Causes and Types of Absenteeism in Industries

CHAPTER – I
INTRODUCTION
PG. Dept. of Social Work, JSS College of Arts, Commerce & Science, Ooty Road, Mysuru Page 1
INTRODUCTION
Absenteeism is often mentioned as one of the chronic problems of our Industry whenever
management is asked to mention a few important problems in our Industry. The problem
of absenteeism is mentioned in labour statistics published from time to time about the
serious nature of this problem, yet not many attempts have been made to leave this
problem. The management likes to quit this problem as evidence at the irresponsible
behavior of the workers, but for a variety of reasons they have not tried to combat this
problem on effective manner.
The term absenteeism means unauthorized absence and has been defined to mean the
practice of outing oneself from station or estate absenteeism, returns to the tendency of a
worker to stay away from his scheduled work institution. However progress comes only
when work is done effectively by the employees. But when worker are not punctual and
regular in attendance the employer find the difficulties cope with the functionary of the
organization.
Thus Employee’s presence at work place during scheduled time is highly essential for the
smooth running of the production process in particular and the organization in general.
Despite the significance of employee presence, employees sometime fail to report at work
place during scheduled time, which is known as ‘absenteeism’. In other words, it signifies
the absence of an employee from work when he is scheduled to be at work, it is
unauthorized, unexplained, avoidable and willful absence from work. For calculating the
rate of absenteeism, two facts are taken into consideration- the number of persons
scheduled to work and the number of actually present.
A worker who reports for any part of a shift is to be considered scheduled to work when
the employee has work available and the employee is aware of it, and when the employer,
that the employee will not be available for work at the specialized time. Any employee
may stay away from work if he has taken leave to which he is entitled or on ground of
sickness or some accident or without any previous sanction of leave. Thus, absence may
be authorized willful or caused by circumstances beyond one’s control.
Taking broader view, absenteeism is attributed to lack of commitment on the part of work
force since the degree of commitment varies with the degree of industrial growth or
maturity of country, absenteeism is said to be inversely related to the industrial
advancement of a society. When we take the subject absenteeism at the plant level we are
concerned with the organization personnel factor which plays a dominant role. So we can
study the subject by using micro and macro approach. The reason for absenteeism need
not be one but it may be many with its background we can analyze the causes for
absenteeism.
MEANING OF ABSENTEEISM
Absenteeism is a symptom of industrial unrest unlike other industrial strikes gheraos and
lockouts; absenteeism is non-spectacular as a symptom of industrial unrest even though
the time lost through employee absentee could be as high as that lost through other forms
of industrial problems.
Absenteeism results in production losses, increases labour cost and it reduces efficiency
of work. It forces the employee’s enterprises to employ more hands than job required
which results in an increase in direct overhead cost.
Absenteeism creates deterioration of income turnover, increased accident and scrap toll,
production toll, increase labour turnover, reduced efficiency of work. An absence from
work is unwillingness on the part of employ or to work.
Absenteeism is defined as understanding the industry in different ways but one common
understanding of absenteeism is that on employer are groups of employed absenting from
work either continuously for long periods or repeatedly for short interval.
The term ‘Absenteeism’ therefore refers more or less to the way employees have
abstained himself from work, wherever the absence is with or without permission. While
due to permission sickness or injury may considered to be absenteeism. According to
most of the above definitions observe on grant leave or casual leave taken with prior
approval does not come part of absenteeism that absenteeism could be defined more
meaningfully as absence without permission or due leave to unfortunate sickness or injury
under certain circumstances. Even absent on leave taken without giving proper notice
may as so be considered as absenteeism.
What we are concerned with is the meaning from the industries point view. In every
industry for that matter there is a standard straightly the scheduled number of person to
work. The numbers of day’s shifts and hours of work. This is the usual scheduled when
work is available there is and so another paint total number of days shifts and hours of
work a worker has to work when there is full compliment and the other is scheduled
taking the individual into account.
Absenteeism is the ratio of the total man days, man shifts, and man hour’s loss to the total
as per the schedule. Absenteeism is a symptom of individual unrest, unlike other
individual strikes such as strikes, gheraos and lock out absenteeism is none secular or
symptom of individual unrest even through the total is that last through other forms of
industrial problems.
MEANING OF ABSENTEE
Any person who does not call to tell the boss that he will be absent
DEFINITIONS OF ABSENTEEISM
Labour Bureau, Simla (1986) 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 last because of absences as a percentage of the total
number of man shifts scheduled to work.
According to Webster’s Dictionary (2009) “absenteeism is the practice or habit of being
an ‘absence’ and an absentee is one who habitually stays away”.
The term of absenteeism has been defined in deferent ways.

1. Labour Investigation Committee or Regress Committee (1942) defined
absenteeism as total mom shift lost becomes of absenteeism percentage of the
total number of mom shift scheduled.
2. British Institute of management (1950) Referred absenteeism as the kind of
absence, which a reassemble person having regarded all the existing circumstance
of the employee concerned may regard of avoidable.
3. Mane (1947) defined absenteeism as the practice of workers failings to report for
work on some slight excuse or other or home at all.
4. Myers (1950) defined the high rates of absenteeism found in much of Indian are
measure of the accommodation which Indian employees have made to the
demands Indian workers for considerable periods of time from work to visit their
home village for a verity reasons including gangue of feigned illness.
5. S K BHALIA (1976) According to him as the failure of workers to report on the
job when they are actually on pay roll this includes with authorized and
unauthorized absence.
Thus from the above definitions given by various authors, clearly indicates that
Absenteeism is almost universal but its magnitude is very high in any organization. It
mainly refers to loss of manpower, which affects the organization in total.
NATURE OF ABSENTEEISM
At the outset we have to admit that there is no agreement about the definition of the term
absenteeism. There are many definitions of absenteeism, it is not possible to give all the
avoidable of definition and discuss their merit and demerit. We can think of an
operational definition of absenteeism may be defined as “under when the expected to
report he may be regarded as absent.”
This definition will be very useful while collecting statistics for absenteeism. We can use
this definition when a worker is able to inform the management in advance about his
invitations to stay away. Management can do something to take care of his deliver only
where a worker stays away, without informing the management, it becomes a problem for
the management.
Therefore such a determination without taking any note of such incident, this incidents
management either are not seriously concerned about that type of absenteeism of that they
do not wish to do anything about it collecting absenteeism statistic the plant for
understanding absenteeism in a particular industry or individual unrest.
TYPES OF ABSENTEEISM
According to Allerton, Haidee in “Training and Development” (2000) have mentioned
four types of Absenteeism.
1. Authorized Absenteeism: - If an employee is absent himself from work by taking
permission from his superior and applying for leave, such absenteeism is called
authorized absenteeism.
2. Unauthorized Absenteeism: - If an employee is absent himself from work without
informing or taking permission and without applying for leave, such absenteeism is
called unauthorized absenteeism.
3. Willful Absenteeism: - If an employee is absent himself from duty willfully, such
absenteeism is called willful absenteeism.
4. Absenteeism caused by circumstances beyond one’s control: - If an
employee is absent himself from duty owing 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.
Calculation of Absenteeism Rate

Absenteeism can be calculated with the help of the
Following rate:
Number of Maydays lost
Absenteeism rate = X 100
Number of Maydays scheduled to work.
Absenteeism rate can be calculated for different employees and for different time periods
like month and year.
CAUSES FOR ABSENTEEISM

The reason for absenteeism need not be one, but it may be many with this background we
can analyses the causes for absenteeism.
Various empirical studies on the micro Level in India have been undertaken to find out
the causes, which have contributed to a high percentage of absenteeism,
Stra’s publication refers to the following causes:
 Unsuitable working conditions
 Unfavorable mental attitude arising out of boredom, discontent with wages,
resentment against supervision.
 Lack of provision for general/welfare.
 Inadequate medical facility for minor industries.
 Increased distance between management and workers.
Sinha analyses 20 vacancies in relation to absenteeism under 3 heads

 In plant Causes
 Personal Causes
 Community or Social causes
In a study undertaken (1999) on behalf of the National productivity council,
Dr. Bhutani arrived at these causes.
1. 5 to 7% account of personal sickness
2. 5 to 7% account of family sickness
3. 1 to 2% an account of bonafide relaxation (because of O.T Work)
4. 5% due to Social exigencies
5. 15% to 20% due to long term holidays
6. 15 to 20% an account of drunkenness
7. 5% and account of distance from factory
8. 5% to 10% because of high earnings from supplementary job
9. 5 to 10% on account of O.T.
10. 5 to 7% on account disharmony
American studies have shown Absenteeism in relation to job satisfaction, Work group
cohesiveness, satisfaction with the management and supervisors, workers perception of
the company’s promotion policy, pay and the like.
Watching and Boded (1991) have the classifieds the reasons for absenteeism into
a) Organizational cause
1. Sickness as occupational disease and accident
2. Insufficient wages, incentives
3. Bad working conditions
4. Irregular supply of raw - material
5. Long hours of work
6. Faulty selection, placement and lack of training
7. Disagreeable task and excessive monotony
b) External Causes
1. Inadequate housing
2. Lack of recreational facility
3. Lack of transport facility
c) Personal causes
1. Ill health
2. Laziness
3. Alcoholism
4. Social obligation such as wedding, deaths, etc.
5. Recreation and social activities
Within the above broad classification there can be some deeper causes for Absenteeism.
The general cause of the Absenteeism may be discussed in short.
1. Mal adjustment with the factory conditions.
When the worker loses the touch with his village, he is caught in the insanity
conditions of the city. He feels often frustrated with his locality by seeing the
people of different culture and languages and the work also bores him.
2. Social and religious ceremonies.
Social and religious activities also divert the interest of the work of man from
work long numbers of festivals force the workers to obtain from work. The
absent rate will be high during the festival seasons.
3. Unsatisfactory housing condition.
The high Extent or degree of migration of the workers to the urban areas from
areas rural created unsatisfactory housing condition.
4. Industrial fatigue.
Payment of inadequate wages forces a worker to seek for a part time or
secondary occupation, but this often leads to constant fatigue which compels to
remains absent from the work.
5. Unhappy working conditions.
Irritating and unhealthy working conditions is also the reason for Absenteeism.
6. Absence of welfare facilities.
Absenteeism is also due to lack of adequate welfare facilities available for the
workers.
7. Alcoholism.
This is also a significant cause for Absenteeism.
8. Indebtedness.
Most of the workers suffer from high degree of indebtedness.
9. Unrealistic personal policies like recruitment, placement, less trialing
programmer and faulty promotions lead to job dissatisfaction of workmen
resulting in indebtedness.
10. Inadequate leave facility Employees often give less leave facility to workmen
and sometimes workers may not know the leave procedures. All this may lead to
Absenteeism.
COST OF ABSENTEEISM
Decrease in Productivity
 Employees may be carrying an extra workload or supporting new or replacement
staff.
 Employees may be required to train and orientate new or replacement workers.
 Staff morale and employee service may suffer.
Financial Costs
 Payment of overtime may result.
 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 Costs
 Staff time is required to secure replacement employees or to reassign the
remaining employees.
 Staff time is required to maintain and control absenteeism.
EFFECTS OF ABSENTEEISM
The effects of absenteeism are too many to be listed. We can describe them under four
broad categories.
A. Losses in productivity and production
 It causes production loses in terms of quantity and quality.
 Earnings of the organization are reduced.
 Work schedule is disturbed, dislocation of work is caused due to machine
idleness, and production capacity is lost or underutilized due to under-staffing
 Absenteeism could at critical points put the whole machinery out of gear, due to
inter-dependence systems in modern industry. It creates bottlenecks in production.
B. Increased loss to the Industry

