INTRODUCTION

Human Resource Management function concerned with hiring, motivating and maintaining
people in an organization. It focuses on people in organizations. Human Resource views people
as an important source or asset to be used for the benefit of organizations, employees and the
society. It is emerging as a distinct philosophy of management aiming at policies that promote
mutuality - mutual goals, mutual respects, mutual rewards and mutual responsibilities. The belief
is that policies of mutuality will elicit commitment which in turn will yield both better economic
performance and greater human resource development.

Modem organizational setting is characterized by constant changes relating to environment

factors and human resources. As regards environmental factors, we find changes in the operating
organizational structure, the networking procedures, customs or norms and the economic,
political and social patterns in which organizations exist. Moreover, there is constant change in
resources. New individuals are being employed with their new ideas and expectations while the
existing workforce is constantly changing vis-a-vis ideas, attitudes and values.

Although the changes may provide solution to some problems, it may create several new ones.
There is an urgent need to understand these problems, anticipate them and to the solutions to
them. The responsibility to find out solutions to these problems lies with every manager who has
to be prepared to deal with different changes effectively through educational and developmental
programs. Obviously, every manager is responsible for management of human resources of
course with the advice and help of personnel department. Management of human resources is the
essence of being a manager has to get things done through others. Specifically, his task relates to
leading, mobilizing and directing the efforts of people without which he can be a technician but
not a manager. Thus, every manager has to develop and maintain his competence in managing
human resources which have assumed utmost significance in modern organizations. The term
Job Satisfaction is of almost significance from the standpoint of employee morale. It refers to
employee general attitude towards his work. Lock defines work Satisfaction as a pleasurable or
positive emotional state resulting from the appraisal of ones work or work experience. The

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extent that a persons work fulfils his dominant need and is consistent with his expectations and
values, the work will be satisfying. The job satisfaction factors which can have influence on
attitudes, these can be considered as motives. The relationship between man and work has
always attracted the philosophers, scientists and novelists. A major part of life is spent work.
Work is a social reality and social expectation to which men seem to confirm. It not only
provides status to the individual but also binds him, to the society.

Job satisfaction is a persons attitude towards the job. Positive attitude towards the job are
equivalent to job satisfaction where as negative attitude towards the job is equivalent to job
dissatisfaction. Job satisfaction has been define variously from time to time.

'The term job satisfaction refers to an individual general attitude towards his or her job, while a
person who is dissatisfied with his or her woks holds negative attitude about the job.

The role of human resource management in organizations has been evolving dramatically in
recent times. The days of Personnel Department performing clerical duties such as record
keeping, paper pushing and file maintenance are over. HR. is increasingly receiving attention as
a critical strategic partner, assuming stunningly different, far reaching transformational roles and
responsibilities. Taking the strategic approach to human resource management involves making
the function of managing human assets the most important priority in the organizations and
integrating all human resource policies and programmes the frame-work of a company’s strategy.
Effective utilization of human resource can assist organizations in achieving competitive
advantage.

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 Definition

Human resource management is a management functions that helps managers recruit select train
and develop members for an organization. It focuses on the people in organizations

According to Michael J. Jucaus defined as the field of management which has to do with
planning, organizing, directing and controlling the functions of procuring .developing
.maintaining and utilizing the labour force.
such that the –

1. Objectives of the company is established are attained economically and effectively

2. Objectives of all levels of personnel are served to the highest possible degree, and
3. Objectives of society are dually considered and served.

HRM can be defined as managing (planning, organizing Directing and controlling }the function
s of employing .developing and compensating human resource resulting in the creation and
development of human relations with a view to contribute proportionately due to them) to the
organizational .individual and social goals.

Human Resource Management function concerned with hiring, motivating and maintaining
people in an organization. It focuses on people in organizations. Human Resource views people
as an important source or asset to be used for the benefit of organizations, employees and the
society. It is emerging as a distinct philosophy of management aiming at policies that promote
mutuality - mutual goals, mutual respects, mutual rewards and mutual responsibilities. The belief
is that policies of mutuality will elicit commitment which in turn will yield both better economic
performance and greater human resource development.

Components of human resource arc skills knowledge value Creative ability.

While managing the human resources one has to perform tasks like:

 Employing the people

 Developing the resources

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  Utilizing the resources and compensating their services in tune with the job and
organizational requirements

Human resource refers to the knowledge skills abilities talents aptitude, values and beliefs of an
organization^ workforce. Knowledge skills, creative abilities and talents play an important role
in deciding the efficiency and effectiveness of an organizations workforce.

Human resource development improves the utilization value of an organization. The difference
in the level of performance of two organizations also depends on utilization value of human
resources.

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 IMPORTANCE OF HUMAN RESOURCE MANAGEMENT:

The importance of HRM can be discussed the 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 them psychological satis
faction.
 Making maximum utilization of the resource 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 employees. This is done by:
 Marinating the dignity of the employee as a human being,
 Providing maximum opportunities for personal dept.

3. Significance for individual enterprise : It can help the organization in accomplishing its
goal by:
 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.

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 Evolution of Human Resource:

Human Resource, a relatively new term emerged during the I970s.\lany people continue to refer
to the discipline by its older, more traditional titles, such as personnel management or personal
administration.

The trend is changing. The term nowadays used in industry circle is Human Resource
management. Coming to the evolution of IIRM as a subject it may be stated that concern for the
welfare of workers in the management of business enterprises has been in existence since ages.
Kutilya Arthashastra states that there existed a sound base for systematic management of
resources during as early as the 4* century BC. These processes took momentum only when
government took active measures during resent past by various rules and regulations under
Industrial Dispute Act and related Acts. However the employees will have various reasons to
deviate from this. When the growth of the industry is disturbed due to irregularity of the
employees, government showed interest in the operation of public and private sector enterprises
and provided systematic procedures for regulating employer employee 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-re named as Human resources
 Management theories were introduced
 Concepts of participative management, Kaizen, Total quality management
 empowerment
 In Indian context, emotions, feelings, empathetic perceptions, and affective
 components influence people
 Hierarchy, status, authority, responsibility, and accountability are structural Concepts

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 Subordinates expect that the superior should have integrity, higher performance skill,
commitment, guidance and leadership qualities, support and patronizing 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

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 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 Reactivates included are HR. planning Job analysis and design , recommitment 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

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 HRM FUNCTIONS

HRM is the process of acquiring, training, appraising, and com pen sating 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

 Plating labour needs and recruiting job candidates
 Selecting job candidates
 Orienting and training new employees
 Managing wages and salaries (Compensating)
 Providing incentives and benefits
 Appraising employees
 Communicating (Interviewing, counseling. & Disciplining)
 Training and developing
 Building employee commitment
 Union management
 Assessment

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
 I lave 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 labour practices.

