Project Report GMP

SUMMER TRAINING
REPORT
(ABSENTEEISM IN GMP TECHNICAL SOLUTIONS, BAROTIWALA)

From 1st July 2017 to 12 August 2017
(Course code: MSO507)
In partial fulfilment of the requirement for the degree of Masters of Business and
Administration
(MBA) (Session 2016 -2018)
Submitted To: Submitted By:

Prof. Yoginder Verma Shubham Jamwal
Project Supervisor CUHP16MBA68
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ACKNOWLEDGEMENT
No endeavour can be successful without the active cooperation of the people concerned with
it. It is extremely difficult to find words which can do justice to this sort of cooperation; I got
in the planning & execution of this study.
I would like to acknowledge the contribution and suggestions received from numerous
sources during this project work. I would like to start with my University “Central university
of Himachal Pradesh” for imparting education to me and providing me an opportunity to do
this honourable degree. Then I would like to thank Dr Bhagwan Singh (HOD) School of
Business and Management Sciences for allowing me to undertake this project.
I wish to express with highest reverence and veneration my deep sense of gratitude to Dr
Yoginder Verma (Project supervisor). This project was only possible with his able guidance.
It was his keen and praise worthy efforts that helped me to reshape the content and to
organize this project work properly.
I would like to express my outmost gratitude to Mr. Kashmir Singh Thakur (HR Manager in
GMP Technical Solutions Pvt. Ltd., Barotiwala) and other employees of the organization, for
providing me the valuable information regarding this project work.
The final tribute and great appreciation is for my respondents who spared their precious time
to help me out. Last but not the least the credit for making me able to learn goes to my
family, my parents who always helped me and supported me.
Shubham Jamwal
MBA
School of Business & Management Administration
CUHP.
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SELF DECLARATION
I, Shubham Jamwal student of Central University of Himachal Pradesh, Dharamsala, hereby

declare that project report on “Absenteeism’’ conducted at “GMP Technical Solutions Pvt.
Ltd.” is the record of original work carried out by me under the supervision of Dr Yoginder
Verma and the information provided in the study is authentic to the best of my knowledge. It
been submitted in partial fulfilment of the requirements for the award of the degree of
Masters Business Administration (MBA) to Central University of Himachal Pradesh,
Dharamsala.
Dr. Yoginder Verma Shubham Jamwal

