Absenteeism of employee

A

Project Report

On

Absenteeism of Employee

In

VIRAJ Exports Pvt Ltd. Noida

Submitted for the partial fulfillment of the requirement

for the award of

MASTER OF BUSINESS ADMINISTRATION(MBA)

Submitted To: Submitted By:

Om Prakash Vishkrwa KANCHAN KUSHWAHA Roll No. :

0901170062 MBA – IIIrdSem.

1

Viraj Exports Pvt. Ltd.

Garment Manufacturer - India

United Institute of Management UPSIDC Inadustrial Area, Naini, Allahabad

DECLARATION

I Kanchan Kushwaha do hereby declare that this project

work entitled “ABSENTEEISM” is an outcome of my

study and is submitted in partial fulfillment of the

requirement for the award of the degree of MASTER OF

BUSINESS ADMINISTRATION at UNITED

INSTITUTE OF MANAGEMENT NAINI,

ALLAHABAD.

I have tried my best to follow the guidelines given by

the institute for preparing the project report.

2



Kanchan Kushwaha

United Institute of Management

Naini, Allahabad

PREFACE

There is a famous saying “The theory without practical is

lame practical without theory is blind.”

Absenteeism is a serious workplace problem and an

expensive occurrence for both employers and employees

see mingle unpredictable in nature. Human resource is an

important part of any business and managing them is an

important task. Summer training is an integral part of the

MBA and student of Management has to undergo training

session in a business organization for 6 weeks to gain some

practical knowledge in their specialization and to gain some

working experience.

Our institution has come forward with the opportunity

to bridge the gap by imparting modern scientific

management principle underlying the concept of the future

prospective managers.

To the emphasis on practical aspect of management

education the faculty of United Institute of Management,

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Naini, Allahabad has with

a modern system of practical training of repute and

following management technique to the student as integral

part of MBA. In accordance with the above obligation under

going project in “VIRAJ Exports Pvt Ltd. Noida”. The title

of my project is “Absenteeism of Employee”

Certainly this analysis explores my abilities and

strength to its fullest extent for the achievement of

organization as well as my personal goal.

(Kanchan Kushwaha)

4



ACKNOWLEDGEMENT“Acknowledgement is an art, one can write glib stanzas without meaning a word, and on the other hand one can make a simple expression of gratitude”

Industrial training is an integral part of any MBA program and for that

purposes I had joined a private company name VIRAJ Exports Pvt. Ltd. Noida.

I take the opportunity to express my gratitude to all of them who in some or other way

helped me to accomplish this challenging project in Viraj Export Pvt. Ltd. Nodia. No

amount of written Expression is sufficient to show my deepest sense of gratitude to

them.

I would like to express my sense of gratitude to our principal sir Mr. T.B Singh. I

would also like to thank Mr, Rakesh kumar srivastava, head of the department,

UIM for supporting me during this project and providing me an opportunity to learn

outside the class room.

I am extremely thankful and pay my gratitude to Mr. Pranav Kumar

Singh(Head – Training & Placement Cell) United Institute of Management Naini,

Allahabad for his valuable guidance and support on completion of this project in its

presently.

I am greatly obliged to Dr. P. Kumar(Associate Director of “Viraj exports

Pvt. Ltd., Noida”) who accommodated me for training in this esteemed organization.

I am very thankful to Mr. Kailash Singh( HR Manager, Viraj Exports Pvt. Ltd.) for

their everlasting support and guidance on the ground of which I have acquired a new

field of knowledge.

A special appreciative “Thank you” in accorded to all staff of “Viraj Exports

Pvt. Ltd., Noida for their positive support. I also acknowledge with a deep sense of

reverence, my gratitude towards my parents and member of my family, who has

always supported me morally as well as economically.

Kanchan Kushwaha

5



CONTENTS Preface

Acknowledgement

_______________________________________________________

Title

About Company

Company Profile

Selling leads

Department in viraj exports pvt. Ltd.

Other Information

Recruitment and incentive policy

Human resource department activities

Organizational structure

Introduction

Reason to Choose this Project

Absenteeism

Measurement of Absenteeism

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Peculiar Features of

Absenteeism

Cause of Absenteeism

Effect of Absenteeism on Industrial Progress

The economic impact of absenteeism and quits

Analysis of Causes

Absenteeism – Types & Their Control

Innocent Absenteeism

Culpable Absenteeism

Guidelines & Measures for Control of Absenteeism

Dealing with Absenteeism and labour Turnover- a different

approach

Flying squad

The BRADFORD FACTOR & Absenteeism

Objectives of the project

Research Methodology

Objectives

Sample selection and size

Date collection and statistical tool

Assumptions in evaluation of the Absenteeism data

Limitations of the Study

7



Analysis & Interpretation

Conclusion & Suggestion

Questionnaire

Bibliography

8



COMPANY PROFILE

9



COMPANY PROFIL

BASIC INFORMATION:-

Company Name : Viraj Exports Pvt. Ltd.

Address : C-41, Sector 57, Noida

Phone No. : +91-120 2587891/92/93

Website : www.virajexports.com

City : Noida

State : Uttar Pradesh

Business Type : Manufacture

Product/Service (we sell) : Ladies Garments, Children Garments

Product/Service (we buy) : Organic Cotton Fabrics

Brand : Muah

No of Employee/Worker : Above 1000

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http://www.virajexports.com/

OWNERSHIP & CAPITAL

Year established : 1985

Registered Capital : US$501 Thousand – US$ 1 Million

Ownership type : Corporation /Limited Liability Company

Legal Representative/Business Owner: SHIV BHARGAVA

FACTORY INFORMATION

Management : ISO 9001:2000 OthersContract Manufacturing : Design Service Offered.

COMPANY PROFILE

Operating since 1984, Viraj Exports is a garment manufacturing and

exporting firm. The manufacturing plant of the company is equipped

with-in house facilities for embroidery, fabrication, finishing and packing

of goods.

The huge infrastructure has enabled us to deliver on time and hence won

over prestigious customers for us, with whom the company has

strengthened its relationship over the years by its excellent services.

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Sales Turnover : Not to be disclosed

Year Estd : 1985

Product : Blouse, Top, Shirt, Casual, Wear,

Top Jacket, Shirt, Dress, Vest ,

Tank.

Main Business Area : Garment Manufacturer

Other Area of Business : Manufacturer of Garment

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SELLING LEADS

Vest :

We would like to present ourselves as one of producer and exporter of Vests.

Dress

We are leading and reputed manufacturer and exporter of Dresses.

Skirt

We wish to introduce ourselves as one of the renowned producer and export of Skirts

Jacket

We are renowned manufacturer and exporter of Jackets.

Tank Top

We like to introduce ourselves as manufacturer and exporter of Tank Tops.

Casual Wear

We are glad to take this opportunity to introduce ourselves as a producer and Exporter of Casual Wears.

Suit

We are well known producer and exporter of Suits.

Shirt

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We wish to present ourselves as manufacturer and exporter of Shirts.

Tops

We are professional producer and exporter of Tops.

Blouse

We take the pleasure in introducing ourselves as one of the leading manufacturer and exporter of Blouses.

DEPARTMENT IN VIRAJ EXPORTS PVT. LTD.

There are 4 main Departments in the Company:

PRODUCTION DEPARTMENT: Stitching, Cutting, Washing,

and Pressing. Packaging etc.

SALES GROUP: Business Group.

ADMINISTRATION GROUP: Security, Internal Audit, Personnel

Department, Accounts, and Planning & Control Merchandiser

Department.

STORES: Cotton & Fabric Cotton

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OTHER INFORMATIONS

DEPARTMENTS

1) H.R Department,

2) Finance Department,

3) Production Department,

4) R & D Department,

5) Merchandiser Department

.

RECRUITMENT AND INCENTIVE POLICY

Recruitment in the company is done by department heads of respective

department and final recruitment done by Honorable Associate Director

Dr P. Kumar.

In sales, incentive based on performance- with overall achievement

of target, volume wise and unit wise.

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HUMAN RESOURCE DEPARTMENT

ACTIVITIES

The Functions of the Human Resource Department are:

1. EMPLOYMENT

Man Power Planning

Recruitment and Selection

Induction

Promotion and Transfer

Separation

2. WAGE AND SALARY ADMINISTRATION

Employee classification including job evaluation

Rate determination

Merit rating

Supplemental compensation

3. INDUSTRIAL RELATIONS

Communication

Collective bargaining

Employee discipline

4. ORGANISATION PLANNING AND CONTROL

Organization planning

Employee appraisal

Human Resource Development

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Training

Counseling

5. EMPLOYEE SERVICES

Medical/Canteen services

Recreation

Safety, Security, Transport

ORGANISATIONAL STRUCTURE

(HIERARCHY)

Chief of Executive Officer (C.E.O.)

Associate Director

HR

Production

Finance Marketing Merchandiser

Store Fabric Store R&D Cutting Stitching Finishing Designer

Supervisor Supervisor Supervisor Supervisor Supervisor Supervisor

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Worker Worker Worker Worker Worker Worker

INTRODUCTION

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REASONS TO CHOOSE THE PROJECT

When I joined the training at VIRAJ EXPORTS PVT. LTD., NOIDA I was allotted

the project of “ABSENTEEISM OF EMPLOYEES”. Initially it appeared to me

quite a simple project, but as I started working on it only then I understood its real

significance.

It is often easier for the organizations to make arrangement to cover staffs, which are

going to be off for long periods. However, employees taking odd days off here and

there are more problematic, can have an immediate impact.

If remain unchecked, this type of absence can send out the wrong signals to

colleagues who, in some jobs, are likely to have to cover for those absent. If

employers fail to take action, a ‘buggies turn’ mentality may emerge. Frequent

absence may have serious repercussions where staff are employed in customer-facing

roles or employed on production lines. The impact of absence may be most directly

felt and the need to arrange cover at short notice may be paramount

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.

