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A Study on Absenteeism in Pharmaceuticals Sector of India

Research · January 2013

DOI: 10.13140/RG.2.2.26151.24483

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 WorldAcademics

World Academics Journal of Management

____________________________________________________________
World Acad. J. Manag. 01 1016 (2013) ISSN: 2321–905X

A Study on Absenteeism in Pharmaceuticals Sector of India

Prashant Kumar Siddhey, Harshita Namdeo and Priyanka Chauhan

ShriVaishnav Institute of Technology & Science, Indore, India.
E-mail: psiddhey@yahoo.com

Abstract
Absenteeism in India is one of the major causes for loss of production and revenue to the
organization. All the employees must be aware of their role played in the organization.
There absence is one of the major issues for decreasing productivity. The management
has a key role to play to take efforts towards reducing absenteeism in the organization.
Incentives and extra monetary benefits, better relations of the employees with the
management and better working conditions can act as major factors towards reducing
absenteeism. Absenteeism is a universal problem and every organization should strive to
tackle this problem in the best possible way.

Keywords: Absenteeism, Leave Policy, Productivity.

leads to back logs, piling of work and thus work

Introduction
Absenteeism has been recognized as a vital issue
affecting work, growth and profit of companies even
it is a serious problem for the management because it
seriously involves heavy expenditure and loss of
production. Absenteeism is not a new phenomenon
for companies but still a challenge to be managed
and overcome. It is also called as one of the socio-
psychological problems in companies.
Companies are more concern about finding the ways
to maximize their profit and to utilize the resources
like men, materials, machinery, and money
effectively but contrary, absenteeism reduces the
effectiveness of the said resources.
Absenteeism refers to employees’ absence from their
regular task when they are normally schedule to
work. According to Webster’s dictionary
“Absenteeism is the practice or habit of being an
absentee and an absentee is one who habitually stays
away from work.” Hence, it signifies the absence of
employees from work when they are scheduled to be
at work.
Claude, (1961) stated that “Absenteeism is more
than a behaviour pattern.” It is a serious workplace
problem and an expensive occurrence for both
employers and employees seemingly unpredictable
in nature. A satisfactory level of attendance by
employees at work is necessary to achieve Industrial
objectives. Absenteeism of employees from work
delay. Hence, it is a major problem faced by almost
all the employers and employee. Absenteeism can be
broadly defined into two parts:
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 labour
relations context this means that it cannot be
remedied or treated by disciplinary measures.
2. Culpable Absenteeism:
Culpable absenteeism refers to employees who are
absent without authorization for reasons which are
within their control. Such as, 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 labour relations context, this
means that progressive discipline can be applied.
Many employees will, on occasions, need a few
days off work because of illness, however, when
absences become more frequent or long term and
reach an unacceptable level, action by management
is necessary. Absence from work can be expensive
in both monetary and human terms. The costs
incurred when an employee is absent from work may
include firstly Replacing the employee or requiring
other staff to cover the absence, secondly Inability to
provide services, or achieve section and
departmental objectives and finally Low morale and

