INTRODUCTION

Absenteeism is essential to understand and improve the employees

performances through HRD, Absenteeism is the basis for HRD. It was viewed
that Absenteeism was useful to decide upon employees promotion/transfer,
salary determination and the like.But the recent developments human
resources management indicates that Absenteeism is the basis for employee
development.

MEANING:
Absenteeism is method of evaluating the behaviour of the employees in
the work spot, normally including both quantitative and qualitative aspects of
job performance. Performance here refers to the degree of accomplishment
of the tasks that make up an individuals job.

Absenteeism is the systematic description of an employees job relevant strengths and

weakness

The basic purpose is to find out how well the employees is performing the job and
establish a plan of improvement

Absenteeism is a continuous process in every large scale organization.

METHODS OF ABSENTEEISM:
1.Traditional methods
2. Modern methods
TRADITIONAL METHODS:

1.Graphic rating method

2. Ranking method
3. Paired comparison method
4. Forced distribution method
5. Checklist method
a) Simple checklist method
 b) Weighted checklist method
c) Critical incident method
6. Essay or free form Absenteeism
7. Group Absenteeism
8. Confidential report
MODERN METHODS:

1. BehavioralAnchored rating Scales (BARS)

2. Assessment centre
3. Human Resource Accounting
4. Management by objectives
5. Behavioral observational
6. Psychological Absenteeism
7. Result method
8. Productivity measures
9. Balanced scorecard

TRADITIONL METHODS
1.GRAPHIC RATING METHOD:

This is the most commonly used method where two factors i.e employee characteristics and
employee contribution is considered. These traits are evaluated on a continuous scale where the
rater places a mark scale where continuous marks.

2. GRADING METHOD:
Under this method, the rater considers certain features and marks them according to a scale. The
selected features may be analytical ability, cooperativeness, and dependability.

They may be graded as

A for outstanding
B very good or average
C good
D fair
E poor
The actual performance of an employee is them compared with these grade definitions and he is
allotted the grade which best describes his performance.

3.PAIRED COMPARISON METHOD:

In this method each employee is compared every trait with all the persons in pairs one at a time.
The number of the times each individual is compared with another is tallied. These numbers
yield the rank order of the entire group.

4.FORCED CHOICE METHOD:

In this method, a large number of statements in groups are prepared. Each group consist of four
descriptive statements concerning employee behavior. Two statements are most descriptive and
two are least descriptive of each tetrad.The actual weight age of the statements are kept secret.
The appraiser asked to select one statement that mostly describes employeesbehavior out of the
two favorable statements and one statements. The items are usually mix with positive and
negative statements.

5.CHECKLIST METHOD:

Under this method, of questions are presented concerning an employeesbehavior. Here

rater does not evaluate employee performance, he submit reports about it and the personnel
departments does the final rating.

(A). SIMPLE CHECKLIST METHOD:

The checklist consist of a large number of statements concerning employee behavior. The
rater checks to indicate if the behavior of an employee is positive or negative to each
statement.Employee performance is rated on the basis of the number of positive checks. The
negative checks are not considered in this method.
(B). WEIGHTED CHECKLIST METHOD:

In this method the performance ratings of the employee are multiplied by the weights of
the coefficients are added. The cumulative coefficient is the weighted performance score of the

employee. Weighted performance score is compared with the overall assessment standards in
order to find out the overall performance of the employee.

. CRITICAL INCIDENT METHOD:

The essence of this system is that it attempts to measure workers performance of ratees
job. These events area known as Critical incidents. Critical incidents are discovered after
through study of the person working on a job. The collected incidents are then ranked in order of
frequency and importance.

6.ESSAY OR FREE FORM ABSENTEEISM:

Under this method, the supervisors make a free form, open-ended Absenteeism of an employee
when his own words and puts down his impressions about the employee. The description is
always as factual and concrete as possible.

7. GROUP ABSENTEEISM:

Under this method, the Absenteeism group consists of their supervisor and three or four other
supervisors who have some knowledge of their performance rates employees. Supervisors
explains to the group the nature of his subordinates duties. The group then discusses the
standards of performance of that job, the actual performance of the job holders and offer
suggestion for future improvement.

