A STUDY ON EMPLOYEE ABSENTEEISM IN

POND’S EXPORTS LIMITED, PUDUCHERRY

SUMMER PROJECT REPORT

Submitted by
T. SATHIYA SUNDARAM
REGISTER NO: 27348338

Under the guidance of

Mr. JAYAKUMAR, M.E., M.B.A., MISTE
Faculty, Department Of Management Studies

in partial fulfillment for the award of the degree

of
MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
PONDICHERRY UNIVERSITY
PUDUCHERRY
September 2007
TABLE OF CONTENT
LIST OF TABLES
LIST OF CHARTS

ANNEXURES

1. QUESTIONNAIRE
PAGE
CHAPTERS TITLE NO.
1
I INTRODUCTION
6
II REVIEW OF LITERATURE
12
III OBJECTIVES OF THE STUDY
13
IV RESEARCH METHODOLOGY

DATA ANALYSIS AND 17

V INTERPRETATION

FINDINGS, SUGGESTIONS AND 39

VI RECOMMENDATIONS OF THE STUDY
41
VII CONCLUSION

LIMITATION AND SCOPE FOR 42

VIII FURTHER STUDY
2. BIBLIOGRAPHY
 ACKNOWLEDGEMENT

With the divine blessing of god, I take immense pleasure in stating the acknowledgement
for this project. I express my deep gratitude to Mr. N.KESAVAN, Chairman,
Mr.M.DHANASEKARAN, Managing Director and Mr.S.V.SUGUMARAN, Vice Chairman, Sri
Manakula Vinayagar Engineering College.

My special thanks to our college Mr.V.S.K.VENKATACHALAPATHY for extending me

morel support during the course of this work.

My special thanks to Mr.S.JAYAKUMAR, Head of the Department of Management

studies for his motivation and providing me the permission in doing this project.

I wish to thank my internal guide Mr. G.BALA SENDHIL KUMAR for being so resource
full from the beginning of this project and help to bring this project successfully.

I thank my external guide Mr.LUCAS, Advocate cum Personal Manager of Hidesign,

Puducherry for giving me this opportunity to do this project work in their organization and for
guiding me throughout the project duration

I wish to thank all other faculty members of the department for their co-operation and
encouragement throughout my project work.

I am also thankful to the all employee of Hidesign, Puducherry for providing me the
details about the company for the completion of the project.

Last but not least I thank my parents and friends who were very supportive to me during
this project.
 ABSTRACT

The welfare measure is “An effort to make life worth living for workmen”. It motivates
employee to a great extent which leads to organizational growth. It is a major factor which
affects the employee morale.

The study on effect of welfare measure on employee morale in HIDESIGN, Puducherry

was done to evaluate the level of satisfaction of employees about welfare measures and its effect
on employee morale.

The main objective of the study is to measure the effect of welfare measure on morale,
level of satisfaction of employees regarding working condition and general attitude of employee
towards the organization.

Certain welfare measures provided by the company like medical facility, credit facility,
canteen facility, infrastructure facility, and certain factors of morale like motivation. Job
satisfaction interrelationships are considered in this study. This was a descriptive research study.
Nearly 50 samples were collected using simple random sampling method. A questionnaire of 23
questions was prepared and data were collected from the employees of Hidesign. Appropriate
statistical tools were used to analyze the data.

From the study it is inferred that most of the employees were satisfied with the
welfare measures provided by the company. The employee morale was found to be good in the
company. The effect of welfare measure on employee morale was about 25%.
 LIST OF TABLES

PAGE
TABLE
TITLE NO.
NO.
21
5.1 EXPERIENCE OF RESPONDENT
22
5.2 LEVEL OF SATISFACTION OF SAFETY MEASURES
23
5.3 LEVEL OF SATISFACTION OF MEDICAL FACILITY
LEVEL OF SATISFACTION OF WORKING 24
5.4 ENVIRONMENT
LEVEL OF SATISFACTION OF RELATIONSHIP 25
5.5 BETWEEN SUPERVISOR AND WORKER
LEVEL OF SATISFACTION OF RELATIONSHIP
26
5.6 BETWEEN WORKERS
27
5.7 LEVEL OF MOTIVATION GIVEN TO EMPLOYEE
28
5.8 LEVEL OF FREEDOM GIVEN TO THE EMPLOYEES
STATUS OF GRIEVANCE HANDLING IN THE 29
5.9 COMPANY
30
5.10 WORK SATISFACTION LEVEL OF THE EMPLOYEE
SATISFACTION OF EMPLOYEES ABOUT WELFARE 31
5.11 MEASURES
ANALYSIS OF OPINION OF RESPONDENTS
REGARDING COMMUNICATION IN WORK PLACE
AND WORK SATISFACTION 32
5.12.1 (USING CHI-SQUARE) –OBSERVED COUNT TABLE
32
5.12.2 EXPECTED COUNT TABLE
CHI- SQUARE TABLE 32
5.12.3
ANALYSIS OF OPINION OF RESPONDENTS
REGARDING WELFARE SATISFACTION AND WORK
SATISFACTION (USING CHI-SQUARE) - OBSERVED 34
5.13.1 COUNT TABLE
34
5.13.2 EXPECTED COUNT TABLE
34
5.13.3 CHI- SQUARE TABLE
5.14.1 ANALYSIS OF OPINION OF RESPONDENTS 35
REGARDING EXPERIENCE OF RESPONDENT AND
 WORK SATISFACTION (USING CHI-SQUARE) -
OBSERVED COUNT TABLE
35
5.14.2 EXPECTED COUNT TABLE
 LIST OF TABLES

