A study on Employee absenteeism in GB engineering Private limited

8/19/2019 A study on Employee absenteeism in GB engineering Private limited

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CHAPTER –I

INTRODUCTION

1.1 ABOUT THE TOPIC

There is a famous saying “the theory without practical is lame and practical

without Theory is blind ’’

Absenteeism is a serious workplace problem and an expensive occurrence for both employers and

employee seemingly unpredictable in nature Human resources is an important part of any

business and managing them is an important task

Absenteeism is a habitual pattern of absence from a duty or obligation. Traditionally, absenteeism

has been viewed as an indicator of poor individual performance, as well as a breach of an implicit

contract between employee and employer it was seen as a management problem, and framed in

economic or !uasi"economic terms. #ore recent research seeks to understand absenteeism as an

indicator of psychological, medical, or social ad$ustment to work %winkler, &'()*.

“every time an employee is absent from work there is a loss of productivity to the

organi+ation “ explain sharon kaleta , president and ceo of the disability management

employers coalition %dmec* one person absent from work may not create a problem but

several people absent for one or more days can have a significant financial impact to theorgani+ation.

An employee is a person hired by an employer to do a specific set of $obs. n most modern

economy, the term employee refers to a specific defined relationship between an individual and a

corporation, which differs from those of customer or client.

According to a chartered institute o f personnel development %cipd* - survey conducted in/))0,

sickness absence averages '.& working days per year and costs ￡1(( sterling per employee. The

situation in the - is comparable to reland, where absenteeism, which typically runs at 02 in

ireland, results in &/ million working days lost per year. According to statistics from the iris

business and employers’ confederation %ibec* %/))0* absenteeism costs rish industry over31)

million 4uros per year. 5ubse!uently absence or more specifically, absence management is

increasingly becoming an essential function within human resources. A review of available

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literature has presented arguments supporting the case for reducing absence by adopting various

management interventions such as absence management policies, use o f disciplinary action and

Ability o f family friendly initiatives. 6orking in the field of human resources, the researcher

was keen to challenge this thinking in a practical situation.

4mployee attendance should not be viewed in isolation from the workplace or the work

environment. 7ollateral workplace indicators, such as employee turnover, workers compensation

claims rate and industrial disputation, can assist in forming a comprehensive picture.

Absenteeism, work delays and productivity decline are often the first signs of something wrong in

the workplace, and may precede events such accidents and in$ury. These first signs should receive

more attention by occupational health and safety professionals and management.

Absenteeism is one of the ma$or threats to ndian industry. Absenteeism causing poor utili+ation

of plant ndia is facing unemployment problem on one side and the other side abnormal

absenteeism in industries if our absenteeism can be reduced. 6e can improve our gross national

product without any investment. Absenteeism not only causes production loss but also causes

reduction of gross national income when the gross income of workmen reduces naturally his

buying capacity also reduces if he could not manage the primary and secondary needs of timely

and properly. He has to face problems like poor family harmony poor health more mental and

physical tiredness which will again lead to absenting from work.

t is the intent of this document to take a broad view of the causes and associations of workplace

absenteeism, and to describe various facets of its assessment and management. t is intended to

provide both an overview of models and systems and then progress to exploring solutions and

detailed discussion and is structured in se!uence to take the reader through from concepts to

management options.

6henever absenteeism is discussed, polari+ed views on causes and management is fre!uent the

media has elevated absenteeism by alluding to it as a “national sport8, a great australianpas time

or the “sickie8. There is nothing uni!uely Australian about work absence, with rates broadly

comparable to many industriali+ed economies

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The present study on absenteeism of employee ’s in 9: 4ngineering 4nterprise ;rivate


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The present study on the employee absenteeism is confirmed to a single study unit.

The sample employees selected for the present day to 1) workers, because of constraints in

terms of limited time. The process of filling up of !uestionnaire has taken up so much time as most of the workers

were not aware of the concepts and terms. The respondents were reluctant to express their views frankly. 5o the response was biased

at an extent. This may affect the findings to certain level.

RESERCH METHODOLOGY

RESEARCH

Cesearch is a process in which the researcher wishes to find out the end result for a

give problem and thus the solutions helps in future course of action .the research has been

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defined as “a careful investigation or en!uiry especially through search for new fact in any

branch of knowledge .

RESEARCH METHODOLOGY

The procedure using ,which researchers go about their work of describing explaining

and predicting phenomena is called methodology . #ethods compromise the procedure s used

for generating ,collecting , and evaluating data .methods are the ways of obtaining

information useful for assessing explanation .

TYPES OF RESEARCH

The type of research used in this pro$ect is descriptive in nature . ?escriptive

research is essentially a fact finding related largely to the present, abstracting

generations by cross sectional study of the current situation .the descriptive method are

extensively used in the physical and natural science , for instance when physics measurers ,

biology classifies +oology dissects and geology studies the rock .but its use in social science

is more common , as in socio economic surveys and $ob and activity analysis

DESCRIPTIVE RESEARCH AIMS

• To portray the characteristics of a particular individual situation or group

Dwith or without specific initial hypothesis about the nature of this characteristics E• To determine the fre!uency with which something occurs or with which it is

associated with something else D usually , but not always , with a specific initial

hypotheses E

DESIGN OF DESCRIPTIVE

?escriptive studies aim at portraying accurately the characteristics of a particular group or

solution. =ne may undertake a descriptive study about the work in the factory ,health and

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welfare . A descriptive study may be concerned with the right to strike , capital punishment

. ;rohibition etc.

A descriptive study involves the following steps

&. >ormulating the ob$ectives of the study .

/. ?efining the population and selecting the sample .

3. ?esigning the method of data collection .0. Analysis of the data .

1. 7onclusion and recommendations for further improvement in the practices .

RESEARCH DESIGN

Cesearch design is the specification of the methods and procedure for ac!uiring the

information needed to solve the problem.