8.CONFIDENRIAL REPORTS:

Under this method, the superior appraises the performance of his subordinates based on
his observation, judgement and intuitions. The superior keeps his judgement and report
confidentially.
MODERN METHODS:

Most traditional methods emphasize either on the task or the workers personality, while making
an Absenteeism. In order to bring about a balance between these two modern methods have been
developed.

BEHAVIOURALLY ANCHORED RATING SCALES (BARS):

The procedure of BARS involves five steps:

GENERAL CRITICAL INCIDENTS:

Persons with knowledge of the job to be appraised and to asked describe specific
incidents of effective performance behaviour.

DEVELOP PERFORMANCE DIMENSIONS:

These people then cluster the incidents into a smaller set of performance dimensions.
Each cluster is defined.

REALLOCATE INCIDENTS:

Any group people, who also know about the job, then reallocate the original critical incidents.
They are given the cluster definitions and critical incjdents and asked to redesign each incident to
the dimension it best describes. Typically a critical incident is remainedif some percentage
(usually 50% to 80% )if this group assigns it to the same cluster as the previous group.

SCALE OF INCIDENTS:

This second group is generally asked to rate (7 to 9 point scales are typical) the behaviour
described in the performance on the appropriate dimension.

1. DEVELOP FINAL INSTRUMENT:

The sub set of incidents (usually 6 or 7 per cluster ) is used as behavior anchors for the
performance dimensions.
2.ASSESSMENT CENTRE:

It is a system or organization, where assessment of several individuals is done by various experts

by using various techniques.

3.HUMAN RESOURCE ACCOUNTING:

It deals with cost of and contribution of human resources to the organization. Cost of the
employee includes cost of manpower planning, recruitment, selection, induction, placement,
training, development, wages and benefits etc. Employee contribution is the money value of
employee service which can measured by labour productivity or value added by human
resources.

4.MANAGEMENT BY OBJECTIVES:

This method has been evolved by peter drunker. MBO seeks to minimize external
controls and maximize and the subordinate and increasing the subordinates own control of his
work. It strongly reinforces the importance of allowing the subordinate to participate actively in
the decision that him directly.

MBO can be described as a process where by the srperior and subordinate manager of
an organization jointly identifies in terms of results expected of him and use these measures as
guides for operating the unit and assessing the contributions of each of its members.

5. BEHAVIOUR OBSERVATION SCALES:

In this method, the appraisers measures how frequently each of the behaviour has been
observed. Appraisers plays the role of observer rather than a judge and provides the feedback to
the appraise continuously.

6.PSYCHOLOGICAL ABSENTEEISM:

Psychological Absenteeism are conducted to assess the employees potential it consists of

in depth interviews, psychological tests, consultations and discussions with the employee. The
psychological Absenteeism results are useful for the decision-making about employee placement,
career planning and development and training and development.
7.RESULT METHOD:

Organizations of the contemporary periods evaluate employee performance based on

accomplishments. They achieve rather than based on the behavioural factors or traits. Employee

accomplishments includes sales, turn over, number of units produced, number of customers
served etc.

8.PRODUCTIVITY MEASURES:

Under this method, productivity measures of Absenteeism, employee are appraised based on the
ratio of output they turned out to the they used. Example, sales to employee salary and benefits,
number of clients served per day etc.

9.THE BALANCED SCRECARD:

It was developed by Robert Kaplan and David Norton. It brings the linkage among
financial, customer, processes and learning. Learning and peoplemanagement contribute to the
enhancement of internal processes, internal processes (product development, services
development etc) are critical for enhancing customer satisfaction and loyalty.
 INDUSTRY PROFILE

Since the Industrial Revolution, We have had many examples of how new discoveries have
translated into greater economic growth for the world. Before that era there was no real concept
of growth, except by conquest, plunder, or Exploration .Most People understood that they were
born with a particular status in life. It is no coincidence that Adam Smiths The wealth of nations
appeared in 1776,at the beginning of the modern era, and we are still indebted to him for his
insight into an economic system that could accommodate and build on this revolution .We must
not lose sight of the miracle that growth rates since then have risen remarkably, even though the
world s population was growing rapidly .Increasingly, jobs have been found for this growing
population at an amazing rate albeit unevenly in different countries.

