RESEARCH REPORT

ON

STUDY ON ABSENTEEISM IN
WORKMAN
A report submitted in partial fulfillment of the
requirements of MBA Program of Dr. A.P.J. Abdul Kalam
Technical University, Lucknow

Submitted By Submitted To:

Neha Rani Mrs. Parul
Roll No.: 1708570053

S.D. COLLEGE OF MANAGEMENT STUDIES

MUZAFFARNAGAR

1
 ACKNOWLEDGEMENT

It is a pleasant duty to acknowledge the valuable help I received

from my quarters in the completion of my projects.

At the very outset, I would like to express my deep sense of

gratitude to my company Guide "Study on Absenteeism of
Workman.

I have immense pleasure in expressing my wholehearted gratitude

to him for providing help and guidance in the course of project. I
am really thankful to him for encouragement given to his help and
also me time to time to time to time and guidance.

I would also like to express my thanks to my project Guide------

for the valuable help she gave me in completing my project.

Neha Rani
MBA

2
 DECLARATION

I hereby declare that work which is being presented in the project

report, entitled “Study on Absenteeism of Workman"is
completed and submitted for partial fulfillment of the requirement
for the degree of “MASTER OF BUSINESS
ADMINISTRATION” under the guidance and supervision of
Parul Kumar (Faculty in MBA Deptt.)inS.D. COLLEGE OF
MANAGEMENT STUDIES MUZAFFARNAGAR.

The preparation of the Research report is based on my personal

findings, several visits to the organization, interaction with
officials / employees with the eminent scholars and various
secondary sources.

The report made this is my original work and doesn’t leak out any
of the confidential information of

Date:

Neha Rani
MBA

3
 PREFACE

Job satisfaction and absenteeism are two related issues. Job

satisfaction affects the rate of absenteeism from the job. Presence of
rampant absenteeism is an indication of low satisfaction with one’s job. The
major objective of the study was to find the factors of absenteeism;
however, the study found that there are many factors that determine
absenteeism, apart from job satisfaction. But most of these other factors
were themselves determinants of job satisfaction, meaning that absenteeism
is a result of job satisfaction. Also, absenteeism is not the only indicator of
the presence or lack of job satisfaction. There are other indicators, like
motivation and productivity. The researcher conducted a research of 100
employees from the financial services companies. The research concluded
that absenteeism was largely present in those workers with low job
satisfaction.

This paper consists of six sections including the introductory section.

The review of literature is presented in the second section and the
methodology followed is given in the third section. A brief note on
absenteeism is presented in the fourth section. The analyses of absenteeism
are discussed in fifth section and the summary of findings and suggestions is
presented in the sixth section.

4
 TABLE OF CONTENT
1. Acknowledgment
2. Declaration
3. Preface
4. Objectives of the study 6
5. Introduction 7-9
6. Limitations of the study 10-11
7. Company Profile 12-22
8. About Absenteeism 23-48
9. Literature Review 49-60
10.Research Methodology 61-71
11.Data Analysis 72-80
12.Findings 81-82
13.Suggestions 83-85
14.Conclusion 86-87
15.Questionnaire 88-90
16.Bibliography 91-92

5
 Objective of the study
 To identify the reasons for Absenteeism
 To measure the Employees Absenteeism level.
 To identify steps required to decrease the Absenteeism
 To study, Employees working conditions.
 To identify factors that motivates the Employees, which
minimize

6
Introduction

7
 Introduction

Absenteeism

Absenteeism has long been a major human relations problem for managers
and supervisors. It is defined as non-attendance of an employee from
scheduled work. Absenteeism is expensive for employers because in many
instances replacement workers must be hired and, of course, some work
simply does not get accomplished as scheduled. Absenteeism is one of a
range of behaviors that reflect a worker’s attitude and commitment to his
job and perceptions of his value as an employee.In a survey conducted by
Aon Consulting (1998), employees missed workdays because of stress,
personal matters, caring for a sick child, no available day care, caring for
elderly dependents, time spent at work on personal matters, and employee
sickness. The survey concluded thatthe total amount of missed time due to
personal reasons and sickness averages 6% of pay, almost as much as the
time taken for vacations/holidays.

The relevance of any of the absenteeism would depend upon

individualcharacteristics, the structure of the job, and the organization of
work. We also acknowledge that there may be jagged effectedbetween
absence and any of these variables. For example, the effect of absence
ofproductivity (Financial instruments) may occur on the day of the absence
or several days later. We also recognize that the duration of the absence may
differentlyaffect different outcomes. The positive consequences of
absenteeism, from the individual viewpoint, seem relatively straightforward
and come from a variety of sources.

There is some research that indirectly indicates that absenteeism is a form of

withdrawal from Job-stress Situations. If absence from work reduces stress,

8
then it can be functional for the individual. In addition, much of our life is
concerned with fulfilling such central non-work related roles as the parent
role (when taking care of a sick child) or the marital role (when reducing
mental stress).

The valence and utility for performing many of these non-work role
activities is likely to be strong. Completing these activities, which may
require being absentfrom work, leads to positive benefits for the individual.
Not all non-work activities can be described easily in role terms. Some non-
work activities are inherently rewarding and will at times be elected over
work activities.

9
LIMITATION OF THE
STUDY

10
 LIMITATION OF THE STUDY

There are some limitations for research which are as follows:-

a) As it was not possible to visit each department the true picture

of working condition could not be judged.
b) The workers were busy with their work therefore they could not give
enough time for the interview.
c) The personal biases of the respondents might have entered into
their response
d) Some of the respondents give no answer to the questions which may
affect the analysis.
e) Respondents were reluctant to disclose complete and
correctinformation Because of a small period of time only small
sample had to be considered which doesn’t actually reflect and
accurate and intact picture.

11
What is Absenteeism

12
 What is Absenteeism
Introduction

Employee absenteeism, an often "hidden" issue, albeit one of growing

importance to many organizations, translates into the interrelated issues of
lost productivity, poorer quality of product/service and decreased customer
satisfaction and has a potentiallynegative effect on other employees. The
absenteeism issue is becoming all the more critical because of changes in
the composition of the workforce and changes in societal expectations vi's-
Aviswork.

The consequences are both positive and negative.The workforce of today is

characterized by an aging population, an increase in the proportion of
dualearners.

Absenteeism is an indicator of job satisfaction, whereby a higher rateof

absenteeism which is unaccounted for indicatinglow job satisfaction. On the
other hand, a case where the worker exhibits low incidences of absenteeism,
staying away from work only when absolutely necessary, indicates that the
worker is highly satisfied.

Absenteeism has a material effect on the bottom line of most companies, yet
few managers really understand the magnitude of the problem at their
companyNot only should managers be motivated to reduce absenteeism
because of the excess costs, but without absence tracking tools, employers
cannot adequately estimate their accrued liabilities, potentially creating an
issue that impacts the financial certifications required.

13
A business can increase its productivity and limits its employee turnover by
ensuring that is employees are satisfied with their job, which in turn, helps
increase their productivity.

The more productive and individual is, the more satisfied he will be and the
more satisfied he is, the less likely he will be leavingthe company. To
ensure high productivity for a company to recruit efficient people and pay
them highersalaries. Enhancing the productivity of the company has the
more to do with, making the employees like the work they are doing for the
company and making them realize how important their contribution is to the
success of thecompany.

The performance appraisalis the process of evaluation of individual job

satisfaction in order to make objectives human resource decisions. It
involves the formal evaluation of employees’ job satisfaction, feedback to
the individual and determination of whether and how the performance can
be improved. The process of performance appraisal occurs both formally
and informally. Progress toward careergoals must be monitored and
necessary correction in theaims or plans must be made. The achievement of
milestone in the carrier plan monitored as when a task or project is
completed. Employees are given more freedom in decision making.
Management sets broad goals and objectives by setting broadgoals and
objectives as opposed to determining specific task, executives allow
employees to respond to an opportunity in a way that makes the goodsense
at that time.

Financial Services companiesin India:

A banking company in India has been defined in the banking companies

act1949 as “One which transacts the business of banking which means the

14
accepting of the purpose of the purpose of sending or investment of deposits
of money from the public repayable on demand or otherwise and withdrawal
by cheque, draft order of otherwise”.

A Co-operative bank promotes economicactivity and provides banking

facilities and service to the rural people. The significant role of
cooperativebanks in the agriculture economy imports a lesson to
commercial banks and dispels from their minds the age old inertia and
gloom of conservatism by shifting emphasis from the credit worthinessof
the purpose and from tangible security to the character of the business.

Co-operative means “a formof organization whereinpersons voluntarily

associate together as human beings on the basisof equality for the promotion
of the economic interest of themselves”. So, co-operatives are characterized
by voluntary association and openmembership. Democratic management
limited interest on capital, education and training equity of distribution of
profits etc. “each for all and all for each” is the underlying principle of co-
operatives.

