CHAPTER- I

INTRODUCTION
1.1 RESEARCH BACK GROUND Absence control can often be an important step in the process of reducing business costs. Because of competitive pressures, companies can no longer afford to carry unnecessary absence that they may have tolerated in the past. Therefore, many companies are focusing on the issue of eliminating, or at least reducing, unnecessary levels of absence. Absence affects more than just the person who is absent. The absent employees themselves and their dependants may have a reduced income as a result of absence, besides incurring possible additional medical expenses. Employers are affected by direct costs such as sick pay, overtime and staff replacement costs, plus the indirect costs associated with the effects of absence on, for example, production and quality, management time and the potential loss of customers. The co-workers of an absent employee may have to work under increased pressure, in order to meet deadlines. From an economic point of view, there is the loss of potential output, plus the increased governments spend on social security payments. For example, the cost to the State of disability benefit (i.e. a payment made to insured persons who are unfit for work due to illness) in 2002 was 385.41 million. Invalidity pension (payable instead of disability benefit if a person has been incapable of work for at least 12 months) cost the State 403.6million in 2002. But absence control is not just about cost. When absence is not addressed or addressed in an inconsistent manner, lower morale can result. Employees can feel they have been treated unfairly when they perceive other absent employees as getting away with it. Absence can also be a symptom of a more serious underlying problem, such as bullying and/or harassment, communication breakdown, stress, etc., which could, if not investigated, lead to significant costs to the organization, as well as causing long-term damage to the employee. Employees, themselves also may have personal circumstances that require them to take time off work. A recent IBEC survey2 showed that personal problems were cited as a cause of absence in a significant number of companies, for both males and females. A certain level of absence is to be expected, as employees may have to be absent from work as a result of illness. In the majority of cases, employees are acting responsibly by staying 1

at home to recover, instead of coming to work and either passing on their illness to other staff, or returning to work too early and getting a more severe illness. Employers, however, have the right to expect responsible absence behaviour when a healthy working environment is provided. Over half of the companies in the IBEC survey thought that it would be possible to reduce their absence rates. The notion of what constitutes absenteeism has changed through the years as employees statutory leave entitlements and authorised company-level leave have increased. In 19803 the Federated Union of Employers (FUE) defined absenteeism as all absence from work other than planned holidays. Nowadays, apart from sickness, employees can be absent from work for any. Research and Absenteeism occurs when an employee of a company does not come to work due to scheduled time off, illness, injury, or any other reason. The cost of absenteeism to business, usually expressed in terms of lost productivity. Absenteeism is due to lack of commitment on the part of workers. Since the degree of commitment varies with the degree of a countrys industrial growth or maturity, absenteeism is inversely related to industrial development. the worker in the process of early stages of industrialization is more prone to absenteeism prolonged and sporadic withdrawal from industrial development. Wildcat stoppages, violence, and destruction of machines and property. Absenteeism is due to the factors that influence a workers commitment. Absenteeism is related to new values and norms which are developing among the workforce as a technological development. As any business owner knows, absenteeism can be a large problem and can significantly impact overall productivity and profit. For this reason, reducing absenteeism can not only streamline your business, but it can save and earn you money. Reducing absenteeism has more to it than simply reducing illness in employees, as it is generally known that employees often take sick days for reasons beyond disease. Other factors to address when attempting reducing absenteeism include:

Employee morale Interpersonal relationships Authoritative managers Working conditions

1.2 GENERAL SCENERIO OF THE COMPANY

The Rubber Research Institute of India (RRII) established in 1955 is located on a hillock in the eastern suburb of Puthuppally, Kottayam, eight kilometres from the town. There are nine research disciplines, seven Regional Research Stations, two Hevean Breeding Substations and a Central Experimental Station attached to the RRII. The Institute is headed by the Director (Research). GENESIS OF THE RUBBER BOARD Commercial cultivation of natural rubber was introduced in India by the British, although the experimental efforts to grow rubber on a commercial scale in India were initiated as early as 1873 at the Botanical Gardens, Calcutta. The first commercial Hevea plantations in India were established at Thattekadu in 1902. The importance of rubber production in India can a strategic and security reason had been realized by the government during the Second World War period. The rubber growers in India were encouraged to produce the maximum rubber required for the use during war. After the war, there were growing demands from the growers for setting up a permanent organisation to look after the interests of the industry. Thereupon the government set up an ad-hoc committee in 1945 to study the situation and to make appropriate recommendation. On the recommendation of this ad-hoc committee, the government passed the Rubber (Production and Marketing) Act, 1947, on 18 April 1947, and the Indian Rubber Board was constituted forthwith. The Rubber Production and Marketing (Amendment) Act, 1954, amended the name of the Board as The Rubber Board FUNCTIONS The functions of the Board as defined under the Act are: 1. To promote by such measures as it thinks fit the development of the rubber industry. 2. Without prejudice to the generality of the foregoing provision the measures referred to therein may provide for: a. Undertaking, assisting or encouraging scientific, technological or economic research.

b. Training students in improved methods of planting, cultivation, manuring and spraying. c. The supply of technical advice to rubber growers d. Improving the marketing of rubber. e. The collection of statistics from owners of estates, dealers and manufacturers. f. Securing better working conditions and the provision and improvement of amenities and incentives to workers. g. Carrying out any other duties which may be vested with the Board as per rules made under this Act. RUBBER PRODUCTION DEPARTMENT The Department headed by the Rubber Production Commissioner is responsible for planning, formulation and implementation of schemes for improvement and expansion of rubber cultivation and production. Extension/advisory service, supplies of inputs, demonstration and training for small growers etc. are also undertaken by the RP Department. The important development schemes and activities undertaken through the Department are the following: 1. Rubber Plantation Development Scheme. 2. Production and distribution of improved planting materials. 3. Advisory and extension services to growers. The central office of the Department functions at the Board's central office in Kottayam. The field services are rendered through Zonal/Regional offices and Field Offices. Other establishments are nurseries, demonstration and training centers and tappers training schools. INTERNATIONAL COOPERATION India is maintaining close associations with several international organizations connected with rubber. The important organizations are: IRSG, ANRPC and IRRDB 4

1.3 COMPANY PROFILE

INTRODUCTION

The Kerala Rubber Co-operative Limited popularly known as RUBCO was founded in the year 1997 in the coastal town of Kannur in Kerala, has grown into a 180 crore conglomerate with 10 rubber based industries in various parts of Kerala, the state which provides 92% of India's total natural rubber production. RUBCO HUAT Woods Pvt. Ltd. Is the rubber wood processing and furniture manufacturing factory of RUBCO set up with financial and technical collaboration from M/s Long Huat Group Berhard SDN BHD of Malaysia, a well-known name in the field of

rubber wood industry for the last 30 years. The Rubwood panels produced by RUBCO are the best of its kind in the country. Its glue joints conform to JAS and DIN standards and can be used for a variety of wooden applications. The acceptance of ecowood furniture by the international market reaffirms the Quality of Ecowood.