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 ABSENTIEESM

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, unauthorized 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 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 * Absentee ism* as the failure of a worker to report for
work when he is scheduled to work’s Labour bureau also states that the Absenteeism is the total
man-shifts lost because of absence as a percentage of the total number of man-shifts scheduled to
work."

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 Types of Absenteeism:

Absenteeism is of 4 types:

1. Authorized Absenteeism: If an employee absents himself from work by taking permission

from his superior and applying for leave, such absenteeism is called as Authorized Absenteeism.

2. Unauthorized Absenteeism: If an employee absents himself from work without informing or

taking permission and without applying for leave, such absenteeism is called as Unauthorized
Absenteeism.

3. Willful Absenteeism: If employee absents himself from duty willfully such absenteeism is
called Willful Absenteeism.

4. Absenteeism caused by circumstances beyond once control: If an employee absents him

from duty owing to circumstances beyond his/her control like involvement in accidents or
sudden sickness, such Absenteeism is called Absenteeism caused by circumstances beyond once
control.

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.

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 Absenteeism in traditional industries is seasonal in character.

Causes of Absenteeism:

 The following are the genera I causes of Absenteeism

 Maladjustment with the working conditions.
 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
 Itidebtness
 Maladjustment with the job demands
 Unsound Personal policies
 Inadequate leave facilities
 Lower level of Wages.

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

 Bullying and harassment - Employees who are bullied or harassed by coworkers and/or
bosses are more likely to call in sick to avoid the situation

 Burnout, stress and low morale - Heavy workloads, stressful meetings/presentations

and feelings of being unappreciated can cause employees to avoid going into work.
Personal stress (outside of work) can lead to absenteeism.
 Childcare and eldercare - Employees may be forced to miss work in order to stay home
and take care of a child/elder when normal arrangements have fallen through (for
example, a sick caregiver or a snow day at school) or if a child/elder is sick.

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 Depression - According to the National Institute of Mental Health, the leading cause of
absenteeism in the United States is depression. Depression can lead to substance abuse if
people turn to drugs or alcohol to self-medicate their pain or anxiety.
 Disengagement - Employees who are not committed to their jobs, coworkers and/or the
company are more likely to miss work simply because they have no motivation to go.
 Illness - Injuries, illness and medical appointments are the most commonly reported
reasons for missing work (though not always the actual reason). Not surprisingly, each
year during the cold and flu season, there is a dramatic spike in absenteeism rates for
both full-time and part-time employees.
 Injuries - Accidents can occur on the job or outside of work, resulting in absences. In
addition to acute injuries, chronic injuries such as back and neck problems are a common
cause of absenteeism.
 Job hunting - Employees may call in sick to attend a job interview, visit with a
headhunter or work on their resumes/CVs.
 Partial shifts - Arriving late, leaving early and taking longer breaks than allowed are
considered forms of absenteeism and can affect productivity and workplace morale.

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 TYPES OF ABSENTEEISM

There are two types of absenteeism, each of which requires a different type of approach.

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

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

Counseling Innocent Absenteeism

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

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The procedure an employer may take for innocent absenteeism is as follows:

 Initial COUNSELING(s)
 Written COUNSELING(s)
 Reduction(s) of hours and/or job reclassification
 Discharge

Presuming you have communicated attendance expectations generally and have already
identified an employee as a problem, you will have met with him or her as part of your
attendance program and you should now continue to monitor the effect of these efforts on his or
her attendance.

If the absences are intermittent, meet with the employee each time he/she returns to work. If
absence is prolonged, keep in touch with the employee regularly and stay updated on the status
of his/her condition. (Indicate your willingness to assist.)

You may require the employee to provide you with regular medical assessments. This will
enable you to judge whether or not there is any likelihood of the employee providing regular
attendance in future. Regular medical assessments will also give you an idea of what steps the
employee is taking to seek medical or other assistance. Formal meetings in which verbal
warnings are given should be given as appropriate and documented. If no improvement occurs
written warning may be necessary.

Written Counseling

If the absences persist, you should meet with the employee formally and provide him/her with a
letter of concern. If the absenteeism still continues to persist then the employee should be given
a second letter of concern during another formal meeting. This letter would be stronger worded
in that it would warn the employee that unless attendance improves, termination may be
necessary.

Reduction(s) of hours and or job reclassification

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

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the employee and cannot be offered as an ultimatum, as a reduction in hours is a reduction in
pay and therefore can be looked upon as discipline.

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

Discharge
Only when all the previously noted needs and conditions have been met and everything has
been done to accommodate the employee can termination be considered. An Arbitrator would
consider the following in ruling on an innocent absenteeism dismissal case.

Has the employee done everything possible to regain their health and return to work?
Has the employer provided every assistance possible? (i.e. COUNSELING, support, time off.)
Has the employer informed the employee of the unworkable situation resulting from their
sickness?
Has the employer attempted to accommodate the employee by offering a more suitable position
(if available) or a reduction of hours?
Has enough time elapsed to allow for every possible chance of recovery?
Has the employer treated the employee prejudicially in any way?
As is evident, a great deal of time and effort must elapse before dismissal can take place.
These points would be used to substantiate or disprove the following two fold test.
The absences must be shown to be clearly excessive.
It must be proven that the employee will be unable to attend work on a regular basis in the
future.

