Karthika end

A STUDY ON EMPLOYEE ABSENTEEISM WITH REFERENCE TO REFERENCE TO

SOUTHERN RAILWAYS MADURAI DIVISION

By

A.KARTHIKA

Roll No. 12MBA07

Reg. No. 9118126031009

A PROJECT REPORT

FACULTY OF MANAGEMENT SCIENCES

In partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY CHENNAI

CHENNAI 600 025

SEPTEMBER 2013

LIST OF CONTENTS

CHAPTER NO

TITLE PAGE NO

IIntroduction 1

Industry profile4

II Literature Review13

III

Objectives 15

Scope Of The Study 16

Need For The Study 17

Limitations 18

Research Methodology 19

IV Data Analysis And Interpretation 21

V

Findings 36

Suggestions 37

Conclusions 38

Bibliography 39

Appendix 40

BONAFIED CERTIFICATE

Certified that this report “A STUDY ON EMPLOYEE ABSENTEEISM AT SOUTHREN

RAILWAYS MADURAI DIVISION” is the bonafide work of A.KARTHIKA who carried out the

project work under my supervision. Certified further , that to the best of my knowledge the work

reported herein does not from part of any other project report or dissertation on the basis of

which a degree or award was on conferred on a earlier occasion on this or any other candidate.

PRICIPAL FACULTY GUIDE

OAA-MAVMM SCHOOL OF MANAGEMENT

INTERNAL EXAMINER EXTERNAL EXAMINER

DECLARATION

I affirm that the project work titled “STUDY ON EMPLOYEE ABSENTEEISM AT

SOUTHREN RAILWAYS MADURAI DIVISION “, being submitted in partial fulfillment for

the award of MBA is the original work carried out by me. It has not formed the part of any other

project work submitted for award of any degree, either in this or any other university.

A.KARTHIKA

I certify that the declaration made above by the candidate is true.

ACKNOWLEDGEMENT

I take this opportunity to express my sincere and heartfelt thanks to the management and staff of

our college for providing all possible guidance and support without which the project work

wouldn’t have been completed successfully in time.

I express my sincere thanks to Mr. S.PRABAHARAN for guiding me throughout this project

work.

I express my profound gratitude to J.CHANDRIKA JAYASHSKAR (DIVISIONAL PERSONAL

OFFICER) SOUTHERN RAILWAYS , MADURAI, who gave permission to carry out my

project in SOUTHERN RAILWAYS. I want to give my sincere thanks to his kind advice and

guidance that had made my project successful. Many of the sound advices have been well taken

by me and it is largely due to his patience that I was able to achieve my goals successfully.

Finally, I would like to express my heartfelt thanks to y beloved parents for their blessings, my

friend/classmates for their help and wishes for the successful completion of this project.

ABSTRACT

The topic of the project is “A STUDY ON EMPLOYEE ABSENTEEISM AT SOUTHREN

RAILWAYS MADURAI DIVISION ”.

The objectives of the study were to assess the employee absenteeism in SOUTHERN

RAILWAYS , MADURAI.

Simple Percentage Analysis, weighted average methods were used to analysis the data collected.

The descriptive research design is used for the study. Descriptive designs result in description of

the data, whether in words, pictures, charts, or tables, and whether things have one thing in

common they must provide descriptions of the variables in order to answer the questions. The

research was conducted among 50 employees.

The primary source of data was collected through interview schedule on a questionnaire; the

secondary data was collected referring personnel manual of the organization.

INTRODUCTION

Employee absenteeism is a costly yet poorly understood organizational

phenomenon (e.g. Johns and Nicholson, 1982; Martocchio and Harrison, 1993; Mowday, Porter

and Steers, 1982; Rhodes and Steers, 1990; Gellatly, 1995). The consequences of employee

absenteeism are widespread and consist of direct and indirect effects. For instance higher costs

are a result of absenteeism, which can be caused both directly as indirectly. Direct costs of

sickness absence to employers include statutory sick pay, expense of covering absence with

temporary staff and lost production. Indirect costs, such as low morale among staff covering for

those absent because of sickness and lower customer satisfaction, are difficult to measure, while

they also influence the overall levels of output (Leaker, 2008). Other effects associated with

absenteeism are disruption of the work flow and reduction in product quality (Klein, 1986).

Leaker (2008) estimated in 2008 for the Confederation of Business Industry that the United

Kingdom had approximately lost £19.2 billion in 2007 to direct and indirect costs of employee

absenteeism.

Employee Absenteeism is the absence of an employee from work. It’s a major

problem faced by almost all employees of today. Employee 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. Employee’s presence at work place during the scheduled time is highly essential for

the smooth running of the production process in particular and the organization in general.

Despite the significance of their presence, employees sometime fail to report at the work place

during the scheduled time which is known as “Absenteeism”.

“The non-attendance of employees for scheduled work, it distinguishes

absenteeism from other forms of non-attendance that are arranged in advanced and specifically

avoids judgments of legitimacy associated with absent events that are implied by as sick leave.”

Gibbons, 1966: Johns/1978: Jones, 1971.

“Absence occurs whenever a person chooses to allocate time to activities that competewith

scheduled work either to satisfy the waxing and warning of underlying motivational rhythms.”

French Man, 1984.

“Lack of an individual physical presence at given location and time when there is

a social expectation for him or her to be there.”

Martocchio & Harrison1993

“Absenteeism is temporary cessation of work, for no less than one whole working day,

on the initiative of the worker, when his presence is expected”.

J.D.Heckett

Labour Bureau, simla interpret “Absenteeism as the total of man shifts lost because of

absence as a percentage of the total number of man shifts scheduled to work it excludes

authorized vacation privilege leave, strike, lockout, lay-off or regularized over’s for the

computation of absenteeism rate, on the other hand annual survey of industries takes in to

account all the instances of workers absence with a view to ascertaining the costs of the time lost

as a percentage of a total labor cost.

A general definition of absenteeism includes time lost because of illness and accident and

time away from the job due of personal reasons whether authorized or unauthorized. Authorized

absence on leave with pay is also treated as absence.