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World Acad. J. Manag. 01 1016 (2013)
general dissatisfaction from other staff, particularly
if the absence is perceived as unwarranted.
Literature Review
Murthy et al. (1990) identified four factors namely
weather, festivals, marriage season and work load.
They found direct impact on absenteeism of all the
identified factors. He stated that Absenteeism is a
problem that affects companies uniformly. The
problem of absenteeism gets aggravated during the
harvest season like during the monsoon and the roots
of the problem of absenteeism lie in the non-
industrial agrarian way of life. He also found that
festival seasons and the marriage seasons also affect
the absenteeism. He diagnosed in many cases that
absenteeism can go even above 40% of the total
workforce and poses serious problems in an
organization. Claude, (1961) identified job
satisfaction, work load, fatigue, and financial factors
have their effect on absenteeism. The worker sees
this conduct as the exercise of a right.
According to Lambert et al. (2007) correctional
staff is the heart and soul of any correctional facility
because they perform the many tasks that must be
accomplished for the institution to function properly.
Since staff are critical to the success or failure of
correctional institutions, considerable research has
been done to examine how the correctional
environment affects employees. A number of
researches have explored the potential causes of
correctional staff attitudes, particularly job stress and
job satisfaction. Understanding how the work
environment shapes, the attitude of correctional
workers is important; however, it is also essential to
explore the consequences of these work attitudes.
Muchinsky (1997) conducted study in the same
field on the basis of literature review on employee
absenteeism and concluded employees’ withdrawal
behaviour apart from turnover. Studies examining
the psychometric properties of absence measures are
reviewed, along with the relationship between
absenteeism and personal, attitudinal, and
organizational variables. According to Hone (1968)
emphasized on lack of commitment and felt that
“absenteeism is related to new values and norms
which are developing among the work force as a
result of technological developments. Work and
leisure are now cherished by the worker, and these
he wants to enjoy along with monetary benefits he
gets for his services. Economic consideration,
therefore, decides whether one would like to be
absent from work.”
Bhutani (1970) stated that “Absenteeism is not a
single problem but many problems in one.” Thus, it
is a symptom of a rather complex disease, caused by
shocking housing and intolerable working
conditions, absence of any real and adequate medical
facilities, back-breaking transport conditions,
Siddhey et al.
reckless alcoholism, and gambling, acute
indebtedness, prevalent among labour. In addition,
he found that low standard of life and chronic
poverty, sickness, accident or frequent child-bearing,
social and religious reasons as the factors affecting
absenteeism.
Vaid (1967) stated that "Absenteeism is not the
result only of sickness and a low standard of living,
for in spite of higher production and better living
conditions, absenteeism has increased over the last
20 years.” The behaviour of chronic absentee
workers also does influence the rate of absenteeism.
He categorized such chronic absentees into four
categories such as entrepreneurs, status seekers,
family oriented and sick and old.
According to Sharma (1970) Absenteeism is
often a symptom of an employee’s indifferent
attitude towards his technological environment. Such
as Fatigue, occupational diseases and industrial
accidents, unpleasant conditions of work such as a
hard floor where continuous standing is required and
disagreeable tests and excessive monotony, Lack of
team work and co-operation in group work are the
major causes of absenteeism.
Regarding managerial style, he observed that
“Internal administration of an organization is
responsible for absenteeism. The work environment
is very important since a long portion of a worker’s
daily life is spent there. The atmosphere obtaining in
the plant affects his attitude towards his work and
either persuades him to attend regularly or keeps him
away.”
Sagie (1998) stated that an absence was regarded
as voluntary or involuntary based on the reasons
provided by the employees or supervisors. In his
research it was hypothesized that voluntary as
opposed to involuntary absenteeism can be predicted
by organizational commitment, job satisfaction, and
their interactive effect. Intention to quit was
expected to predict voluntary absenteeism as well.
Porter and Steers (2003) critically examine research
over the past 10-12 yrs. concerning factors related to
turnover and absenteeism in work situations. They
identified that on a general level, overall job
satisfaction was consistently and inversely related to
turnover and absenteeism. In an effort to break down
the global concept of job satisfaction, various factors
in the work situation were analyzed as they related to
withdrawal behavior. They categorized factors into
four dimensions namely organization-wide factors,
immediate work environment factors, job-related
factors, and personal factors.
Several variables in each of the 4 categories
were found to be related fairly consistently to both
withdrawal and absenteeism.
Martocchio and Diana (2003) reveal in their
research that theoretical and empirical
developments in personality, affects absenteeism.
Specifically, they investigate the relationship
between these three constructs and propose a
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World Acad. J. Manag. 01 1016 (2013)
