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A Study On Abseteeism PDF
A Study On Abseteeism PDF
ON
ABSENTEEISM
CAUSES, EFFECT S & CONT ROL
AT
KSB PUMPS Ltd.
BY
POORNIMA POOJARI
IN PARTIAL FULFILLMENT OF
MASTERS DEGREE IN BUSINESS MANAGEMENT,
UNIVERSITY OF PUNE, PUNE
CHAPTER: 1
I ntroduction Of Subject
CHAPTER: 2
CHAPTER: 3
Objectives Of TheProject
CHAPTER: 4
Research Methodology
CHAPTER: 5
Graphical Representation
CHAPTER: 6
CHAPTER: 7
Conclusion
10
CHAPTER: 8
Suggestions To Reduce
Absenteeism
11
ACKNOWLEDGEMENTS
I gratefully acknowledge the help and co-operation of the entire Personnel
Department of KSB Pumps Ltd. At the outset, I would like to thank Mr.
S.N.Makhale, Manager- Personnel, for giving me an opportunity to learn at KSB
Pumps.
A similar vote of thanks goes to Mr. Ranjit Mohite, Mr. Vivek Kunte,
Mr.Jade, Mr.Erande, Ms.Nita and Ms.Swati whose expertise in the field proved to
be of great value to me during my training.
I would like to thank Prof. Vandana Gote for her valuable guidance
in making my project successful. I also wish to thank Dr. Sharad Joshi and the
VIM staff whose contribution cannot be overemphasized. With all their
encouragement and well wishes, my project proved to be fruitful.
13
CONTENTS
Page no.
No.
1.
Introduction of subject
2.
3.
16
4.
Research methodology
17
5.
19
Graphical Representation
20
29
30
32
6.
34
7.
Conclusion
54
8.
55
9.
Annexure
10.
Annexure 1
57
Annexure 2
62
Bibliography
66
16
In these days, when the needs of the country require greater emphasis
upon increase of productivity and the economic and rational utilization of time and
materials at our disposal, it is necessary to minimize absenteeism to the maximum
possible extent.
Recent surveys indicate the following trends in absenteeism:
1. The higher the rate of pay and the greater the length of service of the
employee, the fewer the absences.
2. As an organization grows, there is a tendency towards higher rates of
absenteeism.
3. Women are absent more frequently than men.
4. Single employees are absent more frequently than married employees.
5. Younger employees are absent more frequently than older employees but
the latter are absent for longer periods of time.
6. Unionized organizations have higher absenteeism rates than non-union
organizations.
17
X 100
CAUSES:
Important factors leading to absenteeism can be summarized as follows:
1.
2.
3.
Boredom.
4.
5.
Sickness.
6.
Accidents.
7.
Occupational disease.
8.
9.
Low wages.
10.
11.
12.
13.
Evil of drinking.
14.
15.
16.
Harvest seasons.
17.
Marriages.
18.
Education of children.
19.
18
EFFECTS :
Absenteeism is one of the root causes of labour unrest. It affects the
worker s earnings as well as the company in the following manner:
1. Decrease in Productivity :
Employees may be carrying an extra workload or supporting new or
replacement staff.
Employees may be required to train and orient new or replacement
workers.
Staff morale and employee service may suffer.
2. Financial Costs :
Payment of overtime may result.
Cost of self-insured income protection plans must be borne plus the
wage costs of replacement employees.
Premium costs may rise for insured plans.
3. Administrative Costs :
Staff time is required to secure replacement employees or to reassign the remaining employees.
Staff time is required to maintain and control absenteeism.
The definition of absenteeism, its causes, its affects on productivity, and its
costs in terms of finances and administrative effectiveness are quite clear.
19
20
21
COMPANY PROFILE
2. DATE OF REGISTRATION
3. CERTIFICATE NUMBER
11635
4. LEGAL FORM
6. MANUFACTURING UNITS
7. REGISTERED OFFICE
8. ZONAL OFFICES
East : Kolkata
West : Nariman Point
North : Noida
South : Chennai.