The research design followed for this research study is descriptive research design

where we find a solution to an existing problems .the problems of the study is to find the

present gb engineering enterprise private limited

SAMPLING

NON – PROBABILITY

“non"probability sampling is a sampling techni!ue where the samples are gathered

in a process that does not give all the individual in the population e!ual chances of being selected8

CONVENIENCE SAMPLING

“convenience sample is one of the main type of non"probability sampling

methods. A convenience sample is made up of people who are easy to reach. 7onsider the

following example. A pollster interviews shoppers at a local mall.8

SAMPLE SIE !

>rom the total population we have collect about 1) samples

DATA COLLECTION METHODS

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5urvey methods is considered the best methods for data collection and the tools

used for data collection are !uestionnaire. ;rivate individual s , research workers, private and

public organi+ation and even government are adopting it . n this methods a !uestionnaires

is collected through personal interview . A !uestionnaires consists of a number of

!uestions involves both specific and general !uestion related to customers relationship in

banking sectors .

"UESTIONNAIRES CONSTRUCTIONS

Fuestionnaires were constructed based on the following types

• =pen ended !uestions

• 7lose ended !uestions

• #ultiple choice !uestion

SOURCE OF DATAThe two source of data collection are namely primary G secondary

PRIMARY DATA;rimary data are fresh data collection through survey from the employees using

!uestionnaire

SECONDARY DATA5econdary data are collecting from books , internet and various $ournal s, maga+ines

etc .SATATISTICAL TOOLS USED

&.;ercentage analysis

/. chi" s!uare

3.7orrelation

PERCENTAGE METHOD

;ercentage refers to a special kind of ratio. t is used to make comparison between two or more series of data. They can be used to compare the relative items, the distribution of two or

more series of data, since the percentage reduces everything to a common base and there by allow

meaningful comparisons to be made.

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Bumber of respondents

Fo#m$l% & ''''''''''''''''''''''''''''''' ( 1))

Total respondent

STATEMENT OF THE PROBLEM

Absenteeism has become a ma$or problem in almost all the industrial sectors. 4xcessive

absenteeism constitutes a considerable cost to the industry even when the absent employee

receives no pay. :ecause of disorgani+ation of work, work schedules are upset and delayed,

resulting in the management failure to meet delivery dates. 6hen sick pay is authori+ed, the

4mployee of absenteeism mounds up more rapidly. t is, therefore, desirable that measures are

effectively implemented to minimi+e the cost of absenteeism as for as possible. n the light of

various factors promoting excessive rate of absenteeism in the units concerned, measures will

have to be taken by the management. 9enerally speaking, proper conditions of work in the

factory, ade!uate wages leave for rest and recuperation constitute the most effective means of

minimi+ing cost of absenteeism. ;rovision of suitable housing facilities in industrial towns would

also go a long way in improving attendance. -nless working and living conditions are improved

and necessary commitment of labour force in the place of work is promoted and stabili+ed, the

problem of absenteeism cannot be effectively solved.

CHAPTER ' II

7=#;AB@ ;C=>


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Testimony to this is proven by its receiving of continuous"repeat orders from most of its clients.

The ;artial 7ustomer


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components. 9:44;< has an established customer base that includes various established

domestic and overseas boiler manufacturers. 9:44;< is an 5= '))& certified and American

5ociety for #echanical 4ngineers %A5#4* 7ode authori+ed company.

9:44;< was established in the year &'() as a partnership firm by #r. :. ;attabhiraman and his

associates. t was subse!uently converted into a private limited company in &'(J. n /))1")I,

9:44;< became part of the Cesurgent 9roup of companies, with its entire shares being

transferred to the group’s holding company, Cesurgent nvestments ;rivate @ /)&/"&3.

>A7acilities available in 9: make it capable of producing ;ressure parts for

5team 9enerating systems to the tune of &),))) #T per annum including Bon"destructive testing

re!uirements. The storage of raw materials, the issue control, ;rocess planning and control,

Fuality assurance and control during ;roduction process all ensure ?elivery and Fuality of the

final product to the 7ustomer

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MANUFACTURING CAPABILITIES

9: has works at 3 locations, with a total covered area of 31),))) s!. >t. The A7"9: 6orks has

been established as a Koint Lenture company with Ansaldo 7aldaie :oilers ndia ;rivate


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Forming

• ;late bending %3"roll* thick I3 x width /1)) wNtop roll dia. 0I)mm

• Thick 3/ x width /1)) wNtop roll dia. 33) mm

• Hydraulic press &)) metric tonnes

• Tube bending %cold* tube dia. 38 max

• Tube bending %hot* tube dia. 38 max with rNdO).1/

•%s!uee+ing G si+ing*

• ;ipe bending pipe dia. &I( mm %max*

• Tube expansion tube dia. 1& mm %max*

• Tube swaging dia. JI mm G below

•

Tube sleeving dia. JI mm %max*

Welding

• 5hielded metal arc welding %smaw* I) sets

• 9as tungsten arc welding %gtaw* &)) sets

• 9as metal arc welding %gmaw* () sets

• 5ubmerged arc welding %saw* / sets

• Automatic gmaw tube panel welder 3 sets

• 9antry welding machine & set

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• 5tud welding %dia. &/ mm studs %max** 3 sets

Macining

• 7entre urnaceE M #ax. Temperature &/1)o7

• 5olution Annealing

• 1)) %6* x 1)) %urnaceE

SURFACE PREPARATI!N

• 5hot :lasting %Tubes G >lats*

• 5and :lasting

N!N " #ESTRUCTI$E TESTING

• Cadiographic Testing 9amma ray M ridium &'/ -pto 1) curie %thk. J)mm max*

• -ltrasonic Testing -pto &/) mm

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• #agnetic ;article Testing -pto depth of 1 mm

• ?ye M ;enetrant Testing Bil

• Hydro"static test -pto 31) gNcm/

CERTIFICATE

• Asme Ps’ stamp authori+ation

• asme Pu’ stamp authori+ation

Prod%ct Range

;roducts made by 9: include :oilers and :oiler components to various industries including

;ower, ;aper, 5ugar, non"ferrous, 7arbon black and many more ;rocess industries having 5team

9eneration 7ombined 7ycle ;ower plants

&%alit' Polic'

To satisfy our 7ustomers re!uirements through continually improving our products, services, and

business processes meeting statutory and regulatory provisions with the involvement of all the

employees

Facilitie(

The >acilities available in 9: make it capable of producing ;ressure parts for 5team 9enerating

systems to the tune of &),))) #T per annum including Bon"destructive testing re!uirements.