Colour Structure Figure

cream to pale straw color very uniform wood structure Cross section shows vague concentric markings which resemble growth rings. The markings combined with the large vessels visible to the eye give the timber an attractive appearance. density comparable to oak and teak fairly good binding strength low shrinkage, comparable to teak similar to that of hardwood

Weight Strength Shrinkage Chemical composition

RUBCO HUAT WOODS PVT LTD It was established in 1997 was registered under the Indian companies act1956 and its joint venture concerned with technical and financial collaboration with long Huat group berhad of malayisia. It was set up in the year2000 with a plant capacity of 4000 metric tones per yer and it started commercial production only on January 2001. Rubco huat woods pvt ltd situated at kinfra small industries park, chonadam near thalassery, kannur district, kerala. Rubco huat woods pvt ltd is a world leader in rubber wood furniture.this division manufactures a wide range of elegant furniture and quality edge glued panels using the ecofriendly rubber wood. Rubber wood popularly treated and processed in emerging as the ideal substitute to rain forest wood ;

As it offers same strength, durability and finish sa the latter and also helps preserve the environment. the products are being exported to UK, USA , Japan and many other countries across the globe.

Rubco along with the subsidiaries have revolutionized the functioning of co- operative sector in the state of Kerala. From a single unit company rubco has grown in to Rs.280 crore conglomerates with well diversified operations and market presence extend beyond the boundaries of kerala and also it is the largest exporter of natural rubber in the country today. PRODUCT

The various subsidiaries formed by rubco include rubco huat woods pvt ltd, rubco sales international ltd and rubco sreekandapuram latex pvt ltd.

DIRECT UNITS

ASSOCIATED COMPANIES

Hawai chappal Manufacturing factory Cycle tyre manufacturing factory

RUBCO HUAT WOODS PVT LTD (Rbber wood furniture division) RUBCO sales international ltd (marketing division of rubco ltd and casual shoe factory) RUBCO sreekandapuram latex pvt ltd (crump rubber andlatex)

Rubberized coir mattress manufacturing COMPANY OBJECTIVES

To promote, establish, maintain and manage the business retailing to manufacture, purchase and sale of tires for light and heavy commercial vehicles and tires for two or three wheelers To promote, establish, maintain and manage the business retailing to manufacture, purchase and sale of any type of product or products base on natural or processed rubber or rubber wood To promote, establish, maintain and manage the business retailing to manufacture, purchase and sale of any type of machinery, tools , devices, fertilizers, chemicals etc required for cultivation, growing maintenance, yielding etc of rubber. To engage in trading business of natural rubber of different forms and grades COMPANY MILESTONE 9th june, 1997 Registered RUBCO and commenced operations in October 1997 15th October,1997 Commenced procurement of rubber 17th February, 1998 Commenced procurement of rubber from farmers through depots

 28th may, 1998 Foundation stone laid for foot wear manufacturing factory and rubber manufacturing unit at koothuparamba,valiyavelicham industrial centre. June-December, 1998 Exported rubber to Singapore & Nepal. July 1998 RUBCO takes over the reins of sreekandapuram latex (pvt) ltd. 11th February, 1999 Entered into an important agreement on technological collaboration for the manufacture of ultra light weight footwear with Hi-Tech setters Malaysia. 2nd march, 1999 Foundation stone laid for P.L.C Factory in sreekandapuram. 26th may, 1999 Inauguration of footwear manufacturing unit and foundation stone laid for cycle tyre manufacturing unit 15th June, 1999 Floated rubco sales international ltd. To professionally market the products of RUBCO 23rd June, 1999 Signed a significant technical collaboration agreement with long huat behead of Malaysia for the processing of rubber wood and furniture out of that 13th August, 1999 RUBCO foot wear hit the market

19th October, 1999 Foundation stone laid for the rubber wood processing and furniture manufacturing unit 30th October, 1999 Entered into an agreement with M/s tong teik (P) Ltd of Singapore to export 15000, metric tones of rubber first time from India.

 8th March , 2000 Entered in to a technical collaboration with pancarwarna Management consulting service, Malaysia for manufacture of casual shoes. 6th May, 2000 Foundation stone laid for Casual shoe project 1st January, 2001 Rubco Huat wood furniture factory commenced commercial production 16th June, 2001 Incorporation of rubco tyres India Pvt Ltd 20th April, 2002 Started activities of coconut complex for the production of virgin coconut complex for the production of virgin coconut oil and ancillary products 6th December, 2002 Started RUBCO RUFAS Scheme (collection of natural Rubber latex from farmers) 20th December, 2002: Expression of interest submitted to the government of Kerala for

setting up a unit for the production of rubber components for automobiles and railway with a capital outlay of 20 million USD 23rd January, 2003 Signed MOU with coconut pacific Pty. Ltd. Of Australia for the production of virgin coconut oil

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ORGANIZATION CHART

BOARD OF DIRECTORS MANAGIN DIRECTOR GENERAL MANAGER

PURCHASE OFFICERS

ADMIN CUM PERSONAL OFFICER

CHIEF PRODUCTION MANAGER

ACCOUNTS OFFICER

MANAGEMENT REPRESENTATIVE

STORE KEEPER

TIME OFFICER

ACCOUNTS ASSISTANT

SELECTION INCHARGE QC

SELECTION INCHARGE FURNITURE

SELECTION INCHARGE EGP

SELECTION INCHARGE SAWMILL

MAINTAINM ANAGER

SALES& SHIPPING OFFICER

SUPERVISORS

SUPERVISORS

SUPERVISORS

WORKERS

WORKERS

WORKERS

ASSISTANT SALES AND SHIPPING OFFICER

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1.4 THEORITICAL BACKGROUND

ABSENTEEISM Absenteeism is the title given to a condition exists when a person fails to come to work when properly scheduled to work. GIBSON, 1966 JOHN 1978 Absenteeism refers to non attendance of employee for scheduled work Absenteeism is related as failure of employees to report for work when they are scheduled to work. Employees who are away from work on recognized holidays , vacations, approved leaves of absence allowed for under the collective agreement provisions would not be include According to factories act, Absence is the failure of a worker to report for work where he is scheduled to work. A worker is to be considered a scheduled to work when the employer has work available for him and the workers is aware it. Identifying the magnitude of absenteeism, both authorized and unauthorized absence is taken into consideration and absenteeism is expressed as follows

