Maha Project (Repaired)

A STUDY ON EMPLOYEE ABSENTEEISM AND
EMPLOYEE MORALE WITH REFERENCE TO

MODERN BAKERY
PROJECT REPORT
Submitted by:
MAHA SOMAN
REGISTER NO.: _________
Under the Guidance of
Prof.___________________,
Faculty, Department of Management Studies
In partial fullfilment of the award of degree

of
BACHELOR OF BUSINESS ADMINISTRATION
DEPARTMENT OF MANAGEMENT STUDIES

UNIVERSITY OF CALICUT
ACKNOWLEGEMENT
First and foremost, I thank the God for his substantial blessing and
mercy at all stages in the completion of the project.
The successful completion of any task would be incomplete without

mentioning the names of persons who helped to make it possible. I take this
opportunity to express my gratitude in few words and respect to all those
who helped me in the completion of this project.
I am extremely grateful to Our Managing director Prof. Mohammed

Rahmatulla for providing necessary and essential facilities to do this project
work.
I express our sincere thanks and deep sense of gratitude to our Head of
Department Mrs. Reena Department of Management Studies for providing
me with an opportunity to study and for her encouragement, support and
guidance to complete this project work successfully.
I convey my heartiest thanks _____________________, Chairman of

Modern Bakery, Dubai, U.A.E, who kindly granted permission to do this
project work in his esteemed organization.
Finally, I express our sincere thanks and deep sense of gratitude to my

family members and friends for giving timely advice in all the ways and in
all aspects for the success of this project work.
ABSTRACT
The absenteeism is the major factor that affects the organization

growth. Absenteeism is the emerging human resources issue in this
organization. The study on employee absenteeism and employee moral in
Modern Bakery helps the management to evaluate the main cause of
absenteeism and the mental attitude of the employee towards the
organization.
A structured questionnaire is prepared and the data are collected from the
Modern Bakery employees. The data are collected are analyzed using the
statistical tools like percentage method, chi-square, weighted average
method, Correlation, mean standard deviation.
From the analysis it is inferred that the major factors for absenteeism are
health problem, heavy workload. Certain facilities like transportation,
canteen is not satisfactory to the employees. So the general morale of the
employee is normal.
Table of Contents
2 CHAPTER –I: INTRODUCTION...............................................................................9

2.1 1.1 COMPANY PROFILE....................................................................................9
2.2 1.2 INTRODUCTION TO STUDY....................................................................15
3 CHAPTER –II: REVIEW OF LITERATURE...........................................................16
3.1 ABSENTEEISM.................................................................................................16
3.2 MORALE............................................................................................................21
3.3 REVIEW OF LITERATURE FROM JOURNALS, THESIS & SEMINOR
PAPER...........................................................................................................................29
4 CHAPTER – III: OBJECTIVES OF THE STUDY...................................................31
4.1 Primary objective:...............................................................................................31
4.2 Secondary objective:...........................................................................................31
5 CHAPTER – IV: RESEARCH METHODOLOGY...................................................32
5.1 Research..............................................................................................................32
5.2 Methodology.......................................................................................................32
5.3 Research design...................................................................................................32
5.4 Sample size.........................................................................................................32
5.5 Types of data.......................................................................................................32
5.6 Defining the population......................................................................................33
5.7 Sampling plan.....................................................................................................33
5.8 Period of study....................................................................................................33
5.9 Analytical tools...................................................................................................33
6 CHAPTER – V: DATA ANALYSIS AND INTERPRETATION...............................36
7 CHAPTER – VI: FINDINGS OF THE STUDY & SUGGESTION AND
RECOMENDATION.........................................................................................................65
7.1 FINDINGS OF THE STUDY.............................................................................65
7.2 SUGGESTION AND RECOMMENDATION:..................................................66
8 CHAPTER –V: CONCLUSION................................................................................67
9 CHAPTER –VIII: LIMITATIONS OF THE STUDY & SCOPE FOR FURTHER
STUDY..............................................................................................................................68
9.1 LIMITATION OF THE STUDY.........................................................................68
9.2 SCOPE FOR FURTHER STUDY......................................................................69
S.N TABLE NAME PAGE.NO
5.1 GENDER WISE CLASSIFICATION OF RESPONDENTS
5.2 AGE WISE CLASSIFICATION OF RESPONDENT
5.3 CLASSIFICATION OF THE RESPONDENTS BASED ON
THEIR DEPARTMENT
THEIR MONTHLY INCOME
THEIR EXPERIENCE
THEIR FAMILY MEMBWE
THEIR NEW IDEAS
THEIR LEAVE PER MONTH
THEIR SHIFT
THEIR LEAVE WITH PRIOR PERMISSION
5.11.1 ANALYSIS OF OPIONION RECORDING TO GENDER AND
PROMOTION
OBSERVED FREQUENCY
5.11.2 EXPECED FREQUENCY
5.11.3 CHI-SQUARE TABLE
5.12.1 ANALYSIS OF OPIONION RECORDING TO JOB
EXPERIENVE AND LEAVE WITH PRIOR PERMISSION
OBSERVED FREQUENCY
5.12.2 EXPECTED FREQUENCY
LIST OF TABLES
5.13.1 ANALYSIS OF OPIONION RECORDING TO MOTIVATION

AND PROMOTION
OBSERVED FREQUENCY
5.14.1 ANALYSIS OF OPIONION RECORDING TO MOTIVATION
AND REWATD
OBSERVED FREQUENCY
5.15 TO FIND THE RANK FOR ABSENTEEISM
5.16 TO FIND THE RANK FOR THE FACTORS
5.17 ANALYSIS OF RELATIONSHIP BETWEEN SUPERVISOR
AND COWORKER
5.18 ANALYSIS FOR THE FACTORS
LIST OF CHART
S.N CHART NAME PAGE.NO