L%6e,6 P#o9e56,

Liew #ore ;ro$ects

?eaerators Lessels G 4xchangers

#ultiple 4ffect ?istillation N Thermo" Lapor 7ompression ?esalination

14

http://www.gbengineering.in/asme-s-stamp-authorization/http://www.gbengineering.in/asme-u-stamp-authorization/http://www.gbengineering.in/project_category/products/http://www.gbengineering.in/project/deaerators/http://www.gbengineering.in/project/vessels-exchangers/http://www.gbengineering.in/project/multiple-effect-distillation-thermo-vapor-compression-desalination/http://www.gbengineering.in/asme-s-stamp-authorization/http://www.gbengineering.in/asme-u-stamp-authorization/http://www.gbengineering.in/project_category/products/http://www.gbengineering.in/project/deaerators/http://www.gbengineering.in/project/vessels-exchangers/http://www.gbengineering.in/project/multiple-effect-distillation-thermo-vapor-compression-desalination/


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P%#6%l C$,6ome#, L,6

• AB5A


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;ulveri+ed 7oal >ired :oilers %;>*

=il >ired :oilers

:io"mass >ired :oilers

:agasse >ired :oilers

7hemical Cecovery :oilers

6aste Heat Cecovery :oilers %6HC*

Heat Cecovery 5team 9enerators %HC59*

6aste ncinerators

:oiler 7omponents %spares*

;ressure Lessels G Heat 4xchangers

?eaerators and ?esalination ;lants

5tructural

MD:, Me,,%4e

9: 4ngineering 4nterprises ;rivate


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=n the engineering N pro$ect management and construction management front, 9: has developed

and consolidated an enduring relationship with leading engineering and construction companies.

These companies are speciali+ed in their own activities and have a good track record developed

over nearly two decades.

The products and services speciali+ed by 9:, engineering and the pro$ect management strengths

of 4nmas and the construction management strengths of 4ngenius 4rectors together has the

capability to offer total services comprising basic engineering, detailed engineering, manufacture,

procurement, !uality control and assurance, construction, commissioning and =G# services or

any combination of these activities.9: has formed a Koint Lenture company with Ansaldo 7aldaie

5pA., for the manufacture of


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CHAPTER III

REVIE* OF LITERATURE

CONCEPT OF ABSENTEEISM

4mployee Absenteeism can be defined as stress that leads to work exhaustion. 5adly, it is the most

gifted and committed employees that tend to burnout first. :ecause of their high standards and

tendency towards perfectionism, these employees end up burning the candle at both ends.

t refers to workers absence from their regular task when he is normally schedule to work.

According to 6ebster’s dictionary, “Absenteeism is the practice or habit of being an absentee and

an absentee is one who habitually stays away formwork.8

According to


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M%#6o558o @ Jme3o 0?))7 stated that8 6e propose a model of the personality types that have

a higher likelihood of using absenteeism to their benefit%i.e.to recharge and change negative

affect* and therefore have the absence be functional %i.e., positive affect and higher productivity

upon returning to the $ob* rather than dysfunctional %i.e., negative affect and person is still

unproductive or has less productivity than before the absence event*. 6e conclude by

emphasi+ing the theoretical contributions that this model makes and by suggesting ways in which

the model could be tested.8

R$58 S38%0?)1)* in her study reveals that there only 02 employees remain away from their

work and that too due to personal reasons. There is very high level of $ob satisfaction among the

employees.

.A.H%# $m%# 0?)1?7 stated that the rate of absenteeism in #adura 7oats is very high .

Kacobson %&'('* has investigated a direct relationship between monetary incentives and work

floor attendance.

“F#e358 M%3, “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.8

“Absenteeism can be defined as “ >ailure of employees to report for work when they are schedule

to work 8.

M%#6o558o @ H%##,o3, 8


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U Me25%l Pe# L62 A/,e36ee,m S$#-ey ?)11As one of the world’s leading research based pharmaceutical companies and as a ma$or globalem

ployer, it gives us great pleasure to work with the 7: in delivering this report. 9iven the nature

of our business, we have a direct interest in understanding the drivers of absence, and in

understanding

how we can help to maximi+e wellness and minimi seill ness. :y drawing together data on both

absence Trendsand management strategies, this report provides use full information for both

businesses and policy makers. The survey shows that minor illnesses remain the most common

cause of absence. And while short"term absence continues to account for the ma$ority of absence,

long"term absence accounts for nearly one"third %3/2*of lost working time. 5tress, anxiety and

depression remain the main causes of long"term absence, with

almost three"!uarters %J/2* of responding employers comprehensive analysis of policies and programmers’ data on trends in absence rates, but also provides a drive action to improve the

health and wealth of identified cause of long"term absence for manual impact on staff productivity

levels mportantly, the survey also shows that illness is not only most widespread drag on

employee productivity, with

#usculoskeletal disorders the second most commonly pain %0/2*.reporting that non"work related

ill health had an adverse survey is not only an authoritative source of long"ter

The 7:’s annual absence and workplace health the ma$or driver of absence, but that illness isalso the the nation. we remain committed to such partnership initiatives that which promote

wellness and prevent ill health. At ;fi+er workers %002* closely followed by chronic back

De36o3!

The labour bureau %&'I/* define absenteeism the total shifts lost because as

percentage of the total number of man shifts scheduled to work . 5imilarly of social science

observes that “absenteeism ’’ as the time lost in industrial establishments by avoidable or unavoidable absence of employee. The lost by the strikes or by lateness amounting to an

hour’s or / is not usually included.