Meaning

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

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

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 ab-

sence is perceived as unwarranted

Absence control can often be an important step in the process of reducing

business costs. Because of competitive pressures, companies can no longer afford to carry

unnecessary absence that they may have tolerated in the past. Therefore, many companies are

focusing on the issue of eliminating, or at least reducing, unnecessary levels of absence.

Absenteeism can be termed as an “illness” which may affect the internal structure

of the organization, thus causing harm to the production process. So there is a need to control the

situation, by taking a thorough and in-detail analysis to identify the critical reasons of

absenteeism which will help to create a proper Organizational Culture.

ORGANIZATIONAL PROFILE

SOUTHERN RAILWAY

. The South Indian Railway was originally created in the British colonial times as Great

Southern India Railway Co. founded in Britain in 1853 and registered in 1859. Its original

headquarters was in Tiruchirappalli (Trichy) and was registered as a company in London only in

1890. Southern Railway has its headquarters in Chennai and has the following six divisions:

Chennai, Madurai, Tiruchirappalli, Salem, Palakkad and Thiruvananthapuram. More than 500

million passengers travel on the network every year. This zone of the Indian Railways differs

from the other zones of India in that its revenue is derived from passengers and not from freight.

Southern Railway, in its present form, came into existence on 14th April 1951 through the

merger of the three state railways namely Madras and Southern Mahratta Railway, the South

Indian Railway, and the Mysore state railway.

Southern Railway's present network extends over a large area of India's Southern Peninsula,

covering the states of Tamilnadu, Kerala, Pondicherry,and a small portion of Andhra Pradesh.

Serving these naturally plentiful and culturally rich southern states, the SR extends from

Mangalore on the west coast and Kanniyakumari in the south to Renigunta in the North West and

Gudur in the North East.

Headquartered at Chennai, the Southern Railway comprises of the following six divisions.

Chennai

Madurai

Palghat

Trivandrum

Salem

Tiruchirapalli

Mission Statement

Protect and safeguard Railway passengers, passengers area and Railway property.

Ensure the safety, security and boost the confidence of the traveling public in the Indian

Railways.

Vision Statement

Indian railways shall provide efficient, affordable, customer focused and environmentally

sustainable integrated transportation solutions. If shall be a vehicle of inclusive growth, con-

necting regions, communities, ports and centers of industry, commerce, tourism and pilgrim-

age across the country. The reach and access of its services will be continuously expanded

and improved by its integrated team of committed, empowered and satisfied employees and

by use of cutting-edge technology.

MADURAI DIVISION

History of Madurai Division

History of division dates back to 1 September, 1875 when 154 kms of Railway track was laid

between Trichchirappalli and Madurai. The line was further extended up to Tuticorin in 1876.

From 1876 onwards, the Rail network was gradually extended to Rameshwaram, Sengottai,

Kollam, and Erode etc. Madurai Division of southern railway is largest division in southern rail-

way with 1355.78 route kms. It’s commenced its operations from 16 May, 1956 as full – fledged

division.

ORGANIZATION STRUCTURE:

SPECIFIC ITEMS FOR SOUTHERN RAILWAY IN RAILWAY BUDGET 2012-13

Surveys and feasibility studies for developing coaching terminals at Nemam and Kot-

tayam in Kerala.

Pre-feasibility study for development of Roypuram station in Tamil Nadu for which

many representations have been received.

Extension of MRTS from Velachery to St. Thomas Mount in Chennai to be commis-

sioned in 2013.

Setting up of 72 MW capacity windmill plants in the wind rich areas of Andhra Pradesh,

Karnataka, Kerala, Tamil Nadu and West Bengal.

Keeping in view the increased requirement of passenger coaches, a rail coach factory at

Palakkad with the support of Government of Keralais proposed to be set up.

Setting up of new Rail Neer Plants at Palur in Tamilnadu.

In Chennai area, it is proposed to run 18 additional services on Chennai Beach-Tam-

baram, Chennai Beach-Chengalpattu,Chennai Beach-Avadi,Chennai Beach–

Tiruttani,Chennai Beach – Gummidipundi/Sullurupetta and Chennai Beach– Velachery

sections.

ORGANIZATION CHART

MADURAI JUNCTION RAILWAY STATION

Madurai Railway Junction is one of the Major Railway Junction in South India and the

Head Quarters of Madurai railway division. It is well connected with all Major cities in India.

Madurai division is the second largest by revenue in Southern Railway. It is one of the A1

graded stations in the Southern Railway. (The railway stations which generate earning of

Rs.50Cr P/A will get A1 Grade). Madurai has two terminals

Koodal Nagar Railway Station (Goods Handling)

Madurai Railway Junction (Passenger Handling)

Koodal Nagar Railway Station

Koodal Nagar Railway station is mainly used for Madurai Junction's Goods handling pur-

pose. It has Rail sideware house and CONCOR for goods handling. A separate goods train going

to Tuglakabad (TKD) from Koodalnagar (KON).

TRAINS ORIGINATING FROM MADURAI JUNCTION:

Sl. No. DESTINATION TRAIN NAME

1 Chennai Egmore Pandian Express,vaigai Express, Koodal Nagar Express,

Mahal Super Fast Express Bi-Weekly

2 Chennai Central Chennai Central-Madurai AC Duronto Express

3 Hazrat Nizamudin Tamil Nadu Sampark Kranti Express

4 LokmanyaTilakTerminus LTT-Madurai Kurla Express

5 Tirupati Tirupati-Madurai Bi-weekly Express

6 Dehradun/Chandigarh Madurai-Dehradun/Chandigarh Bi-Weekly Express

7 Okha Vivek Express

8 Rameswaram, Dindigul, Vil-

lupuram, Sengottai, Kollam Passenger

Madurai Divisional Office

The divisional office located at Madurai. The divisional office spread over 11 Districts of

Tamil Nadu and 1 district of Kerala Districts of Trichchirappalli, Pudukkottai, Sivagangai,

Coimbatore, Madurai, Virudhunagar, Ramanathapuram, Tirunelveli, Tuticorin, Dindigul, Karur

and Teni in Tamil Nadu state Kollam district of Kerala State

DEPARTMENTS IN MADURAI DIVISIONAL OFFICE

Accounts Department

The Accounts department is headed by Financial Advisor and Chief Accounts Officer

(FA&CAO). The Accounts Department is mainly responsible for Keeping the accounts, Internal

check of transactions affecting the receipt and expenditure, Tendering, as part of its important

functions, advice to the administration whenever required or necessary in all matters involving

Railway finance, Compilation of budgets in consultation with other departments and monitoring

the budgetary control, assisting inventory management,.