9. BUSINESS
10. COLLABORATORS
22
23
KSB
QUALITY CONTROL
QUALITY OBJECTIVES:
KSB aim to maintain their position as leading Indian and International
suppliers of pumps and valves, related systems and services which are deeply
rooted in a tradition of successful engineering and high integrity in their business
dealings.
The needs of their customers set the standards for the work they do.
KSB s objective is to provide trend setting technology and high quality of their
products and services together with a demanding quality consciousness, which
ensure them of a position of market leadership. For its customers, KSB is liable
partner.
KSB s thinking and actions are profit and market oriented. Entrepreneurial
initiative at all levels ensures profitable growth, stability and independence, thus
securing the future of KSB and its employees.
When doing their work, KSB is committed to the goals, needs and laws of
the society it lives in. KSB wants to be an open and fair partner to all. While
manufacturing and during operation of their products, they try their best to protect
their environment and use natural resources as sparingly as possible.
24
KSB
QUALITY POLICY:
free
work.
25
26
TYPES OF PUMPS:
In KSB PUMPS Ltd., many types of pumps are manufactured. Some of them
are listed below:
MEGA
OMEGA
CPK
RPK
APP
WK
WL
WKT
KRTU
RPHb
27
DEPARTMENTS AT KSB:
There are 4 main Departments in the Company:
PRODUCTION DEPARTMENT: Machine Shop, Rotor Stator, Horizontal
Assembly, Winding, Testing, Deburring, Tool Room, IED, and Packing.
WAREHOUSE & STORES: E/DITS, Excise & Dispatch, Import, Purchase &
Stores.
: 537
Staff (Supervisors
: 189
Directors)
Company Trainees
: 3
MRE s
: 56
HRW s
: 289
: 814
Staff (supervisor
: 373
Directors)
Company Trainees
: 6
MRE s
: 66
HRW s
: 369
28
29
30
Mr. A. S. Nanajkar
P & A Nasik
K. V. Subramaniam
P & A CBE
Mr. S. N. Makhale
Manager -Personnel
Mr. M. S. Srinivas
General Manager
HRD Corporate
T. D. Mairal
P&A
Mr. Thomas
Officer
V. S. Shinde
P&A
R. D. Khele
Security
S. Subramaniam
Mr. R. S. Mohite
IR-IPO
Asst. Manager IR
Ms. Jayanti
Time Office
Mr. C. M. D silva
IR-IPO
Dy. Manager IR
Phelics Joseph
IR Welfare
PP
IPD
Mr. A. R. Bhilare
IR-IPO
Dy. Manager IR
V. V. Verma
Ex. & Desp
V. Demasundaram
Secretary
Mr. Jade
Canteen / Time
Office
M. G. Badhe
Ex & Desp
Dr. Bidve
Dispensary /
Ambulance Room
Mr. Erande
Time Office
Thus, the above objectives have been observed and analyzed in a detailed
manner in this project report. I have made an attempt to go into root causes of the
subject by using the various techniques of Research Methodology.
31
RESEARCH METHODOLOGY
A project is like a journey and it is always better to have atleast the faintest
of ideas of the probable direction of our destination. Initially we have to decide
upon the general area of interest or the aspect of the subject to inquire into. This
decision is rather broad and not very precise. It is crude indication of the purpose
of the study and is of little help for further planning and organization of the study.
32
After the collection of data, the response of the 25 individuals were arranged in
a chronological pattern and then evaluated. Many inferences could be drawn from
both the primary as well as secondary data available which are put forth in the
analysis section.
selected
33
2. From the monthly and yearly data, the monthly trends of absenteeism can
be observed by division of leaves in the following 2 categories:
a. Paid Leave: Privilege Leave (PL), Casual Leave (CL), Sick Leave (SL).
b. Unpaid leave: Authorized Leave (AL), Certified Sickness Leave (CS),
and Unauthorized Absence (UA).
a. Privilege Leave
b. Casual Leave
c. Sick Leave
20 p.a.
8 p.a.