Number of mandays lost due to absence Absenteeism = Number of mandays schedule to work 100

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CAUSES OF ABSENTEEISM Serious accidents and illness Low morale Poor working condition Boredom on the job Lack of job satisfaction Inadequate leadership and poor supervision Personal problem (financial, martial, substance, child care etc) Poor physical fitness Transportation problem The existence of income protection plans Stress Work load Employee discontent with a collective bargaining process and its FACTORS RESPONSIBLE FOR ABSENTEEISM PERSONAL FACTOR Community work Sickness Trade union/political activities Family emergencies Poor work condition Low aspiration Part time business 13 ORGANIZATIONAL FACTOR Multi union set up Poor machinery condition ENVIRONMENTAL FACTOR Family function Climate condition

Union supporting absent works Transportation problem High work assignment Lack of incentive Lack of welfare facilities Lock of work culture Hearing problem

FORMS OF ABSENTEEISM ABSENTEEISM

NON-CULPABLE (INNOCENT) ABSENTEEISM

CULPABLE 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. To be culpable is to be blameworthy. In a labour relations context this means that progressive discipline can be applied. For the large majority of employees, absenteeism is legitimate, innocent absenteeism which occurs infrequently.. Many organizations take the view that through the process of individual absentee counseling and treatment, the majority of employees will overcome their problems and return to an acceptable level of regular attendance. Reducing Absenteeism of Employees As any business owner knows, absenteeism can be a large problem and can significantly impact overall productivity and profit. For this reason, reducing absenteeism can not only streamline your business, but it can save and earn you money. Reducing absenteeism has more to it than simply reducing illness in employees, as it is generally known that

14

employees often take sick days for reasons beyond disease. Other factors to address when attempting reducing absenteeism include:

Employee morale Interpersonal relationships Authoritative managers Working conditions

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1.5 PROBLEM IDENTIFICATION

In Rubco Huat woods Pvt ltd, employees are absent in frequently so that highly affected employee turnover and productivity of an organization In that organization there is lack of salary providing and welfare activities so it has to improved better. The lack of transportation facilities absenteeism The organization dont have the proper control to reduce the absenteeism during working hours in the organization is the reason for

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1.6 NEED FOR THE STUDY

The study helps the management to know whether the employees absenteeism To measure different methods absenteeism of the employees To reduce absenteeism and many reason are finding To study the disciplinary action followed by the organization

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1.7 OBJECTIVES OF THE STUDY

To study on employee absenteeism at Rubco Huat Woods Pvt. Ltd. To analyze the reason for absenteeism at Rubco Huat Woods Pvt. Ltd. To find out employees opinion for reducing absenteeism To measure the absenteeism and suggest the ways to reduce in Rubco Huat Woods Pvt. Ltd.

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1.8 SCOPE OF THE STUDY

This Project will be helpful for the management to identify the employee absenteeism in the organization This study gives feedback of total employees opinion to reduce absenteeism in the organization and gives suggestive measures to improve it further. This project can be the base for students who are doing the project in related areas.

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1.8 CHAPTERIZATION
CHAPTER 1 This chapter deals with the research background followed by the general scenario of Company, company profile, theoretical background, problem identification, need of the study, objectives of the study, and scope of the study. CAHPTER 2 This chapter deals with the review of literature, which contains the articles and journals related to Employee-Employer relations. CHAPTER- 3 This chapter deals with research methodology containing research type, research design, sampling type and explanation about the statistical tool used for analyzing the data. CHAPTER- 4 This chapter deals with the data analysis and interpretation using various tools such as percentage method, ranking method, Correlation and Chi-Square. CHAPETR-5 This chapter reveals the findings of the study, suggestion and recommendation to the organization and followed by the conclusion of the study.

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CHAPTER- 2
2.1 REVIEW OF LITERATURE
According to FRANCES DAVIES Abstract Absenteeism can have an enormous effect on the productivity of an organization. The loss of productivity due to short/ long term illness, disability is therefore proving to be major headache for companies Employee absenteeism as an affective event Joseph J martocchio and Diana I Abstract We consider theoretical and empirical developments in personality, affect and absenteeism research specifically; we investigate the relationship between these three constructs and purpose theoretical perspective about the importance of affect in mediating the effect that personality has on absenteeism. One of our main goals is to look at both positive and negative consequence of absenteeism. Employee absenteeism: A review of the literature Author: Gibson 1966 Absence behavior is discussed in terms of theories on absence such as the notion of the informal contract, perceived inequity, and withdrawal from stressful work situation, dynamic conflict, social exchange, withdrawal non attendance Abstract The purpose of this paper is to review the literature on employee absenteeism as a form of withdrawal behavior apart from turnover. Studies examining the psychometric properties of absence measures are reviewed, along with the relationship between absenteeism and personal, attitudinal, and organizational variables. Studies exploring the relationship between absenteeism and turnover are examined according to the unit of analysis studied in the research. Programmatic efforts to reduce employee absenteeism are also reviewed. 21

Throughout the paper emphasis is placed on the indices used by investigators to measure absenteeism, and the problems that have arisen in the literature through the use of multiple indicators of absenteeism. The review concludes with suggestions for research that are of both theoretical and practical concern. Absenteeism and voluntary turn over in central florida hotels : a pilot study ABRAHAM PIZAM AND STEVEN W. THORNBUSY A pilot study conducted among 62 hotels human resource management (HRM) in central Florida was undertaken for the purpose of investigating the magnitude and underlining causes of absenteeism and voluntary turn over. The result indicated that a large proportion of the human resource management would not, or could not compute the magnitude of their properties. In the opinions of them human resource managements the factors that affect employee absenteeism were mostly work related rather than demographic. On the other hand the factors that affect employee voluntary turn over according to the surveys respondents were a combination of work related and personal characteristics ABSENTEEISM Perceived Consequences of Absenteeism

Lillie Guinell Morgan and Jeanne Brett Herman

The study: The authors conducted a detailed statistical study to determine which would be the best approach to reducing absenteeism in the work place; "the carrot or the stick." They evaluated factors which they perceived motivated workers to be absent from work and factors they felt were deterrents to absenteeism. Conducting the study: Information was collected from sixty blue-collar workers in an automobile-parts foundry. Workers were asked to rate the importance of motivational and deterrent factors that influenced their decisions to be absent or not. Factors that were tested (proposed by the authors) as possibly motivating worker absenteeism included: break from routine, family activities, personal illness, break from supervisor, family illness, time with friends, family functions, personal business, break from co-workers, transportation, leisure time, house maintenance. Most of the factors were 22

found to be, to varying degrees, significant in motivating absenteeism except break from supervisor, and time with friends. The factors that were tested as deterrents to absenteeism included: loss of wages, disciplinary talk, loss of co-workers, work harder, heavier work load, disciplinary time off, loss of promotion opportunities, loss of job, disciplinary probation, loss of production, and loss of benefits. The most significant of these deterrent factors were found to be: disciplinary talk, loss of promotional opportunities, and loss of benefits.