Although the early inventions of the industrial revolutions were not scientific but largely
empirical technology, later on, and especially in the twentieth century, science has been essential
to modern technologically based industry, and thus crucial to the great economic growth
described earlier. We decided some years ago to illuminate this question by studying the
chemical industry, the first science-based industry. As a science based industry, it began in 1856
in the United Kingdom with the discovery of synthetic mauve by William Henry Perk in, but it
had earlier roots in science, which we explore briefly.

An account of this remarkable development is contained in our new book published in 1998 by
John Wiley and sons in conjunction with the chemical Heritage Foundation, entitled Chemical

and Long-Term Economic Growth, edited by Professor Nathan Rosenberg of Stanford and us.
We are indebted to that study for some of these remarks.

The science of chemistry originated in the 18th century. The first truly scientific chemist was
Antoine Lavoisier, who systematically measured and studied chemical reactions. Unfortunately,
he was guillotined by that other revolution in 1794, not because of his chemical knowledge, but
because he was a tax collector for the Ancient Regime in orders to earn a living.
Lavoisier had followers .The young German Justus von lei big, himself a student of Lavoisier
follower, Joseph Gay-Lussac established the systematic teaching of chemistry at the University
of Giessen in the early 1830s.In so doing, he originated the concept of the research university,
the institutional framework that would lead the German to dominate in chemistry until late in the
nineteenth century. That lineage has continued: M.I.Ts Warren K. Lewis , the founder of
modern chemical engineering, received his doctorate in chemistry at the University of Breslau,
as did many of his colleagues in other German universities

In 1845 the British recruited Liebigs assistant, August Wilhelm von Hofmann, to lead the newly
established Royal College of Chemistry. One of Hofmanns students was Perkin. so here we see
the intellectual chain from Lavoisier to Gay-Lussac to Lie big to Hofmann to Perkin-each
building on his predecessor to the beginnings of the first science-based industry.

But the Royal College did not last as a privately funded institution beyond 1865, when Hofmann
returned to Berlin, disappointed with the lack of support from English industry and universities.
It seems the educational pacesetters were the top institutions- Oxford and Cambridge and they
are focused on the classics, theology and the learned professions, not on science. British industry
was run mostly by eat of the plants industrialists who had little scientific or technical
education.

Our study focused on four representative countries that differentiated themselves from one
another and are therefore valuable for historical purposes, so illustrate how the influences
external and internal to the chemical firms of the world came to the affect the growth of the
industry. These countries were Britain, Germany, the United States and Japan.

Early history:

In the 1830s and 1840s the British had the worlds dominant chemical industry, which was
focused on production of inorganic chemicals. Inorganic compounds are those taken from the
earth, such as salts and minerals and processed into useful products employed directly or used in
further processing .One leading set of products is the alkalis, such as lime, soda ash and caustic
soda used extensively in textiles, glass making, fertilizers etc., Organic chemicals such as
ethylene, benzene and propylene, which are produced in large quantities are more typical
examples of heavy chemicals.
The early version of the inorganic chemical industry was in some sense closer to mining that the
science based chemistry of today. Perkins discovery in 1856 launched the modern chemical
industry. Since then, organic compounds have proved the most important chemicals, because
they are more varied and pervasive then the inorganic compounds. Organic chemistry begins
with inputs that contain hydrocarbon. e.g., coal oil and natural gas which form the backbone of
final organic chemical outputs. In the first stage of processing, these raw materials are refined to
produce primary outputs such as benzene and ethane. The final output may, for example be nylon
or polyester fiber, a plastic or a pharmaceutical product. The hydro carbon backbone for British
dye stuffs and for organic chemistry throughout almost all of the nineteenth century was
provided by coal.

Britain dominated the dyestuff industry until the 1870s. These were glory times for England.
The nation was rich. Its organic chemical industry making dyestuffs had the technical know-how
the largest supply basic raw material (coal), and the largest customer base (textiles). But those
advantages slipped away, and by the end of the 1880s the Germans dominated the organic
chemical industry. By1913, German companies produced about 140,000 tons of dyes,
Switzerland produced 10,000 tons and Britain only 4,400 tons. The American industry was a
large producer of basic inorganic chemicals but for its organic chemicals it depended mainly on
German dyestuff and other imports except for domestic production of explosives.

