Project Report On Study of Employee'S Absenteeism

PROJECT REPORT ON STUDY OF EMPLOYEES
ABSENTEEISM
ABSTRACT
The project report entitle A STUDY ON EMPLOYEES ABSENTEEISM IN

LIFESTYLE SHOWROOM CHENNAI CITICENTER. is intended to determine the
employees condition, salary,
Facilities, attendance program, training programme, motivation techniques and promotions
To achieve this defined objective structured questionnaire based on the preliminary study
made is prepared. The prepared questionnaire is used to get the direct responses from the
employees of Lifestyle store chennai citicenter.
The response given by the employees of Lifestyle store chennai citicenter analyzed and
interpreted using different type of statistical tools used are percentage analysis , weighted average
method , chi square , correlation .
After analysis and interpretation it reveals the following points are important in improving
the working condition ,increasing the salary , transport facilities , introduction of attendance
programme , promotion incentives , increasing leave , welfare facilities , the above all conclusion
will helpful for management to improve the presenteeism.
INTRODUCTION
INDUSTRY PROFILE
THE RETAIL SECTOR IN INDIA
Retailing in India is one of the pillars of its economy and accounts for 14 to 15 percent
of its GDP. The Indian retail market is estimated to be US$450 billion and one of the top five
retail markets in the world by economic value. India is one of the fastest growing retail market in
the world, with 1.2 billion people.
India's retailing industry is essentially owner manned small shops. In 2010, larger format
convenience stores and supermarkets accounted for about 4 percent of the industry, and these
were present only in large urban centers. India's retail and logistics industry employs about 40
million Indians (3.3% of Indian population).
Until 2012, Indian central government denied foreign direct investment (FDI) in multi-brand
retail, forbidding foreign groups from any ownership in supermarkets, convenience stores or any
retail outlets. Even single-brand retail was limited to 51% ownership and a bureaucratic process.
In November 2012, India's central government announced retail reforms for both multi-brand
stores and single-brand stores. These market reforms paved the way for retail innovation and
competition with multi-brand retailers such as Walmart, Carrefour and Tesco, as well single
brand majors such as IKEA,Nike, and Apple. The announcement sparked intense activism, both
in opposition and in support of the reforms. In December 2011, under pressure from the
opposition, Indian government placed the retail reforms on hold till it reaches a consensus.
In January 2012, India approved reforms for single-brand stores welcoming anyone in the world
to innovate in Indian retail market with 100% ownership, but imposed the requirement that the
single brand retailer source 30 percent of its goods from India. Indian government continues the
hold on retail reforms for multi-brand stores.
In June 2012, IKEA announced it has applied for permission to invest $1.9 billion in India and set
up 25 retail stores. Fitch believes that the 30 percent requirement is likely to significantly delay if
not prevent most single brand majors from Europe, USA and Japan from opening stores and
creating associated jobs in India.
Growth over 1997-2010
India in 1997 allowed foreign direct investment (FDI) in cash and carry wholesale. Then, it
required government approval. The approval requirement was relaxed, and automatic permission
was granted in 2006. Between 2000 to 2010, Indian retail attracted about $1.8 billion in foreign
direct investment, representing a very small 1.5% of total investment flow into India.
Single brand retailing attracted 94 proposals between 2006 and 2010, of which 57 were approved
and implemented. For a country of 1.2 billion people, this is a very small number. Some claim
one of the primary restraint inhibiting better participation was that India required single brand
retailers to limit their ownership in Indian outlets to 51%. China in contrast allows 100%
ownership by foreign companies in both single brand and multi-brand retail presence.
Indian retail has experienced limited growth, and its spoilage of food harvest is amongst the
highest in the world, because of very limited integrated cold-chain and other infrastructure. India
has only 5386 stand-alone cold storages, having a total capacity of 23.6 million metric tons.
However, 80 percent of this storage is used only for potatoes. The remaining infrastructure
capacity is less than 1% of the annual farm output of India, and grossly inadequate during peak
harvest seasons. This leads to about 30% losses in certain perishable agricultural output in India,
on average, every year.
Indian laws already allow foreign direct investment in cold-chain infrastructure to the extent of
100 percent. There has been no interest in foreign direct investment in cold storage infrastructure
build out. Experts claim that cold storage infrastructure will become economically viable only
when there is strong and contractually binding demand from organized retail. The risk of cold
storing perishable food, without an assured way to move and sell it, puts the economic viability
of expensive cold storage in doubt. In the absence of organized retail competition and with a ban
on foreign direct investment in multi-brand retailers, foreign direct investments are unlikely to
begin in cold storage and farm logistics infrastructure.
Until 2010, intermediaries and middlemen in India have dominated the value chain. Due to a
number of intermediaries involved in the traditional Indian retail chain, norms are flouted and
pricing lacks transparency. Small Indian farmers realize only 1/3rd of the total price paid by the
final Indian consumer, as against 2/3rd by farmers in nations with a higher share of organized
retail. The 60%+ margins for middlemen and traditional retail shops have limited growth and
prevented innovation in Indian retail industry.
India has had years of debate and discussions on the risks and prudence of allowing innovation
and competition within its retail industry. Numerous economists repeatedly recommended to the
Government of India that legal restrictions on organized retail must be removed, and the retail
industry in India must be opened to competition. For example, in an invited address to the Indian
parliament in December 2010, JagdishBhagwati, Professor of Economics and Law at the
Columbia University analysed the relationship between growth and poverty reduction, then urged
the Indian parliament to extend economic reforms by freeing up of the retail sector, further
liberalisation of trade in all sectors, and introducing labor market reforms. Such reforms
Professor Bhagwati argued will accelerate economic growth and make a sustainable difference in
the life of India's poorest.,
A 2007 report noted that an increasing number of people in India are turning to the services
sector for employment due to the relative low compensation offered by the traditional agriculture
and manufacturing sectors. The organized retail market is growing at 35 percent annually while
growth of unorganized retail sector is pegged at 6 percent.
The Retail Business in India is currently at the point of inflection. As of 2008, rapid change with
investments to the tune of US $ 25 billion were being planned by several Indian
and multinational companies in the next 5 years. It is a huge industry in terms of size and
according to India Brand Equity Foundation (IBEF), it is valued at about US$ 395.96 billion.
Organised retail is expected to garner about 16-18 percent of the total retail market (US $ 65-75
billion) in the next 5 years.
India has topped the A.T. Kearneys annual Global Retail Development Index (GRDI) for the
third consecutive year, maintaining its position as the most attractive market for retail investment.
The Indian economy has registered a growth of 8% for 2007. The predictions for 2008 is
7.9%. The enormous growth of the retail industry has created a huge demand for real estate.
Property developers are creating retail real estate at an aggressive pace and by 2010, 300 malls
are estimated to be operational in the country.
Growth after 2011
Before 2011, India had prevented innovation and organized competition in its consumer retail
industry. Several studies claim that the lack of infrastructure and competitive retail industry is a
key cause of India's persistently high inflation. Furthermore, because of unorganized retail, in a
nation where malnutrition remains a serious problem, food waste is rife. Well over 30% of food
staples and perishable goods produced in India spoils because poor infrastructure and small retail
outlets prevent hygienic storage and movement of the goods from the farmer to the consumer.
One report estimates the 2011 Indian retail market as generating sales of about $470 billion a
year, of which a miniscule $27 billion comes from organized retail such as supermarkets, chain
stores with centralized operations and shops in malls. The opening of retail industry to free
market competition, some claim will enable rapid growth in retail sector of Indian economy.
Others believe the growth of Indian retail industry will take time, with organized retail possibly
needing a decade to grow to a 25% share. A 25% market share, given the expected growth of
Indian retail industry through 2021, is estimated to be over $250 billion a year: a revenue equal to
the 2009 revenue share from Japan for the world's 250 largest retailers.
The Economist forecasts that Indian retail will nearly double in economic value, expanding by
about $400 billion by 2020. The projected increase alone is equivalent to the current retail market
size of France.
In 2011, food accounted for 70% of Indian retail, but was under-represented by organized
retail. A.T. Kearney estimates India's organized retail had a 31% share in clothing and apparel,
while the home supplies retail was growing between 20% to 30% per year. These data correspond
to retail prospects prior to November announcement of the retail reform. The Indian market offers
endless possibilities for investors.
Major Indian Retailers
Indian apparel retailers are increasing their brand presence overseas, particularly in
developed markets. While most have identified a gap in countries in West Asia and Africa, some
majors are also looking at the US and Europe. Arvind Brands, Madura Garments, Spykar
Lifestyle and Royal Classic Polo are busy chalking out foreign expansion plans through the
distribution route and standalone stores as well. Another denim wear brand, Spykar, which is now
moving towards becoming a casualwear lifestyle brand, has launched its store in Melbourne
recently. It plans to open three stores in London by 2008-end.
The low-intensity entry of the diversified Mahindra Group into retail is unique because it plans to
focus on lifestyle products. The Mahindra Group is the fourth largest Indian business group to
enter the business of retail after Reliance Industries Ltd, the Aditya Birla Group, and Bharti
Enterprises Ltd. The other three groups are focusing either on perishables and groceries, or a
range of products, or both.
REI AGRO LTD Retail: 6TEN and 6TEN kirana stores
Future Groups-Formats: Big Bazaar, Food Bazaar, Pantaloons, Central, Fashion Station,
Brand Factory, Depot, aLL, E-Zone etc.
Raymond Ltd.: Textiles, The Raymond Shop, Park Avenue, Park Avenue Woman, Parx,
Colourplus, Neck Ties & More, Shirts & More etc.
Fabindia: Textiles, Home furnishings, handloom apparel, jewellery

RP-SanjivGoenka Group Retail-Formats: Spencers Hyper, Spencer's Daily, Music World,
Au Bon Pain (Internaional bakery cafeteria), Beverly Hills Polo Club
The Tata Group-Formats: Westside, Star India Bazaar, Steeljunction, Landmark, Titan
Industries with World of Titans showrooms, Tanishq outlets, Croma.
Reliance Retail-Formats: Reliance MART, Reliance SUPER, Reliance FRESH, Reliance

