17026384 Project on Employee Absenteeism by Nisam

EMPLOYEE ABSENTEEISM UNILEC

INTRODUCTION

1.1 INTRODUCTION TO THE STUDY

Absenteeism is a serious workplace problem and an expensive occurrence for both employers and employees seemingly unpredictable in nature. A satisfactory level of attendance by employees at work is necessary to allow the achievement of objectives and targets by a department. Employee Absenteeism is the absence of an employee from work. It is a major problem faced by almost all employers of today. Employees are absent from work and thus the work suffers. Absenteeism of employees from work leads to back logs, piling of work and thus work delay.

Absenteeism is of two types -

1. Innocent absenteeism - Is one in which the employee is absent from work due to genuine cause or reason. It may be due to his illness or personal family problem or any other real reason

2. Culpable Absenteeism - is one in which a person is absent from work without any genuine reason or cause. He may be pretending to be ill or just wanted a holiday and stay at home.

Many employees will, on occasions, need a few days off work because of illness, however, when absences become more frequent or long term and reach an unacceptable level, action by management is necessary. Absence from work can be expensive in both monetary and human terms. The costs incurred when an employee is absent from work may include:

(i) Replacing the employee or requiring other staff to cover the absence;

(ii) Inability to provide services, or achieve section and departmental objectives;

(iii) Low morale and general dissatisfaction from other staff, particularly if the absence is perceived as unwarranted

Dept. of Management Science MESCE


1.2 TITLE OF THE PROBLEM

A study on the “Ways To Reduce Employee Absenteeism With Special Reference To United Electrical Industries Ltd, Kollam”

1.3 NEED FOR THE STUDY

The study aims at the causes of absenteeism of employees in United Electrical Industries Ltd. At present, organizations in India take real interest in controlling absenteeism. Measures to prevent strikes and lockouts have received far and greater attention. One reason for this situation may be that strikes and lockouts are more noisy and visible while absenteeism is silent and unnoticeable.

The relevance of the study is that, now the company is facing a major issue of high rate of absenteeism and hope that the study will reveal the reason for it and thereby the organization can take effective measures for checking the absenteeism.

1.4 OBJECTIVES OF THE STUDY

1. To find out the various cause for absenteeism

2. To study the various measures adopted by the organization

3. To provide suggestions in the form of solutions to reduce the rate of absenteeism



INDUSTRY PROFILE

One of the main problems the industrial world faces now is the scarcity of energy. The

demand is more and supply is less. More research is done to find out alternative sources of

energy. The researches are still in its beginning phase. Till some new alternate energy is found

out, the dependence will be on the existing forms. Electrically being the important among them

plays a major role in almost all industries. Apart from industries, it is the basic form of energy

for household purpose also. Production of electricity has become more expensive which

demands careful utilization and accurate measurement. Keeping this in mind analogue measuring

instruments has been replaced by electronic ones by suppliers of electricity.

The share of electricity consumption of large buildings in the commercial sector is

currently of the order of 7 percent of country’s overall consumption, and it is growing at about

12 percent over the last few years. Annual energy consumption in commercial buildings, which

is in excess of 200 Kwh per square meter of floor area, is expected to be brought down to 120-

160 KWh when the standards are implemented. According to Construction Industry

Development Council (CIDC), residential and commercial construction has been growing in

excess of 10 percent per annum, and that accounted for nearly 41 million square meters last year.

With escalating power demand in Southeast Asia, most countries in the region are

demanding novel electricity meters. Moreover, as increasingly more electric utilities install

meters at their customer’s (both small power and large power consumers) site, sales for both

single phase and three phase meters are increasing. Hence, the electricity meters market is

witnessing stable growth. This is likely to further accelerate with the transition of

electromechanical meters to electronic/digital meters.



As electricity metering and billing industry moves ever closer to full automation and

computerization, electronic meters that can ‘communicate’ with each other and with other

electronic systems are expected to become an essential part of the network. Electromechanical

meters merely measures demand and consumption of energy and are quite simple. “However,

with the latest electronic meters one can implement the tariff at which the utilities sell the

electricity”, cites the analyst of this research service. “Therefore, power distribution electric

utilities can sell electricity at a lesser price when the demand is low and kilowatt-hour (KWh)

pricing can be high when the demand is high.”

Manufactures Must Offer Additional and More Advanced Technology Features To stand

Apart from Competition.

The Southeast Asian electrically meters market is highly active, with several public and

private utilities, smaller municipalities and electronic cooperative. There is intense competition

in the electricity meters market attributed by the presence of Chinese and other foreign

manufacturers and suppliers in Southeast Asia. One of the main concerns that affect the local

meters market is the presence of the many meter brands from China. These are typically low

priced and low quality meters, which utilities are sometimes forced to opt for since such meters

would meet their budget especially on household meters segment.

“However, companies that offer high quality meters are likely to find greater demand

with certain utilities in the market and may even increase their profit margins due to the end –

user confidence in their products, “says the analyst, “with several software based and

multifunctional features such as automated remote metering and multicaliberations in demand,

manufacturers will have to incorporate and more applications into their product and offer more

than just the normal measurement of energy flow for billing.”



The main players in the electricity measuring instrument manufacturing in India are:

HPL Socomet Pvt, New Delhi

Anchor Electricals Ltd, Daman

Naina Powers Pvt. Ltd, Hyderabad

ECE industries, Hyderabad

TTL Ltd, Noida

Avener Power industries, Hyderabad.