(Project Supervisor) CUHP16MBA68
MBA
3
PREFACE
This project report is the result of my 6 weeks of summer training which is an integrated part
of the MBA. It aims at providing a firsthand experience of the industry to the students. This
practical experience helps the student to view the real business world closely, which in turn
widely influences their conception and perception about the corporate world.
In order to make students competent all the students are required to take a real time project
work under summer training. Project work not only helps to understand the corporate world
but also correlate the theoretical concepts better which remains undiscovered in the
classrooms. I was really fortunate for getting an opportunity to prescribe my summer training
in a reputed, organization like GMP Technical Solutions Pvt. Ltd. It provided me a great deal
of exposure.
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TABLE OF CONTENTS
Contents
Part-A ......................................................................................................................................... 8
Chapter 1 .................................................................................................................................... 8
Introduction to GMP Technical Solutions Pvt. Ltd. .................................................................. 8
Introduction to Absenteeism ...................................................................................................... 8
Introduction of GMP .............................................................................................................. 8
GMP- as a fast-track project .................................................................................................... 10
GMP as a major participant in Industrial development in India .............................................. 10
Scenario before GMP started its operations............................................................................. 11
Scenario after GMP started its operations ............................................................................... 11
Development of new technology in India ................................................................................ 12
Socio-economic contribution ................................................................................................... 13
Contribution towards earning of Foreign Currency for country .............................................. 14
Introduction to Absenteeism .................................................................................................... 15
Concept of absenteeism ....................................................................................................... 15
Measurement of Absenteeism .............................................................................................. 16
Features of Absenteeism ...................................................................................................... 16
Maladjustment with the factory ....................................................................................... 17
Social and religious ceremonies....................................................................................... 17
Housing conditions .......................................................................................................... 17
Industrial fatigue .............................................................................................................. 17
Unhealthy working condition .......................................................................................... 17
Absence of adequate welfare activities ............................................................................ 17
Alcoholism ....................................................................................................................... 18
Indebtness ........................................................................................................................ 18
Improper and unrealistic personnel policies .................................................................... 18
Inadequate leave facilities ................................................................................................ 18
Effects of Absenteeism ........................................................................................................ 18
Types of Absenteeism .............................................................................................................. 19
Innocent Absenteeism .......................................................................................................... 19
Culpable Absenteeism ......................................................................................................... 19
Measures to Control Absenteeism ........................................................................................... 19
ADOPTION OF A WELL DEFINED RECRUITMENT PROCEDURE ........................... 19
PROVISION OF HEALTHFUL AND HYGENIC WORKING CONDITION ................. 19
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PROVISION OF REASONABLE WAGES AND ALLOWANCE AND JOB SECURITY
TO WORKERS.................................................................................................................... 20
MOTIVATORS WELFARE AND SOCIAL MEASURES ................................................ 20
IMPROVED COMMUNICATION AND PROMPT REDRESSAL OF GRIEVANCES .. 20
LIBERAL GRANT OF LEAVE .......................................................................................... 20
SAFETY AND ACCIDENT PREVENTION ..................................................................... 20
CORDIAL RELATIONS BETWEEN SUPERVISORS AND WORKERS....................... 21
DEVELOPMENT OF WORKERS BY TRAINING .......................................................... 21
Chapter – 2 ............................................................................................................................... 22
Research Methodology ............................................................................................................ 22
Objectives of Research ............................................................................................................ 22
Sample size .............................................................................................................................. 23
Sample area .............................................................................................................................. 23
Method of data collection ........................................................................................................ 23
Primary Data ........................................................................................................................ 23
Questionnaire ....................................................................................................................... 23
Secondary Data .................................................................................................................... 23
Analysis and interpretation: ..................................................................................................... 24
Objectives of Research ............................................................................................................ 24
Primary Objectives............................................................................................................... 24
Secondary Objectives........................................................................................................... 24
Chapter – 3 ............................................................................................................................... 25
Review of Literature ................................................................................................................ 25
1. Ernest B. Akyeampong (2007) ..................................................................................... 26
2. Mariajosé Romero and Young-Sun Lee (2007) ............................................................ 26
3. Morten Nordberg and Knut Røed (2003)...................................................................... 26
4. Hone, (1968) ................................................................................................................. 26
5. Muchinsky, (1997) ........................................................................................................ 26
6. Martocchio & Jimeno (2003) ........................................................................................ 27
7. Ruchi Sinha(2010) ........................................................................................................ 27
8. Nisam (2010) ................................................................................................................ 27
9. Jacobson (1989) ............................................................................................................ 27
10. Wolter H.J. Hassink & Pierre Koning (2009) ........................................................... 27
Chapter – 4 ............................................................................................................................... 28
Data Analysis and Interpretation ............................................................................................. 28
Chapter-5.................................................................................................................................. 46
Conclusion ........................................................................................................................... 47
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Suggestions and Recommendations ......................................................................................... 48
Limitations ........................................................................................................................... 49
Chapter- 6................................................................................................................................. 50
Bibliography ............................................................................................................................ 50
Websites ............................................................................................................................... 51
Research Papers ................................................................................................................... 51
Books ................................................................................................................................... 51
Chapter-7.................................................................................................................................. 52
Annexure .................................................................................................................................. 52
Questionnaire ....................................................................................................................... 53
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Part-A
Chapter 1
Introduction to GMP Technical Solutions Pvt.
Ltd.
Introduction to Absenteeism
Introduction of GMP
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GMP Technical Solutions Pvt. Ltd. is one of the largest providers for turn-key cleanroom
solutions in India. It is a very young company founded in 2005 and started its operations in
2006. GMP is a pioneer in partitions manufacturing in India. Before GMP started its
production of clean-room partitions, doors etc. in India the Indian Pharmaceutical projects
were totally dependent on Europe and middle-east for the clean-room partitions.
After GMP started its production of partitions the Indian Industry’s interest in local
manufacturing increased and as a result there are as many as 20 competitors of GMP in India
as on date.
GMP’s state of art manufacturing facility with an overall area of 4,50,000 sq. ft. and covered
area of above 1,50,000 sq. ft. is having most of manufacturing machines as CNC machines for
a better productivity and precision.
With passage of time after understanding the need of a specialized source who is well versed
with the pharmaceutical clean-room requirement; GMP also added to its portfolio various
essential services related to clean-rooms; i.e. HVAC, BMS, IBMS, Electrical etc. This was an
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important need of the hour, as there was very limited number of companies specializing in
these fields.
As of day GMP is largest turn-key solution provided for the clean-room solutions to
pharmaceutical, biotech, Labs, Electronic and automobile companies etc. under one roof.
GMP has completed more than 300 clean-room projects as on date out of which more than 30
are overseas projects, which helped GMP to earn valuable foreign currency and name for
India in overseas markets.
GMP- as a fast-track project
GMP’s factory was established in a record time of less than 7 months to participate in the
India’s industrial development. Below are some of the time lines which were followed:
For Unit -1
Activity Date
Purchase of land 09-02-2006
Preparation of site 12-02-2006
Start of Construction 23-02-2006
Inauguration of Unit 27-09-2006
Start of production 06-10-2006
For Unit -2
Activity Date
Purchase of land 15-09-2008
Preparation of site 15-09-2008
Start of Construction 25-09-2008
Inauguration date 09-12-2009
Start of production 18-12-2009
GMP as a major participant in Industrial development in India
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GMP is a pioneer of clean-room technology in India and has contributed a lot for
development of economical clean-room solutions for new pharmaceutical projects. Apart
from developing new technology in India, GMP has contributed to the Industrial development
of India through continuous product development and earning of valuable foreign exchange
for the country.
By further extending the product-line, GMP added a host of clean-room services to its
portfolio (HVAC, Electrical, Piping, BMS, Flooring etc.) making it the first company in India
to provide single window solutions for clean-rooms to the pharmaceutical industries, which
was a boost for the growing pharmaceutical industry of India, as the cost and time-lines for
the project completion reduced a lot with the single-window turn-key solutions.
Scenario before GMP started its operations
India was importing all clean-room partitions and doors from either Europe or Middle East till
start of GMP’s manufacturing facility in India. This import of clean-rooms was resulting in
the below problems:
• Price was very high so the pharmaceutical project budgets were shattered. Because of which
many companies were holding their projects as budgets were beyond their reach.
• The delivery time was very high resulting in the delays in the projects.
• The cost of replacement was very high and companies had to delay their projects even if few
panels were received in damaged condition or in-correct.
• Installation time was very long, as the European manufacturers used to send only 2-3 people
for installation of whole project.
• The valuable foreign exchange was being used to purchase these products from international
sources
Scenario after GMP started its operations
After the GMP started its operations in India after developing these new products; the things
exactly reversed in the industry:
• The price was much lower than the European sources, so the clean-room budgets were
straight-away reduced by 15-20% (material and transportation costs).
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• This reduction in clean-room budgets gave a benefit of reduction of 4-5% overall project
budgets of the pharmaceutical companies.
• The delivery time was drastically reduced from 4-5 Months to 4-5 weeks. This resulted in
faster completion of pharmaceutical projects.
• The cost of replacement reduced drastically, as for the replacements freight is the major
factor, which reduced drastically being a domestic manufacturer.
• The GMP developed its own installation team and used to send one supervisor, 3-4 installers
and 5-7 helpers to site, which increased the speed of installation upto three times.
• GMP has earned valued foreign currency for the country, which was earlier being drained
out to Europe and Middle-east.
Development of new technology in India
In 2005 all the clean-room partitions and doors were imported from Europe and middle-
east.GMP developed the technology in India for manufacturing of clean-room partitions,
doors, windows and related accessories in India and started manufacturing these products in
own factory in Barotiwala near Baddi (Himachal Pradesh) on 6th October 2006.
All the related manufacturing machinery was to be imported from Europe, as the technology
was not available in India. Most of the supporting machinery was developed by the company
on its own to save precious foreign exchange for the country.
India’s self dependence in clean-room technology

After developing the clean-room partitions, doors and related accessories, GMP developed the
clean-room equipments also indigenously and the Unit-II was started for production on 18th
December 2009 for production of these products.
Continuous development of new products

GMP has continuously added new products and services to its portfolio since its beginning. In
the beginning there was one manufacturing unit, which was manufacturing clean-room
partitions and doors in GI Powder-coated form. Then various products were developed in this
unit like; Double glazed windows, risers etc.
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In the year 2009 its second unit was put into production for clean-room equipments like pass-
boxes, LAFs, SS Furniture etc. More and more products were developed in this unit and taken
into production; i.e. Sampling/ Dispensing booth, Bio-safety cabinets, garment cabinets etc.
New machinery for making the HPL partitions and doors were added to this unit, which made
GMP as the only company in the world providing all types of partitions (Metal, HPL and
GRP) and doors for pharmaceutical projects.
Development of new services (Turn-key projects)

