EMPLOYEE ABSENTEESIM IN IT INDUSTRIES

A summer Assignment Project submitted in partial fulfillment of the requirement for the degree of
Bachelor’s Degree in Business Administration (BBA)
OF

AMITY UNIVERSITY

BY

Divya Raghuvanshi
(Registration No: A30306419031)
Batch: 2019-22

Under the guidance of

Prof. Dr. R. Lathangi

AMITY GLOBAL BUSINESS SCHOOL BANGALORE

372 Saint Johns Hospital Road, Santhosapuram, Koramangala 3 Block, Koramangala,
Bengaluru, Karnataka 560034

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 DECLARATION

I hereby declare that the Summer Assignment Project report titled "Employee Absenteeism
in IT Industries" submitted by me, Divya Raghuvanshi, A30306419031 in partial fulfilment of
the award of a Bachelor's Degree in Business Administration by Amity University is genuine
and original research conducted by me.

Place:- Amity Global Business School, Bangalore. Name of student): Divya Raghuvanshi
(Reg. No. ): A30306419031
(Batch): 2019-22

Date:

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 ACKNOWLEDGEMENT

There is a driving force that motivates and inspires everyone who achieves success. When I
say that I have various sources of inspiration, I consider myself fortunate. In this phase of
the project, I'd want to thank each of them individually.

First and foremost, I'd want to express my sincere gratitude to Prof. Dr. R. Lathangi, who has
served as a mentor, guide, and teacher to me throughout my first year of college. I was
lucky enough to be able to study under her and get a great deal of knowledge. She had faith
in me and hoped for nothing less than the best from me. She is to blame for the high degree
of excellence in my job that I have now.

Second, I'd want to express my gratitude to Amity, Bangalore, for providing me with the
opportunity to work and gain significant experience in a private limited firm through an
Organizational Study.

I am eternally grateful to God for providing me with parents who have supported me
through thick and thin. They have always encouraged, inspired, and guided me, showing me
what is right and wrong, and instilling in me the value of logic. If it hadn't been for my
parents, I would not be who I am today. These persons are responsible for the success of my
project report.
(sign)
(Name of student): Divya Raghuvanshi
(Reg. No.): A30306419031

(Batch): 2019-22

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 Sr. No. TOPIC Page No.

1. Introduction 5.

2. Literature Review 23.

3. Research methodology 27

4. Data Interpretation and analysis 30.

5. Findings and conclusion 53.

6. Bibliography 57.

7. Annexure 59.

TABLE OF CONTENTS
CHAPTER 1
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 1. INTRODUCTION
Absenteeism is every manager's worst nightmare, and organisations should calculate the cost
of absenteeism on a regular basis so that managers can analyse the severity of the problem
and its influence on earnings using the most up-to-date data (Grobler, Warnich, Carrell,
Elbert, and Hatfield) (2006, p.123). To successfully regulate and manage absenteeism at
work, it is critical to define absenteeism correctly, distinguish between different types of
absenteeism (Nel, Werner, Haasbroek, Poisat, Sono, and Schultz 2008, p581), and consider
the direct and indirect costs associated with absenteeism (Nel, Werner, Haasbroek, Poisat,
Sono, and Schultz 2008, p58 (Levy 2006, p.321). Employees are required by their
employment contract and/or common law responsibilities to attend work on a regular and
consistent basis. There is a lot of absenteeism at work.

When employees fail to show up for work, this is known as absenteeism. Although
absenteeism is generally bad for business, there are situations when not having an employee
show up is preferable to having them there; consider the possibly devastating consequences
of having a sick or tired pilot or surgeon perform their duties. Employees describe a variety
of reasons for their short-term absences, including car trouble or needing to testify in court.
Before approving an excuse, supervisors must verify its legitimacy. The absence policy must
specify what constitutes allowed absence, and supervisors must adhere to the policy when
granting such time off.

ABSENTEEISM

Absenteeism, according to Swarnalatha and Sureshkrishna (2013, p.1), is defined as "failure

to report to work," and employees who are regularly or habitually absent from work
constitute a threat to the organisation and turn it into a "deviant workplace." Absenteeism,
according to Senel & Senel (2012, p.1144), is defined as "an employee's failure to show up
for scheduled work." They describe absenteeism as any case in which an employee chooses
not to come to work for any reason other than illness or other documented grounds of
absence.

Absenteeism as defined above does not include absences from work that are planned or
allowed in advance and are not as disruptive as those that occur unexpectedly. Absences from
work that are planned allow management to establish and implement contingency plans ahead
of time. It's critical to distinguish between authorized absences (planned and managed
absenteeism) and unscheduled absences, which are unexpected in terms of duration and
individual involved — unplanned, disruptive, and costly absenteeism. This form of
absenteeism is so despised that it's commonly referred to as 'culpable absenteeism,' implying
that an employee who is absent without authorization for causes that are within his control is
to blame. Excessive permitted absence, according to Nel et al. (2008), reflects a permissive
organizational culture in which employees are inclined to misuse the high degree of
flexibility. A good example is delinquent sick leave. If an employee calls in ill frequently
immediately before or after a weekend, long weekend, or public holiday, his supervisor or
manager should be alerted. In the workplace, there is a lot of absence.

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Medical illnesses presenting with such frequency and reliability at these times, according to
Levy (2006), is at the very least questionable. An employer can tell the difference between
real sick leave cases and sick leave abuse by looking at an employee's absence record.
Delinquent sick leave follows a predictable, repeatable pattern, typically on the same days of
the week, whereas genuine illnesses strike at random and last for extended periods of time.
Despite the ease with which apparent abuse of sick leave can be identified and dealt with
(Levy 2006), it is a pervasive and pervasive organizational sickness. In a survey on sick leave
misuse conducted in the United Kingdom, 40% of respondents acknowledged to using sick
leave when they were not sick at some point. 7 percent of the 40 percent said they engaged in
such behavior frequently or all of the time (Levy, 2006). It's not easy to calculate the cost of
absenteeism. Smanjak estimated that unscheduled absenteeism among hourly-paid workers in
the United States was over 9% in 2008. (Smanjak, 2008). This indicates that nearly one out of
every ten employees is not at work when they are supposed to be. In a recent study, Smanjak
(2008) discovered that the average annual direct cost of unscheduled absence to US
companies is USD789 per employee. Organizations that rely heavily on assembly-line
production are vulnerable to disruption from above-average absenteeism rates (greater than
3%), according to Robbins and Judge (2004, p.28), because the direct and indirect costs
associated with absenteeism will eventually result in delayed decision-making, strained
customer relations due to poor product quality, and late deliveries. They emphasize the
importance of having rules and practices in place to avoid absenteeism from becoming a
burden and causing organizations to become dysfunctional. Absenteeism as a culture must be
aggressively discouraged.

The two fundamental causes of employee absenteeism, according to Grobler and colleagues'
process model on the major impacts of absenteeism, are an employee's attendance motivation
on the one hand, and ability to attend on the other (Grobler et al. 2006, p.124). Personal,
attitudinal, and organizational factors are listed by Kaman (1995, p.133) as three distinct but
strongly linked variables that play a large impact in absenteeism. Gender, age, and
occupational position are the most important personal variables in terms of employee
absences. According to Schultz and Schultz (2006), younger workers are substantially more
likely than their older colleagues to take unpaid absence. Younger employees have greater
absenteeism rates, according to Kaman (1995, p.238), but as they approach middle age, the
rate lowers; Kaman adds that the second rise in absenteeism rates may occur after the age of
50, due to an increase in debilitating diseases from this age onward. Dissatisfaction with work
is a primary driver of employee absenteeism, according to attitude characteristics. An
employee may have certain expectations concerning the application and development of his
abilities, as well as obtaining respect and equal treatment, according to Nel et al., (2008). If
these expectations are not realized, the employee may take advantage of sick leave as a
means of obtaining a brief break from work (Nel et al., 2006). A poor job-person fit is also
mentioned by Nel et al. as a source of discontent that might lead to absence. Kaman's third
variable concerns organizational characteristics; for example, a permissive organizational
culture may encourage employee absence (Nel et al., 2006). In this regard, the size of the
work unit is critical: as it grows, so does absenteeism, and vice versa (Kaman, 1995, p.239).
In the workplace, there is a lot of absence.

Absenteeism is measured in a variety of ways.

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When an organization measures the level of absenteeism among its employees, it may assess
the scope and nature of the problem and take necessary corrective action. The total work time
missed due to absenteeism and the frequency of absence are two regularly used approaches
for assessing absenteeism. The percentage of contracted working time available (in days or
hours) that has been lost owing to absence is calculated using the time loss technique (Nel et
al. 2001). The average number of absence events per employee is expressed as a percentage
in the absence frequency approach for reporting absence data. It determines the distribution
of absences among employees and is a stronger predictor of short-term absence than the time
lost approach.

Any absence, regardless of duration, is referred to as a "absence episode." A higher absence

incident rate indicates that absences are shorter in duration and thus more disruptive to the
organisation, because it is easier and less expensive to make contingency plans when an
employee will be absent for a longer period of time than it is to deal with short unexpected
absences.