ABSENTEEISM

CONCEPT OF ABSENTEEISM

It refers to workers absence from their regular task when he is normally schedule to

work. The according to Webster’s dictionary

“Absenteeism is the practice or habit of being an absentee and an absentee is

one who habitually stays away from work.”

According to Labour Bureau of Shimla : - Absenteeism is the total man shifts

lost because of absence as percentage of total number of man shifts scheduled to

work.

In other words, it signifies the absence of an employee from work when he is

scheduled to be at work. Any employee may stay away from work if he has taken

leave to which he is entitled or on ground of sickness or some accident or without any

previous sanction of leave. Thus absence may be authorized or unauthorized, willful

or caused by circumstances beyond one’s control.

Maybe even worse than absenteeism, it is obvious that people such as

malingerers and those unwilling to play their part in the workplace can also have a

decidedly negative impact. Such team members need individual attention from

frontline supervisors and management.

Indeed, as prevention is better than cure, where such a problem occurs, it is

always important to review recruitment procedures to identify how such individuals

came to be employed in the first place. For any business owner or manager, to cure

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excessive absenteeism, it is essential to

find and then eliminate the causes of discontent among team members.

If they find their supervisor or job unpleasant - really unpleasant - they look for

legitimate excuses to stay home and find them with things such as upset stomachs or

splitting headaches.

Any effective absentee control program has to locate the causes of discontent

and modify those causes or eliminate them entirely. In other

words, if we deal with the real reasons team members stay home it can become

unnecessary for them to stay away. Any investigation into absenteeism needs to look

at the real reasons for it.

Sometimes team members call in sick when they really do not want to go to

work. They would not call you up and say, “I’m not coming in today because my

supervisor abuses me.”

Or, “I’m not coming in today because my chair is uncomfortable.”

Or, “I’m not coming in today because the bathrooms are so filthy; it makes me sick to

walk into them.”

There are a few essential questions to consider at the outset if you want to

make a measurable improvement to your absenteeism figures.

Why is your present absenteeism policy ineffective?

Where and when is excessive absenteeism occurring? In many cases, undertrained

supervisors could be a contributing factor.

What are the real causes for absences?

It is commonly expected that low pay, poor benefits and high workloads will

be the major causes.

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However, in numerous employee surveys absenteeism generally has been identified as

a symptom of low job satisfaction, sub-standard working conditions and consistent

negative and unfair treatment received by first-line supervisors.

How much formal training have your supervisors received on absenteeism

containment and reduction? If your answer is none or very little, maybe you have

found the solution. As with every other element within your organization, you cannot

ask a person to do a job he or she has never been trained to do.

Many human resources specialists have found that repetitive, boring jobs

coupled with uncaring supervisors and/or physically unpleasant workplaces are likely

to lead workers to make up excuses for not coming to work.

If your team members perceive that your company is indifferent to their needs,

they are less likely to be motivated, or even to clock on at all.

One way to determine the causes of absenteeism is to question your

supervisors about excessive absenteeism, including what causes it and how to reduce

it.

Of course, if your supervisors have made no efforts to get to know the team

members in their respective departments, they may not be able to provide reasons.

However, just the act of questioning may get the ball rolling and signal to your

supervisors that their involvement is important.

Once a manager finds the real reasons for absenteeism there is another

important step. Through open communication, you need to change the team member’s

way of reacting and responding to discontent.

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Other problems will no doubt arise in the future. If the way of responding has

not been reviewed, then the same cycle is likely to start all over again. So often

absenteeism problems can be sheeted back to the supervisor level and to

unsatisfactory working conditions. Without improvement in these areas, you can

expect your high rate of absenteeism to continue.

Absenteeism refers to unauthorized absence of the worker from his job.

Absenteeism can be defined as failure of employees to report for work when they are

scheduled to work. Employees who are away from work on recognized holidays,

vacations, approved leaves of absence, or leaves of absence allowed for under the

collective agreement provisions would not be included.

In India, the problem of absenteeism is greater than other countries. When the

employee takes time off, on a scheduled working day with permission, it is authorized

absence. When he remains absent without permission or informing, it is willful

absence without leave.

In these days, when the needs of the country require greater emphasis upon

increase of productivity and the economic and rational utilization of time and

materials at our disposal, it is necessary to minimize absenteeism to the maximum

possible extent.

Recent surveys indicate the following trends in absenteeism:

1. The higher the rate of pay and the greater the length of service of the employee, the

fewer the absences.

2. As an organization grows, there is a tendency towards higher rates of absenteeism.

3. Women are absent more frequently than men.

4. Single employees are absent more frequently than married employees.

5. Younger employees are absent more frequently than older employees but the latter

are absent for longer periods of time.

6. Unionized organizations have higher absenteeism rates than non-union

organizations.

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EFFECT OF ABSENTEEISM

Labour absenteeism is a harmful to both the employee and the worker as follow:

Normal work – flow in the factory is disturbed.

Overall production in the factory goes down.

Causal workers may have to be employed to meet production schedules such

worker is not trained properly.

Difficulty is faced in executing the order in time.

Overtime allowance will increases considerably because of higher

absenteeism.

When a number of workers absent themselves, there is extra pressure of work

on their colleagues who are present.

Workers lose wages for the unauthorized absence from work.

Habitual absentees may be removed from service causing them great

hardship.

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MEASUREMENT OF ABSENTEEISM

For calculating the rate of absenteeism we require the number of people scheduled to

work and number of people actually present. Absenteeism can be find out of absence

rate method.

For Example :

a) Average number of employees in work force: 100

b) Number of available workdays during period : 20

c) Total number of available workdays (a x b): 2,000

d) Total number of lost days due to absences during the period: 93

e) Absenteeism percent (d [divided by] c) x 100: 4.65%

Since absenteeism is a major barometer of employee morale, absenteeism

above 5 percent has to be considered as very serious (across most industries 3 percent

is considered standard).

CAUSES:

Important factors leading to absenteeism can be summarized as follows:

1. Long hours of work.

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2. Bad working conditions.

3. Boredom.

4. Lack of co-operation and understanding between management and workers.

5. Sickness.

6. Accidents.

7. Occupational disease.

8. Problem of transport facilities.

9. Low wages.

10. Lack of proper medical aid and health programmes.

11. Lack of canteen services, rest rooms, etc.

12. Bad housing conditions.

13. Evil of drinking.

14. Lack of marketing facilities.

15. Social or religious festivals.

16. Harvest seasons.

17. Marriages.

18. Education of children.

19. Domestic problems and consequent worries, etc.

Among these causes, in the existing Indian conditions, wage level in industries, has a

direct bearing on absenteeism. Sickness on account of bad housing conditions

contributes highest to industrial absenteeism. Social and religious causes can be

accounted as the second important contributing factor for absenteeism. Absenteeism

in industry varies from place to place, depending on the festival, marriage, harvest

season and other factors.

EFFECTS:

Absenteeism is one of the root causes of labour unrest. It affects the worker s earnings

as well as the company in the following manner:

1. Decrease in Productivity:

26



Employees may be carrying an

extra workload or supporting new or replacement staff.

Employees may be required to train and orient new or replacement workers.

Staff morale and employee service may suffer.

2. Financial Costs:

Payment of overtime may result.

Cost of self-insured income protection plans must be borne plus the wage

costs of replacement employees.

Premium costs may rise for insured plans.

3. Administrative Costs:

Staff time is required to secure replacement employees or to reassign the

remaining employees.

Staff time is required to maintain and control absenteeism.

The definition of absenteeism, its causes, its affects on productivity, and its costs in

terms of finances and administrative effectiveness are quite clear.

What is not as clear is how to take affirmative action to control absenteeism in

such a way as not to create mistrust, costly administration and systems avoidance.

Traditional methods of absenteeism control based only on disciplinary

procedures have proven to be ineffective. It is almost impossible to create a fair

disciplinary procedure because even well run disciplinary systems, which treat similar

actions in consistently similar ways, are usually seen as unfair. The reason for this is

discipline alone usually does not identify or address the root causes of absenteeism.

Every employee who takes time off in defiance of company regulations has

reasons, right or wrong, which justify to themselves the legitimacy of their actions.

Unless a management attendance program identifies and addresses the causes

of employee absenteeism it will be ineffective and unfair. Traditional disciplinary

programs alone can, at best, give the illusion of control. It is no secret that there are

27



ways to beat even the best systems. The fear of discipline often only increases

the desire to avoid management systems.

If absenteeism is to be controlled, the physical and emotional needs of

employees must be addressed. Incentives can be introduced to discourage

absenteeism. Attendance bonus is awarded in certain establishments, merit increases

and promotions are linked to minimum attendance. Good leave record of the

employee is an important factor in considering him for more responsible positions.

These incentives, no doubt, will be effective inducements for regular attendance and

work which, in turn, will ensure efficient service. Habitual absenteeism must be

treated as misconduct and it must be stated that habitual absentees are liable for

disciplinary action.

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PECULIAR FEATURES OF ABSENTEEISM

On the basis of studies undertaken certain observations may be made:

a) The rate of absenteeism is lowest on payday; it increases considerably on the days

following the payment of wages and bonus. The level of absenteeism is comparatively

high immediately after payday. When worker either feel like having a good time or in

some other cases return home to their villages family and after a holiday, has also

been found to be higher than that on normal days.

b) Absenteeism is generally high workers below 25 years of age and those above 40.