After developing the product lines GMP focused on the development of various services,
which was major requirement of the new pharmaceutical industry projects. The turn-key
solutions provided the client a single window solution for whole of the clean-room project
and included Partitions, HVAC, BMS, Electrical, Utilities, Piping, Flooring etc..This concept
was welcomed by the industry and contributed a lot towards a fast-track project completion of
the pharmaceutical projects, which was a need of hour for the developing pharmaceutical
industry. This single-window concept contributed to the speed of project completion and also
an economical solution for the client.
Excellence in Exports and customer service

GMP is a major partitions exporter in India as on date, having completed more than 30
International projects as on date. The major countries of export are Egypt, Algeria,
Bangladesh, Bahrain, KSA, Dubai, Nigeria, Kenya, Uganda, Turkey, CIS Countries. Apart
from these markets GMP had exported to various other countries like Brazil, Senegal, Nepal,
Bhutan, South Africa, Germany, Sudan and Iran. Our products and services are very well
appreciated by international clients and many of them have reciprocated with appreciation
letters.
Socio-economic contribution
Employment generation
GMP’s two units provide employment to around 500 people in these two units. Apart from
this there is an installation team of around 300 people and 300 people in its various offices all
over India. Thus GMP has provided employment to around 1100 people around the country.
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Establishment of training center in Baddi
GMP created an industrial training facility at Baddi and received award for the same from the
Himachal Pradesh Chief Minister on 16th July 2010
Development of the area and Indirect benefits to the population

around the factory area
GMP’s two units have contributed towards the development of the area in which they are
located. It is in terms of employment to local people, increase in sales of local shops and
increase in renal value of houses and accommodation in the area
Contribution towards earning of Foreign Currency for country
GMP since its inception has been contributing to the foreign currency earnings. However the
major focus on the exports was done after the f/y 2008-09
GMP Technical Solutions Pvt. Ltd.
Year wise turn-over and export figures
Total % of total
F/Year Exports (Rs.)
Turn-over (Rs.) Turn-over
2006-07 99,508,768 14,731,292 14.8%
2007-08 772,987,377 23,442,237 3.0%
2008-09 1,438,626,980 399,938,551 27.8%
2009-10 1,258,784,440 312,124,707 24.8%
2010-11 1,410,683,871 97,431,641 6.9%
2011-12 1,689,211,094 320,057,537 18.9%
2012-13 2,127,765,580 435,915,260 20.5%
201-14 2,324,002,860 817,918,687 35.2%
G. Total 11,121,570,969 2,421,559,911 21.8%
GMP in past three years has evolved itself as export focused company with its major focus on
high quality of products and installation. This has resulted in various companies around the
globe appreciating the projects done by GMP.
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Introduction to Absenteeism
Concept of absenteeism
It refers to worker’s absence from his regular task when he is normally scheduled 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.”
According to Labour Bureau of Shimla:

“Absenteeism is defined as the total man shifts lost because of absence as percentage of
total number of man shifts scheduled.”
In other words, it signifies the absence of an employee from work when he is scheduled to be
at work. Any employee may stay away from work if he has taken leave to which he is entitled
or on ground of sickness or some accident or without any previous sanction of leave. Thus
absence may be authorized or unauthorized, willful or caused by circumstances beyond one’s
control. For any business owner or manager, to cure excessive absenteeism, it is essential to
find and then eliminate the causes of discontent among team members. If they find their
supervisor or job unpleasant - really unpleasant - they look for legitimate excuses to stay
home and find them with things such as upset stomachs or splitting headaches. Any effective
absentee control program has to locate the causes of discontent and modify those causes or
eliminate them entirely. There are a few essential questions to consider at the outset if you
want to make a measurable improvement to your absenteeism figures.
Why is your present absenteeism policy ineffective?
Where and when is excessive absenteeism occurring?
What are the real causes for absences?
In various studies it has been revealed that the major reasons for absenteeism are low job
satisfaction, sub-standard working conditions and consistent negative and unfair treatment
received by first-line supervisors. Many human resources specialists have found that
repetitive, boring jobs coupled with uncaring supervisors and/or physically unpleasant
workplaces are likely to lead workers to make up excuses for not coming to work. If your
team members perceive that your company is indifferent to their needs, they are less likely to
be motivated, or even to clock on at all. Without improvement in these areas, you can expect
your high rate of absenteeism to continue.
15
Measurement of Absenteeism
For calculating the rate of absenteeism, we require the number of people scheduled to work
and number of people actually present. Absenteeism can be find out of absence rate method.
For Example:
a) Average number of employees in workforce: 100
b) Number of available workdays during period: 20
c) Total number of available workdays (a x b): 2,000
d) Total number of lost days due to absences during the period: 93
e) Absenteeism percent (d [divided by] c) x 100: 4.65%
Since absenteeism is a major barometer of employee morale, absenteeism above 5 percent
has to be considered as very serious (across most industries 3 percent is considered
standard).
Features of Absenteeism
On the basis of various studies undertaken certain observations may be made:

a) The rate of absenteeism is lowest on payday; it increases considerably on the days
following the payment of wages and bonus. The level of absenteeism is comparatively high
immediately after payday. When worker either feel like having a good time or in some other
cases return home to their villages family and after a holiday, has also been found to be
higher than that on normal days.
b) Absenteeism is generally high workers below 25 years of age and those above 40. “The
younger employees are not regular and punctual” presumably because of the employment of
a large number of new comers among the younger age groups, while the older people are not
able to withstand the strenuous nature of the work.
c) The percentage of absenteeism is higher in the night shift than in the day shift. This is so
because workers in the night shift experience great discomfort and uneasiness in the course
of their work than they do during day time.
d) Absenteeism in India is seasonal in character. It is the highest during March-April-May,
when land has to be prepared for monsoon, sowing and also in harvest season (Sept-Oct)
when the rate goes as high as 40%.
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Causes of Absenteeism
The Royal Commission Labor observed that high absenteeism among Indian labor is due to
rural orientation and their frequent urge for rural exodus. According to Acharaya “In modern
industrial establishment the incidence of industrial fatigue, mal nutrition and bad working
conditions aggravate that feeling for change among industrial worker and some time impel
them to visit their village home frequently for rest and relaxation.”
The general causes of absenteeism may be summarized as below:-
Maladjustment with the factory