Absenteeism's Effects

Absenteeism among manual workers, according to the Confederation of British Industry

(CBI), causes production delays, lower quality levels, workflow interruption, low morale, and
overall unhappiness, all of which lead to lower productivity. According to Goodman and
Atkin (1994), replacing an absent worker with a less trained employee from within or outside
the business results in poorer productivity, disciplinary action, and an increase in workplace
accidents, among other negative repercussions. According to Robbins and Judge (2004, p.28),
absenteeism can have both negative and positive consequences for a business.
Goodman and Atkin (1994, p.279) support this approach, claiming that influence is
contingent on the constituency in question. While Coughlan (2004) does not mention any
positive outcomes associated with absenteeism, she agrees that the effects are multifaceted,
emphasising that they are not limited to production losses or inferior outputs – which could
eventually lead to a potential loss of clients – but also affect an absentee's coworkers and
managers immediately. According to respondents, every episode of absence affects everyone
who works with an absent employee, from coworkers to supervisors and departmental
managers (McHugh, 2001). There is a lot of absenteeism at work.

Respondents regularly stated that coworkers who were obliged to cover for absent colleagues
felt more strain and stress. Furthermore, workers who have been missing from work will
return to a heavier task, which will put them under more stress, making them more likely to
miss work again (McHugh 2001). Similar outcomes have been reported in studies on the
influence of absence in educational settings. According to Arnell and Brown, the colleagues
of an absent teacher "tend to feel more burdened, because they may have to plan for the
teacher who is gone" (2012, p.172). In addition, "substitute teachers do not always match up
to the regular classroom teacher's routine and techniques to urge students to study," resulting
in lower student motivation and morale, as well as poor performance. Given the foregoing, it
is clear that absenteeism has a significant impact on the individual, his or her coworkers,
management, the organization as a whole, and even the community at large.

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Absenteeism: Causes and Consequences

Excessive non-attendance or regular lateness on the part of an employee can reveal a lot
about both the employee and the company, so it's always worth looking into. While
individuals may have genuine reasons for being absent from work, such as illness or personal
issues, the organization's actions or inaction may inadvertently encourage this behavior. A
number of factors have been identified as contributing to absenteeism:

1. Family responsibilities:- According to Vloebergs (2002), research has indicated that

today's employees seem to value the quality of their lives more than the amount of money
they earn. People seek more control over their work lives and to give their non-work lives
more meaning. Family obligations, particularly for women, may hinder them from working;
for example, they may need to get their children ready for school in the morning or care for
them when they are sick. As a result, balancing work and family life must be a top
managerial priority. Different approaches, such as flextime, telecommuting, offering
childcare centers within the organization, or allowing parents to work from home, may be
devised by organizations to achieve this. Teachers, on the other hand, cannot work from
home since they need to contact with their students.

2. Pregnancy and maternity leave:- Pregnant women may miss work to attend routine
medical check-ups, whilst maternity leave allows new moms to take relatively extensive
breaks from work. Botswana's education policy allows for a twelve-week maternity leave.
Paternity leave, on the other hand, is not recognized in Botswana's educational system or
labor rules.

3. Minor illnesses:- Ailments like colds, flu, and headaches might cause employees to
leave work in order to seek medical assistance.

4. Acute medical conditions:- Serious medical diseases such as HIV/AIDS, cancer,

stroke, and heart attack may necessitate adherence to a tight medical regimen, such as regular
check-ups or the use of medicine with devastating side effects that may prevent them from
working.

5. Injuries:- Whether injuries occur at work or elsewhere, employees may be unable to

execute their customary responsibilities or even go to work.

6. Stress: - Teaching has been labelled as a highly demanding occupation by many

researchers (Al-fudail & Mellar 2008). Teachers' job satisfaction is heavily influenced by
stress caused by bad working conditions, such as inadequate classrooms or equipment, and
the (perceived or real) threat of physical assault to their people, according to Liu and Ramsey
(2008). According to the study, insufficient time planning and preparation, as well as a hefty
teaching load, limit the satisfaction that educators may otherwise derive from their work. The
problem is exacerbated by demands from administrators, coworkers, students, and parents, as
well as a failure to recognize kids' achievements (Greenglass & Burke, 2003).

7. Burnout and fatigue:- According to Maslach (2003), burnout is a psychological

phenomena that might include persistent responses and stress-related concerns in the

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workplace. It is thus conceptualized and linked to long-term work-related stress in employees
who have direct interaction with others from various portfolios or other sources. It could also
be the result of persistent work overload or working long hours without taking a break.
Employees in understaffed organizations are more likely to experience burnout.

8. Conditions caused by alcohol or drugs:- Seeing an alcoholic at work might be

difficult. Because early indicators of alcoholism, such as regular tardiness, are typically
linked to other concerns, such as absenteeism, they may necessitate the assistance of a
medical professional. Employees who habitually overindulge or are addicted to drugs may
experience incapacitating hangovers that prevent them from returning to work, or they may
prefer to avoid having their problem found by staying away from work and using sick leave
as a last resort. Alcohol and drug addiction are serious problems, and firms should have a
comprehensive written substance misuse policy in place to successfully handle them (Nel et
al. 2006, p.295).

9. Bad weather and transport problems:- Extreme weather conditions, such as floods or
heavy snow, can cause roads to become inaccessible or lock people in their houses, making it
impossible for them to get to work. Employees may be unable to work due to unreliable
transportation or strikes in the public transportation system.

10. Accumulated Leave:- Teachers may only use their accumulated leave during school
breaks, unless they are granted leave under unusual circumstances or owing to extenuating
circumstances, in which case they may be granted leave during the school year.

Risk Assessment for Absenteeism

Absenteeism is a problem that management must handle and control because, if not, it will
result in unprecedented events such as dangers in the organization. A thorough examination
of the variables that cause employees to abandon their jobs should be conducted. Risk
analysis, according to Fraser and Simkins (2010), is a tool that may be used to create a
picture of a risk and provide the required information to the manager about that risk. The
decision maker can then determine what plan of action to follow to mitigate the risks after
gathering sufficient information about the risk. Risk analysis might rely on mathematical

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computations such as statistics to provide a clear understanding, or it can simply be a
qualitative study based on careful accumulation of existing literature on a specific risk.
Decision-making studies, for example, can provide managers with estimations and
projections, allowing them to take measured risks (Fraser and Simkins 2010). Repeated
events and patterns, such as absenteeism, can be useful in identifying hazards that can be
mitigated. Absenteeism is an example of a risk analysis that operates on the notion of cause
analyses, in which the source of a reaction to a given situation is researched and restrained.

1.5 OBJECTIVES

The audit's goal was to see if the government has systems and processes in place to
effectively manage absenteeism in the Civil Service. We devised five criteria to help us
determine whether the goal was met. These five criteria are used to organise this report.

It is the Commonwealth's goal that all state employees who suffer a work-related injury or
disease receive benefits under the Virginia Workers' Compensation Act (referred to as
"WCA" in this policy), and that covered employees participating in the Traditional Sick
Leave Program who are entitled to WCA benefits are also eligible for supplemental benefits
provided by the Commonwealth.

This article will provide businesses with a set of principles for creating an employee absence
policy. This programme will be built on the principle of treating all employees equally and
fairly. Policy that must be followed consistently and in a timely manner for the benefit of
both the employee and the firm.

 To determine the socioeconomic background of absenteeism;

 To determine the extent to which personal factors contribute to absenteeism.
 To determine the extent to which a worker's financial background contributes to absenteeism.
 To the exclusion of the influence of other factors that contribute to absenteeism.
 To determine the rate of absence among employees, taking into account those absenteeism
variables that are within management's control.

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1.6 SCOPE

The scope of this study will be limited to US-based businesses, sources, and publications.
This problem does not necessitate the use of extra international data from other countries.
The many sorts of absenteeism, the motivation for such absence, and corrective steps meant
to reduce such acts in the future will all be discussed in this paper.

Absenteeism is a worldwide issue. The study focuses on permanent employees and includes
11 of the most important characteristics of absenteeism.

The focus of our investigation was limited to the management of absenteeism in the New
Brunswick Civil Service. The Civil Service employs roughly 10,400 people and includes all
government departments specified in the Civil Service Act's Regulation 93-137. Employees
of Regional Health Authorities and District Education Councils were not included in our
scope. Through, we looked at how sick leave is managed.

 a survey of 52 recently hired civil servants, and

 documentation reviews and interview switch directors, managers and staff in the
 Office of Human Resources, and
 Departments of
 Transportation
 Health and Wellness, and
 Family and Community Services.

1.7 REASONS FOR SELECTING THIS PROJECT

I had studied Industrial Relations as part of my BBA. Absenteeism was one of the topics I
learned in this class. After researching this topic, I'd like to apply what I've learned and try to
figure out what causes absenteeism. It appeared to be a straightforward assignment at first,
but it was only after I began working on it that I realised its true significance. It is frequently
easier for businesses to make arrangements to cover employees who will be absent for
extended periods of time. Employees taking unusually long vacations, on the other hand, can
have an instant impact. If left unchecked, this type of absence might send out the incorrect
signals to co-workers, who may be forced to cover for employees who are absent in some

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jobs. If employers do nothing, a "bugging turn" mentality may develop. When employees
work in customer-facing roles or on production lines, frequent absences can have major
consequences. The impact of absence may be felt most acutely, and the urge to find cover
quickly may be critical.