Corrective Action for Culpable Absenteeism

As already indicated, culpable absenteeism consists of absences where it can be demonstrated

that the employee is not actually ill and is able to improve his/her attendance. Presuming you
have communicated attendance expectations generally, have identified the employee as a
problem, have met with him/her as part of your attendance program, made your concerns on his

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specific absenteeism known and have offered COUNSELING as appropriate, with no
improvement despite your positive efforts, disciplinary procedures may be appropriate.
The procedures for corrective/progressive discipline for culpable absenteeism are generally the
same as for other progressive discipline problems. The discipline should not be prejudicial in
any way.

Verbal Warning

Formally meet with the employee and explain that income protection is to be used only when an
employee is legitimately ill. Advise the employee that his/her attendance record must improve
and be maintained at an improved level or further disciplinary action will result. Offer any
COUNSELING or guidance as is appropriate. Give further verbal warnings as required. Review
the employee's income protection records at regular intervals. Where a marked improvement
has been shown, commend the employee. Where there is no improvement a written warning
should be issued.

Written Warning

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

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Suspension [only after consultation with the appropriate superiors]

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

Dismissal [only after consultation with the appropriate superiors]

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

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Categories of Absenteeism:

K.N.Vaid classifies chronic absentees in to five categories.

1. Entrepreneurs
2. Status seekers
3. Epicureans
4. Family oriented
5. Sick and the old

Entrepreneurs:

This class of absentees considers that their jobs are very small for Iheir total interest and personal
goals. They engage themselves in other economic activities and sometime social activities to
fulfil their goals.

The status Seekers:

These types of absentees enjoy or perceive a higher ascribed social status and are keen on
maintaining it.

The Epicureans:

This class of absentees do not like to take up the jobs which demand initiative and
responsibilities, discipline and discomfort. They wish to have money, power, and status but are
unwilling to work for their achievements.

Family oriented:

This type of absentees are often identified with the family activities

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The sick and the Old:

These categories of absentees are mostly unhealthy with a week constitution or old people.

Calculation of Absenteeism Rate:

 Absenteeism is computed and is expressed in terms of percentages.

 Absenteeism can be calculated with the help of following formula.

Absenteeism Rate = (Number of Man days lost / Number of Man days scheduled to work)
x 100

 Absenteeism rate can be calculated for different employees and for different lime periods
like month and year.
 The frequency rate reflects the incidence of absence and is usually expressed as the
number of separate absence in a given period, irrespective of length of absences. The
frequency rate represents the average number of absences per worker in a given period.
 Frequency rate = (total no. of times in which the leave was availed / total no. of Man
days scheduled to work ) *100
 Severity Rate: severity is the average length of time lost per absence and is calculated by
using the formula.
 Severity rate = (Total no. of absent during a period / Total no. of times absent during that
period) x l00
 A high severity rate indicates that the employee is absent for longer durations each time.
High frequency and severity rates indicate that the employee is absent more frequently
and for longer durations each time resulting in high absenteeism even in absolute terms.

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 Recent Trends:

Recent studies have revealed that workers link with the village as a cause of instability in the
labom1 force has become more or less a matter of history .Now the workers do have their link
with the village; but they do not go there for any economic pursuit. They go mainly for
relaxation or attending social ceremonies and spending long holidays. As observed by the
investigation committee The factory workers retained their contacts with the villages more for
rest and recuperation than for attending to cultivation. The workers have almost lost their
economic interest in land and have adhered to their way of life or occupation they have chosen.

The factual survey conducted by the Committee has shown that greater concentration of the
working class in industrial areas has led to the rise of an industrial proletariat in most cities. It
has referred to the fact that there is a greater stability in the labour force in those centers where
the employers have looked after their workers by paying them a decent living wage, providing
good housing accommodation and making provision for pension for the future. The committee
was of the view that the ''village ne\us need not to be encouraged as most of the workers are
landless laborers and have no stake in land. The joint family and the caste are steadily
deteriorating and economic supporters of the workers. At this present juncture, the workers are in
a transitional stage in which they are gradually losing the support of the village and have not
been able to secure a firm footing in industrial areas. In view of this, to turn back the clock and
either to prevent the worker from coming to the town or to force him back to the village would
be a step in the wrong direction. The committee further observed”

''Workers were prepared to stick to the town to a greater extent than before, to fight for their
legitimate rights and to seek livelihood in urban rather than rural areas. The stabilization of the
labour force in industrial towns was a matter of compulsion rather than choice. The committee,
therefore emphasized that the ''stability of labour can be brought about by improvement in
working and living conditions, generally in industries in which such workers are called upon to
work and to provide measures of social security for the workers.

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The national Commission on Labour has pointed out over the last 25 years, the trend towards the
stabilization of industrial labour lies been further strengthened. A worker today is far more urban
in taste and outlook than his predecessor. The idyllic notion of a village nexus has receded to the
background owing to the positive measures undertaken in the interest of industrial labour. Even
in the more distant plantations; settled labour is more in evidence now'.'1

The national Commission further observes as ''Industry expanded includes a wide variety of
skilled and unskilled jobs, industrial work ceased to be the monopoly, of migrants from villages.
Young persons in the urban families, traditionally averse to accepting factory environment have
been seeking employment there. Besides when employers began offering incentives for
regularity and productivity even rural migrants reduced the frequency an duration of their visits
to villages. As measures for providing minimum facilities and social security began to be
undertaken, workers were increasingly attracted by them and lack of commitment became a less
serious problem.

Studies in Bombay, Delhi and Jamshedpur show that the earlier migrants have still an urge to go
back to the village; but the latter ones show increasing commitment to urban life and factory
work .The age of worker is also a factor for urban attraction works more strongly on the young.

The commission concludes the vast majority of the workers in cities are committed to factory
jobs. In other industries a second or even a third generation of workers has emerged. A self
-generating working class with its roots in industrial environment in which a worker is born and
bred is growing in strength.

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 Measure 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 to
other type of Absenteeism. However it would be difficult to completely avoid Absenteeism.
Managers stood take steps to remove causes of absenteeism. On the positive side managers must
create work environment which will make the employees realize that it make sense to the work
in the factory rather than staying at home and waste their time.

