EMPLOYEE ABSENTEEISM

1.1 INTRODUCTION
Absenteeism:
Absenteeism is a habitual pattern of absence from a duty or obligation. Traditionally,
absenteeism has been viewed as an indicator of poor individual performance, as well as a breach
of an implicit contract between employee and employer; it was seen as a management problem,
and framed in economic or quasi-economic terms. More recent scholarship seeks to understand
absenteeism as an indicator of psychological, medical, or social adjustment to work.

Motivating factors for reducing absenteeism:

1. Proactive Recruitment

When hiring workers, pay special attention to verifying their previous employment histories and
attendance. During the interview phase, ask guided questions which will gauge the potential
hire‘s attitude towards missing work. Draw up employment contracts that specify the job
description being hired for and clearly outline your absenteeism policy. Having the prospective
worker sign the contract after reading and understanding the policy will ensure you have
something to work from if absenteeism becomes an issue.

2. Flexible Scheduling

Many managers are finding the addition of flexible scheduling drastically cuts down on
absenteeism in the workplace, if it‘s implemented properly. Custom-designed work schedules
and the allowance to work from home if possible may form predictable work habits that can be
relied upon. If proper accountability systems are in place, a more flexible work environment has
the potential to be more beneficial, not just for the overall profitability of the company, but for
the customer base as well. Today‘s work environments are based on a 24/7 work pattern more
than ever before, so having employees working more flexible schedules and creating a better
balance between their home and work lives may be an actual boon to the company.

3. Positive Reinforcement

Every company has some sort of attendance policy in place, whether it‘s strictly enforced or only
loosely followed. Emphasize the importance of proper attendance, and focus on the importance

Dr. Agarala Eswara Reddi Mba College, Tirupati Page 1

of everyone‘s attendance as much as possible. If you apply tangible actions to the attendance
policy people are more likely to respect it. Some ways might be to offer small perks and bonuses
for steady attendance after a week, month, year etc. Positive reinforcement can encourage
workers to strive for better attendance, especially when it‘s recognized as a ―real‖ policy.

Conversely, micromanagement can be a complete detriment and increase absenteeism

drastically. As a manger, you have to be on top of absences and call people to task when they‘re
unjustified, without being overbearing or questioning those with valid reasons for being away.
Micromanaging the absentee rate can cost you even the good employees in the long run.

4. Communication

Communication is an important key to lowering absenteeism rates in the workplace. Is there a

particular manager or managers for whom attendance is a bigger problem than others?
Investigating their higher numbers may turn up answers that are surprising. If certain employees
are showing higher absentee rates than others, take them aside and ask them how you might help;
there may be childcare or transportation issues that are easily rectified, or other issues the
employee may feel helpless about that a good manager can easily overcome.

An open door policy is a critical part of effective communication in decreasing employee

absenteeism. If you create an environment where you‘re easily approachable, people are more
likely to speak about their issues rather than simply calling in sick. By the same token, being
firm and sitting down to talk with employees who have missed a lot of work is also required.
Being too lenient or not following up will create an atmosphere conducive to many absences and
give the air of a lack of professionalism.

5. Teambuilding

Dissention among employees and managers can severely impact the absenteeism rate of a
company and negatively affect business practices. Stress, negativity and rumors can all be factors
which can be virtually eliminated by effective teambuilding. Build teams who are responsible for
planning and problem-solving. When employees feel they have a hand in the decision-making
processes for the company they work for, they tend to have a vested interest and higher morale.
Effective teambuilding must have leaders who are facilitators and level-headed rather than
dictatorial. In a team environment, everyone‘s strengths are emphasized and utilized for a
common goal, which can detract from negativity and harsh competition. People working in an
effective team environment also have an increased sense of responsibility since their
contributions are required and tend to have lower absenteeism rates.

As a manager, there are many solutions to improving the absenteeism rates in your firm without
having to resort to termination. Begin with investigating any possible issues surrounding the
absences and systematically implement changes which will encourage employee participation.
Take proactive measures to reinforce good attendance, and build effective teams which will put
responsibility in the hands of your employees. Communicate effectively with your workers to
ensure their needs are being met, and you‘re addressing issues early on before absenteeism
becomes an expensive habit.

Being a good manager is one of the most important ways to cure employee absenteeism, and
keep morale high within your company. Review your company‘s stats, and develop a policy for
absenteeism that is followed yet encourages workers to take responsibility for their actions.
Make sure to enforce the policy with positive action when possible and with appropriate
consequences when it‘s not. Following these helpful tips will help you reach your goals to lower
absenteeism.
 1.2 INDUSTRY PROFILE
AUTOMOTIVE INDUSTRY

The automotive industry designs, develops, manufactures, markets, and sells motor vehicles, and is
one of the world's most important economic sectors by revenue. The term automotive industry
usually does not include industries dedicated to automobiles after delivery to the customer, such as
repair shops and motor fuel filling stations.

This class consists of units mainly engaged in manufacturing motor vehicles or motor vehicle
engines. The primary activities of this industry are: Motor cars manufacturing & Motor vehicle
engine manufacturing. The major products and services in this industry are: Passenger motor vehicle
manufacturing segment (Passenger Cars, Utility Vehicles & Multi Purpose Vehicles) Commercial
Vehicles (Medium & Heavy and Light Commercial Vehicles) Two Wheelers Three Wheelers.

INDIAN AUTOMOTIVE SECTOR

The Automotive industry in India is one of the largest in the world and one of the fastest growing
globally. India manufactures over 17.5 million vehicles (including 2 wheeled and 4 wheeled) and
exports about 2.33 million every year. It is the world's second largest manufacturer of motorcycles.
India's passenger car and commercial vehicle manufacturing industry is the seventh largest in the
world. In 2017, India emerged as Asia's fourth largest exporter of passenger cars, behind Japan, South
Korea, and Thailand.

As of 2017, India is home to 40 million passenger vehicles and more than 3.7 million automotive
vehicles were produced in India in 2017 (an increase of 33.9%), making the country the second
fastest growing automobile market in the world. According to the Society of Indian Automobile
Manufacturers, annual car sales are projected to increase up to 5 million vehicles by 2018 and more
than 9 million by 2020.

A chunk of India's car manufacturing industry is based in and around Chennai, also known as the
"Detroit of India" with the India operations of Ford, Hyundai, Renault and Nissan headquartered in
the city and BMW having an assembly plant on the outskirts. Chennai accounts for 60 per cent of the
country's automotive exports.
The Indian Automobile Industry is manufacturing over 11 million vehicles and exporting about 1.5
million every year. The automotive industry of India is categorised into passenger cars, two wheelers,
commercial vehicles and three wheelers, with two wheelers dominating the market. More than 75%
of the vehicles sold are two wheelers. Nearly 59% of these two wheelers sold were motorcycles and
about 12% were scooters. Commercial

vehicles are categorised into heavy, medium and light. They account for about 5% of the market.
Three wheelers are categorised into passenger carriers and goods carriers. Three wheelers account for
about 4% of the market in India. About 91% of the vehicles sold are used by households and only
about 9% for commercial purposes. The industry has attained a turnover of more than USD 35 billion
and provides direct and indirect employment to over 13 million people. Automobile industry is
currently contributing about 5% of the total GDP of India. India’s current GDP is about $ 1.4 trillion
and is expected to grow to $ 3.75 trillion by 2020.

4%
5%

16%

TWO WHELLERS
PASSANGER CARS
COMMERICAL VEHICLES
THREE WHELLERS

75%

Figure 2.1 Manufacturing segment of automotive industry

COMPETITORS
Competition in this industry is high. Competition in this industry is increasing. Automotive industry
is a volume-driven industry, and certain critical mass is a pre-requisite for attracting the much-needed
investment in research and development and new product design and development. Research and
development investment is needed for innovations which is the lifeline for achieving and retaining
competitiveness in the industry. This competitiveness in turn depends on the capacity and the speed
of the industry to innovate and upgrade. The most important indices of competitiveness are
productivity of both labour and capital. The concept of attaining competitiveness on the basis of low
cost and abundant labour, favourable exchange rates, low interest rates and concessional duty
structure is becoming inadequate and therefore, not sustainable. A greater emphasis is required on the
development of the factors like innovation which can ensure competitiveness on a long-term basis.

As per Automotive Mission Plan 2016–2017 the Indian Government recognises its role as a catalyst
and facilitator to encourage the companies to move to higher level of competitive performance. The
Indian Government wants to create a policy environment to help companies gain competitive
advantage. The government aims that with its policies its encourage growth, promote domestic
competition and stimulate innovation.