1.8 COMPANY PROFILE

1.8.1 ABOUT THE COMPANY

THE TWENTIETH-CENTURY INFOWAY Aims to leverage the power of information

technology to provide comprehensive solutions to all of its customers. Enterprise Apparels &
Textiles (ERP, CRM, and SCM Solutions), E Commerce Solutions (B2B & B2C Portals),
Developmental Services, GPS & GIS Solutions, IT Enabled Services, Off-Shore Services,
and 21st CENTURY INFOWAY Info soft provides a wide range of highly innovative
software solutions and services in a variety of IT segments, including Enterprise Apparels &
Textiles (ERP, CRM, and SCM Solutions).

21st CENTURY INFOWAY has over 1000 man-years of software development experience
and has been in the information technology area for over 10 years. With clients in a variety of
nations throughout the world, 21st CENTURY INFOWAY has mastered the process of
effective project management, which comprises Case Study, Documentation, Quality
Control, Time Management, and Customer Support. 21st CENTURY INFOWAY has formed
strategic alliances with industry leaders and built long-term partnerships with its clients and
partners.

The mission of 21st CENTURY INFOWAY is to ensure that its most advanced Apparel and
Textile enterprise product lines are able to reach worldwide markets and to develop unique,
world-class software solutions that meet international quality requirements.

1.8.2 EXPERTISE IN KEY AREAS

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In our primary functional areas of: we've established a benchmark for excellent solutions and
dependable performance.

 Concept based Web design and development

 Web promotion (Search Engine Optimization)
 Software application development ( web based application and client desktop)
 Logo design , Brochure design
 High Quality Content Writing
 Work Flow Applications
 ERP implementation

1.8.3 OUR TEAM

Our company is made up of a diverse group of professionals, each specialising in a different

area, such as design, development, animation, application development, copywriting, or SEO.
We can create comprehensive, scalable, and resilient solutions with the best cost/performance
ratio thanks to their skill and expertise in the latest web technologies. Our crew is extremely
well-coordinated and, most importantly, dedicated to the client. They deliver amazing real-
time client service.

OUR CLIENT RELATIONSHIPS

We've worked with clients throughout the United States, the United Kingdom, Europe,
Southeast Asia, and the Middle East. We've created eye-catching, professional websites for
hundreds of businesses, putting them ahead of their competition in the sector.

OUR GUARANTEE

We have unrivalled business and technological experience as a result of completing several

projects. Each solution we give is based on our experience and understanding. Each job is
approached as a task, requiring complete dedication, tenacity, and, most importantly, the
passion and emotion required to support a decent website design or perform top-notch online
promotion. We have the ability to turn your craziest fantasies become reality.

OUR ASSISTANCE

Our Development Team does an automatic quality analysis for each component individually
as well as for the entire project. Client feedback is necessary on a regular basis. Software is
tested with the client in mind, as well as his or her approval. All testing is completed prior to
the launch of the product. The best ranking is then achieved through the usage of specialised
SEO tactics. Then there is monitoring, which includes noting all triumphs and failures. The
achievements are chosen, while the reasons of failures are eliminated. Monitoring ensures
that the product runs smoothly. Aside from these considerations, we also bear in mind a
success fund, which is not entirely technical but aids in the development of a pleasant and
successful product.

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• Systematic and straightforward so that clients may quickly comprehend the required
information.

• We employ all of the latest and finest technologies to create magic and make any complex
product shows a success.

• Our teams are dedicated to their work, therefore they create beautiful software that achieves
success. As a result, they give it their all in order to make the Software the most successful.

THE TWENTIETH CENTURY INFOWAY's IT group is a professional software

development firm based in Palakkad, Kerala, that creates custom software solutions. We are
experts in core knowledge consulting. Our software experience spans several years, and we
have competence in a variety of verticals and disciplines. Our software is designed to meet
the needs of our customers, using costing models that are flexible. We can reengineer existing
product software with current technology solutions for our customers. We use a combination
of development approaches to guarantee that the correct tools are used to meet the needs of
the business. We ensure privacy and confidentiality in the projects we conduct for our clients
as experts with good business ethics. To ensure that our products deliver the highest
satisfaction to the client, we communicate properly and smoothly with all relevant people.
From our base in Palakkad, Kerala, we provide offshore software development, software
application development, outsourced software development, custom software development,
and.Net and VB.NET development.

1.8.4 TRACKING SYSTEM FOR VEHICLES USING GPS

21st CENTURY INFOWAY offers a comprehensive system for tracking and monitoring
vehicles, assets, and even individuals. Our solution uses GPS technology, which is coupled
with GSM/GPRS communication networks, to allow you manage multiple cars and
consignments across multiple locations in real time, with precision and reliability. The GPS
tracking device is installed in the car and sends the GPS location information, as well as other
vehicle data, to a central server at regular intervals. Fuel quantity, altitude, reverse geocoding,
cut off Engine, switch off ignition, battery status, GSM area code/cell code decoded, number
of GPS satellites in view, and much more may be found in the other vehicle information. The
final capability of the tracking system is determined by the capabilities of these devices.

VISION

The aim of 21st CENTURY INFOWAY is to empower people with outstanding software at
any time, on any device. 21st CENTURY INFOWAY seeks to provide innovative products
and services that satisfy our customers' increasing demands as an emerging software
company for personal and corporate computing.

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At the same time, we recognize that long-term success requires more than just developing
outstanding goods; it also requires delivering the appropriate solutions at the right time by
properly understanding client demands.

MISSION

Our objective is to provide the greatest software solutions for our customers' needs, correct
hardware solutions, and excellent customer service by combining cutting-edge technology
with best practices and processes to provide high-quality, cost-effective, and user-friendly
products on time.

1.9 INDUSTRY PROFILE

India's Information Technology (IT) industry has been instrumental in putting the country on
the global map. India's IT industry has been one of the most important contributors to the
country's economic progress. India's image has been transformed from a slow-moving
bureaucratic economy to a land of innovative entrepreneurs and a worldwide player in
offering world-class technological solutions and commercial services, thanks to the sector.
India's transformation from a rural and agriculture-based economy to a knowledge-based
economy has been aided by the industry.

Access to information at gigabit speeds is now possible because to advances in information

technology. It has had a significant impact on the lives of millions of impoverished,
marginalized individuals who live in rural and remote areas. With the advent of e-government
initiatives such as e-health, e-education, and e-agriculture, the internet has ushered in
revolutionary changes. It only takes a few mouse clicks to file income tax returns, apply for
passports online, or purchase railway e-tickets now. India's IT potential is steadily improving
in terms of global competitiveness, defense capabilities, and addressing energy and
environmental concerns, among other things.

In FY2011, India's IT-Its business generated sales of USD 88.1 billion while directly
employing over 2.5 million people, with the main focus on boosting technology use and
building new delivery platforms. Export revenues (including hardware) was USD 59.4 billion
in FY2011, compared to USD 28.8 billion in domestic revenues (including hardware).

1.9.1 FINANCIAL ASSISTANCE

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While the underlying trend of 2010 was a slow rebound from recession, global spending on
IT products and services surged dramatically in 2011 as a result of the quicker recovery in
emerging markets. With a significant increase in the usage of private and public cloud
computing, as well as mobile computing on a number of devices and through a variety of new
software applications, India's growth in 2011 reflected new demand for IT goods and
services.

The IT sector's high FDI influx is projected to continue in the future years. In recent years,
massive FDI inflows into India's IT industry have bolstered not only the industry but the
whole Indian economy. According to the latest data issued by the Department of Industrial
Policy and Promotion, foreign direct investment (FDI) inflow increased by more than 100%
to US$ 4.66 billion in May 2011, up from US$ 2.21 billion a year before (DIPP). This
month's inflow is the greatest in 39 months.

Induction of foreign technology is supported through both FDI and foreign technology
collaboration agreements. India invites investors in the field of information technology. India
has become a more investor-friendly platform as policies and procedures have become more
transparent. A foreign business can own up to 100 percent of an Indian corporation.

1.10 RESEARCH AND DEVELOPMENT

A weighted deduction of 150 percent of expenditure incurred on in-house R&D is introduced

under the Income Tax Act to stimulate research and development in the country and promote
start-ups focusing on technology and innovation. In addition to the present financing
programmed, new schemes such as Support International Patent Protection in Electronics and
IT (SIP-EIT) and Multiplier Grants Scheme have been established to fund diverse R&D
initiatives (MGS).

The government has begun the process of establishing an Open Technology Center through
the National Informatics Center (NIC), with the goal of providing effective direction to the
country in the areas of Open Source Solutions (OSS), Open Standards, Open Processes, Open
Hardware specifications, and Open Courseware. This programmed will serve as a National

16
Knowledge Facility, bringing together the various aspects of Open Technology around the
world.

1.11 REGULATIONS

Liberalization of external trade, elimination of duties on information technology imports,

relaxation of controls on both inward and outward investments and foreign exchange, and
fiscal measures taken by the government of India and individual state governments
specifically for IT and ITES have all been major contributory factors in the sector's
flourishing in India and the country's ability to acquire a dominant position following the
1991 economic reforms. Export Oriented Units (EOUs), Software Technology Parks (STPs),
and Special Economic Zones (SEZs) have all received considerable tax breaks from the
Indian government (SEZ)

1.12 CHALLENGES

Cyber security and quality management are two key challenges in today's digital world. To
address these concerns in today's global IT environment, an increasing number of Indian IT-
BPO companies have begun to prioritise quality by adopting international standards such as
ISO 9001 (for quality management) and ISO 27000 (for information security management)
(for Information Security). India's centres now hold the distinction for having received the
most quality certifications of any country.