“The younger employees are not regular and punctual”. Presumably because of the

employment of a large no. of new comers among the younger age groups, while the

older people are not able to withstand the strenuous nature of the work.

c) The percentage of absenteeism is higher in the night shift than in the day shift. This

is so because workers in the night shift experience great discomfort and uneasiness in

the course of their work than they do during day time.

d) Absenteeism in India is seasonal in character. It is the highest during March-April-

May, when land has to be prepared for monsoon, sowing and also in harvest season

(Sept-Oct) when the rate goes as high as 40%.

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CAUSES OF ABSENTEEISM

The Royal Commission Labour observed that high absenteeism among Indian labour

is due to rural orientation and their frequent urge for rural exodus. According to

Acharaya “In modern industrial establishment the incidence of industrial fatigue, mal

nutrition and bad working conditions aggravate that feeling for change among

industrial worker and some time impel them to visit their village home frequently for

rest and relaxation.”

The general cause of absenteeism may be summarized as below:-

1) MALADJUSTMENT WITH FACTORY

In factory the worker finds caught within factory walls, he is bewildered by heavy

traffic, by strangers speaking different and subjected to strict discipline and is ordered

by complete strangers to do things which he cannot understand. As a result he is under

constant strain, which cause him serious distress and impairs his efficiency. All these

factors tend to persuade him to maintain his contacts with village

.

2) SOCIAL AND RELIGIOUS CEREMONIES

Social and religious ceremonies divert workers from workers to social activities. In

large number of cases incidence of absenteeism due to religious ceremonies is more

than due to any other reason.

3) HOUSING CONDITIONS

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Workers also experience housing

difficulties. Around 95% of housing occupied by industrial workers in India is

unsatisfactory for healthful habitations. This leads to loss the interest in work.

4) INDUSTRIAL FATIGUE

Low wages compel a worker to seek some part time job to earn some side income.

This often result inconstant fatigue, which compels to remain absent for next day.

5) UNHEALTY WORKING CONDITION

Irritating and intolerable working conditions exist in a factory. Heat, moisture, noise,

vibration, bad lighting, dust fumes and overcrowding all these affect the workers

health causing him to remain absent from work a long time.

6) ABSENCE OF ADEQUATE WELFARE ACTIVITIES

High rate absenteeism is also due to lack of adequate welfare facilities Welfare

activities include clean drinking water, canteen, room shelter, rest rooms, washing and

bathing facilities, first aid appliances etc.

7) ALCOHOLISM

Some of the habitual drunkards spend whole of their salary during first week of each

month for drinking purpose. Therefore 2 or 3 weeks after getting their salary absent

themselves from their work.

8) INDEBTNESS

All those workers who undergo financial hardships usually borrow money lenders at

interest rate which are very high, which often cumulates to more than 11 – 12 times

31



their actual salaries. To avoid the

moneylenders they usually absent themselves from work because they are unable to

return the money in stipulated time.

9) IMPROPER & UNREALISTIC PERSONNEL

POLICIES

Due to favoritism and nepotism which are in the industry the workers generally

become frustrated. This also results in low efficiency, low productivity, unfavorable

relationship between employee and supervisor, which in turn leads to long period of

absenteeism.

10) IN ADEQUATE LEAVE FACILITIES

Negligence on part of the employee to provide leave facility compel the worker to fall

back on ESI leave. They are entitled to 50 days leave on half on pay. Instead of going

without pay the worker avail themselves of ESI facility

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EFFECTS OF ABSENTEEISM ON INDUSTRIAL PROGRESS

It is quite evident from the above figures that absenteeism is a common feature of

industrial labour in India. It hinders industrial growth and its effect in two fold.

1) LOSS TO WORKER

Firstly due to the habit of being absenting frequently worker’s income is reduced to a

large extent. It is because there is a general principle of “no work – no pay”. Thus the

time lost in terms of absenteeism is a loss of income to workers

2) LOSS TO EMPLOYERS

On other hand, the employer has to suffer a greater loss due to absentees. It disturbs

the efficiency and discipline of industries consequently, industrial production is

reduced. In order to meet the emergency and strikes, an additional labour force is also

maintain by the industries. On certain occasions, those workers are employed who

present themselves at factory gates. During strikes they are adjusted in place of absent

workers. Their adjustment brings serious complications because such workers do not

generally prove themselves up to work. Higher absenteeism is an evil both for

workers and the employers and ultimately it adversely affects the production of

industries.

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THE ECONOMIC IMPACT OFABSENTEEISM AND QUITS

Gauging precisely the cost impact of absenteeism and turnover is difficult. From its

collective experience, the study team identified the following effects of high levels of

absenteeism and turnover:

— Increased manpower complement to meet staffing needs.

— Loss of revenues from not meeting project schedules.

— Administrative cost to recruit process and train new employees.

— Lost efficiency in work crews with new or inexperienced members.

— Underutilization of capital investments (tools, equipment).

— Interruption of work flow and task accomplishment.

— Misallocation of skills and talents of employees.

— Increased demand for administrative time and resources for planning and

rescheduling.

— Increased overtime and employee fatigue.

— Lower morale.

The cost impact of many of these items will vary, depending on circumstances and

management's ability to recognize the problems and to deal with them effectively. The

wasted man-hours from certain direct effects, however, can be more readily estimated.

In making a conservative estimate of the cost improvement incentive, only these

direct, more easily quantifiable effects were considered.

The main direct impacts of absenteeism on productivity are:

34



1. Time spent by crew members (others)

waiting for replacements.

2. Time spent moving replacements to and from other work locations.

3. Lost time by supervisory personnel in reassignment of work activities and locating

replacements.

The study team estimated that, on average, these direct effects result in a total of 12

man-hours of paid time wasted, for each worker absent. Thus, each 1% increase in

daily absenteeism produces a 1 1/2% increase in labor costs, as illustrated by the

following computation for a hypothetical 100- man job:

Added cost Non-productive man-hours Due to 1% = = Absenteeism Productive man-hours if no absences

1 man absent (1% x 100 men) x 12 man-hours = 0.015

100 men x 8 hours 800

= 1 1/2 %

. . . Or a 15% increase in direct labor cost for 10% absenteeism. Therefore, a reduction in average absenteeism from 10% to 5% would decrease labor costs by 7 1/2 %.

For turnover, the principal cost effects are:

1. All of the absentee-costs plus:

2. Payroll and clerical (administrative) costs associated with terminating and hiring.

3. Workers non-productive time (portions of the first and last day).

35



4. Disruption of other workers on the

job site.

The study team estimated that these effects, on average, result in 24 man-hours of

paid time wasted for each resignation

ANALYSIS OF CAUSES

1) FAMILY ORIENTED & RESPONSIBILITES

It was observed that about 40% case absenteeism is family oriented and more

responsibilities of workers. It increases in harvesting season.

2) SOCIAL CEREMONIES

In 20 % cases it was found that social and religious functions divert worker from

work.

3) HOUSING FACILITY

In about 30% cases, the workers remain absent because there is no housing facilities

and the workers stay alone and great distance from factory.

4) SICKNESS AND ACCIDENT

In 20% case the workers remain absent due to ill health and disease and in 15% cases

workers remain absent due to accident.

5) TRANSPORTATION

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Most of the workers have to travel long distance to reach the work place. Most of the

workers are not satisfied with transport facilities.

6) WELFARE FACILITES

In 13% cases, the workers are not satisfied with welfare facilities.

7) WORKING CONDITIONS

In 21% cases, the workers feel that there is not good working condition, because they

work in standing position which causes to remain absence for relaxation.

8) MANAGEMENT SYSTEM

Near about 34% people are dissatisfied with management system because they feel

that their work is not being recognized and promotions are biased.

37



ABSENTEEISM - TYPES & THEIR

CONTROL

There are two types of absenteeism, each of which requires a different type of

approach.

1. INNOCENT ABSENTEEISM

Innocent absenteeism refers to employees who are absent for reasons beyond their

control; like sickness and injury. Innocent absenteeism is not culpable which means

that it is blameless. In a labour relations context this means that it cannot be remedied

or treated by disciplinary measures.

2. CULPABLE ABSENTEEISM

Culpable absenteeism refers to employees who are absent without authorization for

reasons which are within their control. For instance, an employee who is on sick

leave even though he/she is not sick, and it can be proven that the employee was not

sick, is guilty of culpable absenteeism. To be culpable is to be blameworthy. In a

labour relations context this means that progressive discipline can be applied.

For the large majority of employees, absenteeism is legitimate, innocent

absenteeism which occurs infrequently. Procedures for disciplinary action apply only

38



to culpable absenteeism. Many

organizations take the view that through the process of individual absentee

counselling and treatment, the majority of employees will overcome their problems

and return to an acceptable level of regular attendance.

COUNSELLING INNOCENT ABSENTEEISM

Innocent absenteeism is not blameworthy and therefore disciplinary action is not

justified. It is obviously unfair to punish someone for conduct which is beyond his/her

control. Absenteeism, no matter what the cause, imposes losses on the employer who

is also not at fault. The damage suffered by the employer must be weighed against the

employee's right to be sick. There is a point at which the employer's right to expect

the employee to attend regularly and fulfill the employment contract will outweigh the

employee's right to be sick. At such a point the termination of the employee may be

justified, as will be discussed.

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

1. Initial counselling(s)

2. Written counselling(s)

3. Reduction(s) of hours and/or job reclassification

4. Discharge

Initial Counseling

Presuming you have communicated attendance expectations generally and have

already identified an employee as a problem, you will have met with him or her as

39



part of your attendance program and

you should now continue to monitor the effect of these efforts on his or her

attendance.

If the absences are intermittent, meet with the employee each time he/she

returns to work. If absence is prolonged, keep in touch with the employee regularly

and stay updated on the status of his/her condition. (Indicate your willingness to

assist.)