 It results in loss of manpower, a day lost is resource lost.
 Employing additional labour and providing of leave reserve etc increase Labour
lost.
 Overtime payment may become necessary for the worker, who is doing the job for
the missing worker.
 As machines remain idle in highly capital-intensive industries, it results in low
degree of capital utilization.
 Absenteeism results in measures in direct over-heads such as training of
employees in other trades clerical efforts in recording, absentee increased cost of
administration in finding substitutes etc.
 It causes an additional strain on those who are present.
 The loss in terms of difference between potential and actual profile may be
considerable.
C. Loses to work
It also results in loses to workers i.e., financial loss in terms of reduced wages, bonus,
lesser incentives payment and consequent hardships to the families of the employees.
 Loss in skill and efficiency of the absentee worker.
 To habitual absentees it causes general morale degeneration.
 Stability of work performance at high place is affected.
 The effects of habitual absentees on the average attendance and general discipline
are very bad.
PG. Dept. of Social Work, JSS College of Arts, Commerce & Science, Ooty Road, Mysuru Page
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D. General
Any absence weakens the companies’ goals and productivity. The loss due to absenteeism
is twofold. To start with, there is a distinct loss to workers because the irregularity in
absence reduces their income when no work, no pay is the general rule.
On the other hand the loss to the employers is still greater as on both discipline and
efficiency suffers and production goes down. Moreover, either additional compliment has
to be maintained throughout the year to meet the emergency or the industries have to
depend solely on workers who present themselves at the gates and who are generally not
up to the mark. The maintenance of an extra compliment of workers leads to serious
complications and evils. Hence absenteeism is an evil both for the employers and the
employees as well.
MEASURES TO CONTROL ABSENTEEISM

Absenteeism is a serious problem for a management because it involves heavy additional
expenses reserve and under studies are kept in readiness to take the place of the absence,
failing which the overhead cost of idle equipment has to be faced industrial employees do
not usually ask for leave of absence in advance or even give notice during their absence
as to how long they would be away. The management is generally uncertain about the
probable duration of an employee’s absence and cannot take appropriate measures to toll
the gap.
As regards measures to be adopted to remedy the situation the labour investigation

committee 1946 was of the pinion that proper conditions of work in the factory, adequate
wages protection from accidents and sickness and facilities for obtaining leave for rest
and recreation constitute the most effective means of reducing absentees.
The Encyclopedia of Social Sciences suggests following measures to reduce the rate of
absenteeism.
1. The personal management should encourage notification especially in cases of

sickness when the duration of absence is like to be long.
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2. In case of personal and family circumstances e.g. Illness of children in the case of
married woman employee.
3. To reduce unavoidable absence due to sickness and industrial accidents programs
of industrial hygiene and safety should be strengthened.
4. Regularity in attendance can be encouraged to some extent by the offer of a bonus
and other pecuniary inducements.
5. Adoption of well defined Recruitment procedure
6. Provision of Healthful hygienic working conditions.
PRODUCTIVITY
Productivity refers to metrics and measures of output from production processes, per unit
of input. Labor productivity, for example, is typically measured as a ratio of output per
labor-hour, an input. Productivity may be conceived of as a metrics of the technical or
engineering efficiency of production. As such quantitative metrics of input, and
sometimes output, are emphasized. Productivity is distinct from metrics of allocative
efficiency, which take into account both the value of what is produced and the cost of
inputs used, and also distinct from metrics of profitability, which address the difference
between the revenues obtained from output and the expense associated with consumption
of inputs.
The concept of productivity, generally defined as the relation between output and input,
has been available for over two centuries and applied in many different circumstances on
various levels of aggregation in the economic system. It is argued that productivity is one
of the basic variables governing economic production activities, perhaps the most
important one. However, at the same time as productivity is seen as one of the most vital
factors affecting a company’s competitiveness.
PRODUCTIVITY IMPROVEMENT PROGRAMME

Key elements of a Productivity Improvement Program (PIP)
1. Obtain Upper Management Support. Without top management support, experience
shows a PIP likely will fail. The Chief Executive Officer should issue a clear,
comprehensive policy statement. The statement should be communicated to everyone in
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the company. Top management also must be willing to allocate adequate resources to
permit success.
2. Create New Organizational Components. A Steering Committee to oversee the PIP

and Productivity Managers to implement it are essential. The Committee should be
staffed by top departmental executives with the responsibilities of goal setting, guidance,
advice, and general control. The Productivity Managers are responsible for the day-to-day
activities of measurement and analysis. The responsibilities of all organizational
components must be clear and well established.
3. Plan Systematically. Success doesn't just happen. Goals and objectives should be set,
problems targeted and rank ordered, reporting and monitoring requirements developed,
and feedback channels established.
4. Open Communications. Increasing productivity means changing the way things are
done. Desired changes must be communicated. Communication should flow up and down
the business organization. Through publications, meetings, and films, employees must be
told what is going on and how they will benefit.
5. Involve Employees. This is a very broad element encompassing the quality of work
life, worker motivation, training, worker attitudes, job enrichment, quality circles,
incentive systems and much more.
6. Studies show a characteristic of successful, growing businesses is that they develop a

"corporate culture" where employees strongly identify with and are an important part of
company life. This sense of belonging is not easy to engender. Through basic fairness,
employee involvement, and equitable incentives, the corporate culture and productivity
both can grow.
7. Measure and Analyze. This is the technical key to success for a PIP. Productivity
must be defined, formulas and worksheets developed, sources of data identified,
benchmark studies performed, and personnel assigned. Measuring productivity can be a
highly complex task. The goal, however, is to keep it as simple as possible without
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distorting and depreciating the data. Measurement is so critical to success; a more detailed
analysis is helpful.
MEASURING PRODUCTIVITY
Productivity is a ratio, a comparison of what is produced and what is used to produce it. It
compares outputs with inputs, that is, it divides outputs by inputs. Output is a physical
entity - a car, a light bulb, a typed page, or a processed pay voucher. For measurement, an
output must be countable over time, a direct result of identifiable activities, and
homogeneous.
Inputs can be classified into four types
 Labour,
 Materials,
 Capital
 Energy.
Each input can be used as the basis of a partial measure of productivity, depending upon
circumstances. Labor productivity, for example, is measured by dividing output by hours
worked, number of employees, or labor cost. Capital productivity is arrived at by dividing
output by money invested or machine hours used. Materials productivity is output divided
by units of materials used, units of scrap, or money spent. And energy productivity is
output divided by units of energy consumed or money spent.
Labor productivity (output = hours worked) is used by the government as the measure of
the Nation's productivity. Many large, diversified companies, however, now use all four
inputs to determine what is called Total Factor Productivity. In a purely office
environment, since labor is the key input, some organizations use what is called the
Administrative Productivity Index (API). It divides work output such as typing, loans
serviced, clients interviewed or invoices processed by total hours worked to produce the
administrative output. So the API essentially is a labor productivity measure.
Outputs and inputs can be measured in physical units or values or both. For example, an
input unit for labor is hours and for value is Rupees. A unit of output is the physical count
of something and its value is its base selling price. If value (the rupees) is used as the
basis of measurement, inflation must be accounted for to maintain a true value over time
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in constant rupees. Thus, all input and output values usually are tied to the Producer Price
Index of each input and output to maintain valid input-output and value relationships in
constant rupees over time. In other words, if revenues from product an increased 20%
over last year, but its price increased by 8% to account for inflation, the real increase in
rupee output was 12%. Yearly comparisons must be done using constant rupees.
If the company mixes rupees and units, it still must deflate the dollars to maintain a valid
relationship between physical quantities and value.
Another complicating aspect of measuring productivity is that not all inputs are equal and
not all outputs are the same. Some production processes are more labor intensive than
others; some use a variety of different labor skill (value) levels. Output products also
change in quality and composition over time. So the process of weighing inputs and
outputs to account for their relative values must be done before a truly accurate
productivity measure is possible.
Measuring productivity is time consuming and demanding: inputs and outputs must be
defined, appropriate formulas developed, worksheets for keeping count printed, data
collected, and calculations made. But the result will be more than just some numbers.
Productivity measurement will provide a tool to assess the efficiency and effectiveness of
the company, to forecast investment requirements, and to estimate the impact of cost
increases or technological advances. The results do justify the effort required.
Absenteeism is common in every organization and no organization is free from it. But
when absenteeism is in limit and control it will not arm much for the overall growth of
the organization. The impact of absenteeism various from organization to organization
depending upon the working conditions and situation of the organization, but the majority
impact of Absenteeism will be on the productivity part of the organization. How for
modern technology and machinery mat arise but the importance, value and role of Man
Power can not be neglected at any time. Even to run the modern machinery man power
and technological knowledge is very much required. So nothing can replace man power.
Thus man power plays a crucial role in the overall growth of an organization.
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The Impact on Productivity: -Employee absenteeism affects productivity in many
different ways the survey results below highlight some of the major impacts on
productivity.
CHAPTER – II
REVIEW OF LITERATURE
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CHAPTER – II
REVIEW OF LITERATURE
In the first chapter an attempt was made to present a brief introduction of the present
study. In this chapter an attempt is made to present the studies and reports undertaken by
the experts towards Absenteeism and Productivity.
A literature review is a body of text that aims to review the critical points of current
knowledge on a particular topic. Most often associated with science-oriented literature,
such as a thesis, the literature review usually precedes a research proposal, methodology
and results section. Its ultimate goal is to bring the reader up to date with current literature
on a topic and forms the basis for another goal, such as future research that may be
needed in the area.
According to Cooper "a literature review uses as its database reports of primary or
original scholarship, and does not report new primary scholarship itself. The primary
reports used in the literature may be verbal, but in the vast majority of cases reports are
written documents. The types of scholarship may be empirical, theoretical,
critical/analytic, or methodological in nature. Second a literature review seeks to describe,
summarize, evaluate, clarify and/or integrate the content of primary reports".
The Researcher has reviewed relevant information from literature pertaining to the topic.
Although the literature was wide the Researcher concentrated on areas related to the study
only. The following are some of the important literature referred.
Conner (1950) present a delightfully refreshing view on absenteeism he states at the time
of irregularity the study management cannot consider absenteeism as management
centered or workers centered and believes that those two centered should not be thought
unrelated he also cogently sees the relatively of absenteeism to loose or tight labour
market condition and interactively suggest that the study would provided a convenient
means forgetting rid of work attendances and percentage the of hearing of potential
offenders somewhat to management surprise finding provided to management factors as
main causes of absenteeism.
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Anantharaman (1962), in his study titled “absenteeism in a carbon factory” indicates the
absenteeism is caused by religious and social engagements, distance from the factory,
transportation difficulties, joint family systems, sickness, family duties, lack of
promotion, lack of recreation, etc. Majority of them celebrated at least 5 festivals, met
friends and relatives in the city, needed recreation, lived in poor and unhygienic living
conditions 3-10 miles away from the factory and were the only earning members in the
family.
According to Subramanian (1963), in his study “absenteeism in a public undertaking”