5.1 GENDER WISE CLASSIFICATION OF RESPONDENTS
5.2 AGE WISE CLASSIFICATION OF RESPONDENT
THEIR DEPARTMENT
THEIR MONTHLY INCOME
THEIR EXPERIENCE
THEIR FAMILY MEMBWE
THEIR NEW IDEAS
THEIR LEAVE PER MONTH
THEIR SHIFT
THEIR LEAVE WITH PRIOR PERMISSION
CHAPTER –I
INTRODUCTION
1.1 1.1 COMPANY PROFILE
Name of the company with address:

Modern Bakery L.L.C.
Zabeel area
Dubai - U.A.E.
00971(4)3371100
00971(4)3475888
Modern Bakery L.L.C. ultra-modern fully and semi automatic production
lines with their enormous production capacities and highly trained
professional personnel are the basic of its image of quality, an image that is
recognized through out the U.A.E.
Our prolonged efforts today mean that we are supplying our consumers, not
only the traditional products but also a wide range of new varieties of
products which are exceptional in quality and competitive in prices
Modern Bakery L.L.C. products range consists of more than 1000 varieties
of quality products produced under strict hygienic conditions. Our Arabic
sweets Backlawa, Kunafa Cheese, Kunafa Kishta, Mabrooma, Brazik,
Kataif, Awama and Namura have appetizing taste and flavor. Our
Strawberry, Fresh Fruit and Black Forest Cakes are mouth-watering with
extended shelf lives. We are the manufactures of huge variety of all types of
bread items and are catering the needs of all the fast food chains with a most
modern manufacturing plant capable of producing all the products they need.
Modern Bakery is to give customers a real value for their money in the form
of the products they need.
1.1.2 Resource Management
Purpose
To define the policy and plant to provide the resources needed.
 To implement the quality management system effectively.

 To realize the production of breads fully meeting customer
requirements.
Scope
All the employees Infrastructure and work environment of the
organization
1.1.3Responsibility
Top Management
Top management is responsible for the provision of adequate
resources and ensuring effective utilization.
Employees
All the employees are responsible in ensuring effective utilization of
the resources provided.
Management representative
Management representative is responsible for monitoring all areas

where resources are required and communicating then to the top
management.
Provision of resources
The management is providing all the necessary resources to
implement and maintain the quality management system.
Human resources
o It is ensured the person’s employees are knowledgeable, competent to
carryout the job assigned, and employee’s records are maintained.
o Training needs are identified and training is imparted at the time of
induction of employee’s and also on periodical basis.
o All the employees are given awareness and training on the quality
management system as per ISO9001 requirements.
o Selected persons are given training in internal quality audit methods
and they will be carrying out the periodical internal quality audit.
Infrastructure
The entire essential infrastructure has been provided to achieve
conformity of the product requirements, there include;
a. Building
b. Workspace
c. Machine/equipments, material management system
d. Measuring instruments & gauges.
The maintenance and house keeping are effectively done as per plan
and records maintained.
Work environment
The work area is will ventilated and a healthy and hygienic
environment is provided for the employees.
Organization chart
The top management has structured the organization to streamline the
execution responsibilities of various incumbents and their reporting system
to achieve efficient quality management.
UNIT HEAD
Personnel Management Production Maintenance Lab

Manager representative In-charge In-charge In-charge
Shift General stores S&F
1.1.4 Distribution of the responsibility & authority:

I. Unit head:
 The unit head the company and is responsible
 To ensure that quality policy and objectives are met.
 To ensure continual improvement based on feedback from
management review meetings.
 To ensure provisions of adequate resources for the effective
functioning of the quality management system.
 The delegated responsibility and authority for the effective
functionary of the system is attached as a responsibility matrix.
II. Management representative

The management representative shall have the responsibility
and authority for:
 Ensuring that the quality system is established, implemented and
maintained accordance with ISO9001:2000.
 Organization internal quality audit, once in a quarter.
 Verifying the implementations of corrective and preventive action
plans.
 Initialing incorporation of amendments to this quality manual and
quality system procedure as and when necessary.
 Ensuring timely action of reporting to the top management about
the performance of the quality management and the improvement
needed if any.
 Ensuring that all reviews are organized as per documented plan
and minutes maintained.
 Monitoring the control of external documents.
III. Internal communication:

The organization has established a very effective system for
internal communication to ensure that information reaches every point of
importance in time by circular and also by notice board.
1.1.5 Quality policy

We at Modern Bakery are committed to manufacture and
supply quality products meeting customer specifications and delivery
schedules achieved by continually process improvements, up graduation, of
technology, quality system, effective training of personnel and migrating
towards being the lowest cost products.
1.1.6 Planning
Quality objective
 Reduce product wastage.
 Reduce customer complaints.
 Implement GMP’S progressively
 Upgrade infrastructure to ensure food safety.
1.2 1.2 INTRODUCTION TO STUDY
‘A study on employee absenteeism and employee morale’ in Modern

Bakery’.
The absenteeism of employee in the organization is so many reasons.