You may require the employee to provide you with regular medical assessments. This

will enable you to judge whether or not there is any likelihood of the employee

providing regular attendance in future. Regular medical assessments will also give

you an idea of what steps the employee is taking to seek medical or other assistance.

Formal meetings in which verbal warnings are given should be given as appropriate

and documented. If no improvement occurs written warning may be necessary.

Written Counseling

If the absences persist, you should meet with the employee formally and provide

him/her with a letter of concern. If the absenteeism still continues to persist then the

employee should be given a second letter of concern during another formal meeting.

This letter would be stronger worded in that it would warn the employee that unless

attendance improves, termination may be necessary.

Reduction(S) of Hours and or Job Reclassification

In between the first and second letters the employee may be given the option to

reduce his/her hours to better fit his/her personal circumstances. This option must be

voluntarily accepted by the employee and cannot be offered as an ultimatum, as a

reduction in hours is a reduction in pay and therefore can be looked upon as

discipline.

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If the nature of the illness or injury is such that the employee is unable to fulfil

the requirements of his/her job, but could for example benefit from modified work,

counsel the employee to bid on jobs of such type if they become available. (N.B. It is

inadvisable to "build" a job around an employee's incapacitates particularly in a

unionized environment. The onus should be on the employee to apply for an existing

position within his/her capabilities.)

Discharge

Only when all the previously noted needs and conditions have been met and

everything has been done to accommodate the employee can termination be

considered. An Arbitrator would consider the following in ruling on an innocent

absenteeism dismissal case.

a) Has the employee done everything possible to regain their health and return to

work?

b) Has the employer provided every assistance possible? (i.e. counseling,support,time

off.)

c) Has the employer informed the employee of the unworkable situation resulting

from their sickness?

d) Has the employer attempted to accommodate the employee by offering a more

suitable position (if available) or a reduction of hours?

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

f) Has the employer treated the employee prejudicially in any way?

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

place.

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

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1. The absences must be shown to be clearly excessive.

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

in the future.

CORRECTIVE ACTION FOR CULPABLE

ABSENTEEISM

As already indicated, culpable absenteeism consists of absences

where it can be demonstrated that the employee is not actually ill and is able to

improve his/her attendance.

Presuming you have communicated attendance expectations generally, have

identified the employee as a problem, have met with him/her as part of your

attendance program, made your concerns on his specific absenteeism known and have

offered counseling as appropriate, with no improvement despite your positive efforts,

disciplinary procedures may be appropriate.

The procedures for corrective/progressive discipline for culpable absenteeism

are generally the same as for other progressive discipline problems. The discipline

should not be prejudicial in any way. The general procedure is as follows: [Utilizing

counseling memorandum]

1. Verbal Warning(s)

2. Written Warning(s)

3. Suspension(s)

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4. Discharge

Verbal Warning

Formally meet with the employee and explain that income protection is to be used

only when an employee is legitimately ill. Advice the employee that his/her

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

disciplinary action will result. Offer any counselling or guidance as is appropriate.

Give further verbal warnings as required. Review the employee's income protection

records at regular intervals. Where a marked improvement has been shown, commend

the employee. Where there is no improvement a written warning should be issued.

Written Warning

Interview the employee again. Show him/her the statistics and point out that

there has been no noticeable (or sufficient) improvement. Listen to the employee to

see if there is a valid reason and offer any assistance you can. If no satisfactory

explanation is given, advise the employee that he/she will be given a written warning.

Be specific in your discussion with him/her and in the counselling memorandum as to

the type of action to be taken and when it will be taken if the record does not improve.

As soon as possible after this meeting provide the employee personally with the

written warning and place a copy of his/her file. The written warning should identify

any noticeable pattern

If the amount and/or pattern continue, the next step in progressive discipline may be a

second, stronger written warning. Your decision to provide a second written warning

as an alternative to proceeding to a higher level of discipline (i.e. suspension) will

depend on a number of factors. Such factors are, the severity of the problem, the

credibility of the employee's explanations, the employee's general work performance

and length of service.

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Suspension (only after

consultation with the appropriate superiors)

If the problem of culpable absenteeism persists, following the next interview period

and immediately following an absence, the employee should be interviewed and

advised that he/she is to be suspended. The length of the suspension will depend again

on the severity of the problem, the credibility of the employee's explanation, the

employee's general work performance and length of service. Subsequent suspensions

are optional depending on the above condition.

Dismissal (only after consultation with the appropriate

superiors)

Dismissals should only be considered when all of the above conditions and

procedures have been met. The employee, upon displaying no satisfactory

improvement, would be dismissed on the grounds of his/her unwillingness to correct

his/her absence record.

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GUIDELINES & MEASURES FORCONTROL OF ABSNTEEISM

Absenteeism is a disease that appears whenever a company fails to inoculate itself

through the use of sound management practices. To cure excessive absenteeism, one

has to know the exact causes and then examine the available, workable and proven

solutions to apply against those causes.

To embark upon a successful absenteeism reduction program, you need to

make sure you have some basic information and facts about absenteeism in your

company. Consider the following four questions, which should help you further focus

your ideas and put a plan into action.

Q. Why is your present absenteeism policy ineffective?

Absenteeism policies vary in effectiveness. Most ineffective policies I have reviewed

have a common denominator: They allow "excused" absences, whereas those that do

work are "no fault" policies.

Q. Where and when is excessive absenteeism occurring?

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Numerous studies have concluded that

under trained supervisors is one of the main causes of absenteeism. Therefore, any

company experiencing absenteeism of greater than 3 percent should consider

supervisors as a potential contributor to the problem. Given that this may be the case,

you first should check the percentage of employee absenteeism by supervisor to see if

it is concentrated around one or two supervisors. If it is, you've begun to uncover the

obvious--undertrained supervisors. If, however, your research reveals that the rate of

absenteeism is almost equally distributed throughout your factory, you will need to

investigate other possible causes.

Q. What are the real causes for absences?

People-oriented companies are very sensitive to employee opinions. They often

engage in formal mini-studies to solicit anonymous employee opinions on topics of

mutual interest. These confidential worker surveys commonly ask for employee

opinion regarding higher-than-normal absenteeism.

In other words, employees revealed that repetitive, boring jobs coupled with

uncaring supervisors and/or physically unpleasant workplaces led them to make up

excuses for not coming to work, such as claiming to be sick.

One way to determine the causes of absenteeism is to question your

supervisors about their employees' excessive absenteeism, including what causes it

and how to reduce it.

Q. How much formal training have your supervisors received on

absenteeism containment and reduction?

If you find that your supervisors hesitate to provide meaningful answers to your

questions, then you're on the right track toward a solution. Ask yourself, "How much

formal training have I given my supervisors in the areas of absenteeism reduction and

human resources skills?" If your answer is none or very little, your solution can't be

46



far behind. The fact of the matter is, you

cannot ask a person to do a job he or she has never been trained to do.

Following are the measures to control

absenteeism:-

1) ADOPTION OF A WELL DEFINED RECRUITMENT

PROCEDURE

The selection of employees on the basis of command, linguistic and family

consideration should be avoided. The management should look for aptitude and

ability in the prospective employees and should not easily yield or pressure of

personal likes and dislikes. Application blanks should invariably be used for a

preliminary selection and tools for interviews. The personal officer should play more

effective role as coordinator of information, provided that he has acquired job

knowledge in the function of selection. Employers should also take into account the

fact that selection should be for employee’s development, their reliance. They should

as far as possible rely on employment exchange.

2) PROVISION OF HEALTHFUL AND HYGENIC

WORKING CONDITION

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In India, where the climate is warm and most of the work involves manual labour, it is

essential that the workers should be provided with proper and healthy working

conditions. The facilities of drinking water, canteens, lavatories, rest rooms, lighting

and ventilation, need to be improved. Where any one of these facilities is not

available, it should be provided and all these help in keeping the employee cheerful

and increase productivity and the efficiency of operations throughout the plant.

3) PROVISION OF REASONABLE WAGES AND

ALLOWANCE AND JOB SECURITY TO WOTRKERS

The wages of an employee determine his as well as his family standard of living. This

single factor is important for him than other. The management should, therefore pay

reasonable wages and allowances, taking into account the capacity of the industry to

pay.

4) MOTIVATORS WELFARE AND SOCIAL MEASURES

The management should consider the needs of workers and offer them adequate and

cheap housing facilities, free of subsidized food, free medical and transport facilities,

free education facilities for their children and other monetary benefits. As for social

security is concern, the provision of Provident Fund, SBI facilities, Gratuity and

Pension, all those need to be improved.

5) IMPROVED COMMUNICATION AND PROMPT REDRESSAL

OF GRIEVANCES

Since a majority of the workers are illiterate or not highly educated bulletins and

written notices journals and booklets are not easily understood by them. Meetings and

concealing are called for written communication becomes meaningful only when

48



workers can readied understood them,

too many notices should be avoided only the essential ones should be put on the

boards, which should be placed near the entrance inside the canteen and in areas

which are frequently visited by the workers so that they are aware of the policies of

the company and any sort changes being made.

6) LIBERAL GRANT OF LEAVE

The management’s strict attitude in granting leave and holidays even when the need

for them is genuine, tempts workers to go on E.S.I. leaves for under this scheme, they

can have 56 days leaves in years on half pay. An effective way of dealing with

absenteeism is to liberalize leave rules.

7) SAFETY AND ACCIDENT PREVENTION

Safety at work can be maintained and accidents can be prevented if the management

tries to eliminate such personal factors as negligence, overconfidence, carelessness,

vanity, etc and such material factorizes unguarded machinery and explosives,

defective equipment and hand tools. Safe methods of operation should be taught. In

addition consistent and timely safely instruction, written instructions (manual) in the

regional language of the area should be given to the work force.