Footprint, Reliance Living, Reliance Digital, Reliance Jewellery, Reliance Trends, Reliance
Autozone, iStore
Reliance ADAG Retail-Format: Reliance World
K Raheja Corp Group-Formats: Shoppers Stop, Crossword, Hyper City, Inorbit Mall
Nilgiris-Formats: Nilgiris supermarket chain
Marks & Spencer: Clothing, lifestyle products, etc.
ShriKannan Departmental Store (P) Ltd ., : Groceries, Clothing, Cosmetics [Western

Tamilnadu's Leading Retailer]
Lifestyle International-Lifestyle, Home Centre, Max, Fun City and International

Franchise brand stores.
COMPANY PROFILE
Lifestyle International (P) Ltd, part of the prestigious Dubai based Landmark Group,
started its operations in India with the launch of the first Lifestyle store in Chennai in 1999. In
little over a decades time, Lifestyle has established itself amongst the leading retail companies in
India.
Positioned as a youthful, stylish and a vibrant brand, Lifestyle Departmental stores offers its
customers not just the ease of shopping but also an enjoyable shopping experience. Each
Lifestyle store brings together five concepts under one roof Apparel, Footwear, Childrens Wear
& Toys, Furniture & Home Furnishings, Beauty & Fashion Accessories - offering a convenience
of a one-stop shop and a wide choice of national & international brands.
Home Centre by Lifestyle is a one stop destination for Furniture, Home Dcor and Soft
Furnishings that truly represent style, comfort and individuality. Home Centre uses a unique
Concept Room display model to give customers a practical idea of how each piece of furniture
would look in a particular room.
In keeping with the Groups tradition of making every shopping experience rewarding and
memorable, The Inner Circle Landmark Groups Loyalty program allows members, to enjoy
exclusive benefits and privileges such as reward points and exciting offers. The Inner Circle is
today recognized amongst the leading Loyalty Program in the country with an ever increasing
base of customers. The card is accepted across all Landmark Group Stores in India including
Lifestyle, Home Centre by Lifestyle, Max Fashion, Bossini, Spar Hypermarket, Polynation Food
Court & Gloria Jeans Coffees.
Lifestyle and Home Centre offer a truly international shopping experience, a fact borne by
numerous accolades:
Lifestyle receives Most Admired Large Format Fashion Retailer at the Images Fashion
Awards for two consecutive years 2011 & 2012
Lifestyle awarded Most Admired Retailer of the Year, Department Store Category at the
Images Retail Awards 2011
Home Centre awarded Most Admired Retailer of the Year, Home and Interiors Category
at the Images Retail Awards 2009 & 2010
Most Admired Retailer of the Year - Department Store for Lifestyle from Images Retail
in 2008
Reid and Taylor Retailer of the Year award for the year 2006 for Lifestyle.
Lycra Images Fashion Awards for the Most Admired Large Format Retailer of the Year
in 2006 for Lifestyle
ICICI KSA Technopak Award for Retail Excellence in 2005 for Lifestyle
Most Respected Company in the Retail Sector by Business World IMRB in 2003 and
2004 for Lifestyle
Present across major metros in India, Lifestyle and Home Centre are rapidly expanding their
footprint across the country.
LifeStyle is an Indian department store chain promoted by the Landmark Group which is a
Dubai, based Group, started in the year 1999 with its first store in Chennai. [1] It has rapidly grown
to a major Retail Stores in India. Lifestyle Stores is Based in Andheri, Mumbai as its Corporate
Headquarters.It has now operate in all major Cities of India and totally overall in 19 cities with
more than 75 stores all across India.
History
Lifestyle Stores started as Lifestyle stores in Chennai and Mumbai.[3] Then spread to all major
stores in over a Decade.It got a very strong compiticion from Pantaloon Retail in starting
year.But now has become made itself as a major Retail Stores chain due to its such as factor
pricing,Good location and International contemporary stores look.It started from a Two stores as
of 2012 it has now operate more than 75 Stores.[4]
Store
Lifestyle Stores is one of the leading retail stores in India. Lifestyle Stores began by operating a
chain of department stores under the name Lifestyle Retail Pvt Ltd. in India. Lifestyle Stores
has 75 stores across the country.Lifestyle Stores retails a range of branded apparel and private
label under the following categories of apparel, footwear, fashion jewellery, leather products,
accessories and home products. These are complemented by cafe, food, entertainment, personal
care and various beauty related services.[5]
Products
Lifestyle Stores products of domestic and international brands such as Louis Philippe, Pepe,
Arrow, BIBA, Gini & Jony, Carbon, Corelle, Magppie Nike, Reebok, LEGO, and Mattel. The
company also licensees for Austin Reed (London), an international brand, whos men's and
women's outerwear are retailed in India exclusively through the chain.
Inner Circle loyalty program
Inner Circle is an a loyalty program which can be used in Lifestyle by using points and in any
other Landmark Groups stores.
Corporate sturctaure
Lifestyle International is headed by Micky Jagtiani who Chairman & CEO of the company as
well as Chairman & CEO of the its parent group Landmark Group which is based in Dubai.Life
stores headquarters are based in Andheri, Mumbai.As of 2012 it has 29,000 employees and has
75 stores across 17 Cities all across the India.[8]
Home centre Stores

Main article: Home Centre Stores
Home centre stores is an part of Lifestyle stores which has products such as furniture and home
Decorative.Home centre Stores is spread on a totall area of over 3 million sq. ft. of retail space as
of 2012
An overview of all departments in Lifestyle Store
1. Apparel
2. Home Centre
3. Footwear, Handbags & Travel
4. Beauty & Fashion Accessories
5. Children
Apparel
Apparels in lifestyle adds a major contribution in overall sales, Apparels divided into
three categories:
Women
Lifestyle has a great variety of stuff to offer for women for just every occasion, Be it a
party, college, work, nightwear, wedding. You name it, they have it! A few brands include,
Code, Melange, Biba, W, Remanika, Ginger etc.
o ETHNIC & FUSIONWEAR

o WESTERN WEAR
o LINGERIE
Men
Men's section has one of the major contribution in lifestyle store overall sales. There are a
number of brands available in this section. Some of the brands are as studio code, Louis
Philippe, Park Avenue & Levis; P&Q Men's apparel is divided into following categories
o FORMAL WEAR
o CASUAL WEAR
o DENIM
o SPORTS WEAR
o INNERWEAR
o ACCESSORIES
o ETHNIC
Children
How can children be left behind when it comes to style. Lifestyle an eye goggling range
to offer for the little ones out there!
HOME CENTER
Home Centre by Lifestyle is a one-stop destination for furniture, furnishings and home
decoratives that truly represent style, comfort and individuality. The design of all Home
Centre stores model international retail standards and are spacious and easy to browse
through. Built along Concept Rooms comprising bed, living and dining rooms,
customers are given a hands-on touch and feel of their own personal spaces.
Using international sourcing, Home Centre showcases the A-Z of home improvement
under one roof: contemporary and classic styled furniture, soft furnishings, cutlery and
crockery, home decor and gift ideas, appealing to a variety of taste and preferences.
o Home Center belongs to Landmark Group, Dubai - the group that owns
Lifestyle in India.
o Home Centre has over 50 stores across Middle East and
India - spanning a retail area of over 2.4 million square feet.
o There are currently 12 Home Centre stores in India across Bangalore,
Chennai, Gurgaon, Hyderabad, Mumbai, Noida, Delhi and Pune.
o Home Centre is the winner of the Images Retail Most Admired Retailer
of the year award in the Home & Office Improvement Category for 2008 and
2009.
1. Footwear, Handbags & Travel

Just apparel will not do the magic right? Lifestyle brings to you the most exotic range of
footwear and bags. Something that one would not stop flaunting.
o Men
o Women
o Children
o Handbags
o Travel
2. Beauty & Fashion Accessories
o Sunglasses
o Accessories
o Pens
o Watches
o Beauty
3. Children
o Apparel
o Toys
o School & Stationary
PRIVATE LABLES OF LIFESTYE
1. MELANGE
2. CODE
3. GINGER
4. FAME FOREVER
5. FORCA
6. JUNIORS
NEED FOR THE STUDY
The success of any retail company depends largely on the workers, the employees
are considered as the backbone of LIFESTYLE INTERNATIONAL PVT LTD.
The study is on employee absenteeism in Lifestyle store Chennai citicenter.
The employee absenteeism is booming HR issue in many industries .It helps to

know the employee satisfactions level and it help to find cause of employee
absenteeism, based on certain factor like working condition, leadership style, work
stress, leave days, and salary level.
This study can be helpful to the management to improve its core weaknesses by
the suggestions and recommendations prescribed in the project.
The need of this study can be recognized when the result of the related study need
suggestions and recommendations to the similar situation.
REVIEW OF LITERATURE
Absenteeism is a habitual pattern of absence from a duty or obligation. An absence refers

to time an employee is not on the job during scheduled working hours, except for a granted leave
of absence, holiday, or vacation time. However, employee absenteeism is not just an employee
issue it is an organizational problem and therefore becomes everyone's responsibility.
2.1 Says FRANCES DAVIES
Absenteeism can have an enormous effect on the productivity of an organization. The