These reasons are thoroughly identify the study.
The morale of the employee in the organization is high or low,

thoroughly identifies the study.
ABSENTEEISM
Unsuitable absent of adequate heavy employer health family
Working welfare facilities workload relation problem function
Conditions
MORALE
Job Salary Canteen Transport Medical

Facilities facilities facilities
2 CHAPTER –II: REVIEW OF LITERATURE
ABSENTEEISM
2.1.1 Meaning of absenteeism

Absenteeism is a habitual pattern of absence from a duty or
obligations.
2.1.2 Definition of absenteeism
Absenteeism is usually addressed through progressively stricter

disciplinary measure that can result in the termination of the
individual’s employment.
Employee absenteeism is not just an employee issue it is an
organizational problem and therefore becomes everyone’s
responsibility.
Any failure of an employee to report for or to remain as

scheduled, regardless of reason.
2.1.3 Employee absenteeism policy

The absenteeism policy which addresses chronic absence from
work.
Guidelines for absenteeism policy
 Allowable absences
 Payment for work including payment for days missed before and after
a holding.
 Types of excused and unexcused absences.
 Days/hours worked on a normal wok scheduled before payment.
 Days/hours worked on a normal work scheduled before payment of
overtime hours occurs within a pay period.
 Policy about calling in absences.
 Supervisor management of absenteeism via paying attention to
selected patterns of absences and tardiest.
2.1.4 Reducing employee absenteeism

Productivity is one of the keys to your success. However,
productivity may be impacted as your employee’s cooperation with life
events that keep them from the workplace and keep your business from
being its most efficient which helps you to reduce the rate of employee
absenteeism.
2.1.5 How to deal with employee absenteeism:
The four strategies are used to deal with employee absenteeism.

The four strategies is not only used to reduce absenteeism you will reduce
employee turnout, poor morale and workplace negativism.
2.1.5.1 Four strategies are

* Change in management style.
* Change in working conditions.
* Providing incentives.
* Develop an attendance policy.
* Change in management style

Management styles that are too authoritarian tend to promote
high levels of absenteeism among employees.
Authoritarian style is providing management training, reducing
turnover, job burnout, and employee health problems such as
backaches and headaches.
* Changing in working condition
The working conditions I am referring to relate to coworker
relationship. The relationship is stress occur the between the employee
and manager, but it also exist between employees.
* Providing incentives
Giving employees incentives for absenteeism is not the same as
rewarding or giving employee’s bonus for reduced absenteeism. An
incentive provides an employee with a boost to their motivation to
avoid unnecessary absenteeism.
* Develop an attendance policy
An attendance policy allows a manager to intervene with an

employee who is frequently absent. Stress as a primary reason
for employee absenteeism, other causes relate to alcoholism,
domestic violence, and family problems.
2.1.6 Major absenteeism
 Unsuitable working conditions.

 Absent of adequate welfare facilities.
 Heavy workload.
 Employer relation.
 Health problem.
 Family function & personnel problem.
2.1.7 Causes of absenteeism
The causes of absenteeism are;
o Stress.
o Workload.
o Poor physical fitness.
o Inadequate nutrition.
o Lack of job satisfaction.
o Burden on the job.
o Low morale.
o Poor working condition.
o Personal problem.
o The existence of income protection plan.
2.1.8 Poor attendance

The problem of poor attendance includes absenteeism and/or
tardiness. Poor attendance can become a serious problem that leads to
discharge for just causes. If poor attendance is not managed properly,
employee productivity can decline and group morale can be forced to
increased their efforts to compensate for people who stick to their
responsibilities.
2.1.9 Trends in absenteeism
 The higher the rate of pay and the greater the length of service of the
employee, the fewer the absences.
 As an organization grows, there is a tendency towards higher rates of
absenteeism.
 Women are absent more frequently than men.
 Singly employees are absent more frequently than married employees.
 Younger employees are absent more frequently than older employees
but the latter are absent for larger period of time.
 Unionized organizations have higher absenteeism rates than non-
union organization.
MORALE
2.2.1 Meaning
Morale is a crucial component in the overall success of any company
or organization. When the work environment is void of motivation, the
employees have no energy or inspiration from which to build.
The skills and experience to change the attitudes of your employees

by building excitement and anticipation. This change will be seen in
increased productivity levels of the entire structures.
2.2.2 Definition of employee morale

Davis define moral is “A mental condition of groups and individual
which determines their attitude”.
Theo Harman define “Morale is the state of mind and emotions

affecting the attitude and willingness to work, which in true affects
individual and organizational objectives”.
Flippo define morale is“A mental condition or attitude of individuals
and groups which determines their willingness to co-operate with others to
meet organization al objectives”.
M.S. Viteles defines “Morale as an attitude or a desire to continue in

and willingness of strive for, the goals of a particular group of organization”.
Milton Blum defines “Morale as the possession of feeling of being

accepted by and the belonging to a common goal and confidence in the
desirability of these goals”.
2.2.3 Employee morale assessment

 Employee relationship
How you, your co-workers, and management get along.
 Company communication:
How well management keeps you informed.
 Appreciation & recognition:
How appreciated do you feel on a daily basis.
 Employee input:
How your company values your creative ideas
 Fulfillment:
How meaningful your job is to you.
 Personal & professional growth:
Opportunities to develop both your career and your personal
qualities.
 Employee spirit:
How much positive energy and enthusiasm is generated at your
workplace.
2.2.4 Poor employee morale
The most important things that can be done to improve upon a

business’s chances for success is to beat poor employee morale in the
workplace and motivate team members at their jobs. By failing to prevent of
employee burnout and overall dissatisfaction.
Morale in the workplace is among the end results of the different

elements that makeup the entire working environment. Examples of there
elements includes salary, worker satisfaction, responsibilities, supervisory
contributions, overall working conditions, status.
Poor employee morale may be watched very carefully among all

employees. Such symptoms can include frequent absences, increases in the
number of errors, decreased productivity, decreased quality of work,
frequent tardiness, apathy, sulking and moping, backstabbing, and increased
in accidents or injuries.
2.2.5 Causes of poor employee morale
 Unstable financial health of the company.