10 p.a.
34
35
350
348
330
402
295
424
265
535
591
629
654
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
36
NO. OF EMPLOYEES
100
200
300
400
500
600
700
1994
591
1995
654
1996
629
1997
535
1998
424
YEARS
1999
402
2000
350
2001
348
2002
330
2003
295
2004
265
STRENGTH
37
% OF DAYS
0.00
1.00
2.00
3.00
4.00
5.00
6.00
1994
3.97
1995
3.00
1996
4.48
1997
4.82
1998
4.48
YEARS
1999
4.96
2000
4.60
2001
4.82
2002
4.97
2003
4.86
2004
4.84
PL
38
% OF DAYS
0.00
0.50
1.00
1.50
2.00
2.50
1994
1.95
1995
1.59
1996
2.14
1997
2.23
1998
2.26
YEARS
1999
2.22
2000
2.10
2001
2.09
2002
2.15
2003
2.12
2004
2.21
CL
39
% OF DAYS
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
1994
2.49
1995
2.29
1996
3.22
1997
1.81
1998
1.66
YEARS
1999
2.44
2000
2.90
2001
2.90
2002
3.03
2003
3.06
2004
3.08
SL
40
% OF DAYS
0.00
0.05
0.10
0.15
0.20
0.25
0.30
0.35
0.40
0.45
0.50
1994
0.47
1995
0.23
1996
0.22
1997
0.18
1998
0.13
YEARS
1999
0.03
2000
0.02
2001
0.01
2002
0.02
2003
0.03
2004
0.02
AL
41
% OF DAYS
0.00
0.50
1.00
1.50
2.00
2.50
1994
2.29
1995
1.59
1996
2.13
1997
1.98
1998
1.54
YEARS
1999
1.11
2000
0.53
2001
0.62
2002
0.78
2003
0.81
2004
0.74
CS
42
% OF DAYS
0.00
5.00
10.00
15.00
20.00
25.00
1994
1.51
1995
20.65
1996
1.83
1997
1.00
1998
0.65
YEARS
1999
0.34
2000
0.39
2001
0.54
2002
0.61
2003
0.71
2004
0.75
UA
43
NO. OF DAYS
50000
100000
150000
200000
250000
1994
178391
22607.0
1995
198606
58286.0
1996
169235
23744.5
1997
1998
1999
YEARS
161805
19449.0
125104
13146.5
123078
13666.0
2000
101914
10745.5
2001
106350
11682.0
2002
98891
11427.0
2003
90266
10448.5
2004
81090
9441.5
MDA
MDL
4. The rate of AL leave consumption is very low. i.e., 0.47% to 0.02%. This
leave is mostly consumed by the new comers or by the very rare cases of
the existing employees.
44
X 100
Available Mandays
Average PL = 9.8%
Average CL = 2.6%
Average SL = 3.2%
45
7. Due to the above measures, the company has been successful in retaining
high Mandays.
8. The graph of manpower strength show declining trend as the company had
reduced or cut off manpower by implementing CRS and VRS scheme.
46
system helps to calculate his monthly salary and keep record of his leave
system. It also helps to find out his balance leaves and his total absenteeism
during the month. The system helps in identifying the chronic cases, as
monthly report is prepared through the available data. Thus, necessary action
is taken by the department against the chronic cases among the employees.
KSB has dealt with many cases and have brought about a very
uniform discipline in the employees.
47
48
To some Extent
Average
To great
Extent
Highly
Interesting
Options
Total
Response
25
20
28
36
16
100
e
16%
a
0%
b
20%
a
b
c
d
c
28%
d
36%
Findings:
From the above chart, it can be seen that 86% of the workmen like their job
varying from average to a higher extent. Thus, their job interest levels are high.
49
Total
Response
11
10
25
16
44
40
100
a
0%
b
16%
d
40%
a
b
c
d
c
44%
Findings:
From the above chart, it is clear that 44% of the workmen come to the
company to support their family while 40% of workmen have a liking towards their
work.