average American worker takes six days sick leave a year, and although this is significantly less
than in places such as Europe it is still having a big impact on US staffing resources and
productivity. The loss of productivity due to short/long-term illness, disability is therefore
proving to be a major headache for companies. Effective absence management programs can be
the best remedy for reducing absenteeism.
Every time an employee is absent from work there is a loss of productivity to the
organization, explains Sharon Kaleta, President and CEO of the Disability Management
Employers Coalition (DMEC). One person absent from work may not create a problem, but
several people absent for one or more days can have a significant financial impact to the
organization.
IMPACT OF ABSENTEEISM
There are many forms of absenteeism, ranging from short-term illness, long-term illness,
unauthorized absence and persistent lateness, to other authorized absences such as annual leave,
paternity leave, time off to care for dependents and compassionate leave. Other causes might also
include low morale, stress and poor working conditions, many of which are preventable.
The effect absenteeism can have on a business can be wide-ranging, but particularly
affects those employees left to pick up the pieces. According to Wayne Wendling, Senior Director
of Research at the International Foundation of Employee Benefit Plans.
The workings of a company have changed and employees are now much more
interconnected than previously and, as a result, organizations are much more dependent on their
employees.
When someone is absent, the entire web of interaction among employees can be
disturbed in terms of workflows and the availability of information, he explains. Part of that is
overcome as more files are now open to people who can fill in and help with the tasks that the
individual may have been performing. However, there is a definite ripple effect through the
organization when someone is unexpectedly ill. The productivity of others is also being
impacted.
WORKING WELL
There are many measures that an employer can take to help mitigate the rippling effects of
absenteeism on the workforce. Sometimes it really is the little things that make the most
difference. Allowing employees to visit doctors and dentists, health surveillance, health education
and stress management interventions are all good examples. Once they are measuring absence
and then reducing it, they will find that a fitter workforce will perform better and productivity
will increase giving them a competitive edge in any business environment, enthuses Bawden.
One of the most effective ways to combat absenteeism, however, is to maintain a happy
working environment where people actually enjoy coming to work. Have a workplace that
people love to come to work in and they feel they are doing something meaningful, Wendling
recommends.
Although not always preventable, absenteeism is something that can be mitigated to a
certain degree, and absence management programs can definitely help. Fostering a caring
working environment where workers are supported during any illness or disability can only work
in the favor of the company and ensures that work isnt something for employees to be sick of.
Report Author: ANNE COUGHLAN

Senior Research Executive, IBEC Research and Information Service
IBEC WORKPLACE ABSENCE SURVEY 2004
The report contains data from the IBEC WORKPLACE ABSENCE SURVEY 2004,
which was based on responses received from 557 private sector companies employing 147,000
employees.
Absence affects more than just the person who is absent.

The absent employees themselves and their dependants may have a reduced income as a
result of absence, besides incurring possible additional medical expenses. Employers are affected
by direct costs such as sick pay, overtime and staff replacement costs, plus the indirect costs
associated with the effects of absence on, for example, production and quality, management time
and the potential loss of customers. The co-workers of an absent employee may have to work
under increased pressure,in order to meet deadlines.
Many organizations appear to accept a certain level of absence i.e. where a proportion of
their employees are away on any particular day. The recent IBEC study found that over half of
the respondents did not consider they had a problem with absence. However, more than four out
of ten companies in the survey considered their absence levels to be a cause for concern. As only
a portion of absence days are subject to organization control it is important to determine what
portion of employee absence is avoidable.
Employees can feel they have been treated unfairly when they perceive other
absent employees as getting away with it. Absence can also be a symptom of a more serious
underlying problem, such as bullying and/or harassment, communication breakdown, stress, etc.,
which could, if not investigated, lead to significant costs to the organization, as well as causing
long-term damage to the employee.
A recent IBEC survey showed that personal problems were cited as a cause of absence in
a significant number of companies, for both males and females. Nowadays, apart from sickness,
employees can be absent from work for any one of a number of reasons, either under statutory
leave entitlement (such as annual leave, maternity or adoptive leave, parental leave), or under
arrangements agreed at an individual company level (such as compassionate or bereavement
leave, study and/or exam leave, marriage leave, training, etc.).
2.2 HOW TO DEAL WITH EMPLOYEE ABSENTEEISM
For Employees Who Are Absent
For Supervisors/Managers:
Recently, I was asked by a manager how he should deal with the fact that on any given
day 10% of his employees are absent from work. I informed the manager that the problem of
employee absenteeism is a problem best resolved by taking the following four positive
interventions versus taking a negative or punitive approach.
Change Management Style:
We are all aware of the fact that when employees call in ill, it does not mean they are
truly too physically ill to work. One reason, outside of illness, that employees are absent is stress,
and the number one reason employees are stressed has to do with their relationship with their
manager/supervisor.
Management styles that are too authoritarian tend to promote high levels of absenteeism
among employees. Authoritarian managers are managers who have poor listening skills, set
unreachable goals, have poor communication skills, and are inflexible. In other words, they yell
too much, blame others for problems, and make others feel that it must be their way or the
"highway." Authoritarian managers tend to produce high absenteeism rates. By identifying
managers who use an authoritarian style, and providing them with management training, you will
be taking a positive step not only toward reducing absenteeism, but also reducing turnover, job
burnout, and employee health problems such as backaches and headaches.
Change Working Conditions:
The employees in your company probably work in a well-lighted climate controlled

building. The working conditions I am referring to relate to coworker relationships. Not only does
relationship stress occur between the employee and manager, but it also exists between employees.
Frequently I hear employees say they did not go to work because they are fearful of or angry with
another employee. These employees usually report they just could not deal with "so and so" today,
so they called in ill. Companies that adopted policies and values that promote employee respect and
professionalism, and promote an internal conflict resolution procedure, are companies that reduce
employee stress. A reduction in employee stress reduces employee absenteeism.
Provide Incentives:
Giving employees incentives for reduced absenteeism is not the same as rewarding or
giving employees bonuses for reduced absenteeism. An incentive provides an employee with a
boost to their motivation to avoid unnecessary absenteeism. It simply helps the employee decide
to go to work versus staying home and watching Jerry Springer.
The types of incentive programs used by companies are numerous. Some companies
allow employees to cash-in unused sick days at the end of every quarter, others give an employee
two hours of bonus pay for every month of perfect attendance; and still others provide employees
with a buffet lunch, a certificate of achievement, or even a scratch-off card concealing prizes. The
type of incentive program that your company uses should be one created especially for your
company. You can create an incentive program tailored to your unique company by allowing
employees to help you develop the incentive program.
The duration of the incentive program is also very important. Some companies find that
they can simply reward employees with perfect attendance once a year, while others decide once
a month is best, and still others decide once a week works best.
Develop an Attendance Policy:
Every company should have an attendance policy. An attendance policy allows a manager
to intervene with an employee who is frequently absent. Besides stress as a primary reason for
employee absenteeism, other causes relate to alcoholism, domestic violence, and family problems.
If you confront an employee about his or her frequent absenteeism, and they inform you it is due to
personal problems, consider referring the employee to an Employee Assistance Program (EAP).
If the employee's absenteeism relates to a medical problem or a family member with a

medical problem, you may have to consider allowing the employee to use the benefits allowed to
them under the American's with Disability Act (ADA) or the Family and Medical Leave Act
(FMLA). Early identification of these employees will get them back to work as fast as possible.
Lastly, make sure that you have an attorney review your attendance policy to make sure it does
not violate any State or Federal labor laws. By incorporating the above four strategies into your
company you will not only reduce absenteeism you will reduce employee burnout, turnover, poor
morale, and workplace negativism.
By
GARY VIKESLAND, MA LP CEAP
For Employees Who Are Frequently Absent
One of the most important steps you can take if you are frequently absent is to keep your
employer informed. Employees who are frequently absent without good cause are generally
absent due to numerous frivolous reasons. Employees who are absent for good cause have
legitimate reasons, e.g. sickness or family member illness, and the employee needs time off to
resolve their personal problems. Most employers generally understand the need to be gone from
work due to a legitimate reason; therefore, it is important to communicate clearly and accurately
so your employer does not assume you are out for frivolous reasons.
As an employee you are allowed to take up to 12 weeks of unpaid leave under the federal
Family and Medical Leave Act (FMLA). The 12 weeks of leave may be taken continuous or
intermittently, thereby allowing the employee to work on a less than full-time schedule.
FMLA can be used for the care of a child after birth, adoption, or foster care placement.
FMLA is available to care for an immediate family member (spouse, child, and parent) who
has a serious health condition.
FMLA can be used for your own serious health concerns. It does not cover for the common
cold, flu, ear aches, upset stomach, common headache, or routine dental care.
In order to be covered by FMLA you must be considered an "eligible" employee. An

eligible employee must have 12 months (1,250 hours) of employment, and your employer must
employ 50 or more employees within 75 miles of the worksite. Employees must provide 30 days
of advance notice for foreseeable events. There are different exemptions present for both school
teachers and state/local government employees.
If you are an eligible employee, your employer must maintain your benefits, allow you to
return to the same or equivalent position, and not decrease your pay or benefits at the conclusion
of 12 weeks. If you believe you are eligible for FMLA, inform your supervisor or HR department
that you are requesting FMLA coverage. Your employer is required to provide you with written
notice, within two business days, informing you if you are eligible or not.
By
GARY VIKESLAND, MA LP CEAP
2.3 ABSENTEEISM
Information regarding absenteeism among workers in an industrial establishment on account

of reasons other than strikes, lockouts, lay-off, weekly rest or suspension, provide a sound
database for gauging the employees morale, commitment and level of job satisfaction which
have a direct bearing on productivity of the establishment. It is one of the indicators to monitor
and evaluate various labour welfare programs and labour policies.
2.3.1 Instill enthusiasm to curb absenteeism, the Hindu
EVERY organization, irrespective of size and composition, is plagued by the problem of