PAGE
TABLE TITLE NO.
NO.
36
5.14.3 CHI- SQUARE TABLE
ANALYSIS OF OPINION OF RESPONDENTS
REGARDING MOTIVATION GIVEN TO EMPLOYEE 37
5.15.1 AND WORK SATISFACTION (USING CORRELATION)
37
5.15.2 CORRELATION TABLE
ANALYSIS OF RANKING GIVEN BY RESPONDENTS
REGARDING SATISFACTION OF WELFARE
MEASURES (USING WEIGHTED AVERAGE 39
5.16.1 METHOD)
39
5.16.2 WEIGHTED AVERAGE TABLE
ANALYSIS OF OPINION GIVEN BY RESPONDENTS
REGARDING SATISFACTION OF WELFARE
MEASURES AND EMPLOYEE MORALE (USING 40
5.17.1 REGRESSION METHOD)
40
5.17.2 REGRESSION TABLE
 LIST OF CHARTS

PAGE
CHART TITLE NO.
NO.
21
5.1 EXPERIENCE OF RESPONDENT
22
5.2 LEVEL OF SATISFACTION OF SAFETY MEASURES
23
5.3 LEVEL OF SATISFACTION OF MEDICAL FACILITY
LEVEL OF SATISFACTION OF WORKING 24
5.4 ENVIRONMENT
LEVEL OF SATISFACTION OF RELATIONSHIP 25
5.5 BETWEEN SUPERVISOR AND WORKER
LEVEL OF SATISFACTION OF RELATIONSHIP 26
5.6 BETWEEN WORKERS
27
5.7 LEVEL OF MOTIVATION GIVEN TO EMPLOYEE
28
5.8 LEVEL OF FREEDOM GIVEN TO THE EMPLOYEES
STATUS OF GRIEVANCE HANDLING IN THE 29
5.9 COMPANY
30
5.10 WORK SATISFACTION LEVELOF THE EMPLOYEE
SATISFACTION OF EMPLOYEES ABOUT WELFARE 31
5.11 MEASURES
 CHAPTER- I
INTRODUCTION

1.1 COMPANY PROFILE

Export processing plays an important role in the development of the financial status of
a country. The basis of the export processing comes from the international trade. So we should
know about the importance of international trade.

Many experts states their opinion about the international trade that it takes place due to
the differences in the comparative cost of production between countries, differences in the
opportunity cost of production of commodities between nations are the basis for international
trade.

International trade takes place, because every country would be interested to import
commodities that are not available domestically. It is one of the basis factors promoting
economic well being and increasing the national income of the country.

The following are some of the benefits of exports processing:-

1. To develop the country economically.

2. To use the natural resources available in that country profitably.
3. To increase the employment potential of the country.

The pond’s Export limited is established in 1989. The main export product in Pond’s
exports limited is shoe and leather export. Its Head Quarters is in Mumbai which holds super
star trading house certificates. The Pond’s company activities include many manufacturing and
marketing of leather goods. Its head office is located at Chennai. Four hundred experienced
employees are working in this esteemed company. Pond’s Export limited is giving preferences to
sports events. Education and hospital facilities to the staff and their families.
 It is the subsidiary of Hindustan lever limited and situated at Vazhudavoor road
Puducherry.This footwear unit confines self to fusing of shoe soles and eventual finishing and
packing of shoes for export and local markets. Further, the unit is working to develop the exports
as best as possible. The major exports are don e with countries like United Kingdom, Germany,
Europe, Dubai, and United State etc. The various export products arte children shoes, sandals for
both ladies and gents.

The management consists of following officers.

1. Factory Manager.
2. Senior Personnel Officer.
3. Production Manager.
4. Merchandising Manager.
5. Product Development Manager.
6. Planning Officer.
7. Purchase officer.
8. Store Officer.
9. Engineering Officer.
10. Quality Assurance Officer and
11. Commercial officer.

1.1.1 SIGNIFICANCE OF ORGANISATION

Leather industry is very competitive industry. Leather industry is on of the growth

engines for India’s economic development. Leather has been playing most important role in our
day-to-day life. Indian made leather product are well accepted in local and international market
for its style and quality, it has also helped tremendous growth in giving both direct and indirect
employment in our country. The performance of leather good is having a very goods position in
the international market than others.
 Pond’s Export limited, the giant in the consumer product extended into leather export
which includes footwear, leather goods. The company is also developed a large exports business
keeping in view with the national priorities. The footwear factory has been manufacturing shoes
for prestigious overseas customers. They were seeking market for their products only
international market. They were charging reasonable price and maintaining reputation in the
international market.

1.1.2 HISTORY OF THE COMPANY:

Pond’s Limited is known for the production of powder, Mushroom, soap, Thermometer
etc, and it has a very good market in all over the world. There is a very good demand for leather
goods worldwide. Pond’s India limited decided to concentrate more in leather products which
has greater demand in overseas market.