The following measures are useful in controlling or minimizing absenteeism:

 Selecting the employee by testing thoroughly regarding their aspirations, value systems,
responsibility and sensitiveness.
 Adopting LL humanistic approach in dealing with the personal problems of
employees.
 Following a proactive approach in identifying and redressing employee grievances.
 Providing hygienic working condition
 Providing welfare measures and fringe benefits, balancing the need of the employees and
ability of the organization.
 Providing high wages and allowances based on the organizational financial position.
 Improving the communication network.
 Providing leave facility based on the needs of the employees according to organizational
standards.
 Providing safety and health measures
 Providing cordial human relations and industrial relations
 Educating the workers regarding health and hygiene.
 Granting leaves and financial assistance liberally in case of sickness of employee and
his/her family members.
 Regularity to be encouraged through incentives.

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 Providing extensive training, encouragement through special allowances in cash for
technological advancement

OBJECTIVES OF THE STUDY

 To identity the reasons for Absenteeism

 To measure the Employees Absenteeism level.
 To identity steps required to decrease the Absenteeism.
 To study Employees working condition.
 To identity factor that motivates the Employees which minimize Absenteeism

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 FOCUS 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.

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 REVIEW OF LITREATURE

Gibsson (1966) attempted to explain some of the main features of absence behaviour by means
of the notion of an informal contract. The contract is viewed as being made between the
individual and the organisation. Gibsson (1966) was especially interested in absences that were
not long enough to activate formal legitimising (certification) procedures. He used the concept of
valence, referring to a person’s positive or negative relationships to a work situation and pointed
out that if the combined valences of a work situation are weak, it will be easier for people to
legitimise their absences to themselves.

Gibsson (1966) remarks that a plausible idea relating to the size of the organisation influences
absence rates; in larger organisations, since there is greater division of labour, there is also more
concealment of the contributions of individuals, thus permitting latitude for absence from work.
He also mentions the importance of the employee’s identification with the organisation, as in the
case of longer-service employees, and argues for the importance of the “authenticity” of the work
contract (Gibsson, 1966). In other words, the organisation should be seen to offer a fair deal to
the individual, whose feelings of obligation would thus be strengthened.

Adams (1965), Hill and Trist (1953) and Patchen (1960) have made notable theoretical
contributions towards the study of absenteeism. No recent literature has been identified which has
built on this perspective. Adams (1965) suggested that absences may be a means of resolving
perceived inequity; the probability of absence behaviour will increase with the magnitude of
inequity and if other means of reducing inequity are not available. Patchen (1960) had tested this
kind of hypothesis; producing evidence of a relationship between absences and perceived fairness
of pay, that is, employees’ feelings about how fairly they had been treated in regard to their pay
levels and promotions.

26
In their study on absence, Hill and Trist (1953; 1962) contributed a theory of absence as being the
withdrawal from the stress of work situations. Withdrawal is the central explanatory concept;
thus, individuals experiencing conflicts of satisfaction and obligations tend to express them
through labour turnover, accidents, and unsanctioned absences (this is, absences without formal
permission). In addition to the views of Hill and Trist (1962), Hanisch and Hulin (1991) theorised
that absenteeism and other withdrawal behaviours reflect invisible attitudes such as job
dissatisfaction, low level of organisational commitment, or an intention to quit. According to this
view, an employee who is absent from work is consciously or unconsciously expressing negative
attachment to the organisation.

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

Chadwick-Jones(1982) presented a case for the theory of absenteeism that is social, not
individual in emphasis. As a first step Chadwick-Jones (1982) assumed the interdependency
of members of work organisations. It seems obvious that individuals do have some mutual
obligations to peers, subordinates, and superiors (as well as other relationships outside the
work situation). In this context the rights and duties of individuals are both subject to, and
representative of, a set of rules about activities in the work situation. What individuals do is
therefore likely to be in answer to, on behalf of, in defence of, as well as achieving a
compromise with the rules of the group.

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

defined by the employee’s presence at a particular location (office or workshop) for a fixed period
each day, can be interpreted as an individual act of choice between alternative activities; as
withdrawal or escape from surveillance; as individual or group resistance to an inflexible system.
Thus, absence may also be viewed as a stratagem in inter-group relations, as a defensive or
aggressive act in inter-group conflict (Chadwick-Jones et al., 1982). For the purpose of this

27
research this theory has relevance, as the reasons for absence behaviour could be related to a
choice of alternative activities instead of attending work.

Another definition of absenteeism refers to the non-attendance of employees for scheduled work
(Gibons, 1966; Johns, 1978; Jones, 1971). The definition distinguishes absenteeism from
other forms of non-attendance that are arranged in advanced (e.g. vacations) and specifically
avoids judgements of legitimacy associated with absent events that are implied by as sick
leave. This definitional emphasis seeks to focus on the key organisational consequences of
unscheduled non-attendance – instability in the supply of labour to the organisation resulting
in the disruption of scheduled work processes and the loss of under utilisation of productive
capacity (Allen, 1981; Jones, 1971, Nicholson, 1977). For this research this definition will
be applicable, as the researcher will not take into account absences due to vacation leave and
sick leave taken over more than three days.

28
 FOCUS OF THE STUDY

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 I.I to 6.6%. Social and religions causes as high as 1.7% to 14.2 %.Other causes like
visiting villages for attending litigation, rest and recreation account for 0.1% to 17.5 % of 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 A1 Exporters Pvt. Ltd., 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.

29
 COMPANY PROFILE:

Acres N Inches is one of the leading real estate firms in Delhi NCR with a clientele spread not
just all over the country but also extending up to the U.S., Canada, Europe, China, Australia and
the Middle East. With the visualization of creating an honest and hardworking environment the
main aim is to provide customer satisfaction.
Truth selling clubbed with prompt and aggressive after sales service is a part of the company
DNA. Many customers of Acres N Inches have either received or shall be receiving timely and
satisfactory delivery in projects of various Builders that have been exclusively marketed and sold
by Acres N Inches at one time or the other, over the past five years that the group has been
operating, irrespective of the market situation over the past few years.