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2.2 RESEARCH GAP

The research gap describes the gap that the researcher purpose to fill in the existing research literature. This then creates an opportunity for the researcher to make a contribution toward research in the area. The project throws light on absence attitude The project titled as employee absenteeism in Rubco Huat Woods Pvt Ltd The Rubco Huat Woods Pvt Ltd to know about what are the reasons for the high rates of absenteeism and increasing number of man days lost in the organization.

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CHAPTER -3
RESEARCH METHODOLOGY
Research methodology is way to systematically solve the research problem. It is a plan of action for a research project and explains in detail how data are collected and analyzed. Research Methodology may be understood as a science of studying how research is done scientifically. It can cover a wide range of studies from simple description and investigation to the construction of sophisticated experiment. A clear objective provides the basis of design of the project. Since the main objective of this study is to identify the customers preference, expectation and perception. It was decided to use descriptive research design include, surveys and fact-findings enquires of different kinds, which found out to be the most suitable design in order to carry out the project. 3.1 MEANING OF RESEARCH Research is an art of scientific investigation. The advanced learners dictionaries of current English lay are down the meaning of research as, a careful investigation (or) inquiry especially through search for new facts in any branch of knowledge. Redmen and Mary define research as a systematic effort to gain knowledge.

3.2 RESEARCH DESIGN A Research design is a plan that specifies the objectives of the study, method to be adopted in the collection of the data, tools in analysis of data and helpful to frame hypothesis. A research design is the arrangement of condition for collection and analysis of data in a manner that aims to combine relevance to research purpose with economy in procedure. 3.3 TYPE OF RESEARCH For this study descriptive research is adopted. It comprises of surveys and fact findings of enquiries of different types. The main objective of this study is to describe the state of affairs as it prevails at the time of study.

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3.4 NATURE AND SOURCE OF DATA Primary data The data which are collected afresh for the first time and thus happen to be original in character is called primary data. The primary data was collected from the employees of RUBCO HUAT PVT LTD divides through a direct structured questionnaire. Respondent has filled the questionnaire.

Secondary data The data which have already been collected and analyzed by someone else is called secondary data. The secondary data was used mainly to support primary data. Company profiles, websites, magazines, articles were used widely.

3.5 SAMPLING SIZE AND TECHNIQUE Population The first step in developing any sample is clearly defining the set of objectives, technically called the universe, to be studied. Here the universe is the employees of RUBCO HUAT WOOD PVT LTD 180 Sample design The technique in which each and every item of the population has equal independent chance of being included in the sample it is called simple random sampling without replacement method. This method is also known as the method of chance selection. Sample size It refers to the number if items to be selected from the universe to constitute a sample. Here 50 employees of RUBCO HUAT WOOD PVT LTD in Kannur were selected as sample size.

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3.7 TOOLS FOR ANALYSIS:

To arrange and interpret the collected data the following statistical were used Percentage method Weighted average method Chi-square test

3.7.1 PERCENTAGE METHOD:

In this project Percentage method test was used. The percentage method is used to know the accurate percentages of the data we took, it is easy to graph out through the percentages. The following are the formula: No. of respondent Percentage of Respondent= Total no. of Respondent From the above formula, we can get percentages of the data given by the respondents. 100

3.7 .2.WEIGHTED AVERAGE METHOD Weighted average method is used to find the ranks that are given by the respondents with regard to the different issues made by the time office. The formulae that is used to calculate rank using weighted average method is : CW= WX/X Where, CW = Calculated Weight W = Weight given to the variable X = Value of the variable 27

3.7.3 CHI-SQUARE TEST: The chi-square is one of the most widely used non-parametric tests in statistical work. The Chi-Square was first used by Karl Pearson in the year 1900. It is defined as X2= [O-E] 2/E

Chi-square test is applicable to a very large number of problems in practice. With the help of this test we can find out whether two or more attributes are associated or not. This is non-parametric test used for testing hypothesis. Chi-Square test aims at determining whether there is any significant difference exits among the group of data of whether the difference is due to sampling. Chi-Square test depends upon the degree of freedom involved.

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3.7 LIMITATION OF THE STUDY

Since the time duration is short it was not enough to conduct elaborate study. The statistical tools used for the study have their own limitations. The responses given by the selected respondents may be subjected to bias. Evaluation was conducted on the employees reaction only through questionnaires, other experimental tests of evaluation was not prepared. Time and resource constraints.

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CHAPTER -4
DATA ANALYSIS AND INTREPRETATION
Data Analysis and Interpretation is one of the most important part in all project study. After a very brief description the background of the company in which the research was carried out and the sample, we will discuss the analysis done to obtain a feel for the data, establish reliability and test each hypothesis. In Data Analysis we have nearly three objectives: getting a feel for data, testing the goodness of data, and testing the hypothesis is developed for the research. Interpretation refers to the task of drawing inferences from the collected facts after an analytical and experimental study. In fact, it is a search for broader meaning of research findings. The task of interpretation has two major aspects: (1) The effort to establish continuity in research through linking the results of a given study with those of another, and (2) The establishment of some explanatory concepts. Interpretation is essential for the simple reason that the usefulness and utility of research findings lie in proper interpretation. In this study, data analysis is mainly done using three important statistical tools like percentage method, weighted average method, chi-square and for testing the reliability and accuracy of the collected data. Each and every analysis of data is interpreted by drawing an inference for clear and easy understanding to the readers

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TABLE NO: 4.1 AGE OF THE RESPONDENTS