indicates that the general causes co be attributed to inadequate induction, job discontent,
inconvenient shift system, imperfect interpersonal relationships at the work spot,
insufficient wages and incentives, dissatisfying personal policies, etc.
Prasda (1969), in study title “absenteeism in a port trust department” selected 75 workers
from 2090 on the basis of stratified random sampling and indicated that one of the
reasons for absence, in the decreasing order of importance were sickness, fatigue
(especially among the old), need for rest (among young especially), festivals, social and
family responsibilities, economic, housing, habits etc.,
Chavan (1972), In a broader perspective “chronic absenteeism in a Textiles mill”,
conducted on65 of 127 permanent workers, who had during the preceding year, remained
away from work started that Absenteeism was reported more in the third shift since there
was a disturbance of sleep. Old age was an important key factor. Workers with more
length of service were more regular. Tendency to remain absent was higher with the
married group. Educational level did not influence absenteeism. Nature of work as a
significant basing absenteeism was some in nuclear and joint families.
The study of Mandawale (1973), absenteeism in sugar factory which involved 50

workers started absenteeism tended to be higher in manufacturing department reasons for
the same included domestic difficulties visit to native place during harvest season illness
marriage ceremonies distance between residency to factory and length of service there is
a general tendency among the younger and age group. Workers to absent from work as
compared to the old age group.
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Ramachandran (1973), conducted a study on employee morale in a match factory
majority of the workers were between 38-44 years of the age had studied above ss
workers with regard to account conflicts work bad 44% of the workers found the working
conditions and satisfactory 49% work dissatisfied with company policy and practice.
The study of kaleem khan (1973), based on sample survey of “influence of

relationships on performance of workers “indicates that out of 80 respondents, 42 were
above average (AA) in performance reported friendliness in the workshops and majority
reported that supervision showed a keen sense of interest in their work.
Patel (1974), In his study titled “ absenteeism while interviewing 55 absentees
(unauthorized) out of 500 absentees status that the middle aged were more among
absenteeism worker majority had education if high school level were married Hindus
having a monthly income of Rs. 200-400 per month. Different reasons for absence
reported social obligation agricultural work at home family obligation illness of the
responded himself, Illness in the family and distance from the factory.
Bohra (1975), on absenteeism among the textile indicate that when 355 workers out of
800 were classified as absentees and interviewed the vast majority of them were in the
21-40 rears age group young responds tended to remain more absent comparatively 86%
of them were married 52% had studied up to primary level 32% who had served the
factory for 6 to 16 years the majority were indebted on account of marriage agricultural
work and sickness.
Munchinsky, Paul M. (1977), reviewed the literature on employee absenteeism as a

form of withdrawal behavior apart from turnover. Studies examining the psychometric
properties of absentee measures are reviewed, along with the relationship between
absenteeism and personal and organizational variables.
Shrivastava S.C. (1986), In his book Industrial and labour writer about the industrial
unrest work stoppages and its impact on workers to be about from work above all the
features shown the total Monday last from fifty years and its impact and economics.
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Caren B.Goldberg (1997), using a sample of hospital employees this study addressed
whether job satisfaction mediates the relationship between absenteeism predictors and
absenteeism and how well absenteeism predictors explained different measures of
absenteeism. The result suggest that job satisfaction is not a mediator and that the
independent variable explain more variance in record based time lost than in self reported
time lost of self – reported absence frequency. Implications are discussed in terms of
using job satisfaction as a mediator as well as viability of alternative measures of
absenteeism.
Kristina Alexanderson (1999) Background: Despite the major impact sickness absence
has on society, companies and individuals, surprisingly little scientific knowledge have
been accumulated, and the studies that have been performed vary greatly. Aim and
method: Examination of about 320 studies of sickness absence regarding structural levels
of exposures studied and theories utilized. Results: Theories concerning sickness absence
these theories were categorized with respect to different structural levels, i.e. they were
deemed national, occupational, or individual. A classification of different types of
absence is presented. Conclusion: Although most of the reviewed studies were performed
within the realm of medicine, only a few of the investigators used medical explanatory
models or even considered the health status of individuals. Moreover, it is known that
factors at “higher” structural levels have a substantial effect on sickness absence, but
these were seldom taken into account, or even mentioned, in the reports scrutinized.
Aldanam, Steven G and Pronk, Nicolass P. (2001) this literature review demonstrate
that the health risks and failure of employees to participate in fitness and health
promotion programs are associated with higher rates of employee absenteeism. When
determining how to manage absenteeism, employers should carefully consider the impact
that health promotion programs can have on rates of absenteeism and other employee.
Claire M. Mason (2003) investigates temporal variation in group absence behavior, and
the relationship between group absenteeism and the group’s positive affective tone.
Absenteeism data were obtained from 97 work groups, aggregated over each of the four
quarters of a year. The group’s positive affective tone was measured through tow
employee opinion surveys. Multi-level regression analyses were carried out, in which
21
linear, quadratic, and cubic change trends explained unique variance in the group
absenteeism data, indicating that the level of group absenteeism changes over time. We
also found that there was significant variation between groups in the strength and
direction of the linear and quadratic change trends. Positive affective tone was negatively.
H.L.Kumar (2004), in his book law relating to leave holiday and absenteeism in Industry
has given 26 reason for the absent of workers due to various reasons
C.B.Memoria (2006) in his book personnel management writes about absenteeism,

magnitude of absenteeism in Indian Industry, peculiar features of Indian Industry and
reasons for the rise in absenteeism.
A.K.Banerjee, RK.Nair, V.K.Agarwal, have asserted that absenteeism in the

organization shows the productivity of the organization. It gives information about the
absenteeism in Indian industry and causes of absenteeism and controlling the method of
absenteeism.
D.K. Lal Das examined the factors affecting absenteeism reasons for chronic
absenteeism how social attributes influence towards the job, how the external factors like
trade union and intrapersonal relations have significant effects on the workers.
CHAPTER – III
RESEARCH METHODOLOGY
22
CHAPTER – III
COMPANY PROFILE
Gokaldas Export Private Limited ECC2 Sriragapattana, Mandya (dist)
JH Hinduja (Founder)
INTRODUCTION
Gokaldas Exports Limited is a holding company. The Company is engaged in the
manufacturing of apparel and clothing. The Company mainly operates in two
geographical segments: In India and Outside India. The Company is engaged in the
business of design, manufacture and sale of a range of garments for men, women and
children, and caters to the needs of various international fashion brands and retailers. It is
a manufacturer and exporter of readymade garments. It offers products in various
categories, including OUTERWEAR, MENS BOTTOMS, MENS TOPS, WOMENS
WEAR, KIDS WEAR, SPORTS WEAR, DENIM and FORMAL WEAR. It serves
customers in the United States, Europe, Latin America, the Middle East and India. The
Company has approximately 30 manufacturing units. It has over 20 equipped
manufacturing facilities with a capacity to produce and export approximately 2.5 million
garments a month. The Company operates an Export-Oriented Unit, a Domestic Tariff
Area Unit and a Special Economic Zone Unit.
Gokaldas Exports Ltd (GEL) was incorporated in 1979. GEL is a major player in the
readymade garment industry across the globe. The company which is an ISO 9001:2000
Certified Company is one of the largest manufacturer/exporter of Outerwear, Blazers and
Pants (Formal and Casuals), Shorts, Shirts, Blouses, Denim Wear, Swim Wear, Active
and Sports Wear. The subsidiaries of the company are Madhin Trading Pvt Ltd, Magenta
Trading Pvt Ltd, Rafter Trading Pvt Ltd, Reflextion Trading Pvt Ltd, Deejay Trading Pvt
23
Ltd, Rishikesh Apparels Ltd, Vignesh Apparels Pvt Ltd, SNS Clothing Pvt Ltd, Seven
Hills Clothing Pvt Ltd, Glamourwear Apparels Pvt Ltd, Rajdin Apparels and All Colour
Garments Pvt Ltd. Gokaldas Exports Pvt Ltd and Unique Creations (Bangalore) Pvt Ltd
was merged with the company with effect from 1st April 2004. During 2004-05 the
company has set up three new factories each at Bommasandra Industrial Area,
Bangalore : at Yeshwanthpur, Bangalore and one at Doddaballapur Bangalore. Further
the company has also planning to set up a unit at Madras Export Processing
Zone(MEPZ), Chennai. During March 2005 the company made a madien public offer of
31,25,000 equity shares with a price brand of Rs.375/- to Rs.425/- and with this issue the
paid up capital of he company has risied to Rs.17,18,80,000/-. The new state-of-the-art
laundry facility at Bangalore had been commissioned in June'06. The company also
commissioned knit wear unit at Bangalore during 2005-2006 The expansion programme
at Chennai, Hyderabad, Mysore and Bangalore is also under progress during the year The
company has also initiated the process of buying the machinery for manufacture of
structured suits and the company intend to set up suit plant in Bangalore very shortly.
About the Company :