World War I changed the relative positions of nations in the chemical industry, at least For a few
years. The United States was cut off from German dye stuff and built its own chemical industry.
The German industry, shattered by war, fell on hard times. In1925ermany formed the IG Farben
Company, merging all dye firms into one company. Britain created Imperial Chemical Industries
(ICI) through a merger of smaller entities in 1926. In the U.S a number of consolidations took
place from private.

EVOLUTION OF INDUSTRY STRUCTURE:

Two principal driving forces have been behind the industrys growth in the past half of century:

1. Polymer science, which developed the synthetic fibers, resins, adhesives, paints, and coatings
that virtually define modern materials; and
2. Chemical engineering. Which made it possible to produce these materials at costs low enough
to ensure their success (Aurora and Gambardella, 1998)?

Petrochemicals are used as starting materials for polymer products. The United States, which
has abundant oil and natural gas reserves, was the first country to develop a petrochemicals
industry, beginning early in the century. World War II had a major impact on technology and the
industrys structure. As part of the war effort, the U.S. government funded large programs for
research and production of synthetic rubber and created massive demand for oil for aviation fuel.
After the war the demand for cars and gasoline skyrocketed, and by 1950 half of the total U.S.
production of organic chemicals was based on natural gas and oil. By 1960 the proportion was
nearly 90 percent (Chapman 1991). Several oil companies, most notably shell, Exxon, Amoco,
BP and Arco, become major producers of basic and intermediate chemicals derived from
petroleum feedstocks.

The chemicals industry in Germany and Britain rebuilt and grew rapidly, shifting its organic
chemical production from coal to petrochemicals nearly as quickly as had the United States.
During the 1950s and 1960s, Japan made an astonishingly rapid entry into petrochemicals,
leading to a rapid growth of the chemical industry. Apart from the three main keiretsu (Mitsui,
Mitsubishi, and sumitomo), several other companies, such as Asahi Chemical plants (Hiking et
al, 1998).

The technological lead of U.S. chemical producers in petrochemicals was eroded as oil
companies and engineering design firms diffused the technology internationally. Technology for
producing a variety of imported products became more widely available.

Moreover, the development of a world market in oil meant that the oil and natural gas
endowments of the United States did not prove to be an overwhelming of comparative
advantage:

By the end of the 1960s, European countries and Japan had successed in closing much of the gap
with the United States. Since then, relative shares in world output have largely remained
constant, although in some sectors, such as pharmaceuticals, some relative changes have
occurred. Because most of the leading companies in the world are highly globalized, one must be
cautious in linking the performance of firms with their so called national industries. With the
provision, we also note that the leading U.S.

By 1992, seven European Countries (Germany, United Kingdom, Italy, France , Netherlands,
Belgium and Denmark) taken as a group produced about 20 percent more than the U.S. chemical
industry output; these figures have been fairly stable during the 1980s and early 1990s. Japan
has been increasing its share of world chemical production.

Even so, Japans share of world chemical production is smaller than its share in world
manufacturing. Europe as a whole has a higher share of world chemicals output than it does of
world manufacturing output, while the U.S. share in chemicals the same as its share in
manufacturing output.

Examining an output index for chemical subsectors shows that drugs and pharmaceuticals have
grown the fastest of all subsectors in the United States, followed by synthetic Polymer based
sectors such as rubber and plastic products. Although data for Japan and Europe cannot compare
with each other or with the United States, tentative conclusions can nonetheless be drawn. In
Japan, basic petrochemicals and aromatic products such as benzene remain the growth sectors.

Following the big technology push in the industry during the 1950s and 1960s, technology
diffused more widely than it ever had before. In addition to the efforts of SEFs, increased
competition and slower demand growth lowered the payoffs to traditional types of innovations.
Commercialization became more expensive and required ever more sophisticated knowledge of
customers and the market.

Faced with overcapacity, the industry, drive in part by the relentless pressure from shareholders
and their representatives. Major realignments of the product portfolios of many firms followed,
with many firms followed, with many mergers, divestitures, and acquisitions and the rise of
entirely new firms in the industry.

During this phase, many firms cut down on R&D and refocused R&D expenditures on shorter-
term projects and away from more fundamental research. In the past couple of years, there are
some indications that the industry may be entering a new phase of technological change, and
R&D spending appears to be picking up also, as well as increased activity in transborder
acquisitions in addition to domestic ones.