8) CORDIAL RELATIONS BETWEEN SUPERVISORS AND

WORKERS

The supervisor should be recognize that industrial work is a group’s task and cannot

be properly done unless discipline is enforced and maintained. Cordial relations

between the supervisors and these workers are therefore essential for without them,

discipline cannot be increased. One of the consequences of unhealthy relations

between supervisors and subordinates is absenteeism.

9) DEVELOPMENT OF WORKERS BY TRAINING

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The system of worker’s education should be so designed as to take into account their

educational needs as individuals for their personal evaluation, as operatives for their

efficiency and advancement, as citizens for happy integrated life in the community, as

members of a trade union for the protection of their interests. The educational

programs according to their national commission on Labour should be to make a

worker:-

a) A responsible, committed and disciplines operative.

b) Aware of his rights and obligations.

c) Lead a calm, clean and health life, based on a firm ethical foundation.

d) A responsible and alter citizen.

Dealing with Absenteeism and labour Turnover- a different approach

If you can’t eliminate the cause just minimize its effect.

Absenteeism and labour turnover have long been major cause of worry among the

garment manufacturers. Everyone on board the apparel industry bandwagon has been

putting efforts to find a permanent solution for this problem. Unfortunately, there is

no magic spell; various steps at different levels have to be taken to bring this problem

under control.

This article takes a two prong approach to tackle this problem. The first part attempts

to highlight issues that can attack on the root cause and reduce the problem and the

second part devises a system to minimize its effect on the floor. It does not

fundamentally solve the problem but of course it is a way forward.

Company Policy

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It is a well known fact in the Northern

India that many companies have a policy to release labour every 6 months and then

re-employ them after a month’s break; the question needs to be asked whether this

policy helps or harms. In lure of immediate benefits are we ignoring long term losses.

This policy should be re-considered if India is to reach the efficiency performance

levels necessary to compete with the rest of the world.

The effect of this policy on the workers must be considered, why should they have

any loyalty to the company if the company has no loyalty to them? How would you

like to work in a situation where your job stops every 6 months and you have to find

new employment, how would you get any stability into your life?

Many companies in the country work without the above policy. I asked the managing

director of one of the larger and well respected companies (who employ their people

on a continuous basis) what they do in the periods where work is in short supply, his

response was that labour turnover solved the problem since they just stopped

employing new operators during this period, so although the offer of permanent

employment does not solve the labour turnover issue completely, it does reduce it,

and in times of short supply of work the labour force can be reduced easily to

minimize financial losses without resorting to firing off the entire staff.

The role of the Personnel Department

There is no doubt personnel departments must assist in a much more pro-active way

to solve the problems and I would like to suggest that members of this department

become responsible for the absenteeism and labour turnover for sections of the

factory, and for the fundamental labour disciplines required to make the company

more productive, these disciplines to be handled as follows

51



1. One personnel person to handle a

number of sewing lines and produce figures showing the labour statistical information

2. To be responsible for operators on the sections allocated to them, to see that they

start on time, to discipline late comers, and for this they need to be on the factory

floor BEFORE starting time. A late start of 15 mins in a factory of 500 operators is

equivalent to a loss of 3% productivity!

3. To ensure that managers and supervisors are in place BEFORE starting time

4. To interview all absentees on their return to establish their reasons

5. To establish how the company can reduce the current absentee levels The above

was actually done in one of the factories we were involved with and it had the effect

of reducing the absenteeism by 50%

The effect on Production Managers and Supervisors

It is extremely difficult to increase efficiency in an assembly process when an

absenteeism level of 10 -16% Is the order of the day. The supervisors job is difficult

enough without having to cope with such a daily operator replacement situation, and

with the industry still growing the pool of highly skilled labour that waits outside your

door in the hope of employment is growing smaller and smaller. The industry has

moved away from “Tailors” (people who can make the

whole garment) to “Operators” (people who can perform up to 3 operations to a

satisfactory performance level) and with buyers demanding lower and lower prices

the pressure on companies to improve productivity performance and to lower lead

times is ever increasing

The effect of high labour turnover and absenteeism is as follows:

1. The supervisor has to show the new operator how to do the job

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2. Assuming the line has 50 operators (machinists and others) then an absentee level

of 15% means 7- 8 replacements

3. How can we expect the supervisor to cope with training these new people AND

obtain a satisfactory level of efficiency and quality?

4. At least 50% of the first day is lost before the new operator is working on the

operation they have been employed for

5. The efficiency of the new employee is generally much lower than the person he/she

is replacing

6. The quality level is immediately suspect and repairs will occur - the repair rate will

increase, which will lower efficiency whilst faulty garments are corrected.

7. A bottleneck is created due to the newness of the operators

8. Operations following the one replaced will slow down due to the lack of supply

9. Overtime has to be worked to correct these effects overtime is paid at double pay

rates.

10. Efficiency levels drastically reduce during overtime.

Flying Squad

What is it?

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The introduction of a team of multi

skilled people who are on the company role, not allocated to any specific section of

the factory who can be used to plug the gaps caused by absentees, help to maintain

productivity levels.

a) It is a team of highly multi skilled operators who are intended to replace daily

absenteeism and to help to eliminate bottlenecks and help to train poor performers on

the factory floor

High level performers

Good attendance record

Co-operative and helpful personality

Able to perform more than 6 operations and a satisfactory performance level

b) It is necessary to establish the level of Absenteeism to determine the size of the

group

c) Flying squad operators will be paid at a higher rate than normal operators

d) They will be expected to wear a specifically colored overall / Cap to signify their

position

How does it work?

1- IE in charge will be responsible to distribute them daily in consultation with

Production manager.

2- The operators to be included in the flying squad will be taken from the production

floor, is a good idea to advertise the offer and select from those who apply.

54



3- Operators used in Flying squad will

be replaced by good operators in the line who are not doing important jobs; these will

be replaced with the best trainees available

4- Flying squad operators will be distributed proportionally to each area of the factory

5- Every morning flying squad operators will be distributed by the Production

manager of the relevant department in conjunction with the Workstudy head of that

department.

6- There will be a board in front of every section with 10 red lights on it, the

supervisor will indicate the number of people he/she require replacements for and

switch on the appropriate number of lights.

7- There will be a clipboard adjacent to the lights with the following checklist which

will be designed to last for one month.

a. Date

b. Section Name

c. Supervisor

d. Replacements required

e. Replacements given

f. Time given

g. Balance

h. Remarks

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i. Supervisor signature

j. Checked by

8- Supervisor will make a request for FS operators daily in a duplicate book, this entry

to be signed by W/S and a copy detached for the allocation of operators and a second

copy retained in the book – this to be done within 20 minute of the starting time

9- Work-study head will allocate required operators to every line from flying squad.

This to be done immediately.

10- W/S analyst will check the method employed by the FS operator to ensure

maximum efficiency

11- If there are any operators left after allocation they will be at the disposal of the

Production manager for allocation.

12- After replacement supervisor will switch off the light. If replacement has not been

done lights will be left on to show the number of operators missing from the section.

13- All of the above processes to be completed within 40 minutes of the starting time.

14- After the first hour the Production manager and the W/S head will visit every

department to ensure that sufficient corrective action has taken place

15- It is the responsibility of the Production manager / Line in charge to assist with

the line balancing of any section who has not received the number of operators

required to replace the absentees

16- Flying squad operators will only be allocated to an operation for a period of 3

days, after this time the training school must provide a replacement for the missing

operator.

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17- Flying squad operators will be

included in the section in Pro-Man reports

18- A weekly report must be produced by the W/S department listing the performance

of the FS operators, this to be discussed with General Manager and W/S head to

ensure that FS personnel are performing to a satisfactory level.

19- If FS personnel do not perform satisfactorily they will not be allowed to continue

in the FS and will be transferred back to their original section.

We feel that a system such as this requires proper disciplines to make it work in the

longer term, there is no point in setting this up without the necessary backing

otherwise it will work for a short time and then stop.

The effects of such a system will produce excellent results

THE BRADFORD FACTOR & ABSENTEEISM

The Bradford Factor is a Human Resources tool used by many organizations to

measure and identify areas of absenteeism. The theory is that short, frequent and

unplanned absences are more disruptive than longer absences.

It is based on the fact that it is normally easier to make arrangements to cover for

staffs who are going to be off for long periods, and which are more likely to be

suffering from a genuine illness.

However, employees taking odd unplanned days off here and there actually

cause more disruption to the business. If this pattern is repeated regularly, the

57



employee will have a high Bradford

Factor score; which may raise questions about how genuine the illness actually is.

The formula for the Bradford Factor is:

E x E x D = Bradford Factor Score

Where E is the number of episodes of absence and D is the total number of days

absent in a rolling 52 week period.

So, for employees with a total of 10 days absence in one year, the

Bradford Factor score can vary enormously, depending on the number of episodes of

absence involved. For example:

One absence episode of 10 days is 10 points (i.e. 1 x 1 x 10)

Five absence episodes of two days each is 250 points (i.e. 5 x 5 x 10)

Ten absence episodes of one day each is 1,000 points (i.e. 10 x 10 x 10)

How do organizations use the Bradford Factor?

There are no set rules for using the Bradford Factor; it is down to each organization to

determine the ways in which it uses the score. However, used effectively, the

Bradford Factor can reduce absenteeism dramatically, serving as a deterrent and a

method for tackling persistent absenteeism.

Studies have shown that by educating staff about the Bradford Factor, and

then showing them their score on a regular basis, absenteeism can be reduced by over

20%. This is largely down to staff understanding that taking the odd day off here and

there will quickly multiply their Bradford Factor score. The Bradford Factor places a

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value on the absence which an

employee can clearly see. Where the absence is not absolutely necessary, this can

serve to deter absenteeism. When this is used in conjunction with a points system the

Bradford Factor can be effectively utilized to deter unnecessary absenteeism.