absenteeism. Managers know that employees are not always genuinely sick when they fail to turn
up for work, yet they cannot stop them from calling in sick or saying that they have to attend to
some personal work. There could be a hordes of reasons for absenteeism. Sometimes an
employee may not simply turn up for work because his morale is low or he is just not motivated
to work.
It is observed that if employees were happy doing their work, they would be less inclined
to take even a day off. Many employers think that paying their workers handsomely or providing
better working conditions or improving job security can reduce absenteeism. But such benefits do
not guarantee a reduction in employee absenteeism. The solution actually lies in understanding
and meeting the emotional needs of workers and trying to find out what really motivates them to
come to work and give their best.
A wise manager would endeavor to understand the needs of workers at the recruiting
stage itself. The manager can try and choose the right person for the right job. Getting to know
the applicant well by focusing on the human side rather than on their qualifications and
experience can do this. Efforts should be made to find out the kind of work and responsibilities
that make an employee happy, the enthusiasm for work and ability to get along with other people.
The manager must ascertain that the job suits the candidate.
The next step would be to build employee's trust. As an employer if you have taken efforts
to choose the right candidates for the job, then it is equally important that you believe in them
and trust them to do their job. This trust, though, has to be communicated to the employees.
If the employer believes that the employees cannot do their jobs well, cannot take
decisions on their own and do not do a fair day's work then this is what they will actually do. On
the contrary, if the manager's perception of employees is that they are efficient workers,
independent thinkers and able decision makers, then they will go to any extent to prove it.
The most important step to counter absenteeism is for the manager to constantly give the
employees feedback and motivate them to perform better. But most are woefully lacking in this
ability, they simply are not comfortable telling their staff about their performance.
So it is important that managers provide feedback to employees on a regular basis on

what they are doing well and the areas of improvement. If you notice something that requires
mention tell the employee about it and tell it immediately lest the significance of the feedback
should be lost.
If you postpone your feedback on things the employee is not doing rightthen it will be
assumed what is being done is right or that you do not notice such things or you do not care.
Some more tips on giving the right kind of feedback:
Do it in private, on a one-to one basis
Focus your feedback on one or two things
Do not personally attack the employee
Be honest and prompt with feedback
Reducing employee absenteeism is in the employer's hands. If the staff has to be

motivated enough to think twice about taking a day off, their work has to be made interesting. In
short, they need regular feedback and be made to feel that they play an important part in the
business.
This can be done by giving the employees greater responsibility, training and developing
their skills and focusing on what they are doing right. Involving employees both formally and
informally in the aspects of the business will create a sense of belonging. These measures make
employees feel good about what they are doing and thus increase job satisfaction. Organizations
would be prudent if they tackle absenteeism before it becomes a contagion.
Title: LABOUR ABSENTEEISM
Author(s): Michael J. Peel, Nick Wilson
Journal: International Journal of Manpower
Year: 1990
Publisher: MCB UP Ltd
Abstract: Using a random sample of 49 UK engineering companies, the influence of profit

sharing, share-option schemes and the perceived degree of employee participation in decision
making on inter-firm lab our absenteeism rates are investigated. After controlling for a number of
firm-specific factors, suggested as theoretically appropriate in the extant literature, the key
empirical results indicated that firms which had adopted sharing schemes appeared to experience
significantly lower absenteeism rates than their non-sharing counterparts..
2.4 GUIDE LINES FOR ABSENTEEISM CONTROL
There are two types of absenteeism, each of which requires a different type of approach.
2.4.1 INNOCENT ABSENTEEISM
Innocent absenteeism refers to employees who are absent for reasons beyond their
control; like sickness and injury. Innocent absenteeism is not culpable which means that it is
blameless. In a lab our relations context this means that it cannot be remedied or treated by
disciplinary measures.
2.4.2 CULPABLE ABSENTEEISM
Culpable absenteeism refers to employees who are absent without authorization for
reasons which are within their control. For instance , an employee who is on sick leave even
though he/she is not sick, and it can be proven that the employee was not sick, is guilty of
culpable absenteeism. To be culpable is to be blameworthy. In a lab our relations context this
means that progressive discipline can be applied.
For the large majority of employees, absenteeism is legitimate, innocent absenteeism
which occurs infrequently. Procedures for disciplinary action apply only to culpable absenteeism.
Many organizations take the view that through the process of individual absentee counseling and
treatment, the majority of employees will overcome their problems and return to an acceptable
level of regular attendance.
2.4.3 IDENTIFYING EXCESSIVE ABSENTEEISM
Attendance records should be reviewed regularly to be sure that an employee's sick-leave

days are excessive compared to other employees. If a supervisor suspects that an employee is
excessively absent, this can be confirmed through reviewing the attendance records.
If all indications show that an employee is excessively absent, the next step is to gather as
much information as possible in order to get a clearer picture of the situation. The employees'
files should be reviewed and the employees immediate supervisor should document all available
information on the particular employee's history.
2.4.4 INDIVIDUAL COMMUNICATION
After all available information has been gathered, the administrator or supervisor should
individually meet with each employee whom has been identified as having higher than average or
questionable (or pattern) absences. This first meeting should be used to bring concerns regarding
attendance to the employee's attention. It is also an opportunity to discuss with the employee, in
some depth, the causes of his or her attendance problem and possible steps he or she can take to
remedy or control the absences. Listen carefully to the employee's responses.
2.4.5 PROOF OF ILLNESS
Sometimes it is helpful in counseling employees with excessive innocent or culpable

absenteeism to inquire or verify the nature and reasons of their absence.
The extent to which an employer may inquire into the nature of and reasons for an employee's
absence from the workplace is a delicate issue. The concepts of an employee's privacy and an
employer's need for information affecting the workplace often come into conflict. Seldom is the
conflict more difficult to resolve than where personal medical information is involved.
Unions will often strongly object to any efforts by management to inquire more deeply into the
nature of an employee's illness. You will need to consider the restraints of any language in
collective agreements in relation to this issue.
2.5 COUNSELING INNOCENT ABSENTEEISM
The procedure an employer may take for innocent absenteeism is as follows:
1. Initial counseling(s)
2. Written counseling(s)
3. Reduction(s) of hours and/or job reclassification
4. Discharge
2.5.1 Initial Counseling:
If the absences are intermittent, meet with the employee each time he/she returns to work.
If absence is prolonged, keep in touch with the employee regularly and stay updated on the status
of his/her condition. (Indicate your willingness to assist.)
You may require the employee to provide you with regular medical assessments. This will
enable you to judge whether or not there is any likelihood of the employee providing regular
attendance in future. Regular medical assessments will also give you an idea of what steps the
employee is taking to seek medical or other assistance. Formal meetings in which verbal
warnings are given should be given as appropriate and documented. If no improvement occurs
written warning may be necessary.
2.5.2 Written Counseling
If the absences persist, you should meet with the employee formally and provide him/her
with a letter of concern. If the absenteeism still continues to persist then the employee should be
given a second letter of concern during another formal meeting. This letter would be stronger
worded in that it would warn the employee that unless attendance improves, termination may be
necessary.
2.5.3 Reduction(s) of hours and or job reclassification
In between the first and second letters the employee may be given the option to reduce
his/her hours to better fit his/her personal circumstances. This option must be voluntarily
accepted by the employee and cannot be offered as an ultimatum, as a reduction in hours is a
reduction in pay and therefore can be looked upon as discipline.
2.5.4 Discharge
Only when all the previously noted needs and conditions have been met and everything has
been done to accommodate the employee can termination be considered. An Arbitrator would
consider the following in ruling on an innocent absenteeism dismissal case.
1. Has the employee done everything possible to regain their health and return to work?
2. Has the employer provided every assistance possible? (i.e. counselling, support, time off.)
3. Has the employer informed the employee of the unworkable situation resulting from their
sickness?
4. Has the employer attempted to accommodate the employee by offering a more suitable
position (if available) or a reduction of hours?
5. Has enough time elapsed to allow for every possible chance of recovery?
Corrective Action for Culpable Absenteeism
As already indicated, culpable absenteeism consists of absences where it can be

demonstrated that the employee is not actually ill and is able to improve his/her attendance.
Presuming you have communicated attendance expectations generally, have identified the
employee as a problem, have met with him/her as part of your attendance program, made your
concerns on his specific absenteeism known and have offered counselling as appropriate, with no
improvement despite your positive efforts, disciplinary procedures may be appropriate.
The procedures for corrective/progressive discipline for culpable absenteeism are generally
the same as for other progressive discipline problems. The discipline should not be prejudicial in
any way.
The general procedure is as follows: [Utilizing counseling memorandum]
1. Initial Warning(s)
2. Written Warning(s)
3. Suspension(s)
4. Dismissal
Verbal Warning
Formally meet with the employee and explain that income protection is to be used only when an
employee is legitimately ill. Advise the employee that his/her attendance record must improve
and be maintained at an improved level or further disciplinary action will result. Offer any
counseling or guidance as is appropriate. Give further verbal warnings as required. Review the
employee's income protection records at regular intervals. Where a marked improvement has
been shown, commend the employee. Where there is no improvement a written warning should
be issued.
Written Warning
Interview the employee again. Show him/her the statistics and point out that there has been no
noticeable (or sufficient) improvement. Listen to the employee to see if there is a valid reason and
offer any assistance you can. If no satisfactory explanation is given, advise the employee that
he/she will be given a written warning. Be specific in your discussion with him/her and in the
counseling memorandum as to the type of action to be taken and when it will be taken if the
record does not improve. As soon as possible after this meeting provide the employee personally
with the written warning and place a copy of his/her file. The written warning should identify any
noticeable pattern
Suspension (only after consultation with the appropriate superiors)

If the problem of culpable absenteeism persists, following the next interview period and
immediately following an absence, the employee should be interviewed and advised that he/she is
to be suspended.
The length of the suspension will depend again on the severity of the problem, the
credibility of the employee's explanation, the employee's general work performance and
length of service. Subsequent suspensions are optional depending on the above condition.
Dismissal (only after consultation with the appropriate superiors)

Dismissals should only be considered when all of the above conditions and procedures have
been met. The employee, upon displaying no satisfactory improvement, would be dismissed on
the grounds of his/her unwillingness to correct his/her absence
OBJECTIVES OF THE STUDY
The main objective of the study is to find the various studies on absenteeism of man hour
and suggestion to reduce absenteeism.
To analyze the master attendance and to find the rate of absenteeism.
To improve the production level by reducing absenteeism.
To find the reason for major absenteeism in particular department.