Gokuldas Exports Limited is one of India’s Largest manufacturer / Exporter of apparels.
 Incorporated on 1979, GE rapidly rose to become India’s Larges Manufacturer / exports
by 1981 and the retained that position to date.
 They have 25 manufacturing units.
 A taskforce of 30,000 employees
 Manufacture and export 2 million garments a month
 They have a state-of-the art centralized laundry, in-house units manufacturing
polywadding, and quilting.
 Their product strengths – puterwear, bottoms, sportswear, formal suits, trousers, skirts
and denim wear – across all genders.
Their annual turnover is $200 million
Their customer base is global, covering USA, Europe, Latin American, Middle East and
India. Servicing almost all major brands.
COMPANY INFORMATION
24
DIRECTOR: MATHEW CYRIAC
CHAIRMAN & INDEPENDENT

RICHARD B SALDANHA
DIRECTO:
SIVARAMAKRISHNAN VILAYUR
MANAGING DIRECTOR:
GANAPATHI
INDEPENDENT DIRECTOR: ANURADHA SHARMA
DIRECTOR: PRABHAT KUMAR SINGH.
COMPANY SECRETARY: SAMEER SUDARSHAN R V
DIRECTOR: GAUTHAM MADHAVAN
AUDITOR: MSKA & ASSOCIATES
IND NAME: TEXTILES - PRODUCTS
HOUSE NAME: INDIAN PRIVATE

Major Competitors :
1) 7NR Retail Ltd
2) Active Clothing Co Ltd
3) Aditri Industries Ltd
4) Arvind Fashions Ltd.
5) Bang Overseas Ltd
Some of Their Largest Buyers are :

 The Gap Inc.
 Columbia
 Forever 21
 Nike
 Adidas
 Reebok
 Puma
 AIGLE
 Vero Moda
 JC Penney
25
 Wallmart
 Marks &Spencer
MANUFACTURING FACILITIES
Gokaldas Exports has four decades of partnering the world’s most trusted Fashion
labels, 30 state-of-the-aft factories and 32000 employees. They have led the Indian
readymade garment industry, year after year, earning customer loyalty winning industry
towards and growing our reputation for reliability. The have done it by orienting their
selves to fashion trends and customer needs, reliability. They have done it by orienting
their selves to fashion trends and customer needs. Investing in the latest technology,
relentlessly training their highly-skilled workforce and setting the highest standards for
their selves in both the production process and the end-product.
Company Vision
To be a globally reputed apparel manufacturer, evoking distinctive recognition for
product, performance, processes and people.
Company Mission
Achieve profitable growth through Innovation, Quality, Consistency and
Commitment.
Key Milestones
 Started the Lean Journey with Time Based Management (TBM) and set benchmarks of
100% efficiency conducting SKB and MDI.
 First to adopt the Lean Manufacturing System in 2008 across Gokaldas Exports to
eliminate waste.
 Introduced Lean Changeover Team (LCOT)
Leadership Team :
26
Shivaram Krishnan Ganapathi (Managing Director)
A Sathya Murthy (Chief Financial Officer)

Gokuldas Exports Pvt Ltd., Infrastructure
 20 Production Units
 25,000+ Direct Employees
 15,000+ Machines
 2.8Mn Peak Monthly Production
 50+ Countries exported to
 170Mn USD turnover 2019-20
Gokuldas Exports Pvt Ltd., Services

 Laying
 Cutting
 Sewing
 Checking
 Labs
 Embroidery
 Printing
 Laser
 Fusing
 Scraping
 Washing
 Hand Grinding
 Ironing
 Quilting
 Finishing
27
 Polyfill
 Design
28
CHAPTER – IV
29
CHAPTER – IV
Research means an intensive of powerful search of knowledge and understanding of
social physical phenomenon. It is a method for the discovery of the true values in
scientific way it is not merely accumulation and communication of social factors and
formulation of systematic observation.
Research known a day is treated as advancement in knowledge acquired through

scientific methods. The turn “RESEARCH” is generally defined as below.
R – Rational way of thinking

E – Expect
S – Seeker of solution
E – Exactness
A – Analysis of data
R – Relationship of facts
C – Critical observation
H – Honesty at work
AIM OF THE STUDY

The purpose of research is discovering answer to questions through the application of
scientific procedure. The aim of research is to find out the truth which is hidden and
which has been discovered as yet the researcher formulated the aim of the study is to find
out the employee absenteeism in “Gokaldas Exports Pvt Ltd” at Srirangapatna.
OBJECTIVES OF THE STUDY

 To find out the rate of Absenteeism.
 To study the reasons for employees Absenteeism.
 To find the causes of absenteeism from the work place.
 To know the nature of absenteeism in process of production and its impact.
 To study the impact of a absenteeism on organizational activities
 To provide the necessary suggestions to overcome from the Absenteeism.
30
SCOPE OF THE STUDY
The study is keen upon the impact of absenteeism on production in ““Gokaldas Exports
Pvt Ltd” at Srirangapatna. To minimize the absenteeism problem to management as a first
step have undertaken a study on the problem.
The labour department of government of India categorically defines the statement

“Absenteeism in industry” as absence from work due to personal reason of the worker
concern present study not only helps to know the employee absenteeism it might through
light on aspects of absenteeism too.
HYPOTHESIS OF THE STUDY

The formulation of hypothesis as to the possible answer to the research questions is an
important step in the process of formulation of the research problems.
According to “Lundberg” Hypothesis is a tentative generalization, validity of which

remains to be tested.
Hypothesis
The researcher has observed the followings for the study:-
 Alcoholism is one of the causes for absenteeism.
 The poor working condition is one the causes for absenteeism.
 Long working hours and lack of relationship between workers is one the
causes for absenteeism.
RESEARCH DESIGN
A Research Design is the arrangement of conditions for collection & analysis of data in a
manner that aims to combine relevance to the research purpose with economy in
procedure. A Research Design is a logical & systematic plan prepare for directing a
research study. It specifies the objectives of the study, the methodology & the techniques
to be adopted for achieving the objectives. It is the planned structure & strategy of
31
investigation conceived. So as to obtain answers to research questions & constitutes the
blue print for the collection, representations & analysis of data.
A good research design consists of the following;

 Clear statement of research design
 The objectives to be studied
 The nature of the problem to be studied
 Population to be studied
 Procedure an techniques to be needed for gathering information
 Methods to be used in processing & analyzing the data
TYPES OF RESEARCH DESIGN

1. Exploratory Design: - Involves the formulation of problem more precise
investigation with the emphases brings the discovery of ideas and insight.
2. Descriptive Design: - Descriptive research studies involve the studies concerned
with describing the characteristics of individual or group.
3. Experimental Design: - The purpose of this research is to explain the causes of
social phenomena.
In this study investigator chosen “Descriptive Design” The Descriptive design is a fact
finding approach elated mainly to the present, and abstracting generalizations through
cross sectional study of the present situation. This method is mainly concerned with
collection of data and proper interpretation of data to find out the casual connections and
relations.
UNIVERSE OF THE STUDY

Here the universe of the study consists of workers in “Gokaldas Exports Pvt Ltd” at
Srirangapatna. For the purpose of this study researcher has chosen 50 samples out of the
1850 employees.
SAMPLING
32
A sampling is a part of observation taken from the population it is the procedure by which
information is obtained from only a part of the population sample are devices for
learner’s about large messes by observation of a few individual. The process of drawing
sample a large population is called sampling.
33
TYPES OF SAMPLING
I Probability Sampling: - This is also known as Random Sampling under this design
every items of the universe has an equal chance of being selected for the sample. The
types of sampling under this are
 Simple Random sampling
 Stratified Random sampling
 Systematic Random sampling
 Cluster sampling
 Show ball sampling
 Area sampling
Non Probability Sampling: -This sampling design is one which does not afford any
basis for estimating the probability that each unit in the population has an equal chance of
being included in the sampling.
In this study the researcher selected “simple Random sampling” for collecting data.
Simple random sampling is the primary probability sampling design and all other
methods of samplings are merely variations of this method. For the purpose of this
researcher has chosen 50 samples out of the 1850 employees from descriptive design
sample. So 2.70% is the Average of the sample size.
METHODS OF DATA COLLECTION

Data are the acts and they are broadly divided in to two:-
1. Primary data:- primary data are those which are collected fresh and first hand
information got from the respondents itself and the information could
be collected through Questionnaire, Interview Schedule and Observation, these happens
to be original in character.
2. Secondary data: - secondary data are those which have already been collected by
someone else.
TOOLS OF DATA COLLECTION
Data are the facts and figures. In order to collect data certain tool are used:-
34
 Interview Schedule
 Questionnaire
 Observation
For the present study the investigator has used Questionnaire method. Questionnaire is a
device of securing answer to questions by using a form. It is the widely used tool for data
collection.
LIMITATIONS OF THE STUDY