50
To some Extent
To great
Extent
Strongly
Aware
Options
Total
Response
11
25
20
28
44
100
a
8%
b
20%
d
44%
a
b
c
d
c
28%
Findings:
From the above chart, it is observed that 44% of the workmen are strongly
aware of the leave rules while 8% of the workmen are not at all aware of the leave
rules.
51
3-5 days
6-10 days
More than
10 days
Options
Total
Response
13
25
52
36
100
a b
4% 8%
d
36%
a
b
c
d
c
52%
Findings:
It can be seen that 52% of workmen take around 6 -10 days of paid leaves
while 36% of the workmen avail more than 10 days paid leave per annum.
52
3-5 days
6-10 days
More than
10 days
Options
Total
Response
13
25
16
24
52
100
d
8%
a
16%
b
24%
c
52%
a
b
c
d
Findings:
It can be observed that 52% of the workmen take 6-10 days of unpaid
leave while 24% of workmen avail 3-5 days leave per annum.
53
21-40%
41-60%
61-80%
81-100%
Options
Total
Response
11
25
32
44
16
100
c
16%
d e
4% 4%
a
32%
a
b
c
d
e
b
44%
Findings:
From the above chart, it can be seen that 44% of the workmen quoted their
absenteeism in the percentage range of 21- 40% in the past one year while 32%
of workmen have reported 0
54
Options
Total
Response
10
25
40
16
20
100
a
8%
f
8%
e
20%
b
c
b
40%
d
8%
d
e
f
c
16%
Findings:
It can be observed that the main reason behind high leave consumption is
that 40% of the workmen have family related problems, while 20% of the workmen
have addiction problem.
55
To some Extent
To great
Extent
Always
Options
Total
Response
11
25
20
36
44
100
a
0%
b
20%
a
d
44%
b
c
d
c
36%
Findings:
From the above chart, 44% of the workmen feel that their colleagues are
supportive to a great extent. Thus, the working environment in the company is
very friendly and comfortable.
56
To some Extent
To great
Extent
Highly
True
Options
Total
Response
12
25
16
48
36
100
a
0%
b
16%
d
36%
a
b
c
d
c
48%
Findings:
It can be observed from the above chart that 48% of workmen accept that
disciplinary actions taken by management have reduced absenteeism to a very
great extent. The company has very strict rules policy. However those who have
breached the rules are given warnings, show cause notices or suspension.
57
10. In our company, real, genuine sickness cases claiming sick leave are
either:
0-20%
21-40%
41-60%
61-80%
81-100%
Options
Total
Response
25
16
20
36
20
100
e
8%
a
16%
d
20%
b
20%
a
b
c
d
e
c
36%
Findings:
From the above chart, it can be seen that 36% of workmen have opted that
41- 60% of the cases are real, genuine ones who claim sick leave.
58
To some Extent
To great
Extent
Highly
True
Options
Total
Response
11
25
12
28
44
16
100
a
12%
d
16%
b
28%
a
b
c
d
c
44%
Findings:
It can be observed from the above chart that 44 % of the workmen are very
comfortable in interacting with the management staff. Thus, the management
subordinate relations are very clear and good without resistance.
59
Average
Unsatisfactory
Options
Total
Response
10
25
40
36
24
100
c
24%
a
40%
a
b
c
b
36%
Findings:
It can be observed that 40% of the workmen s family condition is
satisfactory while 24% of them are unsatisfied.
60
No
Options
Total
Response
13
12
25
52
48
100
b
48%
a
52%
a
b
Findings:
52% of the workmen are satisfied with their salary structure while 48% of
them are not happy about the present salary structure as it is not adequate for
them.
61
14. If No, are you and your family members engaged in some business?
Yes
No
Options
Total
Response
12
58
42
100
b
42%
a
a
58%
Findings:
From the 12 workmen, who are not satisfied with the salary structure, 58%
of workmen and their family are engaged in some business such as small shops
or providing mess facilities at home for the working people.