County meters, New Delhi

Hemant Industries, Hyderabad

ECIL, Hyderabad

Avon Meters Pvt. Ltd, Chandigarh

Bentec Electricals and Electronics, Kolkata

Holy Meters India Pvt. Ltd., Hyderabad

Capital power System,Noida

Himachal Energy Pvt. Ltd., Solan



COMPANY PROFILE

HISTORY

United Electrical Industries Ltd., Kollam was incorporated in the year 1950 in the private

sector. It is the first factory in India to manufacture Electricity House Service Meters. It is

located at 3 km south of Kollam. The Company started its manufacturing activity in technical

collaboration with a world-renowned measuring instrument manufacturer M/s. Aron Meters Ltd.,

England. It initially started with the assembly of single-phase meters with imported components

for subassemblies. The company owes its origin to Shri. K.P.S. Nair, the chief electrical engineer

or Travancore-cochin State and Shri. Abraham Pothen, an eminent industrialist. Major shares of

the company were taken over by the Kerala Government in 1957 and reconstituted as a Public

Limited Company.

As usual most industries, this company also had to face certain troubles like inadequate

working capital, labour unrest etc. The company gradually overcome this and started establishing

steady market for the product. In 1956, a plan of diversification was initiated and manufacturing

of Motor Control Gear was started with technical collaboration from Mysore Electrical Industries

Limited, Bangalore. In the same year, production of poly phase meters commenced. The

company entered into a technical collaboration with General Electrically of India Ltd.. Calcutta,

for manufacturing of oil and air break circuit breaker up to 22 Kv rating.

The Company manufactures Electricity House Service Energy Meters of both electro-

mechanical and static types, Motor Starters and contractors. At present the company is mainly

concentrating on the production of Static type Energy Meters and motor Starters. The annual

turnover of this organization is about Rs.16 crores and more than 90% of the Company’s

turnover is from the sales of Energy Meters to KSEB, its employee strength is 140.

The major shareholder is Government of Kerala and is holding 99% of the total share

value. The Board of Directors of the Company comprises government nominees, usually from

the Industries Department and General Manager of the Company and also from among other

shareholders.



The company has been running in profit consistently since 1988 and maintains a positive

net worth and negligible debt equality ratio. The Company has been maintaining excellent

industrial relations and there is no instance of production loss due to labour unrest for the past 30

years.

STRATEGIC INTENT

The mission, vision and quality policy of United Electrical Industries Ltd are stated as

follows :

Mission:

“To become the number one supplier of electricity meters and to grab two digit share in

the transformer & water meter markets in India by ensuring customer satisfaction of its

products and services and continuous improvement”

Vision:

“To become the pioneers through operational effectiveness and customer satisfaction”

Quality Policy:

“UEI and its employees are committed to develop, manufacture and marketing of house

service energy meters and motor control gears, ensuring customer satisfaction of its products

and services through continual improvement of the effectiveness of its QMS achieved by

setting and reviewing quality objectives.”

Quality Objectives:

UEI shall establish Quality Objectives at relevant functional levels which will bring

continual improvement in the functions and thereby in the organization. The Quality Objectives

focus on strategic advantage to the department as well as performance improvement. The

Quality Objectives established are realistic, quantifiable, and measurable. MPRM shall suitably

review the achievement of Quality Objectives and shall set suitable action plans. Also the

management will assign responsibilities to the concerned managers for achieving the objectives

as targeted in the MPRM.



PRODUCT PROFILE

The main products of United Electrical Industries Ltd. are:

1. Energy meter

2. Oil immersed Ac motor starter

3. Air breaking switches

4. Water meters

1. Energy Meters

Two types of energy meters produced in this firm are:

a. High quality Electro-Mechanical Energy meters

Type KVI-M magnetic suspension bearing meters are designed and manufactured to

satisfy the highest standards of accuracy and reliability of energy measurement in Single Phase

AC Circuits. These are designed for tropical climate and fully complies with IS 13010 (2002)

and its latest amendments.

b. Electronic Energy Meters (Single Phase & Three Phase)

Type UEM static meter is designed and manufactured to satisfy the

highest standard of accuracy and reliability of energy measurement in single phase and three

phase circuits. The meter is designed for tropical climate and fully complies with ISI 3779.

(1999) REC specification.



2. OIL IMMERSED AC MOTOR STARTERS (MCG)

Four types of AC Motor starters produced in this firm are:

a. Oil immersed Star Delta Starter Type “NSD”

These control gears are available in the range of 10 HP to 200 Hp. Correct sequence

device incorporated in the unit ensures proper sequence of operation so that the Starter is first put

into the Star position for starting before a quick changeover is possible to the delta position for

running. Manual tripping is provided by a lever on the side of the Starter.

Oil dashpot type overload relays are calibrated from full load to double full load and are

easily adjustable. Under voltage relays open the circuit in case of abnormally low voltage.

b. Oil Immersed Auto Transformer Starter Type “ATS”

These starters are designed to provide control for A.C. Squirrel Cage Induction

Motors up to 200 H.P. where it is found necessary to minimize the starting current and attain a

higher starting torque. These starters embody an auto-transformer and reduce the current taken

by the motor while starting. These starters are a floor mountain type and facilities are provided

for mounting a pedestal type Ammeter.

c. Oil Immersed Slip ring Motor Starter Type 1& Type 11 ‘OSR’

These starters are available in the range of 10 H.P to 150 H.P to

150 H.P. They have electrical interlock between the staor and rotor circuits. So that it is not

possible to start the motor unless all the rotor resistance are in circuits. The starter is fool-proof

as the motor can only be started from the full off position, Rotor resistance are of high grade

resistance wires.



d. Fully automatic auto transformer starter type ‘FAATS’

The salient feature of this starter is its automatic switch over to full rated

voltage. These starting current is minimized to attain higher starting torque with the help of an

auto transformer. Tippling is provided for 40% 60% and 80% of the voltage to be supplied. The

panel consists of a Thermal Overload Relay. Star Contactor with timer (0.30 Sec), a Main

Contactor and a Run Contactor. The starting time can be set by the user depending upon the

application. The temperature of the transformer is set to safe limit using a thermostat.

3. AIR BREAK SWITCHES

Air break switches is isolate 11 KV lines from transformers.

Features

The contact ends are Tin coated.

The fixed contact element are made of excursed electrolytic grade copper flat with

flexible ends.

The leakage current passes to earth and not between terminals of the poll or between

polls.

Switch is permitted to pad locking in both open and close position.