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Steer( and Rode( )*+,-. suggest in their model of absenteeism, that $ob satisfaction and

pressure to attend work interact to determine attendance and motivation. Actual attendance will

depend on both motivation and ability to attend pressure to attend could come from the fear of

losing their $ob. There are of course other influences on why people go absent. The nature other

$obs, the opportunities they provide for satisfaction and involvement, are all key factors. The rules

in the workplace may be strict or lenient, even travel difficulties may affect the ability to attend.


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;ersonal problems %financial, marital, substance abuse, childcare eldercare etc.*

poor physical fitness

inade!uate nutrition

transportation problems

the availability of income protection plans

stress excessive workload

employee discontent

CALCULATION OF ABSENTEEISM RATE!

Total number of times in which the leave was availed

F#e$e35y & ( 1))

Total number of man M days scheduled to work

5ome of the common causes of employees absenteeism that create barrier to retail sector

organi+ation success. According to study found that most of the employees in retail sector are

very young mostly &( to 3) year old people.

Q B$lly34 %32 8%#%,,me36 M 4mployees who are bullied or harassed by coworkers andNor bosses

are more likely to call in sick to avoid the situation.

Q B$#3o$6; ,6#e,, %32 lo mo#%le M Heavy workloads, stressful meetingsNpresentations and

feelings of being unappreciated can cause employees to avoid going into work. ;ersonal stress

%outside of work* can lead to absenteeism.

Q C8l25%#e %32 el2e#5%#e M 4mployees may be forced to miss work in order to stay home and

take care of a childNelder when normal arrangements have fallen through or if a childNelder is sick.

Q Dep#e,,o3 M?epression can lead to substance abuse if people turn to drugs or alcohol to self"

medicate their pain or anxiety.

Q D,e34%4eme36 M 4mployees who are not committed to their $obs, coworkers andNor the

company are more likely to miss work simply because they have no motivation to go.

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CHAPTER'IV

DATA ANALYSIS @ INTERRPRETATION

TABLE – .1

AGE OF RESPONDENTS

S.NO A4e o employee,No. oRe,po32e36,

Pe#5e36%4e

&/&"3) /3 0I

/3&"0) &J 30

30&"1) )0 )(

0Above 1) )I &/

T=TA< 1) &))

5ources ;rimary data

I3e#e35e!

>rom the above table it has been inferred, that 0I2 of employees are working in

the age group of /&"3), 302 of employees are working in the age group of 3&"0), and (2

of employees are working in the age group of 0&"1), &/2. =f employees are working in

the age group of above 1).

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CHART' .1

AGE OF RESPONDENTS

21-30 31-40 41-50 Abo! 500

5

10

15

20

25

30

35

40

45

50

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TABLE ' .?

GENDER OF RESPONDENTS

S.NO C%6e4o#yNo. o

Re,po32e36,Pe#5e36%4e

07

& #ale 33 II

/ >emale &J 30

T=TA< 1) &))

5ources primary data

I3e#e35e!

>rom the above table it has been inferred, that II2 of employees are male, and 302 of

employees are female.

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CHART ' .?

GENDER OF RESPONDENTS

Mal!

"!#al!

0 10 20 30 40 50 60 70

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TABLE ' .

"UALIFICATION OF EMPLOYEES

S.No"$%l5%6o3, o

employee,No. o

Re,po32e36,Pe#5e36%4

e

&:elow 55rom the above table it is inferred, that /I2 of employees are !ualified below 55


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CHART – .

"UALIFICATION OF EMPLOYEES

b!lo$ %%&C '%C (i)lo#a *(!+r!! ,G

0

5

10

1520

25

30

35

40

45

50

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TABLE ' .

MARTIAL STATUS

5.B= #arital status Bo. of Cespondents ;ercentage

& #arried /' 1(

/ -nmarried /& 0/

T=TA< 1) &))


I3e#e35e!

>rom the above table it has been inferred, that 1(2 of respondents are married, and 0/2

of respondents are unmarried.

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CHART' .

MARTIAL STATUS

Marri! nMarri!0

10

20

30

40

50

60

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TABLE ' .

EKPERIENCE OF THE RESPONDENTS

S.NO Ye%#,No. O


07

& 1 years and below &) /=

/1"&) && //

3 &)"&1 &J 30

0 &1"/) &/ /0

T=TA< 1) &))


I3e#e35e!

>rom the above table it has been inferred, that /)2 of employees are having less then 1years of

experience, //2 of employees are having 1"&)years of experience, 302 of employees are having

&)"&1 years of experience, and /02 of employees are having &1"/) years.

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CHART' .

EKPERIENCE OF THE RESPONDENTS

5 / ! a r s a n b ! l o $

5 - 1 0

/ ! a r s

1 0 - 1 5 / ! a r s

1 5 - 2 0

0

5

10

15

20

25

30

35

#is Titl$

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TABLE ' .=

MONTHLY INCOME OF EMPLOYEES

5.B= #onthly ncome B=. of

Cespondents

;ercentage

%2*

& :elow C5/),))) /3 0I

/ C5/&,)))"3),))) )( &I

3 C5 3&,)))"0),))) )1 &)

0 C5 0&,)))"1),))) &) /)

1 Above 1),))) )0 (

Total 1) &))


I3e#e35e!

>rom the above table it has been inferred, that 0I2 of employees are earning below

/),))), &I2 of employees earning C5 /&,)))"3),))), and &)2 of employees are earning C5

3&,)))"0),))), /)2 of employees are earning C5 0&,)))"1),)))and (2 of employees are

earning above 1),))).

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CHART' .=

MONTHLY INCOME OF EMPLOYEES

% 20,000 an B!lo$

% 21,000 30,000

%.31, 000 40,000

% 41,000 50,000

Abo! 50,000

0 5 10 15 20 25 30 35 40 45 50

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TABLE ' .