To suggest controlling tools to reduce absenteeism.
To find out the reason for avoidable and unavoidable absenteeism.
To know the types of facilities and welfare activities for the employees benefit.
RESEARCH METHODOLOGY
4.1 RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis data in a
manner that aims 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
the design includes an outline of what the researcher will do form writing the hypothesis and its
operational implication to the final analysis of data.
More explicitly, the design 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 are 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.
4.2 TYPES OF DATA COLLECTED
Primary Data
Questionnaires are prepared and personal interview was conducted. Most of the
questions are consist of multiple choices. The structured interview method was undertaken. The
interview was conducted in English as well as in Tamil. Proper care was taken to frame the
interview schedule in such a manner it should be easily understood in view of educational level
of the employees. Generally 25 questions are prepared and asked to the employees of the
Lifestyle store chennai citicenter.
Secondary Data
Secondary data was collected from Internets, various books, Journals, and Company
Records.
4.3 QUESTIONNAIRE CONSTRUCTION
Questionnaires were constructed based on the following types

Open ended questions
Close ended questions
Multiple choice questions
4.4 DEFINING THE POPULATIONS
The Population or Universe can be Finite or infinite. The population is said to be finite if
it consist of a fixed number of elements so that it is possible to enumerate it in its totality. So In
this projects consist of finite population. nearly 630 workers working in the mill
4.5 SAMPLING PLAN
A sampling plan is a definite design for obtaining a sample from the sampling frame. It
refers to the technique or the procedure the researcher would adopt in selecting some sampling
units from which inferences about the population is drawn. Sampling design is determined before
any data are collected.
Convenient Sampling technique was adopted. In this method the researcher select those
units of the population in the sample, which appear convenient to him or the management of the
organization where he is conducting research.
4.6 SAMPLE SIZE
Nearly 110 samples are taken in Lifestyle store chennai citicenter.,
4.7 FIELD WORK
The field works is done at Lifestyle store chennai citicenter.
4.8 PERIOD OF SURVEY
The period is from December 2012 to February 2013.
4.9 DESCRIPTION OF STATISTICAL TOOLS USED
Percentage method
Chi-square test
Correlation
Weighted average method
Analysis of variance (TWO-WAY ANOVA)
4.9.1 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.
4.9.2 CHI-SQUARE ANALYSIS
In this project chi-square test was used. This is an analysis of technique which analyzed
the stated data in the project. It analysis the assumed data and calculated in the study. The Chi-
square test is an important test amongst the several tests of significant developed by statistical.
Chi-square, symbolically written as x2 (Pronounce as Ki-Spare), is a statistical measure used in
the context of sampling analysis for comparing a variance to a theoretical variance.
Formula
(O-E) 2
2 =
E
O = Observed frequency
E = Expected frequency
4.9.3 CORRELATION
Correlation analysis deals with the association between two or more variables. It
does not tell anything about cause and effect relationship. Correlation is classified in two
types as
Positive and
Negative correlation.
SPEARMAN Correlation method, it also can be said as Rank Correlation. It is
defined by the symbol r
6 di
FORMULA r = 1- ______________
n (n-1)
Correlation value shall always lie between +1 and-1. When r =1, it shows there is perfect
positive correlation between variables. When r = 0, There is no correlation.
4.9.4 WEIGHTED AVERAGE METHOD
Weighted average can be defined as an average whose component items are multiplied by
certain values (weights) and the aggregate of the products are divided by the total of
weights.
One of the limitations of simple arithmetic mean is that it gives equal importance to all
the items of the distribution.
Certain cases relative importance of all the items in the distribution is not the same.
Where the importance of the items varies.
It is essential to allocate weight applied but may vary in different cases. Thus weightage is a
number standing for the relative importance of the items.
4.9.5 ANALYSIS OF VARIANCE (ANOVA)
Analysis of variance is an extremely useful technique concerning research. This is used

when multi sample are involved.
Anova is extremely a procedure for testing the difference among different groups of data
for homogeneity. The essence of ANOVA is that the total amount of variation in a set of data is
broken down into two types such as
ONE-WAY ANOVA
TWO-WAY ANOVA
If we take only one factor and investigate the differences amongst its various categories
having numerous possible values one-way anova can be used. When we investigate two factors at
the same time then we can use two-way anova.
Steps involved in ANOVA are
1. Name of the Row samples as x1, x2, x3, x4

2. Name of the Column samples as y1, y2, y3, y4
3. Calculate the sum of all items by T = x1 + x2 + x3.
4. Correction factor CF = T
N
5. Calculate Total sum of squares SST = x1 + x2 + x3.
6. Sum of squares between column samples SSC = ( y1) + ( y2) + ( y3) T

n n n N
7. Sum of squares between column samples SSR = ( x1) + ( x2) + ( x3) T
n n n N
8. Calculating Residual or Error SSE = [ SST- (SSC+SSR) ]

The basic principle of the Anova is to test for differences amongst the means of the
population by examine the amount of variation within the samples, relation to the amount of
variation between the samples.
TWO-WAY ANOVA TABLE
Degrees of
SOURCE OF Sum of Squares Mean Square (MS) F-ratio
Freedom (d.f)
VARIATION
SSC V1
Between SSC MSC
Columns MSC = F1 =
Treatment K-1 MSE
Between SSR
SSR V2
Rows MSR =
Treatment R-1
MSR
F2 =
SSE MSE
Residual or SSE (K-1) (R-1)
MSE =
Error
(K-1) (R-1)
If the calculated value (C.V) of F1 < tabulated value (T.V) of F1 then H0 is ACCEPTED.
If the calculated value (C.V) of F1 > tabulated value (T.V) of F1 then H0 is REJECTED.
ANALYSIS AND INTREPRETATION
5.1 ANALYSIS USING PERCENTAGE METHOD

TABLE 5.1.1
RESPONDENT BASED ON AGELEVEL
S.No Age No. of Respondents Percentage
1 18-25 48 43.63
2 26-35 32 29.09
3 36-45 21
4 Above 45 09 12
Total 110 100

Source: primary data
Inference:
The above table infers that, 08 % belongs to the age group of 18-25 years, 36 % belongs
to the age group of 26-35 years, 44 % belongs to the age group of 36-45 years and 12 % belongs
to the age group of above 45 year
CHART-5.1.1
TABLE 5.1.2
RESPONDENTS BASED ON THEIR EDUCATION
S.No Education No. of Respondents Percentage
1 SSLC 10 20
2 HSC 22 44
3 ITI 18 36
4 Others 00 00
Total 50 100
Inference:
The above table infers that,

20 %belongs to SSLC, 44 % belongs to HSC, 36 %belongs to ITI and
0 % belongs to other degrees.
CHART-5.1.2
EDUCATION
50
40
30
20
Pe r c e n t
10
0
sslc hsc iti
EDUCA TION
TABLE 5.1.3
RESPONDENTS BASED ON THEIR EXPERIENCE
S.No Experience No. of Respondents Percentage
1 Below2years 11 22
2 3-5 years 07 14
3 Above 5 years 32 64
Total 50 100
Inference:
The above table infers that
22 % to below 2 years; 14 % belongs to 3-5years, 64 %belongs to above 5 years
CHART-5.1.3
EXPERIENCE
70
60
50
40
30
20
Pe r c e n t
10
0
below 2years 3-5years above 5 years
EXPERIENCE
TABLE 5.1.4
RESPONDENTS BASED ON THEIR NUMBER OF WORKING DAYS
S.No Working Days No. of Respondents Percentage
1 20-22 10 20
2 23 -25 15 30
3 25-28 22 44
4 29-31 03 06
Total 50 100
Inference:
20 % belongs to 20-22 days, 30 % belongs to 23-25 days, 44 % belongs to 25- 28days, and
06 % belong to above 29-31 days.
CHART-5.1.4
NUMBER OF WORKING DAYS

50
40
30
20
Pe rc e n t
10
0
20-22 23-25 25-28 29-31
NUMBER OF WORKING DA Y S
TABLE 5.1.5
Respondents Based On Their Leave In A Month

Taken leave in
S.No month No. of Respondents Percentage
1 0 10 20
2 1 -5 23 46
3 6-10 04 08
4 10-15 10 20
5 16-20 03 06
Total 50 100
Inference:
20 %belongs to 0 days, 46 % belongs to 1-5days, 08 %belongs to 6-10 days, 20 %belongs to
10-15 days, and 06 %belongs to 16-20 days.
CHART-5.1.5
LEAVE IN MONTH
50
40
30
20
Pe rc e n t
10
0
0 1-5 6-10 10-15 16-20
LEA V E IN MONTH
TABLE 5.1.6
RESPONDENTS BASED ON THEIR NUMBER OF WORKING YEARS IN THE
COMPANY
S.No WORKING YEARS No. of Respondents Percentage
1 <5YEARS 16 32
2 <10 years 30 60
3 >10 years 04 08
Total 50 100
Inference:
32 % belongs to <5 years, 60 % belongs to <10years and
08 %belongs to >10 years.
CHART-5.1.6
number of working years in the company