\

4. WATER METERS

Water meters are inferential. Multijet, dry dial. Magnetic type. They have both pointer &

cyclometric reading counters and are duly sealed against tampering. The conform to IS

specification no. IS: 779-1994 Class B (latest amendment) Equivalent to international standard

ISO-4094.



ORGANIZATIONAL STRUCTURE

The company follows a functional organizational structure. There are the

functions or activities the company performs to carry on its activities. It is created by grouping

the activities on the basis of functions required for the achievement or organizational objectives.

For this purpose, all the functions required are classified into basic, secondary, and supporting

function according to their nature and importance. The basic or major functions are those which

are essential for the organization. In a manufacturing organization like United Electrical

Industries, basic functions are production and marketing. If a manager feels that his span of

management is too wide to manage effectively, which invariably happens in large organization,

several department are created on the basis of dividing a basic function into sub-function. For

example, marketing may be subdivided into marketing research, advertising, sale and so on.

Thus the process of functional differentiation may continue through successive levels in the

organization.

Apart from basic and secondary functions, departments are also created to take

advantages of specialization and to support basic and secondary activities. Such department may

be finance accounting personnel, industrial relations etc. These departments may be created and

placed according to their role in the organization.

A BOD constituted by the Governement of Kerala manages the company. The management of

the company is vested with the Secretary of Taxes, Government of Kerala as its chairman. The

other members on board are:

Chairman of KSEB

Deputy Secretary, Planning and Economic affairs of Government of Kerala.

Development Commission of the Kerala State Industrial Development Corporation.

Unless otherwise determined by the Government. According to the instruction from the

Government the no. of directors should not be less than 2 and not more than 9. The government


BOARD OF DIRECTORS

Govt. Nomineeindustries

ManagingDirector

Govt. NomineeFinance Department

ManagerFinance

Sr.Manager(Commercial)

Sr.Manager(Production)

Sr.Manager(R & D)

Sr.PersonnelOfficer

Accountsand

Costing

Procurement sales

masrketing

Production Maintenance

R & DQuality

Assurance

Establishment &

Personnel


appoints all the directors including the full time Director. However the Directions need not be

share holders. The Government and the full time appointed MD will select one among the

Director for this purpose.



1.FINANCE AND ACCOUNTS DEPARTMENT

Money is the lifeblood of any organization as it required to purchase raw

materials and machine, to pay wages and salaries etc. the financial statement of the company is

prepared under the convention accrual basis as a going concern. Complying with the accounting

standards prescribed under Companies Act 1956. Documents for original entry are prepared

directly in the computer and a copy is send to the appropriate authority for further verification

and approval. If any entry is to be rectified it can only be done through an adjustment document.

These ensure security of documentation against any accidental errors or manifestation.

2. MARKETING DEPARTMENT

UNILEC has a separate marketing department for the

marketing of new products. It is the duty of this department to explore new markets for the

company products. Within one year the company will start production of transformers. UEIL

launched water meters on July 2008. The UEIL has already healed discussion with the 14 Kerala

Water Authority (KWA) cooperative e societies for a tie up to market the product.

3. PRODUCTION DEPARTMENT

Production department is the department which looks after the production of the

company.

The various products of UEI are:

1. Energy Meters

2. Oil Immersed AC Motor Starters.

3. Air break Switches.

4. Water Meters.



4. RESEARCH AND DEVELOPMENT DEPARTMENT

This department is intended to control the Research and development of new products:

modifications in the design of the existing products and to maintain equipments and devices in

inspection measuring and testing to demonstrate calibration status and to maintain records of

calibration flow charts. Drawings and bill of materials etc.

5. QUALITY CONTROL DEPARTMENT

This department is concerned with ensuring the quality of the products. At each and every stage

of production the quality of the product is checked and while it becomes the final product it

should be cross checked. Senior Manager (works) is in over all charges of quality control

department.

Quality Policy

UEI and its employees are committed to develop manufacture and marketing of house

service energy meters. Air break switches. AC motor starter, water meters etc. ensuring

customer satisfaction of its products and service through continual improvement of the

effectiveness.

Quality Systems Standards

ISO: International Organization for Standardization

ISO series of Standards: ISO 9000, ISO 9001, ISO9001:2000

ISO 9001

Covers management responsibility control review, control of design purchase

documents production testing storage etc.



All Units of UEL are ISO 9001 certified. Certification Agency BVQI (by Bureau

VERITAS Quality International.

Internal Audit once in Six Months.

6. Human Resource Department:

Human Resource department is one of the most crucial departments in the company. It

constitutes the key to the managerial actions and its success. Personnel manager comprises those

activities that have aligned by a separate Personnel Department under charge of a staff and

service manager known as personnel manager. For effective HRM, UNILEC formed separate

Personnel Department headed by Personnel Manager.

The main functions are:

Manpower planning

Recruitment, training and Development

Compensation

Performance Appraisal

Objectives:

The primary objective is to ensure availability of competent and willing work force to the organization.

To maintain good relationship between employer and employee.

To assist employees in achieving their individual goals so as to enhance individual contribution to the organization.

To maintain good industrial relations.

To select right type and number of employees.

To help individuals development.


BOD

MD

Senior PersonnelOfficer

OfficerEstablishment & Time Office

PersonnelAssistant

Assistant (Time Office)

Assistant (Establishment)


Following is the structure of Human Resource Department



1. Manpower Planning

One essential requirement of every manager is his ability to plan because

responsibility for planning extends to every function. It follows that planning for manpower

resources is a major managerial responsibility to ensure adequate supply of personnel at the right

time both in terms of their quality and aptitude and effective utilization these personnel.

Manpower planning involves two stages. The first stage is concerned with the detailed of

planning manpower requirements for all types and levels of employees throughout the period of

the plan and the second stage is concerned with planning of manpower supplies to provide the

organization with the right types of people from all sources to meet the planned requirements

But for last some year demand for the product is steady because of Government policy.