30
 ABOUT COMPANY

Acres N Inches is one of the leading real estate firms in Delhi NCR with a clientele spread not
just all over the country but also extending upto the U.S., Canada, Europe, China, Australia and
the Middle East. With the visualization of creating an honest and hardworking environment the
main aim is to provide customer satisfaction.
Truth selling clubbed with prompt and aggressive after sales service is a part of the company
DNA. Many customers of Acres N Inches have either received or shall be receiving timely and
satisfactory delivery in projects of various Builders that have been exclusively marketed and sold
by Acres N Inches at one time or the other, over the past five years that the group has been
operating, irrespective of the market situation over the past few years.

31
 About the Co-Founder and Director:

RAVI BHATIA

FOUNDER & EXECUTIVE OFFICER:

Exhibits Expo is a business group dedicated to the creation, construction and assembly of stands
Architectural Design and Modular Design, Events, Exhibitions and Conferences both nationally
and internationally. Our ability to deliver this Full Exhibition Service is reflected in the huge
number of multinational clients that trust us to take care of their exhibition requirements.
Gaurav Kumar

DIRECTOR& VISE PRESIDENT:

With over 10 years’ experience in major shows held in New Delhi, Mumbai, Bangalore, Dubai,
Abu Dhabi, Riyadh, Jeddah, Moscow, and other European countries. Exhibits Expo Stands is a
clear industry benchmark, giving high confidence of success our customers. A group of
international characters. We are known for offering comprehensive services, ranging from
project conception to delivery turnkey encargandonos from the work of Technical Marketing to
bureaucratic procedures, the integral involved in project implementation. Exhibits Expo adds
value to the corporate image of clients participating in the events, customizing its scenery with a
modern and distinctive design.

32
 POSITION IN INDUSTRY

Acres n inches is a leading industry in the field of construction and assembly of stands
Architectural Design and Modular Design, Events, Exhibitions. Since 2015 it has an experience
of running over 2000 Social Media Marketing Campaigns and hundreds of Google Ad words
Search and Display Campaigns that got an amazing return on investment of our clients.

We have a decent working track record that makes a healthy and long-term professional
relationship with our clients in the era of high competition. We have proven ourselves in terms of
work by providing great results in Search Engine Optimization in a very short span of time for
many of our clients. We have trained over 1000 of students by providing sessions in college and
offline training at our center acres n inches is the best company design and build exhibition
stands but can also design , develop and build anything from point of sale retails displays to
customer information kiosks all the way through to interior office design and fitting.

 3d design exhibition stand, display unit or retail shop.

 Single or double story structure stands.
 Building (have in-house factory and manufacturing services).
 Electrical and lights/light boxes.
 Graphics printing and application.

Exhibits Expo still rank in top companies in providing Exhibition and Designing for the clients
and for various websites listed on internet. In past 3 years it has acquired enough capability to
rank it among the top digital marketing agencies in Delhi.

33
 MISSION

Our solitary Mission is to achieve Excellence in designing, production and service support to
Serve the best value-minded customers anywhere on the planet, be it in web development, 3d
design exhibition stand, To augment our core competencies and adopt the most comprehensive
modern technology to overtake the obstacles in our path of achievement. Choosing courageously
to either do it or not at all, separating ourselves from the pack with speed, creativity and service
for fulfilling our obligations towards building a better India”.

VISION

As a group, we are committed to strategic business development since our products have
principal application in infrastructure, be it in web development, mobile app development, and
searchengine optimization as the key to nation building in the 21st century. We aim to achieve
perfection in everything we undertake with a commitment to excel. It is the determination to
transform every challenge into opportunity; to seize every opportunity to ensure growth and to
grow with a human face.”
No wonder, we see ourselves as global leaders in short time.

POLICY OF THE COMPANY

34
At Acres n inches, we consider our commitment to clients, staff and the wider community to be
incredibly important. We recognize our wider responsibilities as a Abu dabi company and
constantly review our equal opportunities and environmental policies, in accordance with Abu
dabi law.

Privacy is always of the utmost importance. When you come into contact with Exhibits Expo, we
want you to feel secure in any decisions we make and consider any business we embark upon to
be a partnership where both sides feel completely comfortable.

PRIVACY POLICY

For your peace of mind, because we DO NOT like spam, we will never share your information
with third parties unless required to do so by law or requested by you. The information we
collect from you will be used to maintain your services and to represent the quality of our work
to others, such as in our online portfolio.

OWNERSHIP OF EXHIBITON DESIGN

Upon completion of a custom website design and payment of web design and development fees,
the client is the owner of the commissioned website. The client may continue to use the
commissioned website to promote the client’s company or organization regardless of whether
he/she chooses to continue further services with Exhibits Expo Digital Marketing. The client
does not have the right to resell the design or development to other companies. The client does
have the right to add pages to the existing site or have another company add pages onto the
existing site using the commissioned website design/development. The client does not have
permission to reuse pieces of our work in a redesigned website that gives another company
design credit.

OWNERSHIP OF WEBSITE DOMAIN NAME

35
Website domain names are leased from domain name registration companies. When Exhibits
Expo Digital Marketing registers a domain name for a client, that registration will be made in the
client’s name and owned by the client. Upon payment of any outstanding fees, the client has the
right to use that domain name regardless of whether he/she chooses to continue further services
with PaelDigital Marketing. Domain name renewal and renewal fees are included in our
maintenance agreements. If no longer paying for maintenance fees, renewal will be the
responsibility of the client. If the client chooses to have Exhibits Expo Digital Marketing renew
the domain name on behalf of the client, an additional service fee will apply. Clients are advised
to closely monitor the renewal date of a registered domain name and to verify that the renewal of
said domain name has been completed. Exhibits Expo Digital Marketing cannot be responsible
for expired domain names.

OWNERSHIP AND COPYRIGHT

All text and photos used as content in a commissioned website must be provided by the client
(unless the client has hired PaelDigital Marketing for content development). The client must
have ownership or written permission to use all content he/she provides for use. It is up to each
client to ensure his/her design and/or content does not infringe on any trademark, service mark,
or copyright. Acres n inches Digital Marketing cannot be responsible for intellectual property
infringements on behalf of clients. Also, Exhibits Expo Digital Marketing cannot be responsible
for submitted content. Clients should not mail irreplaceable photos or documents or send content
that must be returned.