India aspires to become a fully developed and empowered society by 2020. However, in
order to attain this level of success, the industry must continue to reinvent itself and go the
extra mile, utilizing innovative business models, global delivery, collaborations, and change.
To secure the future growth of India's IT-ITeS sector, all players will need to work together.
To maintain the momentum, we will need to rise to the new challenges and devote our efforts
to providing more and more end-to-end solutions to our clients.

India is now one of the world's largest IT capitals, with all of the key firms in the global IT
sector present. HCL, Wipro, Infosys, and TCS are just a few of India's well-known IT firms.

1.13 FUTURE PROSPECTS

17
Globalization has had a significant impact on the Information Technology industry in India.
Manufacturing, communications, insurance, banking, finance, and, most recently, retail have
been the sector's major drivers over the years. However, it is becoming increasingly evident
that the verticals of climate change, mobile apps, healthcare, energy efficiency, and
sustainable energy will drive future IT and IT enabled service growth. As more and more
service providers, both domestic and international, target new sectors and deliver low-cost,
flexible solutions to clients, the Indian IT industry will experience a considerable increase in
share of technology spend soon.

According to NASSCOM, the IT sector is predicted to produce revenues of USD 130 billion
by 2015, having a transformative impact on the broader economy. IT spending is predicted to
rise significantly in verticals such as automotive and healthcare, while the government will
continue to be a key spender due to its focus on e-governance.

However, in order to attain this level of success, the industry must continue to reinvent itself
and go the extra mile, utilizing innovative business models, global delivery, collaborations,
and change. To secure the future growth of India's IT-ITeS sector, all players will need to
work together. To maintain the momentum, we will need to rise to the new challenges and
devote our efforts to providing more and more end-to-end solutions to our clients.

1.14 THE INDUSTRY'S CURRENT STATE

Because of inventive new product and service applications (apps), hardware platforms,
distribution mechanisms, and developing worldwide markets, the software business continues
to evolve at a rapid pace. Today's industry is dominated by four major trends:

1. Product Development and Innovation

The first trend is the rapid pace of invention and product creation, which is resulting in a slew
of new software applications, services, and platforms. The most apparent of these is the
growth of SaaS (Software as a Service), which began with standardized off-the-shelf, bundled
applications but has since evolved into bespoke software tailored to a company's specific
needs. Many businesses believe that SaaS apps offer a lower total cost of ownership,
potentially decreasing the requirement for in-house IT professionals to manage the
applications. PaaS (Platform as a Service) is a SaaS version in which customers or third-party

18
software companies connect their own apps to a SaaS platform (e.g., Salesforce
AppExchange).

2. Apps for mobile devices

The second trend is the rapidly growing sector of mobile apps, which is being fueled by a
slew of new platforms and widely available low-cost devices such as smartphones and tablet
computers. Because of their ease of use and constant availability, mobile apps are becoming
increasingly popular among businesses and consumers. Even major IT businesses are
incorporating mobile apps to boost productivity within their operations.

ERP SYSTEMS
The once-burgeoning market for enterprise resource planning (ERP) software has given way
to software that helps businesses make money, such as customer relationship management
(CRM) and supply chain management software, in the previous five years. By combining
back-office processes such as accounting, distribution, and human resources, ERP software
helps businesses save money.
3. Mergers and Acquisitions (M&As)

The third industry trend is an increase in mergers and acquisitions (M&As). However, many
of today's M&As are geared on vertical integration between hardware and software
companies, which makes them stand out. In certain circumstances, such as HP's recent
announcement of its purchase of Autonomy, it is a hardware company that acquires a
software company. In some circumstances, such as Oracle's purchase of Sun, the opposite is
true. As organizations re-architect themselves to become "providers of entire solutions" for
their clients, such mergers and acquisitions are pushing transformation in the software sector.

4. Expanding and New Markets

The fourth trend is the rapid emergence of new software developers who enter the market and
quickly establish a completely new playing field. As in the dot-com era, a number of startup
companies have achieved huge success by first making a major splash with a single
application, such as game maker Zynga's popular Farmville game, and then building on that
success. This is a road that social media firms have taken as well. These developers

19
frequently motivate established organizations to compete with them, as well as new upstarts
to enter the market, resulting in a virtual cycle of growth and innovation.

1.15 THE SOFTWARE INDUSTRY'S MAJOR RISKS

The following significant dangers come from the current status of the software industry:

1. Competitors in the SaaS Industry

Traditional software developers face a major threat from the shift to on-demand software.
SaaS companies are taking on many duties that were previously handled by off-the-shelf
software as a result of the shift to online (cloud) applications and data storage. It'll be
interesting to see how quickly they break into the market. Customer relationship management
(CRM) and human capital management (HCM) services have been widely penetrated by
SaaS apps, but order fulfilment, supply chain, manufacturing, and fundamental financial
functions have been less so. They also have a higher penetration rate in smaller and medium-
sized businesses, as well as smaller divisions or dispersed sites of bigger businesses. SaaS
developers will certainly target additional industries in the future, and their apps will improve
to perform more sophisticated functions; this will force traditional developers to compete or
risk losing their market dominance. While SaaS apps are not yet a silver bullet, they are
gaining popularity among businesses and individuals because they are seen to be less
difficult, more intuitive, and based on platforms that people use on a daily basis, such as
iPods and smart phones.

2. Obsolescence of the Product

Every industry in today's world is subject to technological innovation and severe upheaval.
For quick and intelligent software organizations, new hardware devices, platforms, and
software techniques can result in economic opportunities. They do, however, hasten the
obsolescence of a software company's products if it allows its previous triumphs to blind it to
change. To mitigate this risk, businesses must keep an eye on market trends and forecast
where the industry is headed. They must make large R&D investments in order to improve
their own technologies and have a better understanding of their consumers' needs. However,
given the duration of the development lifecycle for cutting-edge technology, this is frequently

20
insufficient protection. Ariba, a renowned sourcing solutions provider, is an example of a
company that foresaw the SaaS wave and today only offers SaaS products.

3. Risks to Privacy and Security

Security and privacy breaches have always been a concern in the software industry. Despite
their best efforts, developers have been unable to prevent hackers from breaking into their
code and gaining illegal access to the data that their applications keep for their customers.
Protecting against privacy and security breaches has become much more difficult in today's
SaaS economy. Even with security promises, SaaS programmed are extremely vulnerable to
penetration and the theft of personal or financial information from employees and customers.
To combat this issue, the United States and most European governments have implemented
rigorous legislation regarding individual privacy rights, as well as punishments for breaches
of confidential personal information, identity theft, and financial data such as credit card
numbers. To prevent this danger, SaaS and other software developers must constantly
improve security procedures to keep one step ahead of those attempting to obtain
unauthorized access to applications.

4. Intellectual Property (IP) Protection

In a society that is increasingly more global, competitive, and prone to piracy, the IP value of
an inventive application has skyrocketed. Not only do software developers need to protect
their investment in engineering, programming, and design costs for their apps, but they also
need to ensure that any ideas, patents, or service marks associated with them may be licenced
for the highest possible financial value. As a result, developers must take numerous efforts to
guarantee that the value they have invested in a project is not squandered due to illicit
sharing, product copying, patent infringement, or counterfeit software manufacturing and
distribution.

5. Pricing Model
No one would have predicted that pricing models would be a danger in the software sector
just two decades ago. However, as firms transition from software developers to solution
providers, pricing models are becoming increasingly complex. As a result, many developers
are switching from a license-based to a subscription-based approach. Another trend we've
noticed is that more businesses are packaging software, services, and maintenance into a

21
single bundle for clients, or completely tailoring a solution for each client. These trends
complicate revenue recognition regulations, requiring the adoption of new accounting
standards and, in some circumstances, harming the financial reputation of organisations that
have gone too far with GAAP rules.
Furthermore, the economic crisis has resulted in severe foreign currency swings, particularly
between the dollar and the euro, which has harmed pricing model stability. This has shown
that the software business is vulnerable to global economic conditions, a danger that will
require further research and new solutions for companies who are increasingly providing
software products and services globally.