ABSENCE IN MONTH APPROKIMATELY

5.B= A/,e35e 3 mo368No. O


& Bil 0 (

/=nce / 0

3Twice /J 10

0RTwice &J 30

T=TA<

1) &))


I3e#e35e!

>rom the above table it status that , (2 of employees are no leave , 02 of employees say that

they avail leave once in a month , 102 of employees mentions they takes leave twice in a

month , 302 of employees opinioned that avail leave more than R twice in a month ,

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CHART' .

ABSENCE IN MONTH APPROKIMATELY

il n! T$i! T$i!

84

54

34

37


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TABLE ' .>

THE CASUAL LEAVE IN CALENDAR YEAR

S.NO C%,$%l le%-e No. o Re,po32e36, Pe#5e36%4e

& @45 /' 1(

/ B= /& 0/

Total 1) &))


I3e#e35e!

>rom the above table it mention, 1(2 of employees use the casual leave and 0/2 of employees

says that they won’t avail the casual leave facility

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CHART' .>

THE CASUAL LEAVE IN CALENDAR YEAR

/!s no0

10

20

30

40

50

60

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TABLE ' .<

REASON FOR TAE LEAVE DURING *OR DAYS

5.B=Ceason for take leave B=. of

Cespondents

;ercentage

%2*

& 5ickness 3 I

/


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CHART' .<

REASON FOR TAE LEAVE DURING *ORDAYS

%ikn!ss

&ak o in!r!s in ob

!rsonal r!asons

&on+ Workin+ ours

0 10 20 30 40 50 60 70

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TABLE ' .1)

LEAVE IN MONTH

5.B= A/,e35e 3 mo368 No. O

Re,po32e36,

Pe#5e36%4e

&) /& 0/

/& M 1 J &0

3I M &) // 00

T=TA<1) &))


I3e#e35e!

>rom the above table it has been inferred that, 0/2 of the employees don’t avail any

leave, &02 of the employees avail & M 1 days of leave an every month, and 00 2 of the

employees avail I M &) days of leave an every month.

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CHART' .1)

LEAVE IN MONTH

0 Mon 1-5 Mon 6-10 Mon

0

5

10

15

20

25

30

35

40

45

43


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TABLE ' .11

SICNESS MAES YOU ABSENT FROM *OR

5.B= A/,e36 #om o#+ No. O


&Lery often &' 3(

/5ometimes &J 30

3Lery 5eldom ( &I

0 Bo I &/

T=TA<1) &))


I3e#e35e!

>rom the above table it has been inferred that, 3(2 of employees are opinion that sickness makes

you absent from work Lery often leave in month, 302 of employees are opinion that sickness

makes you absent from work 5ometimes leave in a month, &I2 of employees are opinion that

sickness makes you absent from work Lery 5eldom leave take in a month, &/2 of employees

opinion that leave sickness makes you absent from work Bo leave in a month,

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CHART' .11

SICNESS MAES YOU ABSENT FROM *OR

:!r/ o!n %o#!i#!s :!r/ %!lo# o

0

5

10

15

20

25

30

35

40

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TABLE ' .1?

*ORING ENVIRONMENT

5.B=

o#+ e3-#o3me36

No. O Re,po32e36,

Pe#5e36%4e

&4xcellent &/ /0

/good // 00

3>air 3 I

0 ;oor &3 /I

T=TA<1) &))


I3e#e35e!

>rom the above table it has been state that, /02 of employees felt that the working

environment excellent in 9.: industry , 002 of employees felt that the working environment

good in 9.: industry, I2 of employees a felt that the working environment fair in 9.: industry,

/I2 of employees felt that the working environment poor in 9.: industry .

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CHART' .1?

*ORING ENVIRONMENT

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TABLE ' .1

STRESS IS PART OF *OR LIFE

5.B=

S6#e,, , p%#6 o o#+ le

No. O Re,po32e36

,Pe#5e36%4e

&strongly agree /) 0)

/agree &) /)

3neutral &0 /(

0 disagree/ 0

1 strongly disagree0 (

T=TA< 1) &))


I3e#e35e!

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>rom the above table it has been sates that 0)2of the respondents strongly agree that 5tress is part of work life , /)2 of the respondents agree that 5tress is part of work life , and /(2 of

the respondents mention neutral sates about work 5tress ,02 of the respondents sates they

disagree with work 5tress and (2 of the respondents sates they strongly disagree with work

5tress.

.

CHART' .1

STRESS IS PART OF *OR LIFE

s 7 r o n + l / a + r ! !

n ! u 7 r a l

% 7 r o n + l / i s

a + r ! !

05

10152025303540

%$r&$nta'$

49


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TABLE .1

FEEL ABOUT THE FACILITIES PROVIDE BY INDUSTRY

5.B= F%5l6e,No. O


&Highly satisfied &) /)

/satisfied && //

3neutral J &0

0 dissatisfied&) /)

1 Highly dissatisfied &/ /0

T=TA<1) &))


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I3e#e35e!

>rom the above table it has been inferred, that /)2 of the employee felt about your facility Highly satisfied in the company , //2 of the employee felt about facility satisfied in the

company, &02 of the employee facilities neutral by the company,/)2 of the employee felt the

facilities are dissatisfied by the company and /0 2 of the employee felt about your facilities

are Highly dissatisfied in the company.

CHART' .1

FEEL ABOUT YOUR FACILITIES PROVIDE BY INDUSTRY

' i + 9 l /

s a 7 i s = !

s a 7 i s = !

! u 7 r a l

i s s a 7 i s = !

' i + 9

l / i s s a 7 i s = !

0

5

10

15

20

25

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TABLE ' .1

SATISFIED THE PRESENT PROMOTIONAL POLICY

5.B= P#omo6o3%l pol5yNo. O


&Highly satisfied 3 I

/satisfied ( &I

3neutral && //

0 dissatisfied' &(

1 Highly dissatisfied&' 3(

T=TA<1) &))


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I3e#e35e!