In 1919 the Government of India Act 1919 was passed and co-operation
became a state subject, So several states passed their own acts for the
development of the co-operative movements in their respective states
through that, co-operative movement in India was born in the beginning of
century as an instrument of dealing with agricultural indebtedness, it was
only after attaining independence that attention was paid in a big way to this
issue. After independence the co-operative movement received added
support from Government. The term Urban Co-operative Banks (UCBS),
though not formally defined, refers to primary cooperative banks located in
urban and Semi-urban areas. These banks, till 1996, were allowed to lend
money only for non-agricultural purposes. This distinction does not hold
15
today. These banks were traditionally centered around communities
localities workplacegroups. They essentially lent to small borrowers and
businesses Today, their scope of operations has widened considerably
Urban Co-operative Bank Ilkal:Theurban co-operative was established as
per the co-operation principal each for all and all for each.The bank was set
up on 1stSeptember, 1965 under the provisionsof the Karnataka co-operative
societies Act, 1959. The bank started its operations from 11 the sept, 1965.
Its 1stboard of directors consisting of 11 members late Shri RudrappaKalagi
was the founderand the first chairman of the bank.It was established with a
view to meet the credit needs of weavers, traders, business enterprises, small
scale industrysalary earners, professional and self employed
persons.Initially the bank didn’t haveits own building .It startedits
operations in a small room incollege building of Shri V.V. Sangha’s on a
rental basis with two staff members namely Shri.

S.S. Medi as a manager and Shri. ShivappaKopparaad as an attender.Before

the establishmentof the Urban Co-operative bankthere were other banks
inIlkal. Two nationalized banks like Syndicate bank and State bank of
Mysore and scheduledbank like Sangali bank, Vysya bank and DDC bank.
From 1968 to 1971 Shri. B. F. Biradar the retired manager of DCC bank
worked as a Manager, and thenfrom 1974 to 1978 once again
Shri.L.B.Arasiddi has been taken outthe responsibility of the bank as a
general manager.

The today urban co-operative bankhas five branches and they have 50000
members. This is the mostimportant bank in Ilkal and today it is a fully
computerized bankin Ilkal. It has more than 450 employees and it is one of
the most profitable bank in Ilkal.

16
Some impacts of absenteeism on workmen:

 Impact of absenteeism on work itself:

 When workmen go on next day after taking leave then he will be
burdened with yesterdays work and today’s work and due to this
pressure he will not be able to do justice to both the works.
 Impact on personal space:
 Due to the work you carry home or due to the burdened work you will
not be able to engage yourself in recreational activities, which
sometimes bring your talents out.

Impact of absenteeism on company:

When a person takes leave and appears inthe work, it provokes another
employee to take leave, when employees generate this habit of taking leave
and being absent, it will affect the company directly.

Impactof absenteeism on personal growth:

In urban areas we do get to see employees getting remarks for the work they
perform and for the day they are present atwork. Being absent makes him
loose the remarks, which intern affects his career and place him at lowrank
on professional hierarchy.

There are many possible consequences of absenteeism.

1. The consequences are both positive and negative.

2. Positive consequences come from many sources -avoidance of
stress, fulfillment of role obligation, rewards of work and n on -
work activity, greater skills and flexibility, more power, and so on.

17
 3. Negative consequences come from many sources-loss of rewards,
disciplinary action, accidents, greater work stress, lower
productivity, greater costs, and so on.
4. Both negative and positive consequences may exist
simultaneously.
5. Consequences to any of the constituencies may vary over time.
6. Benefits to one constituency may represent negative consequences
to another constituency.
7. A constituency member may be unaware of the costs and been of
8. It's of absenteeism for other constituency members.

Impact

A high degree of absenteeism and turnover can cause serious problems for
businesses. Absenteeism hurts productivity and costs money. Caroline's
company, for example, is currently suffering a high degree of absenteeism
in its production department. Employees on the assembly line are often
absent. The production employees must operate complex machinery that
requires training, so temp employees don't have the requisite skills to pick
up the slack for absent operators. Thus, production decreases with each
absent employee. This costs the company money.

Moreover, most of the absences are paid leave, which means even though
production is down, labor costs remain the same. Although Caroline
suspects that many of these employees are abusing their sick leave, it's very
hard to prove.

Turnover is even a more serious problem for Caroline's company. Not only
can turnover cause productivity problems, but it results in the loss of human

18
resources that may not be easily replaced. For example, some of the
company's best and most innovative engineers and researchers have
voluntarily separated from service to pursue other opportunities. Loss of
these employees not only hurts productivity but weakens the company
strategically because of the specialized skills and creativity that the
employees brought with them. Even if the company can find the same
quality of workers, the search, training and time involved costs serious cash.

Solutions

Caroline needs to find a solution to the company's rampant absenteeism and

turnover. Extrinsic and intrinsic motivational techniques can be used to help
reduce turnover. Extrinsic rewards are a means by which an organization
can motivate employees to stay with the company by providing external
rewards. Some common extrinsic inducements that Caroline can use to
encourage employee retention include:

 Merit raises
 Raises to stay competitive with the market
 Promotions
 Increasing benefits, such as healthcare, vision and dental insurance
 Flexible schedules
 Telecommuting
 Childcare

Human resource management is an essential function of both private and

public sector organizations. In this lesson, you'll learn what human resource
management is, as well as its objectives and responsibilities in an
organization.

19
Human Resource Management Defined

Alvin is the vice president of human resources for a large kitchen appliance
company headquartered in Colorado. Human resources are people,
and human resource management (HRM) is the process an organization
undergoes to manage people in order to achieve its goals.

Objective of HRM

Every organization has goals. As a for-profit company, Alvin's

organization's overarching goal is to make a profit for the company's
owners. In order to make this profit, the company wants to make the best
appliances possible at the lowest cost for the greatest profit margin. The
company also wants to capture the greatest share of the kitchen appliance
market as possible. And it needs human resources to accomplish these goals.

SCOPE OF THE STUDY: The development of any organization depends

on the regularity of employees. The study is conducted to know the various
levels and reasons for absence of employees in an organization. By looking
it, one can adopt corrective measures to decrease irregularities in the
organization,leads to organizational growth. H.R. institute of higher
education.

PROBLEM STATEMENT: Important characteristics of Indian workers

are that, they are in the habit of abstaining from work compared to workers
of other countries. The rate of Absenteeism ranges from 4.3% to 44.8%.It
also varies with the seasons in the year, the highest being during May, June
of every year. The main reasons for absenteeism are sickness, accidents or
maternity. These factors accounted for about 1.1 to 6.6%. Social and
religious causes as high as 1.7% to14.2 %.Other causes like visiting villages
for attending litigation, rest, and recreation account for 0.1% to17.5 % of
20
total absenteeism. Absenteeism is directly effects on the progress of the
country and as such the companies are facing a downward trend due to
recession and all that are involved in the process are to be looked into. So I
have selected this work at GO INTERNATIONAL Pvt. Ltd., Hassan to
identify the level of absenteeism and to facilitate the company to move in
this direction and find some progressive results. Naturally organization has
to look in to these aspects and need to find suitable remedial measures so
that qualitative and quantitative progress can be achieved. In this present
study Employees Absenteeism is analyzed in depth. H.R. institute of higher
education, Hassan 3

RESEARCH METHODOLOGY: There are 3 types, they are: 1.

Explorative 2. Descriptive 3. Experimental Descriptive methodology is used
in the present study. Data Sources: Primary Data: The Primary data was
collected from the respondents by administering a structured questionnaire
and also through observations, interviews & discussion with Management
team. Secondary Data: Apart from Primary data, the secondary data is being
collected through Text books, records of GO International Pvt. Limited,
Journals from Library, Academic Reports, and Internet, used for this study.
H.R. institute of higher education, Hassan 4

Employees Absenteeism Sampling: Sample Population: There are total 1115

employees working in the organization. Sample Size: Out of the total
population, the sample taken among respondents from the quality
department is 95. Sampling Area: The research was conducted at quality
department of GO International Pvt. Limited Hassan. Sample Method: The
research was made by the survey in accordance to the convenience of the
employees. So the sample type is convenience sampling. H.R. institute of
higher education.

