Project Report On Absetissm

TULA’s INSTUTUTE
Y O U R D ES T I N A T I ON FO R WA T E R S OL U TI O NS
SUMMER TRAINING REPORT

ON
“ANALYSIS & CONTROL OFABSENTEEISM
IN
AQUAMALL WATER SOLUTIONS, DEHRADUN”
SUBMITTED TO UTTRAKHAND TECHNICAL UNIVERSITY
IN PARTIAL FULFILMENT OF
“MASTER OF BUSINESS ADMINISTRATION”
(2009-2011)
SUBMITTED BY
ROHIT KUMAR
M.B.A (III SEMESTER)
(2009-2011)
EXTERNAL GUIDE INTRNAL GUIDE

Mr. Rajendar Singh, Mr. Rinki Rana
(HR Head ), (Lecturer MBA)
Dehradun
TULA’S INSTITUTE OF ENGINEERING & MANAGEMENT

(Approved by AICTE, HRD Ministry)
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CERTIFICATE II
This is to certify that aforesaid candidate of MBA of the TULA’S Institute of

technology have satisfactorily completed the project report on the topic
“ANALYSIS & CONTROL OF ABSENTEEISM In AQUAMALL
WATER SOLUTIONS, DEHRADUN” as per the rule of
UTTARAKHAND TECHNICAL UNIVERSITY, DEHARADUN in
the academic session 2008-2010.This report is an authentic record of his work,
carried out under my supervision
The performance was satisfactory during the development of the project.
Internal faculty guide:
Miss Rinki Rana

(Sr.Lecturer)
Tula’s Institute Dehradun
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Y O U R D ES T I N A T I ON FO R WA T E R S OL U TI O NS
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ACKNOWLEDGMENT III
First of all I am Rohit Kumar very much thankful to the Uttrakhand
Technical University for organizing such a Programmes including
M.B.A (which I have chosen). Further thanks to them for extending he
opportunity to submit this Project Report.
The Next thank goes to the Organization namely M/s Aquamall Water
Solutions Ltd., (A subsidiary Company of Eureka Forbes Ltd.) to allow
me for preparing this project report on their (ANALYSIS & CONTROL
OF ABSENTEEISM). The credit goes to the Director and C.E.O. of the
Organization namely Mr. Vijay Kumar Raman P. for permitting the
same. Many thank to him for his valuable guidance and support on the
subject. I am also thankful to Mr.Bhagwati Prasad (Officer – H.R.), who
has provided lot of photographs and material on ANALYSIS &
CONTROL OF ABSENTEEISM for the company. Also very thanks to
Mr. Rajendar Singh, (HR Head) who has examined my Project Report
and issued the certificate for the same.
Thank you
(ROHIT KUMAR)
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Y O U R D ES T I NA T I ON F O R WA T E R S OL U TI O NS
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PREFACE IV
Classroom teaching helps the students by making conceptual
base clear, but on the job training is the practical way, which
helps the students to get the practical knowledge of the concept.
Normally the students are not aware of actual requirement in

the practical field keeping in view this fact, a system of
industrial training is has been established to make the students
aware of actually difficulties that come in the way of practical
field, which is not taught in the course of their education.
Industrial training at Aquamall Water Solution Limited has

given me a great experience. I was required to prepare a training
report on the topic of “A Study of Absenteeism on Aquamall
Water Solution Limited. The Human Resource department of
the office has helped me lot to prepare this project report.
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YOUR DESTINATION FOR WATER SOLUTIONS
CONTENTS V
Certificate from Company……………………………………………I
Certificate from Internal Guide………………………………………II
Acknowledgement……………………………………………………III
Preface………………………………………………………………..IV
Contents………………………………………………………………V
MEANING OF PROJECT………………………………1-2
COMPANY PROFILE………………………………….3-26
 PROFILE
 COMPANY’S VISION
 COMPANY’S GOAL
 CHALLENGES
 CORE VALUES
 WORK CULTURE
 COMPANY’S VALUES AND BELIEFS
 WELFARE ACTIVITIES
 AWS Plant at Dehradun
 BRANDS
ABSENTEEISM CONTROL & ANAYSIS……………26-51

 MEANING OF ABSENTEEISM
 TYPES OF ABSENTEEISM
 CAUSES OF ABSENTEEISM
 CATEGORIES OF ABSENTEEISM
 MEASURES TO MINIMIZE ABSENTEEISM
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 THE BRADFORD FACTOR
 IMPLEMENTING THE BRADFORD FACTOR
 PRACTICAL GUIDELINES FOR CONTROLLING ABSENSE
 STATEMENT OF PROBLEM
 REVIEW
Research Methodology…………………………………53-76
a) Research Design
b) Performa of Questionnaire
c) Sample size
d) Sample profile
e) Method of Sampling
f) Method of data collection
g) Limitations
5. Analysis & findings……………………………………77
6. Conclusions ……………………………………………78
7. Recommendations……………………………………..79
8. Bibliography…………………………………………...80
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MEANING OF THE PROJECT

The word project has a great importance in the development of the new
things or idea or techniques. The importance of this work becomes
specific for the academic purposes. When the study is about
management then it becomes more specific. Even a single alphabet of
this represents the phase of management.
P--- This implies for the “planning” planning gives the framework of
future. How will it take steps in future? It is predetermined procedure
about the future work.
R---- This implies for the “Resources” or the available means through
which we will go head. Resources have their own role in the
development of any organization.
O---- It implies for the “operation” or the existing or adopted sequential

procedure.
J---- This gives “joint effort” which directly indicated towards the
coordination or teamwork.
E---- It means to “Effectiveness” every aspect of the project should be

effective.
C---- It means to “Collect”. That is to bring together all the relevant

things, which are necessary to make any project effective.
T---- This implies for “Techniques” without a new or developed

technique an organization can’t compete in this highly changing
environment.
So, if we want to complete the project successfully we should keep

all the meanings of project in our mind.
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Y O U R D ES T I N A T I ON FO R WA T E R S OL U TI O N S
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TULA’s INSTUTUTE YOU R D ES TINA TION FOR WA TER S OL U TIONS
We shall achieve growth by continuously offering unique products

and services that would give customers utmost satisfaction and
thereby be a role model”
Profile
Chapter 1
About the Organization

M/s Aquamall Water Solutions Ltd. is a manufacturing Division of
Eureka Forbes Limited. The Company is manufacturer of Water
Purifiers in the brand name of “AQUAGUARD”. The company was
originally was established in the year 1980 in name of A. P.
Industrial Components Private Limited (APIC) at Hyderabad. The
company commenced production of Water Filter-cum-Purifiers
in1981.
In early 1983, APIC became a wholly owned subsidiary of Eureka