>rom the above table it has been inferred, that I2 of respondents Highly satisfiedabout the promotional policy, &I2 of respondents felt satisfied the present promotional policy,

//2 of respondents felt neutral the present promotional policy,&(2 of respondents felt

dissatisfied the present promotional policy and 3(2 of respondents felt Highly dissatisfied the

present promotional policy.

CHART' .1

SATISFIED THE PRESENT PROMOTIONAL POLICY

' i + 9 l /

s a 7 i s =

!

s a 7 i s = !

! u 7 r a l

i s s

a 7 i s =

!

' i + 9 l /

i s s a 7 i s =

!

0

5

10

15

20

25

30

35

40

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TABLE ' .1=

THE PROCEDURE FOR TAING LEAVE IN YOUR ORGANIATION

5.B= P#o5e2$#e o# le%-eNo. O

Re,po32e36,

Pe#5e36%4

e

&giving a leave letter &I 3/

/ Bot giving a leave letter &( 3I

3asking a permission J &0

0Asking a permission mail ' &(

T=TA<1) &))


I3e#e35e!

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>rom the above table it is to inferred that, 3/2 of the employees are use the procedure for leave

in giving a leave letter by the company ,3I2 of the employees are not procedure for use leave

letter by the company , &02 of the employees are procedure for a permission leave ,&(2 of the

employees are use the procedure for a permission for mail leave by company.

CHART' .1=

THE PROCEDURE FOR TAING LEAVE IN YOUR ORGANIATION

+iin+ a l!a! l!!r

o +iin+ a l!a! l!!r

askin+ a )!r#ission

Askin+ a )!r#ission #ail

0 5 10 15 20 25 30 35 40

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TABLE ' .1

REASON FOR ABSENTS

5.B=

Ceason for take

absent B=. of

Cespondents

;ercentage

%2*

& ;ersonal problem &0 /(

/ Health problem )3 I

3 >inancial problem / 0

0 6orking environment /J 10

1 =thers 0 (

Total 1) &))

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I3e#e35e!

>rom the above table it has been inferred, that /(2 of the respondents due to ;ersonal

problem in absenteeism, I2 of the respondents due to Health problem in absenteeism, and 02 of the respondents due to employees are >inancial problem in absent, 102 of the respondents due to

employees are 6orking facilities in absent (2 of the respondents due to employees are =thers in

absent.

.

CHART' .1

REASON FOR ABSENTS

, ! r s o n a l )

r o b l ! #

' ! a l 7 9 ) r o b l !

#

" i n a n 4 i a l ) r o b l !

#

W o r k i n +

! n i r o n # !

n 7

7 9 ! r s

0

10

20

30

40

50

60

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TABLE ' .1>

AFFECTED BY INFECTIOUS DISEASES

S.NOAffected by

infectious

diseases

No. o Re,po32e36,

Pe#5e36%4e

& @45 &J 1(

/ B= /3 0/

Total 1) &))


I3e#e35e!

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>rom the above table it has been inferred, that 1(2 of the employees are affected

by infectious diseases and 0/2 of the employees are not affected by any infectious

diseases.

CHART' .1>

AFFECTED BY INFECTIOUS DISEASES

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/!s> 58?

no> 42?

TABLE ' .1<

EMPLOYEE DEVELOPMENT TRAINING PROGRAM *ILL HELPREDUCING ABSENTEEISM RATE

5.B=

A/,e36ee,m #%6e No. O Re,po32e36

Pe#5e36%4e

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,

&strongly agree &) /)

/agree 1 &)

3neutral &1 3)

0 disagree&( 3I

1 strongly disagree/ 0

T=TA<1) &))


I3e#e35e!

>rom the above table it has been inferred, that /)2 of the employee strongly agreethat the training and development activities will reduce absenteeism in work place ,it is

mentioned that &)2 of the employee says that they agree 4?T will reduce absenteeism in work place, state 3)2 of the employee says that they are in a neutral,3I2 of the employee says that

they disagree 4?T will reduce absenteeism in work place and 02 of the employee says that

they strongly disagree 4?T will reduce absenteeism in work place.

CHART' .1<

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EMPLOYEE DEVELOPMENT TRAINING PROGRAM *ILL HELPREDUCING ABSENTEEISM RATE

s 7 r o n + l / a +

r ! !

n !

u 7 r a l

% 7 r o n + l /

i s a + r

! !

0

5

10

15

20

25

30

35

40

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TABLE ' .?)

*OR ASSIGNMENT ARE DISTRIBUTED ARE FAIRLY

5.B= *o#+ %,,43me36No. O

Re,po32e36, Pe#5e36%4e

&strongly agree /3 0I

/agree && //

3neutral J &0

0 disagreeI &/

1 strongly disagree3 I

T=TA<1) &))


I3e#e35e

>rom the above table it is inferred, that 0I2 of the respondents strongly agree that the work

assignment are distributed are fairly in work place, //2 of the respondents says that they agree

work assignment are distributed are fairly in work place , &02 of the respondents say that they in

a neutral,&/2 of the respondents says that the disagree work assignment are distributed are fairly

and I2 of the respondents say that the y strongly disagree work assignment are distributed are

fairly employees in work place .

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CHART' .?)

*OR ASSIGNMENT ARE DISTRIBUTED ARE FAIRLY

sron+l/ a+r!!

a+r!!

n!ural

isa+r!!

%ron+l/ isa+r!!

0 5 10 15 20 25 30 35 40 45 50

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TABLE ' .?1

TO REDUCE ABSENTEEISM *HICH SHIFTS DO YOU PREFER IF ISADOPTED

5.B= Ceduce absenteeismNo. O


&

9eneral shifts I &/

/>ist shifts ( &I

35econds shifts &' 3(

0Celay pattern %3 shifts* &J 30

T=TA<1) &))


I3e#e35e!