36
 PROJECT INITIATION

The initiation of a web design or development project requires a signed or electronically

submitted signup form, payment of half of the initial web design/development fees (or payment
in full if the entire project is $500 or less), plus the client logo or any other element that is
required to be used in the design.

PROJECT TIMELINESS REQUIREMENTS FOR CLIENTS

Projects can be hindered if the client does not provide feedback or required elements in a timely
manner, such as feedback on a design mockup, requested sitemaps, text to be used as content on
the web pages, photos for either the design or for the content, the client’s logo, appropriate
account login information, etc.

 MOCKUP FEEDBACK–

If the client fails to give feedback on the design mockup within ten business days, by default,
the mockup is approved. If the client later wishes to change the design, additional charges may
apply.

 SITEMAPS OR PAGE NAMES –

If the client fails to provide the requested list of web pages within ten business days, by
default, PaelDigital Marketing will assign page names. If the client later wishes to change these
page names, additional charges may apply.

 CLIENT LOGO–
If the client fails to provide a copy of an existing logo within ten business days, a substitute logo
or company name graphic may be used. If the client later wishes to change the substitute logo or
company name graphic, additional charges may apply.

37
  PHOTO TO USE IN DESIGN –

If the client has requested the design include a particular photo, and the client fails to provide the
required photo within ten business days, a substitute photo may be used. If the client later wishes
to change the substitute photo, additional charges may apply.

 TEXT AND OPTIONAL PHOTOS FOR ALL OTHER WEB PAGES –

Unless the writer has been hired for additional pages, it is the client’s responsibility to provide
content for all other pages on the website. If the client provides all text (and optional photos)
within ten business days, then Exhibits Expo Digital Marketing will add that content to the
website. If the client fails to provide content for those pages within ten business days,
then Exhibits Expo Digital Marketing will complete those pages with simple placeholder text
such as, “ABC Client offers many XYZ Services. For more information, please contact ABC
Client.” The client will have the ability to add a complete content later using the content
management system (CMS).

 OTHER ELEMENTS OR ADMINISTRATIVE DUTIES–

There may be other elements required such as passwords for existing domain names, etc.
Regardless of what elements may be required, if the client cannot or will not provide the
required element or information within ten business days, Exhibits Expo Digital Marketing
reserves the right to make substitutions, leave elements out, or take other actions in order to
complete the project.

 HOW REVISIONS TO A WEBSITE DESIGN ARE HANDLED

We take pride in providing awesome design, and our clients are extremely pleased with the
design we create for them. However, design is a subjective art, and not everyone’s tastes are the
same. While we will gladly make design modifications at no additional charge while the project
is in the mockup phase, it is important to be clear on how revisions to the look of a website
design are handled.

38
  DESIGNS FOR SUBPAGES
Unless otherwise specified in the design contract, subpages of any website will use the same
design as the homepage. Mockups are not provided for subpages. Formatting requests for sub-
pages will be considered but will not be guaranteed. If the client requires specific looks or
formatting for subpages, this request should be made at the time of the initial contract and may
incur additional fees.

 HOW TECHNICAL SUPPORT IS HANDLED

Clients whose websites are hosted by Exhibits Expo Digital Marketing have access to emergency
technical support 24 hours a day. In the event of a website hosting outage, clients should leave a
voicemail message for the Technical Support phone extension, and a technician will be paged.
The phone number is listed on the Contact Us page of our website. Please note, technical support
cannot be provided for clients’ individual computer issues or for third party products or services.
For clients who use the free email that comes with our hosting accounts, the email account
password and settings will be provided, but it is up to the client to set up emails in an email
software program (email Client) and/or smartphone. If a client is unable to set up his/her email,
we can provide that service for an additional charge or the client could contract a computer
service company for assistance.

 PAYMENT POLICIES

FAILURE TO PAY‐If the balance on a completed project or monthly retainer has not been paid
within ten business days, a 10% penalty will be added. For example, if the remaining balance on
a completed project is $1,000, and that balance has not been paid within ten business days, the
new balance on the complete project will automatically be increased to $1,100. Balances that are
not paid within 30 days will be reported to a credit bureau. Balances that are not paid within 60
days will be turned over to a collections agency.

39
  BILLING ERRORS

If a billing error is noticed, the client should immediately contact Exhibits Expo Digital
Marketing. Refunds of overpayments will be made for up to a maximum of 2 months, so clients
are urged to check billing statements regularly. Refunds of more than 2 months will not be
processed. Additionally, Exhibits Expo Digital Marketing reserves the right to bill clients for
accidental under charges for a maximum of up to 2 months

40
 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 creche in charge, house keeping staff.

HR 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 planet, the Earth. All to serve the customer better".

Functions per formed by the HR Department

 Recruitment
 Induction
 Time office
 Wages & salary administration
 Industrial relations
 Safety& welfare
 Security

Recruitment and selection procedure:

In A1 Exporter 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.

41
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 A1 Exporter 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 known
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.

TRAINING

IDENTIFICATION OF THE TRAINING NEEDS

Training needs may be new training needs or retraining needs. These identified once in a year.
Department heads 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 al 3 levels:

1. Individual level
2. Department level
3. Organization level

Kinds of training provide:

1. On the job training

2. In-house Training

42
Annually Training Dept. prepares its own training calendar. It also prepares monthly training
scheduled 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

A1 Exporter Pvl. Ltd provides many labour facilities some of them are as mentioned be low

Canteen

The canteen at the company is well maintained 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 walking hour. An
ambulance van is maintained in the company to take employee to the hospital in case of accident

Maternity benefit

43
ML is payable for a maximum of 12 weeks in case of confinement and minimum of 6 weeks.

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 w^age. 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 service:

Every employee is rewarded for outstanding performance an ihe lactory. Cash prize and other
benefits are given. This implies to w^oifcmen to the grade up to the junior managers..

LEAVE ADMINISTRATION

Earned leave:

Permanent workmen who have actually worked in a particular leave year for 240 days would be
entitled for 12 days EL. For the days worked in excess of 240 days, concerned workmen would
be entitled to I EL for every 20 days actually worked.