21
TOOLS USED FOR ANALYSIS INSTRUMENT: A structured
Questionnaire is used, and the type of questionnaire is target questions.
Method: The research was conducted by using contact methods through
Questionnaire, Interview and Observation. The information was collected
from the employees of quality department only. H.R. institute of higher
education, Hassan 6

DATA ANALYSIS TECHNIQUES: The data is analyzed with” Simple

analysis technique”. The data tool is percentage method. Percentage method
is used in making comparison between two or more criteria. This method is
used to describe relationship. Percentage of Respondents = No. of
Respondents/ Total no of Respondents X 100 H.R. institute of higher
education, Hassan 7

INDUSTRY PROFILE Indian textile industry can be compared to a

pyramid of ice floating in water. “Only one tenth of the pyramid is visible,
in the form of large textile mills in the organized sector. The body of the
textile pyramid consists of the decentralized power loom and handloom
sectors, which account for the bulk of India’s production. The base of the
pyramid is the downstream apparel and household textile sectors. The entire
pyramid employs about fifteen million (as in 2007, it was estimated 20
million) workers- most of whom work in small firms in the decentralized
sector”. Indeed, the structure of the Indian textile industry is as varied and
deep-rooted as is its reform, challenging and daunting Indian textile and
clothing industry is the largest foreign exchange earner for the country, and
employs over 20 million people, second only to agriculture. India cannot
afford to let this industry grow sick. That would be nothing short of a human
tragedy. Until the era of globalization liberalization was launched at the
opening of the current decade, the domestic market was a protected turf, and

22
a seller’s market. However, with the forces of globalization having been
unleashed, and accentuated by the coming into force of the WTO in 1995,
there is no looking back. The world has changed and is changing. In the
borderless world, only the fittest would survive. Indian textile and clothing
industry is beset with several shortcomings, in no small measure due to the
lop-sided govt. policy in the post-1947 India. But now it must change. It
must change if it is not be blows away by the global market forces, both in
the international market as well as by imports in the domestic territory. And
contrary to the common refrain of the industrialists in textile industry, the
onus of infusing a refreshing change lies more on the industry (firms) than
on the government. This is not to be little the significant role of a facilitator
that govt alone can provide. But competitive strategy originates at the level
of the firm. No amount of macroeconomic change can make the firms in the
industry competitive. The govt. must evolve a national policy, which can act
as a general guideline for the firms to define their unique positioning
strategy. Given the national environment, the firms must control their own
destiny, or someone else will. H.R. institute of higher education, Hassan 8.

MARKETS AND CLIENTS: GO exports garments to EU countries like

Italy, France, Spain, Belgium, Norway, Holland, Germany, Austria and also
Switzerland, Scandinavia and Hungary. Outside Europe GO exports to the
United States of America, Canada, Mexico and Australia. In America they
are supplying to firms like Vanity Fair, Steven Berry, and Blake Hollister
etc.. In Europe their main customers are Coop, Bestseller, Replay, Adler,
Guru, Makro Stores and SCA Textiles etc. GO International customer’s
span a wide spectrum- order sizes vary from 5,000 units to 1 million units.
All receive the same care and attention that Go is known for. When GO
International decides to accept a client, a complete team is assigned to the
task at hands. Each team comprises of a Sr. Merchandiser, Merchandiser,

23
sampling team and production controller for both sales and production. 2.2 3
VISION: “Begin with a vision Build with resources that are dynamically
matched with a strong commitment to excellence in products and processes,
through a team of dedicated people, while ensuring a clean environment for
our plant, the Earth. All to serve the customer better.” 2.2 4 MISSION: “To
truly partner with our customers to deliver business solutions which rest on
product differentiation?” H.R. institute of higher education, Hassan 11

Employees Absenteeism Export Oriented Company H.R. institute of higher

education.

QUALITY POLICY GO INTERNATIONAL COMMITTED TO: 1.

Supplying products of consistent quality to satisfy the customer’s
requirement. 2. Delivering the goods at the right place at the right time and
at the right price. 3. Responding quickly and effectively in all
communication with customers. 4. Training of all employees in achieving
the products of high quality. 5. Ensuring good quality raw material supply
from suppliers. 6. Having effective communication with suppliers. This will
be achieved through the implementation and maintenance of a well-
documented system to meet the requirement of buyer’s standard. H.R.
institute of higher education, Employees Absenteeism Production Unit H.R.
institute of higher education.

Employees Absenteeism 2.3 PRODUCT PROFILE: GO Intentional

Company’s commitment to specialization extents to the fabric used to
manufacture garments. The main range is of garments made from knitted
fabric. The company caters to Men’s, Ladies and Children knitted garments.
The range includes outerwear, sportswear, party wear, Nightwear and active
wear. Recently GO International has also ventured into ladies fashion
garments in Woven fabrics. This was mainly to consistent insistence from
24
their existing buyers. Now, they are in the verge of expanding their
dimensions in woven garments also. The fabric for manufacture is mostly
acquired locally. At times it is sourced from Taiwan, Hong Kong, Singapore
or Korea to meet individual requirements. Go has computerized embroidery
machines which are capable of producing 10,000 pieces per day. Go also
has in house facilities for hand embroidery. H.R. institute of higher
education, Hassan 15

2.3. 1 COMPETITORS: The main competitors of GO International are

Gokul Das Exports, Gokul Das Images, Shahi Exports, and Bombay Rayon
etc. 2.3. 2 INFRASTRUCTURE: GO has invested heavily in infrastructure,
not only for manufacturing of garments but also to streamline the entire
production and marketing process. GO has made Hassan it’s hub for
manufacturing facilities as well as its support department: Shipping, Quality
control, Designing, Sampling, Embroidery, Computer Systems and
Accounts. It also has sourcing, marketing and manufacturing offices at
Delhi, Ludhiana, Tuticorin and Tirupur. Three Showrooms are maintained
for fashion and high fashion garments. Overall GO International employs
around 2000 employees which include over 300 administrative staff. H.R.
institute of higher education.

Employees Absenteeism Work in progress H.R. institute of higher

education,

Wages Time office- Induction Recruitment Employees Absenteeism 2.3. 3

DEPARTMENT OF HUMAN RESOURCE MANAGEMENT:
Mr.Vasudeva P V, Hr manager heads the HR department. The staffs of HR
Dept. include the junior Hr executives, a welfare officer, a nurse, a crèche in
charge, house-keeping staff. HR VISION: “Build with resources that are
dynamically matched with a strong commitment to excellence in products
25
and processes, through a team of dedicated people, while ensuring a clean
environment for our planet, the Earth. All to serve the customer better”.
Functions performed by the HR Department & Safety Industrial relations
salary administration & Security H.R. institute of higher education, Hassan
18welfare

Employee’s Absenteeism Recruitment and selection procedure: In GO

International Pvt. Ltd recruitment procedure is as follows. First, Department
Heads will do the manpower planning. After identifying the manpower need
they send a report as per qualification and required number of candidate, to
HR Department? From there the issue would be discussed with the
management and if it is really required then the HR department will take
proper steps for recruitment. After that they will take proper steps like
advisement, are placed in papers, approaching consultancies for recruitment
and also recruit employee through referrals. Recruitment is a centralized
process in GO International Pvt.Ltd both external& internal sources of
recruitment are carried out on to recruit applicants. The management will
conduct a medical test, so as to know whether they are fit to work. Training
is given to selected candidates. INDUCTION: The induction programme
will be conducted for newly appointed candidates. The selected candidates
are introduced to their colleagues, their workplace etc. They are appraised to
the nature of duties, leave benefits, salary, position in hierarchy etc. H.R.
institute of higher education.

In house training Annually Training Dept. prepares its own training

calendar. It also prepares monthly training schedule On the job training
Employees Absenteeism TRAINING: IDENTIFICATION OF THE
TRAINING NEEDS: Training needs may be new training needs or
retraining needs. These are identified once in a year. Department heads

26
identify the training needs of their employee through appraisal system. New
employee is assigned a new job and is trained for the same. Training needs
are considered at 3 levels 1) Individual level 2) Department level 3)
Organization level Kinds of training provide & all the employees are given
the required training. Wages and salary administration: Wages and salary
administration is computerized and it is calculated on the basis of
attendance. .In case of unpaid wages & salary reconciliation is made .When
an employee resigns full and final settlement of his account is made.

LABOUR WELFARE FACILITIES:Provides many labour facilities

some of them are as mentioned below; Canteen: The canteen at the
company is well maintained and is under contractual basis. Employees are
provided with subsidized food during the working hours. The objective of
this facility is to provide clean, hygienic and nutritious food for the workers
at cheaper cost, providing neat hygienic place for workers to consume food.
Canteen provides a meeting place for all the workers. First Aid facility: First
Aid boxes at cupboards well equipped with the prescribed medicine are
provided in all the departments. Each box is in charge of responsibility of
the person who holds a certificate in the first aid treatment. Ambulance
room service is also provided during the working hours. An ambulance van
is maintained in the company to take employee to the hospital in case of
accident. Maternity benefit: ML is payable for a maximum of 12 weeks in
case of confinement and minimum of 6 weeks.

Employees Absenteeism Disablement benefit: If there were any

temporary disablement due to employment injury then if the person were
insured he would be compensated with about 70% of daily average wage. If
disablement is permanent, then periodical payment is paid for the person
who is insured or to the dependent of the injured person. Reward for best

27
service: Every employee is rewarded for outstanding performance in the
factory. Cash prize and other benefits are given. This implies to workmen to
the grade up to the junior managers.

Employees Absenteeism Employee welfare: The welfare officer will look

after employee welfare. They will be having many important responsibilities
to be taken care of. Welfare officer is in charge for the induction of the new
employees. He/ she have to guide the employees by educating them about
the welfare benefits, like PF, Insurance, etc. He/she arranges regular
workshops, demos, lectures, seminars, etc for the employee. For example

• Monthly awareness programme for new employees.

• Safety measures taught to the employees
• Personnel hygiene
• Extinguishing fire
• Women’s day celebration etc…

DIFFERENT COMMITIES

• Canteen committee
• Prevention of Sexual Harassment committee
• Health & Safety committee

Works committee Canteen committee: This committee looks after the

canteen issues in the factory. The committee consists of 10 members. They
organize a meeting at the end of the month and discuss various issues about
the canteen facilities. They also collect feedbacks from the employees
regarding the food provided. Hygiene, one among priorities suggestion if
any given are work out.