 Tata Motors:- Market Share: Commercial Vehicles 63.94%, Passenger Vehicles 16.45%
 Maruti Suzuki India:- Market Share: Passenger Vehicles 45.28%
 Hyundai Motor India:- Market Share: Passenger Vehicles 14-15%
 Mahindra & Mahindra:- Market Share: Commercial Vehicles 10.01%, Passenger Vehicles
6.50%, Three Wheelers 1.31%
 Ashok Leyland:- Market Share: Commercial Vehicles 27%
 Hero Honda Motors:- Market Share: Two Wheelers 41.35%
 Bajaj Auto:- Market Share: Two Wheelers 26.70%, Three Wheelers 58.60%
 1.3 COMPANY PROFILE
Hinduja Group was established in 1914 in Mumbai, India. Hinduja group was Entered Middle
East in 1919 to grow trading initiatives. Hinduja Group Privately owned by the Hinduja Family.
Hinduja Group a transnational conglomerate with presence in 25 countries. Hinduja Group Entered
India for major activities in 1986.
Parmanand Deepchand Hinduja (1901-1971)
Parmanand Deepchand Hinduja was the Founder of the Hinduja Group and the Hinduja
Foundation. He believed from his early childhood that health and education were the fundamental
rightsof every person.
This belief led him to establish the National Health and Education Society in 1954. Shri Parmanand
Hinduja would visit the hospital devotedly every day to meet the patients, enquire after their needs
and ensure that they were comfortable and received adequate treatment. He would pay particular
attention to the poor and the needy. His method of screening patients to qualify for free treatment was
quite simple.
He would make the patients declare before the Deities of His Guru and the Almighty that they did not
have the means to pay the bills, and provide them with free medical care. The Hinduja Hospital
continues to fulfil his dream of providing world class medical care to all sections of the society.
LalitaGirdhar Hinduja (1932-1992)
Smt. LalitaGirdhar Hinduja was the wife of Late Girdhar Hinduja, the eldest son of, Shri
Paramand Hinduja. Widowed at an early age, she was encouraged by her father-in law to step out of
the house and offer her services to the Hospital. Following in his footsteps, Lalita served the Hospital
for thirty years. During her time, the institution grew from strength to strength.She would spend her
entire day from morning to evening in the hospital, personally visiting and looking after the patients,
inspecting the quality of medical care, administering various aspects of hospital management and
constantly devising ways to match the standards of the hospital with those available in the West.Her
affectionate disposition, attention to detail, humane feelings for the staff and simplicity ensured that
the Hinduja Hospital operated like a family with a strong sense of belonging, among all medical and
non medical personnel. Even today, the staffs remember her with affection and respect.
 INTRODUCTION
Ashok Leyland is a commercial vehicle manufacturing company based in Chennai, India.
Founded in 1948, the company is one of India's leading manufacturers of commercial vehicles, such
as trucks and buses, as well as emergency and military vehicles. Operating eight plants, Ashok
Leyland also makes spare parts and engines for industrial and marine applications. It sells about
60,000 vehicles and about 7,000 engines annually. It is the second largest commercial vehicle
company in India in the medium and heavy commercial vehicle (M&HCV) segment with a market
share of 27%. With passenger transportation options ranging from 19 seaters to 80 seaters, Ashok
Leyland is a market leader in the bus segment. The company claims to carry over 60 million
passengers a day, more people than the entire Indian rail network. In the trucks segment Ashok
Leyland primarily concentrates on the 16 ton to 25 ton range of trucks. However Ashok Leyland has
presence in the entire truck range starting from 7.5 tons to 49 tons. The joint venture announced with
Nissan Motors of Japan would improve its presence in the Light Commercial Vehicle (LCV) segment
(<7.5 tons).
ORGANISATION PROFILE
Type: Public
Industry: Automotive
Founded: 1948
Headquarters: Chennai, Tamil Nadu, India
Key people: R. Seshasayee, R. J. Shahaney, S. P. Hinduja, D. G. Hinduja , Vinod Dasari.
Products: Buses, Trucks, Engines, Defense & Special
Net Profit: RS. 565.98 Crores
Turnover: RS. 11,117.7 Crores
Employees: 1,15,812(2011)
Parent: Hinduja Group
No. of Plants: 8 in Chennai (Ennore& Ambattur) and Hosur(Unit I, Unit II, Unit IIA), Tamil Nadu;
Bhandara, Maharashtra; Alwar Rajasthan; Pant Nagar, Uttarakhand
Subsidiaries:
 Ennore foundries Limited
 Automotive Coaches and Components Limited
 Gulf-Ashley Motors Limited
 Ashley Holdings Limited
 Ashley Investments Limited
 Ashley Design and Engineering Services (ADES)
 Avia Ashok Leyland
 Ashok Leyland Defence Systems (ALDS)
 Ashok Leyland Project Services Limited
  Lanka Ashok Leyland

HISTORY

The origin of Ashok Leyland can be traced to the urge for self-reliance, felt by independent
India. Pandit Jawaharlal Nehru, India’s first Prime Minister, persuaded Mr. Raghunandan Saran, an
industrialist, to enter automotive manufacture. The company began in 1948 as Ashok Motors, to
assemble Austin cars at the first plant, at Ennore near Chennai. In 1950 started assembly of Leyland
commercial vehicles and soon local manufacturing under license from British Leyland. With British
Leyland participation in the equity capital, in 1954, the Company was rechristened Ashok Leyland.

Early products included the Leyland Comet bus which was a passenger body built on a truck
chassis, sold in large numbers to many operators, including Hyderabad Road Transport, Ahmedabad
Municipality, Travancore State Transport, Bombay State Transport and Delhi Road Transport
Authority. By 1963, the Comet was operated by every State Transport Undertaking in India, and over
8,000 were in service. The Comet was soon joined in production by a version of the Leyland Tiger.

In 1968, production of the Leyland Titan ceased in Britain, but was restarted by Ashok
Leyland in India. The Ashok Leyland Titan was very successful, and continued in production for
many years.

In the journey towards global standards of quality, Ashok Leyland reached a major milestone
in 1993 when it became the first in India's automobile history to win the ISO 9002 certification. The
more comprehensive ISO 9001 certification came in 1994, QS 9000 in 1998 and ISO 14001
certification for all vehicle manufacturing units in 2010. In 2017, Ashok Leyland became the first
automobile company in India to receive the TS16949Corporate Certification. Editor’s note: This is
part of a series of articles peeking into clean car industries and car manufacturers of China, India,
South Korea and Germany.

In fact, even before laws were placed on car emissions, Ashok Leyland was already producing
low-emission vehicles. Back in 1997, they have already released buses with quiet engines and low
pollutant emission based on the CNG technology. In 2002 it developed the first hybrid electric
vehicle. Ashok Leyland has also launched a mobile emission clinic that operates on highways and at
entry points to New Delhi. The clinic checks vehicles for emission levels, recommends remedies and
offers tips on maintenance and care. This work will help generate valuable data and garner insight
that will guide further development.

When it comes to the development of environmentally friendly technologies, Ashok Leyland

has developed Hythane engines. An Ashok Leyland-Nissan joint venture produced light commercial
vehicles (LCVs) from the former's Hosur facility near Bangalore as well as from Renault-Nissan's car
plant near Chennai

CURRENT STATUS

Ashok Leyland is the second technology leader in the commercial vehicles sector of India.
The history of the company has been punctuated by a number of technological innovations, which
have since become industry norms. It was the first to introduce multi-axled trucks, full air brakes and
a host of innovations like the rear engine and articulated buses in India. In 1997, the company
launched the country’s first CNG bus and in 2002, developed the first Hybrid Electric Vehicle.

The company has also maintained its profitable track record for 60 years. The annual turnover
of the company was Rs. 11117.7 Crore in 2014-15. Selling 54,431 medium and heavy vehicles in
2012-13, Ashok Leyland is India's largest exporter of medium and heavy duty trucks. It is also one of
the largest private sector employers in India - with about 15,812 employees working in 8 factories
and offices spread over the length and breadth of India.

The company has increased its rated capacity to 95,337 vehicles per annum. Also further
investment plans including putting up two new plants - one in Uttarakhand in North India and a bus
body building unit in middle-east Asia are fast afoot. It already has a sizable presence in African
countries like Nigeria, Ghana, Egypt and South Africa.

Ashok Leyland has also entered into some significant partnerships, seizing growth
opportunities offered by diversification and globalization – with Continental Corporation for
automotive infotronics; with Alteams in Finland for high pressure die casting and recently, with John
Deere for construction equipment.

Ashok Leyland is looking to expand its production operations overseas to make it a more
global company. As part of this global strategy, the company acquired Czech Republic-based Avia's
truck business. The newly acquired company has been named Avia Ashok Leyland Motors s.r.o. This
gives Ashok Leyland a foothold in the highly competitive European truck market. The Hinduja
Group also bought out IVECO's indirect stake in Ashok Leyland in 2017. The promoter shareholding
now stands at 51%. The company has a joint venture with Japanese auto giant hiss an (Renault Nissan
group) which will share a common manufacturing facility in chennai, India.4
ACHIEVEMENTS OF ASHOK LEYLAND
1966:-Introduce full air brakes.
1967:- Launched double-decker bus.
1968:- Offered power steering in commercial vehicles.
1979:- Introduced multi-axle trucks.
1980:- Introduced the international concept of integral bus with air suspension.
1982:- Introduced vestibule bus.
1992:- Won self-certification status for defence supplies.
1993:- Received ISO 9002 Certification.
1997:- India's first CNG powered bus joined the BEST fleet.
2000:- Euro-I, Engines/vehicles introduced.
2005:- Received ISO 14001 certification for all manufacturing units.
2010:- Launched hybrid electric vehicle.
2012:- E-Comet launched.
2015:- 50,000 mark vehicle produced.
2015:- TS16949Corporate Certification
VISION
Be among the top Indian corporations acknowledged nationally and internationally, For,
 Excellence in quality of its products
 Excellence in customer focus and service.
MISSION
Be a leader in the business of commercial vehicles, excelling intechnology, quality and value
to customer fully supported bycustomer service of the highest order and meeting national
andinternational environmental and safety standards.