Forbes Limited, a subsidiary of Forbes Gokak Limited. It became
a deemed Public Limited Company in December 1985. APIC, the
world’s largest producer of UV based Water Filter-cum-Purifiers,
was rechristened Aquamall Water Solutions Limited on 20th March
2002.
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1.1 - Manufacturing Facilities:
Aquamall, currently, has three ISO 9001:2000 & ISO 14001

certified State-of-the-Art manufacturing facilities. With its
registered office at Hyderabad, the first Aquamall factory was set
up at Sanathnagar, Hyderabad. The second factory was
established, as a part of the expansion programme, as a part of
the expansion programme, in Bhimtal near Nainital district in Uttar
Pradesh in 1989-90, to manufacture Water Filter-cum-Purifiers,
Water Filter Cartridges, Flexible Food Grade Pipes/Tubes and
Water Testing Kits.
To meet the growing demand in the market and to develop new

products in the field of water purification, Aquamall established a
third factory at Bommasandra, Bangalore in 1997-98. This factory
is equipped with state-of-the-art facilities with the latest modular
cell concept. All Aquamall factories are well equipped with
stationed Water Labs to check the water quality of the Water
Filter-cum-Purifiers.
Further to cater the demand of eastern region, one factory was

established in Meghalaya near Gowhati in the year 2002 in the
name of Forbes Aquamall Ltd. Due to sudden fire in May 2004,
the Hyderabad factory was totally exhausted hence the operation
was not possible there. Therefore, the operation was shifted in the
Year 2005 to Baddi (Near Chandigarh).
After such network and further demand of products, it was felt by

the management to establish one more factory in northern
regions. Considering the same, a very huge factory is established
in LalTappar Industrial Area in District Dehradun. This factory
came into the operation in November, 2007 in operation. The
factory building is having about 3 acres of land and the building is
really state of art built. The Corporate office for all locations i.e.
Bhimtal, Baddi, Banglore, Meghalaya and Bhimtal is also shifted
from Hyderabad to Deheradun.
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1.2 - The organization structure –

The organization structure at corporate level as well as Dehradun
factory is mentioned below:
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The body Structure of aquamall water

Solutions ltd
Aquamall Water Solutions Ltd, Dehradun - Organisation
Structure
Chief Executive Officer
VIJAY KUMAR RAMAN P.
Unit Head
Asst Manager – A/ Cs
Officer – HR
Sr. Super-A/C
Sr.Mgr – Mfg Engineer - Asst. Manager - Asstt. Manager - QA
Jr. Super-A/C Maintenance Materials Neeraj Kr. Sharma
Receptionist
Sr. Sup – Stores
Sr. Eng Mfg Asst – Officer Sr. Sup. A Q
Trainee Mr. Manish
Sr. Sup - Jr Sup.– Stores

GET
Mfg
Unit Head & Head 1
Mfg Asst. – Stores
Management Staff 3 Asst. - Mfg
(> Asst. Manager)
GET - Graduate Engineer
Non-
Non-Management 15
Trainee
Staff 10
Total 19
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Our Product ’s
Product’s
 Weproduce
We produceaa large
largenumber
number of
of Water
Water Purifier
Purifier
cum cooler(
cum cooler( De-polluting
De-polluting Equipment
Equipment ))
Wealso
 We alsoproduce
produceaa large
largeno
noVacuum
Vacuum Cleaner
Cleaner
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1.3 - A Track Record of Trust

Aquamall has sold over 3 million water purifiers in India, satisfying the
water needs of over 15 million people. Most of its products are ISI
certified.
Besides establishing a huge presence in India, the company exports to

other SAARC countries, the Middle East and Africa. A special
landmark in its history has been the export of 160 UV purifiers to the
United States of America.
1.4 - The Products

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Aquamall’s original product, Aquaguard, has undergone several

modifications. It has a variety of designs and models available today, but
the fundamental design remains the same.
It has a three-stage purification process consisting of:

 Pre-filter stage, which ensures that physical impurity, is removed
completely
 Activated carbon filtration stage, which ensures complete removal of
chemical impurities
 UV Purification stage, to deactivate all harmful bacteria and viruses
The list of major products is mentioned

below:
 Aquaguard – Classic,
 Aquaguard – Enova,
 Aquaguard – Reviva
 Aquagurad – R O
 Aquaguard – Total Sensa
1.5 - New Innovations

The success of Aquamall can be attributed to constant product upgrades
and development of new products to meet the customers’ requirements.
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2002 saw the launch of the Aquaguard i-Nova, a water purifier for the
Internet age.
Besides its sleek looks, the I-Nova comes with a Micro Controller Scan
System or a mini brain that constantly monitors the electronics of the
purifier and detects when it needs attention. It has a provision to alert the
service centre through the existing phone line. A technician is informed
and he is sent to inspect the system, thus saving both time and energy.
Very futuristic, the i-Nova has a micro-chip that tells in advance about
the need to replace the sediment filter, activated carbon block or UV
lamp, called the Intelligence Quotient Alert System or the IQA, this
enables one to call a service representative ahead of schedule so that he
is assured of safe drinking water all the time.
The Forbes AquafloDesigna, the elegant UV purifier, was also

introduced in 2002. The stylish 3-stage water purifier can be placed
conveniently on the counter or mounted on the wall. Complementing
the refined taste for safe drinking water, the Designa has a special dual
filter cartridge which removes suspended impurities, odour, bacteria and
viruses.
THE JOURNEY TOWARDS SUCCESS

(Mile Stones)
1984 Introduced the first UV based Water Purifier in India –
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Aquaguard
Introduced the in-built Voltage stabilizer to tide over voltage
1988 fluctuations.
Introduced silver-impregnated carbon to check bacterial
1992 growth
Introduced the Polypropylene candle as the pre-filter candle
1993
Introduced Aquaguard with high flow-rate )3 1/min) for
1994 institutions
Launched Pump model for areas without running water
1995
Introduced Cooler-cum-Purifier for institutional customers
1995
Introduced new model with higher flow-rate of 101/min for
1996 offices and institutions
Introduced the decalcification system, and products like
1997 water softeners and Iron removers
Launched economy model of UV based purifiers-Aquaflo
1998
Launched the first designer model, Royale, with improved
1998 aesthetics and electronics
Introduced Compact cartridge, integrating the sediment filter
1999 candle with activated carbon to enhance filtration
performance.
Introduced the most advanced UV water purifier with
2000 improved filtration, better flow and an auto-flush system –
Nova. Also features the microchip –based system IQA –
Intelligent Alert system
Introduced resin based purifier, Aquapower and 3-in-1
2001 storage purifiers for the low-end market
Launched the first UV based water purifier with MCS or the
2002 mini-brain I-Nova, in India. Also introduced a new sleek UV
purifier Designa
Setting of New Location at Baddi
2004
Land Purchased for New Location at Dehradun
2005
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BhoomiPoojan at Dehradun
2006
Starting of Dehradun Factory & Corporate Office at
2007 Dehradun
Dehradun Factory Administratively completed
2008
Jan. Worn the Golden Peacock Award for “Aquaguard –
2009 Total Sensa”
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1.6 - Financial Status

Over the past decade, the company has been growing constantly at a
compounded rate of 15%. Aquamall posted a turnover of the year 2008
over Rs.261982205 lakhs and the net profit after tax Rs.137962489.
March 31st 2008.
1. 7 - The Future
Aquamall is developing new water solutions, which are currently being
tested. These include water purifiers based on Reverse Osmosis
technology. Also on the anvil are arsenic and lead removal systems.
Five-stage purifiers including hot and cold water dispenser will also be
introduced soon.
Thus, the quest for excellence continues. The plans for introducing new
products and solutions for satisfying the drinking water needs of the
people will see results in the coming days.
Eureka Forbes Limited (EFL) is in the business of Health, Hygiene and