Pond’s India limited company is famous for its cosmetics products in all over India. HLL
is the market leader for many commodities such as food products, soaps, detergents, beverages
etc all over India. Both Pond’s and HLL have merged to make use of their market leadership in
respective areas to avoid unhealthy competition.

Leather division of HLL (Pond’s export limited) footwear factory commenced its
production in 1989. it manufactures footwear for prestigious customers overseas and is an
export orient unit.

Conventional formal designs intricate and rich dress shoe and trend setting casuals are
made for both ladies and men. Modern equipment enables them to produce Moccasin, Strobelled
and Flat Lasted shoe Constructions.

Ponds India Limited is having association with M/s.Northerner, Schufabrik, British shoe
Corporation, and G.H, Bass, Clarks, Edison Bros. & Woplverin Worldwide.
1.1.3 CORPORATE VISION

From the HLL code of business principle:

• Profitable growth by forming symbiotic relationships.
• To be the number one quality footwear exporter in India.
• Strive to be a trusted corporate citizen.
• To be an integral part of the society.
• To fulfill with responsibility the societies consumers and customers to respond creatively
and competitively with branded products and prompt service.
1.2 INTRODUCTION TO THE STUDY

The study on employee absenteeism in ARE VEE ENGINEERING is to evaluate the

main cause for the employee absenteeism in the company. The employee absenteeism is the
booming HR issue in many industries. This study is also used to know the employee satisfaction.
The study is focused to find the cause of employee absenteeism based on certain factors like
working condition, leadership style, work stress, leave days, wage and salary level.
 CHAPTER – II

REVIEW OF LITERATURE

2.1 ABSENTEEISM – DEFINITION

Absenteeism has been variously defined by different authorities. According to Webster’s

dictionary, “Absenteeism is a practice or habit of being an absentee and an absentee is one who
habitually stays away”. Absenteeism is a habitual pattern of absence from a duty or obligation.
According to Labour Bureau, Simla, “Absenteeism is the total man shifts lost because of
absences as a percentage of the total number of man shifts scheduled to work”.
Absenteeism is the term generally used to refer to unscheduled employee absences from
the workplace. Many causes of absenteeism are legitimate—personal illness or family issues, for
example—but absenteeism also can often be traced to other factors such as a poor work
environment or workers who are not committed to their jobs. If such absences become excessive,
they can have a seriously adverse impact on a business's operations and, ultimately, its
profitability.

2.1.1 TYPES OF ABSENTEEISM

There are two types of absenteeism, each of which requires a different type of approach.

2.1.1.1 Innocent Absenteeism

Innocent absenteeism refers to employees who are absent for reasons beyond their
control; like sickness and injury. Innocent absenteeism is not culpable which means that it is
blameless. In a labour relations context this means that it cannot be remedied or treated by
disciplinary measures.
2.1.1.2 Culpable Absenteeism

Culpable absenteeism refers to employees who are absent without authorization

for reasons which are within their control. For instance, an employee who is on sick leave even
though he/she is not sick, and it can be proven that the employee was not sick, is guilty of
culpable absenteeism. To be culpable is to be blameworthy. In a labour relations context this
means that progressive discipline can be applied.

For the large majority of employees, absenteeism is legitimate, innocent

absenteeism which occurs infrequently. Procedures for disciplinary action apply only to culpable
absenteeism. Many organizations take the view that through the process of individual absentee
counseling and treatment, the majority of employees will overcome their problems and return to
an acceptable level of regular attendance.

2.1.1.3 Identifying Excessive Absenteeism

Attendance records should be reviewed regularly to be sure that an employee's

sick-leave days are excessive compared to other employees. If a supervisor suspects that an
employee is excessively absent, this can be confirmed through reviewing the attendance records.

If all indications show that an employee is excessively absent, the next step is to
gather as much information as possible in order to get a clearer picture of the situation. The
employees' files should be reviewed and the employees immediate supervisor should document
all available information on the particular employee's history.

2.1.2 COSTS OF ABSENTEEISM

Indeed, absenteeism can take a financial toll on a small business (or a multinational
company, for that matter) in several different respects. The most obvious cost is in the area of
sick leave benefits—provided that the business offers such benefits—but there are significant
hidden costs as well.
 The SOHO Guidebook cites the following as notable hidden cost factors associated with
absenteeism:
• Lost productivity of the absent employee
• Overtime for other employees to fill in
• Decreased overall productivity of those employees
• Any temporary help costs incurred
• Possible loss of business or dissatisfied customers
• Problems with employee morale

Indeed, excessive absenteeism, if left unchecked, can wear on a company in numerous

ways. "[Absenteeism] forces managers to deal with problems of morale, discipline, job
dissatisfaction, job stress, team spirit, productivity, turnover, production quality, additional
administration, and overhead.

2.1.3 FEATURES OF ABSENTEEISM

• The rate of Absenteeism is the lowest on the paydays; it increases considerably on the
days following the payment of wages and bonus.
• Absenteeism is generally high among workers below 15 years of age and those above 40.
• The rate of absenteeism various from department to department within a unit.
• The percentage of absenteeism is generally higher in the night shifts than in day shifts.
• The percentage of absenteeism is much higher in coal and mica mining industries than in
organized industries.
2.1.4 REASONS FOR ABSENTEEISM

According to one line of thought, Absenteeism is due to a lack of “commitment” on the

part of work force. Clark Kerr and associates are of the opinion that since “degree of
commitment varies with the degree of countries industrial growth, Absenteeism is inversely
related to industrial development”.

