MAJOR PROJECT

ON
A STUDY ON ABSENTEEISM & ITS CO-RELATION WITH JOB
SATISFACTION IN HDFC BANK

Submitted in partial fulfillment of the requirements for the award of the

degree of
MASTER OF BUSINESS ADMINISTRATION

BABA FARID COLLEGE OF MANAGEMENT AND

TECHNOLOGY, DEON

(BATHINDA)
SUBMITTED BY:-
DIVYA GOYAL
MBA 4th Sem.
UID: 18911
Roll No : 151

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 Declaration

I, DIVYA GOYAL, declare that the project entitled “A STUDY ON ABSENTEEISM &
ITS CO RELATION WITH JOB SATISFACTION IN HDFC BANK" is an original
research carried out with the help of the guidance of Miss Muskan , Assistant Professor of
B.F.C.M.T and this project is only presented for my master’s project.

DIVYA GOYAL

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 Acknowledgement

Nothing concrete can be achieved without optimum combination of inspection and perspiration
and work isn’t considered complete when indebtedness is expressed to all those, who help in the
work.
Miss Muskan is the first person who guided my work with a very good advice. She has been
inspired me in my work and support me throughout the course of the work.

I want special thanks to my parents for encouraging and supporting me for my work.

DIVYA GOYAL

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 Table of Content

Chapter 1

Introduction to Absenteeism …………………………………………... 5-11

Chapter 2

Review of Literature ………………………………………………....12-19

Chapter 3

Company profile………………………………………………………20-24

Chapter 4

Research Methodology………………………………………………...25-69

Chapter 5

Findings………………………………………………………………….71

Suggestions………………………………………………………………72

Chapter 6

Conclusion……………………………………………………………….74

Chapter 7

References……………………………………………………………….76

Appendix……………………………………………………………......77-82

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 CHAPTER 1
INTRODUCTION

1.1Concept of Absenteeism

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Employee absenteeism refers to not a success of workers to statement for a work, when they are
planned to the work. Employees those who are not here for work on recognized holiday’s
vacations, approved leaves of absence allowed for under the collective agreement provisions
would not to be included.
Employee absenteeism is the regular pattern of absence from the duty or obligation.. It was seen
as an administration difficulty & framed in monetary provisos. New current research seeks to
realize worker absenteeism, as a pointer of psychological medical or public alteration to work.
High Absenteeism in the workplace may be problem-solving of the poor morale but absences
can also be caused by workplace hazard or sick building diseases. Many employers use statistics
such as the Bradford factor that do not differentiate between real illness, and absence for
unsuitable reasons.
As a result, many employees feel grateful to come for work while ill, &send out communicable
diseases to their co-workers. This leads to even greater absenteeism& also reduces productivity
among other workers, who try to work while they are sick.. Sometime people choose not to show
up for work and do not call in advance which businesses may find to be unprofessional and
inconsiderate. Work forces often excuse absenteeism which is caused by medicinal reasons if the
member of staff supplies a doctor’s note or other form of records. Sometime people choose not
to show up for work &do not call in advance which businesses may find to be unprofessional
and inconsiderate. This is called a “no call, no show”. According to Nelson & Quick (2008)
people who are unhappy with their jobs, are absent most frequently. They went on to say that the
type of dissatisfaction, the most often leads to employees to miss work is dissatisfaction with
work itself.
The psychological model is the “withdrawal model” which assumes that absenteeism represents
is individual with drawl from dissatisfy to the working conditions. This finds that experimental
support in a negative association between absence and job satisfaction with the work itself.
Medical based understanding of the absenteeism is to find support in research that links
absenteeism with smoking problem drinking low back pain and migraines. Absence ascribed to
medical caused is often still at least in part, voluntary. Research shows that over one trillion
dollars is lost annually due to productivity shortages as a result of medical related absenteeism&
that increased focus on the preventative wellness could reduce these costs. The line between
psychological & medical causation is blurry given that there are positive links between both
work stress and depression and absenteeism. Depressive tendencies may lie behind some of
absence ascribed to the poor physical health as with adoption of a “culturally approved sick
role”. This places the adjective “sickness” before the word “absence” and carries a burden of
more proof than is usually offered.
Absence control can often be an important step in the process of reducing business costs because
of competitive pressure companies can no longer afford to carry unnecessary absence that they

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may have tolerated in the past. Therefore, many companies are focusing on the issue of
eliminating or at least reducing unnecessary levels of absence.
Absence is affecting more individual who is absent. The absent employees themselves, and their
dependents may have a cheap income as a result of absence, besides incurring and possible
additional medical expenses, that Employers are affected by direct expenses such as sick pay
overtime and the staff replacement costs, plus the indirect costs, associated with the effects of
absence one for example production and other for quality management time and the potential
loss of clients. The co-workers of an absent employee may have to work under much increased
pressure, in order to meet deadlines. From an economic point of view, there is a loss of potential
output, plus the increase government sped on social safety expenses. For example, the cost to the
State of disability benefits i.e. a payment made to insure people who are in poor condition for
work due to illness.

1.2The causes of absenteeism

 Transportation and illness
 Need of motivation
 Ineffective teaching
 Poor relationship with teachers
 Unhappy with course schedule
 Low employee confidence
 Poor working conditions are poor
 Boredom on the job
 Lack of job satisfaction
 Inadequate leadership and poor supervision
 Personal problem (financial, marital, substance abuse, childcare etc.)
 Poor physical fitness
 Transportation problems
 Inadequate nutrition
 The existence of income protection plans (collective agreement provisions which
continue income during period of illness or accidents)
 Stress
 Workload
 Employee discontent with a collective bargaining process and/or its results

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1.3 THE COST OF ABSENTEEISM

 Decrease in productivity
 Employees may carry an extra workload or supporting new or replacement staff
 Employees may required to train and orientate new or replacement workers Staff.
 Morale and employee service may suffer

 Financial costs
 Payment of overtime may effect
 Cost of self-insured income protection plans must be borne plus the wage costs of
replacement employees.
 Premium costs may rise for insured plans

 Administrative
 Staff time is required to secure replacement employees or to re-assign the remaining
employees.
 Staff time is required to maintain and control absenteeism

1.4TRENDS IN ABSENTEEISM

 The advanced rate of pay & greater the length of service of employee, the less the
absences
 As an organization grows, there is a tendency towards higher rates of absenteeism
 Absent of women is more than men
 Single employees are absent more than married employees
 Younger employees are absent more than older employees, but the latter are absent for
longer period of time.

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1.5UNDERSTANDING ABSENTEEISM
Absenteeism causes, its effects on productivity and its costs in the terms of finances and
managerial efficiency are quite clear. If they do not clear how to take positive action to control
absenteeism in such a way, then they should not create doubt, costly administration and systems
avoidance. Traditional methods of absenteeism control is based only on disciplinary procedures
have proven to be unsuccessful. It is impossible to create a fair corrective procedure because
even well run of disciplinary systems, which treat similar actions in similar way, that are usually
seen as unfair. The reason for this discipline alone is that it usually does not identify or address
the root cause of absenteeism.
Every employee who takes time off in defiance of company regulations has reason, right or
wrong, which justify to themselves the legitimacy of their actions. Unless a management
attendance program identify &addresses the causes of employee absenteeism, it will be
unsuccessful &unfair. Traditional disciplinary programs alone can give the false impression of
control. There is no top secret; there are some ways to beat even the best systems. The fear of
discipline often only increases the desire to avoid management systems. The physical and
emotional needs of employees must be addressed. In a 1985 study on ‘Rates of Absence among
nurses’ it was found that 50% of absenteeism could be restricted through attending to physical
employees and emotional needs.
1.6 ASPECTS OF JOB SATISFACTION
To define the job satisfaction, employees must say that ‘they are satisfied with the job’
Lime light on process pleasure becomes introduced by using Hop percent in 1935. He reviewed
32 researches on job pleasure. Prior of 1933 the job pride is the aggregate of mental,
physiological & environmental instances that path to mention genuinely that “i am glad with my
process.”
Job delight is derived from the Latin words “Satis” and “facere”, which means that “sufficient
and to do” respectively. Process pleasure refers to a worker’s preferred mindset in the direction
of his job
• Situational factor
• Person traits
• Institution and social courting out of doors the job.
Every person has diverse needs and wants to be fulfilled that needs. Any task, which fulfils those
needs, provides pleasure. Satisfaction is one’s contentment job that induces motivation and
interest within the work, which creates satisfaction or happiness inside the job. As a result

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Pleasure plays a very important position in every component of individual’s life, without delight
in existence; it becomes very hard to live to tell the tale.
MEANING
The term job satisfaction refers to an employee’s fashionable mind-set toward his activity.