Creche:

The factory has a special facility for the employees of the organization .The creche looks after
the children of the employees during their wrorking hours. Children between the age group of I
year to 4 year will be taken in. Every child birthday will be celebrated by cutting cake & the
child would be given a birthday gift from the company.

44
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 newer 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
45
canteen facilities. They also collect feedbacks from the employees regarding the food provided.
Hygiene, one among priorities suggestion if any given are workout.

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 behaviours which would lead to
embarrassment of the women employees, 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.

46
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:

1. Every employee shall register his attendance by Bio-Metric and his punch
2. Card -once before commencing work very day and once at the end of the day
3. Day (close of work hours).
4. This facility does not enforce on employees who have not completed 18 years of
5. age. child labour is strictly prohibited.
6. 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.
7. The starting & closing of the work period h the starting & closing of interval period shall
be notified from time to time & shall be signalled by the sound of an a siren,
8. Employees in completion of working / shift hours leave the factory premises immediately
with in 15 min from the close of shift hours.
9. If any employees is late to work whether at commencement of shift1" waiting 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.

47
Entry, exit and search:

1. All employees shall enter or leave factory premises by the gate or gates specified for
the purpose.
2. No employee shall enter the established factory premises except when on duty, without
the permission of the security or any other officer authorized by the Management in this
behalf.
3. No employee shall take with him, inside the factory, any outside person / friend/relative
without the permission of the of fleer authorized on behalf.
4. The entire employee shall be searched at the factory main gate or such other specified
entrances by the security staff on duty or by others appointed by the manager for the
purpose.
5. Any employee, who is off duty, has been granted or has resigned or is not working for
any reason, shall immediately leave the factory premises and shall not enter any pan to it
except with permission of the officer authorized in this behalf.
6. No employees shall leave factory premises during duty hours except after obtaining
written permission of the authorized officer and with a gate pass. If any employee desires
to leave the factory premises during the hours of work notified for him her, he/she shall
obtain the prior consent of and a gate pass from the manager, and in the absence of
manager, from the in charge manager or any other officer authorized in this behalf.

48
 SWOT ANALYSIS:

Strengths

1. Location
2. Less Competition
3. Support from Govt.
4. High quality produces
5. Low cost of production due to Economies of Scales in terms of Labour, Land,
6. Raw materials ,etc
7. Good Infrastructure! facilities
8. Dedicated top level management
9. Conducive working environment
10. Workers participation in management
11. Good Industrial relations
12. Government support as this is an export oriented firm and operates in semi rural area
13. Set up in a SEZ, developed by the Central government
14. Wide opportunity for textile industry
15. Updated Technology
16. Only exporting so that they can avoids the risks of local market

Weakness

1. Unattractive salary for unskilled employees

2. Inflexible working hours
3. Political interference
4. Inconvenient Transportation
5. High number of unskilled employees
6. Located a bit far from cities
7. Lack of recreational opportunities at Hassan

49
Opportunities

1. High level of expansion is possible

2. Can export to different countries
3. Can provide employment for rural class of people
4. Can diversify business as the set up cost is comparatively low at Hassan
5. Can cater domestic customers

Threats

1. Intervention of political parties in to trade unions and management unions

2. Entry of new competitors
3. Fluctuation of foreign currency rates due to global cues
4. Entry of Chinese products into market can adversely affect sales and profit margin.
5. Heavy rainfall would slowdown the progress of work
6. Situated in outskirts
7. Changes in technology
8. Growing power of Trade union

50
 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
The secondary data is being collected through Text books, records of ACRE AND INCHES
PVT. LTD., Journals from Library, Academic Reports, and Internet, used for this study.

51
Sampling: Sample Population:

There are total 115 employees working in the organization.

Sample Size:

Out of the total population, the sample taken among respondents from the quality department is
50.

Sampling Area:

The research was conducted at quality department of ACRE AND INCHES 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.

52
 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.

53
 DATA ANALYSIS AND INTERPRETATION

Table 1: showing Employee's age

Number of
Age in Years Responded Percentage
20-25 24 48%
25-30 16 32%
30-35 6 12%
40 above 4 8%

INTERPRETATION:
Since 48% of employees are of the age between 20-25. The trend clearly shows that these are the
age group who are employed the most by the
employer because these employees are young & energetic.

54
 Table 2: showing employee Monthly Income

Number of
Monthly Income Responded Percentage
26000-28000 28 56%
28000-30000 12 24%
30000-32000 10 20%
35000 above 5 10%

100
80 Percentage
60
40 Number of
20 Responded

0
26000- 28000- 30000- 35000
28000 30000 32000 above

INTERPRETATION:
Here the Graph clearly shows that the salary between 2600-2800 are high in percentage.

55
 Table 3: showing employee marital status

Number of
Marital Status Responded Percentage
Unmarried 32 64%
Married 18 36%
Widower 0 05%

INTERPRETATION:
Though young employees are on the higher side, there is sizable quantities of married employees
are also joining the industrial stream.

56
 Table 4: showing environment of employee

Work Number of
Environment Responded Percentage
Good 38 76%
Satisfactory 12 24%
Bad 0 0%

INTERPRETATION:
Majority of the employees are satisfied with the environment provided by the industries.

Table 5: showing work – overtime

57
 Number of
Work overtime Responded Percentage
Yes 15 30%
No 35 70%

INTERPRETATION:
Majority of the workers (70%) does not agree to work over time in ihe industry

58
 Table 6: showing employee average work over time

Average work Number of Percentage

over time Responded
1 hours 29 58%
2 hours 16 32%
3 hours 4 8%
more than 3
hours 1 2%

INTERPRETATION:
Majority of employees are not ready to work over time for 3 or more than 3 hours. 58% of
employees are ready to work over time for I hours

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 Table 7: showing adequately welfare facilities provided

Adequately welfare Number of Percentage

facilities provided Responded
Strongly agree 10 20%
Agree 18 36%
Disagree 22 44%

INTERPRETATION:
Majority of the employees agrees that there is no adequate welfare facilities provided in the
organization

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 Table 8: employee’s Reason to take leave

Reason to take leave Number of Percentage

Responded
Sick leave 28 56%
Lack of interest in job 2 4%
Poor working
condition 1 2%
Long working hour 6 12%
Personal Reason 13 26%

INTERPRETATION:
Majority of the employees take sick leave

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 Table 9: showing employee’s motivating factor

Motivate Factor Number of Percentage

Responded
Good Employee
Relationship 4 8%
Working Condition 6 12%
Future Prospects 1 2%
Job Responsibility 12 24%
Incentive/ wage hike 22 44%

INTERPRETATION:
Majority of the employees expect incentives based performance/ wage hike ,shows need of
financial assistance.