In factory the worker finds caught within factory walls, he is bewildered by heavy traffic, by
strangers speaking different and subjected to strict discipline and is ordered by complete
strangers to do things which he cannot understand. As a result he is under constant strain,
which cause him serious distress and impairs his efficiency.
Social and religious ceremonies

Social and religious ceremonies divert workers from work to social activities. In large number
of cases incidence of absenteeism due to religious ceremonies is more than due to any other
reason.
Housing conditions
Workers also experience housing difficulties. Around 95% of housing occupied by industrial
workers in India is unsatisfactory for healthful habitations. This leads to loss the interest in
work.
Industrial fatigue
Low wages compel a worker to seek some part time job to earn some side income. This often
result inconstant fatigue, which compels to remain absent for next day.
Unhealthy working condition

Irritating and intolerable working conditions exist in a factory. Heat, moisture, noise,
vibration, bad lighting, dust fumes and overcrowding all these affect the workers health
causing him to remain absent from work a long time
Absence of adequate welfare activities

High rate absenteeism is also due to lack of adequate welfare facilities. Welfare activities
include clean drinking water, canteen, room shelter, rest rooms, washing bathing facilities,
first aid appliances etc.
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Alcoholism
Some of the habitual drunkards spend whole of the salary during first week of each month for
drinking purpose. Therefore 2 or 3 weeks after getting their salary absent themselves
from their work.
Indebtness
All those workers who undergo financial hardships usually borrow money lenders at interest
rate which are very high, which often cumulates to more than 11 – 12 times their actual
salaries. To avoid the moneylenders they usually absent themselves from work because they
are unable to return the money in stipulated time.
Improper and unrealistic personnel policies

Due to favoritism and nepotism which are in the industry the workers generally become
frustrated. This also results in low efficiency, low productivity, unfavorable relationship
between employee and supervisor, which in turn leads to long period of absenteeism.
Inadequate leave facilities

Negligence on part of the employer to provide leave facility compel the worker to fall back on
ESI leave. Instead of going without pay the worker avail them of ESI facility.
Effects of Absenteeism
It is quite evident that absenteeism is a common feature of industrial labour in India. It hinders
industrial growth and its effect is twofold.
• LOSS TO WORKERS
Firstly due to the habit of being absenting frequently worker’s income is reduced to a large
extent. It is because there is a general principle of “no work – no pay”. Thus the time lost in
terms of absenteeism is a loss of income to workers
• LOSS TO EMPLOYERS
On other hand, the employer has to suffer a greater loss due to absentees. It disturbs the
efficiency and discipline of industries consequently, industrial production is reduced. In order
to meet the emergency and strikes, an additional labour force is also maintain by the
industries. On certain occasions, those workers are employed who present themselves at
factory gates. During strikes they are adjusted in place of absent workers. Their adjustment
brings serious complications because such workers do not generally prove themselves up to
work. Higher absenteeism is an evil both for workers and the employers and ultimately it
adversely affects the production of industries.
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Types of Absenteeism
There are two types of absenteeism:
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.
Culpable Absenteeism
Culpable absenteeism refers to employees who are absent without authorization for reasons
which are within their control. For instance, an employee who is on sick leave even when
he/she is not sick and it can be proved that the employee was not sick, is guilty of culpable
absenteeism.
Measures to Control Absenteeism
Following are the measures to control absenteeism:-
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.
PROVISION OF HEALTHFUL AND HYGENIC WORKING CONDITION
In India, where the climate is warm and most of the work involves manual labour, it is
essential that the workers 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
19
and all these help in keeping the employee cheerful and increase productivity and the
efficiency of operations throughout the plant.
PROVISION OF REASONABLE WAGES AND ALLOWANCE AND JOB

SECURITY TO WORKERS
The wages of an employee determine 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.
MOTIVATORS WELFARE AND SOCIAL MEASURES
The management should consider the needs of workers and offer them adequate and cheap
housing facilities, free of subsidized 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.
IMPROVED COMMUNICATION AND PROMPT REDRESSAL OF GRIEVANCES
Since a majority of the workers are illiterate or not highly educated bulletins and written
notices journals and booklets are not easily understood by them. Meetings and concealing are
called for written communication becomes meaningful only when workers 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 workers so that they are aware of the policies of the company
and any sort changes being made.
LIBERAL GRANT OF LEAVE
The management’s strict attitude in granting leave and holidays even when the need for them
is genuine, tempts workers 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 liberalize
leave rules.
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
20
instruction, written instructions (manual) in the regional language of the area should be given
to the work force.
CORDIAL RELATIONS BETWEEN SUPERVISORS AND WORKERS
The supervisor should be recognizing that industrial work is a groups task and cannot be
properly done unless discipline is enforced and maintained. Cordial relations between the
supervisors and these workers are therefore essential for without them, discipline cannot be
increased. One of the consequences of unhealthy relations between supervisors and
subordinates is absenteeism.
DEVELOPMENT OF WORKERS BY TRAINING
The system of worker’s education 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, as
members of a trade union for the protection of their interests. The educational programs
according to their national commission on labor should be to make a worker: -
a) A responsible, committed and disciplines operative.
b) Aware of his rights and obligations.
c) Lead a calm, clean and health life, based on a firm ethical foundation.
d) A responsible and alter citizen.
21
Chapter – 2
Research Methodology
Objectives of Research
22
Sample size
The sampling size was 50 respondents from production department of the company.
Sample area
For my study I selected production department of GMP Technical Solutions Pvt. Ltd.,
Barotiwala.
Method of data collection

Primary data collected was through sample survey from the selected areas. So for this
purpose I had used the most popular tool of primary data collection through direct
communication with respondents. The tools I used were questionnaires.
Data is of two kinds -
Primary Data
The Primary data was collected using one of the most common tool of primary data
collection i.e. Questionnaire. The data collected through it is pure in nature. Other source of
primary data was direct communication with the respondents.
Questionnaire
In order to collect primary data a Questionnaire was prepared. It was designed in a manner so
that correct information can be gathered from respondents. Questionnaire consisted of close-
ended questions. The questionnaires distributed to the sampling size to gather information
were structured questionnaires. The questionnaires distributed contained scale marking
options regarding reasons which affects attendance of employees. The data was collected
using random sampling method.
Secondary Data
Secondary data are those data which have already been collected by someone else and which
have already been used as per required. In other words, data collected from a source that has
already been published in any form is called as secondary data. Various sources of secondary
data were:
• records maintained by personal department and time office
• Website of GMP Technical Solutions Pvt. Ltd.
23
Analysis and interpretation:
Once the data has been collected, it was analyzed very carefully. Data was analyzed with the
help of coding, tabulation and drawing charts and graphs.
Objectives of Research
One of the major problems is absenteeism in our industry. Absenteeism hinders planning,
production, efficiency and functioning of the organization. In fact high rates of absenteeism
affect an organization state of health and also supervisory and managerial effectiveness. This
project was undertaken for the following objectives
Primary Objectives
✓ To identify the causes of absenteeism of employees of GMP Technical Solutions Pvt. Ltd.
✓ To identify the rate of absenteeism of “worker”.
Secondary Objectives
✓ Evaluate employee’s awareness regarding impact of absenteeism on productivity of GMP