 The study is restricted to only one industry i.e. “Gokaldas Exports Pvt Ltd” at
Srirangapatna.
 Analyses of data collected from questionnaire, because of time constrains
researcher could not able to collect data through interview schedule.
 The duration of the study is very limited.
 Suggestions are based on limited data collected from the employees.
 The data was collected from 50 employees only.
SCHEME OF PRESENTATION
CHAPTER – 1 : INTRODUCTION
It is an introductory chapter which consists of meaning, definitions, Nature, Causes,
Effects, types and Measures of Absenteeism and productivity.
CHAPTER – 2 : REVIEW OF LITERATURE

This chapter reveals an introduction regarding the review of literature, in the area related
to the present research problem was presented for the study. It deals with the literature
available pertaining to the study by the researchers was collected from text books,
journals, periodicals, magazines, government reports, articles, newspapers etc.
CHAPTER – 3 :COMPANY PROFILE

This chapter deals with the Company information, Vision & mission, Quality Policy,
Promoters etc
35
CHAPTER – 4 : METHODOLOGY
This chapter deals with the research methodology covering the research design of the
study, statement of the problem, objectives, scope, scientific implications and sample
tools, methods of data collection and limitations
CHAPTER – 5 : ANALYSIS AND INTERPRETATION OF DATA

This chapter depicts about the proper analytical approach of the data was collected will be
processed to modern methods of simple tables, graphical presentations, pictorial
preparations etc. The researcher has drawn the tables & figures for easy analysis and
interpretation of the data.
CHAPTER – 6 : SUMMARY OF MAJOR FINDINGS

In this chapter the researcher had presented the findings which were concluded after
analysis and interpretation of data.
CHAPTER – 7 : CONCLUSIONS AND SUGGESTIONS

The researcher had given certain suggestions, which will help the organization to a
greater extent.
APPENDIX AND BIBLIOGRAPHY

This chapter consists of
 Bibliography
 Questionnaire
36
CHAPTER – V
ANALYSIS & INTERPRETATION OF DATA
37
CHAPTER – V
ANALYSIS & INTERPRETATION OF DATA
The data analysis is the most enjoyable part of carrying out a research study, since after
all of the hard work and waiting they get the chance to find out the answers. If the data do
not provide answers, that presents yet another opportunity for creativity.
Data collection is the systematic recording of information. Data analysis involves

working to uncover patterns and trends in data sets; data interpretation involves
explaining those patterns and trends.
Data do not, however, “speak for themselves”. They reveal what the analyst can detect.
So when the new investigator, attempting to collect this reward, finds him/herself alone
with the dataset and no idea how to proceed, the feeling may be one more of anxiety than
of eager anticipation. As with most other aspects of a study, analysis and interpretation of
the study should relate to the study Objectives and research questions.
In the present chapter the data has been analyzed and interpreted for the data collected
from the study respondents i.e. primary sources. The social variables such as age, service,
education, size of the family etc. In this chapter, an attempt has been made to examine the
socoi-economic background of the sample of 50 respondents selected for the study. The
socio-economic characteristics of these sample respondents have been analyzed with
reference to the employees working in various sections of “Gokaldas Exports Pvt Ltd” at
Srirangapatna.
Table & Figure No-4.1:- Gender wise Distribution of Respondents
Sex Number of Respondents Percentage

Male 28 56.00
Female 22 44.00
Total 50 100%
38
Gender wise Distribution of Respondents
Male;
28; 56%
Female;
22; 44%
Male Female
Source: Field Data
Gender/ sex means according to biology difference between male and female.
It is found from the above Table and Figure (4.1) that 56 per cent of the respondents
representing male and 44 per cent Females. Thus we can conclude that majority of
respondents belong to the male and number of women absentees is less when compare to
male absentees.
Table & Figure No-4.2:- Age wise Distribution of Respondent

Age Number of Respondents Percentage
20-30 29 58.00
39
30-40 21 42.00
40-50 00 00.00
Above 50 00 00.00
Total 50 100%
Age wise Distribution of the Respondents

20-30; 58%
30-40; 42%
20-30; 29
30-40; 21
40-50;
40-50;0%
0 Above
Above50;
50;0%
0
20-30 30-40 40-50 Above 50
Source: Field Data

According to the “world book dictionary” “age is defined as the level of persons
development mentally, physically, educational, emotionally or otherwise it is the length
of life from births to death”.
The above Table and Figure (4.2) shows that 58 per cent of the respondents concerned
with 20 to 30 years age group followed by 42 per cent of the respondents.
Thus from the above analysis we can conclude majority of the respondents belong to the
age group of 20 to 30.
Inference: This shows that a majority of the respondents are youth who can work hard
for the growth of the company, however, about 42 per cent of the respondents fall in the
age group of 30-40 which signifies altogether a prepondering majority of the respondents
are youth.
Table & Figure No-4.3:- Showing Designation of the Respondents

Designation Number of Respondents Percentage
Tailors 29 58.00
40
Checkers 06 12.00
Helpers 08 16.00
Other 07 14.00
Total 50 100%
Designation of the Respondents
Tailors; 58%
Tailors; 29
Helpers; 16% Other; 14%

Checkers; 12%
Checkers; 6 Helpers; 8 Other; 7
Tailors Checkers Helpers Other
Source: Field Data
“Webster Dictionary“ defined as “Designation means identifying words are which some
ones or something called classified or distinguished from others”
It is found from the above Table and Figure (4.3) that 58 per cent of Respondents
represent as tailors followed by 12 per cent towards Checkers 16% towards Helpers and
remaining 14per cent are belong to others. Thus the above Table and Figure shows that
majority 58 per cent of the absent is from the respondents belong to the tailors.
41
Inference: The details can be seen from table as compare to other works the work of
Tailors is more complicated and requires very good amount of concentration. Thus
because of stress and work load the rate of absenteeism is more in Tailors.
Table & Figure No-4.4:- Educational Qualification of the Respondents

Qualification Number of Employees Percentage
Below S.S.L.C 00 00.00
S.S.L.C 31 62.00
P.U.C. 12 24.00
Graduate 07 14.00
Total 30 100%
Source: Field Data
42
According to the Cambridge concise dictionary “education is defined as the system of
schooling college, universities to give knowledge/ understanding of a particular subject to
someone”.
The above Table and Figure (4.4) shows that the 62 per cent of the respondents passed
S.S.L.C followed by 24 per cent P.U.C., 14 per cent Graduate holders. It is important note
here that there are no Illiterates. But the majority of the respondents 62 per cent only
passed S.S.L.C so they are not getting enough salary which they are expecting. Therefore
absenteeism is more in the S.S.L.C qualified employees, because of dissatisfaction on
their job.
Table & Figure No-4.5:- Experience of the Respondents
Experience Number of Employees Percentage
0-2 12 24.00
2-4 17 34.00
4-6 13 26.00
6-8 08 16.00
Total 50 100%
Source: Field Data
43
Service or experience means an “act of serving of work done or work by servants and
years of service constitute number of years work done.
It is found the above Table and Figure(4.5) shows that the 24 per cent of the employees
are 0-2 years of experience followed by 34 per cent of the employees are 2-4 years of
experience, followed by 26 percent of employees are 4-6 years of experience and 16 per
cent towards 6-8 years of experience.
Inference: Thus it is clear from the above analysis that the Absenteeism is high in the
group of employees who have below 5 years of experience. The experience employees
are more dedicated to work and have given responsibility as compare to less experienced
employees.
Table & Figure No-4.6:- Marital Status of the Respondents
Marital Status Number of Respondents Percentage
Married 29 58.00
Unmarried 21 42.00
Total 50 100%
Source: Field Data
44
Marriage is one of the universal social institutions. Marriage is rooted in the family rather
than the family in the marriage. Its purpose, functions and norms may differ from society
to society, but it is present everywhere as an institution.
The above Table and Figure (4.6) Showing that 58 per cent of the respondents are married
and 42 per cent are unmarried.
Inference: Thus Majority of the respondents are family holders, having great
responsibility of maintaining their family. Marital status of the employees also leads to
the employees’ absence from work.
Table & Figure No- 4.7:- Showing the Family size of the Respondents
Size of Family Number Of Employees Percentage
1 to 3 12 24.00
3 to 5 18 36.00
5 to 7 20 40.00
Above 7 00 00.00
Total 50 100%
Source: Field Data
45
The above Table and Figure (4.7) shows that 40 per cent of respondents are having 5 to 7
members in their family followed by 36 per cent of respondents are having 3 to 5
members in their family and followed by 24 per cent of respondents are having above 1 to
3 members in their family.
Inference: It is clear from the above analysis that No respondents are living in Joint
family. Therefore majority of the respondents have responsibility of looking after the
family. So this reason is also one of the causes for absenteeism
Table & Figure No-4.8:- Details showing Employment Wage Group

Wage Group Number of employees Percentage
46
2000-3000 15 30.00
3001-4000 16 32.00
4001-5000 09 18.00
Above 5000 10 20.00
Total 50 100%
Wage3001-4000;
Group of the Respondents
2000-3000; 16
15
Above 5000;
10
4001-5000; 9
2000-3000; 3001-4000; 4001-5000; Above 5000;

30% 32% 18% 20%
2000-3000 3001-4000 4001-5000 Above 5000
Source: Field Data
Salary means “A person getting fixed periodical payment for services” is called salary.
The above Table and Figure (4.8) shows that the 30 per cent of the employees earn wage
or salary Rs.2000-3000 and 32 per cent of the employees earn salary 3001-4000, and 18
per cent of the employees earn wage or salary 4001-5000 and only 20 per cent above
5000.
47
Inference: It is clear from the above analysis that the majority of the respondents are not
getting salary more than Rs.4000. Thus the respondents are not satisfied with their salary,
because of this they may be carrying out some side business which is causing them to
absent from work.
Table & Figure No-4.9:- Percentage of the Respondents by Satisfaction with the Wage
Satisfaction with the Wage No of respondents Percentage
Highly satisfied 05 10.00
Satisfied 06 12.00
Dissatisfied 19 38.00
Highly dissatisfied 20 40.00
Total 50 100%
Source: Field Data
From the above Table an Figure (4.9) it is clear that only 10 per cent of the employees are
Highly satisfied and 12 per cent satisfied with their salary and 38 per cent of the
employees are Highly dissatisfied and 40 per cent Dissatisfied with the salary.
48
Inference: Thus it is clear from the above analysis that majority of the Respondents are
not satisfied with their salary. Not only the physical and Environmental factors cause
stress for employees but also psychological factors like unsatisfied with work and salary
also play very vital role in the minds of employees than any other. So it may be
considered as one of the important cause for absenteeism.
Table & Figure No-4.10:-Employees satisfaction level about rules and regulation
Employee Satisfaction on No of respondents Percentage
rules & regulation
Satisfied 27 54.00
Total 50 100%
Source: Field Data
49
The above Table and Figure (4.10) shows that 44 per cent of respondents are highly
satisfied with rules and regulations of the company, 54 per cent of respondents are
satisfied with rules and regulations and remaining 02 per cent of the respondents are
dissatisfied with rule and regulation.
Its shows that more respondents are satisfied with rules and regulations
Table & Figure No-4.11:- Type of house showing the locality of the Respondents
Live Number of Employees Percentage
Own House 06 12.00
Rented House 24 48.00
Leased House 20 40.00
Company Quarters 00 00.00
Total 50 100%
Rented House; 24
Leased House; 20
Own House ; 6
Own House ; 12% Rented House; 48% Leased House; 40%