 Activity satisfaction is the favorableness or un-favorableness with which employees view

their paintings.
 On the way to understand task pride, the first step is there to demarcate the boundaries
among such terms as attitudes, motivation and morale.
 A process is a critical part of existence. Process satisfaction impacts one’s popular
existence pride.
 The end result is that its pride is arises from a complicated set of occasions within the
identical manner the inducement does.
JOB SATISFACTION LEADS TO
• It motivates towards excessive productiveness.
• They need to stay with company.
• It acts as successfully in disaster.
• They accept necessary changes without resentment or resistance.
• They sell the interest of the employees in the enterprise.

1.7THEORIES
There are important differences among professionals approximately the concept of task delight.
Basically, there are four processes/ theories of activity satisfaction.
1) Fulfillment theory:-on this idea pleasure is measured in rewards which someone receives, or
via which his desires are satisfied.
most difficulties are determined on this approach are that the task delight isn't a characteristic of
what character receives, but additionally feels what he should receive, as there are difference in
actual & expectation of individuals.
2)Discrepancy theory :-The proponents of this concept is that pleasure is the feature of what a
person surely receives from his process satisfaction and what he thinks to gets or expects to
acquire. This method does no longer make it clear whether or not satisfaction is part of
dissatisfaction and the way it differs from dissatisfaction.

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3) Equity idea:-in this concept character who give enter is compared to the reference institution.
as an instance there are two supervisor at same task, how a good deal profits he gets this is
compared ,then we will recognize that worker is fulfill or no longer .there are two outcome
which actual we acquire or whose reference we take to this is obtained.
4) Factor idea:-This idea turned into developed through Herzberg, Manusner, and Paterson and
Cap properly who identified certain factors as satisfiers and dissatisfies.
elements inclusive of achievement, appreciation obligation etc.., are satisfiers, the presence of
which causes pleasure, however their absence does not bring about dissatisfaction on the other
hand the elements consisting of management wages, running situations etc.., are dissatisfies, the
absence which reason dissatisfaction but their presence does no longer result in task pleasure.
This principle is taken into consideration invalid as someone can get both pride and
dissatisfaction on the equal time.

1.8JOB SATISFACTION AND ABSENTEEISM

One can find a consistent negative relationship between satisfaction and absenteeism, but the
correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied,
workers are more likely to fail to see work; other factors have a contact on the relationship and
reduce the correlation coefficient. E.g. Organizations that provide liberal unwell leave profit are
encouraging all their Employees, including those who are highly satisfied, to take days off. So,
outside factors can act to reduce the correlation

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 CHAPTER 2
LITERATURE REVIEW

2.1REVIEW OF LITERATURE

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Theories of Absenteeism
Absence behavior is discussed in terms of theories on absences such as the notion of the
informal contract, perceived inequity, and withdrawal from stressful work situations, dynamic
conflict, social exchange, withdrawal, non-attendance, organizationally excused vs.
organizationally unexcused, involuntary vs. voluntary and lastly a four-category taxonomy.
Informal Contract
According to Gibsson (1966) attempted to explain a number of the primary capabilities of
absence conduct via the notion of a casual agreement. The contract is considered as being made
between the character and the organization. Gibsson (1966) was especially inquisitive about
absences that had been now not long enough to set off formal legitimizing (certification)
strategies. He used the concept of valence, regarding someone’s nice or bad relationships to a
piece state of affairs and mentioned that if the blended valences of a piece scenario are
vulnerable, it will likely be less difficult for people to legitimize their absences to themselves.
Gibsson (1966) comments that a potential concept relating to the dimensions of the business
enterprise impacts absence costs; in larger agencies, considering the fact that there's more
division of hard work, there may be also extra concealment of the contributions of people, for
that reason allowing range for absence from paintings. He also mentions the significance of the
worker’s identification with the organization, as within the case of longer-carrier employees, and
argues for the importance of the “authenticity” of the paintings agreement (Gibsson, 1966). In
different words, the organization need to be visible to provide a honest deal to the individual,
whose emotions of duty might consequently be bolstered.
Gibsson (1966) concept of valence, referring to an individual’s positive and negative relationship
toward a work situation has relevance, as the aim of this research is to determine whether work-
related attitudes (Job Involvement and Organizational Commitment) predict employee
absenteeism. It is hypothesized that employees with low job involvement and organizational
commitment (negative relationship to the work situations) will have higher levels of
absenteeism.
Resolving Perceived Inequity
According to Adams (1965), Hill and Trist (1953) and Patchen (1960) they have made top
notch theoretical contributions toward the look at of absenteeism. No latest literature has been
identified which has constructed in this perspective. Adams (1965) cautioned that absences can
be a method of resolving perceived inequity; the opportunity of absence behavior will boom with
the importance of inequity and if other way of decreasing inequity is not available. Patchen
(1960) had examined this type of hypothesis; generating evidence of a courting among absences
and perceived equity of pay, this is, employees’ emotions approximately how pretty they had
been dealt with in regard to their pay tiers and promotions.

Withdrawal from the Stress of Work Situations

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According to Hill and Trist (1953; 1962) contributed a concept of absence as being the
withdrawal from the pressure of labor situations. Withdrawal is the vital explanatory idea;
accordingly, individuals experiencing conflicts of delight and duties tend to express them
through hard work turnover, accidents, and unsanctioned absences (this is, absences without
formal permission). further to the views of Hill and Trist (1962), Hanisch and Hulin (1991)
theorized that absenteeism and different withdrawal behaviors replicate invisible attitudes
consisting of task dissatisfaction, low stage of organizational commitment, or an purpose to stop.
in step with this view, an worker who is absent from work is consciously or unconsciously
expressing terrible attachment to the company.
Dynamic Conflict
The ‘withdrawal’ clarification provided with the aid of Hill and Trist (1962) had a few next have
an impact on theoretical discussions by means of as (1962) and Knox (1961). Gadourek (1965)
defined the latter as ‘dynamic battle’ theories. The war is placed in the individual, and whether a
person stays or withdraws is the result of a complex in incentives and stresses.
Social exchange
According to Chadwick-Jones (1982) presented a case for the concept of absenteeism that is
social, not person in emphasis. As a primary step Chadwick-Jones (1982) assumed the
interdependency of members of work agencies. It seems apparent that people do have some
mutual obligations to friends, subordinates, and superiors (as well as other relationships out of
doors the work state of affairs). On this context the rights and obligations of individuals are both
issue to, and representative of, a fixed of regulations about sports in the paintings scenario. What
people do is therefore in all likelihood to be in solution to, on behalf of, in defense of, as well as
accomplishing a compromise with the regulations of the group.
The second one assumption made by using Chadwick-Jones (1982), is that underneath the
employment contract, a few shape of social change is taking area between employers and
personnel. Something they change in this case – whether or not it's their time, attempt, or skill or
cash, protection, congenial buddies, or something else- it will likely be simplest what is viable
for employees in the business enterprise. Exchanges may be conceived as among individuals and
paintings groups, or among work businesses and control, but it would now not be sensible to
conceive of the exchange between ‘the individual’ and ‘the agency’ at the same time as
disregarding the social situations and regulations.
Chadwick-Jones think of social change among employees and employers as growing in, or as
revealed by, a sample of behavior inside the paintings scenario that includes absences with all
the different elements that represent the agreement, formal and casual, between employers and
employees. Formal elements include pay, hours, disciplinary guidelines, process duties, and
merchandising lines. Casual ones encompass supervisory patterns, peer group relations, and –
salient to their evaluation – absence from paintings. Chadwick-Jones (1982) but, do factor out
that absences might not input into the change in any respect, insofar as some employees or
employee corporations, especially people with higher fame – supervisors in factories, managers
in banks – are absent very little or rarely at all. It is quite viable, but, that managers possess extra