Security. EFL markets Vacuum Cleaners, Water Purifiers, Air
Purifiers and Security Systems.
Water Purifiers are manufactured by its 100% own subsidiary Aquamall

Water Solutions Limited and procures Vacuum Cleaners from FAL
Forbes Group.
EFL is the Asia largest product selling Company with more than 4,500
customer’s specialists. EFL markets Aquaguard brand water purifiers
are world largest domestic UV based purifier systems.
Customers’ specialists of our Company go out and meet individual
customers and sell the product. Hence, it would be difficult to identify
large customers as we have more than 4000 customers coming into the
customers’ list every year.
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1.8 - About H R Practices –

M/s Aquamall Water Solutions Ltd., believe in best H R Practice and
have approved H R Manual for H R Policies and practices. The company
also believes in Human Capital Development. Hence, regularly organize
Training Programmes. The Induction Module for New Joinees is unique
one. Every employee in the grade of Asstt. Manager and above is put for
about 15 days under induction and deputed to all locations for training
and familiarization. The employees below the grade of Asstt. Manager
are put under orientation programme in the related office or factory
concerned.
The following are few major H R Policies of the organization –
 Hardship Loan:
 Housing Loan:
 Two-Wheeler:
 Car (Four Wheeler) Loan:
 Policy on Financial Assistance to Employees for Higher Education:
 Own Your Computer Scheme:
 Own Your Car Scheme for Management Staff:
 Scheme for provision of Furniture / Equipment to Managing Staff:
 Land Line Telephone Expenses Reimbursement:
 Policy on Mobile Phone Reimbursement:
 Group Medic Liam Policy:
 Holidaying Facilities
 Euro Whiz – Recognition for Top Academic Performers among
Children of Aqua champs:
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Objectives:-
 To reward outstanding academic performance by children of Aqua
champs.
 To create a feeling of belonging / solidarity amongst all employees
towards the organization.
 To generate a feeling of involvement with the entire family of the
Aqua champ.
Eligibility: Children of all Permanent employees in Aquamall.
Guidelines:
 The award will be applicable to children of employees studying in

Class I to Class XII.
 The child should have secured a minimum score of 80% in the
final examination conducted by a recognized school / college /
university.
 The institution conducting the examination should be an Indian
establishment.
 The award will not be applicable to children of employees
pursuing educational courses through correspondence.
 The award is restricted to 2 children per employee.
Procedure: An Employee whose child fulfills the above criteria should

follow the procedure as outlined below
 Make a formal application to the HOD – Human Resources through

the Unit Head / Functional Head as the case maybe.
 The mark sheet or report card in original together with a copy should
accompany the application. In case the original has been submitted to
the college / institute for admission, a photocopy of the same, duly
attested by the principal of the educational establishment declaring
the results, should accompany the application.
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 The HOD – Human Resources will verify the copy of the mark sheet /
report cards against the original and duly attest it as being a true copy.
 The application along with the copy of the report / mark sheet will
then be forwarded to the Corporate HR department.
 In case an application meets all the criteria laid down, the Corporate
HR department will arrange to release the award together with a
congratulatory letter signed by CEO.
Award:
The company will distribute the following ‘Cash Awards’ for

meritorious academic performance:
Class Amount
1 - 9 Rs. 1,000/-
10 Rs. 3,000/-
11 Rs. 1,000/-
12 Rs. 5,000/-
 The award will not be applicable in case of supplementary/ mid-term

examinations.
 The Students who have been designated as Euro Whiz each year will
receive an award as detailed above along with a congratulatory letter
signed by the Director and CEO.
 Euro Genie:
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All employees across all factories are entitled to the following benefits:
Occasion Memento Responsibility

On Wedding Greeting Card & Functional Head /
Anniversary Cake factory HR
Greeting Card & Functional Head /
On Birthday
Cake factory HR
Gift Aquaguard to Functional Head /
On Wedding Day
the couple factory HR
 T A – Rules etc.
1. 9 - List of Board of Directors

1- Mr. S. L Goklaney – Chairman,
2- Mr. P J Reddy – Director
3- Mr. A V Suresh – Director
4- Mr. J N Ichhaporia – Director
5- Mr. Vijay Kumar Raman P. – Director & C.E.O.
1.10 - The manufacturing locations and their addresses –

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Sl.No. Location Address Telephone

Number
A 57 /4, IInd Floor,

Delhi 011
1 Okhla Industrial Area,
Office 30881467
Phase II, New Delhi –
110 020
LalTappar Industrial 0135

2 Dehradun
Area, Majri Grant, 2499161
Dehradun – 248 140
05942
Hiltron Electronic
247115
3 Bhimtal Complex, Mallital,
05942
Bimetal (Nainital) – 263
247086
136
121-122, EPIP Phase –I, 0179

4 Baddi
Jharmajri, Baddi, Distt.- 5271841
Solan (H.P.) – 173 205
143, C-4, Bommasandra

080
5 Banglore Industrial Aread, Off
22631000
Hosur Road, Banglore –
562 158
9th Mile G S Road, Vill.-

Meghalay 0361
6 Baridua, Distt. Ri-bhoi,
a 2895155-57
P.O. – Amerigog,
Meghalaya 781 023
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REASONS TO CHOOSE THE PROJECT
When I joined the training at AQUAMALL WATER SOLUTIONS
LTD.I was allotted the project 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
staff, who are going to be off for long periods. However, employees
taking odd days off here and there are more problematic, can have an
immediate impact.
If remain unchecked, this type of absence can send out the wrong signals
to colleagues who, in some jobs, are likely to have to cover for those
absent. If employers fail to take action, a ‘buggins turn’ mentality may
emerge. Frequent absence may have serious repercussions where staff
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.
2.1Meaning:
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Employees’ presence at the work place during the schedule

time is highly essential for the smooth running of the production
process in particular and the organization in general. Despite the
significance of presence, employees sometime fail to report to the
work place during the scheduled time, which is known as
“Absenteeism”.
According to PICOARS AND MAYERS: Unexpected
absence disturbs the efficiency of the group as the jobs are inter
connected, if one single man remains absent without prior notice
the whole operation process is distributed. This Absenteeism
results in production losses because, due to Absenteeism, workers
cost increases and thus efficiency of operations is affected.
Features of Absenteeism:
Research Studies undertaken by different authors reveal the
following features of Absenteeism
i. The rate of Absenteeism is the lowest on pay day; it increases
considerably on the days following the payment of wages and
bonus.
ii. Absenteeism is generally high among the workers below 25 years
of age and those above 40 years of age.
iii. The rate of Absenteeism varies from department to department
within an organization.
iv. Absenteeism in traditional industries is seasonal in character.
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2.2Types of Absenteeism
Absenteeism is of four types viz….
1. Authorized Absenteeism.
2. Unauthorized Absenteeism.
3. Willful Absenteeism.
4. Absenteeism caused by circumstances beyond one’s control.
1) Authorized Absenteeism
If an employee absents himself from work by taking permission
from superior and applying for leave, such Absenteeism is called
authorized Absenteeism.
2) Unauthorized Absenteeism
If any employee absents himself from work without informing or
taking permission and without applying for leave, such
absenteeism is called Unauthorized Absenteeism.
3) Willful Absenteeism
If any employee absents himself from duty willfully, such
Absenteeism is called Willful Absenteeism.
4) Absenteeism caused by circumstances beyond one’s control
If any employee 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.
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Calculations of Absenteeism rate:

Absenteeism can be calculated with the help of the following formula.
Absenteeism rate = . No of Mondays lost x 100 .