For example the Bradford Factor can be utilized by creating “triggers” whereby

certain actions are taken when an employee’s Bradford score reaches a certain point.

For example, the UK Prison Service has used the following triggers:

51 points – verbal warning.

201 points – written warning

401 points – final warning

601 points – dismissal

Setting these triggers is entirely dependent on the organization using the Bradford

Factor. It is usually advisable to use the Bradford Factor as one of a number of

absence policies. However, setting these triggers and making staff aware of them, in

addition to taking action, resulted in the Prison Service reducing absenteeism by 18%.

By implementing mandatory procedures for tackling absenteeism across an

organization led by the Bradford Factor, an organization can remove the potential for

differences across teams and management and remove the difficulties and reluctance

that line managers often face when having to discipline a close staff member.

The Bradford Factor can provide organizations with a two pronged method for

tackling absence: proactively deterring absence in the first place and utilizing a set

procedure to identify and tackle persistent absenteeism.

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Implementing the

Bradford Factor

Calculating the Bradford Factor for one member of staff over a given period is not a

difficult proposition. However, calculating the Bradford Factor over a rolling 52 week

period, across multiple teams and locations and considering different types of absence

is a very difficult task.

As a result of the exponential nature of the formula {E x E x D}, even the slightest

mistakes in calculation can result in a wide variance of an employee’s Bradford

Factor score.

For example: For an employee who has had 10 days off in a year in total, on two

separate occasions:

2 X 2 X 10 = 40 {which does not trigger a warning – fewer than 50}

However, if their absence is either not recorded correctly, or is calculated wrong by

just one day:

3 X 3 X 10= 90 {which does trigger a warning – over 50}

You can see that their score is more than double, despite the small mistake. Getting

the formula the wrong way round can have even more significant results:

10 X 10 X 2 = 200 {which would trigger disciplinary proceedings – over 200}

If an organization wants to tackle absenteeism effectively, using the Bradford Factor,

including using an employee’s Bradford Factor score in potential disciplinary

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proceedings, then the process for

calculating the Bradford Factor has to be full proof, consistent and equal.

To achieve this, an organization will need to ensure:

Absence reporting and monitoring is consistent, equal and accurate

both over time and across the whole organization.

The calculation of an employee’s Bradford Factor score is based on

these accurate, equal and updated absence records.

Management and staff have access to updated Bradford Factor

scores.

Without these processes in place the calculation of the Bradford Factor is extremely

difficult and time consuming. In addition to this; unequal processes for reporting and

calculating the Bradford Factor could be discriminatory; everyone’s Bradford Factor

score should be subject to the same, indisputable criteria.

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OBJECTIVES OF THE PROJECT

OBJECTIVES OF THE PROJECT

The objectives of the project are:

To understand and analyze:

1. To know the main causes of absenteeism Viraj Exports Pvt. Ltd.?

2. To the effects of the unauthorized absenteeism by the employees in the company?

62



3. To know the current disciplinary

actions taken by the HR dept. for reducing absenteeism?

4. To know the attitude of employees towards these disciplinary actions?

5. To know what factors to be considered in order to reduce absenteeism?

Thus, the above objectives have been observed and analyzed in a detailed

manner in this project report. I have made an attempt to go into root causes of the

subject by using the various techniques of Research Methodology.

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RESEARCHMETHODOLOGY

RESEARCH METHODOLOGY

A project is like a journey and it is always better to have at least the faintest of ideas

of the probable direction of our destination. Initially we have to decide upon the

general area of interest or the aspect of the subject to inquire into. This decision is

rather broad and not very precise. It is crude indication of the purpose of the study and

64



is of little help for further planning and

organization of the study.

The research reveals that one of the major problems is absenteeism in our

industry. Absenteeism hinders planning, production, efficiency and functioning of the

organization. In fact high rates of absenteeism affect an organization state of health

and also supervisory and managerial effectiveness.

Research Methodology is defined as a more systematic activity directed

towards discovery and the development of an organized body of knowledge. An

efficient research contributes to the evaluation of a proper decision, which ultimately

affects the path the organization will choose. The data collected is of paramount

importance and hence the research process has to be effective and an efficient one.

Research Methodology involves adopting various techniques which are best

suited for the research and study of the problem, for investigation and analysis of the

problem. It starts with data collection from various sources i.e., primary and

secondary sources, data analysis and interpretation and finally the findings or

conclusion from the analysis.

In this project, Primary data was collected by Questionnaire Survey. The

workmen selected for the interview purpose were from the hourly rated workmen

segment, which affect the production directly, in case they remain absent. A random

selection of samples from the workmen segment was done in the company. There are

289 hourly rated workmen, from which 25 groups of 11 members each were formed.

From these groups, one workman was selected randomly as sample to avoid any bias.

Thus, 50 workmen were selected for survey through the questionnaires

prepared. This helped to be fair to all by not keeping in view the past record of

absenteeism of individuals.

The secondary data was collected from:

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Monthly absenteeism data.

Yearly absenteeism report.

Leave records of employees.

After the collection of data, the response of the 50 individuals were arranged in a

chronological pattern and then evaluated. Many inferences could be drawn from both

the primary as well as secondary data available which are put forth in the analysis

section.

It is often beneficial to undertake an intensive study of a few well selected

instances of the phenomenon of interest. The method demands for great sensitivity

and receptivity on our part. As new information pours in, the study is reformulated

and redirected.

Hence, to be on the safer side, it would always be wise to work keeping a

particular method in mind.

1) OBJECTIVES OF RESEARCH

i. To identify the rate of absenteeism of “worker”.

ii. To identify the causes of absenteeism.

iii. To suggest any measures to reduce the rate of absenteeism

2) SAMPLE SELECTION AND SIZE

The population for the study comprised of absentees for current year, the total sample

50 workers.

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3) DATE COLLECTION

AND STATISTICAL TOOL

The sources of data for the purpose of study were both primary and secondary.

Primary data was collected through questionnaire which was mainly close-ended

questionnaire and discussion with workers whereas secondary data was collected from

records maintained by personal department and time office. Percentage method is

used for the analysis of data and bar graphs are used to present that data

ASSUMPTIONS IN EVALUATION OF THEABSENTEEISM DATA

1. As per the objectives of the project, the analysis is to be done to find out the causes

of absenteeism and also to know the disciplinary action taken against them. The

following data was referred to draw the inferences:

Monthly Absenteeism data.

Yearly Absenteeism report.

Leave record of the employees.

2. From the monthly and yearly data, the monthly trends of absenteeism can be

observed by division of leaves in the following 2 categories:

Paid Leave: Privilege Leave (PL), Casual Leave (CL), Sick Leave (SL).

Unpaid leave: Authorized Leave (AL), Certified Sickness Leave (CS), and

Unauthorized Absence (UA).

3. The leave record is maintained from the month of January to December.

The monthly salary is calculated from 20th of the starting month to the 21st of the next

month with reference to the leave record.

67



4. The settlement agreement mentions the consumption of leave by an individual

worker per annum as:

Privilege Leave 20 p.a.

Casual Leave 8 p.a.

Sick Leave 10 p.a.

LIMITATION OF THE STUDY

There are some limitations for research which are as follows:-

a) As it was not possible to visit each department the true picture of working

condition could not be judged.

b) The workers were busy with their work therefore they could not give enough time

for the interview.

c) The personal biases of the respondents might have entered into their response.

d) Some of the respondents give no answer to the questions which may affect the

analysis.

e) Respondents were reluctant to disclose complete and correct information Because

of a small period of time only small sample had to be considered which doesn’t

actually reflect and accurate and intact picture

68



ANALYSIS &INTERPRETATION

Q.1 For how many years you are working with Viraj Exports Pvt.

Ltd.?

a) 0 to 1 Year b) 1 to 2 Year

69



c) 2 to 4 Year d) >5 Year

Option a b c d Total

Response 5 13 15 17 50

% 10 26 30 34 100

0-1 years

1-2 years

2-4 years

>5 years

0%

5%

10%

15%

20%

25%

30%

35%

WORKER

WORKER

INTERPRETATION – It can be seen that 34% of the workers at Viraj

Exports Pvt. Ltd. are working within more than 5 Years, 26% worker are working

within 1 to2 yrs, 30% worker are working within 2 to 4 yrs, whereas 10% are

working within 1 yrs.

Q.2 How often you remain absent in a month?

a) Nil b) Once

c) Twice d) >Twice

70



Option A b c d Total

Response 26 10 7 5 50

% 56 20 14 10 100

NILL ONCE TWICE >TWICE

0

10

20

30

40

50

60

NO OF ABSENTS IN A MONTH

NO OF ABSENTS IN A MONTH

INTERPRETATION - It can be seen that 56% of the workers do not remain

absent.

Q.3 According to you what are the main reasons for employees

absent?

a) Health Problem b) Stress

71



c) Work Dissatisfaction d) Working environment


Response 25 11 5 9 50

% 50 22 10 18 100

Hea

lth P

roblem

Stress

Work

Diss

atisfic

tion

W o

rkin

g Enviro

nmen

t0%

10%20%30%40%50%

Reason for being absent

Reason for being absent

INTERPRETATION - According to 50% workers, Health problem is the

reason for being absent. 22% think that stress can also be the reason for absent being.

Q.4 Your views regarding present Absenteeism Policy of Viraj

Exports Pvt. Ltd.?

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a) Excellent b)

Good

c) Fair d) Don’t Know


Response 12 18 11 9 50

% 24 36 22 18 100

Excel-lent

Good Fair Don't Know

0%

5%

10%

15%

20%

25%

30%

35%

40%

View regarding absenteeism policy

View regarding absenteeism pol-icy

INTERPRETATION - It can be seen that 36% workers rate the present

absenteeism policy as good whereas 24% rate it as excellent.