The adjustment o the new equilibrium was slow and painful. Economies of large-scale
production meant that existing producers had sunk large investments in capacity, especially in
the basic intermediates. The problem was magnified because many chemical and petrochemical
operations were highly integrated, both vertically and horizontally

The process of restructuring illuminates how the strategic importance of different types of
investments. Together with the nature of corporate strategy and corporate governance, changes
as a high technology industry nature. During the first phase of restructuring, the industry
rationalized capacity by phasing out older and less efficient capacity. This phase of the
restructuring appears to have been accomplished in the United States by the mid-1980s. It was
followed by a restructuring in the corporate sector that reached its peak in the United States in
the late 1980s, but continues today. Restructuring in Western Europe appears to have lagged
behind the United States by about five years or so.

The process of restructuring has been most marked in the basic and intermediate petrochemicals,
the sectors with the strongest competition. Several traditional chemicals companies in the United
States and Europe are exiting from some of their commodity chemical businesses and moving
downstream, focusing on businesses where product differentiation based on quality and
performance allows for higher margins. In their place, oil companies such as shell, BP, Exxon,
Arco, and Amoco (now BP-Amoco, soon absorb Arco) and other firms such as Vista, Quantum,
Cain, Sterling, and Huntsman have stepped in many of the latter are new firms that have taken
over the exiting commodity chemicals businesses of firms such as Conoco, Texaco, Monsanto,
and USX. In Europe as well, new focused firms such as Borealis, Clariant, and Montell have
been formed by merging businesses of existing companies. The new companies seem to be
separating into those that produce high value added, specialty chemicals and those that
manufacture larger-volume commodity chemicals.

The timing and pattern of restructuring points to the role of capital markets. Restructuring began
in the United States and has taken place for more slowly in Europe, but its pace has been even
slower in Japan (Hikino et al, 1998). The increasing importance of mutual funds and pension
funds and the greater attention to shareholder value have pressured management to improve
financial performance. The social welfare implication of the restructuring are unclear, and the

debate has been closely tied up with the broader debate on the virtues and vices of the Anglo-
Saxon system of finance versus

The bank-based system of Germany and Japan (Richard, 1998; Da Rin, 1998). Stock markets
appear to disfavor diversified firms with portfolios that include both commodities and
specialties. The reason perhaps lie in the greater difficulties of managing such firms as well as
the greater difficulties in evaluating the performance of the management of a

Our book traces in the greater detail how factors external and internal to the firms ,at differing
times, affected the economic performance of their industries as well as the firms and in most
cases, of their countries .In some cases , the non technological factors dominate : in others, they
may discourage growth and innovation. It is not easy to quantify all the effects ,and that is why
the historical account must be largely qualitative .(See also Mowery ,ed.,1999) But that doesnt

mean useful conclusions cannot be drawn for general policy and institutional environments
external to firms that favor growth and innovation.
Chemical Industry Map in India
COMPANY PROFILE

CHAITANYA CHEMICALS

Established in the year 1991, Chaitanya Chemicals today is the largest manufacturer of
Barium Chloride
The company is led by the co-founders Mr.S.V.Rama Moorthy and
Mr. G.V. Chandra Mouli
Chaitanya Chemicals today manufactures Barium Chloride, Barium Carbonate, Barium
Nitrate, Barium Hydroxide, Barium Sulphate, Barium Sulphide, Sodium Hydro Sulphide
and Sodium Sulphide
Chaitanya Chemicals is currently exporting to quality conscious consumers in USA
,Japan, Jordan ,Singapore , Dubai , Saudi Arabia ,Germany ,Taiwan and Europe .Till to
date all barium chloride leaving Indian shares is manufactured at Chaitanya Chemicals
Chaitanya Chemicals is located at Kadapa, Andhra Pradesh in South India. India is the
second largest producer of Barytes (raw material for all Barium Salts) and all of that
Barytes is mined at Kadapa, our home town .The availability of the best quality raw
material (free of strontium & other heavy metals), commitment of the management for
excellence and spirited team work of all the work force have made Chaitanya Chemicals
stand at par with the best suppliers in the world in terms of quality and competitiveness.
CHAITANYA CHEMICALS LOCATION:

India is the second largest producer of Barites in the world Kadapa is the only place in India.
Where mining is done for barites are Kadapa has the single largest deposit of barites in the
world. This district contributes to nearly 30% of the world barites production.