62
Mostly
Not at all
Options
Total
Response
12
42
25
33
100
c
33%
a
42%
a
b
c
b
25%
Findings:
From the above chart, it is clear that involvement in some business is not
related to the absenteeism in the company. 42% of the workmen feel that
sometimes this involvement affects.
63
To some Extent
To great
Extent
Highly
True
Options
Total
Response
11
25
44
32
20
100
d
4%
c
20%
a
44%
a
b
c
d
b
32%
Findings:
From the above chart, it can be seen that 32% of the workmen are addicted
to alcohol.
64
Partially True
Almost
True
Highly
True
Options
Total
Response
13
12
25
52
48
100
c
0%
d
0%
b
48%
a
52%
a
b
c
d
Findings:
It is observed that 48% of workmen are addicted to smoking but it has no
relevance to their remaining absent at the company.
65
To some Extent
To great
Extent
Highly
True
Options
Total
Response
14
25
56
24
20
100
c
20%
d
0%
a
56%
b
24%
a
b
c
d
Findings:
It can be seen from the above chart that 20% of workmen are addicted to
chewing habits to a great extent, but it does not directly affect their attendance in
the company.
66
Partially True
Almost
True
Highly
True
Options
Total
Response
15
10
25
60
40
100
c
0%
d
0%
b
40%
a
60%
a
b
c
d
Findings:
From the chart, it can be seen that 60% of the workmen are not involved in
any type of drug addiction, while 40% of workmen are taking drugs.
67
To some Extent
To great
Extent
Highly
True
Options
Total
Response
11
25
44
36
12
100
d
12%
a
8%
a
b
c
36%
b
44%
c
d
Findings:
It can be seen that to some extent, 44% of the workmen remain absent due
to their irregular health problems.
68
CONCLUSION
Thus, it can be observed that absenteeism can be controlled and reduced
to a great extent if the workers are committed and are supported by all levels of
management. An effective attendance record-keeping system, consultation and
open communication by the management can create a healthy productive work
environment in the company. This would reduce grievances and give greater
employee satisfaction.
Only when the positive approach is unsuccessful does the company need
to use the remedial approach to deal with habitual abusers or with excessive
absentee cases. In all cases the company's actions must be fair and reasonable
and consistently applied.
While tackling workplace absenteeism by direct action may alleviate the
problem in the short- term, addressing the cause of the problem will provide longterm benefits.
69
2. Non
displaying the name of the workmen and his department who is being
conferred this award. This award could be like:
Worker of the month award based on Efficiency.
A quarterly attendance award.
Disciplinary awards can be given to workers against whom there are
no reports of misconduct.
62
10. Disciplinary Action: If all the above measures fail to improve attendance
of a worker then strict disciplinary action is the only option against him.
63
ANNEXURE-I
1994 - 2004
64
IPW
I.
To some Extent
Average
To great
Extent
Highly
Interesting
To some Extent
To great
Extent
Strongly
Aware
3-5 days
6-10 days
More than
10 days
3-5 days
6-10 days
More than
10 days
21-40%
41-60%
65
61-80%
81-100%
To some Extent
To great
Extent
Always
To some Extent
To great
Extent
Highly
True
24. In our company, real, genuine sickness cases claiming sick leave are
either:
0-20%
21-40%
41-60%
61-80%
81-100%
III.
To some Extent
To great
Extent
Highly
True
Unsatisfactory
No
28. If No, are you and your family members engaged in some business?
Yes
No
66
Not at all
To some Extent
To great
Extent
Highly
True
Partially True
Almost
True
Highly
True
To some Extent
To great
Extent
Highly
True
Partially True
Almost
True
Highly
True
To some Extent
67
To great
Extent
Highly
True
ANNEXURE-II
68
BIBLIOGRAPHY
Books
Industrial Relations and Personnel Management
- Prof. Dr. M.V. Pylee and A. Simon George, Pages 75
76
Human Capital
- Magazine
Manual
Personnel Manual of KSB Pumps Ltd.
Websites
www.ksbindia.co.in
www.google.com
www.employer-employee.com
69