VALUES
  CUSTOMERS: We value our customers and will constantly endeavour to fulfil their needs
by proactivity offering them products and service appropriate to their diverse applications.
 EMPLOYEE: We consider our employee as our most valuable asset and are committed to
provide full encouragement and support to them to enhance their potential and contribution to
the company’s business.
 VENDORS: Our vendors are our valued partners in our business development and we will
work with them in a spirit of mutual co-operation to meet our business objectives.
 DISTRIBUTERS: Our distributers are the vital between the company and the customers and
we are committed to advice and support our distributers to continuously upgrade their
infrastructure, skills and capability to serve our customers better.
 SHAREHOLDERS: We value the trust reposed in us by our shareholders and strive
unstintingly to ensure a fair and reasonable return on their investments.
 SOCIETY: We are committed to add to the wealth and well-being of our society by
enhancing the quality of life and contributing to this economic development while
maintaining the highest level of environmental and safety standards.
The five Ashok Leyland CORPORATE values are:
 International
 Speedy
 Value creator
 Innovative
 Ethical
POLICIES AND OBJECTIVES OF ASHOK LEYLAND
QUALITY POLICY
Ashok Leyland is committed to achieve customer satisfaction, by anticipating and delivering
superior value to the customers in relation to their own business, through the products and services
offered by the company and comply with statutory requirements. Towards this, the quality policy of
Ashok Leyland is to make continual improvements in the process that constitute the quality
management system, to make them more robust and to enhance their effectiveness and efficiency in
achieving stated objectives leading to:
 Superior products manufactured as also services offered by the company.
 Max use of employee potential to contribute to quality and environment by progressive up
gradation of their knowledge and skills as appropriate to their functions.
  Seamless involvement from vendors and dealers in the mission of the company to address
customer’s changing needs and protection of the environment.

ENVIRONMENTAL POLICY
Ashok Leyland is committed to preserve the environment through a comprehensive
environmental policy and a proactive approach in planning and executing the manufacturing and
service activities. The objective of Ashok Leyland’s environmental policy is to adhere to all
applicable environmental legislations and regulations, adopt pollution preventive techniques in design
and manufacture, conserve all resources such as power, water etc, and optimize its usage, through
scientific means, minimize waste generation by all possible ways and Reduce, Reuse and Recycle the
same through time bound action plan as well as provide a clean working environment to employees,
contractors and neighbours.
Ashok Leyland has proactively developed its engines to meet the progressive emission norms,
including the Bharat Shage II norms. The Ennore unit was recently identified as one of the model
energy – efficient units by a CII-TNEB organized energy conservation (ENCON) mission. From
August 1999 “green energy” has been powering the Hosur Plants. Even cooking is eco-friendly here.
The canteen runs on Solar Heaters and food waste becomes fodder to cattle at a cattle farm at
Mathagiri near Hosur.
To the best out of Ashok Leyland’s eco-friendly engine technology, round the year awareness and
action programmes are held at Operators’ meets and service campaigns. Ashok Leyland has also
launched a dedicated mobile emission clinic operating on highways and at entry points to New Delhi.
On an average 250,000 litters of recycled water is pumped into the garden saving Rs. 1.5 million per
annum. We at Ashok Leyland committed personal environmental measures.
 We follow all legal reasons.
 Adopt pollution prevent technology in design and manufacturing projects.
 Conserve all resources such as power, water, oil, gas, compressed air etc and optimise their
usage through scientific methods.
 Provide clean working environment to employees.
 Set and review objectives and targets for continually improving environment.
ORGANIZATION STRUCTURE
1) MANAGING DIRECTOR
 2) EXECUTIVE DIRECTOR
3) SENIOR DIRECTOR
4) GENERAL MANAGER
5) DEPUTY GENERAL MANAGER
6) ASSISTANT GENERAL MANAGER
7) DIVISIONAL MANAGER
8) SENIOR MANAGER
9) MANAGER
10) DEPUTY MANAGER
11) ASSISTANT MANAGER
12) SENIOR OFFICER
13) OFFICER
DEPARTMENT FUNCTIONS
The major functional areas of the unit and the major departments which oversee those areas
are catalogued as follows:
1. Personnel and Administration Department
2. Purchase & Material Planning Department
3. Production Department
4. Finance Department
5. Systems Department
6. Research & Development.
 1.4 PRODUCT PROFILE
Ashok Leyland offers a comprehensive product range with trucks from 7.5 tons to 125 tons. From
19 to 80 seaters a host of special application vehicles and diesel engines from industrial gensets and
marine application. Main Products are:-
 Buses
 Trucks
 Engines
 Defence & Special
BUSES: - Leaders in the Indian bus market, offering unique models such as CNG, Double Decker
and Vestibule bus.

TRUCKS: - Pioneers in multi axle trucks and tractor-trailers.

DEFENSE & SPECIAL: - Largest provider of logistic vehicles to the Indian army.

ENGINES: - Diesel engines for Industrial, Genset and Marine applications, in collaboration with
technology leaders.
ASHOK LEYLAND, pantnagar
Uttarakhand has a geographical area of about 53,483 sq. km. and forest area of about 34,650
sq. km. and in Uttarakhand the employment is not good. So for employment an industrial area is
developed in 3 locations, first in Pantnagar & Haridwar and then in Sitarganj. Apart from tax benefits
being given by the Uttarakhand Government and increase in procurement and utilisation of local
resources that would translate into excise duty exemptions and VAT rebates.
EXEMPTION BENEFITS AT A GLANCE IN UTTARAKHAND
1) 100% Central Excise exemption for 10 years on items other than those mentioned in the
negative list in the Concessional Industrial Package announced by the Central Government.
2) 100% Income Tax exemption for first 5 years and 30% for next 5 years for the Manufacturing
Companies and 25% for others.
3) Capital Investment Subsidy @15% with a maximum of Rs. 30 Lakhs. (Rs. 3 million).
4) Central Transport Subsidy extended till 2017.
 5) Exemption from entry tax on Plant & Machinery for setting up Industry or undertaking
substantial expansion and modernization.
6) 75% of the Total Expenditure subject to a maximum of Rs.2 Lakhs incurred in obtaining
national/internationally approved quality marks such as ISO series certificate etc., shall be
reimbursed to the entrepreneurs provided that the reimbursement / grant availed for this from
all sources should not exceed the total expenditure on this head.
7) 50% of the expenses subject to a maximum of Rs.1 lakh incurred in installing pollution
control equipments shall be reimbursed to the entrepreneurs, provided that the total
reimbursement /grant availed for this from all sources should not exceed the total expenditure
on this head.