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control over the allocation in their operating time and may take durations of ‘time out’ that aren't
recorded.
Withdrawal
Chadwick-Jones (1982), absence from work, where paintings is described by using the worker’s
presence at a selected area (workplace or workshop) for a hard and fast length each day, can be
interpreted as an man or woman act of choice among opportunity activities; as withdrawal or
escape from surveillance; as man or woman or institution resistance to an rigid machine. Thus,
absence may also be regarded as a stratagem in inter-institution members of the family, as a
shielding or aggressive act in inter-institution battle (Chadwick-Jones et al., 1982). For the
reason of these studies this theory has relevance, as the reasons for absence behavior might be
associated with a choice of opportunity activities in place of attending paintings.
Non-Attendance
According to Gibson (1966); Johns, (1978); Jones, (1971) distinguishes absenteeism from
different sorts of non-attendance which might be organized in advanced (e.g. holidays) and
particularly avoids judgments of legitimacy associated with absent occasions which are implied
by as sick depart. This definitional emphasis seeks to recognition on the important thing
organizational results of unscheduled non-attendance – instability in the delivery of hard work to
the business enterprise ensuing in the disruption of scheduled work strategies and the loss of
underutilization of effective capability (Allen, 1981; Jones, 1971, Nicholson, 1977). For this
research this definition could be applicable, as the researcher will now not recall absences
because of holiday go away and ill depart taken over more than three days.
Organizationally Excused Vs Unexcused
In terms of distinguishing amongst types of absence, one easy difference that preceding research
(Blau, 1985; Cheloha& Farr, 1980; Firzgibbons&Moch, 1980) made is among organizationally
excused versus organizationally unexcused absences. Based on those studies, plainly
organizationsoperationalize excused absence to consist of (within described limits) categories
such as private illness, jury responsibility, religious vacations, and funeral go away, and
transportation problems. However, as Johns and Nicholson (1982) noted, absence conduct could
have a spread of meanings for people. These studies will attention on the organizationally
unexcused kind of absenteeism.
Involuntary Vs Voluntary
According to March and Simon (1958) prominent between two fundamental varieties of
absences: involuntary (e.g. licensed sickness, funeral attendance) and voluntary (e.g. vocation,
uncertified sickness). Voluntary absences are underneath the direct control of the employee and
are regularly utilized for non-public pursuits. Conversely, involuntary absences are past the
employee’s on the spot managed. Consequently, voluntary rather than involuntary absences from
paintings may also replicate activity dissatisfaction and lack of commitment to the organization.
A 4-category Taxonomy

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According to Blau and Boal (1987) supplied a 4-class taxonomy that describing the meanings
of absence. Those categories are clinical, career improving, normative and calculative. in the
medical class, absence is regarded as a response to diverse infrequent and uncontrollable
occasions (infection, damage, fatigue, and circle of relatives needs). If such a scarcity (scientific)
occurred, it likely could be operational zed as a sporadically going on excused absence
(Blau&Boal, 1987). Inside the career enhancing class, absence is depicted as a mechanism that
gives the worker a in addition desire to pursue task- and profession-associated goals.
For the normative class, absence is viewed much less as a inspired conduct and more as a
habitual reaction to the norms of the work organization (organization) concerning absence
(Blau&Boal, 1987). As such, this form of absence probably might operational zed as a
constantly going on excused absence. Consequently, for this institution, it would be predicted no
longer most effective to predict frequency, but additionally whilst absenteeism will manifest.
ultimately, the calculative absence is considered as a coin of trade (Blau and Boal, 1987; Johns
& Nicholson, 1982) in both fulfilling or modifying the implicit social contract among the
employee and corporation, and as a time allocation method for enhancing non-paintings
outcomes. This sort of absence could be operational zed in terms of the employee using a certain
range of excused and unexcused absences authorized by the organization, depending on how
plenty the worker felt he or she have to modify the implicit social settlement. it could be
expected that a really apathetic worker (low job involvement and organizational dedication)
could take complete gain via using both types of absence. Consequently, absolutely the
frequency and overall variety of days absent need to be finest for workers who are the maximum
apathetic.

2.2Theories of Absenteeism

Task delight theories have a robust overlap with theories explaining human motivation. The
most not unusual and outstanding theories on this place encompass: Maslow’s wishes hierarchy
idea; Herzberg’s motivator-hygiene concept; the activity characteristics model; and the
dispositional method. These theories are described and discussed below.
Hierarchy of needs
Although typically regarded within the human motivation literature, Maslow’s needs hierarchy
idea became one of the first theories to look at the crucial members to activity pleasure. The
principle indicates that human wishes form a 5-degree hierarchy including: physiological wishes,
protection, belongingness/love, esteem, and self-actualization. Maslow’s hierarchy of needs
postulates that there are essential wishes that need to be met first (inclusive of, physiological
needs and safety), before extra complicated needs may be met (which include belonging and
esteem).
Maslow’s desires hierarchy changed into developed to provide an explanation for human
motivation in trendy. But, its important tenants are relevant to the paintings placing, and were
used to give an explanation for job delight. Within an enterprise, monetary compensation and
healthcare are a number of the advantages which help an employee meet their simple

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physiological desires. Safeties wishes can show up it thru employees feeling bodily secure of
their paintings surroundings, as well as process safety and/ or having appropriate company
structures and guidelines. While this is satisfied, the personnel can recognition on feeling as
although they belong to the place of work. This can come in the form of wonderful relationships
with colleagues and supervisors within the place of work, and whether or no longer they feel
they are part of their crew/ enterprise. Once glad, the employee will are seeking to experience as
although they are valued and appreciated through their colleagues and their employer. The final
step is where the employee seeks to self-actualize; in which they need to grow and broaden that
allows you to grow to be the whole thing they are capable of turning into. Despite the fact that it
could be seen as separate, the progressions from one step to the following all make a
contribution to the system of self-actualization. Consequently, corporations trying to enhance
worker task pride ought to attempt to meet the fundamental needs of personnel before
progressing to cope with higher-order desires. but, extra these days this method is turning into
much less famous as it fails to do not forget the cognitive process of the worker and, in general,
lacks empirical helping evidence. Similarly, others have located fault with the final degree of
self-actualization. the lack of a clean definition and conceptual know-how of self-actualization,
paired with a difficulty of measuring it, makes it difficult to degree what the very last aim is or
whilst it has been carried out.
Motivator-Hygiene Theory

Herzberg’s motivator-hygiene idea suggests that task pleasure and dissatisfaction are not two
contrary ends of the same continuum however as an alternative are two separate and, at times,
even unrelated ideas. ‘Motivating’ factors like pay and blessings, popularity and success need to
be met so as for an employee to be satisfied with work. Then again, ‘hygiene’ factors (inclusive
of, operating conditions, employer regulations and shape, job safety, interplay with colleagues
and great of management) are associated with job dissatisfaction.
Because each the hygiene and motivational factors are regarded as independent, it is viable that
employees are neither happy nor disillusioned. This principle postulates that when hygiene
elements are low the worker is dissatisfied, but when those factors are excessive it method the
worker is not disillusioned (or neutral), but now not always happy. Whether or now not an
employee is satisfied is dependent on the motivator elements. Moreover, it's far notion that when
motivators are met the employee is thought to be glad. This separation can also aid in accounting
for the complexity of a worker’s feelings, as they might experience both happy and disillusioned
at the same time; or neither satisfied nor upset.