CompanyCompany
Quarters;
Quarters;
0 0%
Own House Rented House Leased House Company Quarters
Source: Field Data
50
The above Table and Figure (4.11) shows that most of the employees that is 48 per cent
of the employees are live in Rented House and 40 per cent of the employees are live in
leased House and only 12 per cent of the Respondent have own house.
Inference: Here the majority of the respondents 48 percent are staying in rented house.
So there majority of the economy is spent on it.
Table & Figure No-4.12:- Showing the Mode of Transport of the Respondents
Mode of Transport Number of Employees Percentage
B.M.T.C 22 44.00
Own Vehicle 08 16.00
Walking 09 18.00
Factory Bus 11 22.00
Total 50 100%
51
The Mode of Transportation of the Employees
B.M.T.C; 22
Factory Bus;
Own 11
Walking; 9
Vehicle; 8
B.M.T.C; Own Walking; Factory Bus;

44% Vehicle; 16% 18% 22%
B.M.T.C Own Vehicle Walking Factory Bus
Source: Field Data
“Transport means conveying from one place to another place through some media”.
The above Table and Figure (4.12) shows that 44 per cent of the respondent comes by
B.M.T.C, 18 per cent of the respondent comes by Walk, 22 per cent of the employees
come by Factory Bus and 16 per cent of the employees come by their Own Vehicle.
Table & Figure No-4.13:- Job Satisfaction of the Respondents

Job Satisfaction Number of Employees Percentage
52
Satisfied 09 18.00
Total 50 100%
Source:
Job Satisfaction of the Employees Field
Dissatisfied; 54% Data
Dissatisfied; 27
Satisfied; 18%
Highly satisfied; 8% Satisfied; 9

Highly satisfied; 4 Highly dissatisfied; 6%
Highly dissatisfied; 3
Highly satisfied Satisfied Dissatisfied Highly dissatisfied
The above Table and Figure (4.13) shows that 08 per cent of the employees are highly
satisfied followed by 18 per cent of the employees are satisfied and 54 per cent of the
employees are dissatisfied and 20 per cent are highly dissatisfied. Job Satisfaction is also
one of the reasons of absence of the workers.
Inference: Thus it is clear from the above table that more than 60 percent of the
respondents are not satisfied with their job. When employees are not satisfied with their
job, it is impossible to get best out of them and even employees fails to give their
commitment and dedication towards work.
Table & Figure No-4.14:- Respondents relationship between Co-workers
Category Number of Employees Percentage
Excellent 10 20.00
53
Good 25 50.00
Satisfactory 12 24.00
Poor 03 06.00
Total 50 100%
Source: Field Data
The above Table and Figure (4.14) shows that 20 per cent of the respondents have
excellent relationship between co-workers, followed by 50 per cent regarding Good, 24
per cent regarding satisfactory and 06 per cent regarding Poor.
54
Table & Figure No-4.15:- Showing Good relationship with co-workers reduces
absenteeism
Options No of respondents Percentage
Yes 34 68.00
No 16 32.00
Total 50 100%
Source: Field Data
No ; 16; 32%
Yes
Yes; 34; 68% No
The above
Table and Figure (4.15) indicates that majority 68 per cent of the respondents are saying
yes the Good relationship between co-workers reduces absenteeism in the organization
and the remaining 32 per cent are saying no.
Inference: It is clear from the table and important to note that a Good relationship
between workers really helps to reduce absenteeism. But as we seen in the previous table
that only 50 percent of the respondents has good relationship with their workers. Thus it
is one of the major causes for absenteeism.
Table & Figure No-4.16:- Respondents Satisfaction with working conditions
55
Options No of respondents Percentage
Yes 03 06.00
No 47 94.00
Total 50 100%
Source: Field Data
Employees Satisfaction with working condition

No; 94%
No; 47
Yes;
Yes;6%
3
Yes No
The
above Table and Figure (4.16) presents that as many as 94 per cent of the respondents are
Not satisfied about the working conditions of the organization and the remaining only 06
per cent of the respondents are satisfied with the working conditions. Working conditions
of an organization play a vital role in the minds and attitude of the employees. Thus it
may be considered one of the fundamental causes for Absenteeism.
Table & Figure No-4.17:- Showing when employees mostly absent from work
Conditions Number of Employees Percentage
Beginning of Month 06 12.00
End of Month 06 12.00
56
Festivals 24 48.00
Other 14 28.00
Total 50 100%
Employees Mostly Absent from24

Festivals; work
Other; 14
Beginning of End of Month;

Month; 6 6
Beginning of End of Month; Festivals;
Month; 12% 12% 48% Other; 28%
Beginning of Month End of Month Festivals Other
Source: Field Data
It is clear from the above Table and Figure (4.17) that 12 per cent of the respondents are
mostly absent from the work in the Beginning and End of the month. The majority 48 per
cent of the respondents mostly absent during Festivals and remaining 28 per cent during
other personal related activities time. Here we can notice that the culture and religion of
the respondents do play role Absenteeism.
57
Table & Figure No-4.18:- The Status of Absenteeism in work by the Respondents
Options Number of Employees Percentage
Rarely 12 24.00
Regularly 05 10.00
Poor 05 10.00
Moderate 28 56.00
Total 50 100%
Source:
Statuse of Absenteeism Field Data
Moderate Moderate; 28 Moderate; 56%
Poor Poor;Poor;
5 10%
Regularly Regularly;
Regularly;
5 10%
Rarely Rarely; 12 Rarely; 24%
The above Table and Figure (4.18) shows that the majority 56 per cent of the respondents
is Moderate in their status of absenteeism and 10 per cent of the respondents are poor and
regular and remaining 24 per cent of the respondents are rarely.
Table & Figure No-4.19:- Attendance Bonus of the Respondents

Options Number of Employees Percentage
Yes 37 74.00
No 13 26.00
Total 50 100%
58
Source: Field Data
Attendance Bonus
No; 26%; 26%
No; 13; 26%

Yes
No
Yes; 37; 74%
Yes; 74%; 74%
It is clear from the above Table and Figure (4.19) that majority 74 per cent of the
respondents are saying that Attendance bonus is good and remaining 26 per cent are
saying no.
Inference: Thus it is clear from the above analysis that Attendance bonus encourages
and motivates employees to come regularly to work.
Table & Figure No-4.20:- Showing the Reasons for Applying Leave
Reasons Number of Employees Percentage
Family Reason 12 24.00
Sickness Reason 16 32.00
Festival Reason 18 36.00
Other 04 08.00
Total 50 100%
Source: Field Data
59
Reasons for Aplying Leave
Festival Reason; 18
Sickness Reason; 16
Family Reason; 12
Other; 4
Family Reason; 24% Sickness Reason; 32% Festival Reason; 36% Other; 8%
Family Reason Sickness Reason Festival Reason Other
With
reference to the above table and chart (4.20), it clearly explains that majority of the
respondents, that is, 36 per cent taking leave for festival reason, 32 per cent respondents
for sickness reason, 24 per cent for family problems, and the remaining 8 per cent for
other reasons.
Inference: It is clear from the above analysis that majority of respondents belong to the
young age group and they want to celebrate their festivals.
Table & Figure No-4.21:- Factors for Reducing Absenteeism by the Respondents
Factors to reduce Absenteeism Number of Employees Percentage
Monetary Benefit 12 24.00

Infrastructural Facility 12 24.00
Good working condition 12 24.00
Increase good relations with 14 28.00
management and workers
Total 50 100%
Factors Considered Reducing Absenteeism

Source:
Increase good relations with management and workers; 28%
Increase good relations with management and wo... Field
Increase good relations with management and workers; 14
Data
Good working condition; 24%
Good working cond...
Good working condition; 12
Infrastructural Facility; 24%