Figure 3.1 Ashok leyland, ANANTHAPUR Plant

Dr. Ramesh Pokhriyal inaugurated Hinduja’s flagship company, Ashok Leyland’s

technologically world-class automobile manufacturing facility at ANANTHAPUR in. The new
facility will increase Ashok Leyland’s current installed capacity of 100,000 vehicles by another
75,000. With the concessions available in ANDRAPRADESH for new industries, the company will
have a cost advantage of about Rs 40,000 – Rs 50,000 per vehicle, said a company release. Set over
190 scenic acres, the Pantnagar plant of Ashok Leyland is also its largest manufacturing facility.
200,000 sq.ms of built up area houses one of the most integrated manufacturing facilities in Indian
commercial vehicle industry. Best in class industrial architecture combined with the latest
manufacturing technologies has created a truly modern facility that is also ecology sensitive as
reflected in the selection of machinery and processes.
Highly energy efficient, the plant is designed to be remarkably operator friendly. The shop
floors receive the maximum natural light and ventilation while the insulated high roof reduces the
inside temperature by up to 8oC in the summer months. Designed on lean manufacture principles,
process control for high quality of output and flexibility to manage variety with quick changeovers
are built into the machine and process selection. The factory boasts of latest generation equipment
sourced from global leaders in Japan, USA, Europe and India. The plant is a study in layout
optimization and flow, contributing to the high benchmarks in high productivity and operating cost
efficiency.
The facilities have been so designed as to accommodate further expansion in terms of capacity
and future models. At full capacity utilization, 75,000 vehicles will roll out of the Anantapur plant.
A large capacity water body has been created for water harvesting, with water treatment and
recycling ensuring zero discharge. Over 75 acres, representing around 40% of the total area, is
designed green cover area and over 10,000 trees have already been planted. The plant will be
supplemented by neighbourhood facilities put up by key vendors, further boosting employment
opportunities.
SHOPS
 SHOP I (Chassis Shop) : - The chassis assembly is designed to be extremely dexterous to
produce the smallest to the largest of vehicles in Ashok Leyland’s product range, including
the U-Truck range and other cab bed vehicles. 
 SHOP II (Frame Side Manufacturing Shop) : - For the first time in India, CNC flexible roll
forming technology has been introduced for frame manufacture, offering manufacturing
flexibility to form the entire variety of frames and accommodating future model requirements
and design changes with no fresh tooling.   The flexibility comes with minimum model
changeover time, allowing low batch quantities in the manufacturing plan.  Frame painting-
Powder coating instead of conventional liquid painting eliminates hazardous pollutants while
bestowing high corrosion resistance to withstand well over 500 hours of salt spray bath.   The
change of technology also ensures zero wastage of paint.
 SHOP III A (Crown Wheel and Pinion Shop) : - Even as it significantly speeds up
operations, migration to dry cutting with carbide blades has eliminated, use of cutting oil
pollution.  Closed loop software connected to inspection and cutting machines dramatically
quickens the fine-tuned machine setting, in managing the complicated three dimensional
geometry of the aggregate. Clean propane instead of LPG makes for environmental protection
and low operating cost.   
  SHOP III B (Axle Shop) : - The integrated axle machining and assembly shop has highly
automated front axle machining lines and conveyorised front / rear assemblies, all in one
shop.    Hazardous operations are performed by robots.
 SHOP IV (Vehicle Testing Shop) : - The single chassis testing line can test all the models
and variants covering various tests, to generate instant test reports.
 SHOP VI (Cab Weld Shop) : - High on automation, the shop employs robotics in framing
and rear body lines, for better quality and improved ergonomics.  Manufacture of door
assemblies is performed by robotic roller hemming. 
 SHOP V (Cylinder and Block Head Machine Shop) :- It is a part of engine shop , as the
head of engine is rough so it is being furnished and then it is to be fit in engine.
 SHOP VII (Cab Paint Shop) : - The CED coating system is led / tin free, employing robotics
and reducing paint wastage.  While propane gas cuts atmospheric pollution, the camel back
type baking ovens reduces fuel consumption and heat dissipation.    All material movement is
automated to enhance operational safety and output quality.
 SHOP VIII (Engine Shop) : - Integrated Horizontal Machining Centres (HMC) complex fed
by Automated Guided Vehicles (AGV) bestow great flexibility to manufacture a range of
engine variants, using components rough machined in an adjoining shop.  Auto docking and
in-process verification systems directly reduce testing cycle time and optimize test cell
requirements.
All the shops have real-time manufacturing monitoring systems installed which will get hooked and
integrated to a centralized computer controlled automated manufacturing management system. This
will facilitate order tracking, maximization of machine utilization, quality trend monitoring,
prediction of tool life and prompts for preventive maintenance, among others.
SUPPORT SERVICES
The plant has a state-of-the-art Fire Hydrant System, backup power generators (75%), 24 kms
of rain water drains and wide concrete roads for taking care inbound / outbound logistics. The latest
generation electrical lighting reduces energy consumption significantly. The manufacturing,
canteen, office buildings have been designed on the principles of green building.

Ashok Leyland seeks to utilize its presence in this new location to spread the benefits of
industrialization to reach the youth of the region, by creating a stepping stone for them to start a
career. Ashok Leyland will sponsor them for 3-4 year courses offered in association with a reputed
technical training institute. During the training, they will learn and earn. The curriculum will cover
contemporary management and manufacturing concepts, side by side with an opportunity for
practical hands on learning at the modern plant. This training will give them the skills and
knowledge to be effective shop floor associates and will qualify them for managerial positions
eventually, cueing a breakthrough practice aptly called the integrated workforce as it seeks to break
the conventional hierarchical divisions on the shop floor.

The primary considerations for Ashok Leyland in putting up the new anantapur plant have
been to maximize local value utilization and create employment both directly and indirectly for the
local population of anantapur and its immediate vicinity. The Company aims at reaching over 50% of
local procurement by the end of the year. The increase in procurement and utilization of local
resources from areas like Anandrapradesh and Himachal Pradesh translate into excise duty
exemptions and VAT rebates which can be passed on to the end customer. Several key vendor
partners of the Company, accorded Preferred Supplier Status, have accepted the invitation to set up
their own facilities in ANDRAPRADESH. For Ashok Leyland, this translates into better supply chain
management, obviates the need for stores and enables ‘produce to deliver’. The suppliers, on the
other hand, enjoy the accruing tax benefits apart from the guarantee of assured business from a
captive client. Another positive is the creation of direct and indirect employment opportunities for
local talent.
DEPARTMENTS IN ASHOK LEYLAND, ANANTHAPUR
The different departments are there in Anantapur plant of Ashok Leyland so as to do work smoothly.
The departments are as follow:-
 Material Department
 Strategic Sourcing Department
 Human Resource Department
 Administration Department
 Finance Department
 Production Department
 Maintenance Department
 Marketing Department
 Information Technology Department
 WORKING OF FINANCE DEPARTMENT IN PANTNAGAR

DIVISIONAL
MANAGER
(1)

FINANCE MANAGER
FINANCE MANAGER (ACCOUNTS PAYABLE, FINANCE MANAGER
(COSTING) SALE TAX, EXCISE (CAPAX, GENERAL
DUTY) LEDGER, INCOME TAX)
(1) (1)
(1)

DEPUTY ASSISTANT DEPUTY

MANAGER MANAGER MANAGER
(2) (1) (1)

SENIOR OFFICER SENIOR OFFICER

(2) (2)

EXECUTIVE OFFICER
OFFICER
(1)
(3)
HRPOLICIES
PAY DAY & PAY CYCLE

Our salary cycle is from 26th to 25th of every month. Salary shall be paid out on the last working
day of the same month.

PROVIDENT FUND

All employees will be covered as per the Employees Provident Funds and Miscellaneous
Provision Act of 1952. 12% of the earned basic + Dearness allowance will be deducted and an
equal amount will be contributed by company and remitted to each employees account.

EMPLOYEE STATE INSURANCE

All employees who earn a gross amount of Rs. 15,000.00 and below will be covered under the
Employees State Insurance Act of 1948. There will be a deduction of 1.75% from the employees
gross salary including all allowances and 4.75% will be contributed by company.

MOBILE PHONE POLICY

 No mobile phones during work hours.

 To be handed over to the team leader or supervisor before work shift.
 Mobiles can be collected after working hours.
 For emergency contact the frontline staff may give their Time Office/Supervisor‘s phone
number.
Policy for employees below L4 level:

Employees serving first year:

Eligibility: 2 days of leave for every month worked.

Maximum leave: 24
Maximum Carry forward: 12 leaves.

Employees serving second year onwards:

Eligibility: 3 days of leave for every month worked.

Maximum leave: 36

Maximum Carry forward: 18 leaves.

Policy for employees above L4 level :

Employees serving first year:

Eligibility: 1.5 days of leave for every month worked.

Maximum leave: 18

Maximum Carry forward: 12 leaves.

Employees serving second year onwards:

Eligibility: 2 days of leave for every month worked.

Maximum leave: 24

Maximum Carry forward: 18 leaves.

REFER A FRIEND PROGRAM

Periodically, HR will announce positions vacant in the organization to various departments by

way of mail or posters.

The employee needs to brief the referee on the job description about the available positions.

The company will reward an employee to refer a candidate but the referee should at least work
for 3 months to get 50% of the referral amount and the balance amount will be given once
referee completes 6 months with the organization.
An amount of Rs.2000/- will be the remuneration for a single referral (May change as per
Management Discretion).

The incentive amount shall be paid along with the employee's salary in the month following the
eligibility date of the reward.

LEAVE POLICY

Leave Encashment

A maximum of 60 leaves can be accumulated during the employment tenure, for

encashment.

No encashment of leave is permissible during the service and the accumulated leave can only be
cashed at the time of full and final settlement, post separation of an employee through
resignation or retirement.

Compensatory Off

In the event of an employee being required to attend office on Weekly Offs/Declared Holidays,
such working shall be approved by the concerned Departmental Head on a prior basis.

The compensatory off then have to be availed within 7 days. The compensatory off cannot be
carried forward.

Maternity Leave

Eligibility : 80 days of Service

12 consecutive weeks paid leave of which a minimum 6 weeks should be post delivery.

Paternity Leave

Eligibility : 360 days of Service

15 consecutive working days of which a minimum of 7 Days should be post delivery.

Performance Management System consists of 3 phases :

Planning

Progress

Performance

The Bonus is paid out Twice.

April & October.

You will be assessed on :

Your Goals

Your KRA

How you live &breathe Our Values

COMPANY LOAN POLICY

 Only Once/Year
 Only for medical emergencies and Personal Marriage.
 Eligibility : 1 year of Service.
 Form : Loan Application
 Guarantor : should be on an equal or higher grade/Designation.
 The loan amount shall not exceed two months gross salary (Basic + Dearness Allowance
+HRA+ Conveyance + Special Allowance) of the employee.

SALARY ADVANCE POLICY

 A maximum of 3 times in a year.