S.NO: 1 2 3 4 5 6

AGE BELOW 25 25-30 30-35 35-40 40 ABOVE TOTAL

NO:OF RESPONDENTS 11 16 9 10 4 50 CHART NO: 4.1

PERCENTAGE 22 32 18 20 8 100

AGE OF THE RESPONDENT

35 30 25 20 15 10 5 0 BELOW 25 25-30 30-35 35-40 40 ABOVE 8% 22% 18% 20% PERCENTAGE 32%

INFERENCE: From the above table it is inferred that 25-30 age respondents are 32%, below 25 age respondents are 22%, 35-40 years respondents are 20%

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TABLE NO: 4.2 DESIGNATION OF RESPONDENT NO: OF S.NO DESIGNATION 1 2 3 4 5 SUPERVISOR FOREMAN CARPENTER WORKER TOTAL RESPONDENTS 5 10 15 20 50 PERCENTAGE 10 20 30 40 100

INFERENCE: From the above table inferred that 40% of the respondents are worker, 30% of the respondents are carpenter, 20% of the respondents are foreman and 10% of the respondents are supervisor

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TABLE NO: 4.3 INCOME LEVEL OF THE RESPONDENTS NO: OF S.NO: 1 2 3 4 5 6 MONTHLY INCOME 4000-7000 7000-10000 10000-13000 13000-16000 16000&Above TOTAL RESPONDENTS 18 23 4 4 1 50 PERCENTAGE 36 46 8 8 2 100

CHART NO: 4.3 INCOME LEVEL OF THE RESPONDENTS

60 40 20 0 36%

46%

8%

8% 2% PERCENTAGE

INFERENCE: From the above table it is inferred that the 46% of the respondents income level ranges from 7000-10000, 36% of the respondents income ranges from 4000-7000, 8% of the respondents income ranges from 10000-15000 and13000-16000, 2% respondents income ranges from 16000&above and 2% res income renpondents ranges from Above 16000.

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TABLE NO: 4.4 EDUCATION QUALIFICATION OF THE RESPONDENTS EDUCATIONAL QUALIFICATION BELOW SSLC SSLC DIPLOMA/ PLUS TWO UG PG TOTAL NO OF RESPONDENTS 11 21 9 5 4 50 PERCENTAGE 22 42 18 10 8 100

INFERENCE: From the above table inferred that the 42% of the respondents in rubco huat wood organization are SSLC Qualification, and 22% of the respondents of below SSLC

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TABLE NO: 4.5 WORK EXPERIENCE OF EMPLOYEES NO: OF S.NO: 1 2 3 4 5 WORK EXPERIENCE 1-3 YEARS 4-6 YEARS 7-9 YEARS ABOVE 12 YEARS TOTAL RESPONDENTS 12 15 16 7 50 PERCENTAGE 24 30 32 14 100

INFERENCE: From the above table 4.5 infers that 32% of the employees in their having is 7-9years experience, 30% of the respondents having 4-6 years, 24% of the respondents having 1-3 years and 14% of the employees having above 12 years experience.

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TABLE NO: 4.6 MARITAL STATUS OF THE EMPLOYEE NO: OF S.NO: 1 2 3 MARITAL STATUS MARRIED UNMARRIED TOTAL RESPONDENTS 19 31 50 PERCENTAGE 38 62 100

INFERENCE: From the above table 4.6 infers that 62% of the respondents are unmarried and 38% of the respondents are married.

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TABLE NO: 4.7 GENDER OF THE RESPONDENTS NO: OF S.NO: 1 2 3 GENDER MALE FEMALE TOTAL RESPONDENTS 50 0 50 PERCENTAGE 100 0 100

INFERENCE: From the above table inferred that 100% of the respondents are male.

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TABLE NO: 4.8 NUMBER OF DAYS ABSENT IN PAST MONTH

S.NO:

OPTIONS

NO: OF RESPONDENTS 18 21 5 2 4 50

PERCENTA GE 36 42 10 4 8 100

1 2 3 4 5 6

1-5 DAYS 6-10 DAYS 11-15 DAYS 16&ABOVE NONE TOTAL

CHART NO: 4.8

NUMBER OF DAYS
50 40 30 20 10 0 36% 42%

10% 4% 8% PERCENTAGE

INFERENCE: From the above table inferred that 42% of respondents were absent in 6-10 days of last month , 36% of respondents were absent in 1-5 days ,10% of respondents were absent in 4-6 days, and 8% of respondents were not absent in last month

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TABLE NO: 4.9 OPINION REGARDING MAIN REASONS FOR ABSENT NO: OF S.NO: 1 2 3 4 5 6 OPTIONS FINANCIAL PROBLEM HEALTH PROBLEM EMPLOYEE CONFLICT WORKING CONDITION SOCIAL ENVIRONMENT TOTAL RESPONDENTS 22 13 2 9 4 50 PERCENTAGE 44 26 4 18 8 100

CHART NO: 4.9

REASON FOR ABSENTS

8% FINANCIAL PROBLEM 44% 4% HEALTH PROBLEM EMPLOYEE CONFLICT WORKING CONDITION SOCIAL ENVIRONMENT 26%

18%

INFERENCE: From the above table it is inferred that 44% of the respondents are in absent for financial problem so that it is very affected in the organization, 26% of the respondents health problem and 18% of the respondents working condition and very few employees taking leave reason for employee conflict

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TABLE NO: 4.10 AFFECTED INFECTION DISEASES

NO: OF S.NO: OPTION RESPONDENTS PERCENTAGE

YES

29

58

NO

21

42

TOTAL

50

100

INFERENCE:

From the above table it is inferred that 58% of employees affected infection diseases and 42% of employees not affected infection diseases

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TABLE NO: 4.10 DUE TO ABSENT IN TRANSPORT PROBLEM IN MONTH NO: S.NO: 1 2 3 4 5 6 OPTIONS WEEKLY MONTHLY MONTHLY TWICE MONTHLY THRICE NONE TOTAL OF PERCENTAGE 0 50 8 0 42 100

RESPONDENTS 0 25 4 0 21 50

CHART NO:4.2.

TRANSPORTATION PROBLEM
50% 50 40 30 20 10 0 0% 8% 0% PERCENTAGE 42%

INFERENCE: From the above table it is inferred that 50% of the employees due to absent for transport problem in monthly, 8% of the employees due to transport problem in monthly twice and 42% of the employees cannot be due to transport problem in a month.