70
60
50
40
30
20
P e rc e n t
10
0
<5 years <10 years >10 years
number worki ng years i n the company
TABLE 5.1.7
RESPONDENTS BASED ON THEIR WORK LOAD
S.No Work load No. of Respondents Percentage
1 Highly satisfied 04 08
2 Satisfied 03 06
3 Neutral 13 26
4 Dissatisfied 25 50
5 Highly Dissatisfied 05 10
Total 50 100
Inference:
08 % belongs to highly satisfied, 06 % belongs to satisfied
26 %belongs to neutral, 50 % belongs to dissatisfied and10 % belongs to highly
dissatisfied.
CHART-5.1.7
WORK LOAD
60
50
40
30
20
Pe rc e n t
10
0
highly satisfied neutral highlydissatisfied
satisfied dissatisfied
WORK LOA D
TABLE 5.1.8
RESPONDENTS BASED ON THEIR WORKING HOURS
S.No Working Hours No. of Respondents Percentage
2 Satisfied 12 24
3 Neutral 05 10
Total 50 100
Inference:
The above table infers that,
20 %belongs to highly satisfied, 24 % belongs to satisfied, 10 % belongs to neutral,
26 %belongs to dissatisfied and 20 % belongs to highly dissatisfied.
CHART-5.1.8
WORKING HOURS
30
20
10
Pe r c e n t
0
WORKING HOURS
TABLE 5.1.9
RESPONDENTS BASED ON THEIR MANAGEMENT POLICY
S.No Management policy No. of Respondents Percentage
2 Satisfied 10 20
3 Neutral 05 10
Total 50 100
Inference:
40 % belongs to highly satisfied, 20 %belongs to satisfied 10 % belongs to neutral, 20 %
belongs to dissatisfied and 10 % belongs to highly dissatisfied.
CHART-5.1.9
MANAGEMENT POLICY
50
40
30
20
Pe r c e n t
10
0
MA NA GEMENT POLICY
TABLE 5.1.10
RESPONDENTS BASED ON THEIR WORKING ENVIRONMENT
S.No Working environment No. of Respondents Percentage
2 Satisfied 10 20
3 Neutral 04 08
Total 50 100
Inference:
46 % belongs to highly satisfied, 20 %belongs to satisfied, 08 %belongs to neutral, 10 %
belongs to dissatisfied and 06 %belongs to highly dissatisfied.
CHART-5.1.10
WORKING ENVIRONMENT
60
50
40
30
20
Pe rc e n t
10
0
WORKING ENV IRONMENT
TABLE 5.1.11
RESPONDENTS BASED ON THEIR RELATIONSHIP WITH THEIR SUPERVISOR

Relation ship with their
S.No supervisor No. of Respondents Percentage
2 Satisfied 05 10
3 Neutral 10 20
Total 50 100
Inference:
04 % belongs to highly satisfied, 10 %belongs to satisfied, 20 % belongs to neutral,
40 %belongs to dissatisfied and 26 % belongs to highly dissatisfied.
CHART5.1.11
RELATIONSHIP WITH THEIR SUPERVISOR

50
40
30
20
P e rce n t
10
0
highly satisf ied neutral highlydissatisf ied
satisf ied dissatisf ied
RELATIONSHIP WITH THEIR SUPERVISOR
TABLE 5.1.12
RESPONDENTS BASED ON THEIR LEAVE AFFECTING THEIR COMPANY OUTPUT
S.No Leave affect company No. of Respondents Percentage
1 Yes 39 78
2 No 11 22
Total 50 100
Inference:
78 %says yes, 22 %says no.
CHART-5.1.12
leave affecting their company output
100
80
60
40
20
Percent
0
yes no
leave affecting their company output
TABLE 5.1.13
RESPONDENTS BASED ON THEIR EMPLOYEES SKILL
S.No Employee skill No. of Respondents Percentage
1 Good 35 70
2 Fair 10 20
3 Poor 05 10
Total 50 100
Inference:
70 % belongs to Good, 2 0%belongs to Fair and 10 % belongs to Poor
CHART-5.1.13
EMPLOYEES SKILL
80
60
40
20
Percent
0
good fair poor
EMPLOYEES SKILL
TABLE 5.1.14
RESPONDENTS BASED ON THEIR SALARY PAID
S.No Salary paid No. of Respondents Percentage
1 Sufficient 20 40
2 In sufficient 10 20
Neutral
3 05 10
Moderately
4 Insufficient 15 30
Total 50 100
Inference:
40 % belongs to Sufficient, 20 % belongs to Insufficient, 10 %belongs to Neutral and 30%
belongs to moderately insufficient.
CHART-5.1.14
SALARY PAID
50
40
30
20
Pe r c e n t
10
0
sufficient insufficient neutral moderately sufficien
SA LA RY PA ID
TABLE 5.1.15
RESPONDENTS BASED ON THEIR COMPENSATION PROVIDED
S.No Compensation provided No. of Respondents Percentage
2 Satisfied 04 08
3 Neutral 10 20
Total 50 100
Inference:
The above table infers that 06 % belongs to highly satisfied, 08 %belongs to
satisfied, 20 % belongs to neutral, 54 %belongs to dissatisfied and 12 % belongs to highly
dissatisfied.
CHART-5.1.15
COMPENSATION PROVIDED
60
50
40
30
20
P e rce n t
10
0
COMPENSATION PROVIDED
TABLE 5.1.16
RESPONDENTS BASED ON THEIR EXISTING JOB
S.No Existing job No. of Respondents Percentage
2 Satisfied 04 08
3 Neutral 10 20
5 Highly 06 12
Dissatisfied
50
Total 100
Inference:
06 %belongs to highly satisfied, 08 % belongs to satisfied, 20 % belongs to neutral,
54 % belongs to dissatisfied and12 % belongs to highly dissatisfied.
CHART-5.1.16
TABLE 5.1.17
RESPONDENTS BASED ON THEIR FACILITIES PROVIDED BY THE COMPANY
S.No Facilities provide by the company No. of Respondents Percentage
2 Satisfied 23 46
3 Neutral 12 24
Total 50 100
Inference:
14 %belongs to highly satisfied, 46% belongs to satisfied, 24% belongs to neutral
l2 %belongs to dissatisfied and 4 % belongs to highly dissatisfied.
CHART-5.1.17
FACILITIES PROVIDED BY THE COMPANY

50
40
30
20
P e rce n t
10
0
FACILITIES PROVIDED BY THE COMPANY
TABLE 5.1.18
RESPONDENTS BASED ON THEIR FLEXIBILITY AND INDEPENDENCE
S.No Flexibility & independence No. of Respondents Percentage
2 Satisfied 04 08
3 Neutral 31 62
Total 50 100
Inference:
The above table infers that 10 % belongs to highly satisfied, 08% belongs to satisfied,
62%belongs to neutral, 12 % belong to dissatisfied and 08 % belongs to highly dissatisfied.
CHART-5.1.18
FLEXIBILITY AND INDEPENDENCE

70
60
50
40
30
20
P e rce n t
10
0
FLEXIBILITY AND INDEPENDENCE
TABLE 5.1.19
RESPONDENTS BASED ON THEIR PROCEDURE FOR TAKING LEAV E
S.No Procedure for taking leave No. of Respondents Percentage
1 Giving a Leave Letter 39 78
2 Not Giving a Leave Letter 04 08
3 Asking Permission 07 14
4 No Leave 0 0
Total 50 100
Inference:
78 % belongs to giving a leave letter; 08 % belongs to not giving leave letter
14 % belongs to asking permission and 0 % belongs to no leave
CHART 5.1.19
PROCEDURE FOR TAKING LEAVE

100
80
60
40
Pe r c e n t
20
0
giving a leave lette not giving leave let askingpermission
PROCEDURE FOR TA KING LEA V E
TABLE 5.1.20
RESPONDENTS BASED ON THEIR REASON FOR TAKING LEAVE
S.No Reason for taking leave No. of Percentage

Respondents
1 Personal Problem 15 30
2 Health Problem 20 40
3 Finance Problem 07 14
4 Working Environment 04 08
5 Others 04 08
Total 50 100
Inference:
The above table infers that 30% belongs to Personnel problem, 40% belongs to Health
problem, 14 % belongs to Finance problem, 08 % belongs to working environment and 08 %
belongs to others
CHART-5.1.20
REASON FOR TAKING LEAVE

50
40
30
20
Pe rc e n t
10
0
personnel problem finance problem others
health problem working environment
REA SON FOR TA KING LEA V E
TABLE 5.1.21
RESPONDENTS BASED ON THEIR ABSENT DUE TO TRANSPORTATION PROBLEM
S.No Absent due to transportation No. of Respondents Percentage

problem
1 In Some cases 23 46
2 Often 05 10
3 Rare 12 24
4 Not at All 10 20
Total 50 100
Inference:
The above table infers that, 46 %belongs to in some cases, 10% belongs to often,
24 % belongs to rare and, 20 %belongs to not at all
CHART-5.1.21
.
30
40 TABLE 5.1.22
20
RESPONDENTS
50 BASED ON THEIR INFECTIOUS DISEASE
10
S.No Infectious
0
diseases No. of Respondents Percentage
1 Yes ABSENT DUE TO TRANSPORTATION

11 PROBLEM 22
2 No 39 78
Total 50 100
N
R
C
E
T
P
Inference:
22 % says yes, 78 % says no.
in some case CHART-5.1.22

often rare not at all
ABSENT DUE TO TRANSPORTATION PROBLEM
AFFECTED BY INFECTIOUS DISEASES

100
80
60
40
20
Pe rce nt
0
yes no
AFFECTED BY INFECTIOUS DISEASES

TABLE 5.1.23
RESPONDENTS BASED ON LEAVE WHENEVER YOU WANT
Leave No. of Respondents Percentage

S.No
1 Yes 04 08
2 No 46 92
Total 50 100
Inference:
08 % says yes, 92 % says no.
CHART 5.1.23
TO GET LEAVE WHENEVER YOU WANT

100
80
60
40
20
Perc ent
0
yes no
TO GET LEA V E WHENEV ER Y OU WANT

TABLE 5.1.24
RESPONDENTS BASED ON INSUFFICIENT REST PAUSE
S.No Insufficient rest pause No. of Respondents Percentage
1 More 29 58
2 Less 05 10
3 Tolerable 16 32
Total 50 100
Inference:
58 % belongs to more, 10 % belongs to less and 32 % belongs tolerable.
CHART-5.1.24
REST PAUSE IS ONE OF THE REASON

70
60
50
40
30
20
Percent
10
0
more less tolerable
REST PAUSE IS ONE OF THE REASON

TABLE 5.1.25
RESPONDENTS BASED ON MOTIVATION TECHNIQUE
S.No Motivation technique No. of Percentage