 Overwork or a consistently health workload.
 Feeling unappreciated or underappreciated for the work done.
 Conditions of the workplace.
 Demanding, rigid supervision that too involved in the work being
done.
 Unsupportive, work supervision that does not offer enough input or
guidance.
2.2.6 Improving employee moral
o Improving employee morale benefits everyone involved in a work

place.
o Improve employee morale by showing your appreciation in simple
ways, such as rewarding an employee by saying, “job well done, “or
“thank you for the good work”.
o Employee morale is by being friendly and interested in your
employees.
o Encouraging social interaction between employees and immediately
resolving conflict
o Social interaction positively influences co-operation and a general
enthusiasm about coming to work everyday.
o Improve employee morale is by offering reward incentives.
o A very important factor in improving employee morale is the work
environment.
2.2.7 Factors of employee morale

1. leadership
2. co-workers
3. nature of work
4. Work environment
5. Management body of the organization
6. Nature of supervision.
7. Job security
8. Job enrichment
9. Organization structure
10. Grievance handling.
2.2.8 Measurement of morale
Morale can be measured by assessing attitudes and job

satisfaction. There are several techniques to measure employee attitudes:
inference, prediction from behavioral data, interviews and questionnaires
and scales have been used independently, to get increased reliability and
objectivity.
There are two basic methods for selecting and scaling items:
1. likert method of summated rating
It is the most widely used approach to scaling responses in survey research

The format of a typical five-level Likert item, for example, could be:
1.Strongly disagree
2.Disagree
3.Neither agree nor disagree
4.Agree
5.Strongly agree
2. Guttmann method of scale analysis
To measure job attitudes, the job description index (JDI), this

techniques has been developed the scale provides the worker with a
set of adjectives as possible descriptions of five dimensions of the job
increasing working conditions, pay, promotion, supervision and co-
workers. The worker is required give yes, no or don’t know response,
for each adjective. The scale provides a satisfaction score for the five
job areas as well as an overalls score.
2.2.9 Morale and productivity
 Morale and productivity had a circular causal relationship (i.e.

better morale led to better productivity
 Morale had four dimensions: job satisfaction, satisfaction with

wages and promotional opportunities, identification with the
company, and pride in work group. They formed that only the
last dimension was significantly correlated to productivity.
 Among the studies on the effects of morale on productivity, In
54 percent of the studies, high morale was related to high
productivity: in 35 percent, morale and productivity were not
related to low productivity.
 Morale improves productivity under certain conditions,

specifically where creativity or craftsmanship influences the
product.
 Morale is related to low productivity under conditions in which
a frozen group develops for restricting productivity as a price of
membership.
2.2.10 Morale as a responsibility of management
Morale as a responsibility of management of management is

following ways:
A. People’s ability to withstand stress
The history of management employee relations, morale is also

influenced by the ability of people to withstand stress at work when
people habitually consider their work environment as benevolent, or at
least as not specifically threatening, they may perceive job stress as a
nuisance rather then a calamity.
B. Controlling fluctuations in morale

The basic factor which cause fluctuations in morale include
perceived psychological advantage and existent of adequate grievance
channels. The management must help employees to protect their
psychological advantage by providing adequate grievance channels.
The most powerful factor which the management must consider is the
relationship of the employee with his immediate supervisor. Morale
improves a problem on its merit accessible keep to solve a problem on
its merit and willing to promote the employee’s genuine interest.
C. Expectations of people and reality
Management should realize that morale also depends upon the

relationship between expectation and reality. Morale improves if the
employee’s work environment provides them the kinds of rewards
they expect or at least shows that expected rewards are forthcoming.
D. Morale cannot be permanent
Finally, the management must understand that morale can never

be permanently assured because new dissatisfactions keep arising as
old ones are relieved, forgotten or replaced.
2.2.11 Indices of low morale

 Employee unrest.
 Absenteeism and tardiness.
 Employee turnover.
 Grievances.
 Need for discipline.
 Fatigue and monotony.
REVIEW OF LITERATURE FROM JOURNALS, THESIS & SEMINOR

PAPER
Employee Morale By Barbara A. Glanz
The workplace is enveloped by the fear of downsizing, loss of job security,

overwhelming changes in technology, and the stress of having to do more
with less, employee morale and job satisfaction are at the lowest point.
Managers must recognize this phenomenon and do their best to counteract it
if their organizations are going to survive.
Employee morale By David Javitch
Morale is defined as the end result of many factors present in the

workplace environment. Some of these factors are the work setting itself,
worker satisfaction and action, salary, supervisory input, working conditions,
status, and more.
EmployeeAbsenteeismbyEtienneAGibbs
Employers pay a high price for absenteeism, often more than they
may realize, in terms of both financial and production losses and employee
morale. Managers may view the tasks of finding a substitute employee as a
short-term inconvenience; however, absenteeism frequently has more serious
long-term effects. Employers can, nevertheless, ensure that employees report
in regularly and remain on the job. Before employers can determine the best
way to combat absenteeism, they must identify the organizational and
individual factors that contribute to the problem.
Employee Absenteeism By Ken Godevenos
Organizations are often working with limited resources, and those that
aren’t still have to be productive and effective. In either situation,
absenteeism of staff can and often does create undue pressure. The result can
impact both results and morale, and our churches are no exception.
Employee morale by F.william hubbartt
Many issues or problem occurring in the workplace can be resolved

through better communications. Errors in the handling of customer orders or
service are often due to some sort of breakdown in communication. And, in
employee attitude surveys, communication from management is almost
always ranked low by employees. The problem is that most of us feel that
we are good communicators – it is the other guy who didn’t get the message
right.
3 CHAPTER – III: OBJECTIVES OF THE STUDY
Primary objective:
To study on employee absenteeism & employee morale in Modern

Bakery Dubai.
Secondary objective:
 To study & evaluate the work environment & working conditions.
 To identify employee welfare measure.
 To focus on reasons for employee absenteeism.
 To study the financial status of employee.