>rom the above table it has been inferred that, &/2 of the employees refried general

shifts will reduce absenteeism , &I2 of the employees states that fist shifts will to reduce

absenteeism ,3(2 of the employees states that seconds shift will to reduce absenteeism ,

302of the employees felt that relay pattern %3 shifts* will to reduce absenteeism

CHART' .?1

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TO REDUCE ABSENTEEISM *HICH SHIFTS DO YOU PREFER IF ISADOPTED

+ ! n ! r a l s 9 i 6 7 s

= r s 7 s 9 i 6 7 s

s ! 4 o n s s 9 i 6 7 s

r ! l a /

) a 7 7 ! r n @ 3 s 9 i 6 7 s A

05

10152025303540

TABLE ' .??

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FOLLO*ING FACTORS *HICH HAS TO BE IMPROVED GBINDUSTRY

5.B=

>actors which has to be

improved 9: industry

No. O

Re,po32e36,

Pe#5e36%4e

&?rinking water /) 0)

/5anitary conditions &( 3I

3;roper lighting ' &(

0Lentilation N 5afety 3 I

T=TA<1) &))


I3e#e35e! >rom the above table it has been inferred that, 0)2 of the employees felt drinkingwater facility should be improved, 3I2 of the employees felt sanitary conditions must be

improved, &(2 of the employees felt lighting facility has to be improved, and I2 of the

employees felt ventilation safety facility should be improved.

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CHART' .??

FOLLO*ING FACTORS *HICH HAS TO BE IMPROVED GBINDUSTRY

(rinkin+ $a!r

saniar/ oniions

)ro)!r li+in+

!nilaion * sa!/

0 5 10 15 20 25 30 35 40

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TABLE ' .?

TYPE OF MOTIVATION TECHNI"UES ADOPTED FOR EMPLOYEEREGULAR TO THE *OR

5.B=Mo6-%6o3 6e583$e,

No. O Re,po32e36

,Pe#5e36%4e

&ncentive &J 30

/:onus &3 /I

3Allowances /) 0)

T=TA<1) &))


I3e#e35e! >rom the above table it is inferred that, 302 of the respondents felt that hike inincentive will motivate the employees, /I2 of the respondents felt that bonus will be a

motivating factors , and 0)of the respondents felt that allowances will be a motivatingfactors.

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CHART' .?

TYPE OF MOTIVATION TECHNI"UES ADOPTED FOR EMPLOYEEREGULAR TO THE *OR

in!ni! bonus allo$an!s

34

26

40

1

2

3

1. CORRELATION

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30 &0 0JI &&1I &'I

/0 &( 03/ 1JI 3/0

T=TA< /30) /I&I /(0)

Co##el%6o3&(y(?y?

Co##el%6o3&?)?=1=?>)

Co##el%6o3&).1

T8e#e , ,435%36 #el%6o3,8p /e6ee3 4xperienc! V, procedure for

taking leave in your organi+ation

CHI S"UARE TABLE

Ho m%3y 2%y, 2o yo$ 6%+e le%-e 3 % mo368 VS 8%6 6ype o mo6-%6o36e583$e, %2op6e2 o# employee #e4$l%# 6o 68e o#+

O/,e#-e2 F#e$e35y

le%-e 0o7 0/ &0 00 &))

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Re4$l%# 0O7 30 /I 0) &))

To6%l JIN/ 0)N/ (0N/ /))

E 3( /) 0/

E(pe56e2 #e$e35y

O E O'E 0O'E7? 0O'E7?E0/ 3/ &) &)) 3.&/1

30 3/ "/ 0 ).&/1

&0 /) "I 3I &.(

/I /) "I 3I &.(

00 0/ / 0 ).)'1

0) 0/ / 0 ).)'1

J.)0

LEVEL OF SIGNIFICANT &0R'170C'17

& 03"&*S%3"&*

O/S/O0

Table -%l$e CV Lalue

& >7v J.)0

Bull Hypothesis t state that, the calculated value is greater than table value.

A


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CHAPTER V

FINDINGS; SUGGESTION @ CONCLUSION

FINDINGS OF THE STUDY

&. The some of the respondents 0I2 of employees is working under the age limit of /&"3)

/. The #a$ority of the respondentsII2 of employees is male

3.The some of the respondents0I2 of employees is working under the ?iplomaN?egree

0.The #a$ority of the respondents1(2 of employees is married

1.The some of the respondents302 of employees is having &)"&1 years of experience,

I.The some of the respondent0I2 of employees are earning below /),)))

J.The #a$ority of the respondents102 of employees is opinion that leave take in a month is

Twice

(.The #a$ority of the respondent1(2 of employees says yes the casual leave in calendar year

'.The some of the respondent0(2 of employees is ;ersonal reasons Ceason for take leave work

&).The #a$ority of the respondent002 of employees is opinion that leave take in a I M &) month

&&.The some of the respondent3(2 of employees is opinion that sickness makes you absent from

work Lery often leave in month

&/.The some of the respondent002 of employees is opinion good in working environment

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&3.The #a$ority of the respondent0)2 of employees are strongly agree 5tress is part of work

life

&0. The #a$ority of the respondent3(2 satisfied the present promotional policy of employees

is highly dissatisfied

&1.The #a$ority of the respondent3I2 of employees is opinion that the procedure for taking

leave in your organi+ation Bot giving a leave letter leave in a month

&I.The #a$ority of the respondent102 of employees are 6orking environment in absent

&J.The #a$ority of the respondent1(2 of employees says yes Affected by infectious diseases

&(.The #a$ority of the respondent3I2 of employee development training program will help

reducing absenteeism rate disagree and

&'.The #a$ority of the respondent0I2 of employee work assignment are distributed are fairly

strongly agree,

/).The some of the respondent3(2 of employees are to reduce absenteeism which shifts do

you prefer if is adopted seconds shifts

/&.The #a$ority of the respondent0)2 of employees is to a factor which has to be improved

drinking water

//.The #a$ority of the responden0)2 of employees is opinion that motivation techni!ues

adopted for employee regular to the work allowance

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SUGGESTIONS OF THE STUDY

The respondents were asked to give suggestions to reduce absenteeism. =n the basis of their response, following ma$or suggestions can be helpful in reducing absenteeism in the 9:

4ngineering 4nterprise ;rivate limited.