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TABLE NO: 4.11 DISTANCE FROM RESIDENCE KILOMETERS NO: OF S.NO: 1 2 3 4 5 6 OPTIONS BELOW 2 KM 2-5 KM 5-7 KM 7-10 KM 10& ABOVE TOTAL RESPONDENTS 1 4 6 25 14 50 PERCENTAGE 2 8 12 50 28 100

INFERENCE: From the above table it is inferred that half of the respondents distance 7-10 kilometer, 28% of the respondents 10& above kilometer of the organization

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TABLE NO: 4.12 OPTION SHOWING THESATISFICATION LEVEL OF MANAGEMENT POLICY

MANGEMENT S.NO: 1 2 3 4 OPTIONS HIGHLY SATISFIED SATISFIED NEUTRAL DIS SATISFIED HIGHLY 5 6 DISSATISFIED TOTAL 0 50 0 100 POLICY 7 19 20 4 PERCENTAGE 14 38 40 8

INFERENCE: The above table 4.14 infers that 40% of the employees were Neutral in an organization due to 38% of the employees were Satisfied

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TABLE NO: 4.14 SATISFICATION LEVEL OF SALARY S.NO: 1 2 3 4 5 6 HIGHLY DISSATISFIED TOTAL 9 50 18 100 OPTIONS HIGHLY SATISFIED SATISFIED NEUTRAL DIS SATISFIED SALARY 6 4 13 18 PERCENTAGE 12 8 26 36

CHART NO: 4.2.7

SALARY
40 30 20 10 0 36% 26% 12% 8% 18%

PERCENTAGE

INFERENCE: From the above table inferred that 36% of the employees said they are dissatisfied of the salary, 26% of the employees said neutral, 18% of the employees said highly dissatisfied and 12% of the employees are said highly satisfied and 8% of the employees satisfied of providing salary. 44

TABLE NO: 4.15 THE SATISFICATION LEVEL OF WORKING HOUR WORKING S.NO: 1 2 3 4 OPTIONS HIGHLY SATISFIED SATISFIED NEUTRAL DIS SATISFIED HIGHLY 5 6 DISSATISFIED TOTAL 5 50 10 100 HOURS 16 7 13 9 PERCENTAGE 32 14 26 18

INFERENCE: From the above table inferred that 32% of the employees said they are highly Satisfied, 26% of the employees said neutral, 18% of the employees said dis satisfied and 14% of the employees are said satisfied and 10% of the employees highly dis satisfied the working condition of the organization.

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TABLE NO: 4.16 OPINION SHOWING THESATISFICATION LEVEL OF BREAKE TIME

S.NO: 1 2 3 4

OPTIONS HIGHLY SATISFIED SATISFIED NEUTRAL DIS SATISFIED HIGHLY

BREAKE TIME 4 13 18 9

PERCENTAGE 8 26 36 18

5 6

DISSATISFIED TOTAL

6 50

12 100

INFERENCE: From the above table inferred that 36% of the employees said they are Neutral, 26% of the employees said Satisfied, 18% of the employees said dis satisfied and 12% of the employees are said highly dissatisfied and 8% of the employees highly satisfied providing leave facilities of the organization

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TABLE NO: 4.17 THE SATISFICATION LEVEL OF LEAVE FACILITIES LEAVE S.NO: 1 2 3 4 5 6 OPTIONS HIGHLY SATISFIED SATISFIED NEUTRAL DIS SATISFIED HIGHLY DISSATISFIED TOTAL FACILITIES 12 16 18 4 0 50 PERCENTAGE 24 32 36 8 0 100

CHART NO: 4.18

LEAVE FACILITIES
40 35 30 25 20 15 10 5 0 32% 24% 8% 0% PERCENTAGE 36%

INFERENCE: From the above table inferred that 36% of the employees said they are neutral, 32% of the employees said satisfied, 24% of the employees said highly satisfied and 12% of the employees are said satisfied and 8% of the employees highly dissatisfied the leave facilities of the organization.

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TABLE NO: 4.18 OPINION SHOWING SATISFICATION LEVEL OF WORKING ENVIRONMENT

WORK S.NO: 1 2 3 4 OPTIONS HIGHLY SATISFIED SATISFIED NEUTRAL DIS SATISFIED HIGHLY 5 6 DISSATISFIED TOTAL 0 50 0 100 ENVIRONMENT 34 12 4 0 PERCENTAGE 68 24 8 0

INFERENCE: From the above table inferred that majority of the employee highly satisfied the work environment in the organization

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TABLE NO: 4.19 OPINION SHOWING DUE TO INSUFFICIENT REST PAUSE

NO: OF S.NO: 1 2 3 4 5 6 OPTIONS ALWAYS OFTEN SOMETIMES RARELY NEVER TOTAL RESPONDENTS 2 9 22 7 10 50 PERCENTAGE 4 18 44 14 20 100

CHART NO: 4.19

INSUFFICIENT REST PAUSE

60 40 20 0 ALWAYS OFTEN SOMETIMES 4% 18% 14% 20% 44%

RARELY

NEVER

PERCENTAGE

INFERENCE: From the above table it is inferred that 44% of the employee Sometimes due to insufficient rest pause reason for absent, 20% of the employees said never insufficient rest pause in the organization.

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TABLE NO: 4.20 DISSATISFICATION OF DOING SAME WORK

NO: OF S.NO: 1 2 3 4 5 6 OPTIONS STROGLY AGREE AGREE NEUTRAL DIS AGREE STROGLY DISAGREE TOTAL RESPONDENTS 1 4 7 9 29 50 PERCENTAGE 2 8 14 18 58 100

CHART NO :4.20

DISSATISFICATION OF SAME WORK

45 40 35 30 25 20 15 10 5 0 42% 26% 18% 12% 2% PERCENTAGE

INFERENCE: From the above table it is inferred that 58% of employees strongly disagree the

dissatisfaction by doing same work ,26% of the employees disagree the same doing work, most of the employees like same doing the work.

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TABLE NO: 4.21 PROCEDURE IN ORGANIZATION FOR TAKING LEAVE

NO: OF S.NO: 1 2 3 4 5 OPTIONS BEFORE LEAVE AFTER LEAVE PRIOR PERMISSION DID NOT CARE LEAVE TOTAL RESPONDENTS 21 18 11 0 50 PERCENTAGE 42 36 22 0 100

INFERENCE: From the above table inferred that 42% of the employees taking leave before application , 36% of the employees leave taking leave after application , 22% of the employees can prior permission from the superior and no one in did not care the leave application in the organization.