To reduce the loss, the company followed a “lean structure policy”. It decreased the size of the

company by adopting a “Voluntary Retirement Scheme”.

.2. Recruitment, Training and Development:

The UNILEC is a Government company, It has to adhere to the Government policies in

recruitment and selection. While vacancies through internal sources can be filled up either

through promotion or transfer, recruiters tend to focus their attention on outside sources. In

UNILEC, public employment agencies are utilized for filling up different positions.

Apart from these, apprenticeship trainees are also there. These people are recruited with

the help of Related Insertion Centre (for ITI diploma holders), Supervisory Development Board

(for Diploma and B. Tech people).

For the development of the employees the UNILEC provide various training and

developmental activities.

Training plays the following roles in an organization:



1. Increase the efficiency

2. Increase the morale of employees

3. Better human relations

4. Reduced supervision

5. Increased organizational viability and flexibility.

The company follows executive development programs as well as workers training. The

concerned manager or supervisor informs the personal department if there arise a need for

training & development. If the program can be conducted with the internal faculty, it is thus

organized and if there need more expert training and development, exteternal faculties are used.

It is decided by the HR department. The duration is also decided as per the report of manager or

supervisor. The external training is given with the help of Kerala State Productivity Council &

Workers Education Centre. The evaluation is done on the basis of feedback from the trainers.

Also, a shop floor evaluation is also done. If the training results are not satisfactory, retraining

programs are conducted

EMPLOYEE PROFILE

Designation Number On deputation /long

leave

Total

Manager 4 - 4Officers office 6 - 6Officers factory 7 - 7Staff office 14 1on deputation/1 on

long leave16

Staff factory 7 - 7CH/INSP 7 - 7A Grade 48 3 0n dept/1 0n long

leave52

B Grade 12 - 12C Grade 3 - 3Lascars 26 - 26

Total 134 4 on dept/2 on long 140



leave.

3. Performance Appraisal

Performance appraisal refers to the systematic evaluation of the individual with

respect to his performance on the job and his potential for development. Performance appraisal is

concerned with determining the differences among he employees working in the organization.

In UNILEC, the concerned supervisor or manager continuously appraise the

performance of the employees under him/her. The company follows a confidential report

method. In this method, each employee is rated confidentially by one or more senior officers for

his performance. A confidential report by immediate supervisor is still a major determinant of

the subordinate’s promotion or transfer. This report deals with the year’s work and general

opinion of the rater towards the employee. The main problem with this method is that it is not

data based and the appraisal is done on the basis of impressions

4. Compensation

The remuneration, incentives and other compensation packages are fixed on the basis of a

long term agreement made between the company and employees. In every four years, a meeting

of trade union representatives, labour commission representatives and management is called

upon to decide on the package.

Objectives of wage and salary administration:

1. Attract and retain the services of desirable employees.

2. Get improved employee moral and productivity.

3. Pay employees according to the importance and difficulty of the job.

4. Incorporate legal requirements.

5. Simplify collective bargaining.



6. Reward employees according to the effect and merit.

The pay package includes, Basic Pay, DA and other allowance.

5. Fringe Benefits

The fridge benefits are primarily the means in the direction of ensuing, maintaining

and increasing the income of the employees. These fringe benefits can be monetary as well as in

non monetary sense and are given to the employees during and post employment period which

are connected with the employment but not the employee’s contributions to the organization. The

following are the type of fringe benefits offered by the company.

The Fringe benefits includes: Bonus, Anniversary awards, Public holidays, Medical leave with

Pay, ESI scheme, Canteens, Gratuity etc.



LITERATURE SURVEY AND THEORETICAL

BACKGROUND

DEFINITIONS OF ABSENTEEISM

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

ii. Absence occurs whenever a person chooses to allocate time to activities that compete

with scheduled work either to satisfy the waxing and warning of underlying

motivational rhythms(Fichman 1984) or to maximise personal utility(Chelius 1981)

iii. An individuals lack of physical presence at a given location and time when there is a

social expectation for him or her to be there. (Martocchio & Harrison, 1993)

iv. Absenteeism refers to Non-attendance of employee for sheduled work( Gibson, 1966

john, 1978)

v. Absenteeism is defined as a failure of an employee to report to work when he or she is

sheduled to do so

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.

Counselling Innocent Absenteeism

Innocent absenteeism is not blameworthy and therefore disciplinary action is not justified. It is

obviously unfair to punish someone for conduct which is beyond his/her control. Absenteeism,

no matter what the cause, imposes losses on the employer who is also not at fault. The damage

suffered by the employer must be weighed against the employee's right to be sick. There is a

point at which the employer's right to expect the employee to attend regularly and fulfill the

employment contract will outweigh the employee's right to be sick. At such a point the

termination of the employee may be justified, as will be discussed.

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

Initial counselling(s)

Written counselling(s)

Reduction(s) of hours and/or job reclassification

Discharge

Initial Counselling



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 Counselling

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

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. counselling, support, time off.)

Has the employer informed the employee of the unworkable situation resulting from their

sickness?

Has the employer attempted to accommodate the employee by offering a more suitable position

(if available) or a reduction of hours?

Has enough time elapsed to allow for every possible chance of recovery?

Has the employer treated the employee prejudicially in any way?

As is evident, a great deal of time and effort must elapse before dismissal can take place.

These points would be used to substantiate or disprove the following two fold test.

The absences must be shown to be clearly excessive.

It must be proven that the employee will be unable to attend work on a regular basis in the future.

Corrective Action for Culpable Absenteeism

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

that the employee is not actually ill and is able to improve his/her attendance. Presuming you

have communicated attendance expectations generally, have identified the employee as a

problem, have met with him/her as part of your attendance program, made your concerns on his

specific absenteeism known and have offered counselling 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. The general procedure is as follows: [Utilizing counselling memorandum]

Initial Warning(s)

Written Warning(s)

Suspension(s)

Discharge

Verbal Warning

Formally meet with the employee and explain that income

protection is to be used only when an employee is legitimately ill. Advise the employee that

his/her attendance record must improve and be maintained at an improved level or further

disciplinary action will result. Offer any counselling 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 counselling 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.

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.

`



THEORIES OF ABSENTEEISM

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

informal contract, perceived inequity, and withdrawal from stressful work situations, dynamic

conflict, social exchange, withdrawal, non-attendance, organizationally excused vs.

organizationally unexcused, involuntary vs. voluntary and lastly a four-category taxonomy.

Informal Contract

Gibsson (1966) attempted to explain some of the main features of absence

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.

In this research Gibsson’s (1966) concept of valence, referring to an individual’s

positive and negative relationship toward a work situation has relevance, as the aim of this

research is to determine whether work-related attitudes (Job Involvement and Organisational

Commitment) predict employee absenteeism. It is hypothesised that employees with low job

involvement and organizational commitment (negative relationship to the work situations) will

have higher levels of absenteeism.



Resolving Perceived Inequity

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.

Withdrawal from the Stress of Work Situations

In their study on absence, Hill and Trist (1953; 1962) contributed a

theory of absence as being the withdrawal from the stress of work situations. Withdrawal is the

central explanatory concept; thus, individuals experiencing conflicts of satisfaction and

obligations tend to express them through 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.

Dynamic Conflict

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.



Social Exchange

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.

The second assumption made by Chadwick-Jones (1982), is that under the

employment contract, some form of social exchange is taking place between employers and

employees. Whatever they exchange in this situation – whether it be their time, effort, or skill or

money, security, congenial friends, or anything else- it will be only what is possible for

employees in the organisation. Exchanges may be conceived as between individuals and work

groups, or between work groups and management, but it would not be realistic to conceive of the

exchange between ‘the individual’ and ‘the organisation’ while disregarding the social conditions

and rules.

Chadwick-Jones think of social exchange between employees

and employers as developing in, or as revealed by, a pattern of behaviour in the work situation

that includes absences with all the other factors that constitute the contract, formal and informal,

between employers and employees. Formal factors include pay, hours, disciplinary rules, job

duties, and promotion lines. Informal ones include supervisory styles, peer group relations, and –

salient to their analysis – absence from work. Chadwick-Jones (1982) however, do point out that

absences may not enter into the exchange at all, insofar as some employees or employee groups,

especially those with higher status – supervisors in factories, managers in banks – are absent very

little or hardly at all. It is quite possible, however, that managers possess greater control over the

allocation of their working time and may take periods of ‘time out’ that are not recorded.



Withdrawal

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

defined by the employee’s presence at a particular location (office or workshop) for a fixed period

each day, can be interpreted as an individual act of choice between alternative activities; as

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

Thus, absence may also be viewed as a stratagem in inter-group relations, as a defensive or

aggressive act in inter-group conflict (Chadwick-Jones et al., 1982). For the purpose of this

research this theory has relevance, as the reasons for absence behaviour could be related to a

choice of alternative activities instead of attending work.

Non-attendance

Another definition of absenteeism refers to the non-attendance of

employees for scheduled work (Gibons, 1966; Johns, 1978; Jones, 1971). The definition

distinguishes absenteeism from other forms of non-attendance that are arranged in advanced (e.g.

vacations) and specifically avoids 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.

Organisationally excused vs. organisationally unexcused

In terms of distinguishing among types of absence, one simple distinction

that previous studies (Blau, 1985; Cheloha & Farr, 1980; Firzgibbons & Moch, 1980) made is

between organisationally excused versus organisationally unexcused absences. Based on these

studies, it seems that organisations operationalise excused absence to include (within defined

limits) categories such as personal sickness, jury duty, religious holidays, funeral leave, and



transportation problems. However, as Johns and Nicholson (1982) noted, absence behaviour can

have a variety of meanings for individuals. This research will focus on the organisationally

unexcused type of absenteeism.

Involuntary vs. voluntary

March and Simon (1958) on the other hand, distinguished between

two basic types of absences: involuntary (e.g. certified sickness, funeral attendance) and voluntary

(e.g. vocation, uncertified sickness). Voluntary absences are under the direct control of the

employee and are frequently utilised for personal aims. Conversely, involuntary absences are

beyond the employee’s immediate control. Hence, voluntary rather than involuntary absences

from work may reflect job dissatisfaction and lack of commitment to the organization.

A four-category taxonomy

Blau and Boal (1987) presented a four-category taxonomy describing the

meanings of absence. These categories are medical, career enhancing, normative and calculative.

In the medical category , absence is viewed as a response to various infrequent and uncontrollable

events (illness, injury, fatigue, and family demands). If such an absence (medical) occurred, it

probably would be operationalised as a sporadically occurring excused absence (Blau & Boal,

1987). In the career-enhancing category , absence is depicted as a mechanism that gives the

employee a further choice to pursue task- and career-related goals.

For the normative category , absence is viewed less as a motivated behaviour and

more as a habitual response to the norms of the work group (organisation) regarding absence

(Blau & Boal, 1987). As such, this type of absence probably would operationalise as a

consistently occurring excused absence. More importantly, rather than absenteeism appearing as

a random walk, as with the medical category, definite patterns will emerge. Thus, for this group,

it would be expected not only to predict frequency, but also when absenteeism will happen.



Finally the calculative absence is viewed as a coin of exchange (Blau and Boal,

1987; Johns & Nicholson, 1982) in either fulfilling or modifying the implicit social contract

between the employee and employer, and as a time allocation strategy for enhancing non-work

outcomes. This type of absence would be operationalised in terms of the employee using a

certain number of excused and unexcused absences permitted by the organisation, depending on

how much the employee felt he or she should modify the implicit social contract. It could be

predicted that an extremely apathetic employee (low job involvement and organisational

commitment) would take full advantage by using both kinds of absence. Thus, the absolute

frequency and total number of days absent should be greatest for workers who are the most

apathetic.

EFFECTS OF ABSENTEEISM

Following are the drawbacks of excessive absenteeism

1.ON INDUSTRY

Absenteeism in industry stops machines, disrupts processes, creates production bottle-necks, hampers smooth flow or continuity of work, upsets production targets, result in production losses, increases direct overhead costs , increase work load of the inexperienced , less experienced or sub standard workers as substitutes, this in turn creating problems of recruitment , training, job adjustments, morale and attitudes of the employees.

ON WORKERS

1. Absenteeism reduces workers earnings and adds to his indebtedness, decrease his purchasing power. Makes it difficult for him to meet necessities of life, leading to personal problems, and in many cases loss of employment and resultant disaster for his dependents.

2. It affects both quantity and quality of production. If more number of workers are absent the total output is affected. If alternative arrangement is made by employing casual workers who do not posses adequate experience the quality of goods produced is affected.

3. It affects the efficiency of workers. The workers who joins after a long period of absence would normally be much less efficient.

4. It affects the discipline of the workers adversely. The worker who is attending to his work irregularly may not care much about the discipline.



Peculiar Features of absenteeism

On the basis of micro studies undertaken in different parts of the country, certain observations may be made.

a. The rate of absenteeism is the lowest on pay day, it increases considerably on the days following the payments of wages and bonus.

b. Absenteeism is generally high among workers below 15 years of age and those above 40.The younger employees are not regular and punctual, presumably because of the employment of a large number of newcomers among the younger age groups.While the older people are not able to withstand the strenuous nature of the work.

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

d. The percentage of absenteeism is generally higher in the day shifts.e. The percentege of abasenteeism is much higher in coal ans mining industries than in

organized industries.f. Absenteeism in India is seasonal in character.g. It is the highest during March-April-may, when a land has to be prepared for monsoon

saving, and also in the harvest season, when the rate goes as high as 40 percent.



RESEARCH METHODOLOGY

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

objective of a research study, the method of defining the research problem, the type of

hypothesis formulated, the type of data collected, method used for data collecting and analyzing

the data etc. The methodology includes collection of primary and secondary data.

5.1 TYPE OF RESEARCH

DESCRIPTIVE RESEARCH

The study follows descriptive research method. Descriptive studies aims at portraying

accurately the characteristics of a particular group or situation. Descriptive research is concerned

with describing the characteristics of a particular individual or a group. Here the researcher

attempts to present the existing facts by collecting data.

5.2 RESEARCH DESIGN

A research design is a basis of framework, which provides guidelines for the rest of

research process. It is the map of blueprint according to which, the research is to be conducted.

The research design specifies the method of study. Research design is prepared after formulating

the research problem.

5.3 SOURCES OF DATA

Data are the raw materials in which marketing research works. The task of data collection begins

after research problem has been defined and research design chalked out. Data collected are

classified into primary data and secondary data

PRIMARY DATA

Questionnaires were used for collecting primary data



SECONDARY DATA

Secondary data were collected from the company’s annual publications, memorandums

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

5.4 SAMPLING METHOD

Sampling technique used in this study is ‘Random sampling’. The selected sample size is 50.

5.5 SAMPLE SIZE

The sample size taken for this study is 60.

5.6 TOOLS FOR ANALYSIS

Percentage analysis is used

LIMITATIONS OF THE STUDY

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

completely.

The sample size was limited to 60

The responses may be influenced by personal bias.

Generally do not provide in-depth understanding of underlying issues, reasons or behavior

patterns.

Incorrectly designed surveys may produce invalid and misleading results.



1. Age

Parameters No: of Respondents Percentage

20-30 9 15

30-40 18 30

40-50 18 30

More than 50 15 25

Total 60 100

20-30 30-40 40-50 More than 50

9

18 181515

30 30

25

AGE GROUP

No: of Respondents Percentage

INFERENCE

It has been inferred that 30% of the employees who participated in the survey are of age

group between 30-40 , 30% again come under the category between 40-50 age group and

the rest of them belong to more than 50 (25%) and 20-30(15%) types.



2. SEX


Male 42 70

Female 18 30

Total 60 100

male Female

42

18

70

30

SEXNo: of Respondents Percentage

INFERENCE

It has been inferred that 70% of the employees participated in the survey are male and the

remaining come under the female category.



3. MARITAL STATUS


Single 9 15

Married 42 70

Divorced 3 5

Separated 0 0

Widow(er) 6 10

Total 60 100

Single Maried Divorced Separated Widow(er)

9

42

30

6

15

70

50

10

MARITAL STATUS


INFERENCE

It has been inferred that 70% of the employees who participated in the survey are married

and 15% of respondents are bachelors. Rest of them are categorized under the category of

widow and divorce cases.



4 Employee able to communicate their feelings for others


Always 6 10

Very often 15 25

Often 20 33.33

Rarely 10 16.67

Never 9 15

Total 60 100

always Very often Often Rarely Never

6

15

20

10 910

25

33.33

16.67 15

EMPLOYEE ABLE TO COMMUNICATE THEIR FEELINGS


INFERENCE

It has been inferred that 33% of employees have an opinion that they can communicate

their feelings to others often, 25% feels it very often. Also we can infer that 17% of the

employees’ rate it as rarely and 15% of them never had any such feelings, but 10% of them

feel always free enough to communicate with others.

5. Employees - forthright, frank and willingness to stand up for his rights.




Always 12 20

Frequently 27 45

Occasionally 13 21.67

Rarely 5 8.33

Never 3 5

Total 60 100

always Frequently Occasionaly Rarely Never

12

27

13

5 3

20

45

21.67

8.335

FRANKNESS AND WILLINGNESS TO STAND UP FOR THEIR RIGHTS


INFERENCE

It has been inferred that 45% of respondents frequently stand up for their rights, 21%

stands for it occasionally. Also we can infer that 20% of the employees always stand up

for their rights and 8% of them are rare, but 5% of them ignore such views.

6. Employee satisfaction at work



Parameters No: of Respondents PercentageHighly Satisfied 4 6.67

Satisfied 12 20Neutral 23 38.33

Dissatisfied 18 30Highly Dissatisfied 3 5

Total 60 100

Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied

4

12

23

18

3

6.67

20

38.33

30

5

EMPLOYEE SATISFACTION AT WORK


INFERENCE

It has been inferred that 38% of employees have neutral opinion on job satisfaction, 30%

are dissatisfied. Also we can infer that 20% of the employees are satisfied and 7% of them

are highly satisfied, but 5% of them experience high level of dissatisfaction.

7. Stress part of work life for employees.




Strongly Agree 10 16.67

Agree 30 50

Neutral 14 23.33

Disagree 5 8.33

Strongly Disagree 1 1.67

Total 60 100

Strongly Agree Agree Neutral Disagree Strongly Disagree

10

30

14

51

16.67

50

23.33

8.33

1.67

EMPLOYEES VIEW ON STRESS

No: of Respondents Perentage

INFERENCE

It has been inferred that 50% of respondents agree that stress is part of their work life,

23% of them view it to be neutral. Also we can infer that, 16% of the employees strongly

agree and 8% of them disagree but 2% of them strongly disagree.

8. Work is heavy and tiresome.




Strongly Agree 16 26.67

Agree 26 43.33

Neutral 12 20

Disagree 5 8.33


Total 60 100

Strongly Agree Agree Neutral Disagree Strongly Disagree

16

26

12

51

26.67

43.33

20

8.33

1.67

WORK IS HEAVY AND TIRE SOME


INFERENCE

It has been inferred that, 43.33% feel that their work is heavy and tiresome and 26.67%

strongly agree that their work is heavy or tiresome, 20% of their view is neutral,8%

disagree and 2% strongly disagree.

9. Loneliness while working with others

parameters No: of Respondents Percentage



always 7 11.67Frequently 23 38.33Sometimes 19 31.67

Rarely 9 15Never 2 3.33Total 60 100

always Frequently Sometimes Rarely Never

7

2319

9

2

11.67

38.33

31.67

15

3.33

LONELINESS WHILE WORKING WITH OTHERS


INFERENCE

It has been inferred that 38% of respondents frequently feel lonesome while working with

others, 32% feel it sometimes and also we can infer that 15% of them feel it rarely,

12%always and 3% never felt so.

10. Boredom in their routine work

parameters No: of Respondents Percentage



Strongly Agree 9 15

Agree 23 38.33

Neutral 16 26.67

Disagree 10 16.67


Total 60 100

Strongly Agree Agree Neutral Disagree Strongly

Disagree

9

23

16

10

2

15

38.33

26.67

16.67

3.33

BOREDOM IN ROUTINE WORK


INFERENCE

It has been inferred that 38% of respondents agree that they feel bored when engaged in

their routine work, 27% of their view is neutral and also we can infer that 17% disagree,

15%strongly agree and 3% strongly disagree.

11. Satisfaction with the existing working conditions

parameters No: of Respondents PercentageHighly Satisfied 2 3.33



Satisfied 21 35Neutral 21 35

Dissatisfied 10 16.67Highly Dissatisfied 6 10

Total 60 100


2

21 21

10

63.33

35 35

16.67

10

SATISFACTION WITH EXISTING WORKING CONDITION


INFERENCE

It has been inferred that 35% of respondents are satisfied with the existing working

condition, 35% seems to be neutral. Also we can infer that 17% are dissatisfied and 10%

are highly dissatisfied. Only 3% are highly satisfied employees.

12 Time for personal activities


Always 6 10



Frequently 18 30

Sometimes 11 18.33

Rarely 12 20

Never 13 21.67

Total 60 100

always Frequently Sometimes Rarely Never

6

18

11 12 13

10

30

18.3320

21.67

TIME FOR PERSONAL ACTIVITIES


INFERENCE

It has been inferred that 30% of respondents frequently get time to do things that are

really important for them, 22% don’t agree with this. Also we can infer that 20% who

agree are rare cases and 18% only sometimes. 10% have enough time to deviate for their

personal activities.

13. Satisfied with the welfare measures

Parameter No: of Respondents PercentageHighly Satisfied 3 5



Satisfied 15 25Neutral 13 21.67

Dissatisfied 24 40Highly Dissatisfied 5 8.33

Total 60 100


3

1513

24

55

2521.67

40

8.33

SATISFIED WITH THE WELFARE MEASURES


INFERENCE

It has been inferred that 40% of respondents are dissatisfied with the welfare measures

adopted by the company, 25% are satisfied and also we can infer that 22% seems to be

neutral, 8% are highly dissatisfied and 5% are highly satisfied.

14. Health problems leading to absenteeism?

Parameter No: of Respondents Percentage



Very Often 3 5

Sometimes 18 30

Rarely 31 51.67

No 8 13.33

Total 60 100

Very Often Sometimes Rarely No

3

18

31

85

30

51.67

13.33

HEALTH PROBLEMS


INFERENCE

It has been inferred that 52% of respondent have the opinion that sickness makes them

absent from work rarely, 30% says from time to time and also we can infer that 22% says

sickness alone does not make them absent from work. 5% very often are absent due to

health problems.

15 Impact of political or social engagement force them to be absent from work


Very Often 3 5



Sometimes 16 26.67

Rarely 17 28.33

No 24 40

Total 60 100

Very Often Sometimes Rarely No

3

16 17

24

5

26.67 28.33

40

IMPACT OF POLITICAL OR SOCIAL ENGAGEMENT ON ABSENTEEISM


INFERENCE

It has been inferred that 40% of respondents have an opinion that the political or social

engagement force did not make them absent from work, 28% feel it to be rare and also we

can infer that 27% are satisfied and 5% very often keep themselves absent due to political

or social engagements.