Absenteeism is related to new values and norms that are developing among the work
force as the result of technological developments. The attitude and the practice of the
management also contribute to Absenteeism.

The general causes of Absenteeism are

• Maladjustments with factory condition
• Social and religious ceremonies
• Unsatisfactory housing condition
• Industrial fatigue
• Unhealthy working condition
• Absence of adequate welfare facilities
• Alcoholism
• Inadequate leave facilities.

2.1.5 MEASURES FOR CONTROLLING ABSENTEEISM

The general measures to reduce the rate of Absenteeism are
• Adoption of a well defined recruitment procedure
• Provision of healthful and hygienic working condition
• Provision of reasonable wages and allowances and job security for workers
• Motivation of workers: Welfare and Social measures
• Improved communication and prompt redressal of grievances
• Liberal grant or leave
• Safety and accident prevention
• Cordial relations between supervisors and workers
• Development of workers education
2.2 REVIEW OF LITERATURE FROM JOURNALS, ARTICLES

Journal of Management, Vol. 12, No. 4, (1986)

© 1986 Southern Management Association

Job Involvement and Organizational Commitment as Interactive Predictors of Tardiness and

Absenteeism

Gary J. Blau
This study examined job involvement and organizational commitment as
interactive predictors of absenteeism and tardiness behaviors. Personnel records and
questionnaires were used to collect tardiness and absence data for a sub sample of 82 registered
staff nurses out of a total sample of 228 nurses from a large Midwestern hospital. Results showed
support for the hypothesis that individuals showing higher levels of job involvement and
organizational commitment would exhibit less unexcused tardiness and absenteeism than those
with lower levels of job involvement and organizational commitment. The implications and
limitations of these findings are discussed.
Journal of Leadership & Organizational Studies, Vol. 13, No. 2, 42-60 (2006)
© 2006 Baker College
The Implications of Positive Psychological Capital on Employee Absenteeism
James B. Avey
University of Nebraska-Lincoln
Drawing from positive psychology and positive organizational behavior (Luthans,
2002a, 2002b) this study utilized a field study in a high tech manufacturing firm to demonstrate
how positive psychological capital reduces levels of both involuntary and voluntary absenteeism.
Previous studies setting out to determine job attitude antecedents of absenteeism have been
generally disappointing and account for only small levels of variance. In addition, with few
exceptions conceptualization of absenteeism has been uni-dimensional despite calls by previous
researchers to consider the significant differences in semantic networks of voluntary and
involuntary absenteeism as separate metrics. We make this dual dimension distinction and show
how previous antecedents of absenteeism contribute to one dimension more than the other. The
utility of the study findings conclude the art
Managing Employee Absenteeism
By Douglas B. M. Ehlke of Ehlke Law Offices

When an employee works a standard five-day week, one can assume 260 workdays exist
annually. After subtracting 10 days on average for vacation and another 10 days for federal, state
and local holidays, an employer could expect 240 workdays a year per employee.
Traditional Methods

Managing absenteeism for these 240 days historically has been straightforward. Work-
related injuries were handled pursuant to the state worker's compensation laws. Other absences
were handled under the employer's policies relating to absences or pursuant to a collective
bargaining agreement (CBA). A company's absence policy would inform employees in advance
of the employer's attendance expectations. Most CBAs would contain provisions relating to
attendance expectations.

A typical policy or CBA would provide for a progressive discipline procedure for
unexcused absences. Thus, one such absence would warrant a warning and subsequent absences
might lead to termination. Some employers use a point system for unexcused absences and
others have two absenteeism rules, one for a certain number of unexcused absences and one for
excessive total absences. The key to any system is consistency in application to avoid wrongful-
termination lawsuits, along with working within the proper leave-designation statutes and
regulations.

Laws Governing Absenteeism

Today, employers must not only comply with company policies and/or CBA and worker's
compensation laws, but also The Americans with Disabilities Act (ADA) if it employs 15 or
more employees for 20 weeks in any given year. In addition, The Family Medical Leave Act
(FMLA) applies to employers with 50 or more employees, if the employees work within a 75-
mile radius of the premises for at least 20 weeks in any given year.
CHAPTER - III

OBJECTIVES OF THE STUDY

• To study and analyze the cause of absenteeism in the organization

• To study and evaluate the reason how the absenteeism affect organizational outcomes.

• To find the various factors which induces the employee absenteeism.

• To provide a suggestion for reducing absenteeism in the organization.

 CHAPTER - IV

RESEARCH METHODOLOGY

4.1 RESEARCH – MEANING

Research is an art of scientific investigation. According to Redmen and Mary defines

research as a “systematic effort to gain knowledge”.

Research methodology is way to systematically solve the research problem. It is a plan of

action for a research project and explains in detail how data are collected and analyzed. This
research study is a descriptive research study.