CONCLUSION
The study looked In organisations, absenteeism is a measurable problem., and it was found to
be, to a considerable part, a measure of whether or not an employee needs are addressed by
his or her employment. Employees who regard their occupations as unrewarding or failing to
meet their expectations are more likely to miss work. Job satisfaction is influenced by the
nature of the work and the work environment, which leads to time away from work.
Enriching occupations that provide employees with a range of duties might thus generate
higher satisfaction than monotonous employment, encouraging people to show up for work.
Employees are affected by the sort of supervision; a coercive boss will demoralise his
workers. Absenteeism, according to the literature, has terrible consequences for the man, his
coworkers, the company, and its customers. In a school setting, teacher absenteeism not only
has a negative impact on student achievement, but it also puts strain on the absent teacher's
colleagues who must take his responsibilities and demoralises them. It also tends to incline
the absent teacher to become even more absent in order to avoid the stress of the increased
workload that awaits him when he returns. However, there are some inevitable
circumstances, such as sickness, for which businesses must devise better solutions, such as a
doctor on call for their staff. In brief, systematic employee absenteeism is frequently an
indication of job discontent, and understanding the underlying causes, patterns, and
predictions can help to develop effective strategies to address this issue. Additional
quantitative studies are needed in addition to the above study in order to critically examine
the impact of absence in the workplace.

22
 CHAPTER 2
REVIEW OF LITERATURE
Absenteeism is a pattern of missing a responsibility or obligation on a regular basis. Except
for an approved leave of absence, holiday, or vacation time, an absence refers to time when
an employee is not on the job during planned working hours. Employee absenteeism, on the
other hand, is not just an employee issue; it is an organisational problem that affects
everyone.

2.1 Frances Davies Says

Absenteeism can have a significant impact on a company's production. Although the average
American worker takes six days of sick leave per year, this is substantially less than in
Europe, and it has a considerable impact on US staffing resources and productivity.
Companies are experiencing a huge problem as a result of lost output owing to short/long-
term illness and incapacity. Absence management systems that are effective can be the most
effective way to reduce absenteeism.

The Disability Management Employers Coalition's President and CEO, Sharon Kaleta, notes
that "every time an employee is absent from work, the organisation loses productivity"
(DMEC). "While one employee missing work for one or more days may not be a problem,
multiple persons missing work for one or more days might have a substantial financial
impact on the company."

2.2 Trends and seasonality in Absenteeism is a research article written by Ernest B.

Akyeampong. In this research, the author examines when employees are most likely to be
absent. He claims in this research that illness-related absences are extremely seasonal,
peaking in the winter (December to February) and troughing in the summer (June to
August). The high winter incidence is most likely due to the increased prevalence of
infectious infections, particularly colds and influenza. It's possible that the low occurrence
throughout the summer is due to the fact that many employees take vacation during this time.
Due to survey design, persons who become unwell while on vacation are more likely to
indicate "vacation" rather than "illness or disability" as the primary reason for being absent
from work. Part-week absences are around 30% more common in the winter months than the
annual average, and nearly 20% less prevalent in the summer months. In full-week absences,
seasonality is significantly less noticeable.

23
2.3 A National Portrait of Chronic Absenteeism in the Early Grades was written by
Maria José Romero and Young-Sun Lee. He concentrated on the following points in this
paper:

i. How common is the early absenteeism problem?

ii. Is there a link between family income and early absenteeism?
iii. How Does Early Absenteeism Affect Academic Achievement?

2.4 Absenteeism, Health Insurance, and Business Cycles is a research study written by
Morten Nordberg and Knut Red. He intends to see how the economy affects worker
absenteeism, as well as separate the causative effects of business cycle developments on
work-resumption chances for prolonged absence spells, by conditioning on the status of the
business cycle at the time of entry into sick leave.

The author discovers that

i. improvements in the economic cycle result in lower work-resumption rates for absent
workers and greater relapse rates for those who have already returned to work.
ii. That absence can be viewed as a health investment, in the sense that a longer absence
"now" lessens the likelihood of relapse in the future.
iii. When illness benefits are depleted, the rate of job resumption rises, although these
resumptions are typically short-lived.

2.5 "Absenteeism is defined as the ratio of the number of production man-days or shifts lost
to the total number of production scheduled to work," writes C.A. Dakely in 1948.

2.6 Absenteeism is defined by the labor bureau (1962) as the total number of shifts lost due
to absence as a proportion of the total number of man shifts scheduled to work. Similarly,
Hackett J.D (1929) defines it as "the worker's voluntary temporary cessation of labor for not
less than one full working day while his presence is expected by the employer."
"Absenteeism" is defined as "time lost in an industrial institution due to the avoidable or
unavoidable absence of personnel," according to an encyclopedia of social science. The time
wasted due to strikes or tardiness of an hour or two is usually not included.

24
2.7 Although absence from work can be caused by a variety of variables, empirical evidence
supporting the notion that causal factors can be organizational in nature is limited, according
to Knowles (1979). Absence can be seen as one aspect of a larger behavioral issue that
affects entire organizational sub-units. The author proposes that absence, when combined
with other characteristics, could be a useful personnel statistic for identifying areas of
organizational failure. This suggests that if absence levels are to be reduced in situations like
these, the answer should be sought at the organizational level rather than at the individual or
job level.

2.8 Gibert, et cetera (1992) The researchers looked into whether constant exposure to air-
conditioning during working hours has an effect on health. Absenteeism due to illness was
compared in two groups of employees of the French National Electric and Gas Company in
western France, who worked in similar positions and spent the majority of their time in
either air-conditioned workplaces or in the open air. During the two years investigated, no
differences in the incidence, duration, or frequency of medically-related absences were
detected between the two groups. A similar study of absences caused solely by respiratory
illnesses came to the same conclusion. Air conditioning has no significant health effects,
according to one study.

2.9 Chevalier et al. (1993) investigated the health of electricity workers who were exposed
to electromagnetic fields during work. From 1978 to 1993, the French Electricity Company
evaluated two groups of exposed personnel: live line workers (n = 121) and substation
workers (n = 232.7). (EDF). A control group was chosen at random from all non-
management male employees at the organization, with one control for each exposed subject
for the first year of employment. In the exposed and control groups, absenteeism indicators
and fatality rates were calculated and compared. The absence rates in the substation workers
were 1.98 percent compared to 2.5 percent in the control group (p0.001), and in the live-line
workers were 2.7 percent compared to 2.8 percent in the control group (p0.001) (NS).

2.10 In their study, Morrow et al. (1999) discovered a positive link between absenteeism and
voluntary turnover, as well as a negative link between performance and turnover. However,
there is almost no analysis of a putative relationship between these two indicators of
turnover in the turnover research. Company record data from a sample of nonexempt
classified employees within a big regional life insurance company were obtained to test for
such an interaction. Over a two-year period, 113 of the company's 816 employees willingly
25
departed the organisation, according to records. The data on these "leavers" was compared
to a random sample of 113 employees who stayed at the company. The effects of prior
absenteeism were determined using logistic regression rather than standard least-squares
regression.

2.11 In his model of attendance motivation, Nicholson (1977) argues that attendance is
normal behaviour and that the factors that disrupt the regularity of attendance should be
investigated. People's willingness to attend in a given situation is influenced by a variety of
factors such as age, sex, gender, job conditions, group cohesion, and so on.

2.12 In their model of absenteeism, Steers and Rhodes (1978) propose that job satisfaction
and pressure to attend work interact to affect attendance and motivation. Actual attendance
will be determined by both motivation and ability to attend; the fear of losing their job may
put pressure on them to attend. Other factors, of course, play a role in why people disappear.
The nature of their professions, as well as the opportunities for fulfilment and involvement
that they bring, are all important considerations. Workplace standards can be harsh or
lenient, and travel constraints can make it impossible to attend.

2.13 "Absence is a natural and expected feature in every organization," according to IBEC
(1999). It is mandated by law and can be accommodated in work schedules with proper
planning and notification procedures. Annual leave, public holidays, maternity leave, and
jury service are all examples of absence. In a nutshell, absenteeism occurs when employees
are required to be at work, either by law or by their job contract.

2.14 " Illnesses such as backaches, stomach difficulties, and influenza are the leading causes
of absenteeism. However, there are several instances where employees claim to be ill when,
in reality, they have just chosen to opt out of work rather than opt in Mowday et al, 1982.

2.15 "A high degree of work repetition is linked to absenteeism, despite the fact that job
unhappiness is a contributory rather than primary cause of absence." M. Armstrong (2003)

26
 CHAPTER 3

RESEARCH METHODOLOGY

Absenteeism is one of the key issues in our industry, according to the research. Absenteeism
impedes the organization's planning, production, efficiency, and overall functioning. In
reality, high absenteeism rates have a negative impact on an organization's health as well as
supervisory and managerial effectiveness.

3.1 SIGNIFICANCE OF RESEARCH

I. To determine the rate of "worker" absenteeism.

II. ii. To determine the reasons behind absenteeism.
III. iii. Make recommendations on ways to reduce absenteeism.

3.2 SAMPLE CHOICE AND SIZE

The study's population was made up of current-year absentees, with a total sample size of 50
workers.

3.3 STATISTICAL TOOLS AND DATE COLLECTION

 Percentage method
 Chi-square test
 Correlation

Percentage Method

The percentage method test was employed in this project. The percentage approach is used to
get the exact percentages of the data we collected; it is simple to graph out using percentages.
The formula is as follows:

Percentage of Respondent = No of Respondents * 100

27
 Total no. of respondents

From the above formula, we can get percentages of the data given by the respondents.

ANALYSIS OF THE CHI-SQUARE

The chi-square test was utilised in this experiment. This is a technique analysis that looked at

the project's provided data. It analyses and calculates the study's assumed data. The Chi-

square test is one of the most important significant tests developed by statisticians. Chi-

square is a statistical measure used in sample analysis to compare a variance to a theoretical

variance. It is symbolically expressed as x2 (pronounced Ki-Spare).

Formula

O = Observed Frequency

E = Expected Frequency

CORRELATION

The relationship between two or more variables is investigated using correlation analysis. It
says nothing about the cause-and-effect relationship. Positive and negative correlations are
the two types of correlations.

The SPEARMAN Correlation method, commonly known as Rank Correlation, is a type of

correlation. The letter 'r' is used to represent it.

28
FORMULA :-

The value of the correlation must always be between +1 and -1. When r = 1, it means that the
variables are perfectly correlated. There is no association when r = 0.

3.4 FACTOR ANALYSIS

Because it can play a distinctive role in the application of other multivariate techniques,
factor analysis is the first multivariate technique. The chance that the variables are not all
uncorrelated and reflective of unique concepts increases as the number of variables grows.
Finally, if the number of variables is too large or there is a need to better represent a smaller
number of concepts rather than the many facets, factor analysis can help select a
representative subset of variables or even create new variables to replace the original
variables while retaining their original character. The total amount of variance that an original
variable shares with all other variables in the analysis is referred to as communality. The chi-
square distribution is used in common chi-square tests for the goodness of fit of an observed
distribution to a theoretical one, the independence of two criteria for qualitative data
classification, and confidence interval estimation for a population standard deviation of a
normal distribution from a sample standard deviation.

3.5 LIMITATION OF THE STUDY

The actual image of working conditions could not be determined because it was not possible
to visit each department. Because the workers were preoccupied with their jobs, they were
unable to devote enough time to the interview.) The respondents' personal biases may have
influenced their responses. Some respondents do not respond to the questions, which may
have an impact on the (analysis') results. Respondents were hesitant to provide
comprehensive and accurate information because the study was conducted over such a short
period of time that only a tiny sample of the population was evaluated, which did not provide
an accurate and complete picture.

29
 CHAPTER 4

DATA ANALYSIS AND INTERPRENTITION

TABLE 1.

Genders Responds Percentage

Male 30 60%
Female 20 40%
Total 50 100

CHART 1

Gender
35

30

25

20

15

10

0
MALE FEMAL

RESPONDS PERCENTAGE

INTERPRETATION

It can be noticed that 60% of male employees and 20% of female employees are replying.

TABLE 2

AGE Responds Percentage

Below 25 25 50%
25-35 10 20%

30
 35-45 5 10%
45-55 10 20%
Total 50 100

CHART 2

Age

25

20

15

10

0
below 25 25-35 35-45 45-55

responds percentage

INTERPRETATION

In this question, the age group under 25 is 50 percent, 25-35 is 20 percent, 35-45 is 10
percent, and 45-55 is 20 percent.

TABLE 3

YEARS WORKING WITH 21st CENTURY INFOWAY Responds Percentage

0-1 year 10 20%
1-2 year 25 50%
2-5 year 5 10%
< 5 year 10 20%
Total 50 100

CHART 3

31
 Years working with 21st century
30

25
25

20

15

10 10
10

5
5

20% 50% 10% 20%

0
0-1 YEAR 1-2 YEAR 2-5 YEAR < 5 YEAR

RESPONDS PERCENTAGE

INTERPRETATION

It can be observed that 20% of the workers at AGRON REMEDIES Pvt.Ltd. are employed
for less than a year, 50% are employed for 1-2 years, 10% are employed for 2-5 years, and
20% are employed for more than 5 years.

TABLE 4

How often do you miss work in a month? Responds percentages

Nil 40 80%
Once 2 4%
Twice 5 10%
< Twice 3 6%
Total 50 100

CHART 4

32
 45

40

35

30

25

20

15

10

0
Nil Once Twice < Twice

Responds percentages

INTERPRETATION
It can be shown that 80% of workers do not go on strike, 4% of workers go on strike once,
10% of workers go on strike twice, and 6% of workers go on strike twice.
TABLE 5
What are the most common reasons for employee Responds percentages
absences, in your opinion?
Health issues / domestic causes 20 40%
Stress 5 10%
Unhappiness at work 15 30%
Working environment 4 8%
Others (Please Specify) 6 12%
Total 50 100

33
 25

20

15

10

0
ns

)
t
on

if y
en
so

ss

cti

ec
re

nm
a
re

fa
St

Sp
ro
tis
c
ti

e
vi
sa

as
es

en
s

le
m

di

ng

(P
do

ki
or

s
/

or

er
W
m

th
W
le

O
ob
pr
th
al
He

Responds percentages

INTERPRETATION

A personal concern is cited by 40% of workers as the cause for their absence. 10% believe
stress is a factor, while 30% believe it is the cause. Workplace unhappiness as a reason for
absence, 8% workers' working environment as a reason, and 12% workers believe Others
(Please Specify) as a reason for absence.

TABLE. 6

What are your thoughts on AGRON REMEDIES Pvt. Responds percentages

Ltd.'s current Absenteeism Policy?
Excellent 30 60%
Good 15 30%
Fair 3 6%
Dont know 2 4%
total 50 100

CHART 6

34
 views regarding present absenteeism policy of ARGON
REMEDIES Pvt.

30

25

20

15

10

0
Ltd.? Excellent Good Fair

Responds percentages Series3

INTERPRETATION

It can be shown that 60% of workers think the current absenteeism policy is good, while 30%
think it is fantastic, 6% think it is fair, and 4% don't know.

TABLE .7

Are your work / job obligations crystal apparent to you? Responds percentages
Well clear 30 60%
Good 10 20%
Fairly clear 4 80%
Don’t know 6 12%
Total 50 100

CHART 7

35
 Responds percentages Series3
35

30
30

25

20

15

10
10
6
5 4

30% 20% 80% 12%

0
Well clear Good Fairly clear Don’t know

INTERPRETATION

It can be seen that 60% of AGRON REMEDIES Pvt.Ltd. employees are clear about their job
obligations, 20% of employees think their work is good, 80% of employees think they are
fairly clear, and 12% of employees think they are unclear.

TABLE .8
Are you satisfied with work? Responds percentages
Well satisfied 25 50%
Good 8 16%
Fair 10 20%
Not satisfied 7 14%
Total 50 100

CHART 8

36
 Responds percentages Series3
25

10
8
7

70% 16% 20% 14%

Well satisfied Good Fair Not satisfied

INTERPRETATION

50% of employees are completely content with their jobs, whereas 16% believe their jobs are
good, 20% believe they are fair, and 14% believe they are unsatisfied.

TABLE .9
Views on the 21st CENTURY INFOWAY's Responds percentages
working environment.
Excellent 33 66%

Good 12 24%

Fair 3 6%

Poor 2 4%

Total 50 100

CHART 9

37
 35

33
30

25

20

15

12
10

3
2
0
45%
Excellent 24%
Good 6%
Fair 4%
Poor

Responds percentages Series3

INTERPRETATION

66 percent of employees think the working environment at AGRONREMEDIES Pvt. Ltd. is

good, 24 percent think it's great, 6 percent think it's fair, and 4 percent think it's bad.

TABLE .10
Your relation with your superiors? Responds percentages
Highly satisfied 2 4%
Satisfied 5 10%
Neutral 10 20%
Dissatisfied 20 40%
Highly dissatisfied 13 26%
Total 50 100

CHART 10

38
 25

20
20

15

10
10

5
5

2
0 40%
highly4%
satisfied 10%
satisfied 20%
neutral dissatisfied

Responds percentages

INTERPRETATION

10 percent of employees think the facilities supplied to them are decent, whereas 4 percent
think they are great, 20 percent think they are fair, and 40 percent think they are poor.

TABLE .11
Yours superiors behaviour towards your problem? Responds percentages
Excellent 15 30%
Good 22 44%
Fair 10 20%
Poor 3 6%
Total 50 100

22

15

10

40%
Excellent 44%
Good 20%
Fair 6%
Poor

Responds percentages Series3

39
INTERPRETATION

30 percent of employees say their boss's response to their problems is fantastic, 44 percent
think it's good, 20 percent think it's fair, and 6 percent think it's bad.

TABLE. 12

What are your thoughts on the services provided by Responds percentages

21st CENTURY INFOWAY?
Excellent 20 40%
Good 15 30%
Fair 5 10%
Poor 10 20%
Total 50 100

CHART 12

25

20
20

15
15

10
10

5
5

0 40%
Excellent 30%
Good 10%
Fair 20%
Poor

Responds percentages Series3

INTERPRETATION

40 percent of workers think the facilities they have are decent, while 30% think they are
great, 10% think they are fair, and 20% think they are bad.

TABLE .13

How do you feel about your coworker's connection with Responds percentages
you?

40
 Excellent     30 60%
Good   6 12%
normal   10 20%
bad 4 8%
Total 50 100

CHART 13

35

30
30

25

20

15

10
10

5 6
4
0 60%
Excellent     12%
Good   20%
normal   8%
bad

Responds percentages Series3

INTERPRETATION

60% of workers regard their relationship with their coworker to be good, 12% believe it to be
great, 20% consider it to be normal, and 8% consider it to be awful.

TABLE. 14

What is your opinion of your working relationship with Responds percentages

your boss?
Very good 25 50%
Good   15 30%
normal   5 10%
bad 5 10%
Total 50 100

CHART 14

41
 30

25
25

20

15
15

10

5
5 5

0 50%
Excellent     30%
Good   10%
normal   10%
bad

Responds percentages Series3

INTERPRETATION

50% of employees rate their supervisory relationship as good, 30% as great, 1% as average,
and 10% as poor.

TABLE. 15

Do you ever take time off without leave with prior Responds percentages
permission?
Occasionally 20 40%
rarely  20 40%
never 10 20%
Total 50 100

CHART 15

42
 Responds percentages Series3
25

20
20 20

15

10
10

0 40% 40%
sometimes rarely  20%
never

INTERPRETATION

40 percent of employees believe that leave with prior approval is only used occasionally, 40
percent believe it is only used seldom, and 20 percent believe it is never used.

TABLE. 16

Which shifts do you normally take the most time off? Responds percentages
shifts throughout the morning and afternoon
Shift work at night
Shifts throughout the morning 22 44%

afternoon shift 21 42%

Work at Night 7 14%

Total 50 100

CHART 16

43
 25

20

15

10

0
morning shift  afternoon shift Night shift

Responds percentages Series3

INTERPRETATION

Morning shift employees are seen to take advantage of more leave benefits, while afternoon
shift employees are thought to take advantage of more leave benefits, and night shift
employees are thought to take advantage of fewer leave benefits.

TABLE .17

How many days of vacation do you generally take per Responds percentages
month?

0 people have left 10 20%

1-5 days off 27 54%
5-10 days off 10 20%
Leave for more than 10 days 3 6%
total 50 100

CHART 17

44
 30

27
25

20

15

10
10 10

3
0 54%leave
20%
0 leave   1-5 days 20% leave
5-10 days Above 106%
days leave

Responds percentages Series3

INTERPRETATION
54% Workers typically take 1-5 days off per month, whereas 20% believe them to be 0 days
off, 20% consider them to be 5-10 days off, and 6% consider them to be more than 10 days
off.
TABLE. 18

18). Is it encouraged for you to come up with new Responds percentages

ideas?

Always  30 60%
Rarely 15 30%
Never 5 10%
Total 50 100

CHART 18
Responds percentages Series3
30
30

25

20

15
15

10

5
5
60% 30% 10%
0
Always  Rarely Never

45
INTERPRETATION
60 percent of employees believe that they are always encouraged to submit new ideas, while
30% believe they are rarely encouraged, and 10% believe they are never encouraged.
TABLE. 19

Are you pleased with management's approach to Responds percentages

resolving employee issues?
Highly satisfied 10 20%
Satisfied   5 10%
Ok   20 40%
Dissatisfied 10 20%
Highly dissatisfied 5 10%
total 50 100

CHART 19
25

20
20

15

10 10
10

5
5

20% 10% 40% 20%

0
Highly satisfied Satisfied   Ok   Dissatisfied

Responds percentages Series3

INTERPRETATION
20% of employees are highly satisfied with management's response to an employee's
problem, whereas 10% are satisfied, 40% are okay, 20% are dissatisfied, and 10% are above
average. I'm extremely dissatisfied.
TABLE. 20

Are you satisfied with your company's working Responds percentages

hours?

highly satisfied 10 20%

satisfied      12 24%

46
 ok   5 10%
dissatisfied 13 26%
highly dissatisfied 10 20%
Total 50 100

CHART 20

14 13
12
12
10
10

6 5

2
20% 24% 10% 26%

0
highly satisfied satisfied      ok   dissatisfied

Responds percentages Series3

INTERPRETATION
20 percent of employees are extremely satisfied with their working hours in your company,
whereas 24 percent are content, 10% are okay, 26% are dissatisfied, and 20% are extremely
dissatisfied.
TABLE. 21

Dependents in the family Responds percentages

1member 10 20%
2member  20 40%
3member 15 30%
above 4member 5 10%
Total 50 100

CHART 21

47
 25

20
20

15
15

10
10

5
5

0 40%
20%
1member 2member  30%
3member above 10%
4member

Responds percentages Series3

INTERPRETATION
20% of workers regard family dependents to be 1 person, while 40% consider them to be 2
members, 30% believe them to be 3 members, and 10% consider them to be more than 4
members.

TABLE 22
S.no. Leave affect the No. of respondents Percentage
organsation
1 Yes 39 78
2 no 11 22
Total 50 100

no
22%

Yes
no

Yes
78%

Inference

48
The above table tells that 78 %says yes, 22 %says no.

TABLE 23
S.no Infectious No. of Responds Percentage
diseases
1. Yes 11 22
2. No 39 78
Total 50 100

45

40
39
35

30

25

20

15

10 11

0
Yes No

No. of Responds

Inference :- The above table tells that 22 % says yes, and 78% says no.

CALCULATION USING CHI- SQUARE

49
TO SEE IF THE RESPONDENTS' VIEWS ON THEIR WORKING HOURS DIFFER.

Null Hypothesis
There is no statistically significant difference in the variable between the working hours of
the employees.
s.no. Working hours No. of respondents
1. Highly satisfied 10
2. Satisfied 12
3. Ok 05
4. Dissatisfied 13
5. Highly dissatisfied 10
Total 50

Formula:-
O = Observed Frequency
E = Expected Frequency

COMPUTATION OF CHI SQUARE TEST (X2)

S.no. O E (O-E) (O-E)2 (O-E)2 /E

1. 10 10 0 0 0
2. 12 10 2 4 0.4
3. 05 10 -5 25 2.5
4. 13 10 3 9 0.9
5. 10 10 0 0 0
TOTAL 3.8

The calculate value is 3.8

Degree of freedom = (n-1) = (5-1)

50
 =4
Significance Level = 5%
Table value 4 of DGF and 5% level significance = 9.48
3.8 < 9.48 - Calculated Value is lesser than Tabulated Value.
Hence, Null hypothesis is ACCEPTED.
INTERPRETATION
As a result, the Chi-Square test concludes that there is no significant variation in the variable
between the employees' working hours.

CALCULATION USING CORRELATION ANNALYSIS

TO DETERMINE IF THERE IS A RELATIONSHIP BETWEEN INFECTIOUS
DISEASES AND LEAVE AFFECTING COMPANY OUTPUT.

Let X be the respondent Effected by Infectious diseases.

Let Y be the Leave Effecting the company output.

S.no. Factor X Y
1. Yes 11 39
2. No 39 11
Total 50 50

RANK

S.no. Rank of X Rank of Y di^2 = (Xi-Yi)^2

1 2 1 1
2 1 2 1
Total ∑(Xi-Yi)2 2

Formula r = 1- 1-6 ∑ di2

N (n^2-1) By putting the data to the formula, we get r = -1

Interpretation

51
The result is negative, indicating that changing one variable causes another to alter in the
opposite direction. If employees are affected with infectious diseases, the company's output
will decrease, according to the correlation analysis.

52
 CHAPTER 5
CONCLUSION AND SUGGESTION
CONCLUSION
The following conclusion emerges from the findings and analysis:
• Nearly 56% of 21st CENTURY INFOWAY employees have been with the company for
more than 10 year, while 36% have been with the company for more than 5 years.
• Nearly 96 percent of employees do not miss work.
• A personal concern is cited as the explanation for 96 percent of workers' absences. Stress,
according to 4% of those polled, could also be a factor.
• Nearly 76 % of employees think the current absenteeism policy is good, while 22 percent
think it is exceptional.
• Nearly 94 percent of 21st CENTURY INFOWAY employees are clear about their job
responsibilities.
• 82 percent of workers are completely satisfied with their jobs, while 16 percent consider
their jobs to be good.
• 76 percent of employees have positive relationships with their bosses, while 22 percent have
outstanding relationships with their bosses.
• 42 percent of employees rate their boss's response to their problems as great, while 56
percent rate it as good.

In most Indian sectors, absenteeism has become a big issue. Today, when discussing the
future course of action for Indian enterprises, it is important to remember that in order to
maintain a competitive advantage over their competitors, they must maintain five factors.
• Increased productivity is one among them.
• Enhance the standard of living.
• In the market, there is a lot of innovation.
• A thorough understanding of a customer's requirements.
• Providing first-rate service and activities.

Absenteeism can be greatly reduced if management takes the initiative to make employees
feel responsibility for their work. Though their primary motivation is to hire a punctual
employee, they also have a financial interest. Workers can be made to feel a strong feeling of
loyalty. Management theory gives scientific methods for dealing with a variety of issues.

53
Absenteeism is a worldwide issue, and every organisation should seek to address it in order to
advance in the future.
Nurses' perceptions on the factors that contribute to workplace absenteeism were described in
this descriptive, non-experimental study. A total of 97 professional nurses and 136 sub-
professional nurses volunteered to participate in the study. A self-administered questionnaire
was used to collect data. The data was analysed using descriptive statistics. The study's
findings provided answers to questions about the factors that contribute to nurse absenteeism.

The results of this study indicated the primary causes of absenteeism, which included issues
such as job pressure, stress, an insufficient reward system, and inconsistent application of the
absence policy. Factors on which specific groups of respondents differed in their opinions
were also highlighted. The suggestions could help with effective absenteeism management
and, as a result, a reduction in absenteeism rates.

Management should be primarily responsible for absenteeism and illness. HRM and OHS, of
course, could help management with this problem. Management should use their knowledge
and experience when commencing workplace actions to prevent absenteeism due to illness.
Line managers should be held responsible for the level of illness-related absenteeism in their
departments. By incorporating indicators of absenteeism and bad health into quality and other
systems, these issues could be integrated into organisational policy and practise.

SUGGESTION AND RECOMMENDATION

Absenteeism is a critical issue for management since it results in significant additional costs.
The following efforts should be taken by management to reduce absenteeism:

1) Provide Incentives: An incentive boosts an employee's motivation and helps them avoid
unnecessary absenteeism. Incentives such as two hours of bonus pay for each month of good
attendance can make a significant difference.

2) Employee Assistance Program: If you approach an employee about frequent absences and
discover that it is related to personal issues, refer them to the EAP.

3) Sickness Reporting: Instruct employees to call in as soon as possible to let them know why
they are unable to work and when they intend to return.
54
4) Return to Work Interview- Ensure that an employee has a "return to work interview" when
they return to work.

During this study, I had the opportunity to meet with workers and examine their behaviour
and attitude while determining the causes of absenteeism among 21st CENTURY
INFOWAY personnel in Kashipur (Moradabad).

Finally, I'd want to express my gratitude to the employees at 21st CENTURY INFOWAY for
their assistance in completing this project and for raising my morale by appreciating and
recognising my work.

55
 LIMITATION OF STUDY
These are certain research restrictions, which are as follows: -

1. The actual image of working conditions could not be determined because it was not
possible to visit each department.

2. Because the employees were preoccupied with their jobs, they were unable to devote
enough time to the interview.

3. The respondents' own prejudices may have influenced their responses. Some respondents
do not respond to the questions, which may have an impact on the analysis.

4. Respondents were hesitant to provide complete and accurate information because the study
was conducted over such a short period of time that only a limited sample could be examined,
which did not provide an accurate and complete image.

Smaller samples are less likely to be representative of the population being studied (Polite &
Hunger 1995:240). The research was carried out in a regional hospital in Limpopo province.
As a result, the findings can only be used in this province's hospital. The researcher struggled
to collect completed questionnaires. She had to send out reminders for over three weeks.

According to the respondents, various variables lead to absenteeism has been highlighted in
the study. There were also instances where there were disagreements over the amount to
which certain elements contribute to absenteeism. The ideas are intended to assist
organisations and managers in reducing workplace absenteeism and, as a result, improve care
quality.

56
 BIBLOGRAPHY
1. BOOKS
a. Industrial Relation-2007, Arun Monappa.
b. Industrial Relation, Trade Union and Labour Legislation-2009, P.R.N Sinha.
c. Industrial Relation and Labour Laws-2009, S.C Srivastava.
d. Dynamics of Industrial Relation-2008, C.B Mamoria.
e. Industrial Relation-2006, C.S Venkata Raman.
2. RESEARCH PAPERS
a) Ernest B. Akyeampong, Absenteeism Trends and Seasonality.
b) Young-Sun Lee and Mariajosé Romero, Chronic Absenteeism in the Early Grades:
A National Portrait
c) Morten Nordberg and Knut Red, Absenteeism, Health Insurance, and Business
Cycles.
d) K Ashwathappa, Human Resource and Personnel Management, Tata McGraw-Hill, pp. 131-
176, 1997.
e) Chris Dukes, (2001) Recruiting the Right Staff
f) John M. Ivancevich, Human Resource Management, Tata McGraw- Hill, 2004
g) Steve Kneeland, (1999) Hiring People, discover an effective interviewing system;
avoid
Hiring the wrong person, recruit outstanding performers
h) Stone, Harold C and Kendell, W.E Effective Personnel Selection Procedures, 1956
i) Mikalachki et Jeffrey Gandz, (1979), "Measuring Absenteeism" Relations
industrial’s / Industrial Relations, vol. 34, no. 3, , p. 516-545.
j) Arnold B. Bakker, Evangelia Demerouti, Elpine de Boer, and Wilmar B. Schaufeli
(2001), “Job demands and job resources as predictors of absence duration and
frequency”, Journal of Vocational Behavior.
k) B. Anderson & D.J. Geldenhuys (2011), "The relationship between absenteeism and
employer-sponsored child care" Southern African Business Review, Volume 15, No.
3
l) Banks, J., Patel, C.J., & Moola, M.A. (2012).”Perceptions of inequity in the
workplace: Exploring the link with unauthorized absenteeism.” SA Journal of Human
Resource management.
m) Brian Francis Redmond, (2010 ), "Lateness Absenteeism Turnover And Burnout"

57
 n) C.S.Chethan Kumar NVR Naidu, (2012), "Minimizing The Eighth Waste Of Lean-
Absenteeism through Six SigmaMethodology"International Journal for Quality
research,Vol.6, No. 2,
o) David A. Harrison and Joseph J. Martocchio (1998), “Time for Absenteeism”,
Journal of Management Vol. 24, No. 3, 305-350
p) Dr. Bilgin SENEL and Dr. Mine, (2012), “Senelthe Cost Of Absenteeism And The
Effect Of Demographic Characteristics And Tenure On Absenteeism”, Vol. 4
q) Dr. N. Santhi, Mrs. D. Maria Angelin Jayanthi, (2011), “A Study On Absenteeism
Of Employees In Retailing Industry,” volume No: 2
r) Wouter Langenhoff, (2011), "E employee Absenteeism" network for studies on
pension, aging and retirement.
s) Hair, Anderson, Tatham and Black, (2005), “Multivariate Data Analysis”, 5th Ed.,
Pearson Education.

3. WEB SITES

 www.agronremedies.com
 www.hrglossories.com
 www.hr-guide.com
 www.google.com
 www.soople.com
 www.infosys.com
 www.learningmate.com
 hhttp://oxforddictionaries.com/definition/english/absenteeism
 hhttp://books.google.co.in
 hhttp://finntrack.co.uk/learners/strat_hrm.htm

58
 ANNEXURE
QUESTIONNAIRE
Personal Information
Name (Optional) ……………………………………………………………

Age…………………………. Sex………………………..……

1). Gender

(a). male
(b). female

2). Age.

(a). below25
(b). 25-35
(c) . 35-45
(d). 45-55

3) How long have you been with the company?

(a) 0 to 1 year
c) 1-2 years
(c) 2 to 5 years
(d) 5 years

4) In a month, how many times do you go missing?

(a) nil
(b) once
(c) twice
(d) three times

5) What do you think the biggest reason for employee absences is?
(a) Health issues/domestic reasons
(b) Stress

59
(c) Workplace dissatisfaction
(d) Workplace environment
(e) Other factors (Please be as specific as possible.)

6) What are your thoughts on 21st CENTURY INFOWAY's current Absenteeism

Policy?
(a) Very good
(b) good
(c) Fair
(d) I don't know

7) Are your work / job obligations crystal apparent to you?

(a) Very clear
(b) Good
(c) Fairly clear
(d) I have no idea

8) Are you engrossed in your work?

(a) Completely satisfied
(b) Excellent
(c) Acceptable
(d) Unsatisfied

9) What are your thoughts on the 21st CENTURY INFOWAY. Ltd. working
environment and workplace?
(a) Excellent
(b) Good
(c) Fair
(d) Poor

10) How do you get along with your bosses and coworkers?
(a)Excellent
(b) Good
(c) Fair
60
(d) Poor

11) How does your boss react to your problems?

(a) Excellent
(b) Good
(c) Fair
(d) Poor

12) What are your thoughts on the services provided by 21st CENTURY INFOWAY?
(a) Excellent
(b) Good
(c) Fair
(d) Poor

13) How do you feel about your co-worker’s relationship with you?
(a) Excellent
(b) Good
(c) Ordinary
(d) Poor

14) How do you feel about your supervisor's connection with you?
(a) excellent
(b) good
(c) average
(d) poor

15). Do you take time off with prior approval?

(a) sometimes \s
(b) rarely
(c) never

16). On which shift do you generally take the most time off?

(a) Early morning shift

61
(b) shift in the afternoon
c) Overnight shift

17). On average, how many days off do you take per month?

(a) 0 days off

(a) 1–5 days off
c) a five- to ten-day vacation
(d) Leave of more than ten days

18). Is it encouraged for you to come up with new ideas?

(a) Frequently
(b) Infrequently
(c) Never

19) Are you satisfied with management's approach to resolving employee issues?

(a) Extremely pleased

(b) Satisfied
(c) Acceptable
(d) Unsatisfied
(e) Extremely unsatisfied

20. Are you satisfied with your company's working hours?

(a). incredibly pleased

(b). satisfied okay
(c). dissatisfied \s
(d). extremely dissatisfied

21). Dependents in the family.

(a). 1member
(b). 2member
(c) is a person who is a member of a group. 3member
(d). more than four members

22. Does leave have an impact on the company?

(a) Yes
(b) No 2

23. Does leave due to infectious diseases have an impact on the company?
(a) Yes
(b) No

62