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TABLE NO: 4.22 OPINION SHOWING MORE COMFORTABLE SHIFTS

NO: OF S.NO: OPTIONS RESPONDENTS PERCENTAGE

MORNING SHIFT

23

46

AFTER NOON SHIFT

18

36

NIGHT SHIFT

18

TOTAL

50

100

CHART NO: 4.2.10

COMFORTABLE SHIFTS
NIGHT SHIFT 18% MORNING SHIFT 46%

AFTER NOON SHIFT 36%

INFERENCE: From the above table it is inferred that 46% of the employees are comfortable for morning shifts,36% of employee are comfortable afternoon shifts and very few employees are comfortable night shift. 52

TABLE NO: 4.23 OPINION SHOWING RELATIONSHIP WITH CO-WORKERS

NO: OF S.NO: 1 2 3 4 5 6 OPTIONS FRIENDLY SMOOTHLY FRIENDLY&SMOOTHLY STRANGE NONE TOTAL RESPONDENTS 13 7 30 0 0 50 PERCENTAGE 26 14 60 0 0 100

INFERENCE: From the above table it is inferred that 60% majority of the employees are friendly and smoothly relationship with co-workers and no one strange and no relationship with our coworkers so that a good relationship the co workers in the organization

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TABLE NO: 4.24 OPINION SHOWING THE RELATIONSHIP WITH SUPERIOR NO: OF S.NO: 1 2 3 4 5 6 OPTIONS VERY STRICT STRICT CASUAL STRICT & CASUAL LOOSE REIN TOTAL RESPONDENTS 11 9 17 13 0 50 PERCENTAGE 22 18 34 26 0 100

INFERENCE: From the above table it is inferred that 34% of the employees said casual relationship with our superior and 18% of the employees are strict& casual relationship with superior in the organization.

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TABLE NO: 4.25 ANALYZING USING WEIGHTED AVERAGE METHOD ANALYZING THE DIFFERENT FACTORS TO IDENTIFY THE ABSENTS OF THE ORGANIZATION Factors Marriage Festival Death Tour program Stress NONE <5 5-10 days 10-15 days 15-20 days TOTAL 10 18 9 3 0 50 19 21 7 0 3 50 9 25 6 5 5 50 16 14 9 4 7 50 24 22 4 0 0 50 13 24 9 4 0 50 6 18 19 7 0 50 Job Lack of Transportation

incentives

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TABLE NO: 4.26 CALCULATION USING WEIGHTED AVERAGE METHOD

Tour Rank Weight Marriage Festival Death Program

Job Stress

Lack Of Incentives

Transporta tion

X1 N NONE <5 5-10 days 10-15 days 15-20 days TOTAL

W 5

X1 10

WX1 X2 50 19

WX2 X3 95 9

WX3 X4 45 16

WX4 X5 80 24

WX5 X6 120 13

WX6 X7

WX7

65 96

6 18

30 72

4 3

18 9

164 12

21 7

12 15

25 6

100 18

14 9

56 27

22 4

88 12

24

9 2 3 10 0 0 5 10 4 8 0 0 4 1 0 1 3 0 5 5 7 7 0 0 0 50 187 50 122 50 178 50 150 50 220 50

27

19

57

14

196

50

173

AVERAGE 3.74 RANK 3 7 4 6 1 2 5 2.44 3.56 3 4.4 3.92 3.46

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OPINION OF RESPONDENT Job stress Lack of incentives Marriage Death Transportation Tour program Festival

RANK 1 2 3 4 5 6 7

INFERENCE: From the above table infers that more weightage was given to the Job stress for absenteeism, second rank was given to the lack of incentives, third rank was given to the marriage function, fourth rank was given to the employee related to death. Fivth rank was given to transportation, sixth rank was given to tour program and last rank was given to festival program. The organization reducing the job stress of the employees.

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CHI SQUARE ANALYSIS 2 Ho: There is no significant difference in disciplinary action Ha: There is significant difference in disciplinary action LEVEL OF SIGNIFICANC A level of 0.01 was choosen for the test THE TEST Chi square test used appropriate for this analysis as the data is nominally scaled and the test is done for the dependence/ independence of variable. The value of the chi square is computed with the formula: Chi square = (O ij Eij)2 /Eij) Where Oij = observed frequency Eij = Expected frequency

TABLE NO: 4.27 ANALYSIS OF OPINION OF RESPONDENT REGARDING DISCIPLINARY ACTION NO:OF S.NO: 1 2 3 4 5 6 OPTIONS ORAL WARNING WRITTEN WARNING MEMO SUSPENSION DEMOTION TOTAL RESONDENTS 7 34 2 2 5 50

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TABLE NO :4.28 CHI SQUARE TABLE S.NO: 1 2 3 4 5 TOTAL O 7 34 2 2 5 50 E 10 10 10 10 10 (O-E) -3 24 -8 -8 -5 [(O-E)*(O-E)]/E 0.9 57.6 6.4 6.4 2.5 73.8

Chi square = (O ij Eij)2 /Eij) = 73.8 The degree of freedom is 5 The table value as per the above df and the level of significant is 13.277 The chi- square value is 73.8 Result: As the computed value is greater than the table value the null hypothesis is rejected. INFERENCE: The calculated value is greater than tabulated value so that the null hypothesis is rejected; there is a significance difference between in disciplinary action

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TABLE NO: 4.29 ANALYSING USING WEIGHTED AVERAGE METHOD

RANK ADOPT THE STRATEGY FOR ABSENTEEISM NO OF RESPONDENTS FOR THE FOLLOWING RANK 1 2 3 4 5 6 7 20 21 7 3 1 1 2 50 15 18 9 4 1 3 4 50 6 3 2 3 11 7 6 50 3 2 4 9 4 4 12 50 2 3 8 3 10 2 11 50 2 2 9 10 13 5 8 50 2 1 11 18 10 28 7 50

S.NO: FACTORS GOOD WORKING 1 CONDITION 2 INCREASE WAGES 3 REST PAUSE 4 LEAVE FACILITIES 5 CRITICAL LEAVES 6 SUPERIOR 7 REWARD 8 TOTAL

TABLE NO: 4.30 CALCULATION OF WEIGHTED AVERAGE METHOD

RANK

WEIGHT

GOOD WORKING C0NDITION

INCREASE WAGES

REST PAUSE

LEAVE FACILITIES

CRITICAL LEAVES

SUPERIOR APPROCH

REWARD

X1 1 2 3 4 5 6 7
TOTAL AVERAGE RANK

W 7 6 5 4 3 2 1

X6 X1 WX1 X2 WX2 X3 WX3 X4 WX4 X5 WX5 20 140 21 147 7 49 3 21 1 7 1 15 90 18 108 9 54 4 24 1 6 3 6 30 3 15 2 10 3 15 11 55 7 3 2 2 2 50 5.68 2 12 6 4 2 284 2 3 2 1 50 5.84 1 8 9 4 1 292 4 8 9 11 50 3.64 3 16 24 18 11 182 9 3 10 18 50 2.86 6 36 9 20 18 143 4 10 13 10 50 3 5 16 30 26 10 150 4 2 5 28 50 2.4 7