Infrastructural Fa...
PG. Dept. of Social Work, JSS College of Arts, Commerce & Science,
Infrastructural Facility; 12 Ooty Road, Mysuru Page
60
Monetary Benefit; 24%
Monetary Be...
Monetary Benefit; 12
On analysis of the above table and chart (4.21) it explains that majority of the
respondents, that is, 28 per cent are interested in good rapport with management and
colleagues, 24 per cent respondents are interested in monetary benefit, 24 per cent
respondents are interested in infrastructural facilities given by the organization, and the
remaining 24 per cent are interested in good working environment.
Inference: The above analysis shows that good relationship with management and
colleagues is the important factor in reducing absenteeism.
Table & Figure No-4.22:- Showing the Action plans of Management on Absenteeism
Action plans on Absenteeism Number of Employees Percentage
Deduction in Salary 30 60.00
No Increment 20 40.00
Total 50 100%
Source: Field Data
61
The above table and chart shows that majority of the respondents that is 60 per cent are
getting less salary when they are taking leave or absent from the organization and the
remaining 40 per cent is of the opinion that they are not getting any increment when they
are absent.
Inference: Thus it is clear from the above analysis that majority of the respondents are
getting less salary when they are taking leave from the organization.
Table & Figure No-4.23:- The Necessity of Social Worker in controlling Absenteeism
Necessity of Social Worker Number of Employees Percentage
in controlling Absenteeism
Yes 30 60.00
No 20 40.00
Total 50 100%
Source: Field Data
Necessity of Social Worker
No No; 20 No; 40%
Yes Yes; 30 Yes; 60%
With
reference to the above table and chart (4.23) majority of the respondents, that is, 60 per
cent is of the opinion that the role of a qualified social worker is required in reducing
absenteeism and the remaining 40 per cent is of the opinion that qualified social worker is
not necessary to reduce absenteeism.
Inference: The above analysis shows that the role of a qualified social worker is an
important asset to reduce absenteeism.
62
Table & Figure No-4.24:- Necessity of Counseling for Reducing Absenteeism by
Respondents
Necessity of Counseling to Number of Employees Percentage
reduce Absenteeism
Yes 32 64.00
No 18 36.00
Total 50 100%
Source: Field Data
With reference to the above table and chart (4.24) majority of the respondents, that is, 64
per cent is of the opinion that counseling is required in reducing absenteeism and the
remaining 36 per cent is of the opinion that counseling is not necessary to reduce
absenteeism.
Inference: The above analysis shows that counseling reduces the grievances of
employees and reduces absenteeism in the organization.
Table & Figure No-4.25:- The Employees Suggestions to Reduce Absenteeism
Suggestions Number of Employees Percentage
Good Welfare Facilities 10 20.00
Recreational Activities 12 24.00
Counseling 14 28.00
Training Programmes 14 28.00
Total 50 100%
63
Source: Field Data
Employees Suggestions to Reduce Absenteeism

Counseling; 28% Training
Programmes; 28%
Recreational
Activities; 24%
Good Welfare
Facilities; 20%
Counseling; 14 Training Programmes; 14

Recreational Activities; 12
Good Welfare Facilities; 10
Good Welfare Facilities Recreational Activities Counseling Training Programmes
The
above table and chart shows that 28 per cent of the respondents are suggesting training
programs to reduce absenteeism, 28 per cent is of the opinion that counseling is important
in reducing absenteeism, 24 per cent is of the opinion that recreational activities, and the
remaining 20 per cent suggested good welfare facilities in reducing absenteeism.
Inference: The above analysis shows that training programs and counseling are the two
pillars in reducing absenteeism.
Table & Figure No-4.26:- Effects of Absenteeism on production by the Respondents
Effects of Absenteeism on Number of Employees Percentage

production
Low productivity 22 44.00
Damaged products 18 36.00
Delay in work 10 20.00
Total 50 100%
Effects of Absenteeism on Production Source:

Field
Low productivity; 44%
Data
Damaged products; 36%
Low productivity; 22
Delay in work; 20%
Damaged products; 18
64 Delay in work; 10
Low productivity Damaged products Delay in work

With reference to the above table (4.26) it shows that majority of the respondent, that is,
44% is of the opinion that low productivity is the leading factor which affect the
production, 36 percent is of the opinion that damaged products, and the remaining 20
percent delay in work.
Inference: The above analysis shows that low productivity is leading factor which affects
production due to absenteeism.
Any problem whether major or minor has a solution and as such the problem of
absenteeism is not an exception. What is required a clear understanding of the problems
and the causes which result in absenteeism and a systematic approach to solve it.
The cost of absenteeism is greater than the direct payment of wages and benefits paid
durance the absence. Organizations must also consider the indirect costs of staffing,
scheduling, re-training, lost productivity, diminished moral, turnover, and opportunity
cost. The indirect costs often exceed the direct cost of absenteeism.
Absenteeism is the failure of employees to report for work when they are scheduled to
work. Employees who are away from work on recognized holidays, vacations, approved
leaves of absence, or approved leaves of absence would not be included.
OBJECTIVES OF THE STUDY

 To find out the rate of Absenteeism.
 To study the reasons for employees Absenteeism.
 To find the causes of absenteeism from the work place.
 To know the nature of absenteeism in process of production and its impact.
65
 To study the impact of a absenteeism on organizational activities
 To provide the necessary suggestions to overcome from the Absenteeism.
66
CHAPTER – VI
MAJOR FINDINGS
67
CHAPTER – VI
MAJOR FINDINGS
Major Findings
 The Male employees are more than compare to the Female employees 22%
 About 58% of employees are in the age group of 20-30 years, followed by 42% of
the employees concerned with 30-40 years.
 The Tailors are more when compare to the Checkers and Helpers.
 Educational Qualification of employees is related to a greater extent to the
problem of Absenteeism, About 62% of the respondents passed S.S.L.C.and it is
important to note here that there are no illiterates.
 The 24% employees have 0-2 years of experience, 34% of employees are 2-4
years of experience and 26% towards to 4-6 years and 16% towards to 6-8 years of
experience.
 Majority of the employees (58%) are Family Holders. Marital Status of the
employees also leads to the employees’ absence from work.
 The size of the family is also an important reason for the absenteeism in the
organization the employee will absent to look after their family.
 More than 50% of the Employees earning salary between Rs.2000 –Rs. 4000.
Thus it clearly indicates that the employees are not satisfied with their current salary, so
they might carry out some other side business, which cause them absent from work.
 Majority of the employees are live in Rented house when compare to the own
house and company quarters.
 Most of the employees use B.M.T.C. Bus as their mode of transportation.
 It is important to note here that 98% of the respondents are satisfied with the
Rules and Regulation of the company, but 94% of the respondents are not satisfied with
the working conditions of the organization.
 The employee’s relationship between co-workers is also an important point to
reduce the absenteeism in the organization. A prepondering majority (94%) of the
respondents have good rapport between the co-workers.
 One of the important factors we have to note here that majority 98% of the
respondents have not taken loan.
68
 The Monitory Benefit, Infrastructure facility, Good Working condition and
Increase good relations with management are all important factors to reduce the
absenteeism.
 Sickness and Festivals are the two major reasons for the employees to apply for
Leaves.
 Majority of the respondents (60%) opted for the necessity of qualified Social
worker in the organization and also the necessity of counseling to reduce Absenteeism.
 It is important note here that the organization is not providing any Recreational
facilities to the employees and employees are dissatisfied about it and have opted for
indoor games for their recreation.
 It is found from the analysis that management is taking some action plans on
absentees that management is deducting absent employee salary and also not giving
increments.
 The major effect of absenteeism on production is low productivity followed by
high rate of damaged products.
Suggestion is the name given to the psychological process by which one person may
guide the thoughts, feelings or behavior of another. For nineteenth century writers on
psychology such as William James the words "suggest" and "suggestion" were used in
senses very close to those which they have in common speech; one idea was said to
suggest another when it brought that other idea to mind.
SUGGESTIONS
 It is better to appoint a qualified Social worker in the organization who can do
case study with the absentee workers and can try to solve the workers problem there by
reducing absenteeism.
 The Management must directly enforce the disciplinary actions against those
employees who are deliberately and conspicuously absenting work without any valid
reasons.
 Absenteeism counseling programmers should be undertaken in the organization
to enquire in to personal and other problems of Absenteeism.
 The Management should provide Recreation Activities for the employees which
will help the employees to reduce their stress and to fresh up.
69
 Incentives should be given to the workers for best attendance and for punctuality.
 Improvement in the existing welfare facilities. Management should improve the
existing welfare facilities by enlarge.
 The management should be made the good relationship with workers and unions.
 More development programs for the employees should be introduced the first and
foremost thing is the training needs has to be assessed based on the employees.
 Liberal grant or Leave : The Management strict attitude in granting Leave and
weekly half’s, even when the need for them in genuine tempts workers to go on ESI
leaves for under this scheme, they can have 56 days in a year on half pay. An effective
way of dealing with absenteeism is to liberalize leave rules.
 Additional Monetary and non-monetary compensations can be given to the
workers who do over time service.
 The Management should concentrate in order to maintain good climatic condition
towards cleanliness, Hygienic, proper infrastructure etc., as these are not satisfied by the
employees.
 Timely feed back of the performance appraisal report is vital, to an employee to
improve himself in future
 Most efficient employees and officers should be promoted and motivate them in
addition to service criteria.
CONCLUSION
The overall Project study reveals that the reasons for Absenteeism and remedial measures
to reduce Absenteeism for the survival of any organization. Reducing the absenteeism is
one of the major factors but it is very difficult to manage, since the factors are related to
human beings. However as efforts have been made to find the certain important remedies
measures like motivational factors to employees, problems solving step and employees
perception towards work in the cordial environment etc., which will helps the employer to
reduce the absenteeism in the organization.
The researcher conducted a detailed study to determine which would be the best approach
to reducing absenteeism in the work place and the impact of Absenteeism on production.
Data was collected from 50 employees of “Gokaldas Exports Pvt Ltd” at Srirangapatna.
Employees were asked to mention the important factors which cause them to be away
70
from the work and its effects on productivity. The important Factors what researcher
observed and data collected through questionnaire that which causes employee
absenteeism included: family activities, personal illness, family illness, time with family
functions, personal business, transportation, house maintenance, loss of wages,
disciplinary talk, loss of co-workers, disciplinary probation, loss of production, and loss
of benefits. Most of the factors were found to be, to varying degrees.
The “Gokaldas Exports Pvt Ltd” Company has very good expertise mechanists who are
efficient, capable, congruent and good ability to accomplish the organizational goal.
Finally study concludes that providing positive incentives to workers in the form of those
motivational factors that normally influence workers to be absent is better than imposing
penalties for discouraging absenteeism. The best reward for workers with low
absenteeism is to grant additional time off for personal matters.
The conclusion presented by researcher is based on the facts gathered by the study.
The employees were dissatisfaction with the salary system of the company. Most of the
respondents are getting very less salary and the company employees having
dissatisfaction with the working conditions and Recreational facilities.
BIBLIOGRAPHY
&
APPENDICES
71
BIBILOGRAPHY
YEAR OF
AUTHOR NAME & PUBLICATION PUBLISHED
Moore Industrial relation and the social order 1947
Macmillan Co. New York.
Anantharaman Attendance Management. Himalayan publication house 1962
Bombay
Kudraswamy. V “A study on absenteeism in textile Mills” 1964
Personnel Management, vol. 3. No.43
Desai. K.G “Absenteeism in industry” in Indian 1966
Journal of social work Vol.1.27,No.1
Bhutani.D.A “Studies in Absenteeism” productivity -Vol II, No.182, 1970
Mr. M.I. Blum Industrial psychology. Himalayan publication house 1984
Bombay
British institute of Absenteeism from Work” 1986
Management
Angus home High absenteeism and high commitment 1986
Economic and political weekly Vol III No.21
Aloke.K.sen Human resource development, planning and development. Sin 1993
publication house, Bombay
P.Subba Rao Human Resource Management and Industrial Relations 1996
Himalaya publication house, Bombay
Caren B.Goldberg Employee Absenteeism policies, Hindu publications, Bombay 1997
Susan R. Rhodes Managing Employee Absenteeism, Monish publications, New 1998