Their personal problems should be solved through counseling in employees and family in help

to organi+ation ;roviding them good working condition is very essential to employee

4mployee welfare facilities should be improved in 9: 4ngineering 4nterprise ;rivate limited

and 5alary should be increased in reducing employee absenteeism . 5upervisors’ behavior should be modified and ;resent working conditions should be improved

in 9: 4ngineering 4nterprise ;rivate limited. improved medical facilities should be to the

employees

Cecreation facility should be improved in the organi+ation

#otivational training should be given to the employees at regular period of time. 5killed and

semi"skilled labors should be treated as same. :ut their benefits should be different 9:

4ngineering 4nterprise ;rivate limited. ;romotions have to be given to the employees for their excellent performance.

They should be paid e!ually which is e!ual to the other company employees in same industry.

The work load given to them should be minimi+ed The company should provide proper transport facility.

#ost of The employees felt that second shift will be very much conducive for them

The company should provide proper drinking water and sanitation facility to the employee.

CONCLUSION

The management must first have a positive attitude towards absenteeism. 4ven though it not

possible to eliminate absenteeism completely. The provision of various facilities to reduce

absenteeism bound to involve substantial financial commitment for the management. The ma$or

causes for absenteeism in the organi+ation are the activities and policies of the organi+ation. 5o

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absenteeism visible but proves fatal for the industry. 5o reduction in absenteeism will helpful in

improving the productivity.

There are six factors which do not affect to the employee absenteeism. Those factors are

supervisor support, work overload, age of worker, salary, incentives and employee $ob fit. Among

these factors, salary and incentives are two special factors. -sually these two factors are most

recogni+ed factors to motivate employees . n addition to above six factors targets of the given

time period becomes a less significant factor on employee absenteeism. All other variables are

averagely affecting factors on employee absenteeism. There is no any significant factor among

these eighteen factors considered by the researchers.

This study shows that is 9: engineering industry a growing concept in today’s scenario.4mployee’s absenteeism is


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CHAPTER'VII

STUDY ON EMPLOYEES OF ABSENTEEISM IN GB ENGINEERING

ENTERPRISE PRIVATE LIMATED AT TIRUCHIRAPPALLI

?ear sir Nmadam,

6e are final year student of #:A in Annai 7ollege of Arts and 5cience ,

kumbakonam.asa part of curriculum in fulfillment of our graduation as a part of

academic pro$ect work , in this regard !uestionnaire has been provided to you

work place to the employees .

Thank you.

=-45T=BBAC4

&. Bame

/ ?epartment

3. Age D E 3) years and below D E 3&"0) year

D E 0&"1 )years D E above 1= years

0. 9ender D E #ale D E >emale

1 Fualification D E :elow 55


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J. How many years 4xperience you have

%a*.1 years and below D E %b*. I M &) years D E

%c*. && M &1 @ears D E %d*. Above &1 years D E

(. 4mployees salary

%a*. C5 /),))) and :elow D E % b.* C5 /&,))) M 3),))) D E

% c*. C5.3&, ))) M 0),))) D E %d*. C5 0&,))) M 1),))) D E

%e*. Above 1),))) D E


81/83

a*.4xcellent D E %b* 4oo2 D E %c* >air D E %d*. ;oor D E

1. S6#e,, , % p%#6 o o#+ le

a*.strongly agree D E %b*agree D E

%c*.neutral D E %d*. 5trongly disagree D E

1=.Ho 2o yo$ eel %/o$6 yo$# %5l6e, p#o-2e /y 68e GB 32$,6#y

a*. Highly satisfied D E b*. 5atisfied D E

c*.Beutral D E d*. ?issatisfied D E

e*.Highly dissatisfied D E

1. Yo$ ,%6,e2 68 68e p#e,e36 p#omo6o3%l pol5e,

a*. Highly satisfied D E b*. 5atisfied D E

c*.Beutral D E d* ?issatisfied D E

e*.Highly dissatisfied D E

1>. *8%6 , 68e p#o5e2$#e o# 6%+34 le%-e 3 yo$# o#4%3%6o3

a*.giving a leave letter D E %b*. Bot giving a leave letter D E

%c*. asking a permission D E %d*. Asking a permission mail D E

1inancial problem D E d*.6orking environment D E

e*.=thers D E

?). A#e yo$ %e56e2 /y 3e56o$, 2,e%,e,

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%a*.@es D E %b*. B= D E

?1. Employee 2e-elopme36 6#%334 p#o4#%m, ll 8elp #e2$534%/,e36ee,m #%6e

a*.strongly agree D E %b*agree D E %c*.neutral D E %d*.disagree

e* strongly disagree D E

??. *o#+ %,,43me36 %#e 2,6#/$6e2 %#ly

a*.strongly agree D E %b*agree D E %c*.neutral D E %d*.disagree

e*strongly disagree D E

?.To #e2$5e %/,e36ee,m 858 ,86, 2o yo$ p#ee# , %2op6e2

a*.9eneral shiftsD E b*.>ist shiftsD E

c*.5econds shiftsD E d*.Celay pattern %3 shifts*D E

? .Amo34 ollo34 %56o#, 858 8%, 6o /e mp#o-e2 GB 32$,6#y

a*.?rinking waterD E b*.5anitary conditions D E

c*.;roper lighting D E d *.Lentilation N 5afety D E

?. *8%6 6ype o mo6-%6o3 6e583$e, %2op6e2 o# employee #e4$l%# 6o 68eo#+

a*.ncentive D E

b*.:onus D E

c*.Allowances D E

?=. A3y S$44e,6o3, UUUUUUUUUUUUUUUUUUUUUU

BIBLIOGRAPHY

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1. Arnold, K., 7ooper, 7., Cobertson, . &''1. Work Psychology: Understanding human/. behaviour in the workplace. /nd 4dition.

A study on Employee absenteeism in GB engineering Private limited

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