Employees Absenteeism Committee against sexual harassment: As 70%

of the employees in the factory are women. A committee is set up to take
care of the subtle issues revolving around the women employees. Any
behaviour, which would lead to embarrassment of the women employees,

28
would be taken note of. Any person who tries to misbehave with the women
workers would be taken from a work. Such situation would be dealt with, at
most dignity. And such kind of issues would be kept as confidential as
possible. Health & Safety committee: A group of workers form a committee
to look after the safety of the co workers. Such as the protection gadgets
provided are good or not. While working the employee is using those
gadgets or not. What are the extra measures to be taken for the safety of
workers? Etc .are dealt in detail. Works committee: As per Industrial
Dispute Act.

Employees Absenteeism Working hours: The working hour’s intervals &

name and particulars of factory management, date of disbursement of wages
is prominently displayed in Form No.10 in factory premises. Attendance: i.
Every employee shall register his attendance by Bio-Metric and his punch ii.
Card -once before commencing work very day and once at the end of the
day. iii. Day (close of work hours). iv. This facility does not enforce on
employees who have not completed 18 years of age, child labour is strictly
prohibited. v. Every employee shall therefore commence his/ her work at his
/ her assign end place and at the time fixed for commencement of work in
accordance with the notified work hours. vi. The starting & closing of the
work period , the starting & closing of interval period shall be notified from
time to time & shall be signalled by the sound of an a siren. vii. Employees
in completion of working / shift hours leave the factory premises
immediately with in 15 min from the close of shift hours. viii. If any
employees is late to work whether at commencement of shift/ working hours
or after lunch interval for more than 3 min in the month during two
successive or for more than 5 times in month shall be declared as habitually
late & shall be liable for disciplinary action.

29
Employees Absenteeism, Weakness

 Unattractive salary for unskilled employees

 Inflexible working hours
 Political interference
 Inconvenient Transportation
 High number of unskilled employees
 Located a bit far from cities
 Lack of recreational opportunities at Hassan
 So far from harbours and Airways H.R. institute of higher education.

Employees Absenteeism Opportunities:

 High level of expansion is possible

 Can export to different countries
 Can provide employment for rural class of people
 Can diversify business as the set up cost is comparatively low at
Hassan
 Can cater domestic customers H.R. institute of higher education.

Employees Absenteeism Threats:

 Intervention of political parties in to trade unions and management

unions 2. Entry of new competitors
 Fluctuation of foreign currency rates due to global cues
 Entry of Chinese products into market can adversely affect sales and
profit margin.
 Heavy rainfall would slowdown the progress of work
 Situated in outskirts
 Changes in technology
 Growing power of Trade union H.R. institute of higher education.

30
HR OBJECTIVES

 To develop and sustain core values.

 To provide job contentment through empowerment, accountability
and responsibility.
 To develop business leaders for tomorrow.
 To build and upgrade competencies through virtual learning.
Opportunities for growth and providing challenges in the job.
 To foster a climate of creativity, innovation and enthusiasm.
 To enhance the quality of life of employees and their family.
 To inculcate high understanding of 'Service' to a greater

HR STRATEGIES

 To meet challenging demands of the business environment focus of

the HR Strategy is on change of the employees 'mindset'.
 Building quality culture and resources.
 Re-engineering and redeployment for maximizing utilization of HR
potential.
 To build and upgrade competencies through virtual learning,
opportunities for growth and providing challenges in the job.
 Re-strengthening mutual faith, trust and respect. Inculcating a spirit or
learning & enjoying challenges.

ROLE OF HR

 Alignment of HR vision with corporate vision.

 Shift from support group to strategic partner in business operations.
 HR as a change agent

31
 Enhance productivity and performance by developing employee
competency and potential.
 Developing professional attitude and approach.
 Developing Global Managers for tomorrow to ensure the role of
global players.

32
 RECRUITMENT - AN INTRODUCTION

After the required number and kind of human resources are

determined, the next step in the procurement function is to locate the
sources wherefrom the required human resources can be available and to
attract them towards can be available and to attract them towards the
organization. This is known as "Recruitment".

According to Werther and Davis,

"Recruitment is the process of finding and attracting capable

applicants for employment. The process begins when new recruits are
sought and ends when their applications are submitted. The result is a pool
of applicants from which new employees are selected."

According to Stephen P.Robbins,

"Recruitment is the process of locating, indentifying and

allocating capable applicants".
Lord defined Recruitment as,

"Recruitment is a form of competition. Just as corporations

complete to develop, manufacture and market the best product or service. So
they must also complete to indentify, attract and hire the most qualified
people. Recruitment is a business and it is a big business".

FEATURE OF RECRUITMENT

 Recruitment is a linking activity as it brings together those with jobs

employers and those seeking jobs (prospective employees).

 Recruitment is a positive function as it seeks to develop a pool of

eligible persons from which most suitable ones can be selected.

 Recruitment is a pervasive function as all organization engages in

33
 recruiting activity. But the volume and nature of recruitment varies
with the size nature and environment of the particular organization.

Recruitment is affected by many factors e.g. image of the

organization, nature of job offered, organizational policies, working
condition and compensation levels in the organization, rate of growth of the
organization, past recruitment record, employment condition in the
community, trade unions attitude, labour laws, culture and environment,
government policies etc.

Recruiting the wrong kind of people can become a serious issue for
any company. A defined recruitment process needs to be followed to ensure
that the right person reaches the right place.
A general recruitment process involves Identifying vacancies, prepare
job description and person specification, advertising, managing the
response, short-listing, arranging interviews, conducting interviews,
decision making, convey the decision and appointment action. This means
that a lot of time and resources have to be invested.
Interviews are an important and a crucial part of recruitment process.
The person taking the interview of the candidate has to be well prepared in
advance. Concerns like the location of the interview, the time table, the
structure of the question strategy, style of taking the interview needs to be
decided beforehand so that nothing is left ambiguous in.
A general recruitment process may include a written test to judge
particular skills of a candidate. In this case, the test should be prepared
carefully, not deviating from the subject. A lot can be judged about the
candidate from his CV. A proper presentation of his CV in an organized and
refined manner speaks a lot about the individual. His mindset and attitude
can be judged according to his CV.

34
 There are a few things that need to be kept in mind during the
recruitment process. Until the final decision about a certain candidate is
taken, it is important to keep in regular touch with the candidate. The
decision making process should not take very long to avoid the candidate
from taking up some other opportunity. A candidate should be duly
informed once the decision is taken. He should be told the complete process
of his appointment clearly with details of all the documents that he needs to
submit. A record file should be maintained of the candidate for any future
reference.
The recruitment process must be robust and justifiable and should
stand up to external scrutiny. Only a good recruitment agency with good
understanding can perform the same with a good understanding.

HOW RECRUITMENT WELL

Recruitment and Selection
Research consistently demonstrates that interview techniques alone,
even when well structured and performed, only have 50-60% or lower
chance of selecting the best person for a job, or choosing a person who
subsequently executes all aspects of a job to the standards sought.
The cost of a poor appointment not only includes job under-
performance, but also the unsettling influence this can have on other staff,
and the difficulty in perhaps ultimately terminating that person’s services.
Time and money spent training and managing a poor choice is wasteful,
especially if it could have been avoided for low cost!
On the other hand, a good choice contributes to productivity and
profitability, helps the organisation to grow, and frequently has a positive
effect on morale. A good choice also strengthens an organisation’s"strategic

35
capability" by providing a pool of well skilled and committed people from
which future managers can be chosen.
The use of appropriate preferences and values assessments lets the
selectors see dimensions of a person’s style and drive, which are easily
overlooked or even disguised at interview. Such assessments can provide
data and guides and standards for criteria regarding personal attributes,
which can be very difficult to assess using other means.
Use of The Apollo Profile will diagnose areas of direct relevance to
the duties required, and provide data for discussion with the candidate, as
well as possible pointers for follow through with reference checks.
Procedural use of objective techniques such as job analysis, structured
interviews, and impartial assessment with the Apollo Profile also helps
establish legal defensibility supporting non-discrimination.

Performance Management
If people are under-performing, The Apollo Profile is a valuable and
objective aid for a counsellor or manager trying to help. The Profile
provides 36 factors that relate to job performance, including inter-personal
style and certain values. Because these are key factors, it is most likely that
a diagnosis can be made of sources of a "just average" performance, if the
sources are intrinsic to the person rather than associated with external
factors.
Because everybody is different, and responds to different motives, the
diagnosis provided by The Apollo Profile enables managers to identify the
best ways to motivate, reward and manager their own individual staff. The
Apollo Profile also provides an objective platform to discuss personal style
with the candidate, especially where managers have also completed their
profiles and are willing to share the data.