Electrical department

Electrical department looks after the planning , operation & maintenance of the all Elec-

trical assets of Southern Railway, various assets include Locomotives , Electrical Multiple Unit,

Traction & distribution, Train lighting, air conditioning and general electrical services. Nomin-

ated maintenance schedules are given to all the electrical assets at various maintenance depots

and workshop

Engineering department

The Civil Engineering Department is responsible for the construction and maintenance of

all civil engineering assets, viz. all buildings including station buildings, residential quarters,

hospitals, sheds, workshop structures, goods sheds etc., water supply and sanitary installations,

Railway tracks, Sidings and all allied structures, Bridges including Road over bridges and Road

under bridges. The maintenance wing (Open line) of Civil Engineering Organization is headed

by the Principal Chief Engineer

Vigilance Organization

Southern Railway's Vigilance department is headed by the Senior Deputy General Manager

(SDGM), who is the Chief Vigilance Officer (CVO) for Southern Railway. The department as-

sists the organization in curbing corruption by way of carrying out regular checks and investiga-

tion into the complaints received from public or from its own employees. Complaints on corrup-

tion are investigated, after verifying the genuineness of the complainant.

Personnel department

The Personnel department is headed by Chief Personnel Officer (CPO).The major areas

of concern of Personnel Department are Human Resource Development and Staff welfare.

Public Relations

Public Relations department of Southern Railway acts as a communicator between the or-

ganization and public through Press & Media.PR department briefs the Print and Electronic Me-

dia from time to time on matters of public interest about developmental, objective, informative

and operational activities through press releases, press conferences, conducted tours, and meet-

ings with the members of the press. The tender notices & other work related advertisements are

routed through the PR Department. It also advertises via display advertisements/notifications in

newspapers on social awareness

Medical Department

The Medical Department of Southern Railway provides comprehensive health care to its em-

ployees both serving and retired and their families. Department provide a medical relief during

Railway Accidents. Monitoring the quality of drinking water in Railway Stations and Railway

Colonies. Surface sanitation at certain Railway Colonies and at some nominated Railway Sta-

tions. Emergency Medical assistance to Railway passengers who take ill during their journey

Mechanical department

Southern Railway operates Diesel/Electric locos, coaches and wagons on the broad gauge

and Meter gauge. These assets are being maintained in good fettle by the Mechanical branch to

provide safe and reliable transportation of passengers and Goods. The major activities of Mech-

anical Department are Periodical over Hauling (POH), Intermediate Over Hauling (IOH) of

Coaches, Wagons, Diesel Locomotives, Steam locomotives and Other Rolling stocks in the

workshops. Primary Maintenance of Passenger rakes, Goods rakes and other specified depart-

mental Trains in the divisions. Manufacture of Wagons, Rehabilitation of coaches, Elastic Rail

clips, Bio-Diesel in the shops. Schedule maintenance of Diesel Locomotives, & Steam locomot-

ives in the Diesel Sheds, Imparting Training to the staff at 10 Basic Training Centre (BTC) situ -

ated all over Southern Railway. Heritage and ISO certification process

Operating Department

The operating department is concerned with the running of both passengers and goods trains

and is headed by Chief Operations Manager (COM).The department also arranges multi modal

traffic in regular coordination with Container Corporation of India. This includes both traffic for

export and traffic for domestic use. The passenger traffic has seen a constant increase over the

years, due to increase in population as well as due to increased requirement to travel due to eco-

nomic development. The freight traffic has also increased simultaneously. The Operating Depart-

ment has to examine these increasing requirements and has to organize for satisfying the same.

This also involves planning for infrastructural development and as such the Operating Depart-

ment also plays a pivotal role in planning.

Stores Department

The Stores Department is performing the function of Materials Management to achieve the

objective of procuring goods of right quality in right quantity at right time form right vendor at

right price. In addition Stores Department is also handling various other activities pertaining to

supply chain management and disposal of scrap which are Warehousing of Materials, Distribu-

tion of Materials to consignees, Inventory Management, Fabrication and Distribution of Uni-

forms, Printing of Tickets, Money Value Books and Forms etc, Disposal of Scrap.

Safety Department

Safety department is multi-disciplinary safety outfit .Safety department mostly acts as a cata-

lyst and each executive department Responsible for running trains must own the task of monitor-

ing safety.

The Signal and Telecommunication Department

Signaling is vital to Railway Safety .To cope with the rising traffic density and to meet

with better safety standards. Northern Railway is steadily modernizing its signaling systems.

Route Relay Interlocking, Panel Interlocking, Colour Light and Automatic Block Signaling have

been introduced on many routes. Safety aids like Track Circuiting and interlocking of level

crossing gates and provision of telephones at manned level crossings had been increasingly ad-

opted to further enhance safety in train operation

Commercial Department

The Commercial Department is responsible for the marketing & sale of the transportation

provided by a railway, for creating and developing traffic, for securing and maintaining friendly

relations with the travelling and trading public and for cultivating good public relations gener-

ally. The fixing of rates, fares and other charges and the correct collection, accountal and remit -

tance of traffic receipts are also among its functions.

OBJECTIVES

Primary objectives:

1. To study about the employee absenteeism in southern railways - Madurai

division.

Secondary objectives:

1. To indentify the reason for absenteeism.

2. To measure the employees absenteeism level.

3. To identify factors that motivates the employee which minimize absen-

teeism.

SCOPE OF THE STUDY

This study will assist the southern railways to know the various levels and reasons

for absence of employees and to make effective organization.

This project helps the organization to know the various motivating factor to min-

imize the absenteeism of employees.

This study is used to reduce the employee absenteeism and increase the southern

railway productivity and make effective organization.

NEED FOR STUDY

The study of for employee absenteeism in southern railways leads to analyze and

identify the reason for absenteeism and rectifies it effectively.

The mainly need is to motivate the employees to reduce the absenteeism and in-

crease the productivity of the southern railways.

Make less absenteeism in southern railways and receive the high level of em-

ployee utilization towards the improvement of southern railways.

LIMITATIONS OF THE STUDY

1. Sample size selected for this study is 50, which are proportionally less than the

population of employees working in the southern railways – Madurai division.

2. As the time was limiting factor the survey was conducted at the convenient

places of the researcher.

3. Through the respondents are clear about the answers they may not be in a posi-

tion to explain in the manner related to this study.

4. Moreover the survey was conducted in and around the certain limits of southern

railways – Madurai division and thus can’t be generalized.

RESEARCH METHODOLOGY

Sources of Data

The sources for collecting the data are from both

Primary data

Secondary data

Primary Data

The Primary data was collected from the respondents by administering a structured

questionnaire to the southern railway employee.

Secondary Data

The Secondary data are those which have already been collected by someone else and

which have already been passed through the statistical process in the company.

For this research, the secondary data collected from the hand book of railway, journals, websites,

and previous project in railway.

Population:

According to the project the Population is more than 300. So I select the convenient

sample. Population was selected only employees from the southern railways Madurai division.

Sample size

The sample size for this project is 50 it was selected according to time factor and

researcher convenient.

Research Design:

A research design is the determination and statement of the general research approach or

strategy adopted for the particular project. Choice of research design depends on a number of

factors.

The research design used in this report is descriptive in nature.

Descriptive Research Design

Descriptive research, also known as statistical research, describes data and characteristics

about the population or phenomenon being studied.

Questionnaire Type

The type of questionnaire used in this project was unstructured and closed ended type.

http://en.wikipedia.org/wiki/Statistical_population

http://en.wikipedia.org/wiki/Statistics

Dichotomous questions

Likert scale

Sampling techniques:

In this project the sampling technique is convenience sample because of convenient of

the researcher.

Convenience sample

In Convenience sampling selection, the researcher chooses the sampling units on the ba-

sis of convenience or accessibility.

Statistical Tools:

The statistical tools used in this project are,

1. Percentage analysis

2. Chi – square

ANALYSIS AND INTREPRETATION

TABLE NO 1

TABLE SHOWING AGE OF THE RESPONDENTS:

INFERENCE:

From the above table that 18 percent of the respondents are within the age 20-25 20

percent of the respondents are within the age 25-30 38 percent of the respondents are within the

age 30-35 and 38 percent of the respondents are within the age 35-40 in the Southern Railways

Madurai division.

S.NO PARTICULARS NO.OF

RESPONDENTS

PERCENTAGE

1 20-25 9 18

2 25-30 10 20

3 30-35 12 24

4 35-40 19 38

Total 50 100

CHART NO 1

CHART SHOWING AGE OF THE RESPONDENTS :

20-25 25-30 30-35 35-400

5

10

15

20

25

30

35

40

18 2024

38

AGE OF THE RESPONDENTS

PERCENTAGE

INFERENCE:

From the above chart that 18 percent of the respondents are within the age 20-25

20 percent of the respondents are within the age 25-30 38 percent of the respondents are within

the age 30-35 and 38 percent of the respondents are within the age 35-40 in the Southern

Railways Madurai division.

TABLE NO 2

TABLE SHOWING GENDER OF THE RESPONDENTS:

S.NO PARTICULARS NO.OF RESPONDENTS PERCENTAGE

1 Male 35 70

2 Female 15 30

Total 50 100

INFERENCE:

From the above table that 70 percent of the respondents are Male and 30 percent

of the respondents are Female in the Southern Railways Madurai division.

CHART NO 2

CHART SHOWING GENDER OF THE RESPONDENTS:

Male Female0

10203040506070

70

30

GENDER OF THE RESPONDENTS

PARTICULARS

PE

RC

EN

TA

GE

INFERENCE:

From the above chart that 70 percent of the respondents are Male and 30 percent

of the respondents are Female in the Southern Railways Madurai division.

TABLE-3

TABLE SHOWING EDUCATIONAL QUALIFICATION OF THE RESPONDENTS:


1 SSLC 5 10

2 HSC 11 22

3 UG 30 60

4 PG 4 8

Total 50 100

INFERENCE:

From the above table that 10 percent of the respondents are having the educational qualification

as SSLC 22 percent of the respondents are having the educational qualification as HSC 60

percent of the respondents are having the educational qualification as UG and 8 percent of the

respondents are having the educational qualification as PG in the Southern Railways Madurai

division.

\

CHART NO 3

CHART SHOWING EDUCATIONALQUALIFICATION OF EMPLOYEES:

SSLC HSC UG PG0

10

20

30

40

50

60

1022

60

8

EDUCATIONAL QUALIFACTION

PARTICULARS

PE

RC

EN

TA

GE

INFERENCE:

From the above chart that 10 percent of the respondents are having the educational

qualification as SSLC 22 percent of the respondents are having the educational qualification as

HSC 60 percent of the respondents are having the educational qualification as UG and 8 percent

of the respondents are having the educational qualification as PG in the Southern Railways

Madurai division.

TABLE: 4

TABLE SHOWING MARITAL STATUS OF THE EMPLOYEES:


1 Single 10 20

2 Married 37 74

3 Widower 3 6

Total 50 100

INFERENCE:

From the above table that 20 percent of the respondents are single 74 percent of the respondents

are married and 6 percent of the respondents are widower in Southern Railways Madurai

division.

CHART NO 4

CHART SHOWING MARITAL STATUS OF THE EMPLOYEES:

Single Married Widower0

1020304050607080

20

74

6

MARITAL STATUS OF THE RESPONDENTS

PARTICULARS

PE

RC

EN

TA

GE

INFERENCE:

From the above chart that 20 percent of the respondents are single 74 percent of the respondents

are married and 6 percent of the respondents are widower in Southern Railways Madurai

division.

TABLE: 5

TABLE SHOWING EXPERIENCE STATUS OF THE EMPLOYEES:

S.NO PARTICULAR NO.OF RESPONDENTS PERCENTAGE

1 0-2 2 4

2 2-5 9 18

3 5-10 14 28

4 More than 10 25 50

Total 50 100

INFERENCE:

From the above table that 4 percent of the respondents are having the experience status as within

0-2 years 18 percent of the respondents are having the experience status as within 2-5 years 28

percent of the respondents are having the experience status as within 5-10 years and 50 percent

of the respondents are having the experience status as more than 10 years in the Southern


CHART NO 5

CHART SHOWING EXPERIENCE STATUS OF THE EMPLOYEES:

05

101520253035404550

4

1828

50

PARTICULARS

PE

RC

EN

TA

TG

E

INFERENCE:

From the above chart that 4 percent of the respondents are having the experience status as

within 0-2 years 18 percent of the respondents are having the experience status as within 2-5

years 28 percent of the respondents are having the experience status as within 5-10 years and 50

percent of the respondents are having the experience status as more than 10 years in the

Southern Railways Madurai division

TABLE: 6

TABLE SHOWING REASON FOR ABSENCE OF THE EMPLOYEES:


RESPONDENTS

PERCENTAGE

1 Sickness 16 32

2 Lack of interest in job 3 63 Poor working conditions 4 8

4 Long working hours 4 8

5 Personal reasons 23 46Total 50 100

INFERENCE:

From the above table 32 percent of the respondents mentioned sickness is the

reason for their absence 6 percent of the respondents mentioned lack of interest 8 percent of the

respondents mentioned poor working condition and 46 percent of the respondents mentioned

personal reasons is the reason for their absence in the Southern Railways Madurai division.

CHART NO 6

CHART SHOWING REASON FOR ABSENCE OF THE EMPLOYEES:

Sickness Lack of interest in

job

Poor working

conditions

Long working

hours

Personal reasons

05

101520253035404550

32

6 8 8

46

REASON FOR ABSENCE

PERCENTAGE

PERCENTAGE

INFERENCE:

From the above table 32 percent of the respondents mentioned sickness is the

reason for their absence 6 percent of the respondents mentioned lack of interest 8 percent of the

respondents mentioned poor working condition and 46 percent of the respondents mentioned

personal reasons is the reason for their absence in the Southern Railways Madurai division.

TABLE7

TABLE SHOWING THE LEAVE FOR REACHING OFFICE AT LATE TIME OF THE

EMPLOYEES :


1 Yes 10 20

2 No 40 80

Total 50 100

INFERENCE:

From the above table 20 percent of the respondents availing leave for coming late to office at

late time and 80 percent of the respondents availing leave for coming late to office at late time.

CHART NO 7

CHART SHOWING THE LEAVE FOR REACHING OFFICE AT LATE TIME OF THE

EMPLOYEES :

Yes No0

102030405060708090

20

80

LEAVE FOR REACHING OFFICE AT LATE TIME OF THE EMPLOYEES

PARTICULARS

PERCENTAGE

INFERENCE:

From the above chart 20 percent of the respondents availing leave for coming late to office at

late time and 80 percent of the respondents availing leave for coming late to office at late time.

TABLE: 8

TABLE SHOWING POLITICAL OR SOCIAL ENGAGEMENT FORCE THE

EMPLOYEES ABSENT FROM WORK:


RESPONDENTS

PERCENTAGE

1 Always 8 16

2 Frequently 10 20

3 Occasionally 11 22

4 Rarely 11 22

5 Never 10 20

Total 50 100

INFERENCE:

From the above chart 16 percent of the respondents always absent 20 percent frequently

absent office due to 22 percent occasionally absent 22 percent rarely absent 20 percent never

absent themselves for office due to political and social engagement in the Southern Railways

Madurai division.

CHART NO 8

CHART SHOWING POLITICAL OR SOCIAL ENGAGEMENT FORCE THE

EMPLOYEES ABSENT FROM WORK:

Always Frequently Occasional Rarely Never0

5

10

15

20

25

1620 22 22 20

POLITICAL OR SOCIAL ENGAGEMENT FORCE THE EMPLOYEES ABSENT FROM WORK

PARTICULARS

PERCENTAGE

INFERENCE:

From the above chart 16 percent of the respondents always absent 20 percent frequently

absent office due to 22 percent occasionally absent 22 percent rarely absent 20 percent never

absent themselves for office due to political and social engagement in the Southern Railways

Madurai division.

TABLE: 9

TABLE SHOWING ABSENCE OF THE EMPLOYEES DUE TO HEAVY WORK

LOAD IN THE SOUTHERN RAILWAYS MADURAI DIVISION:

INFERENCE:

From the above table 24 percent of the respondents denoted yes to absence due to heavy

work load and 76 percent of the respondents denoted no to absence due to heavy work load in the

Southern Railways Madurai division.

CHART NO 9

CHART SHOWING ABSENCE OF THE EMPLOYEES DUE TO HEAVY WORK

LOAD IN THE SOUTHERN RAILWAYS MADURAI DIVISION:


1 Yes 12 24

2 No 38 76

Total 50 100

Yes No0

1020304050607080

24

76

ABSENCE OF THE EMPLOYEES DUE TO HEAVY WORK LOAD

PERCENTAGE

PARTICULARS

PERCENTAGE

INFERENCE:

From the above chart 24 percent of the respondents denoted yes to absence due to heavy

work load and 76 percent of the respondents say no to absence due to heavy work load in the


TABLE: 10

TABLE SHOWING THE INTIMATION ABOUT THE ABSENCE OF WORK TO THE

SUPERIOR BY THE EMPLOYEES:


1 Every time 33 66

2 Some times 15 30

3 Never 2 4

Total 50 100

INFERENCE:

From the above chart 66 percentage of the respondents makes intimation every time 30

percentage of the respondents makes intimation sometimes 4 percentage of the respondents never

makes intimation about the absence of work to the superior in Southern Railways Madurai

division.

CHART NO 10

CHART SHOWING THE INTIMATION ABOUT THE ABSENCE OF WORK TO THE

SUPERIOR BY THE EMPLOYEES:

Every time Some times Never0

10203040506070

66

30

4

INTIMATION ABOUT THE ABSENCE OF WORK TO THE SUPERIOR BY THE EMPLOYEES

PARTICULARS

PERCENTAGE

INFERENCE:

From the above chart 66 percentage of the respondents makes intimation every time 30

percentage of the respondents makes intimation sometimes 4 percentage of the respondents never

makes intimation about the absence of work to the superior in Southern Railways Madurai

division.

TABLE NO 11

TABLE SHOWING TAKING A LEAVE TO AVOID SOME CRITICAL OFFICIAL

SITUATIONS:


1 Yes 10 20

2 No 40 80

Total 50 100

INFERENCE:

From the above table the 20 percent respondents denoted yes and 80 percent denoted no for

taking leave to avoid some critical official situations in Southern Railways Madurai division.

CHART NO 11

CHART SHOWING TAKING A LEAVE TO AVOID SOME CRITICAL OFFICIAL

SITUATIONS:

Yes No0

102030405060708090

20

80

TAKING A LEAVE TO AVOID SOME CRITICAL OFFICIAL SITUATIONS

PARTICULARS

PERCENTAGE

INFERENCE:

From the above table the 20 percent respondents denoted yes and 80 percent denoted no for

taking leave to avoid some critical official situations in Southern Railways Madurai division.

TABLE NO 12

TABLE SHOWING THE ABSENTEEISM AFFECTS THE SETTLEMENT BENIFITS:


1 Yes 46 92

2 No 4 8

Total 50 100

INFERENCE:

From the above table 92 percent of the respondents denoted yes and 8 percent of the

respondents denoted no that absenteeism affects the settlement benefits in Southern Railways

Madurai division.

CHART NO 12

CHART SHOWING THE ABSENTEEISM AFFECTS THE SETTLEMENT BBENIFITS:

Yes No0

102030405060708090

100

92

8

ABSENTEEISM AFFECTS THE SETTLEMENT BBENIFITS

PARTICULARS

PERCENTAGE

INFERENCE:

From the above chart 92 percent of the respondents denoted yes and 8 percent of the

respondents denoted no that absenteeism affects the settlement benefits in Southern Railways

Madurai division.

TABLE: 13

TABLE SHOWING SATISFACTION LEVEL OF THE EMPLOYEES WITH

COLLEAGUES AND SUPERIOR RELATIONSHIP IN THE SOUTHERN RAILWAYS

MADURAI DIVISION:

INFERENCE:

From the above table that 6 percent of employees rated very satisfied 22 percent

rated satisfied 60 percent as moderate and 12 percent rated Dissatisfied about colleagues and

superior relationship in the working environment Southern Railways Madurai division.

.

CHART: 13

CHART SHOWING SATISFACTION LEVEL OF THE EMPLOYEES WITH

COLLEAGUES AND SUPERIOR RELATIONSHIP IN SOUTHERN RAILWAYS

MADURAI DIVISION:

S.NO PARTICULAR NO.OF

RESPONDENTS

PERCENTAGE

1 Highly satisfied 3 6

2 satisfied 11 22

3 Moderate 25 50

4 Dissatisfied 6 12

5 Highly Dissatisfied 5 10

Total 50 100

Highly satisfied satisfied Moderate Dissatisfied Highly Dissatisfied0

102030405060

622

50

12 10

SATISFACTION LEVEL OF THE EMPLOYEES WITH COLLEAGUES AND SUPERIOR RELA-

TIONSHIP IN THE WORKING ENVIRONMENT

PARTICULARS

PERCENTAGE

INFERENCE:

From the above chart that 6 percent of employees rated highly satisfied 22 percent

rated satisfied 50 percent as moderate and 12 percent rated Dissatisfied and 10 percent rated

highly dissatisfied about colleagues and superior relationship in the working environment


.

TABLE: 14

TABLE SHOWING THE MOTIVATING FACTORS WHICH ENHANCE THE

EMPLOYEE REGULARITY:


RESPONDENTS

PERCENTAGE

1 Good employee relations 7 14

2 Working condition 8 16

3 Future prospectus 2 4

4 Job responsibility 7 14

5 Incentives/wage hike 26 52

Total 50 100

INFERENCE:

From the above table the researcher feels that 14 percentage of the employee rated good

employee relation 16 percentage rated working condition 4 percentage rated future prospects 14

percentage rated job responsibility and 52 percentage rated incentives/ wages is the motivating

factor which enhance the employee regularity in the Southern Railways Madurai division.

CHART NO:14

CHART SHOWING THE MOTIVATING FACTORS WHICH ENHANCE THE

EMPLOYEE REGULARITY:

Good emplo

yee re

latio

ns

Work

ing co

ndition

Future

pro

spec

tus

Job re

sponsib

ility

Ince

ntives

/wag

e hik

e0

102030405060

14 164 14

52

MOTIVATING FACTORS WHICH ENHANCE THE EMPLOYEE REGULARITY

PARTICULARS

PERCENTAGE

INFERENCE:

From the above chart the researcher feels that 14 percentage of the employee rated good

employee relation 16 percentage rated working condition 4 percentage rated future prospects 14

percentage rated job responsibility and 52 percentage rated incentives/ wages is the motivating

factor which enhance the employee regularity in the Southern Railways Madurai division.

TABLE: 15

TABLE SHOWING FACTORS WHICH WILL REDUCE THE ABSENTEEISM IN

SOUTHERN RAILWAYS MADURAI DIVISION:

S.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS

1 Change in working condition 5 10

2 Develop attendance policy 22 44

3 Encourage and appreciation 6 12

4 Individual attention 12 24

5 Harmonic relationships 5 10

Total 50 100

INFERENCE:

From the above table the 10 percent of the respondents rated change in working condition

reduces the absenteeism 44 of the respondents rated develop attendance policy 12 percent of the

respondents rated encourage and appreciation 24 percent of the respondents rated individual

attention and 10 percent of the respondents rated harmonic relation reduces the absenteeism in


CHART NO 15

CHART SHOWING FACTORS WHICH WILL REDUCE THE ABSENTEEISM IN


05

101520253035404550

10

44

1224

10

FACTORS WHICH WILL REDUCE THE ABSENTEEISM IN SOUTHERN RAILWAYS MADURAI DIVISION

PARTICULARS

PERCENTAGE

TABLE NO 16

TABLE SHOWING THE ADEQUATE WELFARE FACILITIES IN SOUTHERN

RAILWAY MADURAI DIVISION:


1 Yes 40 80

2 No 10 20

Total 50 100

INFERENCE:


work load and 76 percent of the respondents say no to adequate welfare facilities in the Southern


CHART NO 16

CHART SHOWING THE ADEQUATE WELFARE FACILITIES IN SOUTHERN

RAILWAY MADURAI DIVISION:

Yes No0

102030405060708090

80

20

ADEQUATE WELFARE FACILITIES IN SOUTHERN RAILWAY MADURAI DIVISION

PARTICULARS

PERCENTAGE

INFERENCE:


work load and 76 percent of the respondents say no to adequate welfare facilities in the Southern


TABLE NO 17

TABLE SHOWING WORKING ENVIRONMENT IN THE SOUTHERN RAILWAYS

MADURAI DIVISION:


1 Excellent 9 18

2 Good 23 46

3 Fair 11 22

4 Poor 4 8

5 Very poor 3 6

Total 50 100

INFERENCE:

From the above chart that 18 percent of respondents rated excellent 46 percent rated good

22percent as fair 8 percent rated poor and 6 percent as very poor about the working environment

in Southern Railways Madurai division.

CHART NO 17

CHART SHOWING WORKING ENVIRONMENT IN THE SOUTHERN RAILWAYS

MADURAI DIVISION:

Excellent Good Fair Poor Very poor05

101520253035404550

18

46

228 6

WORKING ENVIRONMENT IN THE SOUTHERN RAILWAYS MADURAI DIVISION

PARTICULARS

PERCENTAGE

INFERENCE:

From the above chart that 18 percent of respondents rated excellent 46 percent rated good

22percent as fair 8 percent rated poor and 6 percent as very poor about the working environment

in Southern Railways Madurai division.

TABLE: 18

TABLE SHOWING SATISFACTION LEVEL ABOUT WORK PERFORMING IN THE



RESPONDENTS

PERCENTAGE

1 Highly satisfied 10 20

2 Satisfied 25 50

3 Moderate 8 16

4 Dissatisfied 3 6

5 Highly dissatisfied 4 8

Total 50 100

INFERENCE:

From the above table that 20 percent of respondents rated very satisfied 50

percent rated satisfied 16 percent as moderate 6percent rated Dissatisfied and 8 percent rated

very dissatisfied about the work performance in Southern Railways Madurai division.

.

CHART NO 18

CHART SHOWING SATISFACTION LEVEL ABOUT WORK PERFORMING IN

THE SOUTHERN RAILWAYS MADURAI DIVISION:

Highly satisfied Satisfied Moderate Dissatisfied Highly dissatisfied0

10

20

30

40

50

60

20

50

166 8

SATISFACTION LEVEL ABOUT WORK PER-FORMING IN THE SOUTHERN RAILWAYS

MADURAI DIVISION

PARTICULARS

PERCENTAGE

INFERENCE:

From the above chart that 20 percent of respondents rated very satisfied 50

percent rated satisfied 16 percent as moderate 6percent rated Dissatisfied and 8 percent rated

very Dissatisfied about the work performance in Southern Railways Madurai division.

.

TABLE: 19

TABLE SHOWING LEVEL OF AGREE ABOUT THE TOPIC “STUDY ON EMPLOYEE

ABSENTEEISM TOWARDS SOUTHERN RAILWAYS MADURAI DIVISION” IS

USEFUL ONE TO OUR ORGANIZATION IN FUTURE:


RESPONDENTS

PERCENTAGE

1 Strongly agree 10 20

2 Agree 20 40

3 Neutral 11 22

4 Disagree 5 10

5 Strongly disagree 4 8

Total 50 100

INFERENCE:

From the above table that 20 percent of respondents rated strongly agree 40

percent rated agree 22 percent as neutral 10 percent rated disagree and 8 percent rated strongly

disagree about study on employee absenteeism towards southern railways madurai division is

useful one to our organization in future.

CHART: 19

CHART SHOWING LEVEL OF AGREE ABOUT THE TOPIC “STUDY ON

EMPLOYEE ABSENTEEISM TOWARDS SOUTHERN RAILWAYS MADURAI

DIVISION” IS USEFUL ONE TO OUR ORGANIZATION IN FUTURE:

Strongly agree

Agree Neutral Disagree Strongly disagree

0

5

10

15

20

25

30

35

40

45

20

40

22

10 8

PARTICULARS

PERCENTAGE

INFERENCE:

From the above chart that 20 percent of respondents rated strongly agree 40

percent rated agree 22 percent as neutral 10 percent rated disagree and 8 percent rated strongly

disagree about study on employee absenteeism towards southern railways madurai division is

useful one to our organization in future.

HYPOTHESIS:

H0 - There is no significant difference in satisfaction level of the employees with

colleagues and superior relationship in the southern railways Madurai division.

H1 - There is significant difference in overall satisfaction level of the employees with

colleagues and superior relationship in the southern railways Madurai division.

Particulars Observed

frequency

(Oij)

Expected

frequency

(Eij)

Oij-Eij (Oij-Eij)2

(Oij-Eij)2 /

Eij

Strongly agree 3 10 -7 49 4.9

Agree 11 10 1 1 0.1

Neutral 25 10 15 225 22.5

Disagree

6 10 -4

16 1.6

Strongly

disagree5 10 -5 25 2.5

∑ (Oij-Eij) 2 / Eij = 31.6

Calculated value is 31.6

Degree of freedom = (n-1)

n = (5- 1)

= 4.

From the table for the degree of freedom value is 3.357


INFERENCE:

From the above calculation, calculated value is 31.6 and table value is 3.357.so

calculated value is greater than the table value so the null hypothesis is rejected and conclude

that the significant difference in overall satisfaction level of the employees with colleagues and

superior relationship in the southern railways Madurai division.

HYPOTHESIS:

H0 - There is no significant difference in satisfaction level about work performing in the

southern railways Madurai division.

H1 - There is significant difference in satisfaction level about work performing in the

southern railways Madurai division.

Expected Frequency:

Eij = ∑Oij / N = 50 / 5

= 10Particulars Observed

frequency

(Oij)

Expected

frequency

(Eij)

Oij-Eij (Oij-Eij)2 (Oij-Eij)2 /

Eij

Highly

satisfied10 10 0 0 0

Satisfied 25 10 15 225 22.5

Moderate 8 10 -2 4 0.4

Dissatisfied

3 10 -7

49 4.9

Highly

Dissatisfied 4 10 -6 36

3.6

∑ (Oij-Eij) 2 / Eij = 31.47


Degree of freedom = (n-1)

n = (5- 1)

= 4.

From the table for the degree of freedom value is 3.357


INFERENCE:

From the above calculation, calculated value is 31.6 and from the table value is

3.357.so calculated value is greater than the table value so there the null hypothesis is rejected so

there is significant difference in overall satisfaction level of the employees with colleagues and

superior relationship in the southern railways Madurai division.

FINDINGS

It was found that majority of the respondents are having the age limit 35-40 in the south-

ern railways Madurai division.

The researcher found that 50% of the respondents are having the experience status as

more than 10 years in southern railways Madurai division.

The study reveals that 46% of the respondents mentioned the personal reasons for their

absence in southern railways Madurai division.

While analyzing the researcher it was found 80% of the respondents didn’t avail leave for

coming late to the office at late time in southern railways Madurai division.

It was found that majority of the respondents were absent from work due to political and

social engagement force in southern railways Madurai division.

It was found that majority of the respondents were absent from work due to heavy work

load and political & social engagement.

The study reveals that 66 percent of the respondents were given clear intimation about

their absence from work to their superiors in southern railways Madurai division.

From the analysis researcher found 80% of the respondents took leave to avoid some crit-

ical official situations in southern railways Madurai division.

From the analysis it was found that 52% of the respondents stated incentives and wages

hike is the factor to enhances the employee regularity in the southern railways Madurai

division.

It was found that 44% of the respondents mentioned development in the attendance pol-

icy is the major factor which will reduce absenteeism in the southern railways Madurai

division.

The study reveals that 80% of the respondents are satisfied with the welfare facilities in

the southern railways Madurai division.

The study reveals that 46% of the respondents are satisfied with their working environ-

ment in the southern railways Madurai division.

From the analysis researcher found 50% of the respondents was felt moderate level of re-

lationship maintaining with their colleagues and superiors southern railways Madurai di-

vision.

The study reveals that 40 percent of the respondents agree about the topic “study on em-

ployee absenteeism towards southern railways Madurai division” is useful one to our or-

ganization in future.

SUGGESTIONS

It is suggested that the employees work load can be reduced to reduce the absenteeism in

the southern railways Madurai division.

It is suggested that the superior can maintain a harmonic relation with the employee so

that the intimation about the leave is possible southern railways Madurai division.

It is suggested that the critical official situation can be given to top level management

neither giving to the employees.

It is suggested that the wages and incentives cab be revised periodically to reduce the ab-

senteeism southern railways Madurai division.

It is suggested that the organization can review its attendance policy periodically to re-

duce the absenteeism southern railways Madurai division.

It is suggested that the organization can improve the welfare facilities southern railways

Madurai division.

It is suggested that the organization must Convey the leave facilities to all the employees

at the time of joining the company.

It is suggested to Conduct regular medical examinations for employees so that it improves work environment and reduce absenteeism.

It is suggested to Conduct regular training sessions for emp loyees to understand the problems faced by the employees in the work.

CONCLUSION

Southern railways is the largest monopoly sector in India. It is being one of the oldest and

biggest public sector in India is also a victim of absenteeism. There are several reasons for em-

ployees absenteeism in this particular organization such as Domestic problems, Lack of co-or-

dination among the colleagues, and others. However, the absenteeism can be controlled and min-

imized by implementing good working condition, etc. Hence, it can be concluded that people are

the assets in any organization and absenteeism is the practice or habit o f being absence therefore

the organization has to overcome such habitual stays.

Even though company is providing with sufficient facilities to the employees to an extent. The

company may provide some more facilities like proper ventilation, medical facilities, transport

facilities and welfare activities which would reduce absenteeism and enhance the employees to

work more efficiently and effectively for achieving the organizational objectives.

BIBLIOGRAPHY:

Text Books

1. Research Methodology Methods and Techniques (Second Revised Edition) C.R.

Kothari.

2. Mamoria C.B. and Mamoria S. Personnel Management, Himalaya Publishing Com-

pany, 2007

3. K. Aswathappa (2005) Human Resource and Personnel Management, 4th Edition,

McGraw-Hill Com.

4. Ivancevich, Human Resource Management, McGraw Hill 2002.

Websites:

www.a2zmba.com

www.managementparadise.com

www.wekipidia.com

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