Kadapa is 250kms away from Chennai and Banglore. Chennai port is the nearest port to kadapa.
A domestic airport is being renovated and is due to be competed with the end of 2012. Kadapa is
well connected with all the cities by road and railway network. Kadapa is the major stop for all
trains between Mumbai and Chennai.

Chaitanya Chemicals are located in this hometown of barites and we have the best quality and
unlimited supply of barites to process. These home advantages combined with our dedication to
produce the best quality material made us stand at par with the best quality, quantity and
competitiveness

HISTORY OF CHAITANYA CHEMICALS

Chaitanya Chemicals was started humbly in 1991 with the production of Barium Sulphide. As a
result of their perseverance to quality since inception with highly motivated work force and with
inception, with highly motivated work force and Cutting edge management led by Mr. S.V.Rama
Moorthy and Mr. G.V. Chandra Mouli, Chaitanya chemicals today is the largest producer of
barium chloride and Sodium Hydro Sulphide in India. With the state of the art technology in the
production line and an excellent R&D to complement, Chaitanya Chemicals now export it
products to countries in the North America, Europe and the Middle Europe and the Middle East
and has become a synonym to Barium chloride and sodium Hydro Sulphide in India.

Established in 1991 Chaitanya chemicals today is the largest manufacturer of Barium

Chloride (15000 MT per annum) and sodium Hydro (10000 MT per annum) in India. The
company is led by the co-founders of Mr.Rama moorthy and Mr. Chandra mouli.

Chaitanya chemicals today manufacture

Barium Chloride
Barium carbonate
Barium nitrate
Barium Hydroxide
Barium sulphide
Sodium Hydro sulphide&
Sodium sulphide.

Chaitanya chemicals are currently exporting to quality conscious customers in USA, Japan,
Singapore, Middle East, France, Taiwan, Germany etc. Till to dates all Barium chloride leaving
Indian shores is manufactured at Chaitanya Chemicals
 Chaitanya Chemicals is located at Kadapa, Andhra Pradesh in South India. India is the second
largest producer of Barytes (raw material for all Barium Salts) and all of that Barytes is mined at
Kadapa, our home town .The availability of the best quality raw material (free of strontium &
other heavy metals), commitment of the management for excellence and spirited team work of
all the work force have made Chaitanya Chemicals stand at par with the best suppliers in the
world in terms of quality and competitiveness.

CHAITANYA CHEMICAL (NEW UNIT)

Year of Establishment: 2009

Products: Barium chloride, Barium Carbonate, Barium sulphide, Sodium

hydrosulphide, Sodium sulphide

Capacity: Barium chloride -10,000 MT per annum

Barium Carbonate-5000 MT per annum
Barium Sulphide-20,000 MT per annum
Sodium Hydrosulphide-3000 MT per annum
Sodium sulphide- 3000 MT per annum

Certificates: In process

No of employees: 75

Location: Plot # 5 &6, IDA, Kadapa, Andhra Pradesh

This is the latest addition to our manufacturing plants. This plant is equipped with state of the art
infrastructure. Production line is totally automated thus avoiding human errors. This plant is equipped
to handle the materials from ore till the finished product.
 CHAITANYA CHEMICALS

Year of
1987
Establishment:

Products: Barium chloride (dihydrate and anhydrous), Sodium hydrosulphide, Sodium

sulphide

Capacity: Barium chloride -5000 MT per annum Sodium Hydrosulphide-1500 MT per annum
Sodium sulphide- 1000 MT per annum

Certificates: ISO 9001:2000,

No of 100
employees:

Location: Rami reddy kottalu, vallur mandal, Kadapa, Andhra Pradesh

This is the first of our plants. We have been exporting Barium chloride from this plant for the past six
years.
 CHAITANYA INDUSTRIES

Year of Establishment: 2004

Products: Barium sulphide (BaS)

Capacity: Barium sulphide-9000 MT per annum

Certificates: ---

No of employees: 45

Location: Plot # 9, IDA, Kadapa, Andhra Pradesh

This plant caters the raw material needs of Chaitanya chemicals and RCS chemicals.