4 CHAPTER – IV: RESEARCH METHODOLOGY
Research
Research is defining and redefining problems, formulating hypothesis

or suggested solutions; organizing and evaluating data; making deductions
and reaching conclusions; and at last carefully testing the conclusions to
determine whether they fit the formulating hypothesis.
Methodology
Methodology is a way to systematically solve the research problem.
Research design
A research design is the arrangement of conditions for collection and
analysis of data in a manner that aims to combine relevance to the research
purpose with economy in procedure.
Sample size
The sample size is 125 out of 211 employees.
Types of data
 Primary data
 Secondary data
 Primary data
The primary data are those which are collected afresh and for
the first time, and thus happen to be original in character.
 Secondary data
The secondary data are those which have already been collected
by someone else and which already been passed through the
satisfaction process.
Defining the population

Total employees work in organization 211.
Sampling plan
Out of 211 employees give study for only taking for 125 employees.
Period of study
The period of study is one day.
Analytical tools
 percentage method
 chi-square method
4.9.1 Percentage method
The percentage procedure provides statistics and graphical

displays that are useful for describing many types of variables. The
percentage procedure is a good place to start looking at your data.
For a percentage report and bar chart, you can arrange the
distinct values in ascending or descending order, or you can order the
categories by their percentage. The percentage report can be
suppressed when a variable has many distinct values. You can label
charts with percentage.
FORMULA
No. of respondents
Percentage of respondents = X 100
Total no. of respondents
4.9.2 Chi-square test

Tabulates a variable into categories and computes a chi-square
statistic based on the differences between observed and expected
frequencies.
The chi-square test procedure tabulates a variable into

categories and computes a chi-square statistic. This goodness-of-fit
test compares the observed and expected frequencies in each category
to test that all categories contain the same proportion of values or test
that each category contains a user-specified proportion of values.
FORMULA
(O-E)2
Chi-square =
E
O = observed frequency
E = expected frequency
5 CHAPTER – V: DATA ANALYSIS AND INTERPRETATION
TABLE 5.1
Gender
Frequency Percent Valid Percent Cumulative

Percent
MALE 82 65.6 65.6 65.6
Valid FEMALE 43 34.4 34.4 100.0
Total 125 100.0 100.0
CHART 5.1
INTERPRETATION:
The Number of male respondents are more then female respondents.
TABLE 5.2
Age

Percent
BELOW 25 3 2.4 2.4 2.4
25-35 13 10.4 10.4 12.8
Valid 35-45 78 62.4 62.4 75.2
45-55 31 24.8 24.8 100.0
Total 125 100.0 100.0
CHAT 5.2
INTERPRETATION:
The 62.4% of respondent’s age between 35-45, 24.8% of respondent’s age
between 45-55, 10.4% of respondent’s age between 25-35, 2.4% of respondent’s age is
below 25.
TABLE 5.3
Department

Percent
Valid PRODUCTION 30 24.0 24.0 24.0
PACKING 89 71.2 71.2 95.2
MAINTENANCE 6 4.8 4.8 100.0

Total 125 100.0 100.0
CHART5.3
INTERPRETATION:
The 71.2% of respondents working in packing department, 24% of respondents
working in production department, 4.8% respondents working in maintenance
department.
TABLE 5.4
Monthly Income

Percent
Valid BELOW 2000 2 1.6 1.6 1.6
2000-4000 8 6.4 6.4 8.0
4000-6000 65 52.0 52.0 60.0

ABOVE 6000 50 40.0 40.0 100.0
Total 125 100.0 100.0
CHART 5.4
INTERPRETATION:
The 52% of respondents earn monthly income between Rs.4000-6000, 40%
Of respondents early on monthly income is above 6000,6.4% of respondents earn
monthly income between Rs. 2000-4000,1.6% of respondents earn monthly income is
below 2000.
TABLE 5.5
Job Experience

Percent
5-10 YRS 8 6.4 6.4 6.4
10-20 YRS 31 24.8 24.8 31.2
Valid 20-30 YRS 71 56.8 56.8 88.0
30-40 YRS 15 12.0 12.0 100.0
Total 125 100.0 100.0
CHART 5.5
INTERPRETATION:
56.8 % of respondents have an experience between 20-30yrs & 24.8 % of
respondents have experience between 10-20yrs,12% respondents have experience
between 30-40yrs, 6.4% of respondents have experience between 5-10yrs.
TABLE 5.6
Number of family dependent.

Percent
2 MEMBERS 5 4.0 4.0 4.0
3 MEMBERS 16 12.8 12.8 16.8

Valid
ABOVE 4 MEMBERS 104 83.2 83.2 100.0
Total 125 100.0 100.0
CHART 5.6
INTERPRETATION:
The 83.2% of respondent’s family member is above 4, 12.3% of respondent’s
family member is 3, and 4.0% of respondents family member is 2.
TABLE 5.7
Does your company motivate you?

Percent
ALWAYS 26 20.8 20.8 20.8
RARELY 46 36.8 36.8 57.6

Valid
NEVER 53 42.4 42.4 100.0
Total 125 100.0 100.0

CHART 5.7
INTERPRETATION:
20.8 % of the respondents have an opinion that company Always Motivate them & 36.8%
of the respondents have an opinion that company Always Motivate them & 42.4% of the
respondents have an opinion that company Always Motivate them.
TABLE 5.8
Are you satisfIied with promotional measure provided by organization?