No of Mondays scheduled to work
Absenteeism rate can be calculated for different employees and for
different time periods like month & year.
The frequency rate reflects the incidence of absence and is usually
expressed as the no of separate absence in a given period, irrespective
of absence. The frequency rate represents the average no of absence
per worker in a given period.
Frequency rate= the no of times in which the leave was availed X 100
Total no of Monday’s schedules to work
Severity rate:
Severity rate is the average length of time lost per absence and is
calculated by using the following.
Severity rate = Total no of days absent during a period X 100
Total no of times absent during that period
A high severity rate indicates that the employee is absent for
longer duration each time. High frequency and severity rates indicates
that the employee is absent more frequently and for longer duration’s
each time resulting in high Absenteeism even in absolute terms.
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OBJECTIVES OF THE STUDY

The Study aims at assessing the absenteeism in workers.
 To conduct a detailed study on Absenteeism of ASWL.
 To identify the various that lead to Absenteeism.
 To identify the variables that reduces the rate of Absenteeism
 To find out the rate of Absenteeism in ASWL.
 To find out causes of Absenteeism & suggest remedies to
reduce it.
2.3 Causes of Absenteeism

The following are the general causes of the Absenteeism
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1. Maladjustment with the working conditions:

If the working conditions of the company are poor, the
workers cannot adjust themselves with the company’s working
conditions. Then they prefer to stay away from the company.
2. Social and religious ceremonies:
Social & religious functions divert the workers attention from
the work.
3. Unsatisfactory housing
Conditions at the working place.
4. Industrial housing
The industrial fugue compels workers to remain outside
the work place.
5. Unhealthy working conditions
The poor and intolerable working conditions in the factories irritate
the working excess heat, noise, either too much or too low
lighting, poor ventilation, dust, smoke cause poor health of the
workers. This factory causes the workers to be absent.
6. Poor welfare facilities
Though a no of legislation concerning welfare facilities are
enacted, many organizations fail to provide welfare facilities. This
is either due to the poor financial position of the companies (or)
due to the exploitative attitude of the employs. The welfare
facilities includes poor sanitation, washing, bathing first aid
appliances, ambulance, restrooms drinking water, canteen, shelter,
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crèches etc.. The dissatisfied worker with these facilities prefers to

be away from the workplace.
7. Alcoholism
Workers mostly prefer to spend money on the consumption of
liquor and enjoyment after getting the wages. Therefore, the
rate of absenteeism is more during the first week every month
8. Indebt ness
The low level wages and unplanned expenditure of the workers
force then to borrow heavily. The research studies indicate that
workers borrow more than 10 times of their net pay. Consequently
workers fail to repay the money. Then they try to escape the place
in order to avoid the money lenders. This leads to absenteeism.
9. Maladjustment with job demands
The fast enhancing technology demand higher level skills from the
workers fail to meet these demands due to their lower level
education and/or absenteeism of training.
10. Unsound personnel policies
The improper and unrealistic personnel policies result in employee
dissatisfaction. The dissatisfied employee in tune prefers to be
away from the work.
11. Inadequate leave facilities
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The inadequate leave facilities provided by the employer forces

him to depend on ESI leave which allows the workers to be away
from the work for 56 days in a year on half pay.
12. Low level of wages
Wages in some organizations are very poor and they are quite
inadequate to meet the basic needs of the employees. Therefore,
employers go for other employment during their busy seasons and
earn more money. Further, some employees take up part time jobs.
Thus the employees resort to moonlighting and absent themselves
from the work.
2.4 Categories of Absenteeism

Chronic absenteeism to five categories viz….
1) Entrepreneurs
2) Status seekers
3) Epicureans
4) Family-oriented and
5) The sick and the old.
1) Entrepreneurs
These classes of absenteeism consider that their jobs are very
small for their total interest and personal goals. They engage
themselves in other social and economic activities to fulfill their
goals.
2) The status seekers
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This type pf Absentees enjoy or perceive a higher ascribed social

status and are keen on maintaining it.
3) The epicureans
The classes of absentees do not like to take up the jobs which
demand initiative responsibilities, discipline and discomfort they
wish to have money, power, and status but are unwilling to work
for their achievement.
4) Family-oriented
These types of absentees are often identified with the family
activities.
5) The sick and old
These categories of absentees are mostly unhealthy, with a weak
constitution or old people.
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2.5 Measures to minimize Absenteeism

Absenteeism affects the organization from multiple angles. It
severely affects the production process and the business process. The
effect of unauthorized absenteeism is more compared other types of
absenteeism. However, it would be difficult to completely avoid
absenteeism. The management can minimize absenteeism. The
following measures are useful in controlling or minimizing
absenteeism.
1) Selecting the employees by testing them thoroughly regarding their
aspirations value systems, responsibility and sensitiveness.
2) Adopting a humanistic approach in dealing with the personal
problems of employees.
3) Following or proactive approach in identifying and redressing
employee grievances.
4) Providing hygienic working conditions.
5) Providing welfare measures and fringe benefits, balancing the need
for the employee and the ability of the organization.
6) Providing high wages and allowances based on the organizational
financial positions.
7) Impressing the communication network particularly the upward
communication.
8) Providing leave facility based on the needs of the employees and
organizational requirement.
9) Providing safety & health measures.
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10) Providing cordial human relations & Industrial relations.

11) Educating the workers.
12) Counseling the workers about their carrier, income & expenditure
habits & culture.
13) Free flow of information, exchanging of ideas problems etc... B/w
subordinate & superior.
14) Granting leave and financial assistance liberally in case of
sickness of employee & his family members.
15) Offering attendance bonus & inducements.
16) Providing extensive training, encouragement, special allowance in
cash for technological advancements.
2.6 Guidelines for Absenteeism Control

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Absenteeism is a disease that appears whenever a company fails to

inoculate itself through the use of sound management practices. To cure
excessive absenteeism, one has to know the exact causes and then
examine the available, workable and proven solutions to apply against
those causes.
To embark upon a successful absenteeism reduction program, you need

to make sure you have some basic information and facts about
absenteeism in your company. Consider the following four questions,
which should help you further focus your ideas and put a plan into
action.
1 Why is your present absenteeism policy ineffective?
Absenteeism policies vary in effectiveness. Most ineffective policies I

have reviewed have a common denominator: They allow "excused"
absences, whereas those that do work are "no fault" policies.
2 Where and when is excessive absenteeism occurring?
Numerous studies have concluded that under trained supervisors are one
of the main causes of absenteeism. Therefore, any company
experiencing absenteeism of greater than 3 percent should consider
supervisors as a potential contributor to the problem.
Given that this may be the case, you first should check the percentage of
employee absenteeism by supervisor to see if it is concentrated around
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one or two supervisors. If it is, you've begun to uncover the obvious--

undertrained supervisors. If, however, your research reveals that the rate
of absenteeism is almost equally distributed throughout your factory,
you will need to investigate other possible causes.
3 A what are the real causes for absences?
People-oriented companies are very sensitive to employee opinions.