QUALITY OF CHAITANYA CHEMICALS PRODUCTS

Since its establishment Chaitanya chemicals has been maintaining highest standards in quality
control .To keep up the standards chaitanya chemicals has a committed team of personnel
monitoring the manufacturing process and manufactured products.
 PRODUCT PROFILE

Barium chloride dehydrate

Barium chloride dehydrate high pure

grade

Barium chloride anhydrous

 Barium carbonate

Barium nitrate

Barium s1. Barium Chloride Hydrous (baci2, 2H2O)

Description: White crystalline powder free flowing production capacity is 5000 tones per
annum.

Applications:
 Water treatment such as Removal of sulphate Ion from brine solutions in chlor-
Alkali plants
Used in pigmnents
Used in manufacture of sterates ,Hydroxides and peroxides
Used as a catalyst in petrochemical products
Specifications:

Purity Min 99%

Sodium Max 0.03%

Calcium as ca Max 0.003%

Magnesium Max 0.01%

Sulphur as s Max 0.02%

Iron as fe Max 0.005%

Strontium Max 0.005%

2. Barium chloride Anhydrous (Bacl2):

Description: White crystalline powder free from moisture and is free flowering.

Applications:

As one of the ingredibe in heart treatment salts.

Has almost the same specification as the Barium Chloride hydrous material.

The moisture content is less than 0.5%.

3. Sodium Hydro Sulphate (NaHS or NaSH)

Description:

Clear lemon yellow solution free from any suspension impurities.

Production capacity of 400 tons per month.

As 31% solution, As 71% flakes (yellow)

 Applications:

As source of Hydrogen Sulphide

Used in tanneries for Dehairing of hides

As a reducing agent in chemical processes
Specifications:
NaSH solution flake Min 31%,Min71%

Na2s content Less than1%

Iron as Fe Less than 0.1%

Colour Lemon yellow transparent

Ammonia ,Caustic and Mercaprians Almost free

Flakes are free from clumps

4. Sodium Sulphide flakes (Na2s Flakes)

Description:

Clear lemon yellow solutions free from any suspension impurities.

Production capacity of 400 tons per month.

As 31% solution, as 71% flakes (yellow)

Applications

Used in dyes, intermediate and in tanning industry

Specifications:

Na2S% 58-60 Grade I

50-52 Grade II

Both red and yellow (iron Free) Flakes Available

5. Barium Sulphate precipitated (BaSO4):

Commercially called as Balance Fixe. Production capacity of 350 tones per month. We produce
Nano scale Barium sulphate with the average particle size less than0.8 microns.

Applications:

Used in powder coatings.

Used in paints and pigments.
Used in batteries.
Printing links.
We produce different grades of Barium Sulphate for different applications .Please contact us for
specification and further details.

6. Barium sulphate precipitated (Epoxy putty grade):

This material has flower oil absorption and has higher bulk density when compared to powder
coating grade.

Applications:

As a filter in epoxy putties

Color White powder free from order

PH Between 6.5 and 8

Oil Absorption per 100 ml 12gmd to 15gmd

Bulk Density 1.4 to 1.65

Mesh in BSS -0-100 0.3%

100-200 0.7%

200-300 2.5%

Carbonates Nil

We also process heavier grades and natural grades of Barium sulphate which are used as filters in
paints, powder coating and corckeries.

7. Barium Nitrate:
This material is the form of clean White crystal free from foreign matter. The particle size of the
material will be as per the requirement.

Applications:

o Used in explosive and pyrothecnic compositions.

Specifications:

Moisture 0.5%

Matter insoluble in water (total) 0.5%

Matter insoluble in water (organic) 0.1%

Hygroscopicity 0.5%

Chloride (as NaCI) 0.25%

Chlorates To pass net

Nitrites (KNO2) 0.03%

Sodium compounds 0.5%

Ammonium compounds (as NH3) 0.01%

Calcium compounds (as calcium Nitrate) 0.05%

Barium Nitrate content as Ba (No3)2 99.00%

CHAITANYA CHEMICALS VISION:

Chaitanya Chemicals Vision

Is to be the most reliable and reputed supplier of Barium salts in the world we wish
to achieve through our commitment to quality and spirit of team work. Our vision is
to the best suppler in the field of barium chemicals in India and to be the one stop
for all barium chemicals. To realize this we are in the persuit increasing our range of
products and we hope to increase our presence in the world market with a promise
of the best quality ,unlimited quantity the best quotation and the best service

Competitors

1) M/S Vishnu Chemicals

2) M/S Athiyappa Chemicals

Management Of Chaitanya Chemicals:

1. Managing partner : S.V. Rama Moorthy

2. Executive Partner : G.V. Chandra Mouli
3. Management Representative : S. Guru Sankar
 RESEARCH METHODILOGY
NEED OF THE STUDY

The present work has been under taken to analyse the problem of absenteeism, it impact on
chaitanya chemicals, kadapa. Absenteeism is universal, but the magnitude varies according to
place and occupation. The management being uncertain about the duration of absenteeism,
inhibit appropriate measures to fill the job. The study reveals that absenteeism affects production
predominantly. Absenteeism rate is a yard stick indicating employees attitudes towards his work
and organization. The study of finding the factors influencing absenteeism and analyzing the
reasons can be initiated in other departments.

OBJECTIVES OF THE STUDY

To determine the causes of absenteeism

To establish the effects of absenteeism performance

To make recomandations to management to implement polices and strategies that will

reduce high levels of absenteeism

SCOPE OF THE STUDY

The study was confined to the aspect of Absenteeism only and other factors like welfare
scheme, pay packages, job satisfaction etc.
Performance is the process of identifying strength and weakness of the firm.
Absenteeism is identifying the further improvement in employees.

METHODILOGY

This chapter deals with the title of the study, the need of the study i.e., for what purpose the study
is actually carried out, the scope of the study, the objective of the study, the various sources of
data collection, the study instruments used for conducting survey like questionnaire, interview
etc, the way the data is analyzed, the presentation of the study and finally the limitation involved
in the study.

SAMPLING

POPULATION:
In statistical uses the term population is any finite or infinite collection of
individuals. The population of the study is associates of the technical department of
the company.

Population size: Population size constitutes 200 associates

Sample size : Sample size is 120
Sample unit : A sample unit is technical department
SOURCES OF DATA COLLECTION:

Data for the present study is collected through primary data and secondary data

Primary data:

The primary data collected through Questionnaires and interacting with the associates.

SECONDARY DATA:

For the study on Absenteeism system . The secondary sources used are various textbooks on
Absenteeism, company reports, company policies, brochures and various websites.

DATA COLLECTION METHOD OR QUESTIONNAIRE

Keeping in view the above objective questionnaire was prepared for the distributing among the
employees to know their regarding EMPLOYEE ABSENTEEISM in CHAITANYA
CHEMICALS PVT LTD,KADAPA. These questions were wised out in the end and after making
suitable modifications. They were finalized and developed in to a full pledge questionnaire with
a suitable scale.

TOOLS OF ANALYSIS
Percentage Analysis: In this research various percentage are identified in the Analysis and they
are presented pictorially by way of Bar Diagrams and in order to have a better quality.

Percentage = No. of respondents 100

Total samples

Chi Square test:

It is used to check accuracy of the statement given by respondents with the help of hypothesis.To
2
test the hypothesis of the study. The following statistics is considered for independence of

attributes.

n n 2
(OijEij)
2 = [ ]
Eij
i=1 j=1

Where Oij=Observed frequencies at i,j

Eij = Expected frequencies at i, j

r =number of rows

c= number of columns

Calculated value <table value, accept the null hypothesis H0

RESEARCH DESIGN

DESCRIPTIVE STUDY:
A research design is the arrangement of conditions for collection and analysis of
data in manner that aims to combine relevance to the research purpose with
economy in procedure.

LIMITATIONS OF THE STUDY

Options expressed by the employees in the Questionnaire may not be very genuine.
 What the associates actually feel may not be truly expressed and hence there is the
conclusion drawn from them need not apply to the whole organization.

Research approach: survey methodThe Questionnaire was administered through contacts

with respondents.

Questionnaire: A structured questionnaire is designed which consist of closed ended questions

with 5 point scale and the respondents were made personally to get their responses. The 5-
point is named as strongly agree agree undecided, disagree and strongly disagree.