theoretical perspective about the importance of
affect in mediating the effect that personality has on
absenteeism. One of the main goals of the research
is to look at both positive and negative
consequences of absenteeism. They proposed a
model of the personality types that have a higher
likelihood of using absenteeism to their benefit i.e.,
to “recharge” and change negative affect and
therefore have the absence be functional i.e.
positive affect and higher productivity upon
returning to the job rather than dysfunctional i.e.
negative affect and person is still unproductive or
has less productivity than before the absence event.
They conclude by emphasizing the theoretical
contributions that this model makes and by
suggesting ways in which the model could be
tested.
McLean(2005) identified that many
organizations are struggling to find the ideal remedy
for increased unscheduled employee absenteeism.
However, organizations are frequently discovering
that their cultures are to blame.
The European Foundation (1997) for the
improvement of living and working conditions did a
project and studied that employers and workers can
have a knowledge base to start preventive and
reintegrate activities at the work place. These
activities can be broadly classified into four sections
firstly they should use a systematic and
comprehensive approach, secondly it should be
based on the needs of the work force, thirdly it
should be aimed at active employee participation
and finally it should be applied across all workers in
the company. Another project by European
Foundation mainly focused on the health related
issues of absenteeism. In the main phase of the
research, detailed studies were made of different
approaches to reducing absence associated with ill
health. Absenteeism results most often from health
and personal reasons, but the fact is that only about
a third of absences are caused by personal illness,
family issues, personal needs, stress and an
entitlement mentality.
According to Veil (1962) absenteeism is more
than a behaviour pattern, and is regarded differently
by the employer and by the wage earner. The
employer regards it as a more or less frank breach
of work contract. The worker sees this conduct as
the exercise of a right and as a means of defence
against the dissatisfaction he feels with his work.
Fatigue acts as a break which intervenes before
maladjustment and exhaustion. It takes the form of
escape but it comprises a positive aspect of defence
against possible pathological complications.
Many experts unanimously agree that
absenteeism is directly related to management
policies and behaviour of managers and supervisors.
Ilgen and Hollenbeck (1977) stated that absence
was calculated for each employee as the percentage
of available work hours missed because of short-
Siddhey et al.
term absence, which was then aggregated to the unit
level by averaging values for the members of each
unit. The organization maintained separate records
of short-term and long-term absence for each
employee. Short-term absence means absences of
less than three consecutive work days where as
Long-term absence of three or more consecutive
work days. They identified that lateness is another
dimension of absenteeism such as vacation days,
holidays, parental leave, and military leave.
Blau (1994) identify that taxonomy of lateness
concerning the temporal patterning of unit-level
absenteeism. He proposed that a particular type of
lateness, increasing chronic lateness, occurs as a
function of negative work attitudes and is
characterized by a non-random pattern of increasing
frequency and duration. He found that employees
who exhibited this pattern had significantly lower
levels of job satisfaction, organizational
commitment, and job involvement than employees
in other lateness categories. These findings suggest
that withdrawal behaviours such as lateness and
absence may indeed be dynamic criteria. Thus
absenteeism is related to such variables as neurosis
age, tenure, pay and place of residence.
Gellatly (1995) identified age, organizational
tenure, perceptions of interactional justice, affective
and continuance commitment, and the perceived
absence norm in the employees' work unit or
department as the dimensions of absenteeism.
Whereas Hackett (1984) worked on age, tenure and
sex as the dimensions of absenteeism.
Nicholson (1977) presented one of the first
theoretical explanations of employee absenteeism
using personal characteristics, work involvement and
attachment to the organization, attendance,
motivation, and random factors i.e. unpredicted
factors, such as car breaking down influenced a
worker’s frequency of attendance and absence.
Wattles and Chad (2003) examine the
relationship between various components of health-
related fitness and employees perceived
productivity, job satisfaction and absenteeism.
Fitness assessment consists of measurement of body
fat, cardio-respiratory endurance, flexibility, and
muscular strength and found relationship between
fitness levels and perceived productivity and job
satisfaction.
Researchers have identified variations in the
dimensions or factor which directly or indirectly
affect absenteeism. Vaid, (1967) categorized chronic
absentees into four categories such as entrepreneurs,
status seekers, family oriented, sick and old.
Nicholson (1977) identified personal characteristics,
work involvement and attachment to the
organization, attendance, motivation, and random
factors those affect absenteeism. Hackett (1984)
worked on age, tenure and sex as the dimensions of
absenteeism.
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World Acad. J. Manag. 01 1016 (2013)
Bhutani (1970) identified shocking housing and