They often engage in formal mini-studies to solicit anonymous
employee opinions on topics of mutual interest, these confidential
worker surveys commonly ask for employee opinion regarding higher-
than-normal absenteeism.
In other words, employees revealed that repetitive, boring jobs coupled

with uncaring supervisors and/or physically unpleasant workplaces led
them to make up excuses for not coming to work, such as claiming to be
sick.
One way to determine the causes of absenteeism is to question your

supervisors about their employees' excessive absenteeism, including
what causes it and how to reduce it.
LOSSDUE TO ABSENTEEISM
Absenteeism and disability constitute the most important causes of work
discontinuity. The consequences are enormous. In addition to loss of
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productivity in connection with the duration of the absence, the long-

term consequences are far-reaching, both for the employer and for the
employee. The production of the employee has to be taken over by
others, whilst the financial consequences of the worker’s absenteeism
are for many years to the charge of the employer.
There is an increasing need for limitation and prevention of the drop-out,

and for gaining a clear insight into and control over the financial
consequences.
ABSENTEEISM RATE
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Normally, the rate of absenteeism is calculated by dividing the number

of working days lost through absence in any given period by the total
number of available working days in that same period, as follows:
Absenteeism Rate = Number of lost working days due to absence

/(Number of team members) x (Number of Workdays) x 100.
For Example:
a. Average number of employees in work force

225
b. Number of available workdays during period 20
c. Total number of available workdays (a x b) 2,000
d. Total number of lost days due to absences during the period
93
e. Absenteeism percent (d [divided by] c) x 100 4.65%
Since absenteeism is a major barometer of employee morale,

absenteeism above 5 percent has to be considered as very serious (across
most industries 3 percent is considered standard).
If you find that your supervisors hesitate to provide meaningful answers

to your questions, then you're on the right track toward a solution. Ask
yourself, "How much formal training have I given my supervisors in the
areas of absenteeism reduction and human resources skills?" If your
answer is none or very little, your solution can't be far behind. The fact
of the matter is, you cannot ask a person to do a job he or she has never
been trained to do.
3. The Bradford Factor & Absenteeism
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The Bradford Factor is a Human Resources tool used by many

organizations to measure and identify areas of absenteeism. The theory
is that short, frequent and unplanned absences are more disruptive than
longer absences.
It is based on the fact that it is normally easier to make arrangements to

cover for staffs who are going to be off for long periods, and which are
more likely to be suffering from a genuine illness.
However, employees taking odd unplanned days off here and there
actually cause more disruption to the business. If this pattern is repeated
regularly, the employee will have a high Bradford Factor score; which
may raise questions about how genuine the illness actually is.
The formula for the Bradford Factor is:
E x E x D = Bradford Factor Score
Where E is the number of episodes of absence and D is the total number

of days absent in a rolling 52 week period.
So, for employees with a total of 10 days absence in one year, the
Bradford Factor score can vary enormously, depending on the number of
episodes of absence involved. For example:
One absence episode of 10 days is 10 points (i.e. 1 x 1 x 10)

Five absence episodes of two days each is 250 points (i.e. 5 x 5 x 10)
Ten absence episodes of one day each is 1,000 points (i.e. 10 x 10 x 10)
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How do organizations use the Bradford Factor?
There are no set rules for using the Bradford Factor; it is down to each
organization to determine the ways in which it uses the score.
However, used effectively, the Bradford Factor can reduce absenteeism

dramatically, serving as a deterrent and a method for tackling persistent
absenteeism.
Studies have shown that by educating staff about the Bradford Factor,
and then showing them their score on a regular basis, absenteeism can be
reduced by over 20%. This is largely down to staff understanding that
taking the odd day off here and there will quickly multiply their
Bradford Factor score. The Bradford Factor places a value on the
absence which an employee can clearly see. Where the absence is not
absolutely necessary, this can serve to deter absenteeism.
When this is used in conjunction with a points system the Bradford

Factor can be effectively utilized to deter unnecessary absenteeism.
For example the Bradford Factor can be utilized by creating “triggers”

whereby certain actions are taken when an employee’s Bradford score
reaches a certain point. For example, the UK Prison Service has used the
following triggers:
 51 points – verbal warning.

 201 points – written warning
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 401 points – final warning

 601 points – dismissal
Setting these triggers is entirely dependent on the organization using the

Bradford Factor. It is usually advisable to use the Bradford Factor as one
of a number of absence policies. However, setting these triggers and
making staff aware of them, in addition to taking action, resulted in the
Prison Service reducing absenteeism by 18%.
By implementing mandatory procedures for tackling absenteeism across

an organization led by the Bradford Factor, an organization can remove
the potential for differences across teams and management and remove
the difficulties and reluctance that line managers often face when having
to discipline a close staff member.
The Bradford Factor can provide organizations with a two pronged

method for tackling absence: proactively deterring absence in the first
place and utilizing a set procedure to identify and tackle persistent
absenteeism.
3.1Implementing the Bradford Factor
Calculating the Bradford Factor for one member of staff over a given
period is not a difficult proposition. However, calculating the Bradford
Factor over a rolling 52 week period, across multiple teams and
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locations and considering different types of absence is a very difficult

task.
As a result of the exponential nature of the formula {E x E x D}, even

the slightest mistakes in calculation can result in a wide variance of an
employee’s Bradford Factor score.
For example:
For an employee who has had 10 days off in a year in total, on two
separate occasions:
2 X 2 X 10 = 40 {which does not trigger a warning – fewer than 50}
However, if their absence is either not recorded correctly, or is

calculated wrong by just one day:
3 X 3 X 10= 90 {which does trigger a warning – over 50}
You can see that their score is more than double, despite the small
mistake. Getting the formula the wrong way round can have even more
significant results:
10 X 10 X 2 = 200 {which would trigger disciplinary proceedings – over

200}
If an organization wants to tackle absenteeism effectively, using the

Bradford Factor, including using an employee’s Bradford Factor score in
potential disciplinary proceedings, then the process for calculating the
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Bradford Factor has to be full proof, consistent and equal. To achieve

this, an organization will need to ensure:
 Absence reporting and monitoring is consistent, equal and

accurate both over time and across the whole organization.
 The calculation of an employee’s Bradford Factor score is
based on these accurate, equal nd updated absence records.
 Management and staff have access to updated Bradford
Factor scores.
Without these processes in place the calculation of the Bradford Factor

is extremely difficult and time consuming. In addition to this; unequal
processes for reporting and calculating the Bradford Factor could be
discriminatory; everyone’s Bradford Factor score should be subject to
the same, indisputable criteria.
4. Practical Guideline for Controlling Unauthorized Absence