4.2 RESEARCH DESIGN

A research design is a plan that specifies the objectives of the study, method to be
adopted in the data collection, tools in data analysis and hypothesis to be framed.

“A research design is an arrangement of condition for collection and analysis of data in a

manner that aims to combine relevance to research purpose with economy in procedure”.

4.3 NATURE OF DATA

4.3.1 Primary data

The primary data are collected from the employees of ARE VEE ENGINEERING
through a direct structured questionnaire.

4.3.2 Secondary data

Company profiles, websites, magazines, articles were used widely as a support to primary
data.

4.4 SAMPLING SIZE AND TECHNIQUE

4.4.1 Size of the sample

 It refers to the number of items to be selected from the universe to constitute as a sample.
In this study 50 employees of ARE VEE ENGINEERING in Chennai was selected as size of
sample.

4.4.2 Sample design

The sampling technique used in this study is simple random sampling method. This
method is also called as the method of chance selection. Each and every item of population has
equal chance to be included in the sample.

4.4.3 Questionnaire
The questions are arranged logical sequence. The questionnaire consists of a variety of
questions presented to the employees for the response. Dichotomous questions, multiple choice
questions, rating scale questions were used in constructing questionnaire.

4.5 STATISTICAL TOOLS USED

To analyze and interpret collected data the following statistical tools were used.
1) Percentage method
2) Weighted average method
3) Chi-square analysis
4) Correlation

4.5.1 Percentage method:

The percentage is used for making comparison between two or more series of
data. It can be generally calculated as

No. of respondents favorable

x 100
Percentage of respondent =
Total no of respondents
 ? WX
Chi-square
XW = = ? (O-E)2
?X E

4.5.2 Weighted average method

The weighted average method can be calculated by the following formula

Here

XW represents the weighted average

X represents the value of variable
W represents the weight given to the variable.

4.5.3 Chi-square analysis:

Chi-square analysis in statistics is to test the goodness of fit to verify the

distribution of observed data with assumed theoretical distribution. Therefore it is a
measure to study the divergence of actual and expected frequencies.

The formula for computing chi-square is as follows.

The calculated value of chi-square is compared with the table of chi-square for the given
degrees of freedom at the specified level of significance. If the calculated value is greater
than the tabulated value then the difference between the observed frequency and the expected
frequency are significant. the degrees of freedom is (n-2) where ‘n’ is number of observed
frequencies and in case of contingency table the degrees of freedom is (C-1) (R-1) where C is
number of columns and R is number of rows.
 4.5.4 Correlation

The correlation analysis deals with association between two or more variables.
The correlation does not necessary imply causation or functional relationship though the
existence of causation always implies correlation. By itself it establish only co- variance

There are two types of correlation

1. Positive Correlation
2. Negative Correlation

If two variables move in same direction then they are positively correlated. On the
other hand if the two variable move in opposite direction then they are negatively correlated. It
can be calculated as

Cov(x, y) = 1/n ∑ x y – x y
σ x = √1/n Σ x2 – x 2

σ y = √1/n Σ y2 – y 2

r= Cov(x, y)

σ x x σ y

Here,

r = co-efficient of correlation.
 CHAPTER- 5

DATA ANALYSIS AND INTERPRETATION

TABLE 5.1
AGE WISE CLASSIFICATION OF RESPONDENTS

Age Frequency Percent

4 8
Below 30
38 76
30-40
8 16
Above 40
50 100
Total

Inference:
From the table we can infer that 76% are between 30-40 years and 8% are below 30
years.

CHART-5.1
AGE WISE CLASSIFICATION OF RESPONDENTS
100

80
Percentage

60

40

20

0
Below 30 30-40 Above 40

Age of the Respondents

TABLE 5.2
EXPERIENCE WISE CLASSIFICATION OF RESPONDENT

Experience Frequency Percentage (%)

6-10 14 28
11-15 29 58
Above 15 7 14
Total 50 100

Inference:
From the table we can infer that 58% are working for more than 10 years and 14%
are working for less than 10 years.

CHART-5.2
EXPERIENCE WISE CLASSIFICATION OF RESPONDENT
 70

60

50
Percentage

40

30

20

10

0
6-10 11-15 above 15

Number of Years worked

 TABLE 5.3
INCOME WISE CLASSIFICATION OF RESPONDENT

Income Frequency Percentage (%)

Below 5000 16 32
5k-6k 28 56
6k-7k 6 12
Total 50 100

Inference:

From the table we can infer that 32% of respondent are getting the salary below
5000 and 56% of respondent are getting between 5000 -6000.

CHART-5.3
INCOME WISE CLASSIFICATION OF RESPONDENT
 60

50

40
Percentage

30

20

10

0
below 5000 5k-6k 6k-7k

Respondent Income
 TABLE 5.4
JOB SATISFACTION LEVEL OF THE RESPONDENTS

Opinion Frequency Percentage (%)

Highly Satisfied 1 2
Satisfied 43 86
Neutral 3 6
Dissatisfied 3 6
Total 50 100

Inference:
From the table we can infer that 86% of respondent are satisfied with the job and
6% of respondent are dissatisfied.