 Any Valid reason with justification for funds.
 Eligibility : 6 months of Service
 Form : Advance Application
 Guarantor : Not required
 The advance amount shall not exceed 50% of monthly gross salary (Basic + Dearness
Allowance + HRA+ Conveyance + Special Allowance) and the individual‘s attendance will
 also be taken into consideration while calculating their eligible amount.

ALL LOANS & ADVANCES MUST BE AVAILED BETWEEN THE 10TH & 20TH OF
EVERY MONTH.

WEDDING GIFT

This policy is applicable for the first legal marriage and to avail this, an employee should submit
his proof of marriage.

MM1 & Above: Rs.5000/-

MM2 &MM3 : Rs.2500/-

DM3 &Below : Rs.2000/-

FUNERAL EXPENCES

In the unfortunate event of a death in the employee‘s family, the company will pay Rs.2500/- for
the funeral expenses. Family here is defined as dependent parents, spouse, and children. The
amount will be paid by cash to the employee concerned.

ALL THE EMLOYEES ARE ELIGIBLE TO GET THESE BENEFITS

DISCOUNTS FOR EMPLOYEES

RESTAURANT - 25%

CONCESSIONS - 50%

Grooming Standards:

 Clean Shaven
 Professional Hair Cut
 No Body Odour
WORKING HOURS

9 hours per day

EMPLOYEE BENEFITS

Employee can avail dine facility at site during their working

hours. STAFF DORM

Employees coming from long distances can stay in the dorm by working for 11hrs per day

EMPLOYEE ENGAGEMENT

 STAFF SCREENING
All Employees will have an opportunity to watch a movie either in their site or in another site as
a team. The Movie will be screened before the normal operational hours commence and the
selection of movie is purely based on the consent of the Scheduling team whose intent in based
on the Distributor‘s consent to play the movie for free.

 REWARDS & RECOGNITION

 STAFF BIRTHDAY CELEBRATIONS - middle of the month
 TEAM OUTINGS
LOYALTY PROGRAMS

POWER LUNCH

Based on the performance of the employees, we give an opportunity to spend one whole day
with our CEO including Breakfast, Lunch and Interaction Sessions with Top class arrangements.
 REASEARCH METHODOLOGY

2.1 NEED FOR THE STUDY

Absenteeism is very important for every organization. It is the duty of the organization to know
whether their employees are with 100% attendance or not. If absenteeism is more then the work
will get stopped and that work may become a burden to other employees. so that organization will
face few problems .This study is to over come absenteeism in ASHOK LEYLANDS

STATEMENT OF THE PROBLEM

Absenteeism is a habitual pattern of absence from a duty or obligation. Traditionally,
absenteeism has been viewed as an indicator of poor individual performance, as well as a breach
of an implicit contract between employee and employer; it was seen as a management problem,
and framed in economic or quasi-economic terms.
 2.2 SCOPE OF THE STUDY
The scope of our project was limited to the management of the absenteeism in ASHOK
LEY LAND . Here totally 652 employees are working and out of them we have selected 152
members and in that there are only few people from each department. Some of them are from
night shift‘s and day shift‘s.
 2.3 OBJECTIVES OF THE STUDY

 To identify the reasons for absenteeism in ASHOK LEY LAND

 To measure the employees of absenteeism level .
 To identify the steps required to reduce absenteeism .
 To identify the factors that motivates the employees which reduce absenteeism.

2.4 METHODOLOGY OF THE STUDY

Data sources:

Primary data:
Primary Data was collected from employees ofASHOK LETLAND through
questionnaire followed by a personal interview.

Secondary data:
Secondary Data was collected from company records, and Internet.

Type of Sampling:
The sampling method used for the study is convenience sampling.

Sampling size:
The study was conducted by taking a sample size of 170 employees.

Research Instrument:
The data collected from questionnaire is utilized for having interaction with the responds. The
free interaction which took 10-15 min with every responds facilitated a better understand of the
issues and also help verify the respondents by the respondents.
Statistical tools used:
MEAN& PERCENT METHOD.
 LIMITATIONS OF THE STUDY

 The survey was conducted from a sample; findings cannot be drawn exact
 The main limitation is the time constrain DATA ANALYSIS
 THEORETICAL BACKGROUND
Employee‘s presence at work place during scheduled time is highly essential for the
smooth running of the production process in particularly the organization in general.

Despite the significance of employee presence employees some time fail so report at
work place during the scheduled time which is known as ―absenteeism‖.

Labour bureau, simla, defined the term ―absenteeism‖ as the failure of a worker to report
for work when he is scheduled to work. Labour Bureau also states that ‗absenteeism is the total
man – shifts scheduled to work‖.

According to Webster‘s dictionary ―absenteeism is the practice of habit of being

an absence an absentee is one who habitually steps away‖.

Absenteeism has been variously definite authorities form time to time. Thus the term
absenteeism refers to the workers absence from his regular task when he is scheduled to work
any employee may stay away from work if he has taken leave to which he entitled on the grand
of sickness some accident without any previous sanction of leave.

Nevertheless usually identity layoff, lack of work, authorized leave (or) vacation period
of work stoppage are, not connected as absence strikes and lockouts are treated as absence are
many included late attendance in it.

Labour absenteeism means the absence of workers from regular duty without intimation
of the employer. In other words it means absence without seeking prior sanction form the
superior. Absentee amounts to unauthorized absence form duty labour absenteeism can be
expressed as the ratio of man days last to the total number of days for which employment is
available. It can also be expressed in the form of a percentage taking into account the number of
workers as who are absent out of the total number of workers employed. Labour absenteeism,
through common in factories should no be allowed to exceed a certain limit the normal limit of
absenteeism date can be allowed is b/n 3% & 5%. However efforts should be made to keep it at
the lowest limit. Otherwise it leads to delay in production and involves incurring of additional
expenses in the form of overtime wages.
Some definitions of absenteeism meaning

Employee‘s presence at work place during the schedule time is highly essential for the
smooth running of the production process in particular and the organization in general. Despite
the significant of their presence, employee‘s sometime fail to report at the work place during the
schedule time, which is known as ―Absenteeism‖.

Definitions

―Absenteeism‖ is the practice (or) habit of being an ‗absence‘ and absentee is one who
habitually stays away‖

-According to Webster‘s dictionary.

―Absenteeism‖ as the failure of a worker to report works when he is scheduled to work‖.

-According to labour Bureau Simla.

―Absenteeism is the total shifts last because of absence as a percentage of the

total number of man shifts scheduled to work‖.

- According to labour Bureau.

According to PIGOARAS and MAYERS un expected absence disturbs the efficiency of

the group as the jobs are under connected if one single man remains absent without pries notice
the whom operation process is distributed. This absenteeism results in production losses because
due to absenteeism workers cost increase and this efficiency of operations is affected.

According to encyclopedia of social sciences absenteeism is the time lost in industrial

establishments by the avoidable or unavoidable absence of employees.

According to another definition, absenteeism is the average % of the workers absent form
work per day for any reason‖ .still another definition of absenteeism is that it is‖ the temporary
cessation of work, for not less than one whole working day.
The rate or index of absenteeism may be expressed in the following formula.

Absenteeism man shifts last hours


in
Total man shifts to work hrs
scheduled in

Type of Absenteeism

Absenteeism is of 4 types.

 Authorized absenteeism

 Unauthorized absenteeism

 Willful absenteeism

 Absenteeism caused by circumstances beyond one‘s control.

1. Authorized absenteeism

If an employee absents himself form work by talkings permission form his

superior & applying for leave such absenteeism is called authorized absenteeism.

2. Unauthorized absenteeism

If an employee absents himself form work without informing or taking permission

& without applying for leave, such absenteeism is called unauthorized absenteeism.

3. Willful absenteeism

If an employee absents himself from duty willfully such absenteeism is called

willful absenteeism

4. Absenteeism caused by circumstances beyond one’s control

5. If an employee absents himself from duty awing to the circumstances beyond his control
like involvement in accidents or sudden sickness such absenteeism is called Absenteeism
caused by circumstances beyond one‘s control.
Features of Absenteeism

Research studies undertaken by different reveal the following features of absenteeism.

1. The rate of absenteeism is the lowest on payday. It is considerably on the days following
the payment of wages & bonus.

2. Absenteeism is generally high among the workers below 25 years of age & those above
40 years of age.

3. The rate of absenteeism rates form department of department within an organization.

4. Absenteeism in traditional industries in seasonal in characters.

Though questionnaires & schedules very often mean save, yet these exists a suitable (or)
subtitle difference, schedules are usually Blank forms containing certain blank column under
relevant heading. These schedules are commonly meant to be filled by information filling up a
schedule invariable requires same training questionnaires are necessarily followed by sufficient
instructions & regards the procedure & number of answering the question.

Observation

The participant observation if not only provides into the questionnaires. The investigation
himself an opportunity to personally absence the information and the situations. It enables him to
study even the events, which are not open to observation in order to study the obstruct and
intangible personal qualities and traits like attitude, feltings, reactions etc., the interview method
had great advantageous it enables the interviewer to obtain valuable information form a person.
There is more over on opportunity for estimating bios (or) ambiguity.