There are many theories to explain of absence causes. And it make us
realize, we cannot solve causal absence problem and control
absenteeism as minimum as we could, with simply method. We need
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comprehensive approach to reducing absenteeism issue. Here some

practical method explained:
1. Make your absences policy work out. You have to apply other system
to make sure your absenteeism rule and regulation implemented well to
all employee. Such as:
 Put absenteeism rate as a standard objective to work towards. It’s

not enough if you just make a statement such as, "reducing absence
into minimum". Put them as part of the performance appraisal
system and give a target with number. Of course, you still have to
give tolerance for them for getting sick, having babies or in crisis
situation. With those consideration, you can give absence rate such
as 3.5%
 Train managers about cost of absenteeism, how to control it and
how to conducting counseling session with their subordinate.
 Make additional regulation to reduce pay on their absence day and
communicate to them how much that they have lost money. It will
prevent them to extend their absence any longer than necessary. But
you have to check the local legal regulation and policy before apply
this method.
 Make system to records the employee absence. Someday you will
need it to find absence pattern, unreasonable absence excuse or
anything else as strong facts for give consequences or legal actions.
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 Give appreciation to the attendance. You can make simple

celebration just to pronounce who the best employee in attendance.
Let all member of the team to choose the winner.
 Create social punishment to the absenteeism. You can make it by
giving reward for team who has excellent member attendance. It will
make other member give pressure to employee who has bad
attendance record.
 Make absence policy align with other policy, especially for policy
related to the employee benefit. Such as you can make regulation to
do not give loan for anyone with poor attendance.
2. Make sure your recruitment and selection procedure consider absence

issue, such as:
 The recruiter should put medical and health condition of candidate

as one of priority.
 Make sure that candidate has positive attitude about attendance
importance
 It’s very important to count not only competency fit, but you have
to consider job fit. It includes the compatibility of candidate interest
and personality with nature of the job. If there is no chemistry, there
is no motivation also. Employee with low motivation to work tends
to high in absenteeism rate
3. Since some absenteeism are related to the job problem, you can use
some method to identify the core problem as I describe in my former
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writing about How to Handle Poor Performer, before you apply some
solutions. But here some additional guideline to be considered:
 Make flexible working time arrangement. Such as, if employee

cannot go on Monday for domestic demands, they can replace them
with Saturday. Or if he/she attend half day, he/she can substitute it
with additional working hours tomorrow
 Make job interesting. You can enlarge responsibility, enhance the
nature of job or make it challenging to your subordinate. Don't forget
to give additional support such as training and coaching.
5. STATEMENT OF PROBLEM
Study of Absenteeism among Industrial Worker is not only
from view point of but it is important from the view point of moral
of employees. Even though the effect of the good morale of
employees, may not be calculated in terms of costs, but it should
be said that, it is important than cost.
There is a clear relationship between high absenteeism and
employees moral, because it can easily traced that these
department having high rate of absenteeism have low morale.
There is a clear relationship between employee’s attitude &

absenteeism. They are related to each other. So employee’s attitude
& morale are the important factors. Labors is Human Factor,
therefore consideration shall also be taken into account in the
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discussion of problem connected in the absenteeism has been

continuous to be one of the major labors problem in Indian
Industries.
As “No work No pay” is usually the general rule, the loss to

workers absenteeism is quite obvious when the workers fail to
attend to the regular work, there income is reduced and the workers
become still poorer. Hence, Health and efficiency of the worker is
affected by the irregularity of the workers attendance.
The loss of employees and industry is due to absenteeism is

still greater and both efficiency and discipline suffer the
maintenance of additional workers leads to serious implications.
Thus the above discussions show how the problem of

absenteeism is very important to the organization. So, I have
selected this problem of study.
6. REVIEW
Theoretical background of the Topic:
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Absenteeism has been variously defined by the Authorities

from time to time. Thus the term Absenteeism refers to the workers
absence from his regular task, when he is scheduled to work. Any
employees stay away from work if he has taken leave to which he
is entitled or on the grounds of sickness or some accident without
any previous sanction of leave.
Nevertheless usually, involuntary lay off, lack of work,

authorized leave or vacation period of work stoppage are not
counted as absence. Strikes, lock outs and late attendance are
treated as absence.
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RESEARCH
METHODOLOGY
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Research 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.
5.1 TYPE OF RESEARCH

DESCRIPTIVE RESEARCH
The study follows descriptive research method. Descriptive studies aims at
portraying accurately the characteristics of a particular group or situation.
Descriptive research is concerned with describing the characteristics of a
particular individual or a group. Here the researcher attempts to present the
existing facts by collecting data.
5.2 RESEARCH DESIGN
In this project descriptive research design is used because the purpose is
definite. Sampling technique used in this study is ‘Random sampling’. These
designs try to find out the accurate result. These designs are available to reduce
the bias in the data collection process, minimize the expenditure & increase
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efficiency in prediction. These decisions are guided by initial hypothesis and are
developed to determine the frequency with which something occurs or how two
variables vary together.
QUESTIONNAIRE
Age…………………………. Sex……………Department………………..
1) Family Members
a)1 to 2 ( ) b) 3 to 5 ( ) c) 5 to 7 ( ) d) above 7 ( )
2) Educational Qualification
a)Illiterate ( ) b) Below 10th ( )
c) Technical ( ) d) Graduate ( ) e) Post Graduate
3)How often you remain absent in a month?
(a) Nil (b) Once (c)Twice (d) Twice
4)Are you clear about your work / job responsibilities?
(a) Well clear (b) Good (c) Fairly clean (d) Don’t know
5)Are you satisfied with your work?
(a) Well satisfied (b) Good (c) Fair (d) Not satisfied
6)How are your relations with your superiors / co-workers?
(a) Excellent (b) Good (c) Fair (d) Poor
7)Your superior’s behavior towards your problems?
(a) Excellent (b) Good (c) Fair (d) Poor
8)Do you inform you superior about your absence to the duty?
a)Rarely ( ) b) sometimes ( ) c) Always ( ) d) Never ( )
9)Are you clear about your work / job responsibilities?
(a) Well clear (b) Good (c) Fairly clear (d) Don’t know
10) In which shift you are facing the none problems to attend the duty?
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a) First ( ) b) Second ( )
11) What are the other problems you face to attend the duty?
a) Sickness ( ) b) personal causes ( ) c) Social causes ( ) d) Economical ( )
12) How do you come to the factory?
a) By bus ( ) b) By cycle ( ) c) By scooter ( ) d) by walk ( )
13) Did you addict to any bad habits like?
a) Alcohol ( ) b) smoking ( ) c) Gambling ( ) d) Nothing ( )
14) Do you have any others sources of income?
a) Agriculture ( ) b) Business ( ) c) Nothing ( )
15) Do you have good relationship with your higher authorities?
a) Yes ( ) b) No ( ) c) Marginal ( )
16) Do you absent because of bad working conditions?
a) Yes ( ) b) No ( ) c) Sometimes ( )
17) Do you absent because of heavy workload?
a) Rarely ( ) b) sometimes ( ) c) Always ( ) d) Never ( )
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5.3 SAMPLE SIZE
The sample size taken for this study is 100
5.4 SAMPLING METHOD
Sampling technique used in this study is ‘Random sampling’. The

selected sample size is 100.
5.5 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
5.6 TOOLS FOR ANALYSIS
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Percentage analysis is used.
RESEARCH INSTRUMENT:-
OBJECTIVE: -
Survey for a study of BENCHMARK the employee’s behavior, skills&

causes of absent.
“Benchmarks© is an instrument designed to measure

important factors in being a successful manager”
Items measured are based on research that examines the lessons

executives learn at critical events in their careers.
This includes items that measure managers’ skills in dealing with

subordinates, acquiring resources, and creating a productive work
climate.
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Limitations of the study:
 Questionnaire used for data collection are subject to errors.

 Sample taken was small. We cannot generalize the findings for
the whole company or the industry.
 I could not get the opportunity to go for each & every detail on
my own as I was not the part of the organization.
 Unwillingness to respond by top management officials owing
to their busy schedule.
 Inability of some of the employees to answer as they could not
understand the questions asked.
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Q.1: AGE OF EMPLOYEES?
Table 1
Parameters No: of Respondents Percentage(%)

20-25 75 75
25-30 11 11
30-35 14 14
Total 100 100
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Data Interpretation:
 75% employee’s age are between 20-25 years.
 11% employee’s age are between 25-30.
 14% employee’s age are between 30-35.
Q.2: MALE OR FEMALE?

2; 66
2; 34
MALE
FEMALE 25-30

MALE 66 66
FEMALE 34 34
Total 100 100
 66% employees are MALE.
 34% employees are FEMALE.
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Q.3: FAMILY MEMBERS?

2 60
2; 32
1 TO 2
3 To 5
5 To 7
ABOVE 7
2; 5
2; 3

1 TO 2 5 5
3 TO 5 60 60
5 TO 7 32 32
ABOVE 7 3 3
Total 100 100
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 5% employees have 1 to 2 family members.

 7% employees have above 7 family members.
Q.4: EDUCATION OF EMPLOYEES?

2; 38
2; 34
2; 24
10th TO 12th
ILLTERATE
TECHNICAL
GRADUATE
POST GRADUATE
2; 3
2; 1

10th To 12th 38 38
ILLTERATE 1 1
TECHNICAL 34 34
GRADUATE 24 24
POST GRADUATE 3 3
Total 100 100
 38% of employees have qualification between 10th To 12th.
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 1% of employees have ILLTERRATE.

 34% of employees have TECHNICAL DIPLOMA.
 24% of employees are GRADUCATED.
 3% of employees are POST GRADUCATED.
Q.5: HOW OFTEN YOU REMAIN ABSENT IN A MONTH?
2; 55
NIL
ONCE
2; 21 TWICE
2; 19 THREE
2; 5

NIL 19 19
ONCE 21 21
TWICE 55 55
THREE 5 5
TOTAL 100 100
 19% of employees have NIL absent rates.
 21% of employees have absent once in a month.
 55% of employees have twice absent in a month.
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 5% of employees have three absent in a month.

.
Q.6: ARE YOU CLEAR ABOUT YOUR WORK/JOB RESPOSIBITIES?
2; 72
WELL GOOD
2; 18 FAIR DON'T KNOW
2; 10
2; 0
Parameters No: of Respondents Percentage (%)

WELL 10 10
GOOD 72 72
FAIR 18 18
DON’T KNOW 0 0
TOTAL 100 100
 10% of employees are well known about job responsibilities.
 72% of employees are good known about job responsibilities.
 18% of employees are fair known about job responsibilities.
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Q.7: ARE YOU SATISFIED WITH YOUR WORK?
2; 64
2; 29 WELL GOOD
FAIR NOT SATISFIED
2; 6
2; 1

WELL 29 29
GOOD 64 64
FAIR 6 6
NOT SATISFIED 1 1
TOTAL 100 100
 29% of employees are well satisfied with their work.
 64% of employees are good satisfied with their work.
 18% of employees are fair satisfied with their work.
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 1% of employees are not satisfied with their work.
Q.8: HOW ARE YOUR RELATIONS WITH YOUR SUPERIORS/ CO-

WORKERS?
2; 58
EXCELLENT
2; 24
GOOD
2; 18
FAIR
POOR
2; 0

EXCELLENT 58 58
GOOD 24 24
FAIR 18 18
POOR 0 0
TOTAL 100 100
 58% of employees have excellent relation with their superiors.
 24% of employees have good relation with their superiors.
 18% of employees have fair relation with their superiors.
 None of employees have poor relation with their superiors.
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Q.9:YOUR SUPERIOR’S BEHAVIOUR TOWARDS YOUR PROBLEMS?

2; 56
EXCELLENT
2; 24
2; 20 GOOD
FAIR
POOR
2; 0

EXCELLENT 56 56
GOOD 24 24
FAIR 20 20
POOR 0 0
TOTAL 100 100
 56% of employees have excellent response from superiors towards their
problems.
 24% of employees have good response from superiors towards their
problems.
 20% of employees have fair response from superiors towards their problems.
 None of employees have poor response from superiors towards their
problems.
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Q.10:DO YOU INFORM YOU SUPERIOR ABOUT YOUR ABSENCE TO

THE DUTY ?
2; 89
REARLY
SOMETIMES
ALWAYS
NEVER
2; 10
2; 0 2; 1

REARLY 0 0
SOMETIMES 10 10
ALWAYS 89 89
NEVER 1 1
TOTAL 100 100
 None of employees have informed to their superiors for absence.
 10% of employees have sometimes informed to their superiors for absence.
 89% of employees have always informed to their superiors for absence
 1% of employees have never informed to their superiors for absence.
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Q11:.IN WHICH SHIFTS YOU ARE FACING THE NONE PROBLEMS TO

ATTEND THE DUTY?
FIRST SECOND

FIRST 100 100
SECOND 0 0
TOTAL 100 100
 100% of employees have no problems to attend the duty.
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Q.12:HOW DO YOU COME TO THE FACTORY ?
2; 52
2; 29
BY BUS
BY CYCLE
BY SCOOTER OR
BIKE
2; 9 2; 10
BY WALK

BY BUS 52 52
BY CYCLE 9 9
BY SCOOTER OR BIKE 29 29
BY WALK 10 10
TOTAL 100 100
 52% of employees are come to the factory by BUS.
 9% of employees are come to the factory by CYCLE.
 29% of employees are come to the factory by SCOOTER or BIKE.
 10% of employees are come to the factory by walk.
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Q.13: DID YOU ADDICT ANY KIND OF BAD HABITS?

2; 89
ALCOHOL
SMOKING
GAMLING
NOTHING
2; 7
2; 4
2; 0

ALCOHOL 7 7
SMOKING 4 4
GAMLING 0 0
NOTHING 89 89
TOTAL 100 100
 7% of employees are addicted to ALCOHOL.
 4% of employees are addicted to SMOKING.
 NONE of employees are addicted to GAMBLING.
 89% of employees are nothing addicted to any bad habit.
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Q.13: DO YOU HAVE ANY OTHERS SOURCES OF INCOME?
2; 100
AGRICULTURE
BUSINESS
NOTHING
2; 0 2; 0

AGRICULTURE 0 0
BUSINESS 0 0
NOTHING 100 100
TOTAL 100 100
 None of employees have any other resource of income.
Q.14: DO YOU HAVE GOOD RELATIONSHIP WITH YOUR HIGHER

AUTHORITIES?
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TULA’s INSTUTUTE
2; 89
YES NO
MARGINAL
2; 11
2; 0
Parameters No: of Respondents Percentage (%)

YES 89 89
NO 11 11
TOTAL 100 100
 89 % of employees have good relationship with higher authorities.
 11 % of employees have not good relationship with higher authorities.
Q.15: DO YOU ABSENT BECAUSE OF BAD WORKING CONDITIONS?
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TULA’s INSTUTUTE
2; 88
YES NO
2; 12

YES 12 12
NO 88 88
TOTAL 100 100
 12 % of employees are absent because of bad working conditions.
 88 % of employees are not absent because of bad working conditions.
75
TULA’s INSTUTUTE
Q.16: DO YOU ABSENT BECAUSE OF HEAVY WORKLOAD?

2 95
NEVER
SOMETIMES
ALWAYS
23 2; 2

NEVER 95 95
SOMETIMES 3 3
ALWAYS 2 2
TOTAL 100 100
 95 % of employees are not absent because of heavy work load.
 3% of employees are sometimes absent because of heavy work load.
 2 % of employees are always absent because of heavy work load.
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TULA’s INSTUTUTE
ANALYSIS & FINDINGS

 On analysing the response it is found that, 12% of the employees are absent due to
bad working conditions.
 In 20% cases of the employees have no response from his superiors.
 55% TWICE and 21% ONCE absent in a month.
 A total of 18% of the employees fair know about their job work.
 58% of workers have excellent & 18% have fair relation with higher or superior.
 7% of Workers addicted to ALCOHOL.
 4% of Workers addicted to SMOKING.
 Health problems seem to be one of the causes of absenteeism for the work.
 It is also found that 88% of the employees are satisfied with working condition.
 But, 12% absent due to bad working conditions.
 It has been found that 88% of the respondents have an opinion that Personal
Problems have no impact on the employee absenteeism.
 89% of the employees have good relations with their superiors.
 Most of workers say, they don’t have required space to do their job.
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TULA’s INSTUTUTE
CONCLUSION
 AQUAMALL WATER SOLUTION LTD. being one of the reputed water
purifiers manufacturing companies in India is also a victim of absenteeism, as
one of the curse their organization is facing at present.
 The study tries to reveal the factors influencing the absenteeism of employees
with some suggestions which will be of immense aid for the employees as
well as the organization to reduce the absenteeism level. I earnestly desire
that, the study might bring some descend in the number of absentees in the
organization, if taken into consideration practically.
 To conclude, employees’ dissatisfaction towards job & welfare measures,
hectic work schedule, health problems are some of the major causes of
absenteeism. This can be reduced by the management by implementing various
employee satisfactory changes in the organization.
 People are the major assets of any organization and taking care of their welfare
and satisfaction is their duty as a whole apart from earning profit. As work
environment is becoming more challenging and complex, the management
must also see through it that, it is capable of managing and bringing in changes
at the same pace so as to survive in this competitive scenario.
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TULA’s INSTUTUTE
SUGGESTIONS
 The management must intervene in the day to day activities of the employees.
They should provide full-fledged support, guidance and encouragement.
 The management must provide training programme to the employees at a

frequent basis. This will help them to enhance their skill and improve their
existing performance. The management must further, scrutinize the response of the
employees after the implementation of the training programme.
 Employees must be encouraged for their creativity and innovative outlook

towards their job assigned.
 Welfare measures of the employees should be improved so as to make the

employees feel more satisfied and contended. A satisfied employee will be more
committed to the organization.
 Medi-claim policies, weekly or monthly medical checkups etc. should be

provided to the employees’ in order to make them physically fit for the job.
 The employees should either be provided with transportation facility or

housing facility so that they would have ample time for recreation in substitute for
the time they spend in traveling.
 The management should take necessary action to strengthen the relationship

between the employees.
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TULA’s INSTUTUTE
BIBLIOGRAPHY
http://www.wikipedia.com/
http://www.citehr.in
http://www.google.com
http://www.aquamallwatersolutions.co.in
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TULA’s INSTUTUTE

SUMMER TRAINING REPORT

EXTERNAL GUIDE INTRNAL GUIDE

TULA’S INSTITUTE OF ENGINEERING & MANAGEMENT

This is to certify that aforesaid candidate of MBA of the TULA’S Institute of

The performance was satisfactory during the development of the project.

Internal faculty guide:

Miss Rinki Rana

Normally the students are not aware of actual requirement in

Industrial training at Aquamall Water Solution Limited has

 COMPANY’S VALUES AND BELIEFS

 AWS Plant at Dehradun

ABSENTEEISM CONTROL & ANAYSIS……………26-51

 THE BRADFORD FACTOR

 IMPLEMENTING THE BRADFORD FACTOR

 PRACTICAL GUIDELINES FOR CONTROLLING ABSENSE

MEANING OF THE PROJECT

O---- It implies for the “operation” or the existing or adopted sequential

E---- It means to “Effectiveness” every aspect of the project should be

C---- It means to “Collect”. That is to bring together all the relevant

T---- This implies for “Techniques” without a new or developed

So, if we want to complete the project successfully we should keep

We shall achieve growth by continuously offering unique products

About the Organization

In early 1983, APIC became a wholly owned subsidiary of Eureka

1.1 - Manufacturing Facilities:

Aquamall, currently, has three ISO 9001:2000 & ISO 14001

To meet the growing demand in the market and to develop new

Further to cater the demand of eastern region, one factory was

After such network and further demand of products, it was felt by

1.2 - The organization structure –

The body Structure of aquamall water

Sr. Sup - Jr Sup.– Stores

1.3 - A Track Record of Trust

Besides establishing a huge presence in India, the company exports to

1.4 - The Products

Aquamall’s original product, Aquaguard, has undergone several

It has a three-stage purification process consisting of:

The list of major products is mentioned

1.5 - New Innovations

The Forbes AquafloDesigna, the elegant UV purifier, was also

THE JOURNEY TOWARDS SUCCESS

1.6 - Financial Status

Eureka Forbes Limited (EFL) is in the business of Health, Hygiene and

Water Purifiers are manufactured by its 100% own subsidiary Aquamall

1.8 - About H R Practices –

The following are few major H R Policies of the organization –

Eligibility: Children of all Permanent employees in Aquamall.

 The award will be applicable to children of employees studying in

Procedure: An Employee whose child fulfills the above criteria should

 Make a formal application to the HOD – Human Resources through

The company will distribute the following ‘Cash Awards’ for

 The award will not be applicable in case of supplementary/ mid-term

Occasion Memento Responsibility

1. 9 - List of Board of Directors

1.10 - The manufacturing locations and their addresses –

Sl.No. Location Address Telephone

A 57 /4, IInd Floor,

LalTappar Industrial 0135

121-122, EPIP Phase –I, 0179

143, C-4, Bommasandra

9th Mile G S Road, Vill.-

REASONS TO CHOOSE THE PROJECT