36
Team Building
In this age of multi-disciplinary teams, and the increasing emphasis
being placed on cohesive and autonomous team performance, it is valuable
to understand the motives, preferences and values of others we work with.
Because The Apollo Profile gives insight into 36 "slices" of what
makes people tick, debate can occur and informed decision can be made as
to which roles and tasks are best suited to team members to complement
their known skills.
The narrative and graphic reports provided by The Apollo Profile
enable quick and easily read comparisons and assessments to be made
between members of the team to encourage disclosure and understanding.
Sales Development
Research has shown that there are special characteristics for success
in the world of sales. A top salesperson does not automatically become a
good sales manager, and vice versa.
That is why totally separate sets of reports and benchmarks have been
developed specifically for sales people.
The reports are written in language relevant to the career of sales, and
are particularly valuable in ensuring recruits have a high likelihood of
success, and for enhancing development of salespeople. Especially useful
also for diagnosing "roadblocks" where previously successful sales people
are struggling.

Executive Profiling
Every organisation has a different executive culture. This indicates
that for an executive to do well in that organisation, he or she ideally needs
to "fit" the existing culture, or be consciously selected for the difference he
or she can make to that organization.

37
 The Apollo Profile Log report can provide "forming" data which can
be plotted using a scatter gram to map your executive culture. This can
provide the data that you need to make conscious decisions for recruitment
and enhancement of the existing executive group.
Organisation Development /Training
The Apollo Profile programs can aid in designing systems to be used
for Organization Development, such as succession planning, surveys and
survey substitutes, team building methodologies, and organisation climate
studies. Use of the Apollo Profile Log reports can provide low-cost input
data for change programs and for planning future needs.
Human Resources Benchmarking
In situations where there may be a number of generic positions, for
example bank officers, fitters and turners, customer service officers, clerks,
etc., how do you know when you recruit, which ones will turn out to be
best?
Using norms established by the Apollo Profile, you can differentiate
between best, average, and poorest performing staff, and create models to
recruit against so that you will be confident that you are getting people most
likely to match your high performing staff

Culture Building
The Apollo Profile can be used to map the degree to which the 34
factors for career success apply to your organization.
The report can be set-up for different levels in the organisation, such
as executive, middle management, supervisors, foremen, workers, etc. The
report can also provide a profile by operating divisions, i.e. Manufacturing,
marketing, sales, distribution, finance, or different regional locations.

38
 It is to be expected (and is usually desirable) that the cultures will be
somewhat different, but the question is "is this the most appropriate culture
we want". Once the separate sub-cultures have been identified, The Apollo
Profile provides a very strong and easily understood foundation for change
programs of reform, creation of better teamwork, understanding, and
appropriate behaviours.
Customised Job Profiling
Because the Apollo Profile system is based on new technology, the
parameters of the system can be customised to produce programs especially
appropriate to a desired organisation culture, and occupational
classifications employed, for example Accountants, Branch Managers,
Telemarketers, Supervisors, Insurance Clerks, Customer Service Officers,
etc.
To customise programs requires studies to be conducted of the
group(s) under consideration, and an organisation would have a number of
options in the comprehensiveness of this study, including involvement of
their own personnel or consultants in consort with us if desired.
The Apollo Profile system is a leading edge development, and is
significantly different from other popular low cost instruments.
A personal computer version is also available which operates in any
PC Windows environment with a 386 or better, and consumes less than two
megabytes of disc space.
Ownership of a customised system places an organisation in an
advantageous position to positively influence the calibre and
appropriateness of future employees, as well as providing an aid to
enhancing the development and productivity of existing employees.

Career Development /Succession Planning

39
 The Apollo Profile can help executives, middle management,
supervisors, and sales personnel to identify personal strengths and possible
weaknesses relating to career success.
Because The Apollo Profile compares the individual against the
benchmarks of highly successful operatives in their field, guidance can be
given as to new and more effective ways and behaviours to enhance
performance.
Training and development needs are identified, and candidates can be
trained, counselled and mentored to improve their effectiveness.
As a diagnostic tool, The Apollo Profile can detect a "bottle neck" in
a person’s style or make-up that is a barrier to better performance. The
Apollo Profile can help reveal to a candidate how others may see him or her,
and favourably influence their commitment to subsequent training and
development because they agree with the outcomes.
Also, because The Apollo Profile is seen as more objective than
someone else’s personal opinion, feedback of a sensitive or personal nature
is usually received with a more open mind.
Customer Service and Support level staff frequently have little
corporate investment given to their self knowledge and development, which
is a pity.
Because the Apollo Profile has a totally different and highly relevant
set of criteria for these roles, many candidates find the Apollo Profile
affirming. When their reports are shared with their superiors, it enables a
much greater understanding and appreciation of the differences between the
roles of management and non-management.

RECRUITMENT PROCESS

40
 The recruitment and selection is the major function of the human
resource department and recruitment process is the first step towards
creating the competitive strength and the strategic advantage for the
organisations. Recruitment process involves a systematic procedure from
sourcing the candidates to arranging and conducting the interviews and
requires many resources and time. A general recruitment process is as
follows:

Identifying the vacancy:

The recruitment process begins with the human resource department
receiving requisitions for recruitment from any department of the company.
These contain:

• Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required

 Preparing the job description and person specification

 Locating and developing the sources of required number and

type of employees (Advertising etc).

 Short-listing and identifying the prospective employee with

required characteristics.
 Arranging the interviews with the selected candidates.
 Conducting the interview and decision making

1. Identify vacancy

41
2. Conducting the interview and decision making

3. Arranging the interviews with the selected candidates

4. Prepare job description and person specification

5. Preparing the job description and person specification

6. Advertising the vacancy

7. Managing the response
8. Short-listing
9. Arrange interviews

10 Conducting interview and decision making

42
Literature Review

43
 Literature review

A high degree of absenteeism and turnover can cause serious problems for
businesses. Absenteeism hurts productivity and costs money. Caroline's
company, for example, is currently suffering a high degree of absenteeism
in its production department. Employees on the assembly line are often
absent. The production employees must operate complex machinery that
requires training, so temp employees don't have the requisite skills to pick
up the slack for absent operators. Thus, production decreases with each
absent employee. This costs the company money.

Moreover, most of the absences are paid leave, which means even though
production is down, labor costs remain the same. Although Caroline
suspects that many of these employees are abusing their sick leave, it's very
hard to prove.

Turnover is even a more serious problem for Caroline's company. Not only
can turnover cause productivity problems, but it results in the loss of human
resources that may not be easily replaced. For example, some of the
company's best and most innovative engineers and researchers have
voluntarily separated from service to pursue other opportunities. Loss of
these employees not only hurts productivity but weakens the company
strategically because of the specialized skills and creativity that the
employees brought with them. Even if the company can find the same
quality of workers, the search, training and time involved costs serious cash.

44
Relationships Development of HRM in India: • In 50’s, people were
recruited ‘to do and die’ • In 60’s, concept of managing people • In 70’s,
realised that productivity depended on people • Employees started
demanding over and above their salaries • Personnel department – renamed
as Human resources • Management theories were introduced • Concepts of
participative management, Kaizen, Total quality management,
empowerment, etc, • In Indian context, emotions, feelings, empathetic
perceptions, and affective components influence people • Hierarchy, status,
authority, responsibility, and accountability are structural concepts H.R.
institute of higher education.

Employees Absenteeism • Subordinates expect that the superior should

have integrity, higher performance skill, commitment, guidance and
leadership qualities, support and patronising tendencies, accessibility, wider
vision, sense of empowerment, and credibility • Boss expects commitment
to job, integrity, competence, reliability, initiative, loyalty to the
organization, self-discipline, accountability and job involvement • A good
HRM environment ensures balanced interaction between the two set of
expectations and harmony • HRM strategies in India have to focus on better
individual-organization interface and greater emphasis on organizational
effectiveness than on personal success 3.1 5 Importance of Human Resource
Management: The importance of HRM can be discussed under three
standard points: 1. Social significance: management of personnel enhances
their dignity by satisfying their social needs. This is done by: • Providing
suitable and most productive employment, which brings sthem psycho-
logical satisfaction • Making maximum utilization of the resources in an
effective manner and paying the employees a reasonable compensation in
proportion to the contribution made by him 2. Professional significance: by
providing healthy working environment it promotes teamwork in the

45
employees. This is done by • Marinating the dignity of the employees as a
human being. • Providing maximum opportunities for personal department.
3 Significance for individual enterprise: It can help the organization in
accomplish- ing its goals by H.R. institute of higher education, Hassan 37

Employees Absenteeism • Creating right attitude among employees through

effective motivation. • Securing willing communication operation for
achieving goals fulfilling their own social and other psychological needs
like love, affection, esteem etc. 3.1 6 Scope of HRM The scope of HRM is
indeed vast. All major activities in the working life of a worker from time of
his or her entry into an organization until he or she leaves – come under the
purview of HRM. Specifically,the activities included are HR planning , job
analysis and design , recruitment and selection, orientation and placement ,
training and development , performance appraisal and job evaluation ,
employee remuneration , motivation communication , welfare, safety and
health, industrial relations and the like. For the sake of convenience all these
functions into seven sections as shown in the figure H.R. institute of higher
education.

Employees Absenteeism Nature of HRM Prospects Employe of HRM e

Hiring Human Resource Managem Employee Industriaent and Executive l
Remunerat Relations ion Employe Employee e MaintenanceMotivati on
Figure – representing the scope for HRM H.R. institute of higher education.