Technical Solutions Pvt. Ltd.
✓ Suggest suitable remedies to reduce absenteeism.
✓ Suggest organizational management of absenteeism
24
Chapter – 3
Review of Literature
25
1. Ernest B. Akyeampong (2007) has written a research paper Trends and seasonality in
absenteeism. In this paper the author focus on that at which time period the employees are
more absent. In this paper he said that illness-related absences are highly seasonal, reaching a
peak during the winter months (December to February) and a trough during the summer (June
to August). The high incidence in winter is likely related to the prevalence of communicable
diseases at that time, especially colds and influenza. The low incidence during the summer
may be partly because many employees take their vacation during these months. Because of
survey design, those who fall ill during vacation will likely report “vacation” rather than
“sickness or disability” as the main reason for being away from work. Compared with the
annual average, part-week absences are roughly 30% more prevalent in the winter months and
almost 20% less so during the summer months. Seasonality is much less evident in full-week
absences.
2. Mariajosé Romero and Young-Sun Lee (2007) have written a research paper A
National Portrait of Chronic Absenteeism in the Early Grades. In this paper he focused on the
following points:
(i) How widespread is the Problem of Early Absenteeism?
(ii) Does Family Incomes Impact Early Absenteeism?
(iii) What is the Impact of Early Absenteeism on Academic Achievement?
3. Morten Nordberg and Knut Røed (2003) have written a research paper
Absenteeism, Health Insurance, and Business Cycles. In this he wants to evaluate how the
economic environment affects worker absenteeism and he also isolate the causal effects of
business cycle developments on work-resumption prospects for ongoing absence spells, by
conditioning on the state of the business cycle at the moment of entry into sickness absence.
The author finds that
• That business cycle improvements yield lower work-resumption rates for persons who are
absent, and higher relapse rates for persons who have already resumed work.
• That absence sometimes represents a health investment, in the sense that longer absence
“now” reduces the subsequent relapse propensity.
• That the work-resumption rate increases when sickness benefits are exhausted, but that work-
resumptions at this point tend to be short-lived.
4. 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.”
5. Muchinsky, (1997) conducted study in the same field on the basis of literature review on
employee absenteeism and concluded employees’ withdrawal behavior apart from turnover.
Studies examining the psychometric properties of absence measures are reviewed, along with
26
the relationship between absenteeism and personal, attitudinal and organizational variables
chronic absentees into four categories such as; entrepreneurs, status seekers, family oriented
and sick and old.
6. Martocchio & Jimeno (2003) stated that” We propose 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). We
conclude by emphasizing the theoretical contributions that this model makes and by
suggesting ways in which the model could be tested.”
7. Ruchi Sinha(2010) in her study reveals that there only 4% employees remain away from
their work and that too due to personal reasons. There is very high level of job satisfaction
among the employees.
8. Nisam (2010) stated that stress among employees, health problems, loneliness at
workplace non-cooperation of colleagues causes absenteeism at workplace.
9. Jacobson (1989) has investigated a direct relationship between monetary incentives and
work floor attendance.
10. Wolter H.J. Hassink & Pierre Koning (2009) find statistically significant
differences in absence patterns across groups of workers with different eligibility statuses
depending on their attendance records and whether they had previously won. One finding is
that absenteeism rose among workers who, having won already, were ineligible for further
participation. Nevertheless, and although the reduction in firm-wide absence associated with
the lottery drifted from 2.4 percentage points to 1.1 percentage points after seven months, the
authors conclude that the lottery was of net benefit to the firm
27
Chapter – 4
Data Analysis and Interpretation
28
In this chapter efforts have been made to analyze and interpret the collected data towards
finding out the reasons behind absenteeism of workers in the organization
TABLE NO. 4.1

Classification of the respondents according to their age group
S. No. Age group (in years) No. of respondents Percentage (%)
1 21-30 35 70
2 31-40 11 22
3 41-50 3 6
4 Above 51 1 2
100
TOTAL 50
Source: Data collected from questionnaires.
2%
6%
AGE (in years)

22%
21-30
31-40
41-50
Above 51
70%
Figure No. 4.1
29
In fig. 4.1 an attempt has been made to classify the respondents on the basis of their age.
From the figure it is observed that the majority of respondents i.e. 70 percent of respondents
come under the age group of 21-30 years followed by 22 percent of respondents under the
age group 31-40 years, and 6 percent respondents come under the age group of 41-50 years.
Hence it is concluded that the majority of respondents are young.
TABLE NO. 4.2
Classification of the respondents according to their experience
S. No. Experience (in years) No. of respondents Percentage (%)
1 0-1 18 36
2 1-2 10 20
3 2-3 9 18
4 Above 3 13 26
Total 50 100
26%
Experience (in yrs)
36%
0-1
1-2
2-3
18%
Above 3
20%
Figure No. 4.2

In fig. 4.2 an attempt has been made to classify the respondents on the basis of their
experience. From the figure it is observed that the majority of respondents i.e. 36 percent of
30
respondents are having experience of less than 1 year followed by 26 percent of respondents
having experience above 3 years.
Hence it is concluded that the workforce is a mixture of freshers and experienced persons.
TABLE NO. 4.3

Classification of the respondents according to the no. of family members
S.No. No. of Members No. of Respondents Percentage (%)
1 3 5 10
2 4 18 36
3 5 19 38
4 Above 5 8 16
Total 50 100
10%
16% No. of family
members
36% 5
Above 5
38%
Figure No. 4.3
31
In fig. 4.3 an attempt has been made to classify the respondents on the basis of number of
members in the family. From the figure it is observed that the majority of respondents i.e. 38
percent of respondents are having 5 members in the family followed by 36 percent of
respondents having 4 members in the family.
Hence it is concluded that the majority of respondents are having more than 4 members in
the family.
TABLE NO. 4.4
Classification of the respondents according to the no. of working members in the family
S.No. No. of Working Members No. of Respondents Percentage (%)
1 1 18 36%
2 2 28 56%
3 Above 2 4 8%
Total 50 100%
No. of Working
8% Members
36% 1
Above 2
56%
Figure No. 4.4

working members in the family. From the figure it is observed that the majority of
32
respondents i.e. 56 percent of respondents are having 2 working members in the family
followed by 36 percent of respondents having only 1 working member in the family.
Hence it is concluded that the majority of respondents are having 1 or 2 working members
in the family.
TABLE NO. 4.5