Q.5 Are you clear about your work / job responsibilities?

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a) Well Clear b) Good

c) Fairly Clear d) Don’t Know


Response 21 16 8 5 50

% 42 32 16 10 100

Well Clear

Good Fairly Don't know

0%5%

10%15%20%25%30%35%40%45%

Clearty regarding work

Clearty regard-ing work

INTERPRETATION - It can be seen that 42% of the workers at Viraj

Exports Pvt. Ltd. are clear regarding their work responsibilities.

Q.6 Are you satisfied with your work?

a) Well satisfied b) Good

74



c) Fair d) Not Satisfied


Response 19 15 11 5 50

% 38 30 22 10 100

Well

Satis

fied

Good

Fair

Not Satis

fied

0%5%

10%15%20%25%30%35%40%

satisfaction regarding work

satisfaction regarding work

INTERPRETATION - 38% of the workers are fully satisfied with their

work whereas 30% workers think their work as good.

75



Q.7 Your Views regarding

working environment of Viraj Exports Pvt. Ltd.?

a) Excellent b) Good

c) Fair d) Poor


Response 14 18 12 6 50

% 28 36 24 12 100

Excel-lent

Good Fair Poor0%

5%

10%

15%

20%

25%

30%

35%

40%

views regarding working envi-ronment

views regarding working envi-ronment

INTERPRETATION - 36% workers feel that the working environment at

Viraj Exports Pvt. Ltd. is good & 28% feel it as excellent.

76



Q.8 How are your relations with

your superiors/Co-worker?


c) Fair d) Poor


Response 10 25 9 6 50

% 20 50 18 12 100

Excel-lent

Good Fair Poor0%5%

10%15%20%25%30%35%40%45%50%

relations with superiors

relations with su-periors

INTERPRETATION - 50% workers have good relations with the superiors

whereas 20% have excellent relations with the superiors.

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Q.9 Yours superiors behavior towards your problem?


c) Fair d) Poor


Response 20 13 11 6 50

% 40 26 22 12 100

Excel-lent

Good Fair Poor0%5%

10%15%20%25%30%35%40%

superiors behaviour towards your problems

superiors behav-iour towards your problems

INTERPRETATION - 40% workers think that their superior’s behavior

toward their problems is excellent & 26% workers consider it as good.

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Q. 10 Yours views regarding facilities provided Viraj Exports Pvt.

Ltd.?


c) Fair d) Poor


Response 5 25 15 5 50

% 10 50 30 10 100

Excel-lent

Good Fair Poor0%5%

10%15%20%25%30%35%40%45%50%

facilities provided at Company

facilities provided at Company

INTERPRETATION – 50% workers consider that facilities provided to them

are good whereas 10% consider them as excellent.

79



Q.11 Is your salary structure adequate?

a) Yes b) No

Option a b Total

Response 26 24 50

% 52 48 100

52%48%

Salary Structure

ab

INTERPRETATION – 52% of the workmen are satisfied with their salary

structure while 48% of them are not happy about the present salary structure as it is

not adequate for them.

80



Q.12 How is your family condition and family atmosphere?

a) Satisfactory b) Average

c) Unsatisfactory

Option a b c TotalResponse 20 12 18 50

% 40 24 36 100

40%

24%

36%

family condition and family atmosphere

abc

INTERPRETATION – It can be observed that 40% of the workmen s family

condition is satisfactory while 24% of them are unsatisfied.

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Q.13 Disciplinary actions taken by management on absenteeism have reduced absenteeism in our company.

a) Not at all b) To some Extent

c) To great highly d) Extent True


Response 0 8 24 18 50% 0 16 48 36 100

16%

48%

36%

Disciplinary actions

abcd

INTERPRETATION –It can be observed from the above chart that 48% of

workmen accept that disciplinary actions taken by management have reduced

absenteeism to a very great extent. The company has very strict rules policy. However

those who have breached the rules are given warnings, show cause notices or

suspension.

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Q 14. How many paid leaves

are availed by you per annum?

a) 1 to 2 days b) 3 to 5 days

c) 6 to 10 days d) More than 10 days


Response 2 4 26 18 50

% 4 16 52 36 100

4%8%

52%

36%

Paid Leaves

abcd

INTERPRETATION – It can be seen that 52% of workmen take around 6 -10

days of paid leaveswhile 36% of the workmen avail more than 10 days paid leave per

annum

83



Q.15 How many unpaid leaves are availed by you per annum?

a) 1 to 2 days b) 3-5 days

c) 6 to10 days d) More than 10 days


Response 8 12 26 4 50

% 16 24 52 8 100

16%

24%

52%

8%

Unpaid Leaves

abcd

INTERPRETATION –It can be observed that 52% of the workmen take 6-10

days of unpaid leave while 24% of workmen avail 3-5 days leave per annum.

84



Q.16 Are you aware of the leave rules of the company?

a) Not at all c) To some Extent

b) To great strongly d) Extent Aware


Response 4 10 14 22 50

% 8 20 28 44 100

8%

20%

28%

44%

Aware of the leave rules

abcd

INTERPRETATION –From the above chart, it is observed that 44% of the

workmen are strongly aware of the leave rules while 8% of the workmen are not at all

aware of the leave rules.

85



Q. 17 Reason for taking employment:

a) To spend time. b) Forced by family Members.

c) To take care of my family.

d) Liking of the work.


Response 0 8 22 20 50

% 0 16 44 40 100

16%

44%

40%

Reason for taking employment

abcd

INTERPRETATION – From the above chart, it is clear that 44% of the

workmen come to the company to support their family while 40% of workmen have a

liking towards their work.

86



Q.18 The cause of my absenteeism is taking smoking.

a) Not True b) Partially True

c) Almost True d) Highly True


Response 26 24 0 0 50

% 52 48 0 0 100

52%48%

Taking smoking

abcd

INTERPRETATION – It is observed that 48% of workmen are addicted to

smoking but it has no relevance to their remaining absent at the company.

87



Q.19 The cause of my absenteeism is taking alcohol.




Response 22 16 10 2 50

% 44 32 20 4 100

44%

32%

20%

4%

Taking alcohol.

abcd

INTERPRETATION – From the above chart, it can be seen that 32% of the

workmen are addicted to alcohol.

88



Q.20 Is this involvement in business a cause of your absenteeism?

a) Sometimes b) Mostly

c) Not at all

Option a b c Total

Response 20 12 18 50

% 40 24 36 100

40%

24%

36%

involvement in business a cause of absenteeism

abc

INTERPRETATION – From the above chart, it is clear that involvement in

some business is not related to the absenteeism in the company. 40% of the workmen

feel that sometimes this involvement affects.

89



Conclusion &Suggestion

90



CONCLUSION

Finding and analysis reveals the following conclusion

1) Almost 30 % of the workers at viraj exports Pvt. Ltd. are working for 4 to 5 years

whereas 34% are working for more than 5 yrs.

2) Almost 56% of the workers do not remain absent.

3) According to 50% workers, health problem is the reason for being absent. 22%

think that stress can also be the reason.

4) Almost 36% workers rate the present absenteeism policy as good whereas 24% rate

it as excellent.

5) Almost 42% of the workers at Viraj Exports Pvt. Ltd. are clear regarding their

work responsibilities.

6) 38% of the workers are fully satisfied with their work whereas 30% workers think

their work as good.

7) 36 % of the workers have good view regarding working environment with Viraj

Exports Pvt. Ltd whereas 30% workers have excellent view regarding working

environment.

8) 50 % workers have good relations with the superiors whereas 20% have excellent

relations with the superiors.

9) 40% workers think that their superior’s behavior towards their problems is

excellent & 26% workers consider it as good.

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10) 50% worker thinks that good facilities provided by Viraj Exports Pvt. Ltd.

Whereas 30% consider it’s as fair

11) 52% of the workmen are satisfied with their salary structure while 48% of them

are not happy about the present salary structure as it is not adequate for them.

12) It can be observed that 40% of the workmen s family condition is satisfactory

while 24% of them are unsatisfied.

13) It can be observed from the above chart that 48% of workmen accept that

disciplinary actions taken by management have reduced absenteeism to a very great

extent. The company has very strict rules policy. However those who have breached

the rules are given warnings, show cause notices or suspension.

14) It can be seen that 52% of workmen take around 6 -10 days of paid leaves while

36% of the workmen avail more than 10 days paid leave per annum

15) It can be observed that 52% of the workmen take 6-10 days of unpaid leave while

24% of workmen avail 3-5 days leave per annum.

16) From the above chart, it is observed that 44% of the workmen are strongly aware

of the leave rules while 8% of the workmen are not at all aware of the leave rules.

17) It is clear that 44% of the workmen come to the company to support their family

while 40% of workmen have a liking towards their work.

18) It is observed that 48% of workmen are addicted to smoking but it has no

relevance to their remaining absent at the company.

19) It can be seen that 32% of the workmen are addicted to alcohol.

92



20) It is clear that involvement in some business is not related to the absenteeism in

the company. 40% of the workmen feel that sometimes this involvement affects.

Thus, it can be observed that absenteeism can be controlled and reduced to a great

extent if the workers are committed and are supported by all levels of management.

An effective attendance record-keeping system, consultation and open communication

by the management can create a healthy productive work environment in the

company. This would reduce grievances and give greater employee satisfaction.

Only when the positive approach is unsuccessful does the company need to

use the remedial approach to deal with habitual abusers or with excessive absentee

cases. In all cases the company's actions must be fair and reasonable and consistently

applied.

While tackling workplace absenteeism by direct action may alleviate the

problem in the short- term, addressing the cause of the problem will provide long term

benefits.