Percent
Valid HIGHLY SATISFIED 35 28.0 28.0 28.0
SATISFIED 18 14.4 14.4 42.4
OK 36 28.8 28.8 71.2
DISSATISFIED 25 20.0 20.0 91.2
HIGHLY DISSATISFIED 11 8.8 8.8 100.0

Total 125 100.0 100.0
CHART 5.8
INTERPRETATION:
28% of the respondents are Highly Satisfied with the Promotional measures
provided by the organization & 14.4 of the respondents are Satisfied with the
Promotional measures provided by the organization & 28.8% of the respondents are Ok
with the Promotional measures provided by the organization 20% of the respondents are
Dissatisfied with the Promotional measures provided by the organization and 8.8% of the
respondents are Highly Dissatisfied with the Promotional measures provided by the
organization.
TABLE 5.10
Does the company reward you when a target is achieved?

Percent
ALWAYS 50 40.0 40.0 40.0
RARELY 34 27.2 27.2 67.2

Valid
NEVER 41 32.8 32.8 100.0
Total 125 100.0 100.0
CHART 5.10
INTERPRETATION:
40% of the respondents have a opinion that the Company Always reward them
when a target is achieved & 27.2 % 40% of the respondents have an opinion that the
Company Rarely Reward them & 32.8% of the respondents have an opinion that the
Company Always reward them when a target is achieved.
TABLE 5.11
Are you satisfied with working hour in your organization?

Percent
HIGHLY SATISFIED 36 28.8 28.8 28.8
SATISFIED 26 20.8 20.8 49.6
OK 25 20.0 20.0 69.6

Valid
DISSATISFIED 14 11.2 11.2 80.8
HIGHLY DISSATISFIED 24 19.2 19.2 100.0

Total 125 100.0 100.0
CHART 5.11
INTERPRETATION:
28.8 5 of the respondents are Highly satisfied with the working hours in the organization.
And 20.8 % 5 of the respondents are satisfied 20% 5 of the respondents are OK and 11.2
are dissatisfied & 19.2 are Highly Dissatisfied with the working hours of the
organization.
TABLE 5.12
Are you satisfied with management response towards solving employee problem?

Percent
Highly Satisfied 9 7.2 7.2 7.2
Satisfied 37 29.6 29.6 36.8
Ok 21 16.8 16.8 53.6

Valid
Dissatisfied 43 34.4 34.4 88.0
Highly Dissatisfied 15 12.0 12.0 100.0
Total 125 100.0 100.0

CHART 5.12
INTERPRETATION:
7.2% of the respondents are Highly Satisfied with the Management Response towards
solving employee problems, and 29.6 % the respondents are Satisfied & 16.8 the
respondents are Ok & 34.45 the respondents are dissatisfied & 12% the respondents are
Highly dissatisfied with the Management response towards solving employee problems.
TABLE 5.13
Are you encouraged to suggest new ideas?

Percent
ALWAYS 50 40.0 40.0 40.0
RARELY 35 28.0 28.0 68.0

Valid
NEVER 40 32.0 32.0 100.0
Total 125 100.0 100.0
CHART 5.13
INTERPRETATION:
The 40% of respondents always suggest new ideas for solve employee problem,28% of
respondents rarely suggest new idea for solve employee problem and 32% of respondents
never suggest new idea for solve employee problem.
TABLE 5.14
How many days do you usually take leave per month?

Percent
Valid 0 LEAVE 36 28.8 28.8 28.8

1-5 DAYS LEAVE 76 60.8 60.8 89.6
5-10 DAYS LEAVE 5 4.0 4.0 93.6
ABOVE 10 DAYS LEAVE 8 6.4 6.4 100.0
Total 125 100.0 100.0
CHART 5.14
INTERPRETATION:
The 60.8% of respondents take leave per month between 1-5 days leave,
28.8% of respondents not leave taken by month, 6.4% of respondent take
leave per month is above 10 days & 4% of respondents take leave per month
between 5-10 days
TABLE 5.15
Which shift you usually avail more leave?

Percent
MORNING SHIFT 10 8.0 8.0 8.0
AFTERNOON SHIFT 8 6.4 6.4 14.4
Valid NIGHT SHIFT 67 53.6 53.6 68.0
ANY SHIFT 40 32.0 32.0 100.0
Total 125 100.0 100.0
CHART 5.15
INTERPRETATION:
The 53.6% of respondents take leave for night shift,32% of respondents take leave for all
shift6.4% of respondents take leave for afternoon shift and 8% of respondents take leave
for morning shift.
TABLE 5.16
Do you take leave with prior permission?

Percent
Valid ALWAYS 47 37.6 37.6 37.6
RARELY 65 52.0 52.0 89.6
NEVER 13 10.4 10.4 100.0

Total 125 100.0 100.0
CHART 5.17
INTERPRETATION:
52% of employees rarely take leave for prior permission,37.6% of employees always take
leave for prior permission & 10.4% of employees never take leave for prior permission
TABLE 5.18
How do you feel about your relationship with your supervisor?

Percent
Excellent 16 12.8 12.8 12.8
Good 36 28.8 28.8 41.6
Valid Normal 51 40.8 40.8 82.4
Bad 22 17.6 17.6 100.0
Total 125 100.0 100.0
CHART 5.18
INTERPRETATION:
12.8 % of the respondents have an excellent relationships with their supervisor & 28.8 %
of the resopndants maintain good relationships with their supervisor & 40.8 % of the
respondants have normal relationship & 17.6% have a bad relationship with their
supervisor.
TABLE 5.19
How do you feel about your relationship with your coworker?