Classification of the respondents according to their monthly income
S.No. Monthly Income No. of Respondents Percentage (%)
1 5000-6000 1 2
2 6000-7000 10 20
3 7000-8000 19 38
4 Above 8000 20 40
Total 50 100
2%
20%
Monthly Income (Rs.)
40% 5000-6000
6000-7000
7000-8000
Above 8000
38%
Figure No. 4.5
33
In fig. 4.5 an attempt has been made to classify the respondents on the basis of monthly
income. From the figure it is observed that the majority of respondents i.e. 40 percent of
respondents earn more than 8000 p.m. followed by 38 percent of respondents earning
between 7000 & 8000. There are only 2% respondents who earn less than Rs. 6000 p.m.
Hence it is concluded that the majority of respondents are earning more than Rs. 7000 p.m.
TABLE NO. 4.6

Classification of the respondents according to no. of times they take leave without informing
S.No Responses No. of Respondents Percentage (%)
1 Always 0 0
2 Never 15 30
3 Sometimes 35 70
Total 50 100
0%
30%
Responses
Always
Never
Sometimes
70%
Figure No. 4.6

times they take leave without informing. From the figure it is observed that the majority of
34
respondents i.e. 70 percent of respondents take leave sometimes without informing followed
by 30 percent of respondents never taking leave without informing.
Hence it is concluded that the majority of respondents have taken leave sometimes without
informing.
TABLE NO. 4.7

Classification of the respondents according to no. of times they take leave due to lack of
conveyance facility
1 Always 1 2
2 Never 30 60
3 Sometimes 19 38
Total 50 100
2%
38%
Responses
Always
Never
Sometimes
60%
Figure No. 4.7
35
times they take leave because of lack of conveyance facility. From the figure it is observed
that the majority of respondents i.e. 60 percent of respondents never take leave due to lack of
conveyance followed by 38 percent of respondents sometimes take leave due to lack of
conveyance. Only 2 percent respondents always take leave due to lack of conveyance facility.
Hence it is concluded that the majority of respondents never take leave due to lack of
conveyance facility.
TABLE NO. 4.8

Classification of the respondents according to their opinion regarding pay
1 Highly satisfied 3 6
2 Satisfied 23 46
3 Neutral 14 28
4 Dissatisfied 9 18
5 Highly dissatisfied 1 2
Total 50 100
36
2%
6%
18%
Responses
Highly satisfied
Satisfied
Neutral
Dissatisfied
46%
Highly dissatisfied
28%
Figure No. 4.8

In fig. 4.8 an attempt has been made to classify the respondents on the basis of their opinion
regarding pay. From the figure it is observed that the majority of respondents i.e.46 percent of
respondents are satisfied by their pay followed by 28 percent of respondents who are neutral
regarding their pay. There are 18 percent respondents who are dissatisfied and 2 percent who
are highly dissatisfied. Only 6 percent respondents are highly satisfied by their pay.
Hence it is concluded that the majority of respondents are satisfied by their pay.
TABLE NO. 4.9
Classification of the respondents according to their opinion regarding welfare facilities
2 Satisfied 29 58
3 Neutral 13 26
4 Dissatisfied 6 12
Total 50 100
37
2% 2%
12%
Responses
Highly satisfied
Satisfied
Neutral
26%
Dissatisfied
58% Highly dissatisfied
Figure No. 4.9

regarding welfare facilities. From the figure it is observed that the majority of respondents
i.e.58 percent of respondents are satisfied by the welfare facilities followed by 26 percent of
respondents who are neutral regarding the welfare facilities. There are 12 percent respondents
who are dissatisfied and 2 percent who are highly dissatisfied. Only 2 percent respondents are
highly satisfied by the welfare facilities provided.
Hence it is concluded that the majority of respondents are satisfied by the welfare facilities.
TABLE NO. 4.10
Classification of the respondents according to their opinion regarding timings
2 Satisfied 34 68
3 Neutral 6 12
4 Dissatisfied 3 6
Total 50 100

38
4%
6% 10%
12% Responses
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
68%
Figure No. 4.10

regarding timings. From the figure it is observed that the majority of respondents i.e.68
percent of respondents are satisfied by the timings followed by 12 percent of respondents
who are neutral regarding the timings. There are 10 percent respondents who are highly
satisfied and 6 percent who are dissatisfied. Only 4 percent respondents are highly
dissatisfied by the timings..
Hence it is concluded that the majority of respondents are satisfied by the timings.
TABLE NO. 4.11

Classification of the respondents according to their opinion regarding working conditions
2 Satisfied 36 72
3 Neutral 5 10
4 Dissatisfied 5 10
Total 50 100
39
0%
10% 8%
Responses
10%
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
72%
Figure No. 4.11

regarding working conditions. From the figure it is observed that the majority of respondents
i.e.72 percent of respondents are satisfied by the working conditions followed by 10 percent
of respondents who are neutral regarding the working conditions. There are 10 percent
respondents who are dissatisfied and 8 percent who are highly satisfied.
Hence it is concluded that the majority of respondents are satisfied by the working
conditions.
TABLE NO. 4.12

Classification of the respondents according to their opinion regarding relationship with their
supervisor
2 Satisfied 34 68
3 Neutral 9 18
4 Dissatisfied 2 4
40
Total 50 100
0%
4% 10%
18%
Responses
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
68%
Figure No. 4.12

regarding their relationship with their supervisor. From the figure it is observed that the
majority of respondents i.e.68 percent of respondents are having satisfactory relationship with
their supervisor followed by 18 percent of respondents who are neutral regarding their
relationship with the supervisor. There are 10 percent respondents who are highly satisfied
and 4 percent who are dissatisfied. Hence it is concluded that the majority of respondents are
having satisfactory relationship with their supervisor.
TABLE NO. 4.13
Classification of the respondents according to their opinion regarding relationship with the co-
workers
2 Satisfied 34 68
3 Neutral 7 14
4 Dissatisfied 2 4
41
Total 50 100
2%
4% 12% Responses
14%
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
68%
Figure No. 4.13