Employees Absenteeism HRM Functions: HRM is the process of acquiring,

training, appraising, and compensating employees, and attending to their
labour relations, health and safety, and fairness concerns. ‘People or
Personal aspects’ Human Resource Management must perform certain
functions. These functions have been stated while outlining the scope of
HRM. • Conducting job analysis • Planning labour needs and recruiting job
46
candidates • Selecting job candidates • Orienting and training new
employees • Managing wages and salaries (Compensating) • Providing
incentives and benefits • Appraising employees • Communicating
(Interviewing, counselling, & Disciplining) • Training and developing •
Building employee commitment • Union management • Assessment H.R.
institute of higher education, Hassan 40

Employees Absenteeism Importance of HR management to all managers: •

Hire the wrong person for the job • Experience high turnover • Have people
not doing the best • Waste time with useless interviews • Have your
company cited under occupational safety laws for unsafe practices • Have
some employees think their salaries are unfair and inequitable • Allow a
lack of training to undermine effectiveness • Commit any unfair
labourpractices . H.R. institute of higher education, Hassan 41

Employees Absenteeism Absenteeism: Employee’s presence at work place

during the scheduled time is highly essential for the smooth running of the
production process in particular and the organization in general. Despite the
significance of their presence, employees sometime fail to report at the work
place during the scheduled time. Absenteeism refers to the failure on the
part of employees to report to work though they are scheduled to work. In
other words, unauthorised absences constitute Absenteeism. Absenteeism
costs money to the organization, besides reflecting employee dissatisfaction
with the company. Like employee turnover, there is avoidable and
unavoidable absenteeism. Absenteeism is unavoidable when the employee
himself or herself fell sick, his or her dependence at home suddenly become
unwell or there is an accident inside the plant. Unavoidable absenteeism is
accepted by managers and is even sanctioned by labour laws. Foe instance,
one days’ leave with wages for every 20 days of service is allowed by the

47
factories Act 1948. Avoidable absenteeism arises because of night shifts,
opportunities for moonlighting and earning extra income, indebtedness, lack
of job security, job dissatisfaction and unfriendly supervision. This needs
intervention by the management. Labour Bureau, Simla, 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.”

Employees Absenteeism Features of Absenteeism: Research studies

undertaken by different authors reveal the following features of
absenteeism. The rate of absenteeism is the lowest on pay day; it increases
considerably on the days following the payment of wages and bonus.
Absenteeism generally high among the workers below 25 years of age and
those of above 40 years of age. The rate of absenteeism varies from
department to department within an organization. Generally it is high in
production department. Absenteeism in traditional industries is seasonal in
character. Employees Absenteeism Causes of Absenteeism: • The
following are the general causes of Absenteeism • Maladjustment with the
working conditions. • Social and religious ceremonies • Unsatisfactory
housing conditions at the work place • Industrial fatigue. The industrial
fatigue compels workers to remain outside the work. • Unhealthy working
conditions • Poor Welfare Facilities • Alcoholism • Indebt ness •
Maladjustment with the job demands • Unsound Personal policies •
Inadequate leave facilities • Low level of Wages. H.R. institute of higher
education.

48
Employees Absenteeism table showing the reason to take leave. Number of
Respondents Percentage Reason to take leave Sick leave 28 56 Lack of
interest in Job 2 4 Poor working conditions 1 2 Long working hours 6 12
Personal reasons 13 26 H.R.

Employees Absenteeism 60 50 sick leave 40 Lack of interest in Job 30 Poor

working 20 conditions Long working 10 hours 0 Personal reasons Number
of Percentage Respondents ANALYSIS: The above graph shows the
reasons to take leave. 56% of the employees take sick leave, 4% of the
employees take leave for lack of interest in job, only 2% of the employees
take leave for poor working conditions , 12% of the employees take leave
for long working hours and 26% of the employees are take leave for their
personal reasons. INTERPRETATION: Majority of the employees take sick
leave H.R. institute of higher education.

Employees Absenteeism 4.10 TABLE Table showing Factors to Motivate

Employee’s Regularity: Motivate Factors Number of Respondents
Percentage Good Employee Relation Ship 4 8 Working condition. 6 12
Future Prospects 1 2 Job responsibility 12 24 Incentives /wage hike 27 54
H.R. institute of higher education.

Employees Absenteeism 60 50 Good Employee Relation Ship 40 Working

condition. 30 Future Prospects 20 Job responsibility 10 0 Incentives /wage
Number of Percentage hike Respondents ANALYSIS: 1. 8% (4. Nos.) of
respondents feel that good employee relationship motivates the employees.
2. 12 %( 6 nos.) of respondent say that working condition is the factor that
can motivate them. 3. Recognition of work anticipated by employees are
24% (12Nos.) 4. Incentives /wage hike, had good response as high as 54%
(27 Nos.) 5. 2% one respondents feel that future prospects motivate the
employees. INTERPRETATION: Majority of the employees expect
49
incentives based performance/ wage hike ,shows need of financial
assistance. H.R. institute of higher education.

Employees Absenteeism table Employee’s knowledge about the health and

safety measures of the company Opinions Number of Respondents
Percentage Strongly agree 35 70 Agree 13 26 Disagree 2 4 H.R. institute of
higher education.

Employees Absenteeism 70 60 50 40 Strongly agree 30 Agree 20 Disagree

10 0 Number of Percentage Respondents ANALYSIS: 70% members
strongly agree that the company has taken health and safety measures. 26%
agree that they are health and safety measures in the company. 4% members
disagree with the company has taken health and safety measures.
INTERPRETATION: Majority of the employees are aware with the health
and safety measures in the company. H.R. institute of higher education.

Employees Absenteeism 4.12 TABLE Table showing Employees’

Relationship with Their Superiors Opinions Number of Respondents
Percentage Average 11 22 Good 37 74 Very Good 2 4 H.R. institute of
higher education.

Employees Absenteeism 80 70 60 50 40 Average 30 Good 20 Very Good 10

0 Number of Percentage Respondents ANALYSIS: Out of 50 respondent 11
members have an average relationship amounts to 22%. 37 members have
good relation towards their superiors (74%) very less members come under
“very good relationship”category(4%). INTERPRETATION: Majority of
the employees have good relationship with their superior H.R. institute of
higher education, Hassan 75

Employees Absenteeism 4.13 TABLE Table showing Employees Absence

on Personal Reasons: Reasons for leave Number of Respondents Percentage
50
Attending Marriages & other 21 42 Functions Visiting Places 11 22
Domestic Problem 16 32 Lack of Co-ordination among 2 4 colleagues H.R.
institute of higher education.

Employees Absenteeism 45 40 35 Attending Marriages & 30 other

Functions 25 Visiting Places 20 15 Domestic Problem 10 5 Lack of Co-
ordination 0 among colleagues Number of Percentage Respondents
ANALYSIS: Taking leave for personal reasons are as high as 42% (21
Nos.). Next is the domestic problems which occupy 32% (16 Nos.) of the
employees leave. Visiting places for personal work 22% (11 Nos.)
INTERPRETATION: Taking leave for personal reasons are as highest as 21
(42%.). Next is the domestic problems which occupy 32% (16 Nos.) of the
employees leave. Visiting places for personal work 22% (11 Nos.) H.R.
institute of higher education,

Employees Absenteeism of Control of Absenteeism Control of Absenteeism

Number of Respondents Percentage Change in Management Style 3 6
Changing in working Condition 4 8 (Job Rotation) Incentives/wage hike. 25
50 Develop Attendance Policy 2 4 Transportation Facility 6 12
Encouragement 7 14 Individual Attention 3 6 H.R. institute of higher
education, Hassan 78

Employees Absenteeism 50 Chang in Management 45 Style Changing in

working 40 Condition (Job Rotation) 35 Incentives/wage hike. 30 25
Develop Attendance 20 Policy Transportation Facility 15 10
Encouragement 5 Individual Attention 0 Number of Percentage
Respondents ANALYSIS: Providing incentives in recognition of work score
highest in the race amounting to 50% (25 Nos). Encouragement other than
monitoring benefits also counts to the tune of 14% (7 Nos.). Transportation
problem may need attention-6NO, that is12%. INTERPRETATION:
51
Majority of the employee needs financial support, better transportation
facilities, good working environment to control their irregularities. . H.R.
institute of higher education, Hassan 79

Employees Absenteeism 4.15 TABLE Relationship with co-workers.