Percent
Excellent 30 24.0 24.0 24.0
Good 43 34.4 34.4 58.4
Valid Normal 44 35.2 35.2 93.6
Bad 8 6.4 6.4 100.0
Total 125 100.0 100.0

CHART 5.19
INTERPRETATION:
24 % of the respondents have an excellent relationships with their coworkers and 34.4 %
of the respondents maintain a good relationship & 35.2 have normal relationship & 6.4%
of the respondents have bad relationships with their coworkers.
ANALYSIS OF OPIONION REGARDING TO GENDER AND PROMOTION
(USING CHI-SQUARE TEST)
Gender * Are you satisfIied with promotional measure provided by organization? Crosstabulation
Count
Are you satisfIied with promotional measure provided by organization?
HIGHLY SATISFIED OK DISSATISFIED HIGHLY

SATISFIED DISSATISFIED
MALE 26 9 27 16 4
Gender
FEMALE 9 9 9 9 7
Total 35 18 36 25 11
Gender * Are you satisfIied with promotional measure provided by organization? Crosstabulation
Count
Total
MALE 82
Gender
FEMALE 43
Total 125
Chi-Square Tests
Value Df Asymp. Sig. (2-

sided)
Pearson Chi-Square 8.716a 4 .069

Likelihood Ratio 8.477 4 .076
Linear-by-Linear Association 2.102 1 .147
N of Valid Cases 125
Ho: there is no significant difference between gender and promotion

H1: there is significant difference between gender and promotion (Claim)
α= 0.05 (Assumed)
P value = 0.069
P value is > α
Therefore Accept Ho.
Inference:
There is no significant difference between gender and promotion at

5% level of significance.
ANALYSIS OF OPIONION REGARDING TO JOB EXPERIENCE AND LEAVE
WITH PRIOR PERMISSION
Job Experience * Do you take leave with prior permission? Crosstabulation

Count
Do you take leave with prior permission? Total
ALWAYS RARELY NEVER
5-10 YRS 4 3 1 8
10-20 YRS 14 15 2 31
Job Experience
20-30 YRS 21 41 9 71
30-40 YRS 8 6 1 15
Total 47 65 13 125
Chi-Square Tests

sided)
a
Pearson Chi-Square 5.322 6 .503
Linear-by-Linear Association .185 1 .668
Ho: there is no significant difference between job experience and leave with prior
permission
H1: there is significant difference between job experience and leave with prior
permission
α= 0.05 (Assumed)
P value = 0.503
P value is > α
Therefore Accept Ho.
Inference:
There is no significant different between job experience and leave
with prior permission tested at 5% level of significance.
ANALYSIS OF OPIONION REGARDING TO MOTIVATION AND PROMOTION

Does your company motivate you? * Are you satisfIied with promotional measure provided by
organization? Crosstabulation
Count
Are you satisfIied with promotional measure provided by

organization?
HIGHLY SATISFIED OK DISSATISFIED

SATISFIED
ALWAYS 6 2 8 3
Does your company motivate
RARELY 10 8 16 9
you?
NEVER 19 8 12 13
Total 35 18 36 25
Does your company motivate you? * Are you satisfIied with promotional measure provided by organization?
Crosstabulation
Count
Are you satisfIied with Total

promotional measure
provided by organization?
HIGHLY DISSATISFIED
ALWAYS 7 26
Does your company motivate you? RARELY 3 46
NEVER 1 53
Total 11 125
Chi-Square Tests
Value df Asymp. Sig. (2-

sided)
a
Ho: there is no significant different between Motivation and promotion

H1: there is significant different between Motivation and promotion (claim)
α= 0.05 (Assumed)
P value = 0.016
P value is < α
Ho is rejected
Inference:
There is enough evidence to support the claim that there is significant
difference between motivation & promotion.
ANALYSIS OF OPIONION REGARDING TO MOTIVATION AND REWARD

Does your company motivate you? * Does the company reward you when a target is achieved?
Crosstabulation
Count
Does the company reward you when a target is Total

achieved?
ALWAYS RARELY NEVER
ALWAYS 10 11 5 26
Does your company motivate
RARELY 21 9 16 46
you?
NEVER 19 14 20 53
Total 50 34 41 125
Chi-Square Tests

sided)
a
Ho: there is no significant different between Motivation and reward

H1: there is significant different between Motivation and reward
α= 0.05(Assumed)
P value = 0.223
P value is > α
Ho is accepted
Inference:
There is no significant difference between Motivation & Reward
tested at 5% level of significance.
6 CHAPTER – VI: FINDINGS OF THE STUDY & SUGGESTION
AND RECOMENDATION
FINDINGS OF THE STUDY
The male respondents of the study is more, the most of the respondents are
working in packing department , the age of the employees is 35-45, the monthly income
of the employee is Dhs..4000-6000,the family member of the respondents is above
4members.
The employees are suggest new ideas for solve employee problem, the most of the
employees take leave per month is 1-5 days and usually take leave for prior permission.
53.6% of respondents take leave for night shift.
From the chi-square test it is found that there is no significant difference

regarding, gender and promotion, job experience and leave with prior permission and
Motivation & reward. There is significant difference between, motivation and promotion
The employees are satisfied with management’s response towards solving

employee problems, the employees are not satisfied with promotional measures & the
working hours of the organisation.
The relationship between supervisor and coworker is less positively correlated, so

the relationships normal not excellent.
SUGGESTION AND RECOMMENDATION:
The absenteeism of employee in Modern Bakery Dubai, is more due to health

problems. The company conduct regular medical checkup to the employees and
personnel counseling.
The absenteeism is high due to night shift, so the organization decreases the
workload in night shift.
The supervisor and coworker relationship is normal in the organization, so the

supervisor friendly move to the coworker.
To company must provide transport facilities and canteen facilities to create a

favorable job environment for the employee.
7 CHAPTER –VII: CONCLUSION
The study on employee absenteeism and employee morale tells that most of the
employee an absent due to health problem, personal problem & heavy workload. The
absence of certain facilities such as transportation facilities, canteen facilities demotivate
the employee. The general moral of the employee is normal. This study helps the
management to know the general attitude of the employee towards the organization
8 CHAPTER –VIII: LIMITATIONS OF THE STUDY & SCOPE
FOR FURTHER STUDY
LIMITATION OF THE STUDY
 Lack of time for project.
 Some of the respondents are not tell accurate reason for absenteeism.
 Some employees of the organization are not respect for questionnaires