regarding their relationship with the co-workers. From the figure it is observed that the
majority of respondents i.e.68 percent of respondents are having satisfactory relationship with
the co-workers followed by 14 percent of respondents who are neutral regarding their
relationship with the co-workers. There are 12 percent respondents who are highly satisfied
and 4 percent who are dissatisfied. There are only 2 percent respondents who are highly
dissatisfied with their relationship with co-workers.
Hence it is concluded that the majority of respondents are having satisfactory relationship
with the co-workers.
TABLE NO. 4.14
Classification of the respondents according to their opinion regarding grievance handling
procedure
2 Satisfied 32 64
3 Neutral 10 20
4 Dissatisfied 3 6
42
Total 50 100
2%
6% 8%
Responses
Highly satisfied
20%
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
64%
Figure No. 4.14

regarding grievance handling procedure. From the figure it is observed that the majority of
respondents i.e.64 percent of respondents are satisfied with the grievance handling procedure
followed by 20 percent of respondents who are neutral regarding the grievance handling
procedure. There are 8 percent respondents who are highly satisfied and 6 percent who are
dissatisfied. There are only 2 percent respondents who are highly dissatisfied with the
grievance handling procedure.
Hence it is concluded that the majority of respondents are satisfied with the grievance
handling procedure.
TABLE NO. 4.15
Classification of the respondents according to their opinion regarding job satisfaction
2 Satisfied 36 72
3 Neutral 9 18
4 Dissatisfied 1 2
43
Total 50 100
2% 0% Responses
8%
18%
Highly satisfied
Satisfied
Neutral
Dissatisfied
72%
Highly dissatisfied
Figure No. 4.15

regarding job satisfaction. From the figure it is observed that the majority of respondents
i.e.72 percent of respondents are satisfied with their job followed by 18 percent of
respondents who are neutral regarding their job. There are 8 percent respondents who are
highly satisfied and 2 percent who are dissatisfied with their job.
Hence it is concluded that the majority of respondents are satisfied with their job.
TABLE NO. 4.16

Classification of the respondents according to their opinion regarding leave facility
2 Satisfied 31 65
3 Neutral 11 22
4 Dissatisfied 4 8
44
Total 50 100
0%
8% 8%
Responses
Highly satisfied
21%
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
63%
Figure No. 4.16

regarding leave facility. From the figure it is observed that the majority of respondents i.e.63
percent of respondents are satisfied with the leave facility followed by 21 percent of
respondents who are neutral regarding the leave facility. There are 8 percent respondents who
are highly satisfied and 8 percent who are dissatisfied with the leave facility.
Hence it is concluded that the majority of respondents are satisfied with the leave facility.
45
Chapter-5
A. Conclusion
B. Suggestions
C. Limitations
46
Conclusion
Finding and analysis reveals the following conclusion:

1) Most of the workers (nearly 70%) in GMP Technical Solutions Pvt. Ltd. are young i.e. below
30 years.
2) Workforce is mixture of both freshers and experienced workers.
3) More than 50% workers have 5 or more members in their family.
4) Most of the workers have 1 or 2 working members in the family. There are only 8% members
having more than 2 working members in the family.
5) Monthly income of most of the workers is more than Rs. 7000.
6) There are 70% of workers who take leave without informing the concerned authority
sometimes and about 30% workers never take leave without informing.
7) Lack of conveyance facility is the reason for absenteeism sometimes for only 38% workers.
8) Nearly 50% workers are satisfied with their income.
9) About 60% workers are satisfied with the welfare facilities provided.
10) Most of the workers are satisfied by the timings of work but they are dissatisfied by the time
provided for the lunch.
11) Nearly 80% workers are satisfied by the working conditions.
12) Most of the workers have satisfactory relationship with their supervisor.
13) Most of the workers have satisfactory relationship with the co-workers.
14) More than 70% workers are satisfied with grievance handling procedure.
15) About 80% workers are satisfied with their job.
16) Most of the workers are satisfied with the leave facility
17) The respondents were asked to give suggestions to reduce absenteeism. On the basis of their
response, following major suggestions can be helpful in reducing absenteeism
• Employee welfare facilities should be improved.
• Salary should be increased.
• Transportation facility should be provided.
• Canteen should be provided.
• Lunch timings should be increased.
• Quality of refreshment should be improved and more variety should be added to it.
47
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, gifts for the workers with highest attendance etc can improve a lot.
2. Employee Assistance Program- If you confront an employee about his or her frequent
absenteeism and 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”. On their return take an interest in their recovery and ask them how they
are. This can be particularly helpful in ascertaining the reasons behind an absence and assessing
whether they are genuine.
5. Adequate welfare facilities- welfare facilities like washing facilities, facilities for storing
and drying clothing, facilities for sitting, first aid appliances, canteens, shelters, rest rooms
and lunch rooms etc should be provided. These facilities helps to increase the efficiency and
morale, creation of permanent labor force, improvement in the mental and moral health.
6. Be flexible- Acknowledge that your employees have varying needs and may require a degree
of flexibility to help balance their work and home lives. Encourage open communication in
this area so that you are aware if they are having difficulty managing personal and work-life
issues.
7. Communicate regularly- If an employee is away from work for a long period of time, it is
crucial to maintain contact with employees while they are absent from work. If you are able
to understand more about the absence and the needs of the employee they will be able to
facilitate a quicker return to work.
In the end to conclude this report I would like to specify that the project allotted to me on
ABSENTEEISM was of immense help to me in understanding the working environment of an
organization, thereby providing a firsthand practical experience. In this project while identifying the
reasons of absenteeism of the workers of GMP Technical Solutions Pvt. Ltd., Barotiwala, Baddi. I got
an opportunity to interact with workers to observe their behavior and attitude. In the end I would
once again like to thank the people of GMP Technical Solutions Pvt. Ltd. who helped me in
accomplishing this project and boosting my morale by appreciating and recognizing my efforts.
48
Limitations
Some of the limitations of the project are listed as below:
1. To convince people for filling the questionnaires was difficult.

2. The personal biases of the respondents might have entered into their response.
3. Shortage of time period.
4. Less interest to respond
5. Due to the nature of the job workers were not easily approachable.
6. Some workers left the questionnaires incomplete.
7. Analyzing the results took too much time.
8. Some of the information was kept confidential and was not disclosed on.
9. Because of a small period of time only small sample had to be considered which doesn’t
actually reflect accurate and intact picture.
10. There is lack of data because of shortage of time.
11. Respondents were reluctant to disclose complete and correct information
49
Chapter- 6
Bibliography
50
Websites
1. www.hrglossories.com
2. www.hr-guide.com
3. www.gmptech.net
4. www.wikipedia.org
5. www.slideshare.com
6. www.europepmc.org/
Research Papers
1. Ernest B. Akyeampong(2007), Trends and seasonality in Absenteeism.