Opinions Number of Respondents Percentage Average 12 24 Good 36 72
Very Good 2 4 H.R. institute of higher education, Hassan 80

Employees Absenteeism 80 70 60 50 Average 40 Good 30 Very Good 20 10

0 Number of Respondents Percentage ANALYSIS: Out of 50 respondent 12
(24%) members have average relationships with their co-workers. 36(72%)
members have good relationship with their co-workers. 2(4%) come under
“very good relationship” category. INTERPRETATION: Majority of the
employees have maintained good relationship with their co-workers. H.R.
institute of higher education, Hassan 81

Employees Absenteeism 4.16 TABLE Table showing Opportunity for

personality development of employee. Opinions Number of Respondents
Percentage Very Good 6 12 Good 33 66 Average 11 22 H.R. institute of
higher education, Hassan 82

Employees Absenteeism 70 60 50 40 Very Good 30 Good 20 Average 10 0

Number of Percentage Respondents ANALYSIS: Out of 50 respondent 22%
members view is that they have an average level of opportunity for their
personality development in the company. 66% say that they find good
opportunity for their personality development. 12% feel they have very
good opportunity for their development. INTERPRETATION: Majority of
the employees find good opportunity in the company for their personality
development H.R. institute of higher education, Hassan 83

52
Employees Absenteeism whether employee know the value of the benefits
offered Opinions Number of Respon- Percentage dents Strongly agree 17 34
Agree 28 56 No comments 5 10 H.R. institute of higher education, Hassan
84

Employees Absenteeism 60 50 40 30 Strongly agree 20 No comments 10 0

Number of Percentage Respondents ANALYSIS: Out of 50 respondents,
34%of members strongly agree that they are aware of the value of the
benefits offered. 28 % of members agree, but, not aware of the importance.
5 % of members kept their comment reserved. INTERPRETATION:
Majority of the employees agree that they know the value of benefits that
the company has offered. H.R. institute of higher education, Hassan 85

Employees Absenteeism information sharing, exchanges ideas with

employees Opinions Number of Respondents Percentage Strongly agree 11
22 Agree 33 66 No comments 5 10 Disagree 1 2 H.R. institute of higher
education.

Employees Absenteeism FINDINGS

1. Maximum no. of employees of the age are between 20-25 years. It means
most of employees of these ages are attracted towards Industrial work,
compared to the age between 25-35.

2. Most of the married employees are committed to work.

3. All the employees are under the salary ranging from 2600-2800.

4. Majority of the employees feel that working environment provided are

good.

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5. Majority of the employees take leave on health grounds, poor
transportation facilities and lack of time management also constitute
reasonable portion of employees leave.

6. Employees apply leave for personal reasons like social activities and
visiting places , constitute major portion of their leave.

7. Majority of the employees are having good relationship with their

superiors. Any attempt to improve this, improves the quality of production
performance.

8. Benefits are always valuable, need management attention.

9. Good coordination compliments better work atmosphere. Need to ensure

it.

10. Developmental activity implies to both employer and employees, need

to be strengthened.

11. Salary and wages play pivotal role in performance.

12. Awareness about leave administration will help the employees to plan
their leave properly.

3. Health and safety measures are significant while evaluating Absenteeism.

14. Majority of the employees are seeking either wage hike or incentives as
motivating factor. 15. Salary and wages are featuring as important criteria
need to be considered on priority basis. H.R. institute of higher education.

EMPLOYEES ABSENTEEISM SUGGESTIONS

Productivity of an organization depends upon the people who work for the
unit. “How to make people work more or more better?” is a million dollar
54
question that requires an understanding of what motivates people to work.
Similarly it may be possible to get people to work more in higher
proportions with marginal increase in providing welfare measures. Such
needs have been analyzed and identified through this study. It will be
fruitful for the organization to adopt for better human performance,
provided management simultaneously retain high skilled employees to
attain organization effectiveness. This may help in controlling
ABSENTEEISM. In this direction following suggestions may help: o
Organization can try and increase the level of workers participation in
decision making o Increase the number of performance related awards o
More attention to be given for over all development of employees welfare
facilities. o Organization can motivate individuals through proper
counselling and guidance. o Organization may consider for arranging
transport facilities. o Majority of them feel that wage & salary provided to
them may have to be considered for hike. So the company may consider of
increasing it. o Individual attention to employees regarding health matters
may be considered on priority basis. o Better communication may yield
some more results. o Supervisors may be considered for management
training. H.R. institute of higher education, Hassan 90

55
 RESEARCH
METHODOLOGY

56
 RESEARCH METHODOLOGY

Research is the systematic search in effort to gain knowledge. It is the

discovery of know to unknown. Research is thus systematic procedure of
investigation in any field of inquiry.

It is very important part of the Research study, which contains various

important heading like:

 Research design
 Universe
 Sampling
 Aims and objectives of study

RESEARCH DESIGN

The research work designed in such a way that whole study related to the
topic was carried through sample study provided with the help of surveys of
different companies for collection data.

Research design can be grouped into 3 categories:-

EXPLORATORY RESEARCH: An exploratory research focuses on the

discovery of ideas and is generally based on secondary data. It is
preliminary investigation, which does not have a rigid design.

DESCRIPTIVE RESEARCH: A descriptive study is undertaken when the

researcher wants to know the characteristics of certain groups such as age,
sex, educational level, income occupation etc in contrast to exploratory
studies, descriptive studies are well structured.

57
CAUSAL RESEARCH: A casual research is undertaken when the
researcher is interested in knowing the cause and effect relationship between
two or more variables.

In my project, I select exploratory research design.

METHOD OF DATA COLLECTION

Collection of data can be done in two ways-

 Primary data collection

 Secondary data collection

Primary data is the collection of first hand information through various

sources.

These sources are as follows:-

 Survey method
 Observation method
 Interviews method
 Document review method
 Questionnaire method
 Internet method
 Electronic data reporting method

Secondary data collection is done with the help of published-magazines,

papers, reports etc.Such information are already investigated and compiled
by certain people or agencies or government organization.

In our project, method use for collection data is secondary and primary data.
Secondary data is collected through internet, newsletters and magazines.
Primary data is collected through questionnaire method.
58
Primary Data

This project is based on collection of primary data. The primary data has
been collected from the various employees. For the purpose of collection the
data from the employees to find out the stress and removal techniques of
stress in the industry.

UNIVERSE

Universe means 200 workers in an industry where a research was

conducted.

SAMPLING

For system study, we have used primary data with the help of questionnaire
as there is no limit for data collection to topics. So I decided to take a
sample consisting the job satisfaction after promotion in the organization.

SAMPLING UNIT: paper mill

SAMPLING SIZE: 50 workers

DATA COLLECTION METHOD

SCOPE OF THE STUDY

Caroline needs to find a solution to the company's rampant absenteeism and

turnover. Extrinsic and intrinsic motivational techniques can be used to help
reduce turnover. Extrinsic rewards are a means by which an organization
can motivate employees to stay with the company by providing external
rewards. Some common extrinsic inducements that Caroline can use to
encourage employee retention include:

 Merit raises
 Raises to stay competitive with the market

59
  Promotions
 Increasing benefits, such as healthcare, vision and dental insurance
 Flexible schedules
 Telecommuting
 Childcare

Introduction of Research

Research refers to a search for knowledge. It has been done to solve the
problem. Research is scientific investigation “Research is systematic
gathering, recording, tabulating, analysis & interpreting the data through
scientific or statistical method in order to solve the problem.
Redman and Mory defines research as a “Systemized effort to gain new
knowledge”.
Objective of research
The purpose of research is to discover an answer to question through
the application of scientific procedure. The main objective of the research is
to find out the truth which is not hidden & which has been discovered.
Importance of Research

 Research assists in solving various operational and planning problem

of organization.
 Research helps to establish social relationships and solves social
problem.
 Research is used in all fields of applied economics, applied finance
and applied mathematics etc.
 Research forms the fundamental base on which the economic and
legislative policies can be built.
 Research facilities scientific and methodological & logical thinking of
all.
60
 Thus, when we talk of research methodology we not only talk of the
research methods but also consider the logic behind the methods. We use in
the context of our research study and explain why are using a particulars
method or technique and why we are not using others. So that research
result is capable of being evaluated either by the researcher himself or by
others.

RESEARCH DESIGN

A research project conducted scientifically has a specific framework of

research from the problems identification to the presentation of the research
report. This framework of conducting research is known as the research
design.

“A research design is simply the framework or plan for a study that is

used as a guide in collecting & analyzing the data. It is blueprint that is
followed in completing a study”.

According to Green and Tull, “ Research design is the specification of

methods and procedures for acquiring the information needed. It is the over-
all operational pattern or framework of the project that stipulates what
information is to be collected from which sources by what procedures.”

Thus, a research design concludes the outline of what the research will
do from writing the hypothesis, operational implication to final analysis of
data.

Need for Research Design

61
  It facilitates the smooth sailing of various research operations, thereby
making research as efficient as possible yielding maximal information
with minimal expenditure of effort, time & money.
 We need a research design or a plan in advance of data collection and
analysis for my research project.
 Research design, in fact, has a great bearing on the reliability of the
results arrived at and constitutes the fir, foundation of the entire
edifice of the research work.
 He design helps the researcher to organize to organize his ideas in a
form whereby it will be possible for him to look for flaws and
inadequacies.

Method of research design

There are various methods for designing a research project. These
methods namely:

1. Exploratory Research
2. Descriptive Research
3. Experimental Research

Step 1: RESEARCH PROBLEM

To study the issue and facts and people's awareness regarding
recruitment process in BHEL.

Step 2: RESEARCH OBJECTIVE

To measure the satisfaction level of the employees of BHEL

Haridware in context to the existing Recruitment and Selection Procedure
being followed here. The Questionnaire was circulated to the employees
who had twenty questions in total.

