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A PROJECT

REPORT ON
"EMPLOYEE ABSENTEEISM"
At

SAGAR CEMENTS PVT LTD HYDERABAD


Submitted in the Project Report for the Award of the
(

MASTER OF BUSINESS ADMINISTRATION

BY
P.VINDHYA
(105C1E0026)

AFFILIATED TO JNTU HYDERABAD


RAMANANDATIRTHA ENGINEERING COLLEGE
NALGONDA

- ~

DECLARATION

I,

P. Vindhya

do here by declare

that

this

project

report

entitled

"Employee

Absenteeism" done at "SAGAR CEMENTS LIMITED", Jublihills, Hyderabad. Submitted by me as


part of partial

fulfillment for the award of the "master

Ramanandatirtha

of Business Administration"

at

Engineering college Nalgonda to JNTUH University is a record of bonafied

work done by me .
.4. -\

This Work is original and has been submitted either in part or in full the award of any
other degree of diploma.

. I

Place:

t ~-~

Date:

:?1

"'-

(.1
'(

{P. VINDHYA)

CONTENTS

1. Introduction

2. Objectives of the study


3.

Limitations of the study

4. Scope of the study


5. Need of the study
6. Research Methodology
{

l.

7. Company Profile

CHAPTER-I
CHAPTER-II

METHODALOGY

CHAPTER - III

COMPANY PROFILE

CHAPTER-IV

RIVEW

CHAPTER-V
CHAPTER-VI
QUATIONNAIRE
BIBLIOGRAPHY

INTRODUCTION

LITERATURE

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INTRODUCTION
Employee's presence at work place during schedule time is highly essential
for the smooth running of the production process in particular and organization in
general. Despite the significance of the employee presence, employees some times
fail to report at workplace during scheduled time, which is known as' absenteeism'.
Labor department simply defined the term "Absenteeism" as" the failure of a
worker to report for work when he is scheduled to work". Labor 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".
Definition:
According to "Webster's dictionary" Absenteeism is the practice or habit
of being an 'absence' and an absentee is one who habitually stays away".
TYPES OF ABSENTEEISM
1. Authorized absenteeism
2. Unauthorized absenteeism
3. Wilful absenteeism
4. Absenteeism caused by circumstances
Authorized absenteeism:
If an employee is absent himself from work by taking permission from his
superior and applying for leave, such absenteeism is called Authorized absenteeism.
Unauthorized absenteeism;
If an employee is absent himself from work without informing or taking
permission and without applying for leave, such absenteeism is called unauthorized
absenteeism.
Wilful absenteeism:
If an employee is absent himself from duty wilfully, such absenteeism is called Wilful
absenteeism.

Absenteeism caused by circumstances beyond one's control:

If an employee is absent himself from duty owing to the circumstances beyond his control
like involvement in accidents or sudden sickness, such absenteeism is called absenteeism
caused

by

circumstances

beyond

one's

control.

OBJECTIVE OF THE STUDY:

To find out the various cause for absenteeism


To study the various measures adopted by the organization to reduce the
absenteeism

To provide suggestions m the form of solutions to reduce the rate


of absenteeism

SCOPE:

The scope of the study was conducted in three levels; they were Production
department, HR department and Finance department. The study was conducted among 175
above employees in the organization.

NEED OF THE STUDY:

The study aims at the causes of absenteeism of employees in Sagar Cements Pvt.
Ltd. At present, organization takes real interest in controlling absenteeism. Measures to
prevent strikes and lockouts have received far and greater attention. One reason for this
situation may be that strikes and lockouts are more noisy and visible while absenteeism is
silent and un noticeable. 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 reason for it
and thereby the organization can take effective measures for checking the absenteeism.

LIMITATIONS OF THE STUDY

Due to time constraints and busy schedules of the employees it was difficult to
interact with them.

The responses may be influenced by personal bias.

METHODOLOGY

Methodology is a way to systematically solve the research problem. It deals with


the objective of a research study, the method of defining the research problem, the type
of hypothesis formulated, the type of data collected, method used for data collecting and
analyzing the data etc. The methodology includes collection of primary and secondary
data.
SOURCES

OF DATA

Data are the raw materials in which marketing research works. The task of data
collection begins after research problem has been defined and research design chalked out.
Data collected are classified into Primary Data and Secondary Data
~

PRIMARY DATA:
Questionnaires were used for collecting primary data

SECONDARY

DATA:

Secondary

data

were

collected

from

the

company's

annual

publications,

memorandums of settlements, newspapers, journals, websites, and from library books.


SAMPLING METHOD
Sampling technique used in this study is 'Random sampling'.
SAMPLE UNIT
Sagar cements private limited.
SAMPLE SIZE
The sample size taken for this study is 55.
FRAME WORK OF ANALYSIS
In the organization

40% of the data was collected from the managers and the

remaining 60% of the data was collected from employees. These data was collected during
the

break

times

of

the

employees.

l ~'

! .

CHAPTER2
!JVDUSTRY PROFILE

COMPANY PROFILE
Sagar Cements is a prominent player in the field of cement in Andhra Pradesh for the
(

past 25 Years adopting progressive manufacturing practices, whether it relates to maintaining


high standards of quality of its products or development of its highly valued human resources
or the need to keep the pollution to the barest minimum.
The Company manufactures various varieties of cement like Ordinary Portland Cement
(OPC) of 53 grade, 43 grade, Portland Pozzalona Cement (PPC) and Sulphate Resistant
Cement (SRC) to suit different needs of customers and all these products are being sold under
the Brand Name "Sagar" which has already become popular in Andhra Pradesh, has now
found its acceptance among the customers in the neighbouring States as well.
The Company employs modem technology in each of its process of manufacture at its Plant
and has adopted progressive manufacturing practices, whether it relates to maintaining high
standards of quality of its products or development of its highly valued human resources or
the need to keep the pollution to the barest minimum.
The Company has a strong committed marketing network comprising various layers like
Distributors, Dealers, C&F Agents, all of whom are served by dedicated marketing personnel.
The Company has a well-designed Organizational Structure and the roles and responsibilities
of each of its personnel have been well defined. The Company believes in the importance of
development of Human Resources as a valuable asset and is endeavouring to enhance its
value by organizing various need based in-house training programmes and encouraging their
participation in the external programmes sponsored by various institutions of repute.
Sagar Cements has a consistent Profit track record and, except for a few years when it was
either executing its expansion plans or the industry as a whole was undergoing a difficult
period, it has been declaring dividend at reasonable percentages. The company's Shares are
listed on Hyderabad and Bombay Stock Exchanges, where they are actively traded.

The Company which started its operation with a Cement capacity of 66000 TPA, has
gradually increased it to the level of 2.35 MTPA, while its Clinker capacity has also witnessed
a significant increase from 66000 TPA in 1982 to present level of 2.10 MTPA.

Vision: Vision to provide foundations for society's future.


Mission
To be the India's most respected and attractive company in our industry - creating value
for all our stakeholders.
Organization
Sagar Cements is managed by a Board, whose members are highly competent and well
known. The Senior Management

team consists of highly qualified Professionals

with rich

experience in the area of their Specialization.


Corporate

Governance

Sagar Cements

has set itself high standards

of corporate

governance,

ensuring

responsible and transparent company management to enable its long-term success.


Code of Conduct
Sagar Cements being committed to be a good corporate citizen conducts its business as
per the applicable laws, rules, regulations and statlltory guidelines as are in force and with
highest standards of business ethics. It is expected of the Directors and Senior Management

Team of the Company to comply with applicable laws, rules, regulations and guidelines while
discharging their respective roles and to promote honesty in the process apart from abiding
themselves by the policies and procedures laid down for the conduct of the business. The
accounts of the Company will be maintained in a fare and accurate manner in accordance with
the relevant accounting and financial reporting standards.
CONFLICTS OF INTEREST
A conflict situation is deemed to arise directly or indirectly when:
It is difficult to exercise an independent judgment of the company's interest;

A Director or a member of the Senior Management Team accepts any personal benefits or
gifts or entertainment beyond the customary level either by himself or through his family as a
result of his position in the company from any person I company with which the company may
have business dealings;

A Director or a member of the Senior Management Team engages in any other business
activity that detracts his ability to devote appropriate time and attention to his responsibilities to
the company;
There exists a significant ownership interest with any supplier, customer or competitor of the
company
There is any employment relationship between a Director or a member of the Senior
Management Team with any supplier, customer, business associate or competitor of the
company.
FINANCIAL REPORTING

AND RECORDS

As the professional and ethical conduct in the matter of financial affairs is essential for the
proper functioning of the company, the officers and employees engaged in the finance functions
should act with honesty and integrity. The persons in-charge of finance and accounting function
should prepare and maintain company's
generally

accepted

accounts fairly and accurately in accordance with

guidelines, principles, standards, laws and regulations

applicable

to the

company. Internal accounting and audit procedures shall fairly and accurately reflect all of the
company's business transactions and disposition of assets. There shall be no wilful omissions of
the company transactions from the books and records. Any wilful material misrepresentation or
misinformation

on the financial accounts and reports shall be regarded as a violation of this

code.
PROTECTING COMPANY ASSETS
The assets of the company should not be misused but employed only for the purpose of
conducting the business for which they are authorized. All Directors and members of the Senior
Management Team should strive to protect company's assets and property and ensure efficient
use

of

them.

PROMOTING INTEREST OF THE COMPANY

Directors and Senior Management Team owe a duty to the company to promote its legitimate
interests when the opportunity to do so arises. They should not use company's property,
information or position for personal gains. All Directors and Senior Management Team of the
company must strive to perform their best at all times.
INTEGRITY AND HONESTY

The Directors and Senior Management Team shall act in accordance with the highest standards
of personal and professional integrity, honesty and ethical conduct. They shall act and conduct
free from fraud and deception.
FAIR DEAL

Each Director and the member of Senior Management Team should deal fairly with customers,
suppliers and competitors. He should not take unfair advantage of anyone through
manipulation; concealment, abuse of confidential, proprietary or trade secret, information,
misrepresentation of material facts, or any other unfair practices.
HEALTH, SAFETY, ENVIRONMENT AND SOCIAL RESPONSIBILITY

Sagar Cements shall strive to provide a safe and healthy working environment and comply with
all regulations regarding the preservation of the environment in and around its manufacturing
facilities and other points of operations. The companies is committed to efficient use of natural
resources and minimize any hazardous impact of the development, production, use and disposal
of any of its products and services on the ecological environment.
CONFIDENTIALITY

The Directors and the Senior Management Team shall maintain utmost confidentiality of
information or that of any customer, supplier or business associates of the company to which
I

company has a duty to maintain confidentiality except when disclosure is authorized. The use

I.

of confidential information for his own advantage or profit is also prohibited.

COMPLIANCES

The Directors and the Senior Management Team shall comply with all applicable laws, rules
and regulations. Transactions relating to sale or purchase of company's equity shares should not
be undertaken without complying with the formalities contained in the company's code of
(

'

internal procedures and conduct for prevention of insider trading. If any Director or Member of
the Senior Management Team who knows of or suspects of any violation of applicable laws,
rules or regulations or this Code of Conduct, he must immediately report the same to the Board
of Directors or any designated person thereof. Such person should as far as possible provide the
details of suspected violations with all known particulars relating to the issue. The company
recognizes that resolving such problems or concerns will advance the overall interests of the

company that will help to safeguard the company's assets, financial integrity and reputation.
Environment Commitment
. Sagar Cements is committed to being an responsible organization with respect to
environment and has adopted various measures to reduce the carbon footprint by increasing the
efficiency of our operations.

Social Commitment
Sagar Cements is committed to providing safe and healthy working enviromnents
for its employees and also contributing to the enhancement of quality of life of the people
residing in and around the plant and other parts of the state by conducting several
community programs and contributing to welfare measures.
Products
Sagar Cement is a leading producer of different types of Cements in the State of Andhra
Pradesh.

THE DIFFERENT TYPES OF CEMENT PRODUCED INCLUDE:


Cement
Cement is the basic and the most widely used building
Cement/Concrete

is

used

worldwide

than

all

material. Twice as much

other

Building

Materials.

A Mixture of Limestone and Clay is ground and burnt at a very high temperature to form
Clinker. The Clinker is ground to a fine powder with addition of Gypsum (up to 5 %) to
form Cement. The essential components of Cement are Lime, Silica, Alumina and Iron
Oxide. There are different

types of Cement, which differ based on their chemical

composition.

the

However,

manufacturing

process

remams

the

same.

Cement Varieties
There are different varieties of cement based on different compositions according to
specific end uses, namely, Ordinary Portland Cement, Portland Puzzolona Cement, White
Cement, Portland Blast Furnace Slag Cement and .specialized Cement. The basic
difference lies in the percentage of clinker used.

Ordinary Portland Cement (OPC)


OPC, popularly known as grey cement, has 95 per cent clinker and 5 per cent gypsum and
other

materials.

It

accounts

for

70

per

cent

of

the

total

consumption.

Portland Puzzolona Cement (PPC)


PPC has 80 per cent clinker, 15 per cent Pozzalona and 5 per cent gypsum and accounts for
18 per cent of the total cement consumption. It is manufactured because it uses fly
ash/burnt clay/coal waste as the main ingredient.

White Cement

White cement is basically OPC ~ clinker using fuel oil (instead of coal) with iron oxide
content below 0.4 per cent to ensure whiteness. A special cooling technique is used in its
production. It is used to enhance aesthetic value in tiles and flooring. White cement is
much more expensive than grey cement.

Portland Blast Furnace Slag Cement (PBFSC)


PBFSC consists of 45 per cent clinker, 50 per cent blast furnace slag and 5 per cent
gypsum and accounts for 10 per cent of the total cement consumed. It has a heat of

hydration even lower than PPC and is generally used in construction of dams and similar
massive constructions.
Specialized Cement
Oil Well Cement is made from clinker with special additives to prevent any porosity.

Rapid Hardening Portland cement


Rapid Hardening Portland Cement is similar to OPC, except that it is ground much finer,
so that on casting, the compressible strength increases rapidly.
Water Proof Cement
Water Proof Cement is similar to OPC, with small portion of calcium separate or non
saponifibale oil to impart waterproofing properties.
53 Grade OPC
53 Grade OPC is a higher strength cement to meet the needs of the consumer for higher
strength concrete. As per BIS requirements the minimum 28 days compressive strength of 53
Grade OPC should not be less than 53 MPa. For certain specialized works, such as pre-stressed
concrete and certain items of precast concrete requiring consistently high strength concrete, 53
grade OPC is found very useful. 53 grades OPC produce higher-grade concrete at very
economical cement content. In concrete mix design, for concrete M-20 and above grades a
saving of 8 to 10 % of cement may be achieved with the use of 53 grade OPC.
53 Grade OPC can be used for the following applications.

+ RCC works(Preferably where grade of concrete is M-25 and above)


+ Precast concrete items such as paving blocks, tiles building blocks etc.
+ Pre-stressed concrete components
+ Runways, concrete Roads, Bridges etc.

43 Grade OPC
The 43 grade OPC is the most popular general-purpose cement in the country today. The
production of 43 grade OPC is nearly 50% of the total production of cement in the
country.

can be used for the following applications:


+General Civil Engineering construction work.
+ RCC works(preferably where grade of concrete is up to M-30).
+ Precast items such as blocks, tiles, pipes etc.
+ Asbestos products such as sheets and pipes.
+ Non-structural works such as plastering, flooring etc.

33GradeOPC

This cement is used for general civil construction work under normal environmental
conditions. The compressive strength of cement after 28 days test as per BIS specification
is 33 MPa. Due to low compressive strength, this cement is normally not used where high
(_

grade of concrete viz, M-20 and above is required. The availability of higher grades of
OPC in the market impacts the usage of 33 grade OPC as these days 43 grade OPC is
normally used for general construction work. This grade of cement is more useful for mass
concreting and plain cement concreting and can also be used for plastering and single
(

storied individual houses.

Portland Pozzolana Cement (PPC)


Portland Pozzolana Cement is a kind of Blended Cement which is produced by either
intergrading of OPC clinker along with gypsum and pozzolanic

materials in certain

proportions or grinding the OPC clinker, gypsum and Pozzolanic materials separately and
thoroughly blending them in certain proportions.
(
(

Sulphate Resisting Portland cement (SRC)


Sulphate Resisting Portland Cement is a type of Portland cement in which the amount of
Tricalcium aluminates (C3A) is restricted to lower than 5 % and (2 C3A + C4AF) is lower

than 25%. SRC can be used for structural concrete wherever OPC or PPC or Slag Cement
is usable under normal conditions. The use of SRC is particularly beneficial in such
conditions where the concrete is exposed to the risk of deterioration due to sulphate attack.

Network

The network of our dealers has been ensuring the fast and easy reach with speedy feedback. The
wide network of our dealers even more ensures that not even a single remote area is left.
Further, We take pleasure to appreciate our most trusted dealers who are helping us to utilize the
full capacity of our plants.
Dealers

Request for Dealership

The network of our dealers has been

The 43 grade OPC is the most popular general

ensuring the fast and easy reach with

purpose cement in the country today.

speedy feedback. The wide network


of our dealers even more ensures that
not even a single remote area is left.

Further,

We

take

pleasure

to

appreciate our most trusted dealers


who are helping us to utilize the full
capacity of our plants.

SAGAR CEMENTS LIMITED


UN AUDITlW FTNANCIAL RESULTS

FOR THE FIRST QUARTER ENDED 30 .HJ'iF., 201 l

-------------------

870.0.Jj

2566.88i

o:

696.77

37.86:
0.00

-:

31]3.%[
2265.45-!
-

-!

524.15

10.01

11.6 l

REGISTERED OFFICE: 82472fl312, ROAD NO. 1, BAllJJARA HILLS, HYDERABAD 500 034. PHONES: 23351571/6572,FAX 04023356573
FACTORY:MATrAMPALLY{VILLAG~lMAN~AL)-508 204, NALGONDA DISTRICT. PHONE : 08683-247039

DEFINITIONS

OF ABSENTEEISM

I. Absents constitutes a single day of missed work (Martocchio & Jimeno 2003)

II. Absence occurs whenever a person chooses to allocate time to activities that
compete with scheduled work either to satisfy the waxing and warning of
underlying motivational

rhythms(Fichman 1984) or to maximize personal

utility (Chelius 1981)


III. An individual's lack of physical presence at a given location and tim when there is
a social expectation for him or her to be there. (Martocchio & Harrison, 1993)
IV. Absenteeism refers to Non-attendance of employee for scheduled work (Gibson,
1966 john, 1978)v. Absenteeism is defined as a failure of an employee to
report to work when he or she is scheduled to do so

TYPES OF ABSENTEEISM
1. Innocent Absenteeism

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

2. Culpable Absenteeism

Culpable absenteeism refers to employees who are absent without authorization for
reasons which are within their control. For instance, an employee who is on sick leave
even though he/she is not sick, and it can be proven that the employee was not sick, is
guilty

of

culpable

15

absenteeism.

Counseling Innocent Absenteeism


Innocent absenteeism is not blameworthy and therefore disciplinary action is not
justified. It is obviously unfair to punish someone for conduct which is beyond his/her
control. Absenteeism, no matter what the cause, imposes losses on the employer who is
also not at fault. The damage suffered by the employer must be weighed against the
employee's right to be sick. There is a point at which the employer's right to expect the
employee to attend regularly and fulfill the employment contract will outweigh the
employee's right to be sick. At such a point the termination of the employee may be
justified, as will be discussed. The procedure an employer may take for innocent
absenteeism is as follows :Initial counseling(s)Written counseling(s)Reduction(s) of hours
and/or job reclassification Discharge

InitialCounseling
Presuming you have communicated attendance expectations generally and have
already identified an employee as a problem, you will have met with him or her as part of
your attendance program and you should now continue to monitor the effect of these
efforts on his or her attendance .If the absences are intermittent, meet with the employee
each time he/she returns to work. If absence is prolonged, keep in touch with the employee
regularly and stay updated on the status of his/her condition. (Indicate your willingness to
assist.)You may require the employee to provide you with regular medical assessments.
This will enable you to judge whether or not there is any likelihood of the employee
providing regular attendance in future. Regular medical assessments will also give you an
idea of what steps the employee is taking to seek medical or other assistance. Formal
meetings in which verbal warnings are given should be given as appropriate and
documented. If no improvement occurs written warning may be necessary.
WrittenCounseling
If the absences persist, you should meet with the employee formally and provide
him/her with a letter of concern. If the absenteeism still continues to persist then the
employee should be given a second letter of concern during another formal meeting. This
letter would be stronger worded in that it would warn the employee that unless attendance
improves,

termination

may

16

be

necessary.

Reduction(s)

of hours and or job reclassification

In between the first and second letters the employee may be given the option to
reduce his/her hours to better fit his/her personal circumstances. This option must be
voluntarily

accepted by the employee

and cannot be offered as an ultimatum, as a

reduction in hours is a reduction in pay and therefore can be looked upon as discipline. If

the nature of the illness or injury is such that the employee is unable to fulfill the
requirements of his/her job, but could for example benefit from modified work, counsel the
employee to be don jobs of such type if they become available.

Discharge

Only when all the previously noted needs and conditions have been met and
everything has be end one to accommodate the employee can termination be considered.
An Arbitrator would consider the. following in ruling on an innocent absenteeism dismissal
case. Has the employee done everything possible to regain their health and return to work?
Has the employer provided every assistance possible? (i.e. counseling, support, time
off.)Has the employer informed the employee of the unworkable situation resulting from
their sickness? Has the employer attempted to accommodate the employee by offering a
more suitable position(if available) or a reduction of hours? Has enough time elapsed to
allow for every possible chance of recovery? Has the employer treated the employee
prejudicially in any way? As is evident, a great deal of time and effort must elapse before
dismissal can take place. These points would be used to substantiate or disprove the
following two fold test. The absences must be shown to be clearly excessive. It must be
proven that the employee will be unable to attend work on a regular basis in the future.

Corrective Action for Culpable Absenteeism


As already indicated, culpable absenteeism consists of absences where it can be
demonstrated that the employee is not actually ill and is able to improve his/her
attendance. Presuming you have communicated attendance expectations generally, have
identified the employee as a problem, have met with him/her as part of your attendance
program, made your concerns on his specific absenteeism known and have offered
counseling as appropriate, with no improvement despite your positive efforts, disciplinary
procedures may be appropriate. The procedures for corrective/progressive discipline for
17

culpable absenteeism are generally the same as for other progressive discipline problems.
The discipline should not be prejudicial in anyway. The general procedure is as follows:
[Utilizing

counseling

memorandum]

Initial

Waming(s)

Written

Waming(s)Suspension(s)Discharge

Verbal Warning

Formally meet with the employee and explain that income protection is to be used
only when an employee is legitimately ill. Advise the employee that his/her attendance
record must improve and be maintained at an improved level or further disciplinary action
(

will result. Offer any counseling or guidance as is appropriate. Give further verbal
wammgs

as required.

Review the

employee's income protection

records

at

regular intervals. Where a marked improvement has been shown, commend the employee.
Where there is no improvement a written warning should be issued.

Written Warning

Interview the employee again. Show him/her the statistics and point out that there
has been no noticeable (or sufficient) improvement. Listen to the employee to see if there
is a valid reason and offer any assistance you can. If no satisfactory explanation is given,
advise the employee that he/she will be given a written warning. Be specific in your
discussion with him/her and in the counseling memorandum as to the type of action to be
taken and when it will be taken if the record does not improve. As soon as possible after
this meeting provide the employee personally with the written warning and place a copy
of his/her file. The written warning should identify any noticeable pattern If the amount
and/or pattern continues, the next step in progressive discipline may be a second, stronger
written warning. Your decision to provide a second written warning as an alternative
to proceeding to a higher level of discipline (i.e. suspension) will depend on a number of
factors. Such factors are, the severity of the problem, the credibility of the employee's
explanations, the employee's general work performance and length of service.

18

Suspension [only after consultation with the appropriate superiors]

If the problem of culpable absenteeism persists, following the next interview period
and immediately following an absence, the employee should be interviewed and advised
that he/she is to be suspended. The length of the suspension will depend again on the
severity of the problem, the credibility of the employee's explanation, the employee's
general work performance and length of service. Subsequent suspensions are optional
depending on the above condition.
(

Dismissal [only afterconsultation with the appropriatesuperiors]


Dismissals should only be considered when all of the above conditions and
procedures have been met. The employee, upon displaying no satisfactory improvement,
would be dismissed on the grounds of his/her unwillingness to correct his/her absence
record.

19

THEORIES OF ABSENTEEISM

Absence behavior is discussed in terms of theories on absences such as the notion


of the informal contract, perceived inequity, and withdrawal from stressful work situations,
dynamic conflict, social exchange, withdrawal, non-attendance, organizationally excused vs.
organizationally unexcused, involuntary vs. voluntary and lastly a four-category
taxonomy.

Informal Contract
(

Gibsson ( 1966) attempted to explain some of the main features of absence behavior
by means of the notion of an informal contract. The contract is viewed as being
made between the individual and the organization. Gibsson (1966) was especially
interested in absences that were not long enough to activate formal legitimizing
(certification) procedures. He used the concept of valence, referring to a person's positive
or negative relationships to a work situation and pointed out that 'if the combined valences
of a work situation are weak, it will be easier for people to legitimize their absences to
themselves. Gibsson (1966) remarks that a plausible idea relating to the size of the
organization influences absence rates; in larger organizations, since there is greater
division oflabor, there is also more concealment of the contributions of individuals, thus
permitting latitude for absence from work. He also mentions the importance of the
employee's identification with the organization, as in the case oflonger-service employees,
and argues for the importance of the "authenticity" of the work contract (Gibsson, 1966).
In other words, the organization should be seen to offer a fair deal to the individual, whose
feelings of obligation would thus be strengthened Jn this research Gibson's (1966) concept
of valence, referring to an individual's positive and negative relationship toward a work
situation has relevance, as the aim of this research is to determine whether work-related
attitudes (Job Involvement and Organizational Commitment) predict employee
absenteeism. It is hypothesized that employees with low job involvement and
organizational commitment (negative relationship to the work situations) will have higher
levels of absenteeism.

20

Resolving Perceived Inequity

Adams

(1965), Hill and Trist (1953) an Patchen (1960) have made notable

theoretical contributions towards the study of absenteeism. No recent literature has been
identified which has built on this perspective. Adams (1965) suggested that absences may
be a means of resolving perceived inequity; the probability of absence behavior will
increase with the magnitude of inequity and if other means of reducing inequity are not
available. Patchen (1960)had tested this kind of hypothesis; producing evidence of a
relationship between absences and perceived fairness of pay, that is, employees' feelings
about how fairly they had been treated in regard to their pay levels and promotions.

Withdrawal from the Stress of Work Situations

In their study on absence, Hill and Trist (1953;

1962) contributed a theory of

absence as being the withdrawal from the stress of work situations. Withdrawal is the
central explanatory concept; thus, individuals experiencing conflicts of satisfaction and
obligations tend to express them through labor turnover, accidents, and unsanctioned
absences(this is, absences without formal permission),

In addition to the views of Hill and

Trist (1962), Hanisch and Hulin ( 1991) theorized that absenteeism and other withdrawal
behaviors reflect invisible attitudes such as job dissatisfaction, low level of organizational
commitment, or an intention to quit. According to this view, an employee who is absent
from work is consciously

or unconsciously expressing negative attachment to the

organization.

Dynamic Conflict

The 'withdrawal' explanation offered by Hill and Trist (1962) had some subsequent
influence on theoretical discussions by As (1962) and Knox (1961). Gadourek (1965)
described the latter as 'dynamic conflict' theories. The conflict is located within the
individual, and whether a person stays or withdraws is the result of a complex in incentives
and

stresses.

21

Social Exchange

Chadwick-Jones(l 982) presented a case for the theory of absenteeism that is social,
not individual in emphasis. As a first step Chadwick-Jones (1982) assumed the
interdependency of members of work organizations. It seems obvious that individuals do
(

have some mutual obligations to peers, subordinates, and superiors (as well as other
relationships outside the work situation). In this context the rights and duties of
individuals are both subject to, and representative of, a set of rules about activities in the
work situation. What individuals do is therefore likely to be in answer to, on behalf of, in
defense of, as well as achieving a compromise with the rules of the group. The second
assumption made by Chadwick-Jones (1982), is that under the employment contract, some
form of social exchange is taking place between employers and employees. Whatever they
exchange in this situation - whether it be their time, effort, or skill or money, security,
congenial friends, or anything else- it will be only what is possible for employees in the
organization. Exchanges may be conceived as between individuals and work groups,
or between work groups and management, but it would not be reali;tic to conceive of the
exchange between 'the individual' and 'the organization' while disregarding the social
conditions and rules. Chadwick-Jones think of social exchange between employees and
employers as developing in, or as revealed by, a pattern of behavior in the work situation
that includes absences with all the other factors that constitute the contract, formal and
informal, between employers and employees. Formal factors include pay, hours,
disciplinary rules, job duties, and promotion lines. Informal ones include supervisory
styles, peer group relations, and - salient to their analysis - absence from work. Chadwick
Jones (1982) however, do point out that absences may not enter into the exchange at all,
insofar as some employees or employee groups, especially those with higher status -
supervisors in factories, managers in banks - are absent very little or hardly at all. It is
quite possible, however, that managers possess greater control over the allocation of their
working time and may take periods of 'time out' that are not recorded.

Withdrawal

According to Chadwick-Jones (1982), absence from work, where work is defined


by the employee's presence at a particular location (office or workshop) for a fixed period
each day, can be interpreted as an individual act of choice between alternative activities; as
22

withdrawal or escape from surveillance; as individual or group resistance to an inflexible


system. Thus, absence may also be viewed as a stratagem in inter-group relations, as a
defensive or aggressive act in inter-group conflict (Chadwick-Jones et al., 1982). For the
purpose of this research this theory has relevance, as the reasons for absence behavior
could be related to a choice of alternative activities instead of attending work.

Non-attendance

Another definition of absenteeism refers. to the non-attendance

of employees for

scheduled work (Gibons, 1966; Johns, 1978; Jones, 1971). The definition distinguishes
absenteeism from other forms of non-attendance

that are arranged in advanced (e.g.

vacations) and specifically avoids judgments of legitimacy associated with absent events
that are implied by as sick leave. This definitional emphasis seeks to focus on the key
organizational consequences of unscheduled non-attendance - instability in the supply of
labor to the organization resulting in the disruption of scheduled work processes and the
'

loss of under utilization of productive capacity (Allen,

1981; Jones, 1971, Nicholson,

1977). For this research this definition will be applicable, as the researcher will not take
into account absences due to vacation leave and sick leave taken over more than three
days.

Organizationally excused vs. organizationally unexcused

In terms of distinguishing

among types of absence, one simple distinction that

previous studies (Blau, 1985; Cheloha & Farr, 1980; Firzgibbons & Moch, 1980) made
is between organizationally excused versus organizationally unexcused absences. Based on
these studies, it seems that organizations operationalise excused absence to include (within
defined limits) categories such as personal sickness, jury duty, religious holidays, funeral
leave, and transportation

problems. However, as Johns and Nicholson

(1982) noted,

absence behaviour can have a variety of meanings for individuals. This research will focus
on

the

organizationally

unexcused

23

type

of

absenteeism.

Involuntary vs. voluntary

March and Simon (1958) on the other hand, distinguished between two basic types
of absences: involuntary (e.g. certified sickness, funeral attendance) and voluntary (e.g.
vocation, uncertified sickness).
Voluntary

absences are under the direct control of the employee and are frequently utilized for
personal aims.

Conversely involuntary

Absences are beyond the employee's immediate control. Hence, voluntary rather
than involuntary absences from work may reflect job dissatisfaction and lack of
commitment to the organization.

A four-category taxonomy

Blau and Boal ( 1987) presented a four-category taxonomy describing the meanings
of absence. These categories are medical, career enhancing, normative and calculative. In
the medical category ,

absence is viewed as a response to various infrequent and

uncontrollable events (illness, injury, fatigue, and family demands). If such an absence
(medical) occurred, it probably would be operationalised as a sporadically occurring
excused absence (Blau & Boal,1987). In the career-enhancing category , absence is
depicted as a mechanism that gives the employee a further choice to pursue task- and
career-related goal . For the nonnative category , absence is viewed less as a motivated
behavior and more as a habitual response to the norms of the work group (organization)
regarding absence (Blau & Boal, 1987). As such, this type of absence probably would
operationalise as a consistently occurring excused absence. More importantly, rather than
absenteeism appearing as a random walk, as with the medical category, definite patterns
will emerge. Thus, for this group, it would be expected not only to predict frequency, but

also when absenteeism will happen. Finally the calculative absence is viewed as a coin of
exchange (Blau and Boal, 1987; Johns & Nicholson, 1982) in either fulfilling or modifying
the implicit social contract between the employee and employer, and as a time allocation
24

strategy for enhancing non-work outcomes. This type of absence would be operationalised
in terms of the employee using a certain number of excused and unexcused absences
permitted by the organization, depending on how much the employee felt he or she should
modify the implicit social contract. It could be predicted that an extremely apathetic
employee

(low job

involvement

and organizational

commitment)

would take full

advantage by using both kinds of absence. Thus, the absolute frequency and total number
of days absent should be greatest for workers who are the most apathetic.

EFFECTS OF ABSENTEEISM
Following are the drawbacks of excessive absenteeism
ON INDUSTRY
Absenteeism m industry stops machines, disrupts processes, creates production
bottle-necks, hampers smooth flow or continuity of work, upsets production targets, result
in production losses, increases direct overhead costs , increase work load of the in
experienced , un experienced or sub standard workers as substitutes, this in tum creating
problems ofrecruitment, training, job adjustments, morale and attitudes of the employees.
ON WORKERS

1.Absenteeism

reduces

workers

eammgs

and adds to his indebtedness,

decrease

his purchasing power. Makes it difficult for him to meet necessities of life, leading to
personal problems, and in many cases loss of employment and resultant disaster for his
dependents.

2.It affects both quantity and quality of production. If more number of workers are absent
the total output is affected. If alternative arrangement

is made by employing casual

workers who do not posses adequate experience the quality of goods produced is affected.

3. It affects the efficiency of workers. The workers who joins after a long period of
absence would normally be much less efficient.4.It affects the discipline of the workers
adversely. The worker who is attending to his work irregularly may not care much about
the discipline.

25

Peculiar Features of absenteeism

On the basis of micro studies undertaken m different parts of the country, certain
observations may be made.
a. The rate of absenteeism is the lowest on pay day, it increases considerably on the
days following the payments of wages and bonus.
b. Absenteeism is generally high among workers below 15 years of age and those
above40.The younger employees are not regular and punctual, presumably because
of the employment

of a large number of newcomers

among the younger age

groups. While the older people are not able to withstand the strenuous nature of the
work.
c.

The rate of absenteeism varies from department to department within a unit. As the
size of the group increases, the rate of absenteeism goes up. This difference in the
rate of absenteeism is believed to be due to the peculiar style and practices of
management, the composition of the labor force and the culture of the organization.

d. The percentage of absenteeism is generally higher in the day shifts.


e.

The percentage of absenteeism is much higher in coal and mining


industries than in organized industries.

f.

Absenteeism in India is seasonal in character.

g.

It is the highest during March-April-may, when a land has to be prepared


for monsoon saving, and also in the harvest season, when the rate goes as high as
40%.

26

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CHAPTER 3
DATA A~NALYSIS

DATA ANALYSIS

1.

Are you satisfy with your working hours?

Respondents
S.NO

Response
Numbers Percentage

Highly satisfy

23

46

Satisfy

19

38

Dissatisfy

12

No opinion

50

100

Total

4%

46%

D Highly satisfy

mi Satisfy

o Dissatisfy

o Noopinion

~--~-~---------------~-~~~

INTERPRETATION:

The above tabulation format shows that 46% people are highly satisfied with
working hours. Where as 38% people are satisfied with the above statement
12%Disagree, 4% No opinion with above statement.

and

2.

What do you think about the methods followed by the company to overcome the
problem of employee absenteeism?

Respondents
S.NO

Response

Numbers

Percentage

Highly satisfy

18

36

Satisfy

20

40

Dissatisfy

18

No opinion

50

100

Total

6/o

40/o

mi Highly

satisfy

Dissatisfy

llliii Satisfy

o Noopinion

INTERPRETATION:
The above tabulation format shows that 36% people are highly satisfied with the
methods followed by the company to overcome the problem of employee absenteeism.
Where as 40%respondents also give positive strokes regarding this statement. It shows that
employees are satisfied with above statement. And 18% Dissatisfied 6% No opinion with
the

above

statement.

3.

How do you feel about the rate of the absenteeism in the company?

Respondents
S.NO

Response
Numbers

Percentage

Highly satisfy

18

36

Satisfy

24

48

Dissatisfy

12

No opinion

50

100

Total

4%

1&1 Highly satisfy

1111

Satisfy

o Dissatisfy

o Noopinion

INTERPRETATION:
The above tabulation format shows that 36% people are highly satisfied with the
rate of the absenteeism in the company. Where as 48% respondents also give positive
strokes regarding this statement. It shows that employees are satisfied with above
statement.

And

12% Dissatisfied 4% No opinion with the above statement.

4.

Does the organization conduct any Refresh programs to know the reasons
for absenteeism?

Respondents
S.NO

Response
Numbers Percentage

Yes

37

74

No

13

26

50

100

Total

lilill

yes

illi No

INTERPRETATION:

The above table indicates that the organization conduct any Refresh programs to
know the reasons for absenteeism 74% respondents are stated their opinion positively and
26% respondents are reveal their opinion negatively.

5. How frequently the organizations conduct Refresh programs?

Respondents
S.NO

Response
Numbers

Percentage

Yearly

14

28

Half yearly

11

22

Quarterly

20

40

Not at all

10

50

100

Total

10%

40%

f!1l Yearly

l1l!I

o Quarterly

o Not at all

Halfyearly

INTERPRETATION:
(

The above tabulation format shows that 28% people are highly satisfied with the
Refresh programs conducted by the organization. Where as 22% respondents also give
positive strokes regarding this statement. And 40% Dissatisfied 10% No opinion with the
above

statement.

6.

Are you satisfied with the organization role in motivating the employees to attend
their regular duties?
Respondents
Response

S.NO

Numbers

Percentage

Highly satisfy

31

62

Satisfy

18

Dissatisfy

12

No opinion

50

100

Total

8%

IEl Highly satisfy !I Satisfy

o Dissatisfy

o Noopinion

\.

INTERPRETATION:

The above tabulation format shows that 62% people are highly satisfied with the
organization role in motivating the employees to attend their regular duties. Where as 18%
respondents also give positive strokes regarding this statement. And 12% Dissatisfied 8%
No

opinion

with

the

above

statement.

7.

How do you feel about organization's role in solving employee's problems?

Respondents
S.NO

Response
Numbers

Percentage

Highly satisfy

13

26

Satisfy

15

30

Dissatisfy

14

28

No opinion

16

50

100

Total

28%
(

IEl Highly satisfy

mi Satisfy

o Dissatisfy

D Noopinion

INTERPRETATION:
The above tabulation format shows that 26% people are highly satisfied with the
organization role in solving employee's problems. Where as 30% respondents also give
positive strokes regarding this statement. And 28% Dissatisfied 16% No opinion with the
above

statement.

8.

Are you satisfied with the number of leaves given by the organization?

Respondents
S.NO

Response
Numbers

Percentage

Yes

41

82

No

18

50

100

Total

't

lli!lyes

lll!ll No

INTERPRETATION:
The above table indicates that employees are satisfied with the number of leaves
given by the organization, 82% respondents are stated their opinion positively and 18%
respondents

are

reveal

their

opinion

negatively.

9.

Are you satisfied with your role regarding the rate of absenteeism?

Respondents
S.NO

Response
Numbers

Percentage

Yes

39

78

No

11

22

50

100

Total

lffilyes

11111

No

INTERPRETATION:
The above table indicates that employees role regarding the rate of absenteeism,
78% respondents are stated their opinion positively and 22% respondents are reveal their
opinion negatively.

(_

10.

How is the relationship between workers and top management?

Respondents
Response

S.NO

Numbers Percentage
(

Highly satisfy

14

28

Satisfy

20

40

Dissatisfy

18

No opinion

14

50

100

Total

18%

40%

Ill Highly satisfy Ill Satisfy


D Dissatisfy

o Noopinion

INTERPRETATION:
The above tabulation format shows that 28% people are highly satisfied with the
relationship between workers and top management. Where as 40% respondents also give
1,

positive strokes regarding this statement. And 18% Dissatisfied 14% No opinion with the
above statement.

11.

Is there any personal problems among the employees regarding the rate of
Absenteeism?

Respondents
S.NO

Response
Numbers

Percentage

Yes

29

58

No

21

42

50

100

Total

42%

58%

im yes

1111

No

INTERPRETATION:
The above table indicates that there are any personal problems among the
(

employees regarding the rate of absenteeism, 58% respondents are stated their opinion

(,

positively and 42% respondents are reveal their opinion negatively.

37
\.

12.

Does the organization give any incentives (Rewards) to the employees when they
Didn't get any absenteeism regarding the work situations?

Respondents
S.NO

Response
Numbers

Percentage

Yes

45

90

No

10

50

100

Total

10%

90%

ii yes

1111

No

INTERPRETATION:
The above table indicates that the organization give any incentives (Rewards) to
the employees when they didn't get any absenteeism regarding the work situtations,90%
respondents

are stated their opinion positively and 10% respondents

opinion negatively.

38

are reveal their

If find your subordinates not attend regularly to their duties, how you tune them?

13.

Respondents
S.NO

Response
Numbers

Percentage

Motivate them

30

60

Compare them with co-employees

15

30

Warn them

10

50

100

Total

10%

30%

Ill Motivatethem
111

Comparethem with co
employees

oWarnthem

INTERPRETATION:
The above tabulation format indicates if super ordinates find their subordinates not
(

attend their duties regularly how they tune them , 60% people says motivate them, where
as 30% people says compare them with co-employees and 10% people says warn them.

39

Why do employees absent from duty?

14.

Respondents

S.NO

Response
Numbers P ercentage

Sickness

25

50

Personal reasons

16

Marriage & festivals

17

34

Drunkenness

50

100

Total

0%

50%

lll!I Sickness
llJll Personal reasons

o Marriage

& festivals

o Drunkness

INTERPRETATION:

The above table indicates that 50% people absent from duty mainly due to
sickness, 16% people absent due to personal reasons and 34% people absent mainly due to
marriage

&

40

festivals.

15.

Are you satisfied with your wages and allowances?

Respondents
S.NO

Response
Numbers Percentage

Satisfied

18

36

Highly satisfied

16

Dissatisfied

16

32

Highly dissatisfied

16

50

100

Total

llEl Satisfied
1111

Highly satisfied

o Dissatisfied
o Highly dissatisfied

INTERPRETATION:

The above tabulation format shows that 36% people are highly satisfied with the
wages and allowances given by the organization, where as 16% respondents also give
Positive strokes regarding this statement. And 32% Dissatisfied 16% highly dissatisfied
with

the

above

41

statement.

16.

Is the incidents of absenteeism both before and after holiday higher than on
normal days?

Respondents
Response

S.NO

Numbers Percentage
1

Yes

29

58

No

21

42

50

100

Total

42%

58%

nm yes

nm No

INTERPRETATION:
(

The above table indicates is the incidents of absenteeism both before and after
holiday higher than on normal days 58% people are revealed their opinion positively and
42% people are revealed their opinion negatively.

42
(

i1
'(
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(

~
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CHAPTER 4
FINDINGS
SUGGESTIONS
COl\fCLUSIONS

r
~
~

t
( '
t .

~I
J

~,

ll

FINDINGS

1.

The co-operation between the management and employees brings cordial relations
among them.

2.

There are systematic

approaches

for promotions

to the employees

m this

organization.
3.

As regard the carrier goals of employees they think that the present job is more
helpful to their career development.

4.

The employees of this organization are satisfied with the employee absenteeism
methods for reducing the absenteeism.

5.

Most of the employees are fully satisfied with the present working conditions.

6.

Employees are feeling positively with the incentives of absenteeism both before
and after holiday higher than on normal days.

7.

72% employees

are satisfied with the encouragement

organization in reducing the absenteeism ..

43

from supenor

m the

SUGGESTIONS

1. Identifying the requirements of the employees during absenteeism is needed.


2. Encouraging

participative

management

is also helpful

to reduce

employee

absenteeism.
3. Employee's

absenteeism can be reduced by way of providing incentives and also

recognizing their work.


4. By way of bringing awareness about the business results among the employees is
also helpful to reduce employee absenteeism.
5. Provide regular training to the employees is also needed to reduce employee
absenteeism.
6. Through proper interaction & family counselling with the employees who didn't

attend regularly to their duties, is also helpful to reduce employee absenteeism.

44

CONCLUSION
(

Employee's presence at work place during schedule time is highly essential for the
smooth running of the production process in particular and organization in general. Despite
the significance of the employee presence, employees some times fail to report at
workplace during scheduled time, which is known as 'absenteeism'. Labour bureau simply

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. According to Webster's dictionary "absenteeism" is the practice or habit of being an
(

'absence' and an absentee is one who habitually stays away.


In the study the researcher understood about this organization there is good
understanding between the employer and employee. Every employee moves freely with
another.

In all other aspects most of the employees feel satisfaction regarding the rate of
absenteeism in the organization. The result of all statements explains the need of effective
implementation of good training, awareness and

family counselling. Improving

appreciation system and rewarding systems also necessary to reduce employee


absenteeism

in

the

45

organization.

ANNEXURE

.f

ABSENTEEISM

DATA
Workmen Absenteeism data

Year wise absenteeism days

Grand Total
in loss of
Income

No

Employee
Code

00000179

Mohanlal Sharma

00000193

Hariprasad Sharma

00000204

Bhim Prasad Sharma

00000231

A Srinivasa Rao

00000237

Tulasi Ram Sharma

00000238

N Radha Krishna

00000246

B Ramulu

00000256

Chakrapani Sharma

00000257

B Srinivas

10

00000279

G Reddaiah Naidu

11

00000281

S Venkatanarayana

12

00000282

D Sambaslva Rao

13

00000287

R Melchior

14

00000308

Chetanath Sharma

15

00000318

K Chakradhar Rao

16

00000322

S Babu

17

00000328

S Somanath

18

00000420

Md Khayyum

19

00000437

P Shankar Rao

20

00000438

KV Surya Rao

21

00000439

G Nagaraju

22

00000440

A Shankar Reddy

23

00000441

Govinda
Sharma

24

00000444

M Ganapati

25

00000445

U Venkateswarlu

Name
2005

2006

2007

26

2008

48

2009

74

42

2010

2011

11

5421

15

62578

12023
12

45

62

197
1

11

30

6497

10243

133753
1229

Prasad

3404

46

Workmen

Absenteeism

No

Employee
Code

26

00000453

K Veerabadra Rao

27

00000454

R C Venkateswara Rao

28

00000456

B Krishna Rao

29

00000465

Baburam Sharma

30

00000466

T Pavana Rao

31

00000467

S Maruthi Rao

32

00000468

M Prasada Rao

33

00000479

SK Moulana

23

12

34

00000480

Kapil Prasad Sharma

13

10

35

00000483

K Lingaiah

18

36

00000519

Ch Prasad

37

00000522

I Venkataiah

38

00000529

39

data

Name

in loss of
Income

2005

11

31

10

13

36

80

73

57

104

132

78

28

50

11

7'

10

Y Srinivasa Rao

11

14

00000541

YRamu

104

40

00000558

TV Nageswara Rao

23

41

00000564

E Appi Reddy

13

42

00000573

P Ramesh

00000586

Balakrishna Sharma

44

00000587

Chabilal S Thapa

45

00000588

Chitra Bahadur Thapa

46

00000592

V Satyanarayana

,4 3

R Samba
Reddy

Siva

6
49

47
9

15
22

25

25

Rami

21

47

23

Workmen

s
No

Absenteeism

data
Grand Total

Employee
Code

Name

2005

2006

2007:

Income

/'.

51

00000654

K Sudhakar

52

00000670

P Yosepu

53

00000672

N Narasa Reddy

54

00000675

A Gangaiah

55

00000706

T Mallikarjuna Rao

56

00000751

S Kumar

57

00000752

Y Narayana Reddy

58

00000754

D Srinivasa Rao

59

00000756

G Sura Reddy

60

00000757

S Ravi Kumar

61

00000758

HP Sharma

62

00000765

N
Uma
Raju

63

00000768

G Srinivasa Reddy

64

00000769

U Ramana

65

00000770

D Janardhan

66

00000773

K Venkateswara Rao

67

00000774

Md Yousuf

68

00000775

K Janaiah

84

101

110

78

120

103

69

00000779

N Bheema
Rao

70

00000784

P VS N Raju

37

50

23

45

23

55

71

00000800

N Rama Raju

72

00000852

KVVV

30

5
Maheswara

14

Shankar

Prasad

G Laxminarayana
\

Durga Bahadur Pun

48

Workmen Absenteeism data

Employee

No

Code

Name

2005 : 20Q >:h2=~00 .7!!:::~.::;.' .

75

00000882

S Nageswara Rao

76

00000906

B V Ramana Murty

77

00000924

P Malakonda Reddy

78

00000932

Sk Bismilla

79

00000933

R VS Rama Krishna

80

00000938

D Venkateswara Rao

81

00000942

Sk Khasim

82

00000972

Ch VG Krishnam Raju

83

00000973

Ch Bangaru Raju

84

00000974

85

.:::.. =~~~'.\

;"':~~;.;..:.<[~~:

21

87

7
29

31

42

65

22

117

15

129

K Srinu

00000980

P Appa Reddy

58

26

33

79

81

86

00000981

P Srinivasulu

87

00000986

P Edukondala Raju

53

41

27

88

00001002

M Ravi Kumar

89

00001007

Md Osman Ali

90

00001016

V Veeraiah

91

00001020

S Ganapathi

24

92

00001021

S Srinivasulu

93

00001024

G Ramanjaiah

94

00001033

P Mari Raju

95

00001042

G Satyanarayana

96

00001053

Ch Krishnaiah

97{

,00001090

365
10

14

21

V Ranga Rao

98 . 00001196

A Rama Laxma Reddy

99

A Venakata Reddy

. Q000t199

28

14

49

18

14

30

Workmen Absenteeism data


S
No

Employee
Code

Name
20~,5 \~00~
.. :~~= ::. ~:{::~;<~~~~-~~;,~

100

00001350

R Kondala Rao

101

00001351

Ch Sudhakar

102

00001373

K Sriramulu

103

00001375

S Venu Gopala Rao

104

00001476

S Saidulu

105

00001479

G Satyanarayana

106

00001629

107

99

89

K Ravi Kumar

84

00001663

T Balaji Singh

19

39

108

00001665

A Saidaiah

12

109

00001670

S Veeraiah

110

00001671

Ch Ramaiah

111

00001672

Md Ibrahim Khaleelulla

112

00001681

Md Ajam

113

00001802

P Satyanarayana

114

00001803

Ch Sudhakar

115

00001852

S Narsaiah

116

00002143

JN Malleswara Rao

117

00002144

Md Hafeez

118

00002145

T Venkateswarlu

119

00002271

ANagender

120

00002272

I Janaiah

121

00002273

Md Hussain

122

00002275

12a
124

200

-~m~~;~~:-,;,_
82

66

86

107

11

2
49

23

21

14
118

18
33

19

12

26

14

18

40

18

30

13

19

77

10

136

46

33

77

28

17

16

20

16

138

110

151

250

165

38

58

45

33

46

152

M Venkaiah

35

37

52

45

39

66

()()002276

K Somaiah

75

87

171

195

150

173

00()02277

Md Yoosaf

26

50

Workmen Absenteeism data

Year wise absenteeism


days
' .:: .c." :::<' '.<-=:~: :.\' . ::.' ,

No

Employee
Code

125

00002279

126

00002463

P Papaiah

30

33

61

42

57

135.5

127

0000*2464

B Durgaiah

29

43

52

70

47

69

128

00002465

P Ramalingaiah

20

23

32

52

30

12

129

00002466

D Prakash

30

11

30

52

71

33

130

00002467

A Venkanna

131

00002670

Ch Prasad

132

00002671

Ch.Venkateswarlu

133

00002672

A Srinu

12

37

38

27

in loss of

2
3

51

QUESTIONNAIRE
I

1.

Are you satisfied with your working hours?


a. Highly satisfy b) Satisfy c)Dissatisfy d)No opinion

2. What do you think about the methods followed by the company to overcome
the Problem of employee absenteeism?
a) Highly satisfy b) Satisfy c) Dissatisfy d) No opinion
3. How do you feel about the rate of the absenteeism in the company?
a) Highly Satisfied b) Satisfied c) Dissatisfied d) No opinion
4. Does the organization conduct any refresh programs to know the reasons for
absenteeism?
a) Yes b) No
5.

How frequently the organization conducts refresh programs?


a)Yearly b)Halfyearly c)Quarterly d)Not at all

6.

Are you satisfied with the organization role in motivating the employees to
attend their regular duties?
a) Highly Satisfied b) Satisfied c) Dissatisfied d) No opinion

7.

How do you feel about the organizations role in solving employee's problems?
a) Highly Satisfied b) Satisfied c) Dissatisfied d) No opinion

8.

Are you satisfied with the number ofleaves given by the organization?
A) Yes b) No

9.

Are you satisfied with your role regarding the rate of absenteeism?
A) Yes b) No

10. How is the relationship between workers and top management?


a) Excellent b) Good c) Average d) Below average
11. Is there are any personal problems among the employees regarding the rate of
1.

absenteeism?
a) Yes b) No

52

12. Does the organization give any Incentives(Rewards)

to the employees when

They didn't get any absenteeism regarding the work situations?


(

a) Yes b) No

13. If find your subordinates not attend regularly to their duties, how you tune
them?
a) Motivate them b) Compare them with co-employees c) Warn them
14. Why do employees absent from duty?
A) Sickness b) Personal reasons c) Marriage & Festivals d) Drunkenness
15. Are you satisfied with your wages and allowances?
a) Highly Satisfied b) Satisfied c) Dissatisfied d) No opinion
(

16.

Is the incident of absenteeism both before and after holiday higher than on
normal days?
a) Yes b) No

53

BIBLIOGRAPHY

Books:
I

David King-April2003. Human Resource Development Times.

Flippo Edwin B.1984 Personnel management New Delhi: McGraw-Hill Book Company.
(

Gary Dessler: Human Resource Management Published by Pearson Education (Singapore)


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(
(

\VEBSITES:
www.google.com
www.Performancemanagement.com

www.question.com/sample-employee-performance-management-survey.html
(

l.

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