2. Mariajosé Romero and Young-Sun Lee (2007), A National Portrait of Chronic Absenteeism in
the Early Grades.
3. Morten Nordberg and Knut Røed (2003), Absenteeism, Health Insurance, and Business Cycles
4. Martocchio & Jimeno (2003), Employee absenteeism as an affective event.
5. Nisam (2010),Ways to Reduce Employee Absenteeism
6. Hone, A., (1968) “High absenteeism and high commitment”, Economic and Political Weekly
7. Jacobson, Stephen. 1989. “The Effects of Pay Incentive son Teacher Absenteeism.” Journal of
Human Resources
8. Muchinsky, P. M., (1977) “Source for employee absenteeism” Vocational Behavior
9. Ruchi sinha(2010) “Absenteeism of Employees at Indchemie Health Specialities Pvt. Ltd.
Mumbai, ” Academy of Management Studies, Dehradun.
10. Wolter H.J. Hassink And Pierre Koning (2009), “DO FINANCIAL BONUSES REDUCE
EMPLOYEEABSENTEEISM? EVIDENCE FROM A LOTTERY”, Industrial and Labor
Relations Review.
Books
1. Kothari,C.R. Research Methodology Methods and Techniques (3rd ed.), New Delhi: New
Age International Publishers
2. Dessler,G, Human Resource Management (10th ed.), New Delhi: Prentice Hall of India Pvt.
Ltd.
3. K Aswathappa, Human Resource Management(6th ed.), New Delhi: Tata McGraw Hill
Education Pvt. Ltd.
4. Stephen P Robbins, Personnel/ Human Resource Management (3rd ed.), New Delhi: Tata
McGraw Hill Education Pvt. Ltd.
51
Chapter-7
Annexure
52
Questionnaire
Reference Number______________
ABSENTEEISM IN GMP TECHNICAL SOLUTIONS, BAROTIWALA

Dear Sir/Madam
I, Shubham Jamwal, student of MBA-1 Central University of Himachal
Pradesh, Dharamsala need your co-operation in the form of marking the responses given
below. I assure you that the information given by you will be used for academic purposes
only and will be kept confidential.
Basic information of the respondent

Name (Optional) : ______________________________________
Age (years) : 21-30 31-40 41-50 51
onwards
Gender : Male Female
Experience (years) : 0-1 1-2 1 2-3 1 3 and
above
Number of
members in family : Three Four Five Above
five
Number of working
members in family : One Two Above two
Monthly Income : 5000-60000 6000-7000 1 7000-8000 A above
8000
Level at working : ______________________________________
Instructions
Below given are some questions related to your absenteeism in this organization. Please
indicate the responses by marking any one of the given alternatives.
The Questionnaire
1. How often do you take leave without giving information?
Always Never Sometimes
2. Is lack of conveyance facility reason of your absenteeism?
Always Never Sometimes
3. What is your opinion regarding the pay?
Highly Highly
Satisfied Neutral Dissatisfied
Satisfied Dissatisfied
4. What is your opinion regarding welfare facilities?
53
Highly Highly
5. What is your opinion about timings?
Highly Highly
6. Are you satisfied with the working conditions?
Highly Highly
7. How do you feel about the relationship with supervisor?
Highly Highly
8. How do you feel about the relationship with co-workers?
Highly Highly
9. Are you satisfied towards grievance handling procedure?
Highly Highly
10. What is your opinion regarding the satisfaction of job?
Highly Highly
11. Are you satisfied with leave facility?
Highly Highly
Any suggestions which will help you improve your attendance -

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
________________________________________________
Thank you for your kind cooperation
***********
54
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SUMMER TRAINING

(ABSENTEEISM IN GMP TECHNICAL SOLUTIONS, BAROTIWALA)

Submitted To: Submitted By:

I, Shubham Jamwal student of Central University of Himachal Pradesh, Dharamsala, hereby

Dr. Yoginder Verma Shubham Jamwal

GMP- as a fast-track project

GMP as a major participant in Industrial development in India

Scenario before GMP started its operations

Scenario after GMP started its operations

Development of new technology in India

India’s self dependence in clean-room technology

Continuous development of new products

Development of new services (Turn-key projects)

Excellence in Exports and customer service

Development of the area and Indirect benefits to the population

Contribution towards earning of Foreign Currency for country

According to Webster’s dictionary:

According to Labour Bureau of Shimla:

On the basis of various studies undertaken certain observations may be made:

Maladjustment with the factory

Social and religious ceremonies

Unhealthy working condition

Absence of adequate welfare activities

Improper and unrealistic personnel policies

Inadequate leave facilities

There are two types of absenteeism:

Measures to Control Absenteeism

Following are the measures to control absenteeism:-

ADOPTION OF A WELL DEFINED RECRUITMENT PROCEDURE

PROVISION OF HEALTHFUL AND HYGENIC WORKING CONDITION

PROVISION OF REASONABLE WAGES AND ALLOWANCE AND JOB

MOTIVATORS WELFARE AND SOCIAL MEASURES

IMPROVED COMMUNICATION AND PROMPT REDRESSAL OF GRIEVANCES

LIBERAL GRANT OF LEAVE

SAFETY AND ACCIDENT PREVENTION

CORDIAL RELATIONS BETWEEN SUPERVISORS AND WORKERS

DEVELOPMENT OF WORKERS BY TRAINING

Method of data collection

✓ Evaluate employee’s awareness regarding impact of absenteeism on productivity of GMP

TABLE NO. 4.1

S. No. Age group (in years) No. of respondents Percentage (%)

Source: Data collected from questionnaires.

AGE (in years)

Figure No. 4.1

S. No. Experience (in years) No. of respondents Percentage (%)

Source: Data collected from questionnaires.

Figure No. 4.2

TABLE NO. 4.3

S.No. No. of Members No. of Respondents Percentage (%)

Source: Data collected from questionnaires.

Figure No. 4.3

S.No. No. of Working Members No. of Respondents Percentage (%)

Source: Data collected from questionnaires.

Figure No. 4.4

TABLE NO. 4.5

S.No. Monthly Income No. of Respondents Percentage (%)

Source: Data collected from questionnaires.

Figure No. 4.5

TABLE NO. 4.6

S.No Responses No. of Respondents Percentage (%)

Source: Data collected from questionnaires.

Figure No. 4.6

TABLE NO. 4.7