A

SUMMER INTERNSHIP PROJECT REPORT

ON
“EMPLOYEE ABSENTEEISM”
AT
“SAINATH AGRO-VET INDUSTRIES PVT LTD”
KOPERGAON

SUBMITTED TO
SAVITRIBAI PHULE PUNE UNIVERSITY
IN THE PARTIAL FULFILMENT OF COURSE
“MASTER IN BUSINESS ADMINISTRATION-HUMAN RESOURCE DEVELOPMENT”

SUBMITTED BY
Mr. JAGTAP SATYAM KAILAS
MBA-HRD-II
UNDER THE GUIDENCE OF
DR. P.B. RAYATE

M.V.P. SAMAJ’S
INSTITUTE OF MANAGEMENT RESERACH AND TECHNOLOGY,
NASHIK

Academic Year (Year 20-2021)

1
2
 DECLARATION BY STUDENT

I undersigned Mr. JAGTAP SATYAM KAILAS hereby states that this is the
report entitled under the guidance of Prof. P.B. RAYATE Empirical findings are
based on the data collected by us in the partial fulfilment of MBA-HRD course
under the University of Pune.
This project was undertaken as a part of academic curriculum according to the
university rules, norms and not for commercial interest and motives.
I hereby declare that the project titled “EMPLOYEE ABSENTEEISM” is
an original piece of research work carried out by me under the guidance and
supervision of DR.P.B. RAYATE the information has been collected from
genuine and authentic sources. The work has been submitted in partial fulfilment
of the requirement of MBA-HRD-II to SAVITRIBAI PHULE PUNE
UNIVERSITY.

Date: Sign:

Place: Nashik. Names: Satyam Kailas Jagtap

3
 DECLARATION BY GUIDE

This is to certify that Mr. JAGTAP SATYAM KAILAS has completed the
project report entitled “EMPLOYEE ABSENTEEISM.”
Under my guidance and supervision, and submitted the report as per the norms
laid down by SAVITRIBAI PHULE PUNE UNIVERSITY, PUNE. The material
that has been obtained from other sources is duly acknowledged in the report. It is
further certified that the work or its part has not been submitted to any other
University for examination under my supervision. I consider this work for the
award of the degree of Master in Human Resource Management in the partial
fulfilment of the curriculum.

Date: Sign:

Place: Nashik. Names: Satyam Kailas Jagtap

4
 ACKNOWLEDGEMENT

It is a great pleasure for me in acknowledging my deep sense of gratitude to all

those who have help me in completing these summer internship project.
First of all I would like to Thanks University of pune for providing me an
opportunity to undertake a project as a partial fulfilment of MBA-HRD degree.
I greatly appreciate the staff of the surveyed business unit, who responded
promptly and enthusiastically to my request for frank comment despite their
congested schedules. I am thank full to all of them, who did their best to bring
improvement through their suggestions.
The special environment at MVP Samaj’s Institute of Management Research &
Technology, Nashik that always supports educational activities, facilitated my
work on this project. I would like to thank Dr. G.M.AHIRE and our project guide
DR. P.B RAYATE whose valuable guidance and encouragement at every phase
of this project has help to prepare this project successfully.
I would also like to extend my gratitude towards “SAINATH AGRO-VET
INDUSTRIES PRIVATE LIMITED” kopargaon for providing me assistance in
the SIP- PROJECT.

Date: Sign:

Place: Nashik. Names: Satyam Kailas Jagtap

5
 INDEX

SR CONTENTS Page.
NO No.
1 INTRODUCTION
1.1 Object of the Project 11
1.2 Introduction (Selection of the Topic) 12
1.3 Objectives of the Study 13
1.4 Scope of the Study 14
1.5 Rationale of the Study 15
1.6 Limitation of the Study 16
2 RESEARCH METHODOLOGY 17
2.1 Research, its definition & types 18
2.2 Sampling Methods 19
2.3 Sources of Collecting Data 20
2.4 Research Design 27
3 PROFILE OF THE ORGANIZATION 30
3.1 History & Milestone of the Organization 31
3.2 Organization Structure 36
3.3 Product & Services of the Organization 37
4 REVIEW OF LITERATURE 43
4.1 Meaning & Concept of the Topic 44
4.2 Basic Theories of the Topic 46
4.3 Process, Applications, Tools and Techniques 48
4.4 Review of Research Literature on the Selected Topic 54

5 DATA PRESENTATION, ANALYSIS & 64

INTERPRETATION OF DATA
5.1 Application / Implementation of topic at Global Scenario 65
(Case study/Case let in Global Context with respect to any Two Organizations)
5.2 Application / Implementation of topic at Indian Scenario 69
(Case study/Case let in Indian Context with respect to any Two Organizations)
5.3 Application of the topic at Nashik industrial Area 73
(Case study/Case let in Nashik industrial Area Context with respect to any one
Organization)

6 CONCLUSION OF RECOMMENDATION & SUGGESTION 95

6.1 Findings of study 96
6.2 Conclusion of study 97
6.3 Recommendation and Suggestion of the Study 98
7 References/Bibliography, Questionnaire & 100
Annexure

6
 CONTENT FOR TABLE NO

Table no. Name Page no.

2..4.1 Research design 29
5.3.1 Leave policy 75
5.3.2 Benefit of leave policy 76
5.3.3 Taking leaves in a month 77
5.3.4 Period in which more leaves are taken 78
5.3.5 Leaves taken more often 79
5.3.6 In case of paid leaves, payment process 80
5.3.7 Compensate with financial loss 81
5.3.8 Are you satisfied with your wages 82
5.3.9 Working in a shift 83
5.3.10 Opinion about job 84
5.3.11 Type of the work pressure employee facing in the organization 85
5.3.12 Reasons for taking employment 86
5.3.13 Long term holiday to relax yourself 87
5.3.14 Source of income beside from job 88
5.3.15 State of your health 89
5.3.16 Member suffering from any disease from your family 90
5.3.17 Ever been punished for your unauthorised absence 91
5.3.18 Accidents while doing the work 92
5.3.19 Punishment faced 93
5.3.20 Facility provided by the company 94

7
 CONTENT FOR GRAPH NO

Table no. Name Page no.

5.3.1 Leave policy 75
5.3.2 Benefit of leave policy 76
5.3.3 Taking leaves in a month 77
5.3.4 Period in which more leaves are taken 78
5.3.5 Leaves taken more often 79
5.3.6 In case of paid leaves, payment process 80
5.3.7 Compensate with financial loss 81
5.3.8 Are you satisfied with your wages 82
5.3.9 Working in a shift 83
5.3.10 Opinion about job 84
5.3.11 Type of the work pressure employee facing in the organization 85
5.3.12 Reasons for taking employment 86
5.3.13 Long term holiday to relax yourself 87
5.3.14 Source of income beside from job 88
5.3.15 State of your health 89
5.3.16 Member suffering from any disease from your family 90
5.3.17 Ever been punished for your unauthorised absence 91
5.3.18 Accidents while doing the work 92
5.3.19 Punishment faced 93
5.3.20 Facility provided by the company 94

8
 CONTENT FOR FIGURE NO

Fig no. Name Page no.

2.1.1 Types of research 19
2.2.1 Sampling method 21

2.3.1 Types of data collection 24

2.3.2 Methods of collecting primary data 24

2.3.3 Secondary method 26

2.4.1 Process of research design 27

3.1.1 Profile of company 31

3.2.2 Organization 33

3.2.3 Organization 33

3.2.1 Organization chart structure 36

3.3 Product and service of the organization 37

9
CHAPTER 1

10
 1.1 OBJECT OF THE PROJECT

In order to have a practical exposure to the theoretical knowledge attained

through the curriculum it is important to have a project work activity to enhance
once ability to analyse and interpret the research activity undertaken by them.
It is mandatory as per the curriculum prescribed by the University for the MBA-
HRD course that each student after 1st year examination should go for SIP for a
minimum period of 60 days. In the organisation of his / her choice.

The SIP work ensures the following objectives to be achieved by the student.

I. To study practical implementation of managing absenteeism in global context in

Italian multi-utility company.
II. To study practical implementation of absenteeism of workers in global context in
coca-cola beverages Pvt. Ltd
III. To study practical implementation of employee absenteeism in Indian context in
RMM foods Pvt. Ltd
IV. To study practical implementation of employee absenteeism in Indian context in
leather firm in Vellore.

11
 1.2 SELECTION OF THE TOPIC

The main aim of selecting this topic is studied to gain some practical knowledge
on this try to find out the causes of absenteeism. Initially it appeared to me quite a
simple project, but as I started working on it only then I understood its real
significance. It is often easier for the organizations to make arrangement to cover
staffs, which are going to be off for long periods. However, employees taking odd
days off here and this become more problematic, can have an immediate impact.
If remain unchecked, this type of absence can send out the wrong signals to
colleagues. In some job they are likely to have covered for those absents. If
employers fail to take action; a begging’s turn mentality may emerge. Frequent
absence may have serious repercussions where staffs are employed in customer –
facing roles or employed on production lines. The impact of absence may be most
directly felt and the need to arrange cover at short notice may be paramount.
After taking a rough idea of the industry, it is found that most important role is
played by HR department and hence the selected topic for presenting report in HR
department of the industry. HR manager allotted the topic as it was correct
selection of the topic by me in his point of view.

12
 1.3 OBJECTIVES OF THE STUDY

The objectives of the project are:

 To study the work culture business practices, and functioning of HR &

personnel department.
 To know & study actual complementation of the grass root level of the
organization.
 To observe the perception of management & its policies & strategies in
the light of ever-changing environment of the business.
 To study ethical practices followed by the industry to groom its HR
capital.
 To enhance interphone with the corporate world.

13
 1.4 SCOPE OF THE STUDY

The scope of study is to understand various process of absenteeism &

absenteeism control.
The study will help organisation to understand the absenteeism rate which will
improve the productivity. Company can understand the reason contributing to
absenteeism rates and hence make correction to reduce absenteeism.
The study will help the organization to design disciplinary systems which are
transparent for both the employer and the employees. This is beneficial to the
company since everybody will be aware of the repercussions of disciplinary
failures on the part of the employees. Thus helps to create an environment of
equal justice for all.
The research will also help organisation to know where they lacking in terms of
attendance control & disciplinary system to that the can plan accordingly to
overcome them.
As it was live project the experts from head office implemented immediate
suggestions given while conducting the project such as counselling, training
programmes for commitment towards work, stress management, etc.

14
 1.5 RATIONALE OF THE STUDY

Rational of study refers to the worth & utility of the study from the future point of
view.

The project gives the live experience of the various aspects that is helpful from
future point of view the project provides the opportunity to understand the
concept of “ABSENTEEISM”& various aspects.

The study was carried out on the effectiveness of the personnel department about
how its functions & which type of activities are being carried out by the
department for the benefits of not only for the organizations as a whole. The
special emphasis was made on study would provide the management valuable
inputs regarding the control & effectiveness of the personnel department &
welfare provisions.

The relevance of the study is that, now the company is facing a major issue of
high rate of absenteeism and hope that the study will reveal the reasons for it and
thereby the organisation can take effective measures for checking the
absenteeism.

The study aims at the causes of absenteeism of employees in Savil industry. At

present, organizations in INDIA take real interest in controlling absenteeism.
Measures to prevent strikes and lockouts have received far & greater attention.
One reason for this situation may be that strikes & lockouts are more noisy &
visible while absenteeism is silent & unnoticeable.

15
 1.6 LIMITATIONS OF THE STUDY

1. The study was limited only to SAVI PVT. LTD unit only.
2. The survey & study has been carried out in a span of only 2-3 weeks due
to time limit.
3. The workers were busy with their work therefore they could not give
enough time for the interview.
4. Respondents were reluctant to disclose complete and correct information.
5. Since absenteeism is a vast topic to be discussed it is not possible to
survey each and every aspect.
6. Sample size is only 25.

16
CHAPTER 2

17
 2.1 METHOD OF STUDY

Research (definition, meaning & types)

DEFINATION
By Oxford Dictionary,
“Research is the careful investigation or inquiry especially through search
for new facts in any branch of knowledge.”

According to John Best,

“Research is a systematic activity directed towards discovery and the
development of an organized body of knowledge.”

According to Waltz and Bausell,

“Research is systematic, formal, rigorous and precise process employed to
gain solution to problems or to discover and interpret new facts and relationship.”

MEANING:
Research methodology is a way to systematically solve the research problem. It
may be understood as a science of the study how research is done scientifically.
The various steps that are generally adopted by researcher in study his research
problem along with the logic behind them. It is necessary for the researcher to
know not only the research method or techniques but also the methodology. Thus
when we talk of research methodology we not only talk at the research methods
but also consider the logic behind the methods we use in the
contest of our research and explain why we are using particular method or
techniques and why we are not using other so that research are capable of being
evaluate either by research himself or by other.
Research can be carried-out using various methods and techniques which
are collectively called as research method
.

18
TYPES OF RESEARCH

DISCRIPTIVE CONCEPTUA EMPIRICAL APPLIED

RESEARCH L RESEARCH RESEARCH RESEARCH

QUALITATIVE FUNDAMENTAL ANALYTICAL QUANTITATIVE

RESEARCH RESEARCH RESEARCH RESEARCH

Fig no. 2.1.1 Types of research

19
 1. Pure research- Basic research, also called pure research or fundamental research,
is scientific research aimed to improve scientific theories for improved
understanding or prediction of natural or other phenomena.

2. Applied research- Applied research is a form of systematic inquiry involving the

practical application of science. It accesses and uses some part of the research
communities’ accumulated theories, knowledge, method, and techniques, for a
specific, often state-, business-, or client-driven purpose.

3. Exploratory research- Exploratory research is research conducted for a problem

that has not been clearly defined. It often occurs before we know enough to make
conceptual distinctions or post an explanatory relationship. Explanatory research
helps determine the best research design, data collection method and selection of
subjects.

4. Descriptive research-Descriptive research is used to describe characteristics of a

population or phenomenon being studied. It does not answer question about how/
when/ why the characteristics occurred

5. Evaluation research- Evaluation is the systematic determination of merit, worth,

and significance of something or someone. Evaluation often is used to
characterize and appraise subject of interest in a wide range of human enterprises,
including the arts, business, computer science, criminal justice, engineering,
foundations and non-profit organization, government, health care, and other
human services.
6.Analytical research-Analytical research has to use facts or information already
available and analyse these to make critical evaluation of the material.
7. Fundamental research- It is based on the measurement of quantity or amount .It
is application to phenomena that can be expressed in terms of quantity. It is
mainly concerned with generalization and with the formulation of a theory.
8. Quantitative research- It is based on the measurement of quantity or amount. It is
application to phenomenal that can be expressed in terms of quantity.
9. Qualitative research- It is consider with qualitative phenomena that is phenomena
relating to or involving quality or kind.
10. Conceptual research- Conceptual research is that related to some abstract ideas
or theory. Philosopher and thinkers to develop new concept or to reinterpret
existing once generally use it.

Researcher has used exploratory research method for his project.

20
 2.2 SAMPLING DESIGN:

Fig: 2.2.1 sampling method

VARIOUS TYPES OF SAMPLING

1. Probability Sampling:-
Probability sampling is a sampling method that selects random members of a
population by setting a few selection criteria. These selection parameters allow
every member to have the equal opportunities to be a part of various samples.

2. Non-probability Sampling:-
Non probability sampling method is reliant on a researcher’s ability to select
members at random. This sampling method is not a fixed or pre-defined selection
process which makes it difficult for all elements of a population to have equal
opportunities to be included in a sample.

A) Probability Sampling Methods

Probability Sampling is a sampling technique in which sample from a

larger population are chosen using a method based on the theory of probability.
This sampling method considers every member of the population and forms
samples on the basis of a fixed process. For example, in a population of 1000
members, each of these members will have 1/1000 chances of being selected to be
a part of a sample. It gets rid of bias in the population and gives a fair chance to
all members to be included in the sample.

21
There are 4 types of probability sampling technique:

1. Simple Random Sampling:

One of the best probability sampling techniques that helps in saving time
and resources, is the Simple Random Sampling method. It is a trustworthy
method of obtaining information where every single member of a population is
chosen randomly, merely by chance and each individual has the exact same
probability of being chosen to be a part of a sample.

2. Cluster Sampling:
Cluster sampling is a method where the researchers divide the entire
population into sections or clusters that represent a population. Clusters are
identified and included in a sample on the basis of defining demographic
parameters such as age, location, sex etc. which makes it extremely easy for a
survey creator to derive effective inference from the feedback.

3. Systematic Sampling:
Using systematic sampling method, members of a sample are chosen at
regular intervals of a population. It requires selection of a starting point for the
sample and sample size that can be repeated at regular intervals. This type of
sampling method has a predefined interval and hence this sampling technique is
the least time-consuming.

4. Stratified Random Sampling:

Stratified Random sampling is a method where the population can
be divided into smaller groups, that don’t overlap but represent the entire
population together. While sampling, these groups can be organized and then
draw a sample from each group separately.

B) Non-probability Sampling Methods

The non-probability method is a sampling method that involves a
collection of feedback on the basis of a researcher or statistician’s sample
selection capabilities and not on a fixed selection process. In most situations,
output of a survey conducted with a non-probable sample leads to skewed results,
which may not totally represent the desired target population. But, there are
situations such as the preliminary stages of research or where there are cost
constraints for conducting research, where non-probability sampling will be much
more effective than the other type.
There are 4 types of non-probability sampling method:

1. Convenience sampling:
This method is dependent on the ease of access to subjects such as
surveying customers at a mall or passers-by on a busy street. It is usually termed
as convenience sampling, as it’s carried out on the basis of how easy is it for a
researcher to get in touch with the subjects. Researchers have nearly no authority
over selecting elements of the sample and it’s purely done on the basis of
proximity and not representativeness. This non-probability sampling method is
used when there are time and cost limitations in collecting feedback. In situations
where there are resource limitations such as the initial stages of research,
convenience sampling is used.

22
2. Judgmental or Purposive Sampling:
In judgemental or purposive sampling, the sample is formed by the
discretion of the judge purely considering the purpose of study along with the
understanding of target audience. Also known as deliberate sampling, the
participants are selected solely on the basis of research requirements and elements
that do not suffice the purpose are kept out of the sample for instance. When
researchers want to understand the thought process of people who are interested
in studying for their master’s degree.

3. Snowball sampling:
Snowball sampling is a sampling method that is used in studies
which need to be carried out to understand subjects which are difficult to
trace. This sampling method is implemented in situations where the topic is
highly sensitive and not openly discussed such as conducting surveys to gather
information about HIV Aids. Not many victims will readily respond to the
questions but researchers can contact people they might know or volunteers
associated with the cause to get in touch with the victims and collect information.

4. Quota sampling:
In Quota sampling, selection of members in this sampling
technique happens on basis of a pre-set standard. In this case, as a sample is
formed on basis of specific attributes, the created sample will have the same
attributes that are found in the total population. It is an extremely quick method of
collecting samples

Researcher has used simple random sampling technique for his project.

23
2.3 SOURCE OF DATA

Fig: 2.3.1 Types of data collection

1. PRIMARY DATA COLLECTION

When the data are collected directly by the researcher for the first time is
called as primary data. It is original in nature and is specific to a research problem
under study.

Fig: 2.3.2 Methods of collecting primary data

24
1) INTERVIEW METHOD
This method is the most common method of primary data collection. The
interviewer can
1) Pose questions personally
2) Ask questions through e-mail
3) Get answers through telephonic conversation.

2) QUESTIONNAIRE METHOD
Questionnaires are also one of the most common methods of primary data
collection. It consists of a set of questions pertaining to the research problem.
This is more feasible if the data are to be gathered from a huge population. The
questions in this method can be either open-ended or close-ended.

3) FOCUS GROUP INTERVIEW

This is also one of the common methods of primary data collection. Here, a small
group of individuals join to talk about the problem.

4) SCHEDULE METHOD
Sometimes it so happens that the informants are
Not very much educated. Here the data cannot be gathered by mailed
questionnaire method. Here, scheduled method is used to gather data. The
enumerators send the questionnaires to collect information.

5) OBSERVATION METHOD
This method lets one to assess the dynamics of a situation. This is a systematic
way of data collection. Researchers make use of all their senses to evaluate people
in naturally occurring situations.

25
 2. SECONDARY METHOD
When the data are collected by someone else for a purpose other than the
researcher’s current project and has already undergone the statistical analysis is
called as Secondary Data.

The secondary data are readily available from the other sources and as such, there
are no specific collection methods. The researcher can obtain data from the
sources both internal and external to the organization.

Fig 2.3.3 secondary method

The internal sources of secondary data are:

 Sales Report
 Financial Statements
 Customer details, like name, age, contact details, etc.
 Company information
 Reports and feedback from a dealer, retailer, and distributor
 Management information system
There are several external sources from where the secondary data can be
collected. These are:
 Government censuses, like the population census, agriculture census, etc.
 Information from other government departments, like social security, tax records,
etc.
 Business journals
 Social Books
 Business magazines
 Libraries
 Internet, where wide knowledge about different areas is easily available.

The secondary data can be both qualitative and quantitative. The qualitative data
can be obtained through newspapers, diaries, interviews, transcripts, etc., while
the quantitative data can be obtained through a survey, financial statements and
statistics.

26
2.4 RESEARCH DESIGN
A detailed outline of how an investigation can takes place. A research
design will typically include how data is to be collected .What instruments will be
employed, how the instruments will be used and the intended means for analysing
data collected.

PROCESS OF RESEARCH DESIGN:

LOCATING & DEFINING ISSUES

OR PROBLEMS

DESIGNING THE RESEARCH

PROJECT

COLLECTING DATA

INTERPRETING RESEARCH DATA

REPORTING RESEARCH FINDINGS

Fig: 2.4.1 process of research design

27
 STEP I – Locating &defining issues or problems
This step focuses on uncovering the nature and boundaries of a situation or
questions related to marketing strategy or implementation. In defining issues or
problems, the researcher should take into account the purpose of the study, the
relevant background information, what information is needed, and how it will be
used in decision making.

STEP II – Designing the research project

This step is focused on created a research plan or overall approach on how
you are going to solve the issue or problem identified. A research plan or
approach is a frame work or blueprint for conducting the marketing research
project. It details the procedure necessary for obtaining the required information,
& its purpose is to design a study that will test the hypothesis of interest,
determine possible answers to the research questions, and provide the information
needed for decision making.

Research design involves the following steps:

1. Secondary data analysis
2. Qualitative research
3. Method of collecting quantitative data ( survey, observation, & experimentation)
4. Definition of the information needed
5. Measurement & scaling procedure
6. Questionnaire design
7. Sampling process and sampling size
8. Plan of data analysis
STEP III – Collecting data
These steps revolved around obtaining the information that will need to solve the
issue or problem identified. Data collection involves a field force or staff that
operates either in the field, as in the case of personal interviewing (in-home, mall
intercept, or computer- assisted personal interviewing), from & office by
telephone (telephone or computer – assisted telephone interviewing), or through
mail (traditional mail & mail panel surveys with pre recruited household).
STEP IV- Interpreting research data
Interpreting research data: This step is focuses on examining the data &
coming up with a conclusion that solves the problems.
STEP V – Report research findings
The final step is to report the research findings to those who need the data
to make decisions. The findings should be presented in a comprehensible format
so that they can be readily used in the decision making process. In addition, an
oral presentation should be made to management using tables, figures, and graphs
to enhance clarity and impact.

28
 REASERCH DESIGN

Type of research Exploratory research

Area of research Kopargaon

Research unit SAVIL Pvt Ltd
Sample size 25 employees
Sampling Simple random
technique sampling
Primary data Interview
Secondary data &questionnaire
Internet, newspaper,
books
Analysis of data Percentage, mean

Table no. 2.4.1 Research Design

29
 CHAPTER 3
COMPANY PROFILE

30
 PROFILE OF SAVIL PVT. LTD.

3.1 History and Milestone of the Organization

The company “SAVIL” is established on 10th Oct 1988 on Vijaya dashmi day for
manufacturing the micro nutrient fertilizer under the registered brand “SAVIL”.
The company has start on single product and know it has range of nearly 70
products. The products of the company are very much popular for all the crop in
Indian market.
Our agricultural researchers have laid the ground work to allow Indian farmers to
become the best producers these includes advance technical products to develop
crop productivity & also related to healthy food for human. Main target is
enhancing both the economic efficiency and environmental sustainability of
agricultural production. The active participation of our dedicated R & D,
manufacturing, head office, marketing staff & expert across field officers in 7
states.
We are moved door to door to motivate the farmers to join with us for agricultural
development &crop productivity. Our team recommends right doses of fertilizers,
pesticides & other inputs, also conducts trials on field, so that the farmers can
grow crops profitably. “SAVIL” brands are getting popular day by day. Preseason
meetings, field visit, field day, products demonstration are the key for our success
in having constant demand from Indian farmer.
Established in the year 1988, we, “Sainath Agro-Vet Industries Private
Limited”, are an ISO 9001:2008 certified organization involved in the field
of manufacturing and supplying agrochemicals such as fertilizers,
insecticides, pesticides and plant growth promoters. Apart from this, we
are also offering soil application, amino cheated micro nutrients, plant
growth promoter, bio-insecticides, bio-fungicides and bio-fertilizers.
Formulated using superior quality ingredients, these chemicals are widely
accepted in the market for their longer shelf life, accurate composition,
precise pH value and effectiveness. Due to their distinguished features,
these chemicals are widely used to increase the yields of crops.

Fig 3.1.1 general information

31
 LOCATIONS

Head office:
Kopargaon

Production:
Kokamthan, kopargaon

Branch office:
Andhra Pradesh state (area sales office)
Hyderabad
Telangana

Karnataka state (branch office):

Bijapur

Madhya Pradesh state (branch office):

Indore

Gujarat state (branch office):

Vadodara

Rajasthan (branch office):

Jaipur

Marketing office:
Pune, Maharashtra
Chinchwad

32
3.2 Organization

Established in the year 1988, we , “sainath agro- vet industries pvt Ltd”, are an
ISO 9001: 2008 certified organization involved in the field of manufacturing and
supplying agrochemical such as fertilizer, insecticides, pesticides & plant growth
promoters. Apart from this, we are also offering soil application, amino chelated
micro nutrients, plant growth promoter, bio-insecticides, bio-fungicides & bio-
fertilizers. Formulated using superior quality ingredients, this chemicals are
widely accepted in the market for their longer shelf life, accurate composition,
precise pH value and effectiveness. Due to their distinguished features, these
chemicals are widely used to increase the yields of the crop.

Fig no. 3.2.2organisation

Fig no 3.2.3 organisation

33
BASIC INFORMATION:

Company name : SAVIL PVT.LTD.

Address : 1654, shreeyashodhan, godamgali, court road,
Kopargaon : 423601. Dist. Ahmednagar, Maharashtra
Phone no : 02423-222937
Fax : 02423-2232225
Website : www.savilmaci.com
E-mail : savilmacikop@yahoo.co.in
City : Kopargaon
State : Maharashtra
Business type : Exporter/ Manufacture/ Supplier
Products : Pesticides
No. of employee/worker : Around 2,000

OWNERSHIP
Year established : 1988
Name of the owner : Milan Kumar daulatrao chavan
Ownership type : Private limited company
Management : ISO 9001:2008

34
 COMPANY PROFILE

SAVIL...a will to save ill...

"Where there is a will, there is a way..."

with this belief and a strong will -

ۥ
, Savil Pharma Labs Pvt. Ltd. was established and incorporated in the year 1986.

Savil Pharma Labs Pvt. Ltd. is a globally emerging pharmaceutical and

healthcare company, with a strong dedicated mission to fulfil the unmet medical
needs around the globe with value-added Generic Formulations of
Uncompromising Quality.

Today Savill, in a span of over 3 decades has continuously evolved its business
focus as a customer centric organization and is marching ahead towards building
a name for itself among Global Pharmaceutical Companies.

Savill is a forward looking pharmaceutical and healthcare company committed to

change the course of life-care through world class quality formulations at
affordable prices.

The company believes in building a long term relationship which is based on the
values of Honesty, Integrity, Ethical and Transparent dealings to deliver
sustainable value to all the stakeholders, to society at large. The company is
committed to its moral values and principles.

The company believes the next stage of growth will come from developing and
putting in place new mechanisms, systems and policies matching to Global
Standards and also using Technology to create a world class Professional
Customer Oriented Organization.

35
 ORGANIZATION CHART STRUCTURE

Fig no. 3.2.1 organization chart structure

36
3.3 PRODUCT & SERVICES OF ORGANIZATION

Our few Products

We are an ISO 9001:2000 certified organization engaged in manufacturing

and supplying Agro Chemical Products to our valuable clients. These
chemicals are acclaimed in the industry for their accurate composition,
precise pH value, effectiveness and safe usage. Considering their numerous
advantages, these chemicals are widely used by our clients in agricultural
sector for yielding the crops. Clients can avail these chemical products
from us at reasonable prices.

BIO PESTICIDES

Cinamac bio pesticide Secret bio pesticide

Macsul bio pesticide

37
 CHELATED NUTRIENT FERTILIZER

Copper EDTA Ferrous EDTA

Calcium EDTA Iron EDDHA Fe 6 percent

38
 FERTILIZERS

Agrofert pesticide Biofert pesticides

Biomore fertilizer N.P.K. Agrofert 19-19-19

water soluble

39
  PLANT GROWTH PROMOTER TONIC

Biostim plus plant Full baharplant growth

Growth promoter promoter

Macilaxin plant growth Humimac plant growth

Promoter promoter

40
  MICRONUTRIENT FERTILIZERS

Micronutrient fertilizers mixture Maunibordo

inorganic

41
 QUALITY CERTIFICATE

Savill Pharma Labs Pvt. Ltd. follows a Stringent Quality Management

System.

The company believes the next stage of growth will come from developing and
putting in place new mechanisms, systems and policies matching to Global
Standards and also using Technology to create a world class Professional
Customer Oriented Organization.

New-age global-standard, state of the art manufacturing facilities, a highly

motivated and technically competent team, the highest standards of safety and
environmental friendly processes compliant facilities manufacture SAVILL's
Quality products that meets highest international standards of quality and safety.

The manufacturing facilities are accredited with:

 WHO-GMP
 ISO 9001:2008
 GMP CERTIFIED
 FSSAI APPROVED
 GST No. 27AAFCS

42
 CHAPTER 4

REVIEW OF LITERATURE

43
 4.1 MEANING & CONCEPT OF THE TOPIC

 Meaning of Absence:
Absence means being away from duty or non-availability for duty or non-presence at
duty. Such an absence may be for domestic reasons or for any other reason beyond the
control of the employee. It may be for a few days or for a number of days. It may be with
the permission of the competent authority or without such permission.

 Definition of Absenteeism:
Some definitions of absenteeism:
“Absenteeism” is a practice or a habit of being an “absence” and an “absentee” is
one who habitually stays away.
-WEBSTER’S
DICTIONARY
“Absenteeism” is the failure of a worker to a report for work when he is
scheduled to work.

- LABOUR BUREAU SIMLA

In simple word “Absenteeism is a failure of a worker to report to work without

information”.

 Meaning of Employee Absenteeism:

Employee Absenteeism is the absence of an employee from work. It’s a major
problem faced by almost all employers of today. Employees are absent from work
and thus the work suffers. Absenteeism of employees from work leads to back
logs, piling of work and thus work delay. There are various laws been enacted for
safeguarding the interest of both Employers and Employees but they too have
Employee’s presence at work place during the scheduled time is highly essential
for the smooth running of the production process in particular and the
organisation in general. Despite the significance of their presence, employees
sometime fail to report at the work place during the scheduled time, which is
known as ‘absenteeism’.
Labour Bureau, Shimla, defined the term ‘absenteeism’ as “the failure of a worker
to report for work when he is scheduled to work.” Labour Bureau also states that
“absenteeism is the total man-shifts lost because of absence as a percentage of the
total number of man-shifts scheduled to work.”

44
 According to Webster’s Dictionary, “absenteeism is the practice or habit of being
an ‘absence’ and an absentee is one who habitually stays away”.
Absenteeism is a habitual pattern of absence from a duty or obligation.
Absenteeism means an individual remain absent without any information or
intimation to his superior. Whether it is one day or more, the issue of absenteeism
and unscheduled leave has always been of importance to businesses interested in
their bottom line. Absenteeism can occur at mass level also. Normally, 6-8 %
absenteeism is found in all industry. If it beyond consecutively, then the matter is
serious.
There are various reasons for Employees to remain absent from work -
 Reasons from the side of organization
1. Lack of satisfaction from present work
2. Poor working conditions
3. longer working hours
4. Dominating Boss & Seniors
5. Non Cooperating peers
6. Higher expectation
7. No growth prospects in present Company
8. Excess Work Stress
 Reasons from the side of employee
1. Bad health condition of employee or his family members like spouse, children
and parents.
2. Family concern disputes and problems.
3. On occasions of this family relatives.
4. Demise of close family members or relatives.
5. Appearing for examination if he is pursuing further education for career
development or promotions.
6. Sometimes due to financial problems.
7. Going on vacation is visiting other places.
8. Exceeds number of late comings limit fixed by the organization. (Say for
example, any organizations marks absent for an employee who comes late
continuously for three times. For this reason most of employees gets absent if
they were late to office for third time.)
9. On the Day of sports events especially crick

45
4.2 BASIC THEORIES OF THE TOPIC-

4.2.1 CORRECTIVE ACTIONS ON ABSENTEEISM:

1. Charge Sheet:
Once the case of misconduct is established, the management should proceed to
issue a charge sheet to the employee. Charge sheet is merely a notice of the
charge and provides the employee an opportunity to explain his conduct.
Therefore, charge sheet is generally known as a show cause notice. In the charge
sheet, each charge should be clearly specified. There should be a separate charge
for each allegation and charge should not relate to any matter, which has already
been decided upon. I would suggest each one of you to talk to find out how is a
charge sheet prepared.
2. Suspension:
In case the charge is grave that is serious, a suspension order may be served on
the employee along with the charge sheet. According to the Industrial
Employment (Standing Order) Act, 1946, the suspended worker is to be paid a
subsistence allowance equal to one-half of his wages for the first ninety days of
suspension and three-fourths of wages for the remaining period of suspension if
the delay in the completion of disciplinary proceedings is not due to the worker’s
contact.
3. Holding Enquiry:
An enquiry officer should be appointed to hold the enquiry and a notice to this
effect should be given to the concerned worker. Principle of natural justice must
be followed. The worker should not be denied the chance of explaining himself.
The enquiry officer should Give sufficient notice to the worker so that he may
prepare to represent his case and make submission in his defence. The enquiry
officer should proceed in a proper manner and examine witnesses. Fair
opportunity should be given to the worker to cross-examine the management
witnesses.

4.2.2 Measures for Reduction of Absenteeism:

1) Reward Good Attendance

Some organizations reward good attendance by giving employees a bonus for
having no unplanned absences in a 12 month period. And, when attendance is
incorporated into the annual performance appraisal process, employees can see
rewards in the way of merit increases.
2) Provide Employee Support
Sometimes employees are simply experiencing a challenging time of life. This is
when providing support through EAP programs, can help them deal with personal
issues that might be affecting their attendance. This kind of support can help
employees over a hump and makes them feel like their employer cares about
them, which is a determining factor of employee engagement. In order for an
organization to be successful, it needs a committed and engaged workforce. One
way to faster commitment and engagement is good communication of
expectations, empathetic employee support and a support and a structured process
to reward good performance.

46
3) Effective communication
As simple and as cliché as it sounds, having effective communication with your
employees is one of the best ways to reduce absenteeism rate. When you provide
your employees with communication channels that allow them to express their
needs and preferences, you can ensure that they are satisfied with their work
environment. Employees surveys is one method of communication that you can
implement in your organization. When you provide your employee with a quick,
easy, and anonymous manner to approach you with their problems, you will be
able to serve them better.

4) Having good HR policies and practices

It stands to reason that when an organization has effective HR policies and
practices their employees tend to be happier, performing, and productive. When
you provide your employees with fair compensation, training and development,
Ensure they have a safe and healthy work environment, and perform effective
performance management and feedback, they will be motivated and committed to
be company.

5) Identify the causes for an employee’s absenteeism:

If you can find out why an employee is consistently absent, then you can deal
more effectively with the problem. For example, if an employee is often absent
because of issues with childcare, you could offer them the option of more flexible
working hours.

6) Give Praise:
Money alone does not keep employees working in an workplace where they are
dissatisfied. Employees want to know they are appreciated, that their words mean
something to the company and that opportunities to grow within the company
exist. Employees also need positive feedback. Give employees positive
reinforcement, concrete training and helpful tips to do the job right. Simply
calling employees by their names goes a long way to making an employee feel
recognized and appreciated.

47
4.3 PROCESS, APPLICATIONS, TOOLS & TECHNIQUES

4.3.1TYPES OF ABSENTEEISM:

a. Authorized Absenteeism:
If any employee absent himself from work by taking permission from superior
and applying for leave, such absenteeism is called authorized absenteeism.
b. Innocent Absenteeism:
Innocent absenteeism refers to employees who are absent for reasons beyond their
control, like sickness and injury. Innocent absenteeism is culpable which means
that it is blameless.
c. Wilful absenteeism:
If an employee absents himself from duty wilfully for any kind of reason, such
absenteeism is called wilful absenteeism.
d. Culpable Absenteeism:
Is one in which a person is absent from work without any genuine reason or
cause. He may pretending to be ill or just wanted a holiday and stay at home. The
employers have got every right to enquire as to why an employees is absent from
work. If an employee is absent because of illness he should be able to to produce
doctors latter as and when demanded.

4.3.2CAUSES OF ABSENTEEISM:-

People miss work for a variety of reasons, many of which are legitimate and
others less so. Some of the common causes of absenteeism include (but are not
limited to):

A. Childcare and eldercare -

Employees may be forced to miss work in order to stay home and take
care of a child/elder when normal arrangements have fallen through (for example,
a sick caregiver or a snow day at school)or if a child/elder is sick.

B. Injuries -
Accidents can occur on the job or outside of work, resulting in absences.
In addition to acute injuries, chronic injuries such as back and neck problems are
a common cause of absenteeism.

C. Maladjustment at work place -

Workers, sometimes, do not adjust to the situation prevailing at work
place. Workers coming from rural to urban areas do not adjust at those places.
The congestion, insanitation, fast life at urban areas is not to the liking of village
folk. They frequently go back to villages after absenting from work.

48
D. Inadequate welfare facilities -
Inadequate welfare facilities also lead to absenteeism. There may be
inadequate facilities for drinking water, sanitation, canteen, rest rooms, crèches
etc. Workers feel inconvenience at work. They go back to their homes for having
some rest.

E. Alcoholism:
The habit of alcoholism is very common among workers. They want to
forget their domestic worries by drinking alcohol. Drinking becomes their habit
and its hangover on the next day compels them to absent from work. Workers
indulge in more drinking after getting their wages and more absenteeism is
reported in these days.

F. Inadequate Leave Facilities:

The workers do not get proper facilities for attending to family work.
Since they are entitled for limited number of leaves, they do not go to work
whenever they have to attend to family needs.

G. Industrial Fatigue -
Low wages compel a worker to seek some part-time job to earn some
side income. This often result inconstant fatigue, which compels to remain absent
for next day.

H. Social and religious ceremonies -

Social and religious functions divert employee from work to social
activities. In large no of cases, the proportion of absenteeism due to sickness,
accident or maternity is not a high as it is due to other causes, including social and
religious causes.
Absenteeism is high during local festivals, irrespective of whether the
employees are from rural areas or not.

I. Age -
The younger employees are often restless. They want to spent time with
their friends and have fun, rather than being tied down with work responsibility.
The lack of ownership often leads them to take unauthorized time off. With age,
people gain experience and maturity, which makes them focuses and responsible.
Their approach is rather professional and they refer to stick to their chairs to get
the work done. If they are found absent, then it could be due to sickness.

J. Seniority-
Employees, who have been with the company for a long time are
well-adjusted with the working culture and the job, therefore, they find no reason
to be absent without permission. On the other hand, near hires are more prone TO
taking ad hoc breaks to unwind themselves

49
4.3.3 EFFECTS OF ABSENTEEISM:

Excessive absenteeism is harmful to employees, workers and organization in

the following ways:

a) LOSS TO WORKER
Firstly due to the habit of being absenteeism frequently worker’s income is
reduces to a large extent. It is because there is a general principle of “no work- no
pay”. Thus the time lost in terms of absenteeism is a loss of income to workers.

b) LOSS TO EMPLOYEER
On the other hand, the employer has to suffer a greater loss due to absentees. It
disturbs the efficiency and discipline of industries consequently, industrial
production is reduced. In order to meet the emergency and strikes, an additional
labour force is also maintain by the industries. On certain occasions, those
workers are employed who present themselves at factory gates. During strikes
they are adjusted in place of absent workers. Their adjustment brings serious
complications is an evil both for workers and the employers and ultimately it
adversely affects the production of industries.

c) Impact on Individual Productivity

Absenteeism can affect individual productivity. Simply put, if someone works
less, they're likely to be less productive. Employers should consider root causes,
which include burnout, disengagement, as well as those that may require
accommodations, such as child care or illness. Organizations should address these
issues immediately. If an employee is frequently "checked out," it could be a sign
of low morale and engagement and a lack of passion for their work.

d) Impact on Team Performance

As missed work time increases, employees in the office are left making up for the
work not performed by employees who are absent. According to the Society for
Human Resource Management (SHRM), overtime is used to cover 47 percent of
employee absences and co-workers are perceived to be 29.5 percent less
productive when covering for absent employees.
Even supervisor productivity is impacted. According to SHRM, supervisors spend
more than four hours per week dealing with absences and preparing for/adjusting
workflow to keep things moving. In other words, one of the biggest negative
impacts of absenteeism on the employee experience is the added workload that
colleagues must take on for employees who are absent.

50
 e) Impact on Profits
Absenteeism can reduce profit margins in two ways.
- First, increased costs reduce profit margins unless revenues increase. For
example, if organizations are spending more money on overtime pay and contract
workers, direct costs go up and profit margins are likely to shrink.
- Second, absenteeism can decrease revenue if employees with specific roles
aren't present. Employees who sell services or build and deliver a product — such
as workers in manufacturing, software engineering, consulting or sales — simply
have less time to hit their goals when absent, potentially decreasing revenue.
The impact of absenteeism is felt directly by individuals, teams and the
organization as a whole, putting pressure on productivity and profitability. HR
leaders can make a direct impact on organizational performance and employee
morale by discovering and addressing the root causes of absenteeism and making
strides to address those issues.

51
 4.3.4 LEAVE POLICY OF SAVIL PVT.LTD.

Sainath agro vet industries Pvt Ltd use HR software for the attendance records.

Sr.No ATTENDENCE PROCEDURE

1 Attendance for operators will be maintained through the thumb

punch system in Savil Pvt Ltd.
2 Each operator will be allotted the punch thumb in Savil Pvt Ltd.

3 It is also responsibility of the HR Department to ensure that the

security guard is following this system strictly. No operator shall be
allowed to enter the premises that so ever are late after 30 minutes.
4 The HR department shall initial the work allotment register on daily
basis and put the date on the bottom of the attendance register. Any
discrepancy identified during this process should be highlighted on
the same day to the production. In charge as well as security man
and corrective action be taken. Likewise he would mark the punch
thumb for night shift purpose in the similar process.
5 It is the responsibility of the HR department that they should make
all possible efforts and encourage the operator to sort out the
queries raised by the operator on account of any discrepancy in the
attendance.
6 It is also responsibility of the HRM department to have surprise
check that the attendance is initialled by the concerned operator.
7 It is the responsibility of the HR department that while preparing
the pay roll, they will reconcile the data of the muster roll at the end
of the month
8 In case units are having punching thumb system all employees are
required to punch their thumb. The same procedure as of staff
attendance.

Sr.No ON DUTY PROCEDURE

1 Any operator going out on duty is required to get his gate pass
approved by getting the signature on the same from the authorized
signatory.
2 Also maintain register for the record.

52
Sr.No LEAVE POLICY FOR STAFF
1 To enable employees to take rest/recover in case of illness
2 To enable employees to take leave in case of emergency/personal
reasons
3 To enable employees to take vacations
4 All leave entitlements coincide with and determined for the
CALENDER YEAR from 1st January to 31st December
5 Employees joining/leaving at any point during this period
would get pro-rata leaves
6 Individual employee leave record shall be maintained by the
HR Department
7 All the employees shall be entitled for 7 days casual leaves
(CL) in a calendar year
8 Employees joining between 1 st January to 15th January shall be
eligible for full entitlement of casual leave for that year
9 CL not availed during the year will not laps. Balance CL will be
clubbed with EL
10 CL cannot be clubbed with any other type of leave
11 Maximum of 3 days CL can be availed in one spell
12 CL can be applied at any time but not less than 0.5 days
13 All holidays/weekly off falling in between a spell of CL shall
not be counted as CL
14 Holidays/weekly off days can be suffixed or prefixed to a spell
of CL
15 No encashment of CL is permissible
16 CL should be applied at least 24 hours in advance in writing
however, in case of extreme circumstances when person is
unable to apply for CL in advance, leave application duly
approved by superior for the same must be given immediately
on resuming duty.

53
4.4 REVIEW OF RESEARCH:

1ST RESEARCH ARTICLE

Author Name: Paul M Muchinsky

Publication: Journal of Vocational Behaviour
Year: June 1977
Publisher: Elsevier
Title: Identifying the reasons of absenteeism

Abstract

The purpose of this paper is to review the literature on employee absenteeism as a

form of withdrawal behaviour apart from turnover. Studies examining the
psychometric properties of absence measures are reviewed, along with the
relationship between absenteeism and personal, attitudinal, and organizational
variables.
Studies exploring the relationship between absenteeism and turnover are
examined according to the unit of analysis studied in the research. Programmatic
efforts to reduce employee absenteeism are also reviewed. Throughout the paper
emphasis is placed on the indices used by investigators to measure absenteeism,
and the problems that have arisen in the literature through the use of multiple
indicators of absenteeism.
The review concludes with suggestions for research that are of both theoretical
and practical concern.

54
 2nd RESEARCH ARTICLE

Author Name - Paul Muchinsky

Year – June 1997
Title: Employee absenteeism: A review of the literature

Abstract

The purpose of this paper is to review the literature on employee absenteeism as a

form of withdrawal behaviour apart from turnover. Studies examining the
psychometric properties of absence measures are reviewed, along with the
relationship between absenteeism and personal, attitudinal, and organizational
variables. Studies exploring the relationship between absenteeism and turnover
are examined according to the unit of analysis studied in the research.
Programmatic efforts to reduce employee absenteeism are also reviewed.
Throughout the paper emphasis is placed on the indices used by investigators to
measure absenteeism, and the problems that have arisen in the literature through
the use of multiple indicators of absenteeism. The review concludes with
suggestions for research that are of both theoretical and practical concern.

55
 3rd RESEARCH ARTICLE

Author Name – PterBycio

Year- February 1, 1992
Title- Job Performance and Absenteeism

Abstract

The relationship between individual employee performance and absenteeism was

examined using data from 46 articles. Meta-analyses (cf. Hunter & Schmidt,1990)
revealed a modest but significant tendency for frequently absent employees to be
poor performers on many rating and non- rating indices. Importantly though, the
associated credibility intervals were wide, and statistical artifactsdid not account
for all the variance among the studies. Several alternative theoretical mechanisms
were identified, e.g. supervisor annoyance with frequent absences, employee
disposition toward delinquency, progressive withdrawal, and stress coping, that
could account for the remaining variation.

56
 4th RESEARCH ARTICLE

Author Name – Catherine G. White

Year – October 1, 2001
Title – Reduction of Illness Absenteeism

Abstract

Hand washing is the most effective way to prevent the spread of communicable
disease. The purpose of this double-blind,placebo-controlled study was to assess
whether an alcohol-free, instant hand sanitizer containing surfactants, allantois,
and benzalkonium chloride could reduce illness absenteeism in a population of
769 elementary school children and serve as an effective alternative when regular
soap and water hand washing was not readily available. Prior to the study,
students were educated about proper hand washing technique, the importance of
hand washing to prevent transmission of germs, and the relationship between
germs and illnesses. Children in kindergarten through the 6th grade (ages 5 – 12)
were assigned to the active or placebo hand- sanitizer product and instructed to
use the product at scheduled times during the day and as needed after coughing or
sneezing. Data on illness absenteeism were tracked. After 5 weeks, students using
the active product were 33% less likely to have been absent because of illness
when compared with placebo group.

57
 5th RESEARCH ARTICLE

Author Name – Rosenblatt and shriom

Year – 2004
Tittle: Age factor can be a reason

Abstract

Study is about to predict absenteeism by personal background factors. Prior

absenteeism, age, education and supervisory position were found to be significant
predictors of absenteeism frequency, according for about 50 percent of the
variance in absence frequency. Age is one of the most studied demographic
factors for absenteeism. Most studies report a negative relationship between age
and absenteeism among employees in general.

58
 6th RESEARCH ARTICLE

Author Name – Thomas Baum

Date -09 Jul 2006
Title – Surveys of Absenteeism: A Question OfTiming

Abstract

Reliable and valid statistics of school attendance have been sought since the
advent of compulsory education. The substantial decrease in absenteeism which
was evident in the first 30 years of compulsion was used as ammunition in
support of increasing the length of required attendance. However, strikingly
contradictory figures were produced in support of, or against, the arguments, then
as now. (Rubinstein1969). Surveys and investigations were carried out to suit
administrative will and convenience and little attention was given to the timing of
such studies. Evidence is available that school attendance is by no means uniform
during the school year and therefore that pilot work is essential prior to the
launching of a survey which seeks a reliable picture of school attendance. The
most recent (and indeed, the only) national survey of school attendance was
undertaken on the 17th January 1974 by the Department of Education and Science
with regard to all maintained secondary and middle schools in England and
Wales. The survey has been the object of considerable criticism on
methodological grounds, and the most serious seems to relate to its timing, purely
to suit the administrative machinery which demanded a batch of other returns
from schools at the same time.

59
 7th RESEARCH ARTICLE

Author Name – Ricardo Mateo

Year - 2007
Title: The Impact Of Absenteeism On The Quality Of Assembly Line
Production: The Importance Of Specialization Requirement

Abstract

Absenteeism among manual workers is without doubt one of the most significant
factors that affect the functioning of assembly lines. It is a widely held view that
high levels of absenteeism have negative repercussions on the quality and costs of
operations. According to the scientific theory of work, workers who temporarily
stand in for their absent colleagues affect production quality levels because of a
lack of work specialization and experience. However, new and sophisticated
automation can eliminate the effect of absenteeism on assembly line production.
This article gathered more than 960,000 products produced by different level of
absenteeism. The effect of absenteeism on the quality of product in assembly lines
over the course of one year was analysed. In contrast to established thinking, the
empirical evidence presented here confirms that absenteeism does not always
produce problems in the quality of the products. This evidence can be explained
by the need for specialization among manual workers has been reduced by the
invention of more sophisticated and specialised machinery.

60
 8th RESEARCH ARTICLE

Author Name – Dr. V.S. Dhekale Vivekananda

Year- NOV-DEC 2016
Title: Labour Absenteeism in A Textile Unit At Kolhapur

Abstract

The present study focuses on labour absenteeism in the textile unit located at
Kolhapur, in western Maharashtra. Researchers have taken efforts to identify the
causes of labour absenteeism and find out the solutions on this labour problem.
The empirical data is collected with the help of questionnaires administered to the
respondents, discussions with the concerned officials and were classified
tabulated, and analysed with the help of statistical tools. At the end of the
analysis, researchers reached to the certain conclusions and have offered
suggestions for mitigating the problem of labour absenteeism, so that
performance of the unit is not hampered due to this labour problem.

61
 9th RESEARCH ARTICLE

Author Name – Mayank Kumar Rai

Year – JANUARY 2018
Title: Effect of Absenteeism in Industry

Abstract

In this research we found that, the phenomena of absenteeism in Indian industry

are not new and employee absenteeism is the Major problem of industries.
Employee absenteeism is a serious problem for Management because it need
additional expenses. High rate of absenteeism in any Industry affect an
organization state of health and also management effectiveness. The main aim of
this paper is to take broad view of the effect of absenteeism is industries. It is
intended to provide both an overview on absenteeism data and then progress to
exploring solutions.

62
 10th RESEARCH ARTICLE

Author Name – Rashmi Tiwari

Year – 5 AUGAST 2018
Title –A Study on Causes of Absenteeism among Non-Executive Employees
ofa Flagship Steel Manufacturing Organisation

Abstract
Absenteeism is a habit or tendency of frequently being away from work/job
usually without any good reason. It is a common organisational or managerial
problem of many industries, offices, or work place. It affects not only
productivity, profitability of the organisation but also employees’ wealth. So it is
necessary to control the problem. To control the problem of absenteeism its
causes required to be identified. Non-executive employees of the organisation
selected randomly for primary data collection. Primary data has collected with the
help of Questionnaire. Collected data has processed to get conclusion. The
conclusion is absenteeism is mostly find among the employees of production area
mainly due to work environment. The problem of absenteeism is not common in
however other departments and employees take leave due Family and health
related problems together.

63
 CHAPTER 5

DATA PRESENTATION, ANALYSIS &

INTERPRETATION OF DATA

64
5.1 Application/ Implementation of topic at Global Scenario:

 CASE STUDY: 1

Managing Absenteeism in the Workplace: The Case of an Italian

Multi-utility Company

Background

Absenteeism has been traditionally considered a relevant problem of human

resource management (HRM) in awide sectors and organizations (Bycio,1992;
Harrison and Martocchio,1998). HMR can be separated in three majorsubfields
(Boxall, Purcell and Wright, 2007): micro HRM (MHRM), strategic HRM
(SHRM), and international HRM(IHRM). Micro HRM covers the subfunctions of
HR policy and consists of two main categories: one with managingindividuals
and small groups (e.g. recruitment, selections, induction, training, performance
management andremuneration) and the other with managing work organization
and employee voice systems. Strategic HRM covers theoverall HR strategies
adopted by business units and companies and tries to measure the impact on
performance. International HRM covers HRM in companies operating across
national boundaries. The overall goal of strategic HMR for an organization is to
link HR activities and actions (deploy and allocate human resources) in order to
obtaincompetitive advantages and performance (Ahmad and Schroeder, 2003;
Green et al. 2006; Aktar, Ding and Ge, 2008;Lengnick-Hall et al., 2009; Harpaz
and Meshoulam, 2010). The management of absenteeism is one of the
mainstrategic actions in HRM that an organization may pursue in order to assure
company performance and success(Goetzel et al., 2004; Halbesleben, Whitman
and Crawford, 2014).Absenteeism is a relevant and strategic problem in HRM for
private and public sectors of many countries. Manypapers show that public
employees are more prone of taking sick leaves compared to similar employees
working in theprivate sectors. This phenomenon has reached in Italy very
important proportions: according to data from the ItalianEconomic Minister, in
year 2009 the Italian public sector employees took a quote of days off due to sick-
leaves 30%more than their private sector counterparts. These absences produces
direct costs, in terms of continued wagepayments to absent workers, and indirect
costs due to the adverse effects on the quality of services offered. It is wellknown
that absenteeism may generate positive and negative consequences on the
individual, co-workers, work-group,the organization, the community and the
society (Goodman and Atkin, 1984). The aim of this work is to look into the
responses of easy implementation that the companies can use to reduce the
absenteeism to an admissible level. First ofall we examined benchmarks by taking
into account the data on the absenteeism of the Hera Group and we compared
them with the main international and national competitors analysing the
geographic differences which are presentwithin the territorial areas where the
Group works. Then the main characteristics of the absenteeism in the Hera
Groupare analysed, based on personal, organisational and job employers’

65
features. Finally we present the key actions that thecompany can use to
efficaciously face the absenteeism. These proposals clearly show that the quick
win solutions thatoperate on especially “soft” aspects, can have good effects. In
particular, our analysis shows that the main
interventions may be concentrated in initiatives oriented towards the
communication, proposals focused on themotivation and initiatives for the health
protection. This paper is organized as follows. After this introduction a brief
literature review on absenteeism and a concise presentation of the Hera Group are
outlined in section 2 and 3. Insection 4 the absenteeism concept is analysed while
in section 5 a benchmark analysis is presented to compareabsenteeism data
between Hera Group and its competitors. Section 6 is devoted to outline a
quantitative analysis ableto underline specific characteristics of absenteeism
related to personal, organizational and job features. In section 7actions to mitigate
absenteeism negative consequences and to assure performance are presented.
Concluding remarksclose the paper.

Outcome

Strategic human resource management focuses on human resources programs

with long-term objective. Theprimary goal of strategic human resources is to
increase employee productivity by focusing on business obstacles ableto limit
company performance. The primary action of a strategic human resource manager
is to identify key HR areaswhere strategies can be implemented in the long run to
improve the overall motivation and productivity. In this paperan analysis of one
strategic aspect of HR, absenteeism, is studied with the aim to define actions able
to allowemployee productivity and company performance. This study follows the
emerging interest of HRM on strategicissues accompanied in the future by a
greater emphasis in linking absenteeism control to business competitive
andorganizational performance. To conclude the presented analysis is useful to
give an evaluation of the direct costs dueto the absenteeism phenomenon, that is
the cost due to services not supplied, and about the indirect costs attributableto the
company procedures slowdown, to the lesser quality of the services and the
consequent lesser competitiveness.We estimated that the only cost of sickness
absence is about 1,5% of the total workforce cost paid by the Hera Group in 2011.

66
 CASE STUDY:2

A CASE STUDY ON ABSENTEEISM OF WORKERS IN

COCA-COLA BEVERAGES PVT.LTD

Background

Employee absenteeism has been a growing concern to employers.

Absenteeism may lead to financial losses and thereby resulting
reduction in productivity and the costs of sick leave benefits paid as
wages for no work. This project on Employee Absenteeism reveals
that one of the major problems is absenteeism. Absenteeism is the
practice or habit of being an absentee and an absentee is one who
habitually stays away from work. Employees Absenteeism is a serious
problem for management because it involves heavy additional
expenses. Absenteeism hinders planning, production, efficiency and
functioning of the organization. In fact high rates of absenteeism
affect an organization state of health and also supervisory and
managerial effectiveness. Keywords: Absenteeism, Performance,
Productivity
Absenteeism has been variously defined authorities from time to time.
Thus the term absenteeism refers to the worker’s absence from his
regular task when he is scheduled to work. Any employee may stay
away from work if he has taken leave to which he is entitled or as the
ground of sickness or some accident without any previous sanction of
leave. Nevertheless usually involuntary layoff, lack of work,
authorized leave or vacation period of work stoppage is not counted as
absence strikes and lockouts are treated as absence are many include
late attendance in it.

67
Outcome

Based on the information and analysis we finally conclude that

absenteeism very much evident in coca- cola company on the basis of
many factors involved such as Health issues, boredom, lack of
transportation facilities, lack of motivation, no proper measures taken
to resolve the employee issues at an appropriate time, lack of job
satisfaction and finally employees looking for green postures for their
social and economic well being.

68
5.2 Application/ Implementation of topic at Indian Scenario:

 CASE STUDY: 1

Employee Absenteeism, A Case Study with reference to RMM

Foods Private Limited

Background

Absenteeism is a habitual pattern of absence from a duty or obligation.

Traditionally, absenteeism has been viewed as an indicator of poor individual
performance, as well as a breach of an implicit contract between employee and
employer, it was seen as a management problem, and framed in economic or
quasi-economic terms. More recent scholarship seeks to understand absenteeism
as an indicator of psychological, medical, or social adjustment to work.
High absenteeism in the workplace may be indicative of poor morale, but
absences can also be caused by workplace hazards or sick building syndrome.
Many employers use statistics such as the Bradford factor that do not distinguish
between genuine illness and absence for inappropriate reasons.
As a result, many employees feel obliged to come to work while ill, and transmit
communicable diseases to their co-workers. This leads to even greater
absenteeism and reduced productivity among other workers who try to work
while ill. Work forces often excuse absenteeism caused by medical reasons if the
worker supplies a doctor's note or other form of documentation. Sometimes,
people choose not to show up for work and do not call in advance, which
businesses may find to be unprofessional and inconsiderate. This is called a "no
call, no show". According to Nelson & Quick (2008) people who are dissatisfied
with their jobs are absent more frequently. They went on to say that the type of
dissatisfaction that most often leads employees to miss work is dissatisfaction
with the work itself.
The psychological model that discusses this is the "withdrawal model", which
assumes that absenteeism represents individual withdrawal from dissatisfying
working conditions. This finds empirical support in a negative association
between absence and job satisfaction, especially satisfaction with the work itself.
Medical based understanding of absenteeism find support in research that links
absenteeism with smoking, problem drinking, low back pain, and migraines.
Absence ascribed to medical causes is often still, at least in part, voluntary.
Research shows that over one trillion dollars is lost annually due to productivity
shortages as a result of medical-related absenteeism, and that increased focus on
preventative wellness could reduce these costs.[3] The linebetween psychological
and medical causation is blurry, given that there are positive links between both
work stress and depression and absenteeism.[2] Depressive tendencies may lie
behind some of the absence ascribed to poor physical health, as with adoption of a
"culturally approved sick role". This places the adjective "sickness" before the
word "absence", and carries a burden of more proof than is usually offered.

69
Evidence indicates that absence is generally viewed as "mildly deviant workplace
behaviour". For example, people tend to hold negative stereotypes of absentees,
under report their own absenteeism, and believe their own attendance record is
better than that of their peers. Negative attributions about absence then bring
about three outcomes: the behaviour is open to social control, sensitive to social
context, and is a potential source of workplace conflict.
Thomas suggests that there tends to be a higher level of stress with people

Outcome

It has been found that there is a significant difference of opinions between

superior and subordinate employees with regard to the factors that lead to
absenteeism. There seems to be an extremely significant difference between
degree/diploma and pg/post-graduation employees with regard to absenteeism.
The overall study with regard to absenteeism indicates that there is low
absenteeism in the organization and the organization seems to be successful in
adopting the measures to reduce employee absenteeism.

70
  CASE STUDY:2

EMPLOYEE ABSENTEEISM – A CASE STUDY OF

LEATHER FIRM IN VELLORE

Background
Muchinsky stated that the conflicting and contradictory findings reported in
studies on absenteeism are attributable to the ill-defined concept of absenteeism
(Muchinsky 1977). Defining absenteeism should be simple. "A person either is or
is not at work." However, there is not universal agreement on its meaning
(Rhodes & Steers, 1990)[7]. Many studies argue that job satisfaction and
absenteeism are related among employees, but the connection is inconsistent.
Most absence research has concentrated on two main themes: the association of
personal characteristics with absence and the association of job satisfaction with
absence. Some studies organize absenteeism into two main types: "voluntary and
involuntary". While voluntary absenteeism implies a conscious decision by the
worker about whether to attend work on any given day, involuntary absence
implies that it is beyond the immediate control of the worker, eg
Transportation problems, sickness or family funeral (Hackett & Guion, 1985).
“Absenteeism is a serious problem for a management because it involves heavy
additional expenses. Reserves and understudies are kept in readiness to take the
place of the absentees, failing which the overhead cost of idle equipment has to be
faced. Industrial employees do not usually ask for leave of absence in advance or
even give notice during their absence as to how long they would be away. The
management is generally uncertain about probable duration of an employee’s
absence and cannot take appropriate measures to fill the gap. As regards measures
to be adopted to be remedy the situation, the Labour investigation Committee,
1946, was of the opinion that “Proper conditions of work in the factory, adequate
wages, protection from accidents and sickness, and facilities for obtaining leave
for rest and reaction constitute the most effective means of reducing Absenteeism.
The Encyclopaedia of Social Sciences suggests the following measures to reduce
the rate of absenteeism.

I. The personnel management should encourage notification, especially in cases of

sickness when the duration of absences is likely to be long
II. In case of personal and family; circumstances, e.g... Illness of children in the case
of married women employees, which make absences unavoidable, leave, should
be granted liberally.
III. To reduce unavoidable absence due to sickness and industrial accidents,
programmers of industrial hygiene and safety should be strengthened.
IV. Regularity in attendance can be encouraged to some extent by the offer of a
bonus and other pecuniary inducement.

71
V. Absenteeism is probably a natural human reaction to the routine of modern
factory life. There is maladjustment between man’s instincts and desires and the
regular working habits that are imposed upon him this routine can be relaxed or
modified by grant of leave with pay, by shortening or redistributing scheduled
hours, by having employees living nearer to their places of work, and by adjusting
the physical condition of the plant, especially noise and ventilation. It should be
noted no single measure can be effective in controlling Absenteeism but a skilful
combination of various measures would definitely lead to the desired results

Outcome

The management must first have a positive attitude towards absenteeism. Even
though it possible to eliminate absenteeism completely. The provision of various
facilities to reduce absenteeism bound to involve substantial financial
commitment for the management. The major causes for absenteeism in the
organization are the activities and policies of the organization. Though
absenteeism is invisible but proves fatal for the industry. So reduction in
absenteeism will help in improving the productivity. From this study, it is obvious
that the most of the employees are satisfied with the time of work.

72
 5.3A Application/ Implementation of topic at sainath agro-vet
industries Pvt. Ltd:

Employee Absenteeism - A Case Study Of “Sainath Agro-Vet

Industries Private Limited”

 Vision
“To play a leading role in serving the economic interests of the farmers of the
state by providing valuable and efficient agro products.”

 Mission
Our mission is to be a leading manufacturer providing superior quality product and
services at competitive prices. We want be a globally innovative and competitive
business providing 100% genuine services to our customers. We are committed to total
customer satisfaction by providing quality product & services.

 General information sainath agro-vet industries

Established in the year 1988, we, “Sainath Agro-Vet Industries Private Limited”, are
an ISO 9001:2008 certified organization involved in the field of manufacturing and
supplying agrochemicals such as fertilizers, insecticides, pesticides and plant growth
promoters. Apart from this, we are also offering soil application, amino cheated micro
nutrients, plant growth promoter, bio-insecticides, bio-fungicides and bio-fertilizers.
Formulated using superior quality ingredients, these chemicals are widely accepted in the
market for their longer shelf life, accurate composition, precise pH value and
effectiveness. Due to their distinguished features, these chemicals are widely used to
increase the yields of crops.
Our agricultural researchers have laid the ground work to allow Indian farmers to
become the best producers these includes advance technical products to develop crop
productivity & also related to healthy food for human. Main target is enhancing both the
economic efficiency and environmental sustainability of agricultural production. The
active participation of our dedicated R & D, manufacturing, head office, marketing staff
& expert across field officers in 7 states.
We are moved door to door to motivate the farmers to join with us for agricultural
development &crop productivity. Our team recommends right doses of fertilizers,
pesticides & other inputs, also conducts trials on field, so that the farmers can grow crops
profitably. “SAVIL” brands are getting popular day by day. Preseason meetings, field
visit, field day, products demonstration are the key for our success in having constant
demand from Indian farmer.

73
 Employee Absenteeism Leave Policy of Savill Pvt. Ltd.

 To enable employees to take rest/recover in case of illness.

 To enable employees to take leave in case of emergency/personal reasons.
 To enable employees to take vacations.
 All leave entitlements coincide with and determined for the CALENDER YEAR
from 1st January to 31st December.
 Employees joining/leaving at any point during this period would get pro-rata
leaves.
 Individual employee leave record shall be maintained by the HR Department.
 All the employees shall be entitled for 7 days casual leaves (CL) in a
calendar year.
 Employees joining between 1st January to 15th January shall be eligible for full
entitlement of casual leave for that year.
 Casual leave not availed during the year will not laps. Balance CL will be
clubbed with EL.
 Casual leave cannot be clubbed with any other type of leave.
 Maximum of 3 days CL can be availed in one spell.
 Casual leave can be applied at any time but not less than 0.5 days.
 All holidays/weekly off falling in between a spell of CL shall not be counted as
CL.
 Holidays/weekly off days can be suffixed or prefixed to a spell of CL.
 No encashment of CL is permissible.
 Casual leave should be applied at least 24 hours in advance in writing however, in
case of extreme circumstances when person is unable to apply for CL in advance,
leave application duly approved by superior for the same must be given
immediately on resuming duty.

74
 QUESTIONNAIRE ON EMPLOYEE ABSENTIESM

1) Name : ---------------------------------------------------------------------
2) Age: - a) 21 to 30yrs b) 31 to 40yrs
c) 41 to 50yrs d)Above 50yrs
3) Marital Status: - a) Married b) Unmarried
4) Department: -

1. Are you aware of leave policy of organization?

Responses No. of Percentages

respondent
Yes 18 72 %
No 08 32 %

Table no. 5.3.1 leaves policy.

Are you aware of leave policy of organization

80%
72%
70%
60%
50%
40%
32% Responses Yes No
30% Percentages
20%
10%
0%
yes no

Graph no. 5.3.1 leave policy.

Analysis: From the above chart of 25 respondent 72% respondent know about
their leave policy and remaining 32% don’t have any idea about leave policy of
the company.

Interpretation: It is found that majority of respondent are agree with the above
statement that they have an idea about the policy of the company.
75
 2. Do you take benefits of leave policy?

Responses Respondent Percentage

Yes 17 68%
No 08 32%

Table no. 5.3.2 Benefits of leave policy.

Do you take benifits of leave policy

32%

yes
68%
no

Graph no 5.3.2 Benefits of leave policy

Analysis: It is observed that 68% of employees are taking the benefits of the
leave policy and 32% of the employees are not taking benefits of that policy as
they are not adequate for them.

Interpretation: It is found that majority of employees do take benefits of that

leave policy

76
 3. For how many days you are taking leaves in a month?

Responses No. of Percentage

respondent
0-1 days 8 32%
1-3 days 11 44%
5 and above 5 20%

None 01 04%

Table no. 5.3.3 Taking leaves in a month.

For how many days you are taking leaves in a month

50%
44%
45%
40%
35% 32%
30%
25%
20% Responses 0-1 days
20% 1-3 days 5 and
15% above None…
10%
4%
5%
0%
1 2 3 4

Graph no 5.3.3 Taking leaves in a month

Analysis: It is observed that from the above 25 respondent 32% employees take
0-1 days leave in a month,44% employees take 1-3 days leave in a month, 20%
employees take 5 and above days leave in a month and 04% employees take none
days leave in a month.

Interpretation: It is found that majority of employees are taking leaves.

77
 4. In which period do you take more leaves?

Respondent No. Of Percentage

responses
Summer 5 20%
Winter 8 32%
Rainy 12 48%

Table no.5.3.4 Period in which more leaves is taken.

In which pereiod do you take more leaves

60%

50% 48%

40%
32%
30% Respondent Summer
Winter Rainy Percentage
20%
20%

10%

0%
summer winter rainy

Graph no. 5.3.4 Period in which more leaves are taken

Analysis: From the above chart of 25 respondent 48% of respondent take leave in
rainy season

Interpretation: It is found that 40 % of the respondent takes leave in a rainy

season.

78
 5. Which leave do you take more often?

Respondent No. of Percentage

responses
Sick leave 6 24%
Casual leave 01 04%
Paid leave 13 52%
Maternity 05 20%
leave

Table no. 5.3.5 leave taken more often.

Which leave do you take more often

60%
52%
50%

40%

30%
24%
20%
20%

10%
4%

0%
sick leave casual leave paid leave maternity leave

Graph no. 5.3.5 leave taken more often.

Analysis: It is found that 52% of the employees take paid leave and 24 %
employees take sick leave and 20% of employees take maternity leave and casual
leave are taken 4% of employees.

Interpretation: From the above chart it is seen that majority of the employees
take paid leaves and very few employees takes the other leaves as per the
requirement

79
 6. If you take paid leave, how employers pay you the amount?

Respondent No. of responses Percentage

Regular pay 25 100%

check
Separate 00 00%
check

Table no.5.3.6 In case of paid leave, how employer pays You the amount.

If you take paid leave,how employer pay you the amount

0%

regular pay check

separate check

100%

Graph no. 5.3.6 In case of paid leave, how employer pays

You the amount.

Analysis: From the above chart it is clear that in case of paid leaves employer pay
the employee with regular pay check.

Interpretation: It is found that employees are paid with a regular check and not
with the separate check.

80
7. When you are absent with leave without pay, how you compensate for the
financial loss?

Respondent No. of Percentage

responses
By doing 05 20 %
overtime
Working on 15 60 %
holiday
Nothing 05 20 %

Table no. 5.3.7 Compensate for the financial loss

Compensate for the financial loss

70
60 60
50
40
30
20 20 20
10
0
By doing overtime Working on holiday Nothing
Sales

Graph no. 5.3.7 Compensate for the financial loss

Analysis: From the above chart it is analysed that 60 % of the employee work on
holiday to compensate with lose and 20 % of the employee compensate with the
loss by doing overtime.

Interpretation: It is found that 60 % of the employees compensate with lose by

doing overtime and 20 % of employees compensate by doing overtime and 20 %
of the people don’t do anything to compensate the loss.

81
 8. ARE YOU SATISFIED WITH YOUR WAGES?

Responses Respondent percentage

Satisfied 21 84%

dissatisfied 04 16%

Table no. 5.3.8 Are you satisfied with your wages

wage satisfaction

16%

satisfied
disatisfied

84%

Graph no. 5.3.8 Are you satisfied with your wages

Analysis: From the above information it is observed that 84% of respondent says
that satisfied with wages, 16% of respondent says that dissatisfied with wages

Interpretation: Majority of the respondent says that they satisfied with their
wages.

82
 9. Do you worked in a shift?

Respondent No. of Percentage

responses
Yes 16 64%
No 09 36%

Table no. 5.3.9 Do you worked in a shift

Do you worked in a shift

70%
64%
60%

50%
36%
40%

30% Respondent Yes No

Percentage

20%

10%

0%
yes no

Graph no. 5.3.9 Do you worked in a shift

Analysis: It is found that 64 % of the employees work in a shift and 36% of the
employees do not work in a shift.

Interpretation: From the above chart it is seen that majority of the employees
work in the shift.

83
 10. Worker’s opinion about job?

Respondent No. of Percentage

responses
Heavy work 11 44%
load
Long hours 10 40%
work
Poor working 04 16%
climate

Table no. 5.3.10 Worker’s opinion about job

Workers opinion about job

16%

44% Heavy work load

long hours work
poor working climate

40%

Graph no. 5.3.10 Workers opinion about job

Analysis: From the above chart it is observe that 44 % responded for the heavy
work load, 40 % responded for the long hours work and 16% responded for poor
working culture.

Interpretation: It is found that majority of the employees responded for heavy

work load about their job.

84
 11. Type of the work pressure employee facing in the organization?

Respondent No. of Percentage

responses
Forced to do 10 40 %
work
Improper 04 16 %
environment
Strict 11 44 %
supervision

Table no. 5.3.11 Type of the work pressure employee facing in the
organization

Type of the work pressure employee facing in the organization

44% 40%

Forced to do work
Improper environment
Strict supervision
16%

Graph no. 5.3.11 Type of the work pressure employee facing in the
organization

Analysis: It is found that 44 % of the employees work under strict supervision, 40

% of them is forced to do work and 16 % of them work under improper
environment.

Interpretation: From the above chart it is observe that majority of employees

face strict supervision and few of them are to do work.

85
 12. Reasons for taking employment?

Respondent No. of Percentage

responses
To spend time 02 8%
Forced by 04 16 %
family
members
To take care of 13 52 %
my family
Liking of the 06 24 %
work

Table no. 5.3.12 Reasons for taking employment

Reasons for taking employment

60%
52%
50%

40%

30%
24%

20%
16%

10% 8%

0%
To spend time Forced by family To take care of my Liking of the work
members family

Graph no. 5.3.12 Reasons for taking employment

Analysis: It is found that 52 % of the employees work to take care of their family,
24 % of they like to work, 16 % of them are forced by their family members and 8
% of them work to spend time.

Interpretation: From the above chart it is observe that majority of them work to
take care of their family.

86
 13. How often do you require a long-term holiday to relax yourself?

Respondent No. of Percentage

responses
After 3 08 32 %
months
After 6 12 48 %
months
After 1 05 20 %
year

Table no.5.3.13 long-term holiday to relax yourself

long term holiday to relax yourself

50%
45%
40%
35%
30%
25% 48%

20%
32%
15%
20%
10%
5%
0%
After 3 months After 6 months After 1 year

Graph no.5.3.13 long term holiday to relax yourself.

Analysis: It is found that 48 % of them take holiday after 6 months, 32 % after 3

months and 20 % after 1 year.

Interpretation: From the above chart it is observe that majority of employees

take holiday to relax down after 6 months.

87
 14. Do you have any source of income besides from job?

Respondent No. of Percentage

responses
Yes 11 44 %

No 14 56 %

Table no. 5.3.14 source of income besides from job

source of income besides from job

44
56

Yes No

Graph no.5.3.14 source of income besides from job.

Analysis: It is found that 56 % of the employees do not have any source of

income beside from their job and 44 % of them have their source of income
beside from job.

Interpretation: From the above chart it is observe that majority of employees do

not have source of income beside from job.

88
 15. What is the state of your health?

Respondent No. of Percentage

responses
Good 05 20 %

Normal 16 64 %

Poor 04 16 %

Table no. 5.3.15 what is the state of your health

What is the state of your health

70%

60%

50%

40%
64%
30%

20%
20% 16%
10%

0%
Good Normal Poor

Graph no.5.3.15 state of your health.

Analysis: It is found that 64 % of employees have normal state of health, 20 % of

employees have good health and 16 % have poor health.

Interpretation: From the above chart it is observe that majority of employees

have normal health.

89
 16. Are any member suffering from any disease from your family?

Respondent No. of Percentage

responses
Yes 19 76 %

No 06 24 %

Table no. 5.3.16 Are any member suffering from any disease from your
family.

Members suffering from any disease

from your family.

24%

yes
no
76%

Graph no. 5.3.16 member suffering from any disease from your family.

Analysis: It is found that 76 % of employees’ family member suffers from

disease and 24 % of employees’ family do not suffer from disease.

Interpretation: From the above chart it is observe that majority of employees

family member are suffering from disease.

90
 17. Have you ever been punished for your unauthorised absence?

Respondent No. of Percentage

responses
Yes 04 16 %

No 21 84 %

Table no. 5.3.17 ever been punished for your unauthorised absence

Ever been punished for your unauthorised absence

Yes, 16

No, 84

Yes No

Graph no. 5.3.17 ever been punished for your unauthorised absence.

Analysis: It is found that 84 % of employees are not punished for their

unauthorised absence and 16 % of employees are punished for their unauthorised
absence.

Interpretation: From the above chart it is observe that majority of employees are
not punished for unauthorised absence.

91
 18. Does the employee have met with accidents while doing the work?

Respondent No. of Percentage

responses
Yes 07 28 %

No 18 72 %

Table no. 5.3.18 Does the employee have met with accidents while
Doing the work

Does the employee have met with accidents while doing the
work

80

70

60

50

40
No, 72
30 Sales

20
Yes, 28
10

0
Yes No

Graph no. 5.3.18 Does the employee have met with accidents while doing the
work.

Analysis: It is found that 72 % of employees are not met with accidents and only
28 % of the employees are met with minor accidents.

Interpretation: From the above statement it is observe that majority of

employees are not met with an accident.

92
 19. WHAT TYPE OF PUNISHMENT YOU FACED WHEN YOU WERE
ABSENT?
Respondent No. Of. Responses Percentage
Warning 10 40%
Inquiry 10 40%
Suspension for 1 to 4 04 16%
Discharge 01 4%
Total 25 100%

Table No. 5.3.19 punishments faced

Punishment face
45%
40% 40%
40%

35%

30%

25%

20%

15% 16%

10%

5% 4%
0%
Warning Inquiry Suspension for 1 to 4 Discharge

Graph no.5.3.19 punishments faced

Analysis:-From the above information it is observed that 40% of respondent says that warning,
40% of respondent says that inquiry, 16% of respondent says that suspension for 1to4 days, 4%
of respondent says that discharge.

Interpretation:-Some of the respondent says that warning & inquiry faced while absent.

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 20. Your opinion about facilities provided by the company?

Respondent No. of Percentage

responses
Excellent 08 32 %
Good 11 44 %
Fair 04 16 %
Poor 01 04 %

Table no. 5.3.20 your opinion about facilities provided by the company

Your opinion about facilities provided by the company

50%
45%
40%
35%
30%
25%
20% 44%

15% 32%

10%
16%
5%
4%
0%
Excellent Good Fair Poor

Graph no.5.3.20 your opinion about facilities provided by the company

Analysis: It is found that 32 % give excellent respond, 44 % give good respond,

16 % give fair response, 4 % give poor response about the facilities provided by
the company.

Interpretation: From the above chart it is observe that majority of employees say
good facilities are provided by the company.

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 CHAPTER 6

CONCLUSION & SUGGESTION

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 6.1 FINDINGS OF THE STUDY

1. 72% respondent knows about their leave policy and remaining 32% don’t have
any idea about leave policy of the company.
2. 68% of employees are taking the benefits of the leave policy and 32% of the
employees are not taking benefits of that policy as they are not adequate for them.
3. 32% employees take 0-1 days leave in a month, 44% employees take 1-3 days
leave in a month, 20% employees take 5 and above days leave in a month and
04% employees take non days leave in a month.
4. 48% of respondent take leave in rainy season.
5. 52% of the employees take paid leave and 24% employees take sick leave and
20% maternity leave and casual leave are taken 4% of employees.
6. 100% employee with regular pay check.
7. 60% of the employee work on holiday to compensate with loses and 20% of the
employee compensate with the loss by doing overtime.
8. 84% of respondent says that satisfied with wages 16% of respondent says that
dissatisfied with wages.
9. 64% of the employees work in a shift and 36% of the employees do not work in a
shift.
10. 44% responded for the heavy work load, 40% responded for the long hours work
and 16% responded for poor working culture.
11. 44% of the employees work under strict supervision, 40% of them are forced to
do work and 16% of them work under improper environment.
12. 52% of the employees work to take care of their family, 24% of them like to
work, 16% of them are forced by their family members and 8% of them work to
spend time.
13. 48% of them take holiday after 6 months, 32% after 3 months 20% after 1 year.
14. 56% of the employees do not have any source of income beside from their job and
44% of them have their source of income beside from job.
15. 64% of employees have normal sate of health, 20% of employees have good
health and 16% have poor health.
16. 76% of employees family member suffer from disease and 24% of employees’
family do not suffer from disease.
17. 84% of employees are not punished for their unauthorised absence and 16% of
employees are punished for their unauthorised absence.
18. 72% of employees are not met with an accident and only 28% of the employees
are met with minor accidents.
19. 40% of respondent says that warning, 40% of respondent says that inquiry, 16% of
respondent says that suspension for 1to4 days, 4% of respondent says that discharge.
20. 32% give excellent respond, 44% give good respond, 16% give fair response, 4%
give poor response about the facilities provided by the company.

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 6.2 CONCLUSION OF THE STUDY

1. Majority of respondent have an idea about the policy of the company.

2. Majority of employees do take benefits of that leave policy.
3. Majority of employees are taking leaves.
4. Majority of the respondent take leave in rainy season.
5. Majority of the employees take paid leaves and very few employees takes the
other leaves as per the requirement.
6. Majority of employer pay the employee those who take benefit of that leave
policy.
7. Majority of the people don’t do anything to compensate the loss.
8. Majority of employees says that they satisfied with their wages.
9. Majority of the employees work in the shift.
10. Majority of the employees responded for heavy work load about their job.
11. Majority of employees face strict supervision and few of them are to do work.
12. Majority of them work to take care their family.
13. Majority of the employees take holiday to relax down after 6 months.
14. Majority of employees do not have source of income beside from job.
15. Majority of employees has normal health.
16. Majority of employees’ family member are suffering from disease.
17. Majority of employees are not punished for unauthorised absence.
18. Majority of employees are not met with accidents.
19. Majority of employees says that warning and inquiry faced while absent.
20. Majority of employees say good facilities are provided by the company.

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 1.3 RECOMMENDATIONS & SUGGESTIONS

1. Absenteeism is a serious problem for management because it involves heavy additional

expenses. The management should take the following measures to reduce the rate of
absenteeism,
2. Provide Incentives: An incentive provides an employee with a boost to their motivation
and avoid unnecessary absenteeism. Incentives like two hours of bonus pay for every month
of effect attendance can improve a lot.
3. Employee Assistance Program: If you confront an employee about his or her frequent
absenteeism and you find out that it is due to personal problems refer them to EAP.
4. Sickness Reporting: Tell employees that they must phone in as early as possible to advise
why they are unable to make it to work and when they expect to return.
5. Return to Work Interview- When an employee returns to work then ensure that they have a
“return to work interview”.
6. Bradford factor can also be used to identify and cure excessive absenteeism. In the end to
conclude this report I would like to specify that the project allotted tome on ABSENTEEISM
was of immense help to me in understanding the working environment of an organization,
thereby providing a first-hand practical experience.

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  REFRANCES &BIBLIOGRAPHY

 REFRANCE

Company Record

Company magazine

Employee absenteeism 1980 Indian university

 BIBLIOGRAPHY

Books

Sr.no. Name Of Author Title Of Book Edition Year Publication

1 P. Suba rao Essential Of Human Fifth 2007 Himalaya
Resource Management.
2 C. R. Kothari Research Methodology Second 2004 Vishwa

 WEBSITES

 www.google.com

 www.wikipidia.com

 www.savil.com

 www.slidshare.com

 www.educationjournal.org

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 QUESTIONNAIRES

Topic: EMPLOYEE ABSENTEEISM

Employee Profile:
Name:
Age:
Marital Status:
Experience:
Department:
Nature of Association:

1. Are you aware of leave policy of organization?

a) Yes b) no

2. Do you take benefits of leave policy?

a) Yes b) no

3. For how many days you are taking leave in a month?

a) 0-1 days b) 1-3 days c) 5 and above d) none

4. In which period do you take more leaves?

a) Summer b) winter c) rainy

5. Which leave do you take more often?

a) Sick leave b) casual leave c) paid leave d) maternity leave
e) Paternity leave f) transfer leave g) study leave

6. If you take paid leave, how employers pay you the amount?
a) Regular pay check b) separate check

7. When you are absent with leave without pay, how you compensate for the
financial loss.
a) By doing overtime b) working on holiday

8. Are you satisfied with your wages?

a) Satisfied b) dissatisfied

9. Do you worked in a shift?

a) Yes b) no

10. Worker’s opinion about job?

a) Heavy work load b) Long hours work c) Poor working climate

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11. Type of work pressure the employee facing in the organization?
a) Forced to do work b) improper environment c) strict supervision

12. Reason for taking employment?

a) To spend time b) forced by family members
c) To take care of my family d) liking of the work

13. How often do you require a long term holiday to relax yourself?
a) After 3 months b) after 6 months c) after 1 year

14. Do you have any source of income beside from job?

a) Yes b) no

15. What is the state of your health?

a) Good b) Normal c) Poor

16. Are any member suffering from any disease from your family?
a) Yes b) no

17. Have you ever been punished for your unauthorised absence?
a) Yes b) no

18.Does the employees have met with accidents while doing the work?
a) Yes b) no

19. What type of punishment you faced when you were absent?
a) Warning b) inquiry c) suspension for 1 to 4 d) discharge

20. Your opinion about facilities provided by the company?

a) Excellent b) good c) fair d) poor

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