Step 3: RESEARCH DESIGN

62
 Research design is a master plan or a model for the collection of
formal information.

Descriptive type of research has been used. it include survey and fact
finding inquiries of different kinds. The major purposes of descriptive
research are to describe the state of affairs. The survey method included
Questionnaire in order to study the perceptions of the employees regarding
the Recruitment Procedure in BHEL.

Step 4:DATA SOURCES

There are two sources through which data is collected:

DATA COLLECTION METHOD

 Primary data collection:-

Primary data may be described as these data have been observed and
recorded by the researcher for the first time to their knowledge. I have done
research about the policies in US TECH take different views. It Includes
questionnaire based on the likert scale, to collect the data rational to the
effects of HR policies. Such questionnaire helped in implement of HR
policies & performance of US TECH employees.
 Secondary data collection: -
Secondary data are statistics, not gathered for the immediate study at
hand but for some other purpose. It includes the data collected from US
TECH website, Internet (Internal websites), Manual, various books of
different author and the software & files. I have also collected the
information from these sources. So, in this way we have also make use of
secondary method of data collection.
Sources of data Collection: -
For the data collection and have concentrated on primary data through
questionnaire and also collected secondary data.

63
Primary data: -
According the information required from the person a questionnaire has
design for data collection.
Secondary data: -
Secondary data was collected from Manuals books, websites.
Thus, we can say that primary as well secondary data was collected to
generate the lead as well as to know what employees really expects from the
organization.

PRIMARY DATA

a) Questionnaire:

The instrument used is the questionnaire included in annexure1.The

database built from the survey of BHEL perceptions about the recruitment
and selection is the basis for this study. The questionnaire consisted of
closed ended questions and one open ended question. Closed ended
questions were taken to reduce the variability and subjective ness to
facilitate tabulation and interpretation. The size of the questionnaire was
also given importance keeping in mind the mental stress of employees.
Total of 60 questionnaires were distributed.

b) Interview:

Interviews are face-to-face discussion between the interviewer and

one of group of employees. When distributing the questionnaires interview
was conducted regarding their views about the Recruitment and Selection
Procedure of BHEL. The results were analyzed and helped in giving
suggestions.

SECONDARY DATA

Analysis of existing documents: this method involves the study of

64
various documents available in the organization, which may contain
information required for the study. It includes the following documents:

a) Annual reports and Journals of BHEL.

b) Some old projects

c) Books on training and development and magazine.

d) Internet

e) Journals

Step 5: SAMPLING PLAN

Sampling is the process of obtaining information about an entire

population by examining only a part of it.

Sampling Frame: BHEL HARIDWARE

Sampling Unit: The Executives (E1 and above)

Sample Size Total: For this study sample of 60 executives.

Sampling Method: In the above study simple random sampling was used so
that every Executive of the population had an equal chance of being select.

ANALYSIS METHODS USED FOR DATA

Keeping the objectives of the project in mind the whole questionnaire

was divided into live parameters and the analysis was conducted with the
help of percentage and average methods on those parameters. Both
quantitative and qualitative analysis was used to link the questions and draw
combined interferences from different questions.

ASSUMPTIONS

65
 Employee's perception the recruitment and selection procedure is
valid and valuable measures of how well recruitment and selection
procedure is functioning.

OBJECTIVES OF RESEARCH

i. To identify the rate of absenteeism of “worker”.

ii. To identify the causes of absenteeism.
iii. To suggest any measures to reduce the rate of absenteeism

2)SAMPLE SELECTION AND SIZE

The population for the study comprised of absentees for current year, the
total sample 50 workers.

3)DATE COLLECTION AND STATISTICAL TOOLS

The sources of data for the purpose of study were both primary and
secondary. Primary data was collected through questionnaire which was
mainly close-ended questionnaire and discussion with workers whereas
secondary data was collected from records maintained by personal
department and time office. Percentage method is used for the analysis of
data and bar graphs are used to present that data

2)SAMPLE SELECTION AND SIZE

The population for the study comprised of absentees for currentyear, the
total sample 50 workers.
66
3)DATE COLLECTION AND STATISTICAL TOOLS

The sources of data for the purpose of study were both primary and
secondary. Primary data was collected through questionnaire which was
mainly close-ended questionnaire and discussion with workerswhereas
secondary data was collected from records maintained by personal
department and time office. Percentage method is used for the analysis of
data and bar graphs are used to present that data

67
Data Analysis

68
 Data Analysis

Factors for absenteeism

INTERPRETATION –

From the above table & fig we can interpret that the factors of
absenteeismPlayimportant role for the employee to be frequently absent.The
major reasons for absenteeismis basically the job stress or work culture. But
in this above table you find that majority of the respondent feel that working
hours is not flexible hence that is the main reason for absenteeism.
Employees feel there should be some flexibility in timings so that they may
not apply leaves.The employees always feel that they need to be given some
flexi timings so that they can cope up with personal and professional

69
From the above table & fig we can say that the major determinants of job
satisfaction are pay & motivation. Motivation isa major important factor that
keeps employees productive. The work culture of an organization should be
very highly motivating so that employees feel happy to work. The second
most important factor is the pay; today most of the employees either change
jobs or move from one company to another mainly because they are in need
of a good motivation or high package. Only these two factors influence the
person to be absent fromthe job. But today ample studies show that more
than Pay or salary the most important factor employees are looking is the
good work culture whereemployees are constantly motivated to be more
productive and creative. In our analysis also we found the same thing that
next to pay the next most important matter for absenteeismwas lack of
motivation.

70
Q. How often you remain absent in a month?

INTERPRETATION -

It can be seen that 96% of the workers do not remain absent.

71
Q. According to you what are the main reasons for employees absent?

INTERPRETATION -

According to 96% workers, personal problem isthe reason for being absent.
4% think that stress can also be the reason.

72
 Q. Are you clear about your work / job responsibilities?

INTERPRETATION -

It can be seen that 94% of the workers atclear regarding their

work responsibilities.

73
Findings

74
 Findings
Findings

1) The majorityof the employees is satisfiedneutrally for the

position they recruited.The majorityof the employees joinsa
post and retire in the same post. The level ofimprovement
among the employees to move up in the organization chart is
very low.
2) The majorityof the employeemorale is affected by the working
hours, working hours is a major challenge in all the
organizations. Employees feel that they need to have flexible
timings so that they can concentrate and work more
productively. But in banks the timings are very strict, hence
employees get demotivated and losethe charm of performing
onthe job. The majorityof the employeeabsenteeismis
influencedby repetition in their job.
3) Today the boredom has hit the creativity of the person. The
majorityof the employees feel thatrepetitivenessin the job leads
to a demotivation of the employees. They feel like applying
leave and staying back instead of going to work.
4) The majorityof the employeesfeelsjob stress and monotony in
their job.Job stress is a major reason for absenteeismin
financial sectors. This is mainly because of high targets and
work pressure. The competitiveness within and outside the
workplaceforces the employees to work undera lot ofpressure.
Once the person is overstressed it reflects on his mental and
physical health. Health once it gets upset it naturally leads to
absenteeism.

75
5) The major determinants of job satisfaction are paying&
motivation. Today globally the employees get attracted to the
job for the above mentioned two main reasons. The studies
have shown that more than theypay the motivation factor plays
an important role in lessening the absenteeism.

76
SUGGESTIONS

77
 SUGGESTIONS ANDRECOMMENDATIONS

1) Employee working hours should be planned properly as it affects

their morale.
2) Repetition in the job should be minimized.
3) Job stress and monotony should be minimized.
4) Positive measures should be taken to reduce absenteeism like
indulging positive attitude.
5) Proper incentives and hike in wages should be given to employees to
reduce absenteeism.
6) Job enrichment should be made seen to employees to reduce their
absenteeism level.
7) Payment should link to the performance not to the payment

78
CONCLUSION

79
 CONCLUSION

The management must first have a positive attitude towards absenteeism.

Even though it'spossible to eliminate absenteeism completely. The provision
of various facilities to reduce absenteeism bound to involve substantial
financial commitment tothe management. The major causes for absenteeism
in the organization are the activities and policies of the organization.

There are many contributing factors that impact on an organization’s

objectivesbut one of the most costly is absenteeism. Employers need to
handle all forms of absenteeism in a fair and transparent manner to
minimize disharmony in the workplace.

So absenteeism invisible but proves fatal for the industry. So a reductionin

absenteeism will helpful in improving the productivity.

80
Bibliography

81
 Bibliography

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 Job satisfaction and work performance. New Jersey: Prentice-Hall
 Burgoon, H. O. (2009). Job satisfaction and employee productivity.
 New York: McGraw-Hill
 Jinhee Kim and E. Thomas Garman:
 Financial Stress and Absenteeism: An Empirically Derived Research
Model
 Israelstam Ivan. “Absenteeism” In Labour Law for Managers,
Johannesburg: Fleet Street
 Publications Pty Ltd, 2004: A01/ 001 -017.
 Martin, J. U. & Miller, R. E. (2008). “Managing absenteeism in the
 Workplace: The role of the supervisor.” Work and Occupation
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