Based on the findings reflecting the workers' views, reasons

for absenteeism and turnover fall into two broad categories:

1. Controllable

— Relationship with the boss

— Unsafe working conditions

— Excessive rework

— Poor craft supervision

— Poor overall management

— Poor planning

93



— Excessive surveillance by owner

— Inadequate tools and equipment

2. Uncontrollable

— Travel distance from the residence to the job

— Overtime availability on another job

— Personal and family illness

The controllable reasons for absenteeism and turnover involve the ingredients

of the environment of a construction site. In addition, each ingredient is

important in its own right, quite apart from its effect on absenteeism and

turnover. Careful attention to planning, safety, interpersonal relationships, and

other management fundamentals will not only reduce absenteeism and

turnover, but will have other positive effects on job costs and schedules.

A relatively small portion of the work force is causing most of the absenteeism

and turnover. Eighty-six percent of the workers surveyed reported quitting

fewer than three jobs in the last two years. Similarly, 67% of the work force

reported missing work fewer than five days per year3. This reinforces a

conclusion that prompt management action with respect to chronic offenders

can be very effective.

The size of the work force does not appear to be a significant factor since

about half of the workers stated preferences for jobs with less than 500

workers while the other half preferred jobs with a work force of 500 - 1000.

(The survey was conducted at worksites ranging from 125 to 3,000 workers.)

Some independent observations indicate that work forces smaller than 100

tend to be more stable.

Distance from a worker's home to the jobsite seemed to have an effect on

turnover at arrange of 50 to 100 miles.

94



Excessive absenteeism is an

indicator of future turnover problems.

Older and more experienced workers exhibited lower turnover, but higher

absenteeism. This leads to interesting deductions— that jobs that do not

challenge or provide satisfaction for a highly skilled, experienced craftsman

will produce absenteeism, and that younger, less experienced workers seem to

change jobs rather than cope with unpleasant situations.

No significant differences in reasons for absenteeism and turnover were cited

by union and open-shop workers. Union workers reported lower turnover and

higher absenteeism rates, but the differences were too small to justify any

conclusions.

95



SUGGESTIONS AND

RECOMMENDATIONS

Absenteeism is a serious problem for management because it involves heavy

additional expenses. The management should take the following measures to reduce

the rate of absenteeism:-

1) Provide Incentives- An incentive provides an employee with a boost to

their motivation and avoid unnecessary absenteeism. Incentives like two hours of

bonus pay for every month of perfect attendance can improve a lot.

2) Employee Assistance Program- If you confront an employee about

his or her frequent absenteeism and you find out that it is due to personal problems

refer them to EAP.

3) Sickness Reporting – Tell employees that they must phone in as early as

possible to advise why they are unable to make it to work and when they expect to

return.

4) Return to Work Interview- When an employee returns to work then

ensure that they have a ‘return to work interview’.

5) Bradford factor can also be used to identify and cure excessive

absenteeism. In the end to conclude this report I would like to specify that the project

allotted to me on ABSENTEEISM was of immense help to me in understanding the

working environment of an organization, thereby providing a firsthand practical

experience.

96



A variety of steps have been found to be effective in decreasing absenteeism and

turnover on construction jobs. Those which are most appropriate will vary with the

circumstances of each job— its size, duration, remoteness, type of work, labor

demand in the locale, labor practices in the area, etc. Serious consideration of the

following actions is recommended with recognition that some may already be in

effect and others may not fit a given job situation:

6) Non Monetary Awards: A notice board could be put up at the shop

floor displaying the name of the workmen and his department who is being conferred

this award. This award could be like: Worker of the month award based on Efficiency.

A quarterly attendance award. Disciplinary awards can be given to workers against

whom there are no reports of misconduct.

7) Conduct Workshops: Identify the chronic absentees and conduct a

workshop focusing on their areas of interest in work and their job satisfaction

definitions. This response can be discussed with the subordinates openly and they can

be placed in their respective departments of work so that their talents and capabilities

can be utilized efficiently.

8) Training to Supervisors: They must be given training on their

behavioral aspects with the workers and they must be given a human oriented

approach so that they prove to be good friends of the workers and the working

environment becomes pleasant.

9) Job Rotation: Workers must be given different jobs at different shifts so

that his job does not become monotonous, repetitive and boring.

Flexi-time can also be allowed within certain limitations.

10) Verification of Medical certificate: It is generally observed that

workers take unauthorized leave and then provide a medical certificate. The leave

97



then becomes authorized. Thus, the medical certificates must be verified by the

management for their authenticity.

11) Counseling: The Union representatives could visit the houses of the

absentee worker and counsel them about the ill effects of their being absent. E.g. their

financial losses, their importance in the production of the company, their family

conditions, etc.

12) Company as a second home: The management could display the

worker s names on the notice boards at the shop floor, wishing them on their birthdays

or encouraging them in company s activities like sports, etc. this creates a sense of

belonging among the workers towards the company.

13) Wage Link: Wages could be directly linked to attendance and their

performance at work.

14) Disciplinary Action: If all the above measures fail to improve

attendance of a worker then strict disciplinary action is the only option against him.

15) Attendance Management Programme: The purpose of this

programme is to develop willingness on the part of all the workers to attend work

regularly and to assist them in motivating their co-workers to attend work regularly.

This can be done through: Addressing the physical and emotional needs of the

workers. Communicating the attendance goals of the organization so employees can

understand and identify with them. Dealing with cases of excessive absenteeism

effectively and fairly so deterrence can occur.

98



For Action by Contractors

Screen applicants. Examine work histories. Reject those who are poorly

qualified or who have a history of job hopping.

Keep attendance records for all employees. Monitor to identify trouble spots.

Establish a clear policy of firing chronic absentees, and communicate this to

all employees when they are hired.

Maintain good communications with workers. Sense worker moods,

understand their concerns, provide feedback from management, and prompt

action where appropriate; to show that worker concerns are heard. Bulletin

boards, newsletters, tool-box meetings, and suggestion boxes are all helpful,

but face-to-face communication on the job by top contractor supervision is

indispensable.

Use the latest behavioral-science techniques for organizational effectiveness,

including:

— Train supervisors in motivation and interpersonal skills.

— Create small work groups with as much autonomy as possible.

— Communicate goals for the organization and for each work unit (including

attendance goals).

Keep craftsmen informed of how their accomplishments compare with the

job's goals:

Be creative in developing incentives for employees to stay with the job and

have good attendance. Emphasize attendance rather than absenteeism.

Bumper stickers, job posters, and helmet decals can be used to stimulate interest.

Awards to each individual after periods of perfect attendance by an entire crew

can develop peer pressure to improve attendance. Bonuses to workers who remain

until job completion may be helpful in reducing turnover during the critical final

stages.

99



For Action by Owners:

Require contractors to make periodic reports on absenteeism and turnover.

Mutually develop goals for improvement and actions to achieve them.

Encourage and support innovative efforts by contractors in communicating

with and motivating the workforce.

Assure that contractors have well-planned and well-executed safety programs.

Mutually with contractors, identify and alleviate irritants ("dissatisfies")

within the control of owners that may contribute to absenteeism and turnover

among contractor employees. Examples: parking lots in disrepair or

unreasonably located, undue limitations on smoking, unnecessary limitations

on contractor's starting and quitting times, inadequate areas for eating lunch,

and insufficient facilities for checking in and out.

For Action by Unions:

Recognize that active involvement in discouraging absenteeism and turnover

is in their self-interest.

Modify referral procedures to discourage absenteeism and turnover. Example:

For a pre-determined period (say, 30 days) prohibits referral to another job of

any worker who has quit a job without good cause or who was fired for

excessive absenteeism. The survey suggests that most workers would support

such action so long as it is administered fairly and equitably.

In this project while identifying the reasons of absenteeism of the workers of

Viraj Exports Pvt’ Ltd. Noida got an opportunity to interact with workers to observe

their behavior and attitude.

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In the end I would once again like to

thank the people of Viraj Exports Pvt. Ltd. Noida who helped me in accomplishing

this project and boosting my morale by appreciating and recognizing my efforts. At

last I would like to say the whole experience was very good and I would like to work

with this organization again.

101



QUESTIONNAIRE

102



QUESTIONNAIRE

PERSONAL INFORMATION

NAME…………………………………………………………………………..

AGE……………………………….. SEX……………………………….

JOB STATUS…………………………………………………….......................

(Please tick any one option with honestly)

1. For how many years you are working with viraj exports Pvt. Ltd.?

1. 0 to 1 Year 2. 1 to 2 Year

2. 2 to 4 Year 4. >5 Year

2. How often you remain absent in a month?

1. Nil 2. Once

3. Twice 4. >Twice

3. According to you what is the main reason for employees absent?

1. Health Problem 2. Stress

3. Work Dissatisfaction 4. Working environment

103



4. Your view regarding the absentees of viraj exports Pvt. Ltd.?

1. Excellent 2. Good

3. Fair 4. Don’t Know

5. Are you clear about your work / job responsibilities?

1. Well Clear 2. Good

3. Fairly Clear 4. Don’t Know

6. Are you satisfied with your work?

1. Well satisfied 2. Good

3. Fair 4. Not Satisfied

7. Your views regarding the working environment of viraj exports Pvt. Ltd.?


3. Fair 4. Poor

8. How are your relations with your superiors / co-workers?


3. Fair 4. Poor

9. Your superior’s behavior towards your problems?


3. Fair 4. Poor

10. Your view regarding the facilities provided to you by viraj exports Pvt. Ltd

1. Excellent 2. Good3. Fair 4. Poor

11. Is your salary structure adequate?

1-Yes 2- No

104



12. How is your family condition and family atmosphere?

1. Satisfactory Average 2. Average

3. Unsatisfactory

13. