11. Nature of work.

o Hard o Moderate o Better

12. Do you get rest in a week?

o Always o Sometimes

o Often o Never

13. At which day you prefer absent more?

o After Rest Day o Before Rest Day

o Mid Week o None

14. What is your opinion about the working conditions offered by the organization?

o Very Good o Average o No Idea

o Good o Poor

15. Following types of sickness generally results in absence, choose that one so you prefer absent
from the work;

o Health problems

o Family Reasons

o Festivals

o Agriculture

o Marriage
B) Absent after long leaves or Overstaying:-
16. a. How many times you plan to take long leave in a year?

o One time o Twice o Thrice

b. For what reasons;

o Sickness

o Marriage

o Agriculture

o Death

o Festivals

17. How many days you want to grant long leave?

o 10 o 20

o 15 o 1 month

18. How many days you are permitted for?

o 10 o 20

o 15 o 1 month

19. Are you satisfied with the permitted leaves?

o Yes o No

20. a. After completion of long leave, are you generally overstay?

o Yes o No

b. If yes, then why?

o Sickness

o Marriage
 o Festivals

o Agriculture

o Tiredness

o Grievance with co-workers

o Regenerating and Reenergizing

21. Having considered everything would you say your organization is better than other
organization?

o Yes

o No
THANKS……