SEL MANUFACTURING CO.LTD

Project Title-Absenteeism of Female Worker

Name-Priya GuptaRT1801A26

M.B.A 3RD SEM

DEFINATIONS

Absenteeism can be defined as “Failure of employees to report for work

when they are scheduled to work”.

How to manage employee burnout…

COMPANY PROFILE Established in 1969 for manufacturing ready-made

garments for Domestic Market. Beginning with small capacities for manufacture of hosiery

products and knitted fabrics. 1990’s Mr. Neeraj Saluja and Mr. Dheeraj Saluja, sons of Mr.

R. S. Saluja joined the family business and foreseeing opportunities in garments exports.

facilities company also have in-house facilities for garment design and development among others.

“Spinning Mills” capacity of 18,000 spindles and today have two units and a production capacity of 67488 spindles to manufacture cotton / acrylic / blended yarns. The manpower of Spinning Mills is 2135.

Vision

“To be globally recognized as a Leading Supplier of Quality Fabrics”

MISSION

Saluja Group aims to be world-class textile organisation producing

diverse range of products for the global textile market. Saluja

seeks to achieve customer delight through excellence in

manufacturing and customer service based on creative

combination of state-of-the-art technology and human resources.

Saluja is committed to be responsible corporate citizen

OBJECTIVE OF MY STUDY

To find out the various cause for

absenteeism.

To study the various measures adopted by

the organization.

To provide suggestions in the form of

solutions to reduce the rate of absenteeism.

RESEARCH METHODOLOGY

A Questionnaire was designed which included questions related to absenteeism.

To carry out the survey each worker was interviewed for around 15 to 20 minutes and their responses were noted down.

CONTD.

The details of the survey -:

Sample size-100 Sampling technique- Random sampling Type of interview -personal interview

LIMITATIONS OF THE STUDY

Due to time constraints and busy schedules of the female

workers it was difficult to interact with them completely.

The sample size was limited to 100.

The responses may be influenced by personal bias.

Generally do not provide in-depth understanding of

underlying issues, reasons or behavior patterns.

Incorrectly designed surveys may produce invalid and

misleading results. 

COST OF ABSENTEEISM

ProductivityProductivity Administrative Administrative Financial Financial

Decrease in ProductivityAbsent staff place an extra burden on the

whole organization

Time lost in the sourcing and training of new or replacement staff

Morale and motivation issues can greatly decrease the productivity of staff

Administrative Costs

Increased supervisory and administrative costs in the monitoring and management of absenteeism programme

Increased costs associated with securing replacement staff

Financial Costs

Salary costs for new or replacement staff

Overtime payments

Medical and insurance costs may increase

More factors affecting AbsenteeismWork conditions:

◦The relational climate of a job can affect employees’ willingness to show up to work.

◦Negative relationships between employees and their supervisors can result in absenteeism.

◦Employees miss work as a form of “acting out”.◦But sometimes employees miss work because

of unresolved conflict between each other.◦Interventions to reduce interpersonal work

stress can help deter employee absenteeism and burnout.

CONTD.Lack of incentives:

◦While many companies punish employees for missing work, few think of rewarding those that show up faithfully.

◦Incentives can boost motivation and reduce burnout.

◦Examples of incentives that work: Being able to cash it unused sick days Bonuses for perfect attendance Certificates of achievement

CONTD.No attendance policy:

◦Many companies do not have an explicit policy requiring employees to honor their commitment to the job.

◦An attendance policy allows a manager to intervene in cases where an employee is frequently absent.

◦An official policy allows managers to identify and refer to the EAP employees that may have other problems e.g., alcoholism, domestic problems, etc

FINDINGS On analysing the response it is found that, 20% of the employees are

dissatisfied with their work. 50% of the employees have an opinion that stress is part of their work life. 43% agree and 27% strongly agree that their work is heavy. From this, it

can be interpreted that the employees are having a hectic work schedule. A total of 70% of the employees feel lonely while working with others. 39% of workers feel bored in their routine work. 42% don’t have time for their personal activities. 40% of the workers are not satisfied with the welfare measures adopted

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

work. It is also found that 58% of the employees are satisfied with working

enviorment. It has been found that 40% of the respondents have an opinion that

politics have no impact on the employee absenteeism. 60% of the employees feel that their colleagues did not help them in case

of personal problems.  

SUGGESTIONS1. Change management style:

• Identify authoritarian managers• Provide appropriate management training

2. Change working conditions:• Adopt policies and values that promote

employee respect and professionalism• Develop and promote an internal conflict

resolution procedure• Take employee complaints seriously –

sometimes listening is enough.• Work to create a “just” working climate.

CONTD.3. Provide incentives for attendance:

• Use an incentive program that is suited to your particular company – one size doesn’t fit all.

• Allow employees to have input into the development of an incentive program.

4. Develop an attendance policy:• Have an attorney review your attendance

policy to make sure it does not violate any State or Federal labor laws.

CONTD.Top management must make a commitment to

targeting this problem.Do not place all of the responsibility on your

Human Resources Dept. – a retention problem is a company-wide problem, not just an HR one.

One recent study found that 50 percent of the typical employee’s job satisfaction is determined by the quality of his/her relationship with the manager.

Managers and supervisors therefore hold the key to reducing this costly problem

THANK YOU