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2.3Job Characteristics Model
The activity characteristics version (JCM) explains that task delight occurs whilst the paintings
surroundings encourages intrinsically motivating characteristics. Five key process traits: ability
range, venture identity, task significance, autonomy and comments, affect three psychological
states (determine 3). Subsequently, the three psychosocial states then cause some of capability
effects, together with: activity delight. Therefore, from an agencies’ point of view, its far notion
that by way of improving the five middle activity dimensions this can sooner or later result in a
better paintings surroundings and extended process pleasure.
Unlike the Maslow or Herzberg’s theories, the JCM has received extra empirical aid. However,
it has additionally drawn complaint as many researches using this version check out the direct
effect center job dimensions have on personal and paintings results, completely brushing off the
important psychological states. No matter this, the JCM and its impact on task satisfaction has
been the problem of three opinions, which in addition lend assist to the version. Similarly to this,
Behson and co-workers’ meta-analysis of 13 researches particularly targeted on the function of
crucial mental states, and determined those mental states to play a crucial practical and
theoretical function within the JCM.
Dispositional approach

This dispositional method suggests that process pride is carefully associated with personality. It
postulates that a man or woman has a sturdy predisposition toward a certain degree of
satisfaction, and that those remain fairly constant and solid throughout time. The evidence for
this approach can be divided into indirect studies and direct research. decide and colleagues have
reviewed those areas in greater detail.
The indirect evidence comes from research that does not explicitly degree personality. Statistics
from the countrywide longitudinal studies in the U.S.A. located that measures of process pride
have a tendency to stay fairly stable over 2, three and five yr periods. This even includes giant
employment changes, along with: modifications in company or career. Apparently, a twin
primarily based study [2examined 34 twins whom were raised independently of one another.
This study discovered genetic elements accounted for 30% of activity delight tiers while
assessed in later lifestyles.
The indirect research, however, are at risk of a number of vital criticisms, namely that other
unaccounted factors might be contributing to task pride ranges. This highlights the respective
significance of research without delay assessing the function of character. Most prominently,
there is studies proof that vanity, self-efficacy, emotional stability and locus of manage include a
extensive character assemble, which make a contribution to how an character sees themselves. A
evaluate of 169 correlations between every of 4 affective constructs (i.e., shallowness, self-
efficacy, emotional stability and locus of control) and task delight, located that as self-mentioned
tiers of self-esteem, self-efficacy, emotion balance and locus of manipulate accelerated so did
process pleasure.

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2.4OBJECTIVES OF THE STUDY
• To study the factors affecting employee absenteeism in the bank.
• To analyze the effects of employee absenteeism on the bank.
• To study the Role of job satisfaction on employee absenteeism.
• To determine relationship between job satisfaction and absenteeism

19
 CHAPTER 3
COMPANY PROFILE

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3.1HISTORY
The HDFC bank was integrated on August 1994 through the given call of 'HDFC bank
restricted', with its registrar workplace in Mumbai, India. HDFC bank commenced its operations
as a Scheduled commercial financial institution in January 1995. HDFC is the primary to get a
sanction from the Reserve financial institution of India (RBI) to installation a bank in the non-
public area, as a part of the RBI's liberalization of the Banking enterprise in India in1994.
HDFC bank is head workplace is in Mumbai. The financial institution at present has an fortunate
community of over 1416 branches stretch over 550 cities throughout India. All branches are
connected on a web.. Customers in over 500 places are also serviced thru mobile Banking. The
bank additionally has a hyperlink over 3382 networked ATMs throughout the towns.
The supporter of the organization HDFC changed into incepted in 1977 is India's most
appropriate housing finance employer and enjoys an impeccable music document in India as
well as in worldwide markets. HDFC has uptown great proficiency in retail loan loans to
important marketplace segments and also has a huge corporate purchaser base for its housing
related credit score services. With its enjoy inside the monetary markets, a properly-built
marketplace popularity, first rate shareholder base & exclusive consumer franchise, HDFC
changed into ideally positioned to inspire a financial institution within the Indian environment.
On May additionally 23, 2008, the combination of CBoP with HDFC bank became approved
with the aid of RBI to absolute the legislative and authoritarian sanction development. As
according to the machine of integration, shareholders of CBoP predicted 1 share of HDFC
financial institution for all 29 shares of CBoP.
The mutual entity now holds a burly deposit base of round Rs. 1, 22,000 crore & closing
advances of around Rs. 89,000 crore. The stability sheet length of the shared article would be
over Rs. 1, 63,000 crore. The incorporation introduced most important cost to HDFC financial
institution in provisions of enlarged department set of connections.
In a milestone operation inside the banking enterprise in India, times financial institution
constrained became merged with HDFC bank Ltd., powerful February 26, 2000. It turned into
the first merger of personal banks within the new invention private zone Banks. As in step with
the scheme of incorporation authorized by the shareholders of each banks and the RBI,
shareholders of times financial institution received 1 proportion of HDFC bank for each 5.75
shares of instances financial institution.

21
 3.2Services offered by the company:
Personal Banking
 Accounts & Deposits
 Loans
 Cards
 Forex
 Investments & Insurance
NRI Banking
 Accounts & Deposits 
 Remittances 
 Investments & Insurance Loans Payment Services 
Wholesale Banking
 Corporate 
 Small & Medium Enterprises 
 Financial Institutions & Trusts 
 Government Sector

PROMOTER
HDFC is India’s head of nation housing finance employer & enjoys an above reproach track file
in India in addition to in worldwide markets. Because it becomes founded in 1977, the company
has maintained a constant and robust expansion in its operations to live behind the marketplace
organizer in mortgages. Its dazzling mortgage portfolio has covers one million living units.
HDFC has residential primary knowledge in retail mortgage loans to various marketplace
segments and additionally has a large network purchaser base for its housing associated credit
offerings. With its practice within the economic markets, properly-constructed market
recognition, huge shareholder base and exclusive customer franchise, HDFC turned into
preferably to be discovered to sell an environment bank in India.
BUSINESS FOCUS
HDFC financial institution’s challenge is to be a world elegance Indian bank. The principle is to
fabricate sound consumer franchises throughout various companies a good way to be the
appropriate giver of banking facilities for goal retail & wholesale purchaser segments, and to get
robust increase in prosperity, consistent with the bank’s threat choice. The bank is dedicated to
hold the maximum stage of proper values, skilled integrity, corporate governance and regulatory
compliance. HDFC bank’s business philosophy is based totally on 5 core values: Operational
Excellence, customer consciousness, Product guidance, people and Sustainability

22
3.3AMALGAMATION OF TIMES BANK & CENTURIAN BANK OF
PUNJAB WITH HDFC BANK
On May 23, 2008, the amalgamation of Centurion financial institution of Punjab with HDFC
financial institution turned into formally approved by using Reserve bank of India to finish the
statutory and regulatory approval process.. As consistent with the scheme of amalgamation,
shareholders of CBoP acquired 1 percentage of HDFC financial institution for every 29 stocks of
CBoP. The amalgamation brought widespread fee to HDFC bank in phrases of prolonged branch
community, geographic obtain, and customer base, and a bigger pool of professional manpower
In a milestone transaction inside the Indian banking industry, times financial institution
constrained (any other new private zone financial institution promoted by way of Bennett,
Coleman & Co. / times group) turned into merged with HDFC financial institution Ltd., effective
February 26, 2000. This became the primary merger of private banks within the New generation
non-public area Banks. As in line with the scheme of amalgamation authorized through the
usage of the shareholders of both banks and the Reserve financial institution of India,
shareholders of instances bank acquired 1 percentage of HDFC monetary institution for every
5.75 stocks of instances financial institution
DISTRIBUTION NETWORK
HDFC monetary institution is installed in Mumbai. As of March 31, 2015, the financial
institution’s distribution network end up at four,014 branches in 2,464 cities. All branches are
linked on an online actual-time basis.clients throughout India also are serviced via multiple
delivery channels along with smart phone Banking, internet Banking, cell Banking and SMS
based totally banking. The bank’s expansion plans consider the need to have a presence in all
primary industrial and commercial facilities, in which its company customers are placed, in
addition to the need to build a robust retail patron base for both deposits and loan merchandise.
Being a clearing / agreement financial institution to diverse main inventory exchanges, the bank
has branches in centers wherein the NSE / BSE have a sturdy and energetic member base.The
bank also has a network of 11,766 ATMs throughout India. HDFC bank’s ATM network may be
accessed with the aid of all home and worldwide Visa / mastercard, Visa Electron / Maestro,
Plus / Cirrus and American specific credit score / fee cardholders
MANAGEMENT
Mrs. ShyamalaGopinath holds a master’s degree in trade and is a CAIIB. Mrs. Gopinath has 39
years of enjoy in financial area coverage components in extraordinary capacities at RBI. As
Deputy Governor of RBI for seven years and member of the Board. Mrs. Gopinath were guiding
and influencing the countrywide rules within the diverse areas of monetary quarter law and
supervision, improvement and regulation of economic markets, capital account control, control
of government borrowings, forex reserves management and payment and settlement systems.

23
The dealing with Director, Mr. Aditya Puri, has been a expert banker for over 25 years and
before joining HDFC bank in 1994 was heading Citibank's operations in Malaysia.
The financial institution's Board of administrators is composed of eminent individuals with a
wealth of revel in public coverage, administration, enterprise and commercial banking. Senior
executives representing
TECHNOLOGY
HDFC bank operates in relatively automatic surroundings in terms of statistics era and
communiqué structures. All of the financial institution’s branches have on-line connectivity,
which permits the bank to provide fast funds switch centers to its customers. Multi-branch access
is likewise provided to retail clients thru the branch network and automatic Teller Machines
(ATMs).
The bank has made significant efforts and investments in obtaining the high-quality generation
available across the world, to build the infrastructure for a world class bank. In terms of middle
banking software, the company banking commercial enterprise is supported through Flex dice, at
the same time as the Retail Banking commercial enterprise via Fin ware, each from i-flex
answers Ltd. The structures are open, saleable and net-enabled.
The bank has prioritized its engagement in era and the internet as certainly one of its key desires
and has already made enormous progress in web-permitting its core groups. In every of its
agencies, the bank has succeeded in leveraging its market role, information and technology to
create a aggressive benefit and construct marketplace percentage.
BUSINESS PROFILE
HDFC bank caters to a huge variety of banking offerings protecting commercial and funding
banking on the wholesale facet and transactional / branch banking at the retail facet. The bank
has three key commercial enterprise segments:
Wholesale Banking
The bank’s goal marketplace is in the main massive, blue-chip manufacturing organizations
inside the Indian company zone and to a lesser quantity, small & mid-sized corporate and agric-
primarily based groups. For the ones customers, the bank offers a extensive type of business and
transactional banking offerings, consisting of running capital finance, alternate offerings,
transactional offerings, cash control, and so forth. The bank is likewise a leading provider of
based solutions, which combine coins control offerings with supplier and distributor finance for
facilitating superior supply chain control for its company customers. Based on its superior
product shipping / service ranges and strong customer orientation, the bank has made good sized
inroads into the banking consortia of a number of main Indian corporate which include
multinationals, corporations from the domestic commercial enterprise homes and prime public

24
 area companies. it's far recognized as a leading issuer of cash management and transactional
banking solutions to company customers, mutual finances, inventory trade members and banks.

 Retail Banking

The intention of the Retail bank is to offer its goal marketplace clients a whole kind of financial
products and banking offerings, giving the patron a one-forestall window for all his/her banking
necessities. the goods are subsidized by using global-magnificence service and brought to clients
thru the growing department community, as well as through opportunity delivery channels like
ATMs, telephone Banking, net Banking and cell Banking.
The HDFC bank preferred application for high net well worth individuals, the HDFC financial
institution Plus and the funding Advisory services packages have been designed retaining in
mind desires of customers who are seeking for wonderful financial answers, facts and
recommendation on numerous investment avenues. The bank additionally has a wide array of
retail loan products which include automobile Loans, Loans towards marketable securities,
personal Loans and Loans for 2-wheelers. it is also a main company of Depository participant
(DP) services for retail customers, imparting clients the facility to hold their investments in
electronic form.

25
 CHAPTER 4
RESEARCH
METHODOLOGY

26
4.1 RESEARCH METHODOLOGY
Research in common way of speaking refers to a search for knowledge. In keeping with Redman
and Mory it is “systematized effort to gain new know-how.” Some people recollect research as a
motion from regarded to the unknown. A consequence, research is an original contribution to the
already current inventory of knowledge main to similarly advancement. It’s far the pursuit of
fact with the help of look at, statement, contrast and test. In short, the look for understanding
through objective and systematic technique of finding strategy to a problem is research.

4.1.1. Type of Research

The research would be Descriptive research which is reality finding in nature.

4.1.2. Descriptive Research

Descriptive research blanketed survey and truth-finding enquiries of various sorts. the most
reason of descriptive research might be description of the art work life stability, as it exists at
present.
4.2. BASIS OF STUDY
The study would be based on primary as well as secondary data.
Primary Data
The number one information Is amassed the usage of Sampling method and via Survey
the usage of Questionnaire.
Secondary Data
Secondary Data would be collected from the Bank Broachers, magazines, newspapers and
related literature, journals and articles

4.3 SAMPLING DESIGN

 SAMPLE SIZE
o 50 Bank Employees (HDFC Bank)

 SAMPLE UNIT
o HDFC Bank, Patiala
 SAMPLE AREA
o Kotkapura (Punjab)
 SAMPLING TECHNIQUE
Convenience Sampling was used to select the sample. handy sampling is a non-possibility
sampling method that tries to attain a pattern of handy elements .In case of comfort sampling, the
choice of sample depends upon the discretion of the interviewer. on this assignment,

27
Questionnaire method became used for the accumulating the records. With the assist of this
technique of accumulating records, a sample survey becomes conducted.

4.4 STATISTICAL TOOL

Data collection through survey would be analyzed with the help of simple percentages, means
and average.

4.5Data Interpretation & Analysis

This chapter discusses the analysis of the primary data collected in this project study. It has been
divided into types. The first part is containing the gender and other basic information regarding
respondents. The second part covers the reasons and other factors of absenteeism. The third part
covers the Job satisfaction factors among respondents. This case study contains the frequency
analysis of the various factors of absenteeism and job satisfaction.

28
Q1 Age of member of staff

Age of member of staff Frequency Percent

25-35 years 11 22.0

35-45 years 18 36.0

above 45 years 21 42.0

Total 50 100.0

Interpretation: -

The above pie chart depicts the age of respondents. 42% of general respondents are of age
organization “above 45 years”, 36 % of respondents are age organization “35-45 years” and rests
are of age group “25-35 years”.

29
Q 2 Gender of the employee

Gender category Frequency Percent

Male 28 56.0

Female 22 44.0

Total 50 100.0

Interpretation

The pie chart shows that 56 % of overall respondents are male and rest are woman.

Q3: - Experience of staff members

30
 Experience of staff members Frequency Percent

Below 6 months 6 12.0

6 months- 1 year 11 22.0

1-2 years 10 20.0

Above 2 years 23 46.0

Total 50 100.0

Interpretation

The above pie chart shows that 46% of total respondents have Experience of above 2 years, 20
% of total respondents have one to two years’ enjoy, 22% are having skills & knowledge
between six months to 12 months while rest has revel in underneath six months

Q 4: - Matrimonial Status

31
 Matrimonial Status Frequency Percent

Single 16 32.0

Married 34 68.0

Total 50 100.0

Interpretation: -

The above chart depicts the marital reputation of respondents. 68% of respondents are married
and rests are single.

Q5: - Are you hampered on your each day activities by any physical or intellectual health
problem, illness, disability?

32
 Are you hampered on your each day activities by any physical
or intellectual health problem, illness, disability? Frequency Percent

Severely 13 26.0

No 18 36.0

to some extent 19 38.0

Total 50 100.0

Interpretation: -

The above chart depicts that 38 % of respondents are hampered in daily activities by any
physical or mental fitness hassle, infection, disability to a point, 26 % of them are hampered
severely and rest of the respondents are not affected by any form of contamination, incapacity
and health hassle.

Q6: - Duration of the leave taken by you in a month

33
 Duration of leave taken by you in a month
Frequency Percent

1 day 11 22.0

2-3 days 19 38.0

4-5 days 12 24.0

More than 5 days 8 16.0

Total 50 100.0

Interpretation: The above pie chart shows the length of leave taken with the aid of personnel in
a month. maximum range of respondents i.e. 38% of general took depart of two to three days, 2d
biggest a part of respondents i.e.24% are having leaves of 4 to five days, 22 % of respondents
took go away of someday and relaxation 16 % of respondents took most variety of leaves i.e.
extra than 5 days

Q7: - Are you attending the each day duty on time?

34
 Are you attending the each day obligation on time? Frequency Percent

Yes 40 80.0

No 10 20.0

Total 50 100.0

Interpretation

The above chart depicts the variety of respondents who attend daily duty on time. It suggests
80% of respondents attend their each day obligation on time and rest 20% of them isn't attending
their each day obligation on time.

Q8: - Your opinion approximately balancing your personal lifestyles with expert life

35
 Your opinion approximately balancing your personal lifestyle
with expert life Frequency Percent

Yes, can balance 30 60.0

No, I cannot 20 40.0

Total 50 100.0

Interpretation

The above chart shows the opinion of respondents towards opinion approximately balancing
your personal lifestyles with expert life.60%of total respondents said that they can balance their
personal lifestyle with expert life whereas 40% of respondents said they cannot.

Q9:- Do you get good adequate time on your personal life?

36
 Do you get good adequate time on your personal
life? Frequency Percent

Yes 28 56.0

No 22 44.0

Total 50 100.0

Interpretation

The above chart depicts the opinion of respondents about get good adequate time on your
personal life. 56% of respondents said that they get good adequate time on your personal life.
Whereas 44% said that they do not get good adequate time on your personal life.

Q10: - Reasons for long absence

37
 Reasons for long absence Frequency Percent

Own Family trouble 9 18.0

Non public trouble 11 22.0

Spiritual count number 8 16.0

Social responsibility 7 14.0

None of the above 15 30.0

Total 50 100.0

Interpretat
ion

The above chart depicts the reasons for long absence. The 22% of total respondents have reason
of personal problem for long absence. Similarly, 18% of respondents have family problem as
their reason for long absence and 14% of respondents shows social obligation as their reason for
the same. Whereas 16% of respondents have religious matters as their reasons and rest of
respondents have none of the above reasons.

Q11: -Are you pursuing any study along with job?

38
 Are you pursuing any study along with job? Frequency Percent

Yes 17 34.0

No 33 66.0

Total 50 100.0

Interpretation

The above chart depicts that only 34 % of respondents are pursuing any study along with job and
rest 66% of respondents are not pursuing any kind of study.

Q12: -Is the company providing well enough leaves while you ask?

39
 -Is the company providing well enough leaves while you ask? Frequency Percent

Yes 27 54.0

No 23 46.0

Total 50 100.0

Interpretation

The above pie chart depicts the opinion of respondents about company supplying well enough
wide variety of leaves while you ask.. 54% of respondents said yes, that company supplying well
enough wide variety of leaves whereas 46% of respondents said that the company doesn’t
supplying well enough wide variety of leaves

Q13:- Are you comfortable working duration of weekends?

40
 Are you comfortable working duration of weekends? Frequency Percent

Yes 20 40.0

No 30 60.0

Total 50 100.0

Interpretation: -

The above chart depicts the opinion of respondents about working during weekends.

40% of respondents said that they are operating for the duration of weekends and rest 60% said
that they are not operating for the duration of weekends

Q14: - If official leaves are not utilized are they adding in succeeding year?

41
 If official leaves are not utilized are they adding in succeeding year? Frequency Percent

Yes 24 48.0

No 26 52.0

Total 50 100.0

Interpretation: -the above chart depicts the opinion of respondent if official leaves are not
utilized are they adding in succeeding year.52% of respondent said YES and 48% said NO.

Q15: Attendance is done

42
 Attendance is done Frequency Percent

Manually 29 58.0

Biometric 21 42.0

Total 50 100.0

Interpretation: -

The above pie chart depicts how the attendance is done. 58% of respondents said attendance is
done manually and rest of respondents said it had been done by using biometric.

Q16: Are you able to mark proxy or fake attendance?

43
 Are you able to mark proxy or fake attendance? Frequency Percent

Yes 26 52.0

No 24 48.0

Total 50 100.0

Interpretation: -

The above chart depicts that 52 % of respondents said that they can mark fake attendance and
rest 48% respondents said that they cannot.

Q17 Employee opinion at the motivational factor avoiding taking

44
 Employee opinion at the motivational factor avoiding taking Frequency Percent

Good employee relations 12 24.0

Work environment 13 26.0

Recognition of the work 11 22.0

Incentives and Bonus based on performance 14 28.0

Total 50 100.0

Interpreta
tion

The above chart depicts the Personnel opinion at the motivational factor keeping off taking
depart 28% of respondents shows incentives and bonus ad their motivational factor, 24 % shows
good employee relation for the same. Similarly,22% respondents of the total shows recognition
of their work as their motivational factor and rest of the respondents show working condition for
the same.

Q18 In terms of Earning

45
 In terms of Earning Frequency Percent

Strongly disagree 4 8.0

Disagree 15 30.0

Neutral 14 28.0

Agree 12 24.0

Strongly Agree 5 10.0

Total 50 100.0

Interpretation:-

The above pie chart depicts the satisfaction level of respondents in terms of Earning. 24% of
respondents said they are satisfied with profits while 30% show dissatisfaction with the same .
28% of respondents are neutral with satisfaction in terms of Earning.

Q19 In terms of job security

46
 In terms of job Security Frequency Percent

Strongly disagree 2 4.0

Disagree 9 18.0

Neutral 12 24.0

Agree 22 44.0

Strongly Agree 5 10.0

Total 50 100.0

Interpretation: -

The above pie chart depicts the satisfaction level of respondents in terms of job security. 44% of
respondents said they are satisfied with job security while18 % show dissatisfaction with the
same .24% of respondents are neutral with satisfaction in terms of job security

Q20 In terms of work

47
 In terms of work Frequency Percent

Strongly disagree 5 10.0

Disagree 18 36.0

Neutral 11 22.0

Agree 13 26.0

Strongly Agree 3 6.0

Total 50 100.0

Interpretation:

-The above pie chart depicts the satisfaction level of respondents in terms of work. Only 26% of
respondents said they are satisfied with work while 36 % show dissatisfaction with the same .
22% of respondents are neutral with satisfaction in terms of work.

Q21 No of working hours

48
 No. of operating Hours Frequency Percent

Strongly disagree 5 10.0

Disagree 15 30.0

Neutral 11 22.0

Agree 15 30.0

Strongly Agree 4 8.0

Total 50 100.0

Interpretation: -

The above pie chart depicts the satisfaction level of respondents in terms of number of working
hours. 30% of respondents said they are satisfied with working hours while other 30 % show
dissatisfaction with the same .22% of respondents are neutral with satisfaction in terms of
number of working hours

Q22 Working condition and environment

49
 Working condition and environment Frequency Percent

Strongly disagree 6 12.0

Disagree 18 36.0

Neutral 8 16.0

Agree 13 26.0

Strongly Agree 5 10.0

Total 50 100.0

Interpretation: -

The above pie chart depicts the satisfaction level of respondents in terms of Working condition
and environment. 26% of respondents said they are satisfied with working hours while 36 %
show dissatisfaction with the same .16% of respondents are neutral with satisfaction in terms of
Working condition and environment

Q23 promotion

50
 Promotion Frequency Percent

Strongly disagree 5 10.0

Disagree 14 28.0

Neutral 12 24.0

Agree 12 24.0

Strongly Agree 7 14.0

Total 50 100.0

Interpretation: -

The above pie chart depicts the satisfaction level of respondents in terms of promotion. 24% of
respondents said they are satisfied with promoting while other 28 % show dissatisfaction with
the same .24% of respondents are neutral with satisfaction in terms of promotion.

Q24bonus/Incentives

51
 Bonus/Incentives Frequency Percent

Strongly disagree 7 14.0

Disagree 10 20.0

Neutral 16 32.0

Agree 14 28.0

Strongly Agree 3 6.0

Total 50 100.0

Interpretation: -

The above pie chart depicts the satisfaction degree of respondents in phrases of bonus/incentives.
28% of respondents stated they are happy with bonus/incentives at the same time as different 20
% display dissatisfaction with the identical .32% of respondents are neutral with delight in
phrases of bonus/incentives.

Q25 TA/DA

52
 TA/DA Frequency Percent

Strongly disagree 8 16.0

Disagree 8 16.0

Neutral 14 28.0

Agree 15 30.0

Strongly Agree 5 10.0

Total 50 100.0

Interpretation

The above pie chart depicts the delight degree of respondents in phrases of TA/DA. 30% of
respondents stated they're happy with TA/DA while 16 % display dissatisfaction with the equal.
28% of respondents are impartial with pleasure in phrases of TA/DA

Q26 Pension plans

53
 Pension Plans Frequency Percent

Strongly disagree 6 12.0

Disagree 16 32.0

Neutral 16 32.0

Agree 8 16.0

Strongly Agree 4 8.0

Total 50 100.0

Interpretation: -

The above pie chart depicts the satisfaction level of respondents in terms of Pension Plans. Only
16% of respondents said they are satisfied with pension plans while 32 % show dissatisfaction
with the same. 32% of respondents are neutral with satisfaction in terms of pension plans

Q 27 Targets

54
 Targets Frequency Percent

Strongly disagree 11 22.0

Disagree 8 16.0

Neutral 12 24.0

Agree 13 26.0

Strongly Agree 6 12.0

Total 50 100.0

Interpretation

The above pie chart depicts the pleasure degree of respondents in terms of targets. 26% of
respondents said they are glad with dreams while 16% show dissatisfaction with the targets. 24%
of respondents are impartial with pride in terms of targets.

Q28 Recognition

55
 Recognition Frequency Percent

Strongly disagree 5 10.0

Disagree 13 26.0

Neutral 12 24.0

Agree 14 28.0

Strongly Agree 6 12.0

Total 50 100.0

Interpretation: - The above pie chart depicts the pride stage of respondents in terms of
recognition. 28% of respondents stated they are satisfied with recognition even as 26 % show
dissatisfaction with the same. 24% of respondents are impartial with satisfaction in terms of
recognition.

Q29 Accommodation

56
 Accommodation Frequency Percent

Strongly disagree 8 16.0

Disagree 17 34.0

Neutral 9 18.0

Agree 15 30.0

Strongly Agree 1 2.0

Total 50 100.0

Interpretation

The above pie chart depicts the pride level of respondents in terms of lodging. 30% of
respondents said they are satisfied with accommodations while 34 % shows dissatisfaction with
the same. 18% of respondents are neutral with delight in phrases of lodging.

Q30 Type of work pressure the employee facing within the organization

57
 Type of work pressure the employee facing within in the
organization Frequency Percent

Forced to work 15 30.0

Improper environment 19 38.0

Strict Supervision 16 32.0

Total 50 100.0

Interpretation

The above pie chart depicts form of work pressure the worker dealing with in the
organisation.38% of respondents stated that they face strain from wrong environment, further
32% stated that strict supervision is the cause they sense pressurized approximately and
relaxation 30% of general respondents stated forced to do paintings is the reason in the back of
the same.

Q31 Employee satisfaction level with relationship with the superior

58
 Employee satisfaction level with relationship with the superior Frequency Percent

Highly dissatisfied 3 6.0

Dissatisfied 12 24.0

Neutral 15 30.0

Satisfied 14 28.0

Highly Satisfied 6 12.0

Total 50 100.0

Interpretation

The above pie chart depicts employee satisfaction level with relationship with the superior. 28%
of respondents are pleasure with their satisfaction degree with superior while 12 % are relatively
satisfied with the identical. Similarly, 24% are pleasure with their pride stage with their superior
whereas 6% are tremendously disappointed with the equal. Rest of the respondents suggests
neutral delight degree with their superiors

Q3 Satisfaction level of respondent’s relation with their co-employee

59
 Satisfaction level of respondent’s relation with
their co-employee Frequency Percent

Highly dissatisfied 3 6.0

Dissatisfied 10 20.0

Neutral 14 28.0

Satisfied 15 30.0

Highly Satisfied 8 16.0

Total 50 100.0

Int
erpretation: -

The above pie chart depicts the satisfaction level of respondent’s relation with their co-
personnel. 30% of respondents are happy with their relation with co-personnel whilst 16 % are
noticeably happy with the identical. Further, 20% are dissatisfied with their relation with their
co-personnel while 16% are surprisingly disenchanted with the identical. Rest of the respondents
indicates neutral courting with their co-employees.

Q33 Are you facing any kind of internal politics in organization.

60
 Are you facing any kind of internal politics
in organization? Frequency Percent

Yes 29 58.0

No 21 42.0

Total 50 100.0

Interpretation

The above pie chart depicts the opinion of internal politics in organization 58% of respondents
said that they face some form of internal politics and the rest 42% stated that they do not face
any form of politics.

Q34 Are you affected by means of internal politics?

61
 Are you influenced by internal politics? Frequency Percent

Yes 19 38.0

No 31 62.0

Total 50 100.0

Interpretation

The above chart depicts the opinion of respondents about influence of internal politics.38% of
respondents said that they are influence by internal politics while rest 52% respondents said that
there is no influence of internal politics on them.

Q35 To which quantity you are four with maternity leave

62
 To which quantity you are four with maternity leave Frequency Percent

Strongly Disagree 11 22.0

Disagree 5 10.0

Neutral 19 38.0

Agree 12 24.0

strongly Agree 3 6.0

Total 50 100.0

Interpretation

The above chart depicts the pride stage of respondents approximately maternity leave.24%
respondents are glad with maternity leaves furnished whilst 6 % are distinctly satisfied. Further,
10% respondents are disagreeing with go away given and 22 % are noticeably dissatisfied with
the same. Rest of the respondents is showing neutral opinion about this.

Q36 Transportation Facility

63
 Transportation Facility Frequency Percent

Strongly Disagree 1 2.0

Disagree 18 36.0

Neutral 17 34.0

Agree 9 18.0

strongly Agree 5 10.0

Total 50 100.0

Interpretation

The above chart depicts the delight degree of respondents about transportation facility.18%
respondents are happy with carrying facility furnished at the same time as 10% are distinctly
happy. Further, 36% respondents are disagreeing with depart given. rest of the respondents are
showing neutral opinion about the equal.

Q37 flexible working Hours/ night Shifts

64
 Flexible working
hours/night shifts Frequency Percent

Strongly Disagree 11 22.0

Disagree 12 24.0

Neutral 14 28.0

Agree 11 22.0

strongly Agree 2 4.0

Total 50 100.0

Interpretat
ion

The above chart depicts the delight level of respondents about working hours .22% respondents
are glad with flexible operating hours supplied even as only four% are fairly glad. in addition,
24% respondents are disagreeing with flexible working hours given and 22 % are exceedingly
disappointed with the same. Relaxation of the respondents is displaying neutral opinion
approximately this.

Q38 work from home facility

65
 Work from home facility Frequency Percent

Strongly Disagree 5 10.0

Disagree 20 40.0

Neutral 10 20.0

Agree 9 18.0

strongly Agree 6 12.0

Total 50 100.0

Interpretation

The above chart depicts the satisfaction degree of respondents approximately do work from
home facility .18% respondents are satisfied with work from home facility supplied at the same
time as best 12% are extraordinarily glad. Similarly, 40% respondents are disagreeing with work
at home facility given and 10 % are distinctly dissatisfied with the equal. rest of the respondents
is displaying impartial opinion approximately this

66
Group Statistics
T TEST

Std.
Gender N Mean Deviation P value
interval of the go away Male
29 2.34 1.078 .969
taken by you in a
month Female
21 2.33 .913 .968 Significance
level 10 %
For this reason there's no good sized relation between attitude of male and girl towards length of
go away taken

Group Statistics

67
 Std.
Gender N Mean Deviation P value
In terms of earning Male 28 2.96 1.138 .913
Female 22 3.00 1.155 .913
In terms of Job safety Male 28 3.39 1.100 .922
Female 22 3.36 .953 .920
In terms of work Male 28 2.96 1.105 .309
Female 22 2.64 1.136 .311
Number of working Male 28 3.00 1.247 .786
Hours Female 22 2.91 1.065 .782
Working condition Male 28 2.75 1.295 .481
and environment Female 22 3.00 1.155 .475
Promotion Male 28 2.96 1.319 .628
Female 22 3.14 1.125 .621
Bonus/Incentives Male 28 2.93 1.274 .953
Female 22 2.91 .971 .951
TA/DA Male 28 2.93 1.215 .561
Female 22 3.14 1.283 .564
Pension Plans Male 28 2.79 1.134 .856
Female 22 2.73 1.120 .856
Targets Male 28 2.82 1.362 .646
Female 22 3.00 1.345 .645
Recognition Male 28 2.89 1.257 .272
Female 22 3.27 1.120 .265
Accommodation Male 28 2.68 1.056 .992
Female 22 2.68 1.249 .992

Significance level 10 %

All of the values are more than enormous cost .10 hence there may be no relation among attribute of male
and female in the direction of factors of process pride

Mean is more in woman their perception about task satisfaction is higher than male

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69
 CHAPTER 5
FINDINGS
&
SUGGESTION

5.1Findings
Out of general 50 respondents surveyed, 42% of total respondents are of age institution “above
45 years”, 36 % of respondents are age group “35-45 years” and rest are of age group “25-35
years” and fifty six % of them are male and relaxation are lady. Most of overall respondents
have enjoy of above 2 years.68% of respondents are married. Maximum variety of respondents
are hampered by way of a few bodily or mental fitness problem, contamination, disability to a
point i.e. they have got risk to take go away from work. Highest number of respondents took
leave of to three days; 2nd largest a part of respondents is having leaves of four to five days.
Through making use of t-check on both the elements i.e. gender and length of go away taken by
respondents, I have determined no importance relation among both the elements. Both the male
and lady have belief approximately finding out duration of their depart, it does no longer depend
on their gender

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Maximum of the respondents attend their daily obligation on time and can balance their personal
existence with professional existence as they get adequate time for his or her personal lifestyles
after work. Respondents display various reasons for taking leave in line with their own belief out
which maximum show personal trouble as a motive for their lengthy absence from work
The survey shows that respondents have extraordinary pleasure degree with various factors of
activity delight like income, working hours, running environment, advertising, and recognition
and so on. Most of the respondents have neutral pleasure with recognize to these kinds of factors
of task pleasure. There’s no good sized relation determined among various factors of process
satisfaction and gender of respondents through making use of t-take a look at on them.
Most variety of respondents have neutral opinion about facilities of make money working from
home, bendy operating hours, transportation facility supplied to specifically woman within the
corporation.

5.2Suggestions
There are some hints to improve process pride and decreasing absenteeism in
respondents which can be as follows:
• There ought to be extra bendy hours of running
• operating conditions and surroundings should be pleasurable to personnel so that
it reduces dissatisfaction amongst them
• Attendance bonus has to be introduced as incentive to wait each day
• Scientific warranty has to be supplied and a few kind of fitness help as counseling
need to be supplied
• Motivation techniques have to be used more frequently and creatively

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CHAPTER-6

CONCLUSION

72
CONCLUSION

For groups however, absenteeism control stays a daunting challenge, as it can location huge
economic burdens on corporation. Management should determine the elements influencing
absenteeism and how these elements may be resolved. The primary aim of this look at was to
determine absenteeism among employees and its relation with activity pleasure a number of the
equal. The take a look at but handiest found a weak or no direct relation between each of them

Its miles advised that further research ought to be undertaken to know the precise effect of
variables like character, paintings-organization norms and so on. Further to this, the pattern
taken became quite small so it reduces examines generalize ability to larger agencies. Further
studies should adopt extra measures of absence.

73
CHAPTER-7

REFERENCES

74
REFERENCES
 Aswathappa, “Human Resource and Personnel Managemen t”, Tata MCGRAW- Hill
Publishing Company limited.
 Paneerselvam.R., “Research Methodology” Methods and Techniques, Second Edition.
 Likert Rensis, “The Human Organisation” published b y Mc Graw Hill Book Company
Limited.
 Flippo Edwin B “Personnel Management” published by Mc Graw Hill Book Company
Limited.
 Tripathi P C “Human Resource Development” published by Sultan Chand &Sons,
Educational Publishers.
 Tapomoy Deb “Strategic Approaches to Human Resource Management” published by
Atlantic publisher.

75
 Dwivedi R.S., Human relations and organizational behavior, 5th edition, publisher by Beri
fore Macmillan India ltd., New Delhi.
 Biswajeetpattanayak, Human resources management, second edition, published by prentice
Hall of India Private Ltd., New Delhi.
 Lewis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy, Managing human resources,
Third edition, published by rajivBeri fore Macmillan India ltd., New Delhi.
 Gupta, S.P., Statistical Methods, Sultan Chand & Sons Publishers, New Delhi, Thirty Fourth
Edition, 2005
Websites:
 http://www.citehr.com/register.php?do=signup
 http://www.managementparadise.com/forums/archive/index.php/t-13788.html
 http://www.sciencedirect.com/
 http://www.absenteeism.com/
 http://www.wikipedia.com/
 http://www.scribd.com/
 http://www.oppapers.com/

ANNEXURE

1. Age of the employee

 25-25 years
 35- 45 years
 Above 45 years

2. Gender of the employee

 Male
 Female

3. Experience of the employee

76
  Below 6months
 6 months - 1 year
 1 - 2 years
 Above 2 years

4. Marital Status

 Married
 Single

5. Are you hampered in your daily activities by any physical or mental health problem, illness,
and disability?

 Severely
 To some extent
 No

6. Duration of the leave taken by you in a month

 1 day
 2-3 days
 4-5 days
 More than 5 days

7. Are you attending the daily duty on time?

 Yes
 No

8. Your opinion about balancing their personal life with the professional life

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  Yes, I can balance
 No, I cannot

9. Do you get adequate time for your personal life?

 Yes
 No

10. Reasons for long absence

 Family problem
 Personal problem
 Religious matter
 Social obligation
 None of the above

11. Are you perusing any studies along with job?

 Yes
 No

12. Is the company providing adequate number of leave the employee when you ask?

 Yes
 No

13. Are you comfortable working during weekends?

 yes
 no

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14. If official leaves are not utilized are they added in succeeding year?

 Yes
 No

15. Attendance is done

 Manually
 Biometric

16. Can you mark proxy or fake attendance?

 Yes
 No

17. Employees opinion on the motivational factor avoiding taking leave

 Good employee relations

 Work environment
 Recognition of the work
 Incentives and bonus based on performance

Are you satisfied with what are you SD D N A SA

doing?

18 In terms of earning
19 In terms of job security
20 In terms of work
21 No. of working hours
22 Working conditions and
environment
23 Promotion
24 Bonus/Incentives
25 TA/DA

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 26 Pension Plans
27 Targets
28 Recognition
29 Accommodation

30. Type of work pressure the employee facing in the organization

 Forced to work
 Improper environment
 Strict supervision

31. Employee satisfaction level with relationship with the superior

 Highly satisfied
 Satisfied
 Neutral
 Dis-satisfied
 Highly dis-satisfied

32. Employee satisfaction level with relationship with the co-Employees

 Highly satisfied
 Satisfied
 Neutral
 Dis-satisfied
 Highly dis-satisfied

33. Are you facing any kind of internal politics in your organizations?

 Yes
 No

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34 Are you influenced by Internal politics?

 Yes
 No

35 Being a female SD D N A SA
Answer these questions
To which extent are you satisfied
maternity leave
Transportation facility
Flexible Working Hours/Night
Shifts
Work from home facility
Gender discrimination

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