Processing and analysis of data

After the data have been collected it has to be analyzed. The data obtained form the
questionnaire is awanged in a serial order their master copy with tabulation method is being
prepared.
 Tabulation is part of the technical procedure where in the presential data is put in the
form table.

Causes of Absenteeism

The Following are the general causes for absenteeism.

1. Maladjustment with the working

If the working could of the company are poor the workers cannot adjust themselves
with the company‘s work could. Then they prefer to stay away form the company.

2. Social and religious ceremonies

Social & religious functions divert the workers attention form the work.

3. Unsatisfactory Housing

Conditions at the work place.

4. Industrial Housing

The industrial fatigue compels workers to remain outside the work place.

5. Unhealthy Working Conditions

The poor & intolerable working could in the factory irritates the workers excess heat,
noise, either to much or too low lighting, poor uentilation, dust, smoke etc, cause poor
health of workers.

These factors cause the workers to be absent.

6. Poor Welfare Facilities

Though a number of legislation concerning welfare facilities is enacted, many

organizations fail to provide welfare facilities. This is either due to the poor financial
position of the companies (or) due to the exploitative attitude of the employee. The poor
 welfare facilities includes poor sanitation, washing, bathing, first and appliances,
ambulance, restrooms, drinking water, canteens, shelter, crèches etc., the dissatisfied
workers with these facilities prefer to be away form the work place.

7. Alcoholism

Workers mostly prefer to spend money on the consumption of liquor and enjoyment after
getting the wages. Therefore the rate of the absenteeism is more during the first week of the
every month.

8. Indebtness

The low land wages and unplanned expenditure of the workers force then to barrow
heavily. The research studies indicate that workers borrow more than 10 times of their net
pay. Consequently workers. Fail to repay the money. Then bey try to escape from the
place in order to avoid the money lenders. This leads to absenteeism.

9. Maladjustment with job demands

The fast changing technology demands higher level skills from the workers fail to
meet these demands due to their lower level education and lor absence of training.

10. Unsound personnel policies

The improper & unrealistic personnel policies result in employee dissatisfaction. The
dissatisfied employee in turn prefers to be away form the work.

11. Inadequate leave facilities

The inadequate leave facilities provided by the employee. Forced him to depent on
E.S.I leave which along the workers to be away form the work for 56 days on a year on
half pay.
12. Low level of wages

Wages in son organization are very poor or they quite and equate to meet the
basic needs of the employees. Employees go for other employment during there busy
seasons and earn more money further. Some employees take up part time jobs. Thus the
employee resorts to moonlighting & absent themselves from work.

Categories of Absenteeism

K.N. Vaid classifies chronic absentees into 5 categories.

1. Entrepreneurs

2. Status seekers

3. Epicureans

4. Family – oriented by

5. The side and the old.

1. Entrepreneurs

This cause of absentees considers that their jobs are very small for their total interest
& personal goals. They engage them selves in other social & economical activities to
fulfill their goals.

2. The Status seeks

These types of absentee‘s enjoyer perceive a higher ascribed social status & are keen
on maintaining it.

3. The epicureans

These classes of absentees do not like to take up the jobs which demand interior,
responsibility discipline & discomfort. They wish to make money, power status but
are on willing to walk for their achievement.
 4. Family oriented

These types of absentees are often identified with the family activities.

5. The sick & old

The categories of absentees are mostly unhealthy, with a weak constitution an old
people.

Effects of labour absenteeism

1. Excessive absenteeism lead to delay in the production process often overtime work is to
be resorted to complete production schedule which involues payment of double the
normal wages of the employees.

2. Excessive absenteeism lead to extra pressure of work on other employees.

3. Absenteeism of workers who from absenteeism part of the group weakens the unity of
the working group where work is of interdependent nature, absentee stoppage of
production.

4. Due to the absenteeism of workers if orders are not promptly executed which leads to the
loss of reputation and goodwill of the factory.

5. Excessive absenteeism also leads to discharge of employees from the factory.

6. It leads to incurring of fixed expenses without absenteeism corresponding increase in

production.

7. Workers suffer loss of pay during the period of absence from work.

8. Workers also stand to loss promotion facilities if he abstains from work for a long time.

Measures to minimize absenteeism

Absenteeism affects the organization from the multiple angles. It affects severely the
production process and the business proves the effect of unauthorized absenteeism is more than
the other types of absenteeism; however it would be completely avoid absenteeism. The
measures are useful in controlling or minimizing absenteeism.

 Selecting the employee by testing them thoroughly regarding their aspirations, value
system responsibility and sensitiveness.

 Adopting humanistic approach in dealing with the personal problems of employees.

 Following proactive approach in identifying and redressing employee grievances.

 Proving hygienic working conditions.

 Providing welfare measures and fringe benefits balancing the need for the employee
and the ability of the organization.

 Providing high wages and allowances based on the organizational financial positions.

 Improving the communication network particularly the upward communication.

 Providing leave facility based on the needs of the employee and organizational
requirements.

 Providing safety and healthy measures.

 Providing cordinal human relations and industrial relations.

 Educating the workers.

 Counseling the workers about their career income and expenditure habits and culture.

 Fra-flow of information, exchanging of ideas, problems etc., between subordinate and

superior.

 Grating leave and financial assistance liberally in case of sickness of employee and
his family members.
  Offering attendance bonus and inducement.

 Providing extensive training encouragement special allowances in cash of

technological advancements.

Functional analysis of behavior

The goal of OB mod programme is to increase the likelihood that people will in fact
engage in behaviors, which are critical to the successful performance of their problems. Once
these critical behavior have been identified and measured, it is necessary to determine what is the
cause and consequences of these behaviors are. These involves analysis of the

 The antecedent cares the factors, which seem to instigate the behavior.

 The consequences the results which occurred to the person as a result of

engaging in the behavior.

This process of analyzing the antecedent cares and the consequences of behavior is
referred to as functional analysis of OB mod.

A typical functional analysis of absenteeism behavior is given in the table below.

Functional analysis of absenteeism behavior

Antecedent cares Behavior Consequences

Illness/accident Getting update Discipline program

Hangover Sleeping in Verbal reprimands
Lack of transportation Staying home Written reprimands
Traffic
No day care facilities Drinking Pay docks
Family problems Fishing or hunting Hay off
Company policies
Group/personal forms Working at home Dismissals
Seniority/age Visiting Social consequences
Awareness of any From co-workers
Consequences Caring of sick child Escape from and avoidance
of working nothing
 CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
1. Marital Status of the employees
TABLE 4.1
Marital Status No. of Employees Percentage
Married 84 55.26%
Un Married 68 45%
TOTAL 152 100%

CHART 4.1

Percentage

55%
60.00%
45%
50.00%

40.00% Percentage

30.00%

20.00%

10.00%

0.00%
Married Un Married

Interpretation:

From the above table it can be inferred that 55.% of the respondents are married and 45% are
UN Married .
2. Age of the employees
TABLE 4.2

Age No of persons Percentages

a)18-25 72 47%
b)25-30 54 36%
c)30-35 22 14%
d)35-40 0 0%
e)40&above 4 3%
152 100%

CHART 4.2
80 72

70

60 54

50

40 No of persons
Percentages
30 22

20

10 4
47% 36% 14% 0 0% 3%
0
a)18-25 b)25-30 c)30-35 d)35-40 e)40&above

Interpretation:
From the above table it can be inferred that 47% of the respondents are 18-25 and 36% are 25-
30 nd 14% are 30-35 and 0% are 35-40 and 3% are 40&abve.
 3.Qualification of the employees
TABLE 4.3

Qualification total no of persons Percentage

a) Ssc 34 22%
b)+2 54 36%
c)graduation 40 26%
D) p.g 4 2.63%
e)below ssc 20 13%
152 100%

CHART 4.3

Percentage
40% 36%

35%

30% 26%
22%
25% Percentage
20%
13%
15%

10%
3%
5%

0%
a) Ssc b)+2 c)graduation D) p.g e)below ssc

Interpretation:
From the above table it can be inferred that 22% of the respondents are ssc and 36% are +2
and 26% are graduation and 2.63% are p.g and 13% are below ssc
 4.Experience of the employees
TABLE 4.4

For how long you are working in this

company total of persons Percentage
a)0-6months 24 16%
a)6-1year 34 22%
c)1-2years 26 17.11%
d)2-3years 16 10.53%
e)3&above 52 34.21%
total 152 100%

CHART 4.4

For how long you are working in this Percentage

34%
35%

30%

25% 22%
For how long you are working in
20% 17% this Percentage
16%

15%
11%
10%

5%

0%
a)0-6months a)6-1year c)1-2years d)2-3years e)3&above

Interpretation:
From the above table it can be inferred that 16% of the respondents are having
experience between 0-6 months followed by 22% are having 6 months -1 years,
17.11% are having 1-2 years and 10.53% are having 2-3 years and 34.21% are having
3&above of experience.
5 Leave policy in the company

TABLE 4.5
Are you aware of your company leave policy no of persons percentage
a)yes 144 95%
b)no 8 5%
TOTAL 152 100%

CHART 4.5

percentage

95%
100%
90%
80%
70% percentage
60%
50%
40%
30%
20% 5%
10%
0%
a)yes b)no

Interpretation:
From the following data 95% of the employees knows about their leave policy and 5% of the
employees doesn‘t know about their leave policy because few people have joined before 3
months .so because of these reasons 5% of them are unaware of leave policy.
 6. Absent details of the employees

TABLE 4.6
How many leaves /absents you are taking per month? no of persons percentage
a)0 87 57%
b)1-2 50 33%
c)3-5 16 11%
d)5-7 0 0%
e)8&above 0 0%
152 100%

CHART 4.6

percentage
57%
60%

50%

40% 33%
percentage
30%

20%
11%
10%
0% 0%
0%
a)0 b)1-2 c)3-5 d)5-7 e)8&above

Interpretation:
From the following data 57% of the employees are not taking any leaves because they have
sufficient off‘s. Many people are unmarried and they don‘t have that much responsibilities.33%
are keeping 1 or 2 days because in that that there are few females and few are with health
problems .11% are keeping 3 to 5 days per month ,even they are facing some health problems
and few arein emergency cases such as ESI
 7.Reasons of the employees
TABLE 4.7
no of
What is the main reason for your absenteeism? persons percentage
a) lack of interest on work 2 1%
b) health/family problems 96 63%
c)by deciding with your co-workers 0 0%
d)any other problems please
specify 34 36%
76 100%

CHART 4.7

percentage
63%
70%
60%
50% 36%
40%
30%
20% 1%
10% 0%
percentage
0%

Interpretation:
From the following data 1% of respondent is lack of interest on work because they feel bored of
same work from one year .63% said their main reasons as health and family problems .36%
people have specified their reasons as stress relief from their work.
 8.Over time details of the employees
TABLE 4.8
How often you are working in ot? no of persons Percentage
a)always 18 11.84%
b)monthly once/twice 66 43%
c)rare cases 34 22%
d)never 34 22%
152 100%

CHART 4.8

Percentage
43%
45.00%
40.00%
35.00%
30.00%
Percentage
22% 22%
25.00%
20.00%
12%
15.00%
10.00%
5.00%
0.00%
a)always b)monthly once/twice c)rare cases d)never

Interpretation:From the following data 11.48% are always doing o t because their shifts are
according to the morning shows and when new movie releases one show will increase for them
than regular shows so that morning shift people will have o t always .43% are doing o t in only
once or twice in a month because maximum night shift people comes under this percentage and
when it comes to new releases in night shift maximum kitchen department will work for o t.22%
are doing o t in rare cases ,if any absentees then few people have to work in their place so these
people will have o t in rare cases.22% of employees will never have o t because mostly they will
be in admin department.
9. Communication level of the employees

TABLE 4.9

What is your level of communication with your team No of

mates? persons percentages
a)very good 110 72%
b)good 38 25%
c)moderate 4 3%
d)poor 0
e)very poor 0
152 100%
CHART 4.9

What is your level of communication with your team

percentages
80% 72%

70%
60% What is your level of
communication with your team
50% percentages
40%
25%
30%
20%
10% 3%
0% 0%
0%
a)very good b)good c)moderate d)poor e)very poor

Interpretation:

From the above data 72% of the employees said that they have a very good communication
with their team mates and 25% of the employees have a good relation because their working
timings will be more so they cant communicate with them well and 3% of the employees said
that their relation is moderate because they have joined newly.
10. Travelling distance of employees

TABLE 4.10

How many km you are travelling from your

home? no of persons Percentage
a)<5km 62 41%
d)>5km 18 12%
c)>10km 16 11%
d)>15km 16 11%
e)>20km 40 26%
152 100%
CHART 4.10

How many km you are travelling from your Percentage

45% 41%
40%
35%
30% 26%
How many km you are travelling
25% from your Percentage

20%
15% 12% 11% 11%
10%
5%
0%
a)<5km d)>5km c)>10km d)>15km e)>20km

Interpretation:

From the above data 41% of the employees are coming from less than 5 km and 12% are from
above 5 km and 11% are coming from more than 10 km and11% are from 15 km and 26% are
from 20 km as they are coming from other places.
11.Transport mode of employees

TABLE 4.11

What is your mode of

transport? no of persons Percentage
a)two wheeler 52 34%
b)bus 48 32%
c)auto 30 20%
d)walk 18 12%
e)train 4 3%
152 100%

CHART 4.11

What is your mode of Percentage

34%
35% 32%

30%

25%
20%
20% What is your mode of Percentage

15% 12%

10%

3%
5%

0%
a)two wheeler b)bus c)auto d)walk e)train

Interpretation:

From the above data 34% of the employees are coming into two wheelers and 32% are coming in
bus and 20% are coming by walk they are near 3% are coming in train .
12.Convenience of the employees self transport facilities

TABLE 4.12

Are you convenient with your self transport

facilities no of persons percentage
a)strongly agree 80 53%
b)agree 46 30%
c)neutral 22 14%
d)disagree 4 3%
e)strongly disagree 0
152 100%

CHART 4.12

Are you convenient with your self transport percentage

60% 53%

50%

40%
30%
30% Are you convenient with your self
transport percentage
20% 14%

10% 3%
0%
0%

Interpretation:

from the above data 53% of the employees are strongly agree with their self transport and 30%
employees agree with their transport 14% re neutral 3% are disagree as they want their travelling
expenses from the company or any transport facilities provide by the company
 13.Interpersonal relations of employees with their superiors/team leaders

TABLE 4.13

For how long you are working in this company total of Percentage
persons

a)very good 90 59%

b)good 30 20%
c)employee relation 32 21%
d)poor 0 0
e)very poor 0 0
152 100%

CHART 4.13

Percentage
59%
0.6

0.5

0.4
Percentage
0.3
20% 21%
0.2

0.1
0% 0%
0
a)very good b)good c)employee relation d)poor e)very poor

Interpretation:

From the above data 59% of the employees are having very good relations with their employees
and 20% having good relations 21% having employee relation with their superiors/team leaders
 14.Work environment of the employees

TABLE 4.14

How do you feel regarding the work

environment no of persons Percentage
a)very good 104 68%
b)good 26 17%
c)neutral 22 14%
d)poor 0 0
e)very poor 0 0
152 100%

CHART 4.14

How do you feel regarding the work Percentage

68%
70%

60%

50%
How do you feel regarding the
40% work Percentage

30%
17%
20% 14%

10%
0% 0%
0%
a)very good b)good c)neutral d)poor e)very poor

Interpretation:

From the above data 68% of employees are highly satisfied with their work environmentand 17%
are satisfied and 14% of the employees are neutral
15. Satisfaction of pay scale and needs of employees

TABLE IV.15

Are you satisfied with your pay scale and your

needs? No of persons Percentage
a)strongly agree 38 25%
b)agree 68 45%
c)disagree 38 25%
d)strongly disagree 8 5%
152 100%

CHART IV.15

Are you satisfied with your pay scale and your Percentage
45%
45%
40%
35%
30% 25% 25% Are you satisfied with your pay
25% scale and your Percentage

20%
15%
10% 5%
5%
0%
a)strongly agree b)agree c)disagree d)strongly disagree

Interpretation:

From the above data 25% of the employees strongly agreeing that they are satisfied on on their
pay scale and 45% of the employees agree and 52%&5% of the employees agree and disagree
,because of the expenses .
16.motivating factors of the company to the employees

TABLE 4.16

What is the motivating factors providing by your

company no of persons Percentage
a)incentives 12 8%
b)training 62 41%
c)recognition 8 5%
d)a,b,c 70 46%
e)bnone of the above 0 0
152 100%

CHART 4.16

What is the motivating factors providing by your

Percentage
46%
50% 41%
45%
40%
35%
30%
25% What is the motivating factors
20% providing by your Percentage
15% 8%
5%
10% 0%
5%
0%

Interpretation:

From the above data 8% of the employees are getting only incentives and 41% are getting
training and 5% are getting recognition and remaining 46% of the employees are getting all the
above .
17.Employees comfort for night shift

TABLE 4.17

Are you comfort with your night

shift? no of persons Percentage
a)strongly agree 72 47%
b)agree 32 21%
c)disagree 32 21%
d)strongly disagree 16 11%
152 100%

CHART 4.17

Are you comfort with your night Percentage

47%
50%
45%
40%
35%
Are you comfort with your night
30% Percentage
21% 21%
25%
20%
11%
15%
10%
5%
0%
a)strongly agree b)agree c)disagree d)strongly disagree

Interpretation:

From the above data 47% of the employees are strongly agree thatthey comfort for night shifts and 21% of the
employees agree with their night shifts and 11% of the employees disagree and same % of the employees strongly
disagree.
18.Satisfaction level of employees on their benefits of night shift

TABLE 4.18

What is the level of satisfaction

regarding your work benefits on No of
night shift? persons Total
a)5 rating 25 125
ss
b)4 rating 19 76 3.592105
c)3 rating 17 51
d)2 rating 6 12

e)1 rating 9 9

CHART 4.18

25
25
19
20 17

15
9
10 6
5
0

a)5b)4c)3d)2e)1
ratingratingratingratngrating

Interpretation:

From the above data 25 employees out of 76 gave 5 point rating and 19 out of 76 gave 4 point
rating and 17Out of 76 gave 3 point rating and remaining employees gave 2 &1 point rating.
Total average for rating is 3.592105.
19. Common reasons for absenteeism of the employees

TABLE 4.19

no of
What are the most common reasons for you absenteeism? persons percentage
a)accidents/emergency 16 11%
b)personal(wife,children) 38 24%
c)health(fever/headach) 70 46%
d)none of the above please
explain 30 20%
152 100%

CHART 4.19

percentage
46%
50%
45%
40%
35%
30% 24%
20%
25%
20% 11%
15% percentage
10%
5%
0%

Interpretation:

From the above data 11% of the employees said emergency cases and 24% of the employees
said personal reasons as wife and children and 46% of the employees said health problems .20%
of the employees said their own reasons as they want work relief.
20.Satisfaction of the employees with their job

TABLE 4.20

Are you satisfied with your job? no of persons Percentage

a)strongly agree 100 66%
b)agree 36 24%
c)disagree 14 9%
d)strongly disagree 2 1%
152 100%

CHART 4.20

Percentage
66%
70%

60%

50%
Percentage
40%
24%
30%

20% 9%

10% 1%

0%
a)strongly agree b)agree c)disagree d)strongly disagree

Interpretation:

From the above data 66% of the employees strongly agree that they are satisfied with their job
.and 24% of the employees agree with their jobs and 9% of the employees disagree with their
job and 1% said strongly disagree.
21.Stress on employees job

TABLE 4.21

Do you find your job stressful? No of persons percentage

a)always 12 8%
b)sometimes 40 26%
c)rare cases 48 32%
d)never 52 34%
152 100%

CHART 4.21

percentage
34%
35% 32%

30% 26%

25%
percentage
20%

15%
8%
10%

5%

0%
a)always b)sometimes c)rare cases d)never

Interpretation:

From the above data 8% of the employees always feel stress on their job because of their
departments and 26% of the employees sometimes feel their job stress full and 32% of the
employees rare cases on job stress and 34% of the employees never their job stress.
22. Employees satisfaction on their benefits

TABLE 4.22

Are you satisfied with the benefits that company is providing you? No of persons percentage
a)highly satisfied 88 58%
b)satisfied 44 29%
c)neutral 10 7%
d)dissatisfied 6 4%
e)highly dissatisfied 4 3%
152 100%

CHART 4.22

44
45
40
35 22
30
25 5 3 2
20
15
10
5
0

Interpretation:

From the above data 58% of the employees are highly satisfied with their company benefits and
29% are satisfied and 7% are neutral and 4% are dissatisfied and 3% are highly dissatisfied .
23. first priority of the employees in this following changes

TABLE IV.29

priority of employess no of priorities Percentage

* avoid night shifts 57 12%

* changing shifts 59 12%

*bonus 69 14%

*increasing permissions 57 12%

*transport facilities 63 13%

*un uniform for a day 58 12%

*increments 73 15%

*change in your work for once in 3 months 58 12%

 CHART IV.29

80 73
69
70 63
59 58 58
57 57
60

50

40

30

20

10

Interpretation:

From the following data 15% of employees has given first priority to increments ,14% has given
for bonus ,so that we cannot decide that company is not giving sufficient salaries and bonus.
they still want more from the company because of their living expenses.13% has given for
transport facilities as few are from long distances.
 FINDINGS

Only 53% of the employees strongly agree that they are convenient with their self-
transport facilities.
59% of the employees have a very good interpersonal relations with their superiors/team
leaders.
68% of the employees have a very good work environment.
83% of the employees have range of pay scale 5000-10000.
45% of the employees are satisfied with their needs on pay scale.
46% of the employees said they are getting training incentives and recognition.
47% of the employees strongly agree that they are comfort with their night shift.
25 employees out of 76 are satisfied with benefits on night shift.
out of 76 gave 5 point rating on their satisfaction level of employees on work pressure.
Mean of the work pressure is 2.697368.
46% ofthe employees said most common reasons are health problems.
66% of the employees strongly agree that they are satisfaction with their job.
34% of the employees never feels any stress on their work.
36% of the employees strongly disagree that they don‘t have any work pressures on them.

59% of the employees said that they want leave encashment as motivating factors.
Main reason for leave encashment is insufficient payscale and expenses.
15% of the employees gave first priority for increments.
Main reasons for selecting increments are, employees have insufficient pay scale.
 SUGGESTIONS

 Company shouldprovide UN uniform on any special day.

 Company should provide laundry dresses in time.
 Company should check changes in departments.
 Companyshould provide shoes and gloves.
 Company should increase man power in maintenance.
 Company should change popcorn flavours.
 Company should provide half of the travelling expenses.
 Company should provide new machinery.
 Company should provide parking shelters.
 Company should provide security rooms near parking shelters.

 Schedule should be flexible at every time so that there is a chance to reduce absenteeism.
 Always employees should be motivated in a positive way.

 Leave encashment will be useful to reduce absenteeism.

 Employees will feel comfort if they are given their travelling expenses.
 CONCLUSION

From the above findings the following conclusions can be drawn.

The facilities provided by the company are very much beneficial for the employees and they
were satisfied. In this process majority of the respondents are very positive towards the
facilities. According to the present research, all the employees are satisfied with the job
which they are performing now.
 QUESTIONNAIRE
I, E. Pratap, Regd No. 571798043, request you to fill the questionnaire regarding the
project entitled EMPLOYEE ABSENTEEISM, under the partial fulfilment of the degree of
Master of Business Administration.
1. Age

a. 18-25 b.25-30 c.30-35 d.35-40 e. 40&above

2. qualification

a. ssc b.+2 c. graduation d. p.g e. below ssc

3. For how long you are working in this company

a. 0-6months b.6-1 year c.1-2 years d.2-3 e.3&above

4. Are you aware of your company leave policy?

a. yes b. no

5. How many leaves/absents you are taking per month?

a. .0 b. 1-2 c .3-5 d .5-7 e.8&above

6. What is the main reason for your absenteeism?

a. Lack of interest on your work

b. health/family problems c .By deciding with your co-workers

d. Any other problems please specify

7. How often you‘re working in O.T?

a. Always b. Monthly once/twice c. Rare cases d. Never

8. What is your level of communication with your team mates ?

a. Very good b. good c. Moderate d. Poor e. Very poor

9. How many km you are travelling from your home ?

a.>5 km b.>10 km c. >15 km d.>20km e.>25 km

10. What is your mode of transport?

a. Two wheeler b. Bus c. Auto d. Walk e. Train

11. Are you convenient with your self transport facilities?

a. Strongly agree b. Agree c. neutral d. disagree e.strongly disagree

12. Do you agree that your interpersonal relations are good with your superiors / team leaders?
 a. Very good b. Good c. Employee relation d. poor e. Very poor

13. How do you feel regarding the work environment?

a. Very good b. Good c. neutral d. poore. very poor

14 .Are you satisfied with your pay scale and your needs?

a. Strongly agree b. Agree c. Disagree d. strongly disagree

15. What is the motivating factors providing by your company?

a. Incentives b. Training c. Recognition d. A, B, C d. None of the above

16. Are you comfort with your work on night shift?

a. Strongly agree b. Agree c. neutral d. disagree e. strongly disagree

17. What is the level of satisfaction regarding your work benefits on night shift?

5 4 3 2 1

18. What are the most common reasons for your absenteeism?

a. Accidents / emergency b. Personal (wife, children)

c. Health (fever/head ach) d. None of the above please explain

19. Are you satisfied with your job?

a. Strongly agree b. Agree c. Disagree d. strongly disagree

20. Do you find that your job stressful?

a. Always b. Sometimes c. Rare cases d. Never

21. Do you agree that you have any work pressures?

a. Strongly agree b. Agree c. Disagree d. strongly disagree

22. Are you satisfied with the benefits that company is providing to you?

a. Highly satisfied b. satisfied c. Neutral d. Dissatisfied e. Highly dissatisfied

23. In this following conditions which type of changes you want?

5 4 3 2 1

 Working conditions
 Interactions with employee/
superiors
 Benefits provided by organization
 None of the above
24. Are you aware of your benefits on night shift?

a.5 b.4 c. 3 d. 2 e.1

25. Write your priority order for the following?

 Avoid night shifts

 Changing shifts
 Bonus
 Increasing permissions
 Transport facilities
 Un uniform for a day
 Increments
 Change in your work for once in 3
months
 BIBLIOGRAPHY

Aswathappa K., 2005, ―Human Resource and Personnel Management‖, 4th Edition, TATA
McGraw Hill, Bangalore.

SubbaRao P.,2007, ―Personnel and Human Resource Management‖, 6th Edition, Himalaya
Publishers, New Delhi.

Padhi P.K., 2008, ―Labour and Industrial Laws‖, Eastern Economy Edition, prentice-Hall of
India Pvt.Ltd, New Delhi.

WEBLIOGRAPHY

http://www.citehr.com/