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 Table 10: showing employees absence on personal reason

Reason for Leave Number of Percentage

Responded
Attending Marriage and other functions 21 42%
Visiting Parents 11 22%
Domestic Problems 16 32%
Lack of co-ordination among\g
colleagues 2 4%

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% (II
Nos.)

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 Table 11: showing method of control absenteeism

Reason for Leave Number of Percentage

Responded
Change in Management
style 3 6%
Change in working
condition 4 8%
Incentive/wage hike 25 50%
Transportation facility 2 4%
Encouragement 6 12%
Individual Attention 7 14%
Develop attendance policy 3 6%

INTERPRETATION:
Majority of the employee needs financial support, better transportation facilities, good working
environment to control their irregularities.

Table 12: Disciplinary action taken by management to reduced absenteeism in

the company.

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 Options Response Percentage %
Not at all 0 0%
To some extent 4 16%
To great extent 12 48%
Highly true 9 36%
Total 25 100%

INTERPRETATION:
It can be observed from the above chart that 48% of workmen accept that disciplinary actions
taken by management have reduced absenteeism to very great extent. The company has very
strict rules policy.
Table 13: How many unpaid leaves are availed by you per annum.

Option Response Percentage%

1-2 days 4 16%
3-4 days 6 24%
5-6 days 13 52%

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 More than 6 2 8%
Total 25 100%

INTERPRETATION:
It can be observed that 52% of the workmen take 5 to 6 days of unpaid even while

24% of workmen avail 3 to 4 days leave per annum

Table 14: Are you aware of the leave rule of the company.

Option Response Percentage%

Not at all 2 8
To some extent 5 20
To great extent 7 28
Strongly aware 11 44
Total 25 100

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INTERPRETATION:
It is observed that 44%of the workmen are strongly aware of the leave rules while
8% of the workmen are not at all aware of the leave rules.

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 FINDINGS

1. Majority of the employees are satisfied with the working environment conditions.
2. Majority of the employees take leave on health grounds, poor transportation facilities and
lack of time management also constitute reasonable portion of employees leave.
3. Most of the employees apply leave for personal reasons like social activities and visiting
places these constitute major portion of their leave.
4. Majority of the employees are having good relationship with their superiors. An attempt
is made to improve the quality of production performance.
5. Good coordination compliments better working environment and share a cordial
relationship among themselves.
6. Salary and wages play pivotal role in performance of the employees.
7. Salary and wages are featuring as important criteria and considered on priority basis.

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 SUGGESTIONS

Productivity of an organization depends upon the people who work for the unit. "How to make
people work more or more better?” This is a million dollar 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 pronounce, provided management simultaneously retain high skilled
employees to attain organization effectiveness. This may help in controlling ABSENTEEISM.

In this section following suggestions may help:

1. Organization can try and increase the level of workers participation in decision making
2. Increase the number of performance related awards
3. More attention to be given for over all development of employees welfare facilities.
4. Organization can motivate individuals through proper counseling and guidance.
5. Organization may consider for arranging transport facilities.
6. 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.
7. Individual attention to employees regarding health matters may be
8. Considered on priority basis. Better communication may yield some more results.
9. Supervisors may be considered for management training.

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 CONCLUSION

The employees of Acres inches Pvt. Ltd. are taking leaves for various personal and family
reasons. They are aware of the impact of their absence on the production. Most of the employees
admit that they are trying to avoid leaves, but many a times things are beyond their control.
Some of the employees feel that the management should provide holiday trip or family get
together as recreation so that they will be relaxed after the hectic job schedule. They also add
that they are availing all the welfare facilities provided by the company. One will never forget to
say that little of empathy towards employees will definitely yield better industrial relations and
minimize Absenteeism.

The term absenteeism refers to the failure to attend to work. It is one of the major problems
faced by companies across the globe today. Unscheduled absenteeism badly hurts the progress of
an organization resulting in loss of productivity, increased costs in hiring additional staff and low
morale among the workers. It is high time that employers address this problem on a priority
basis.

The study concluded that providing positive incentives to workers in the form of those
motivational factors that nominally influence workers to be absent is better than imposing
penalties for discouraging absenteeism. The best reward for workers with lower absenteeism is
to grant additional time off for personal matters. Workers are influenced to a lesser extent by
deterrents, loss of pay and benefits and loss of promotion opportunities and discharge, imposed
for frequent absenteeism. Finally a combination of incentives (additional time off) and penalties
(loss of benefits or job) with the primary emphasis on motivational incentives is the most
effective approach to reducing absenteeism.

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 BIBLIOGRAPHY
Books:

1. Bhatacharya D.K. (2009), “ Human Resource Development”, First Edition 2009, Published
by Himalaya Publishing House.
2. Biswajeet Pattanayak (1998) , “Human Resource Management”, First Edition 1998,
published by S.Chand & Company Ltd, pp 1-6.
3. Biswajeet Pattanayak(1997), “ Human Resource Training - Study on Training need
assessment of Indian Industries”, First Edition 1998, Published by S.Chand & Company
Ltd, pp 51-62.

Magazines and Journals:

1. Anil Kumar Singh (2005), “HRD Practices and Philosophy of Management in Indian
Organizations” Vikalpa, volume 30, No2, April-June 2005, pp 71-79.
2. Singh Anil Kumar ( 2009), “HRD Practices & Organization Culture in India”, The
Indian Journal of Industrial Relations, Vol. 45, No. 2, Oct. 2009.

WEBSITES:
1. www.youarticlelibrary.com
2. www.infosys.com
3. www.acresninches.com

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