CHART-5.4
JOB SATISFACTION LEVEL OF THE RESPONDENTS
 100

80
Percentage

60

40

20

0
Highly Satisfied Satisfied Nuetral Dissatisfied

Job Satisfaction Level

TABLE 5.5
LEVEL OF SATISFACTION OF RESPONDENTS REGARDING LEAVE DAYS

Opinion Frequency Percentage (%)

Satisfied 9 18
Neutral 25 50
Dissatisfied 15 30
Highly Dissatisfied 1 2
Total 50 100

Inference:
From the table we can infer that 18% of respondent are satisfied with the leave
days and 30% of respondent are dissatisfied.

CHART-5.5
LEVEL OF SATISFACTION OF RESPONDENTS REGARDING LEAVE DAYS
 60

50

40
Percentage

30

20

10

0
satisfied neutral dissatisfied highly dissatisfied

Opinion of respondents about Leave days

 TABLE 5.6
STATUS OF STRESS LEVEL TO THE RESPONDENT

Opinion Frequency Percentage (%)

Very High 1 2

High 7 14

Moderate 27 54

Low 12 24

Very Low 3 6

Total 50 100

Inference:
From the table we can infer that 14% of respondent feel that stress level is high
and 24% of respondent feel that stress level is low.

CHART-5.6
STATUS OF STRESS LEVEL TO THE RESPONDENT
 60

50

40
Percentage

30

20

10

0
Very High High Moderate Low Very Low

Opinion of Respondents about stress level in job

 TABLE 5.7
OPINION OF RESPONDENT ABOUT HEALTH PROBLEMS

Opinion Frequency Percentage (%)

24 48
Yes
26 52
No
50 100
Total

Inference:
From the table we can infer that 48% of respondent have health problem and 26%
or respondent do not have any health problem.

CHART-5.7
OPINION OF RESPONDENT ABOUT HEALTH PROBLEMS

60

50

40
Percentage

30

20

10

0
Yes No

opinion of Respondents about Health Problem

 TABLE 5.8
LEVEL OF SATISFACTION OF RESPONDENT REGARDING WAGES

Opinion Frequency Percentage (%)

6
Yes 3
94
No 47
100
Total 50

Inference:
From the table we can infer that 94% of respondent are not satisfied with the
wage and 6% or respondent are satisfied.

CHART-5.8
LEVEL OF SATISFACTION OF RESPONDENT REGARDING WAGES

100

80
Percentage

60

40

20

0
Yes No

Level of Satisfaction of Wages

 TABLE 5.9
LEVEL OF SATISFACTION OF RESPONDENT ABOUT FRINGE BENEFITS

Opinion Frequency Percentage (%)

Highly Satisfied 2 4
Satisfied 18 36
Neutral 16 32
Dissatisfied 14 28
Total 50 100

Inference:
From the table it infers that 36% of respondent are satisfied with the fringe
benefits and 28% are dissatisfied.

CHART 5.9
LEVEL OF SATISFACTION OF RESPONDENT ABOUT FRINGE BENEFITS
 40

30

20

10
Percent

0
Highly Satisf ied Satisfied Neutral Dissatisfied

Level of Satisfaction of Fringe Benefits

 TABLE 5.10
LEVEL OF SATISFACTION OF RESPONDENT ABOUT LEADERSHIP

Opinion Frequency Percentage (%)

40 80
Yes
10 20
No
50 100
Total

Inference:
From the table we infer that 80% of the respondents are satisfied with the
leadership.

CHART 5.10
LEVEL OF SATISFACTION OF RESPONDENT ABOUT LEADERSHIP
100

80

60
Percentage

40

20

0
Yes No

Level of Satisfaction of Leadership

 TABLE 5.11
PERIOD DURING ABSENTEEISM IS MORE

Period Frequency Percentage (%)

Jan-April 9 18
May-August 29 58
Sep-Dec 12 9
Total 50 100

Inference:
From the table we infer that 58% of the respondent are absent more in May –
August and 18% are absent during Jan- April.

CHART 5.11
PERIOD DURING ABSENTEEISM IS MORE
 70

60

50

Percentage
40

30

20

10

0
Jan-April May-August Sep-Dec

Period during absenteeism is more

 TABLE 5.12
SHIFT DURING ABSENTEEISM IS MORE

Period Frequency Percentage (%)

A shift 25 50
B shift 22 44
General shift 3 6
Total 50 100

Inference:
From the table we infer that 50% of the respondents are absent during A shift and
44% of respondents are absent during B shift

CHART 5.12
SHIFT DURING ABSENTEEISM IS MORE
 60

50

40
Percentage

30

20

10

0
A shift B shift General shift

Shift during absenteeism is more

 ANALYSIS OF OPINION OF RESPONDENTS REGARDING WORK
CONDITION AND ABSENTEEISM
(USING CHI-SQUARE)

Observed frequency
TABLE 5.13.1

absenteeism
Jan -April May- August Sep-Dec Total
working
condition
Yes 8 22 10 40
No 1 7 2 10
Total 9 29 12 50

Expected frequency
TABLE 5.13.2

absenteeism
Jan -April May- August Sep-Dec Total
working
condition
Yes 7.2 23.2 9.6 40
No 1.8 5.8 2.4 10
Total 9 29 12 50

Null Hypothesis

There is no significant difference between working condition and absenteeism.

 CHI-SQUARE TEST
TABLE 5.13.3

O E (O-E) 2 (O-E) 2 /E
8 7.2 0.64 0.08
22 23.2 1.44 0.06
10 9.6 0.16 0.02
1 1.8 0.64 0.35
7 5.8 1.44 0.25
2 2.4 0.16 0.07

Calculated value = ∑ (O-E) 2 / E = 0.83

Degrees of Freedom = (R -1) (C-1) = 2
Tabulated value for 2 degrees of freedom at 5% level of significance is 5.99

Inference:
The calculated value is less than the tabulated value. Therefore H0 is accepted. There is
no association between work condition and absenteeism.
 ANALYSIS OF OPINION OF RESPONDENTS REGARDING WORK CONDITION
AND HEALTH PROBLEM
(USING CHI-SQUARE)

Observed frequency
TABLE 5.14.1

Opinion Yes No Total

Yes 18 6 24
No 22 4 26
Total 40 10 50

Expected frequency
TABLE 5.14.2

Yes No Total
Opinion
Yes 19.2 4.8 24
No 20.8 5.2 26
Total 40 10 50

Null Hypothesis

There is no significant difference between working condition and health problem.

 CHI-SQUARE TEST
TABLE 5.14.3

O E (O-E) 2 (O-E) 2 /E
18 19.2 1.44 0.07
6 4.8 1.44 0.3
22 20.8 1.44 0.07
4 5.2 1.44 0.28

Calculated value = ∑ (O-E) 2 / E = 0.72

Degrees of Freedom = (R -1) (C-1) = 1
Tabulated value for 1 degrees of freedom at 5% level of significance is 3.84

Inference:

The calculated value is less than the tabulated value. Therefore H0 is accepted. There is
no association between work condition and health problem.
 ANALYSIS OF OPINION OF RESPONDENTS REGARDING
LEADERSHIP AND WORK SATISFACTION
(USING CORRELATION)

Let x be Work satisfaction

Let y be Leadership

Observed frequency

TABLE 5.15.1
Opinion

Factors Yes No Total

Work satisfaction 40 10 50
Leadership 44 9 50

CORRELATION TABLE
TABLE 5.15.2

X Y X2 Y2 XY

40 44 1600 1936 1760

10 9 100 100 90

Cov(x, y) = 1/n ∑ x y – x y
= 1/2 (1850-625)
= 612

σ x = √1/n Σ x2 – x 2
= √1/2(1700-625)
= 23.7
 r=

σ y = √1/n Σ y2 – y 2
= √ 1/2(2036-625)
= 45.1

Cov(x, y)
σ xX σ y

= 0.6

Inference:

The satisfaction of leadership and work satisfaction are positively correlated. Any
effect in leadership will affect the work satisfaction also.
 ANALYSIS OF RANKING GIVEN BY RESDPONDENTS REGARDING
WORKING ENVIRONMENT
(USING WEIGHTED AVERAGE METHOD)

Observed Count

TABLE 5.16.1
Opinion
Highly
Highly
Satisfied neutral Dissatisfied Dissatisfied
Satisfied
Factor
Lighting 3 15 6 2 0
Ventilation 6 35 4 4 1
Cleanliness 5 30 7 2 6

WEIGHTED AVERAGE TABLE

TABLE 5.16.2

CW (CALCULATED WEIGHT) = ∑ WXn / ∑ Xn

Rank Weight Factors
Lighting Ventilation Cleanliness
X W X1 WX1 X2 WX2 X3 WX3
1 5 3 15 6 30 5 25
2 4 39 156 35 140 30 120
3 3 6 18 4 12 7 21
4 2 2 4 4 8 2 4
5 1 0 0 1 1 6 6
Total 50 193 50 191 50 176
CW 3.86 3.82 3.52
Rank 1 2 3
 Inference:
From the table it is inferred that employees rank lighting first followed by ventilation
and cleanliness as last.
 ANALYSIS OF RANKING GIVEN BY RESDPONDENTS REGARDING
ABSENTEEISM
(USING WEIGHTED AVERAGE METHOD)

Observed Table

TABLE 5.17.1

Ranks
First Second Third Fourth Fifth Sixth Seventh

Factors
Health 29 12 2 3 2 1 1
Family 16 20 5 4 3 1 1
Supervisor 1 2 3 4 15 10 15
Motivation 1 11 8 10 15 3 2
Salary 4 6 9 15 11 2 3
Co- workers 1 2 4 3 1 4 35
Transport 5 4 1 1 1 2 36

CW (CALCULATED WEIGHT) = ∑ WXn / ∑ Xn

 CHAPTER –VI

6.1 FINDINGS OF THE STUDY

Most of the employees are working more than 10 years. Majority of the employees
are between 30 -40 years and others are below 30 years. More than 86% of the respondents
are satisfied with the job.

Most of the employees are not satisfied with the leave days. Most of respondent feel
that stress level is high in the work they do. Nearly 48% of the respondents have health
problem. Majority of the respondents are not satisfied with the wage.

It is inferred that there is a poor relationship between management and employees.

Most of the employees are absent during A shift. Most of the respondents are satisfied with
the fringe benefits given to them. The respondents are satisfied with the working condition.

Majority of the respondents are comfortable with the leadership. There is no

association between working condition and absenteeism. There is no association between
working condition and health problem
6.2 SUGGESIONS AND RECOMMENDATION

• Most of the employees are not satisfied with the wage level. The company can increase
the salary to make the employee more committed to the organization. Increase in the pay
scale of the employees based on the performance may motivate them to a higher level.
• From the data analysis we infer that stress level in the job is also more. So this may be
reduced to avoid absenteeism.
• The workers are not satisfied with the leave days. So the company can concentrate on the
leave days to avoid absenteeism.
• The employees are not satisfied with the ESI benefits because of much formality.
 CHAPTER –VII
CONCLUSION

The study on cause of employee absenteeism in PONDS EXPORTS LIMITED in

Puducherry tells that the insufficient leave days and low wage are the main organization factors
which affect the cause of absenteeism.

The company can concentrate on better salary increment and less stress in work to
avoid absenteeism in the organization. The smooth running of the organization is in the hands
of employees. So the employers have to concentrate more on their employees and their
satisfaction. This will reduce the employee absenteeism in the organization.

The companies have to give priority for employees’ suggestions and opinions.
The organization commitment will reduce absenteeism among employees.
 CHAPTER- VIII

8.1 LIMITATION OF THE STUDY

• The time period of the study is very short, so elaborate study was not made.

• Only certain factors are considered in this study to find the cause of absenteeism.

• The conclusions and suggestions were formed based on employee’s spot response.

• Some false information may be given by the employee

8.2 SCOPE FOR FURTHER STUDY

• The sample size taken for this study is only 50, it can be extended to a larger sample

• The study can be done by considering some other factors to find the cause of

absenteeism.

• This study can be used to measure the satisfaction level of employee.

 APPENDICES
ANNEXURE-1
QUESTIONNAIRE

NAME (OPTIONAL)
1. Grade:
(a) W1 (b) W2 (c) W3 (d) W4

2. Experience in years:
(a) 1-5 Yrs. (b) 5-10 Yrs. (c) 10-15 Yrs. (d) Above 15 Yrs.

3. Age in years:
(a) Below 30 Yrs. (b) 30-40 Yrs. (c) 40-50 Yrs.

4. Qualification:
(a) 8th Std (b) 10th Std (c) 12th Std (d) Degree & Above

5. Monthly gross income:

(a) Less than 5K (b) 5K-6K (c) 6K-7K (d) 7K-8K (e) 9K – Above
6. Sex:
MALE FEMALE

7. Marital status:

MARRIED UNMARRIED
8. Size of the family:
(a) 2 (b) 3 (c) 4 (d) 5 (e) Above 5
OPINIONS:
1. Rate your level of Satisfaction in your Job.
(a) Highly Satisfied (b) Satisfied (c) Ok (d) Dissatisfied (e) Highly Dissatisfied

2. How many days allowed taking leave with permission_______________.

3. What is your opinion on leave if all kinds (AL, CL, SL) provided by the company.
(a) Highly Satisfied (b) Satisfied (c) Neutral (d) Dissatisfied (e) Highly Dissatisfied

4. What is the stress level of your Job.

(a) Very high (b) High (c) Neutral (d) Low (e) Very low.

5. Are you facing any Health / Safety problems in your work place.
(a)Yes (b) No
If yes define few: _________________________________________.
 6. What is your response to the fringe benefits offered by the company.
(a) Highly Satisfied (b) Satisfied (c) Neutral (d) Dissatisfied (e) Highly Dissatisfied

7. Is there any opportunity given for career advancement?

(a) Yes (b) No

8. Is the Leadership style is Satisfactory.

(a) Yes (b) No

9. Is they provide any employee development / assistance program.

(a) Yes (b) No

10. If the Salary / Wages given to you is sufficient.

(a) Yes (b) No

11. Do you have the habit of taking leave after Salary day?
(a) Yes (b) No

12. Is working conditions are favorable to you.

(a) Yes (b) No

13. Which Quarter of the year you remain absent on the job.
(a) January-April (b) May-August (c) September-December

14. In which Shift you will be absent frequently.

(a) A Shift (b) B Shift (c) General Shift

15. In which session you will be absent.

(a) Forenoon (b) Afternoon

16. Is the Infra-Structure Satisfactory.

Highly
Highly
Satisfied Neutral Dissatisfied Dissatisfied
Satisfied

Lighting
Ventilation
Cleanliness

RANKING:

17. Rank the following factors which influence you the most to be absenting from the work.
(Most important reason rank 1st & so on)
 a) Health Reason
b) Family Problems
c) Poor relationship with Superiors
d) Lack of motivation in the work
e) Insufficient Salary.
f) Poor relationship with Co-Workers
g) Lack of Transport facilities

If Any other Specify _______________________.

 ANNEXURE-2
BIBLIOGRAPHY

BOOKS

1. Kothari C.R., Research methodology, published by Tata Mc Graw-Hill Publishing Company

Ltd., 13th Edition, 1982.
2. Gupta, S.P., and Gupta, M.P., Business Statistics, Published by Sultan Chand & Sons, 7th
Edition, 1989.
3. Personnel Management by C.B.Mamoria & S.V.Gankar, Published by Himalaya Publishing
House.