intolerable working conditions, absence of any real
and adequate medical facilities, back-breaking
transport conditions, reckless alcoholism, and
gambling, acute indebtedness, prevalent among
labour. In addition, he found that low standard of life
and chronic poverty, sickness, accident or frequent
child-bearing, social and religious reasons as the
factors affecting absenteeism. U.S. Department of
Labour identified that absenteeism results most often
from health and personal reasons, personal illness,
family issues, personal needs, stress and an
entitlement mentality.
Thus following dimensions have been identified
yet, which affect absenteeism:
• Age
• Gender
• Family matters
• Education
• Health
• Behavior
• Employees’ workload
• Work dissatisfaction
• Job stress
• Employees potential
• Employees’ satisfaction
• Absenteeism policy
• Working environment
• Relationship management
• Work schedule
• Job responsibility
• Management policy
• Welfare measures
• Political atmosphere
• Social atmosphere
• Alcoholism
The above factors can be broadly classified into four
dimensions such as personal factors, attitudinal
factors, organizational factors and miscellaneous/
other factors.
Objectives of the Study
This study was aimed to identify the causes which
affect the absenteeism to contribute towards
pharmaceutical companies’ growth and concern to
minting their profit. In addition, this study is also
helpful for future studies in the same or concerned
area or for other sectors. This study focused on the
absenteeism in pharmaceutical companies.
The main objectives of this study are as follows:
1. To identify the factors affecting absenteeism.
2.To suggest the measures to overcome absenteeism.
Research Methodology
1 Type of research:
Siddhey et al.
It is an empirical study based upon primary data
which was collected from selected Pharmaceutical
Companies to identify the factors affecting
absenteeism.
2 Tools for data collection:
The data were gathered through self-developed
questionnaire (reliability coefficient alpha “α” =
0.6886). There are total 27 questions in the
questionnaire and it is divided into three sections
namely general section, main section and descriptive
section.
The general section includes demographic
information like name of respondent, name of the
company, age, gender, marital status, experience and
designation where as main section includes 18
questions using 5-point Likert scale (1-strangly
disagree to 5-strongly agree). The third section
(Descriptive section) includes two questions for the
comments and to indicate other factor which the
respondent perceived.
3 Tools for data analysis:
On the data gathered descriptive statistics including
mean Standard Deviation and percentage analysis
was carried out.
4 Universe and Sample Size:
Universe: Pharmaceuticals companies located in
Indore city or nearby Indore city.
Sample Size: Pharmaceuticals companies in Indore
or nearby Indore city had been selected on
convinience bases. From each company respondents
from each level were asked to respond the
questionnaire. The total targeted sample size was
100.
Results
A total 100 questionnaires was distributed to the
employees of pharmaceuticals companies situated in
Indore city and nearby Indore city. Out of them only
81 were returned. Hence the response rate was only
81%.
The results revealed that most of the employees of
pharmaceuticals often absent more than allotted
leave. There are three main factors which affect the
rate of absenteeism of employees in an organization.
Firstly, Personal factors like health and domestic
reasons. Secondly, attitudinal factors like
employees’ behavior, workload, job satisfaction,
stress, employees’ satisfaction, potential. Thirdly,
Organizational factors like absenteeism policy, work
environment, employees’ relationship, work
schedule, welfare measurement and management
policy. Additionally, there are fewer evidences
found with reference to political/ social issues and
alcoholism and their effect on absenteeism.
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World Acad. J. Manag. 01 1016 (2013)
Conclusion
The goal of this study was to extent the knowledge
on absenteeism and to identify the rate of
absenteeism in pharmaceutical sector. The analysis
of this research found absenteeism rate more than
the days of leave per month prescribed in the
company’s policy.
Consequently personal factor, attitudinal factor,
organizational factor affect absenteeism but other
factor has a satisfactory or low affect on
absenteeism. In addition it is found that there is a
variation in the result between less experienced and
highly experienced and between low level and
middle level management.
To become clear in this study was that it is
extremely important for staff to see that absenteeism
would not be tolerated. Otherwise, it would lead to
worsening absenteeism and a host of other negative
effects on the workers and on the organization. The
sooner management and supervisors act on
absenteeism, the better for the department,
organization and the employees. It is important to
realize that there are many success stories in
business where absenteeism was reduced to an
acceptable rate.
Based upon a review of the absenteeism literature,
job satisfaction, organizational commitment, job
stress, employee health, and personal characteristics
were identified as possible antecedents of
correctional staff absenteeism. Several salient
antecedents of correctional staff absenteeism were
identified. Specifically, job satisfaction, companies’
commitment, job stress, being over work load, and
several personal characteristics had significant
effects on correctional staff absenteeism. These
results have both theoretical and practical