SCOPE FOR FURTHER STUDY
 An indepth study could be conducted to analyze the factors affecting employee

morale
 This study could be used as a reference while adopting measures to curb

absenteeism.
 This study could be used as a reference to formulate various methods to boost the
employee morale.
ANNEXUER - I
BIBLOGRAPHY
BOOKS
1. Dwivedi R.S., Human relations and organizational behavior, 5th edition, publisher by
Beri fore Macmillan India ltd., New Delhi.
2. Biswajeet pattanayak, Human resources management, second edition, published by

prentice Hall of India Private Ltd., New Delhi.
3. Lewis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy, Managing human

resources,Third edition, published by rajiv Beri fore Macmillan India ltd., New Delhi.
4. C.R. kothari, Research methodology,Revised second edition, New age international

publishers, New Delhi.
5. R.S.N.Pillai, V.Bagavathi, Statistics, Revised edition, S. chand & company ltd., New
Delhi.
Web site-
www. Absenteeism.com
www. Moral .com
www. Nccic.org
www. Ncsi.com
www. Childcareaction.com
www.modernbakery.com
ANNEXUER - II
QUESTIONNAIRES
1. Name.
2. Gender.
a. male b. female
3. Age.
a. below25 b. 25-35 c. 35-45 d. 45-55
4. Department.
a. production b. packing c. maintenance
5. Monthly income.
a. below 2000 b. 2000-4000 c. 4000-6000 d. above6000
6. Job experience.
a. 5-10yrs b. 10-20yrs c. 20-30yrs d. 30-40yrs
7. Number of family dependent.
a.1member b. 2member c. 3member d. above 4member
8. Does your company motivate you?

a. always b. rarely c. never
9. Are you satisfy with promotional measure provided by organization?

a. highly satisfied b. satisfied c. ok d. dissatisfied
e. highly dissatisfied
10. What do you feel about job security?
11. Does the company reward you when a target is achieved?

12. Are you satisfy with working hour in your organization?

13. Are you satisfy with management response towards solving employee problem?
14. Are you encouraged to suggest new ideas?

15. How many days do you usually take leave per month?
a. 0 leave b.1-5 days leave c. 5-10 days leave d. above 10 days leave
16. Which shift you usually avail more leave?

a. morning shift b. afternoon shift c. night shift
17. Do you take leave with prior permission?

a. sometimes b. rarely c. never
18. How do you feel about your relationship with your supervisor?
a. excellent b. good c. normal d. bad
19. How do you feel about your relationship with your coworker?
a. excellent b. good c. normal d. bad
20. Any suggestions ?

a. b.

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A STUDY ON EMPLOYEE ABSENTEEISM AND

EMPLOYEE MORALE WITH REFERENCE TO

REGISTER NO.: _________

Under the Guidance of

Faculty, Department of Management Studies

In partial fullfilment of the award of degree

BACHELOR OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

The successful completion of any task would be incomplete without

I am extremely grateful to Our Managing director Prof. Mohammed

I convey my heartiest thanks _____________________, Chairman of

Finally, I express our sincere thanks and deep sense of gratitude to my

The absenteeism is the major factor that affects the organization

2 CHAPTER –I: INTRODUCTION...............................................................................9

5.13.1 ANALYSIS OF OPIONION RECORDING TO MOTIVATION

S.N CHART NAME PAGE.NO

1.1 1.1 COMPANY PROFILE

Name of the company with address:

1.1.2 Resource Management

 To implement the quality management system effectively.

Management representative is responsible for monitoring all areas

Personnel Management Production Maintenance Lab

Shift General stores S&F

1.1.4 Distribution of the responsibility & authority:

II. Management representative

III. Internal communication:

1.1.5 Quality policy

1.2 1.2 INTRODUCTION TO STUDY

‘A study on employee absenteeism and employee morale’ in Modern

The absenteeism of employee in the organization is so many reasons.

The morale of the employee in the organization is high or low,

Job Salary Canteen Transport Medical

2 CHAPTER –II: REVIEW OF LITERATURE

2.1.1 Meaning of absenteeism

2.1.2 Definition of absenteeism

Absenteeism is usually addressed through progressively stricter

Any failure of an employee to report for or to remain as

2.1.3 Employee absenteeism policy

Guidelines for absenteeism policy

2.1.4 Reducing employee absenteeism

2.1.5 How to deal with employee absenteeism:

The four strategies are used to deal with employee absenteeism.

2.1.5.1 Four strategies are

* Change in management style

* Develop an attendance policy

An attendance policy allows a manager to intervene with an

2.1.6 Major absenteeism

 Unsuitable working conditions.

2.1.8 Poor attendance

2.1.9 Trends in absenteeism

The skills and experience to change the attitudes of your employees

2.2.2 Definition of employee morale

Theo Harman define “Morale is the state of mind and emotions

M.S. Viteles defines “Morale as an attitude or a desire to continue in

Milton Blum defines “Morale as the possession of feeling of being

2.2.3 Employee morale assessment

2.2.4 Poor employee morale

The most important things that can be done to improve upon a

Morale in the workplace is among the end results of the different

Poor employee morale may be watched very carefully among all

2.2.5 Causes of poor employee morale

 Unstable financial health of the company.

2.2.6 Improving employee moral

o Improving employee morale benefits everyone involved in a work