Respondents
1 Incentives 29 58
2 Bonus 0 0
3 Allowance 21 42
Total 50 100
Inference:
58% belongs to incentives, 0 % belongs to bonus and 42 % belongs to allowance.
CHART-5.1.25
MOTIVATION TECHINIQUE
60
50
40
30
20
Perc ent
10
0
incentives allowances
MOTIV A TION TECHINIQUE

TABLE 5.1.26
RESPONDENTS BASED ON THEIR PERSONAL PROBLEM
S.No Personal problem No. of Respondents Percentage
1 In Some cases 31 62
2 Often 04 08
3 Not at All 15 30
Total 50 100
Inference:
62 % belongs to in some cases, 08 % belongs to often and
30 % belongs to not at all.
CHART-5.1.26
PERSONAL PROBLEM
70
60
50
40
30
20
Percent
10
0
in some cases often not at all
PERSONAL PROBLEM
TABLE 5.1.27
RESPONDENTS BASED ON THEIR COUNSELING PROVIDED BY THE COMPANY
S.No Counseling provided by the No. of Respondents Percentage

company
1 Yes 31 62
2 No 19 38
Total 50 100
Inference:
62% says yes, 38 % says no.
CHART-5.1.27
counseling provided by the company

70
60
50
40
30
20
Pe rce n t
10
0
yes no
counseling provided by the company
TABLE 5.1.28
RESPONDENTS BASED ON THEIR PREFERENCE OF SHIFTS TO REDUCE
ABSENTEEISM
Sl.No Preference of shift No. of Respondents Percentage
1 General Shift 22 44
2 Weekly Shift 21 42
3 Monthly Shift 07 14
Total 50 100
Inference:
44 % prefers general shift, 42 % prefers weekly shift and 14 % prefers monthly shift
CHART-5.1.28
WHICH SHIFT DO YOU PREFER

50
40
30
20
Pe rce n t
10
0
general shif t w eekly shif t monthlyshif t
WHICH SHIFT DO YOU PREFER
TABLE 5.1.29
RESPONDENTS BASED ON THEIR FREEDOM TO CHANGE THE SHIFTS
S.No Freedom to change No. of Respondents Percentage
the shift
1 Yes 13 26
2 No 11 22
3 Rare 26 52
Total 50 100
Inference:
The above table infers that 26 % belongs to yes, 22% belongs to no and 52 %belongs to rare
CHART-5.1.29
FREEDOM TO CHANGE
60
50
40
30
20
Pe r c e n t
10
0
yes no rare
FREEDOM TO CHA NGE
TABLE 5.1.30
RESPONDENTS BASED ON THEIR NEED OF ADDITIONAL LEAVE

S.No Need of additional leave No. of Respondents Percentage
1 Yes 25 50
2 No 25 50
Total 50 100
Inference:

50 % says yes, 50%says no.
CHART-5.1.30
NEED OF ADDITIONAL LEAVE

60
50
40
30
20
10
Percent
0
yes no
NEED OF ADDITIONAL LEAVE
TABLE 5.1.31
RESPONDENTS BASED ON THEIR EXPECTED FACILITIES NEEDED
S.No Expected facilities needed No. of Respondents Percentage

1 Medical 11 22
Facilities
2 Transport Facilities 30 60
3 Others 09 18
Total 50 100
Inference:
22 %belongs to medical facilities, 60 %t belongs to transport facilities and
18 % belongs to others.
CHART-5.1.31
TYPE OF FACILITES
70
60
50
40
30
20
Pe rce n t
10
0
medicalf acilites transport f acilites others
TYPE OF FACILITES
5.2 ANALYSIS USING CHI-SQUARE- 2
TO FIND WHETHER THERE IS DIFFERENCE BETWEEN THE OPINION OF

RESPONDENTS REGARDING THEIR WORKING HOURS
Null Hypothesis
There is no significant difference in the variable among the employees about their
working hours.
TABLE 5.2.1
S.No Working Hours No. of Respondents
1 Highly satisfied 10
2 Satisfied 12
3 Neutral 05
4 Dissatisfied 13
5 Highly Dissatisfied 10
Total 50
FORMULA
(O-E) 2
2 =
E
O = Observed frequency
E = Expected frequency
COMPUTATION OF CHI-SQUARE ( 2 )
TABLE No: 5.2.2
S.No O E (O-E) (O-E)2 (O-E)2 /E
1 10 10 0 0 0
2 12 10 2 4 0.4
3 05 10 -5 25 2.5
4 13 10 3 9 0.9
5 10 10 0 0 0
TOTAL 3.8
Source: Primary Data
The calculated value is 3.8

Degree of freedom = (n-1) = (5-1)
=4
Level of significance = 5%
Table value 4 of DGF and 5% level of significance = 9.48
3.8 < 9.48 - Calculated Value is lesser than Tabulated Value.
Hence, Null hypothesis is ACCEPTED.
INFERENCE
Thus Chi-Square test infers that there is no significant difference in the variable
among the employees about their working hours.
5.3 ANALYSIS USING CORRELATION ANALYSIS
TO FIND WHETHER THERE IS CORRELATION BETWEEN AFFECTED BY INFECTIOUS

DISEASES Vs LEAVE AFFECTING THE COMPANY OUTPUT
Let X be the respondent affected by Infectious diseases.
Let Y be the Leave affecting the company output.
TABLE 5.3.1
S.no Factors X Y
1 Yes 11 39
2 No 39 11
Total 50 50
RANKS
TABLE 5.3.2
S.no Rank of X Rank of Y di = (Xi-Yi)

1 2 1 1
2 1 2 1
Total (Xi-Yi) 2
1-6 di
Formula r = 1- ,By substituting the data to the formula, we get r = -1
N (n-1)
INFERENCE
The value obtained is in negative, where it infers that a change in one variable has an
opposite change in another variable. From the correlation analysis it is inferred that, if the
employees get affected by Infectious diseases then the company output will be get decreased.
5.4 ANALYSIS USING ANOVA
TO FIND WHETHER THERE IS DIFFERENCE BETWEEN THE OPINION OF RESPONDENTS

REGARDING THEIR SALARY PAID VS ABSENT DUE TO TRANSPORTATION
Null Hypothesis
i. There is no any significance difference between Salary paid.

ii. There is no any significance difference between absent due to Transportation.
TABLE 5.4.1
Absent due to
Transportation In some
S.no Often Rare Not at all Total
cases
Salary paid
1 Sufficient 7 1 8 4 20
2 In-Sufficient 6 1 1
2 10
3 Neutral 3 2 0
0 5
4 Moderately Sufficient 7 1 3
4 15
Total 23 5 12
10 50
STEPS
Number of all items N = 16

Sum of all items are T= 50
T
Correction factor CF = = 156.25
N
Total sum of squares SST = 153.75
Sum of squares between column samples SSC = 43.25
Sum of squares between column samples SSR = 31.25
Residual or Error SSE = 79.25
ANOVA TABLE 5.4.2
Sum of Degrees of Mean Square (MS)

Source Of Squares Freedom (d.f) F-ratio
Variation
Treatment
between Salary 43.25 3 14.41
paid
Treatment 1.637
between
31.25 3
Absent due to
10.41
Transportation
Residual or
79.25 9 8.80
Error 1.182
Tabulated value for (3,9) d.f at 5% level of Significance is 3.86
INFERENCE
i. Calculated value (1.637) < Tabulated value (3.86)

Therefore H0 is ACCEPTED.
This shows that there is no any significance difference between Salary paid.
ii. Calculated value (1.182) < Tabulated value (3.86)

Therefore H0 is ACCEPTED.
This shows that there is no any significance difference between Absent due to
Transportation
5.5 ANALYSIS USING WEIGHTED AVERAGE METHOD

TO FIND THE RANKS OF DIFFERENT FACTORS WHICH ARE LISTED BELOW
ACCORDING TO THE OPINION OF RESPONDENTS
TABLE No: 5.5.1
FACTORS Highly Satisfied Neutral Dissatisfied Highly

Satisfied Dissatisfied
WORKING 10 12 05 13 10
HOURS
MANAGEMENT
POLICY 20 10 05 10 05
WORKING
ENVIRONMENT 28 10 04 05 03
RELATION
WITH 02 05 10 20 13
SUPERVISOR
Table 5.5.2
POINT 5 4 3 2 1
WEIGHTAGE
FACTORS H.S S N D H.D TOTAL AVG RANK

WORKING
HOURS 50 48 15 26 10 149 2.98 3
MANAGEMENT
POLICY 100 40 15 20 05 180 3.6 2
WORKING
ENVIRONMENT 140 40 12 10 03 205 4.1 1
RELATION
WITH 10 20 30 40 13 113 2.26 4
SUPERVISOR
INFERENCE
The above table infers that the company gives more weight age first to the working
environment, second to the management policy, third to the working hours, and finally to the
relationship with supervisors. This shows that the employees are very much satisfied with their
working environment.
6.1 FINDINGS OF THE STUDY

1. The age group of employees from group of 36-45 persons is 44%
2. The employee education from HSC is 44%
3. The Experience of the employee from above 5 years is 64%
4. The number of working days by employee is 25-28 is 44%
5. The number leave taken in a month averagely 1-5 is 45%
6. The employee working years <10 years is 60%
7. The work load given to employee at dissatisfied level is 50%
8. The working hours is at dissatisfied to employee is 26%
9. The employee are highly satisfied with management policy is 40%
10. The employee are highly satisfied with working environment is 46%
11. About 40%are dissatisfied with supervisor
12. The absenteeism will affect the company out put at 78%
13. The employee skills in the work is good at 70%
14. About 40%were dissatisfied with compensation provide at the time of absent.
15. Exiting job is satisfied to employee is at 34%.
16. About 46%were satisfied with facilities provided by the company.
17. The flexibility and indepence is neutral is 62%.
18. About 78% were giving a leave letter and taking a leave.
19. The employees are absent due to Health problems 40%.
20. About 46% were absent due to transportation problem
21. The study shows that the infected diseases affected to employees are none at 78%.
22. About 45% says that they take leave whenever they need.
23. The rest pause is more at 58%.
24. The employees are motivated by incentives is 58%
25. In some cases the employees are absent due to personnel problem is 62%.
26. About 62% says they need counseling in the company.