implications. It is hoped that the results will provide
useful information for correctional executives to
improve the work environment for many of their
workers. By doing so, the job satisfaction and
organizational commitment of workers should be
raised, which should ultimately improve the efficacy
of the organization by reducing employee
absenteeism. Finally, much more research is
required on what factors helps to reduce staff
absenteeism and what factors instigate absenteeism.
It is an important area that should not be ignored
either by researchers or companies.
Discussion
Absenteeism is a major problem faced by almost all
the companies which is harmful for the overall
performance whether it is innocent or culpable. It
needs to be managed in manner so that the
performance of the organizations has not to suffer.
An employee's deliberate or habitual absence from
work everybody misses a day of work now and then.
But it's a problem when an employee misses too
Siddhey et al.
many days of work. Not showing up for work can
cause serious problems when other employees have
to cover for the missing worker or, worse, the work
simply doesn't get done.
Researchers have identified many factors affecting
absenteeism like age, gender, family issues festivals,
health and employee workload etc. These factors
have been classified into four main factors in this
research and it is found that most of the respondent
perceived these factors such as personal factors,
attitudinal factors, organization factors and other
factors.
The analysis of this research found absenteeism rate
more than the days of leave per month prescribed in
the company’s policy. Consequently personal factor,
attitudinal factor, organizational factor affect
absenteeism but other factor has a satisfactory or low
affect on absenteeism. In addition it is found that
there is a variation in the result between less
experienced and highly experienced and between
low level and middle level management.
To become clear in this study was that it is
extremely important for staff to see that absenteeism
would not be tolerated. Otherwise, it would lead to
worsening absenteeism and a host of other negative
effects on the workers and on the company. The
sooner management and supervisors act on
absenteeism, the better for the department,
organization and the employees. It is important to
realize that there are many success stories in
business where absenteeism was reduced to an
acceptable rate
Based upon a review of the absenteeism literature,
job satisfaction, organizational commitment, job
stress, employee health, and personal characteristics
were identified as possible antecedents of
correctional staff absenteeism. Several salient
antecedents of correctional staff absenteeism were
identified. Specifically, job satisfaction, companies’
commitment, job stress, being over work load, and
several personal characteristics had significant
effects on correctional staff absenteeism. These
results have both theoretical and practical
implications. It is hoped that the results will provide
useful information for correctional executives to
improve the work environment for many of their
workers. By doing so, the job satisfaction and
organizational commitment of workers should be
raised, which should ultimately improve the efficacy
of the organization by reducing employee
absenteeism. Finally, much more research is
required on what factors helps to reduce staff
absenteeism and what factors instigate absenteeism.
It is an important area that should not be ignored by
either researchers or companies.
An analysis of studies took placed in the same area
and present study it is found that three major
guidelines personal counselling, motivational
programs and support (social, political,
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World Acad. J. Manag. 01 1016 (2013)
organizational, economical etc.) helps to overcome
absenteeism.
Measures to Control Absenteeism
Absenteeism is a problem which cannot be tolerated
but still can be managed. It should be managed in
manner so that the performance of the organizations
has not to suffer. Some measures to control
absenteeism are as follows:
1. Adoption of a well defined recruitment procedure:
The selection of employees on the basis of
command, linguistic and family consideration should
be avoided. The management should look for
aptitude and ability in the prospective employees and
should not easily yield or pressure of personal likes
and dislikes. Application blanks should invariably be
used for a preliminary selection and tools for
interviews. The personal officer should play more
effective role as coordinator of information,
provided that he has acquired job knowledge in the
function of selection. Employers should also take
into account the fact that selection should be for
employee’s development, their reliance. They should
as far as possible rely on employment exchange. .
2. Provision of healthful and hygienic working
conditions: In India, where the climate is warm and
most of the work involves manual employee, it is
essential that the employees should be provided with
proper and healthy working conditions. The facilities
of drinking water, canteens, lavatories, rest rooms,
lighting and ventilation, need to be improved. Where
any one of these facilities is not available, it should
be provided and all these help in keeping the
employee cheerful and increase productivity and the
efficiency of operations throughout the plant.
3. Provision of reasonable wages, allowance and job
security to the employees: The salary of an
employee determines his as well as his family
standard of living. This single factor is important for
him than other. The management should, therefore
pay reasonable wages and allowances, taking into
account the capacity of the industry to pay.
4. Welfare motivators and social measure: The
management should consider the needs of employees
and offer them adequate and cheap housing
facilities, free of subsidised food, free medical and
transport facilities, free education facilities for their
children and other monetary benefits. As for social
security is concern, the provision of Provident Fund,
SBI facilities, Gratuity and Pension, all those need to
be improved.
5. Improved communication and prompt redresses of
Grievances: Meetings and concealing are called for
Siddhey et al.
written communication becomes meaningful only
when employee can readied understood them, too
many notices should be avoided only the essential
ones should be put on the boards, which should be
placed near the entrance inside the canteen and in
areas which are frequently visited by the employees
so that they are aware of the policies of the company
and any sort changes being made.
6. Liberal grant of leave: The managements strict
attitude in granting leave and holidays even when
the need for them is genuine, tempts employee to go
on E.S.I. leave for under this scheme, they can have
56 days leaves in years on half pay. An effective
way of dealing with absenteeism is to liberalise
leave rules.
7. Safety and accident prevention: Safety at work
can be maintained and accidents can be prevented if
the management tries to eliminate such personal
factors as negligence, overconfidence, carelessness,
vanity, etc. and such material factorizes unguarded
machinery and explosives, defective equipment and
hand tools. Safe methods of operation should be
taught. In addition consistent and timely safely
instruction, written instructions (manual) in the
regional language of the area should be given to the
work force.
8. Coordinal Relations between seniors and
subordinates: The seniors should be recognise that
company’s work is a group’s task and cannot be
properly done unless discipline is enforced and
maintained. Cordial relations between the seniors
and subordinates are therefore essential for without
them, discipline cannot be increased. One of the
consequences of unhealthy relations between seniors
and subordinates is absenteeism.
9. Development of employees by training: The
system of employees’ training should be so designed
as to take into account their educational needs as
individuals for their personal evaluation, as
operatives for their efficiency and advancement, as
citizens for happy integrated life in the community.
Suggestions and Recommendations
Absenteeism is a serious problem for management
because it involves heavy additional expenses. The
management should take the following measures to
reduce the rate of absenteeism:-
1. Provide Incentives: An incentive provides an
employee with a boost to their motivation and avoid
unnecessary absenteeism. Incentives like two hours
of bonus pay for every month of perfect attendance
can improve a lot.
2. Employee Assistance Program: If you confront an
employee about his or her frequent absenteeism and
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World Acad. J. Manag. 01 1016 (2013)
you find out that it is due to personal problems refer
them to EAP.
3. Sickness Reporting: Tell employees that they
must phone in as early as possible to advise why
they are unable to make it to work and when they
expect to return.
4. Return to Work Interview: When an employee
returns to work then ensure that they have a return to
work interview.
Research Limitations and Further
Research Directions
Researchers have identified many factors affecting
absenteeism. On the other hand it is very difficult to
understand nature and causes of human behavior.
Employees have their own values and attitude
towards the company. Consequently, they have
different kind of behavior and directives to fulfill
their requirements. Absence of their preferences
leads to absenteeism and as a result it leads to low
productivity. Hence it is very difficult to identify the
factors affecting absenteeism and more difficult to
study all those factors. This study has limited to the
four main factors namely personal factors, attitudinal
factors, organizational factors and other factors.
Thus a set of different factors may be the area of
research. During the study it is found that financial
and non financial incentives for the sincere and
regular employees can reduce the rate of
absenteeism. Thus, financial and non-financial
factors needed to be empirically tested as the factors
affecting absenteeism.
This study was limited to the pharmaceutical
companies located in Indore city and the surrounding
areas. Thus the same research may be the area of
interest in other locations over the Globe as well as
this study can be an area of other sectors or a group
of sectors also. This study took place during April-
July 2013. In India, these days are mostly affected
by marriages and summer vacations of children
(family issues) so the same study may generate
different result in other time span.
There are variations in the result concerned with less
experienced and highly experienced employees
hence a deep study is required in the same topic with
special reference to less experienced employees and
highly experienced employees. Other factors such as
political issues, social issues, alcoholism has came
out with the difference in the result between low
level management and middle level management
hence these factors can be implemented for further
studies.
Siddhey et al.
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[5] European Foundation for the Improvement of
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World Acad. J. Manag. 01 1016 (2013) Siddhey et al.