Delhi
K. Ashawathappa Human Resource Management And Personnel Management. 1999
Hill publishing company Ltd.
R.S. Davar Personnel Management and industrial relations. Sneha publication 1999
house, Bangalore.
Monappa Human resource management, Vikas publishing house pvt Ltd. 1999
David A.Decenzo Fundamentals of human, Asian books pvt Ltd 2001
Stepen P. Resource management, John wiley and sons publishing house 2001
Robbings
Michel Managing people, Kogan page India pvt Ltd. 2002
Arnistrong
Mamoria. C.B B “ Personnel management” Himalayan Publishing house, 2002 & 2006
Bombay
72
RK.Nair, H Human Resource Management And Personnel Management
V.K.Agarwal
Internet - www.Google.com and www.wikipedia.org
QUESTIONNAIRE
I Ms. SUCHITHRA N S of IV SEM MSW studying at JSS College of Arts,
Commerce & Science, Ooty Road, Mysore. which is affiliated to Mysore University as
a part of fulfillment of MSW course of study. I am doing a Dissertation on “Impact of
Absenteeism on Production” (with reference to “Gokaldas Exports Pvt Ltd”
Srirangapatna.) so please kindly fill the questionnaire and gives opinion about your
company.
PART I
Personal Profile
1. Name :
2. Sex : a. Male [ ] b. Female [ ]
3. Age : a. 20-30 [ ] b. 30-40 [ ]

c. 40-50 [ ] d. Above 50 [ ]
4. Designation : a. Tailors [ ] b. Checkers [ ]

c. Helpers [ ] d. others (specify)
5. Educational Qualification : a. Below S.S.L.C [ ] b. S.S.L.C. [ ]

c). P.U.C [ ] d. Graduate [ ]
6. Experience : a. 0-2yrs [ ] b. 2-4yrs [ ]
73
c. 4-6yrs [ ] d. 6-8yrs [ ]
7. Marital Status : a. Married [ ] b. Unmarried [ ]

8. Size of Family of Employees : a. 1-3 [ ] b. 3-5 [ ]
c. 5-7 [ ] d. Above 7 [ ]
PART II
Employment Data
9. Wage Group : a. Rs.2000-3000 [ ] b. Rs.3000-4000 [ ]
c. Rs. 4000-5000 [ ] d. Rs. Above 5000 [ ]
10. Are you satisfied with your wages?

a Satisfied [ ] b. Highly satisfied [ ]
c. Dissatisfied [ ] d. Highly dissatisfied [ ]
11. Are you satisfied about rules and regulations of the company?
a. Highly satisfied [ ] b. Satisfied [ ]
c. dissatisfied [ ] d. Highly dissatisfied [ ]
12. Do you have job security?

a. Yes [ ] b. No [ ]
PART III
ECONOMIC DETAILS
13. Do you Live In?
a. Own House [ ] b. Rented House [ ]
c. Leased House [ ] d. Company Quarters [ ]
14. What is the Mode of Transport you use?

a. B.M.T.C. [ ] b. Own Vehicle [ ]
c. Walking [ ] d. Factory Bus [ ]
74
15. Have you taken any Loan? Yes / No
15. (a). If yes from what Source
a. Bank [ ] b. Credit Shop [ ]
c. Money Lender [ ] d. Provident Fund [ ]
16. How much Debt you have taken? Mention the amount in terms of Rs.
a.
PART IV
Details related to Working Condition
17. Are you satisfied with your Job in the Factory?
a. Fully Satisfied [ ] b. Partially Satisfied [ ]
c. Not satisfied at all [ ] d. Not sure [ ]
18. How is your relationship with your Co-Workers?

a. Excellent [ ] b. Good [ ]
c. Satisfactory [ ] d. Poor [ ]
19. Does good relationship with co-workers reduce Absenteeism?

a. Yes [ ] b. No [ ]
20. Are you satisfied with the working conditions?

a. Yes [ ] b. No [ ]
PART V
Questions related to the Topic
21. When do you mostly absent from work?
a. Beginning of Month [ ] b. End of Month [ ]
c. Festivals [ ] d. Others [ ]
22. Does the occupational disease will leads to Absenteeism?

a. Yes [ ] b. No [ ]
75
23. If you are working overtime does that cause to the Absenteeism in your regular time
work?
a. Yes [ ] b. No [ ]
24. Does the timing of your job influence to your absenteeism?

a. Yes [ ] b. No [ ]
25. What is your status of Absenteeism in your work?

a. Rarely [ ] b. Regularly [ ]
c. Poor [ ] d. Moderate [ ]
26. Do you consider that the Attendance Bonus is good?

a. Yes [ ] b. No [ ]
27. Specify the Reasons for applying the Leave?

a. Family Reason [ ] b. Sickness Reason [ ]
c. Festival Reason [ ] d. Other (specify)
28. Your opinion about Sanction of Leave

a. Easily Sanctioned [ ] b. Not Easily Sanctioned [ ]
c. Not sanctioned at all [ ]
29. The Factors Considered to Reduce Absenteeism.

a. Monetary Benefit [ ] b. Infrastructure facility [ ]
c. Good working condition [ ]
d. Increase Good relations with Management and co-workers [ ]
30. Are you aware of the reaction of the management on the Absentee?
Yes /No.
30. (a) If yes, mention the action plans of the management in relating to the Absenteeism.
a.
b.
76
31. Do you think the necessity of a qualified social worker is needed in your company in
controlling the absenteeism? Yes / No.
31. (a) If yes, in your views justify the role of social worker in reducing the Absenteeism
of your company.
a.
b.
32. Is counseling required to you for reducing Absenteeism? Yes / No.
32. (a) If yes Give your views on the necessity of counseling which helps to be regular in
your work.
a.
b.
33. Does your company provide recreational facilities? Yes / No.
33. (a) If no, what kind of recreational activities do you expect?
a.
b.
34. What is your suggestion to reduce Absenteeism in your company?

a.
b.
35. Is your management facing problems in reducing Absenteeism? Yes/No

35. (a) If yes please mention the problems.
a.
b.
c.
d.
36. What are the effects of Absenteeism on production?

a.
b.
77
37. What kind of Training programs will be useful for reducing Absenteeism?
a.
b.
c.
d.
Thank You…
78

Causes and Types of Absenteeism in Industries

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Causes and Types of Absenteeism in Industries

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CHAPTER – I

The term of absenteeism has been defined in deferent ways.

Calculation of Absenteeism Rate

CAUSES FOR ABSENTEEISM

Sinha analyses 20 vacancies in relation to absenteeism under 3 heads

B. Increased loss to the Industry

MEASURES TO CONTROL ABSENTEEISM

As regards measures to be adopted to remedy the situation the labour investigation

1. The personal management should encourage notification especially in cases of

PRODUCTIVITY IMPROVEMENT PROGRAMME

2. Create New Organizational Components. A Steering Committee to oversee the PIP

6. Studies show a characteristic of successful, growing businesses is that they develop a

According to Subramanian (1963), in his study “absenteeism in a public undertaking”

The study of Mandawale (1973), absenteeism in sugar factory which involved 50

The study of kaleem khan (1973), based on sample survey of “influence of

Munchinsky, Paul M. (1977), reviewed the literature on employee absenteeism as a

C.B.Memoria (2006) in his book personnel management writes about absenteeism,

A.K.Banerjee, RK.Nair, V.K.Agarwal, have asserted that absenteeism in the

About the Company :

CHAIRMAN & INDEPENDENT

INDEPENDENT DIRECTOR: ANURADHA SHARMA

DIRECTOR: PRABHAT KUMAR SINGH.

COMPANY SECRETARY: SAMEER SUDARSHAN R V

DIRECTOR: GAUTHAM MADHAVAN

AUDITOR: MSKA & ASSOCIATES

IND NAME: TEXTILES - PRODUCTS

HOUSE NAME: INDIAN PRIVATE

Some of Their Largest Buyers are :

A Sathya Murthy (Chief Financial Officer)

Gokuldas Exports Pvt Ltd., Services

Research known a day is treated as advancement in knowledge acquired through

R – Rational way of thinking

AIM OF THE STUDY

OBJECTIVES OF THE STUDY

The labour department of government of India categorically defines the statement

HYPOTHESIS OF THE STUDY

According to “Lundberg” Hypothesis is a tentative generalization, validity of which

A good research design consists of the following;

TYPES OF RESEARCH DESIGN

UNIVERSE OF THE STUDY

METHODS OF DATA COLLECTION

TOOLS OF DATA COLLECTION

LIMITATIONS OF THE STUDY

CHAPTER – 2 : REVIEW OF LITERATURE

CHAPTER – 3 :COMPANY PROFILE

CHAPTER – 5 : ANALYSIS AND INTERPRETATION OF DATA

CHAPTER – 6 : SUMMARY OF MAJOR FINDINGS

CHAPTER – 7 : CONCLUSIONS AND SUGGESTIONS

APPENDIX AND BIBLIOGRAPHY

Data collection is the systematic recording of information. Data analysis involves

Table & Figure No-4.1:- Gender wise Distribution of Respondents

Sex Number of Respondents Percentage

Source: Field Data

Table & Figure No-4.2:- Age wise Distribution of Respondent

Age wise Distribution of the Respondents

20-30 30-40 40-50 Above 50

Source: Field Data

Table & Figure No-4.3:- Showing Designation of the Respondents

Designation of the Respondents

Helpers; 16% Other; 14%

Tailors Checkers Helpers Other

Source: Field Data