27. About 42% percent prefer weekly shift.
28. The employees change the shift fort the convinces at rare at 52%.
29. About 50% says they need additional leave and 50% says they did not need additional
leave.
30. The most of the respondence says that they need transport facilities at 60%
31. From the Chi-Square test it is inferred that there is no significant difference in the variable
among the employees about their working hours.
32. From the correlation analysis it is inferred that, if the employees get affected by Infectious
diseases then the company output will be get decreased.
33. From the Analysis of variance it is inferred that there is no any significance difference
between Salary paid and between Absent due to Transportation.
34. From the weighted average method it is inferred that the company gives more weight age
first to the working environment, second to the management policy, third to the working
hours, and finally to the relationship with supervisors. This shows that the employees are
very much satisfied with their working environment.
6.2 SUGGESTION AND RECOMMENDATION

In order to minimize the rate of absenteeism the company could take care of employees
healths especially in production unit.
Introducing attendance management programme.
I suggest that by taking disciplinary action which will minimize absenteeism.
Introducing medical facilities for employees and employees family member.
Providing transport facilities for all employees
Motivating the employee by monetary and non monetary awards for those who are
completed 100% attendance.
To improve safety awareness among employee by educating them on health aspects
conducting safety work shop and to reduce noise pollution in few department.
CONCLUSION
The study is carried out to determine the level of employees absenteeism in LIFESTYLE
PVT LTD.
Even though company is providing with sufficient facilities to the employees to an

extent. The company may provide some more facilities like proper ventilation, medical facilities
transport facilities and welfare actives which would reduce absenteeism and enhances the
employees to work more efficiently and effectively for achieving the orginisational objectives.
8.1 LIMITATIONS OF THE STUDY

Even though the studies have conducted properly more is some limitation occurring
more over factory
Time constrain was a major limitation of the study

Some of the respondent are not co- operative to fill the answer for the question
The area of operation in LIFESTYLE PVT LTD.
The study is based upon small population like 50 sample
8.2 SCOPE FOR THE FURTHER STUDY

As the data is collected from Lifestyle store Chennai citicenter, this result cannot correlate
to the entire spinning mill industry. So further researcher may concentrate on other
regions.
This project conducted survey to measure the level of employees absenteeism.
This project is help full for those further those who are under going the project in the
concept of employees absenteeism and to know the reason for the absenteeism in
LIFESTYLE INTERNATIONAL PVT LTD.
APPENDICES
QUESTIONNAIRE
A STUDY ON EMPLOYEES ABSENTEEISM LIFESTYLE STORE CHENNAI

CITICENTER.
Personal Details:
1. I) Name :
II) Gender : Male Female
III) Address :
IV) Department :
V) Martial Status :
VI) Annual Income :
VII) Age:
a) 18 25 b) 26 35 c) 36 45 d) above 45
VIII) Education:
a) SSLC b) HSC c) UG degree d) PG degree e) Others, please
Specify______
IX) Experience
a) Below 2 years b) 3 - 5 years c) above 5 years
Other Details:
2. Number of working days per month:

a) 20 - 22 b) 23 - 25 c) 25 - 28 d) 29 - 31
3. How many days do you take leave in a month?

a) 0 b) 1 - 5 c) 6 - 10 d) 1 0 - 1 5
e) 16 - 20
4. How long you are working in the company?
a) < 5 years b) < 10 years c) > 10 years
5. Rate the factors below according to the satisfaction level.

Highly Satisfied Neutral Dissatisfied Highly
Satisfied Dissatisfied
WORKLOAD
WORKING
HOURS
MANAGEMENT
POLICY
WORKING
ENVIRONMENT
RELATIONSHIP
WITH
SUPERVISORS
6. Does your leave will affect the company out put?

a) Yes b) no
7. How much your company utilizing the employee skills?

a) Good b) Fair c) Poor
8. About the salary paid by the company?

a) Sufficient b) Insufficient c) Neutral d) Moderately sufficient
9. Are you satisfied your compensation at the time of your leave?

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied
e) Highly dissatisfied
10. Are you satisfied with your existing job?

11. How do you feel about your facilities provided by the company?
12. Flexibility and Independence allowed?
13. What is the procedure for taking leave in your organization?

a) Giving a leave letter b) Not giving a leave letter
c) Asking a permission d) No leave
14. Reason for taking leave?

a) Personal Problem b) Health problem c) Finance problem
d) Working environment e) Others
15. How often do you absent due to transportation problem?

a) In some cases b) Often c) Rare d) Not at all
16. Are you affected by infectious diseases?

a) Yes b) No
17. Is it possible to get leave whenever you want?

a) Yes b) No
18. Do you tell insufficient rest pause is one of the reasons for absent?
a) More b) Less c) Tolerable
19. What type of motivation techniques adopted for employees regular to the work?
a) Incentives b) Bonus c) Allowances
20. Does the company helps in your personal problem?

a) In some cases b) Often c) Not at all
21. Do you need counseling in the company for your personal matter affecting you in taking
leave often?
a) Yes b) No
22. To reduce absenteeism which shifts do you prefer if it is adopted?

a) General Shift b) Evening Shift
23. Do you have freedom to change your shift for your convenience?
a) Yes b) No c) Rare
24. Do you need additional leave?

a) Yes b) No
25. What type facilities do you except from the management to reduce absenteeism?
a) Medical facilities b) Transport facilities c) Others, please
specify____
26. Any suggestion to reduce absenteeism_____________________________
BIBILIOGRAPHY
BOOKS:
Kothari, C.R., Research Methodology - Methods & Techniques, New Age international
(P) Ltd., Publishers, New Delhi ,Second Edition ,2004.
Gupta, S.P., Statistical Methods, Sultan Chand & Sons Publishers, New Delhi, Thirty
Fourth Editions, 2005.
Prasath L.M.,Human resources management , Sultan Chand & Sons Publishers, , New
Delhi, Thirty Fourth Editions, 2005.
Reddy& Rao Absenteeism in India , Deep , publication , New Delhi
Aswathappa.k, Human Resource and Personnel Management, Tata Mc Graw Hill, New
Delhi, 1999.
WEBSITES:
www.google.com
www.wikepidia.com
www.absenteeism.com

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PROJECT REPORT ON STUDY OF EMPLOYEES

The project report entitle A STUDY ON EMPLOYEES ABSENTEEISM IN

THE RETAIL SECTOR IN INDIA

Growth over 1997-2010

Growth after 2011

Major Indian Retailers

REI AGRO LTD Retail: 6TEN and 6TEN kirana stores

Fabindia: Textiles, Home furnishings, handloom apparel, jewellery

Reliance Retail-Formats: Reliance MART, Reliance SUPER, Reliance FRESH, Reliance

Reliance ADAG Retail-Format: Reliance World

Nilgiris-Formats: Nilgiris supermarket chain

Marks & Spencer: Clothing, lifestyle products, etc.

ShriKannan Departmental Store (P) Ltd ., : Groceries, Clothing, Cosmetics [Western

Lifestyle International-Lifestyle, Home Centre, Max, Fun City and International

Home centre Stores

An overview of all departments in Lifestyle Store

o ETHNIC & FUSIONWEAR

1. Footwear, Handbags & Travel

2. Beauty & Fashion Accessories

PRIVATE LABLES OF LIFESTYE

The employee absenteeism is booming HR issue in many industries .It helps to

Absenteeism is a habitual pattern of absence from a duty or obligation. An absence refers

2.1 Says FRANCES DAVIES

Absenteeism can have an enormous effect on the productivity of an organization. The

Report Author: ANNE COUGHLAN

IBEC WORKPLACE ABSENCE SURVEY 2004

Absence affects more than just the person who is absent.

2.2 HOW TO DEAL WITH EMPLOYEE ABSENTEEISM

For Employees Who Are Absent

Change Management Style:

Change Working Conditions:

The employees in your company probably work in a well-lighted climate controlled

Develop an Attendance Policy:

If the employee's absenteeism relates to a medical problem or a family member with a

For Employees Who Are Frequently Absent

In order to be covered by FMLA you must be considered an "eligible" employee. An

Information regarding absenteeism among workers in an industrial establishment on account

2.3.1 Instill enthusiasm to curb absenteeism, the Hindu

EVERY organization, irrespective of size and composition, is plagued by the problem of

So it is important that managers provide feedback to employees on a regular basis on

Do it in private, on a one-to one basis

Focus your feedback on one or two things

Do not personally attack the employee

Be honest and prompt with feedback

Reducing employee absenteeism is in the employer's hands. If the staff has to be

Abstract: Using a random sample of 49 UK engineering companies, the influence of profit

2.4 GUIDE LINES FOR ABSENTEEISM CONTROL

2.4.1 INNOCENT ABSENTEEISM

2.4.2 CULPABLE ABSENTEEISM

2.4.3 IDENTIFYING EXCESSIVE ABSENTEEISM

Attendance records should be reviewed regularly to be sure that an employee's sick-leave

2.4.4 INDIVIDUAL COMMUNICATION

2.4.5 PROOF OF ILLNESS

Sometimes it is helpful in counseling employees with excessive innocent or culpable

2.5 COUNSELING INNOCENT ABSENTEEISM

The procedure an employer may take for innocent absenteeism is as follows:

3. Reduction(s) of hours and/or job reclassification

2.5.1 Initial Counseling:

2.5.2 Written Counseling

2.5.3 Reduction(s) of hours and or job reclassification

Corrective Action for Culpable Absenteeism

As already indicated, culpable absenteeism consists of absences where it can be

The general procedure is as follows: [Utilizing counseling memorandum]