16. Habit of alcohol consumption makes them absent

Parameter No: of Respondents PercentageOften 2 3.33



Very Often 6 10Sometimes 21 35

Rarely 9 15No 22 36.67

Total 60 100

Often Very Often Sometimes Rarely No

26

21

9

22

3.33

10

35

15

36.67

HABIT OF ALCOHOL CONSUMPTION MAKES THEM ABSENT


INFERENCE

It has been inferred that 37% of respondents have an opinion that the habit of alcoholism

did not make them absent from work. 35% says sometimes they are absent for work and

also we can infer that 15 % come under rare cases, 10% are very often and 3% are often

absent from work due to this bad habit.

17. Helping hand from the colleagues


Yes 6 10



No 36 60

To Some Extent 18 30

Total 60 100

Yes No To Some Extent

6

36

18

10

60

30

HELPING HAND FROM THE COLLEAGUES


INFERENCE

It has been inferred that 60% of respondents have an opinion that their colleagues did not

help them in case of personal problems, 30% says to some extent they had received some

help and also we can infer that 10% agree that their colleagues help them in case of any

personal problems.

18. Any occupational hazards which prompt the employees to take leave




Yes 8 13.33

No 52 86.67

Total 60 100

Yes No

8

52

13.33

86.67

OCCUPATIONAL HAZARDS WHICH PROMPT TO TAKE LEAVE


INFERENCE

It has been inferred that 87% of respondents have an opinion that they are not afraid of

any occupational hazards which prompts them to take leave, 13% show some kind of fear

towards occupational hazards which prompt them to take leave.

7.1 FINDINGS



On analysing the response it is found that, 35% of the employees are dissatisfied

with their work.

50% of the employees have an opinion that stress is part of their work life.

43% agree and 27% strongly agree that their work is heavy. From this, it can be

interpreted that the employees are having a hectic work schedule.

A total of 70% of the employees feel lonely while working with others.

39% of workers feel bored in their routine work.

42% don’t have time for their personal activities.

40% of the workers are not satisfied with the welfare measures adopted by the company.

Health problems seem to be one of the causes of absenteeism for the work.

It is also found that 35% of the employees are satisfied with working condition.

It has been found that 40% of the respondents have an opinion that politics have no

impact on the employee absenteeism.

60% of the employees feel that their colleagues did not help them in case of personal

problems.

7.2 SUGGESTIONS



The management must intervene in the day to day activities of the employees. They should provide full-fledged support, guidance and encouragement.

The management must provide training programme to the employees at a frequent basis. This will help them to enhance their skill and improve their existing performance. The management must further, scrutinize the response of the employees after the implementation of the training programme.

Overloaded workaholic atmosphere must be avoided, as it may create a lot of stress- related problems.

Employees must be encouraged for their creativity and innovative outlook towards their job assigned.

Welfare measures of the employees should be improved so as to make the employees feel more satisfied and contended. A satisfied employee will be more committed to the organization.

Medi-claim policies, weekly or monthly medical checkups etc should be provided to the employees’ in order to make them physically fit for the job.

The employees should either be provided with transportation facility or housing facility so that they would have ample time for recreation in substitute for the time they spend in traveling.

The management should take necessary action to strengthen the relationship between the employees.

7.3 CONCLUSION



United Electrical Industries Ltd. being one of the reputed electronic meter manufacturing

companies in India is also a victim of absenteeism, as one of the curse their organization is

facing at present. The study tries to reveal the factors influencing the absenteeism of employees

with some suggestions which will be of immense aid for the employees as well as the

organization to reduce the absenteeism level. I earnestly desire that, the study might bring some

descend in the number of absentees in the organization, if taken into consideration practically.

To conclude, employees’ dissatisfaction towards job & welfare measures, hectic

work schedule, stress, health problems are some of the major causes of absenteeism. This can be

reduced by the management by implementing various employee satisfactory changes in the

organization. People are the major assets of any organization and taking care of their welfare and

satisfaction is their duty as a whole apart from earning profit. As work environment is becoming

more challenging and complex, the management must also see through it that, it is capable of

managing and bringing in changes at the same pace so as to survive in this competitive scenario.

BIBLIOGRAPHY



K.ASWATHAPPA, Human resource and Personnel Management, Tata Mc Graw Hilll, 2003.

REDDY P.N and GULSHAN S.S, Principles Business Organizational Management, Eurasia

Publishing House 1990.

http://www.unilecindia.com/

http://www.tau.ac.il

http://etd.unisa.ac.za/ETD-db

www.trainingspotting.com/

NAME : …………………………………………………………………………



1. Age

20-30 30-40 40-50 More Than

2. Sex :

Male Female

3. Marital status

Single Married Divorced Separated

Living together Widow(er)

4. I am able to communicate my feelings to others?

Always Very often Often Rarely

Never

5. I am forthright, frank and willing to stand up for my rights

Always Frequently Occasionally

Rarely Never

6. How satisfied I am with my works?

Highly Satisfied Satisfied Neutral Dissatisfied

Highly Dissatisfied

7. Stress is a part of my work life

Strongly agree Agree Neutral

Disagree Strongly Disagree

8. Do you feel your work is heavy or tiresome?



9. Do you feel lonesome while working with others?

Always Frequently Sometimes Rarely Never



10. Do you feel boredom in your routine work?



11. Are you satisfied with the existing working condition?


Highly Dissatisfied

12. Do you have time to do things that are really important for you?

Always Frequently Sometimes Rarely Never

13. Are you satisfied with the welfare measures adopted by the company?


Highly Dissatisfied

14. Does sickness makes you absent from work?

Very often sometimes very seldom No

15. Does any of the political or social engagement force make you absent from work?

Very often sometimes very seldom No

16. Does the habit of alcoholism make you absent from work?

Often Very often Sometimes Very seldom No

17. Do your colleagues help in case of personal problem?

Yes No To some extent

18. Are you afraid of any occupational hazards which prompt you to take leave?

Yes No

19. How do you take your eligible leave?

With prior sanction without prior sanction

20. Do you take leave for any other reason, specify?


17026384 Project on Employee Absenteeism by Nisam

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Transcript of 17026384 Project on Employee Absenteeism by Nisam