WX6 7 18 35 16 6 10 28 120

X7 2 4 6 12 11 8 7 50 3.44 4

WX7 14 24 30 48 33 16 7 172

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S. NO 1 2 3 4 5 6 7

FACTORS Increase wages Good working condition Rest pause Reward critical leaves leave facilities superior approach

RANK 1 2 3 4 5 6 7

INFERENCE The above table infers that more weightage was given to the employee increase wages, second rank was given to the good working condition, third rank given to the rest pause of the work, fourth rank given to the employee reward for the performance, fivith rank given to the employee critical leave, sixth rank given to the employee more leave facilities, and last rank was given to the employee superior relationship of the organization

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CHAPTER 5
5.1 SUMMARY OF FINDINGS
Most of the respondents of 32% of the respondent are falling under the age group of 25-30 years 22% of the respondent are below 25 years and 18 % of the respondent are under the age category of 30-35. 40% of the respondents worker, 30% respondents the carpenter 20% of the respondents the foreman. 46% of the respondents income level ranges from 7000-10000, 36% of the respondents income ranges from 4000-7000, 8% of the respondents income ranges from 10000-15000 and13000-16000, 100% Respondent are Male Respondent. Most of the respondent 42% Educational Qualification is SSLC , 22% of the respondent are below SSLC and 18% of the respondent are DIPLOMA/ PLUS TWO, 32% of the employees in their having is 7-9years experience, 30% of the respondents having 4-6 years, 24% of the respondents having 1-3 years and 14% of the employees having above 12 years experience most of the respondent 62% unmarried and 38% married in the organization. 42% are absent in 6-10 days of last month , 36% of respondents are absent in 1-5 days ,10% of respondents were absent in 4-6 days, and only 8% of respondents are not absent in last month. Most of the respondent 44% of the respondents are in absent for financial problem so that it is very affected in the turnover of the organization, 26% of the respondents health problem and 18% of the respondents working condition and very few employees taking leave reason for employee conflict , a very good relation in employeeemployee. that 32% of the employees said they are highly Satisfied, 26% of the

employees said neutral, 18% of the employees said dis satisfied and 14% of the employees are said satisfied and 10% of the employees highly dis satisfied the working condition of the organization. 58% of the employees affected infection diseases dust from various department and 42% of employees not affected infection diseases. half of the of the respondents absent due to for transport problem in monthly, 8% of the respondents due to transport problem in monthly twice and 42% of the respondents cannot be due to transport problem in a month and half of the respondents distance 7-10 kilometer, 28% of the respondents 10& above kilometer in the organization.

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40% of the employees are Neutraly satisfied the management policy, 38 % of the respondent said satisfied, 14% of the respondent said highly satisfied most of the

employees accepted the management policy. Most of the respondent 36% of them said they are getting dissatisfied providing salary, 26% of the respondent said neutral, and only 8% of the respondent said highly satisfied. Most of the respondent 32% are highly satisfied the working hours, 26 % of the respondent said neutral, 14% of the respondent said satisfied . Most of the respondent 50% are satisfied with the Role Relevant Information, 30% of the respondents are highly satisfied, 6% of the respondent are neutral and 14% of the respondent said Dissatisfied. Most of the respondent 36% are said they are Neutral level of satisfaction in the breake time, 26% of the employees said Satisfied, 18% of the employees said dissatisfied and 12% of the employees are said highly dissatisfied and 8% of the employees highly satisfied . 36% of the employees said they are neutral level of satisfaction in the working environment, 32% of the employees said satisfied, 24% of the employees said highly satisfied and 12% of the employees are said satisfied and 8% of the employees highly dissatisfied in the organization. 44% are Sometimes due to insufficient rest pause reason for absent, 20% of the employees said never insufficient rest pause in the organization. Most of the respondents 58% are strongly disagree the dissatisfactions by doing same work, 26% of the employees disagree the same doing work, most of the employees like same doing the work. 42% of the employees taking leave before application, 36% of the employees leave taking leave after application, 22% of the employees can prior permission from the superior and no one in did not care the leave application in the organization. 46% of employees are comfortable for morning shifts, 36% of employee are comfortable afternoon shifts and very few employees are comfortable night shift. Most of the employees friendly and smoothly relationship with co-workers and no one strange and no relationship with our co-workers so that a good relationship the co workers in the organization, 34% of the employees said casual relationship with our superior and 18% of the employees are strict& casual relationship with superior in the organization.

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5.2 SUGGESTIONS AND RECOMMENDATIONS

The rubco Huat woods Pvt ltd the providing lacking of welfare facilities and safety measure which can become a major reason for absenteeism. Introduction attendance management program, motivating monetary and non monetary awards those whose are completed 100% attendance The management must to make sure to reduce noise that causes irritation mentally and physically and also reduce dust from various departments in which workers feels irritation. The work environment should be improved by implementing safety measures so that the employees health doesnt get spoiled. The reason for frequent absenteeism are Lack of wages or incentives, Health problem caused from work Union strikes or bandhsTransportation problem per month thats why strengthened employees-employer relation should be created by the industrial relation manager, so that the strikes/bandhs are avoided which also reduce absenteeism Introducing day care programs which improve the employees participation in work, The work environment should be improved by implementing safety measures so that the employees health doesnt get spoiled. Instead of going trade union activities outside the organization the company encourage to start trade union within the organization so that to reduce absenteeism By promoting safety measures absenteeism can be reduced to a great extent. To provide transport facilities, medical facilities for all employees as well as family members, Flexible in schedule and shifts

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5.3 CONCLUSION
The present study is carried out to determine the level of employee absenteeism in Rubco Huat Woods Pvt Ltd After analyze & interpretation we came to know that the organization is taking measures to reduce move employee absenteeism improve working condition increasing salary , promotion incentives and transport facilities . The harmonial relationship between employer employee and trade union is created by good industrial relation manager so that Instead of going trade union activities outside the organization the company encourage to start inter-union rivalry trade union within the organization Whenever the presenteeism within high involve the employees created high turn over the organization so it has to be concentrated more for employee presenteeism in the organization

65