Annexture-I

Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

Rate of Absenteeism 81 1 5 3.52 1.266
Absenteeism Policy 81 1 5 3.80 .954
Working Environment 81 1 5 4.19 .808
Seniors Guidance 81 1 5 3.83 1.127
Work Load 81 1 5 3.32 1.223
Health Problems 81 1 5 3.78 1.255
Domestic Reasons 81 1 5 3.69 1.068
Facilities Provided 81 1 5 3.62 1.179
Work Dissatisfaction 81 1 5 3.44 1.214
Poor Work Environment 81 1 5 3.47 1.205
Political and Social
81 1 5 2.95 1.303
Issues
Internal Relationship 81 1 5 4.01 .844
Welfare Measures 81 1 5 3.49 1.152
Job Stress 81 1 5 3.74 1.138
Busy Work Schedule 81 1 5 3.51 1.002
Job Responsibility 81 1 5 3.46 1.194
Alcoholism 81 1 5 3.42 1.312
Job Satisfaction 81 1 5 3.38 1.079
Valid N (listwise) 81

Rate of Absenteeism

Cumulative
Frequency Percent Valid Percent Percent
Valid 1 8 9.9 9.9 9.9
2 12 14.8 14.8 24.7
3 9 11.1 11.1 35.8
4 34 42.0 42.0 77.8
5 18 22.2 22.2 100.0
Total 81 100.0 100.0

Descriptive Statistics

N Mean Std. Deviation

Absenteeism 81 3.52 1.266
Personal Factor 81 3.73 .959
Attitudinal Factor 81 3.53 .623
Organizational Factor 81 3.67 .522
Other Factor 81 3.19 .995
Valid N (listwise) 81

1016-9
World Acad. J. Manag. 01 1016 (2013) Siddhey et al.

Personal Factor

Cumulative
Frequency Percent Valid Percent Percent
Valid 1.50 5 6.2 6.2 6.2
2.00 4 4.9 4.9 11.1
2.50 3 3.7 3.7 14.8
3.00 10 12.3 12.3 27.2
3.50 7 8.6 8.6 35.8
4.00 28 34.6 34.6 70.4
4.50 14 17.3 17.3 87.7
5.00 10 12.3 12.3 100.0
Total 81 100.0 100.0

Attitudinal Factor

Cumulative
Frequency Percent Valid Percent Percent
Valid 1.33 1 1.2 1.2 1.2
1.83 1 1.2 1.2 2.5
2.50 4 4.9 4.9 7.4
2.67 3 3.7 3.7 11.1
2.83 2 2.5 2.5 13.6
3.00 8 9.9 9.9 23.5
3.17 4 4.9 4.9 28.4
3.33 8 9.9 9.9 38.3
3.50 12 14.8 14.8 53.1
3.67 7 8.6 8.6 61.7
3.83 6 7.4 7.4 69.1
4.00 8 9.9 9.9 79.0
4.17 8 9.9 9.9 88.9
4.33 7 8.6 8.6 97.5
4.67 2 2.5 2.5 100.0
Total 81 100.0 100.0

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 World Acad. J. Manag. 01 1016 (2013) Siddhey et al.

Organizational Factor

Cumulative
Frequency Percent Valid Percent Percent
Valid 2.10 1 1.2 1.2 1.2
2.20 1 1.2 1.2 2.5
2.40 1 1.2 1.2 3.7
2.80 3 3.7 3.7 7.4
2.90 1 1.2 1.2 8.6
3.00 3 3.7 3.7 12.3
3.20 5 6.2 6.2 18.5
3.30 3 3.7 3.7 22.2
3.40 6 7.4 7.4 29.6
3.50 6 7.4 7.4 37.0
3.60 10 12.3 12.3 49.4
3.70 5 6.2 6.2 55.6
3.80 3 3.7 3.7 59.3
3.90 7 8.6 8.6 67.9
4.00 6 7.4 7.4 75.3
4.10 4 4.9 4.9 80.2
4.20 8 9.9 9.9 90.1
4.30 1 1.2 1.2 91.4
4.40 3 3.7 3.7 95.1
4.50 2 2.5 2.5 97.5
4.60 2 2.5 2.5 100.0
Total 81 100.0 100.0

Other Factor

Cumulative
Frequency Percent Valid Percent Percent
Valid 1 5 6.2 6.2 6.2
2 2 2.5 2.5 8.6
2 8 9.9 9.9 18.5
3 7 8.6 8.6 27.2
3 19 23.5 23.5 50.6
4 14 17.3 17.3 67.9
4 17 21.0 21.0 88.9
5 5 6.2 6.2 95.1
5 4 4.9 4.9 100.0
Total 81 100.0 100.0

1016-11

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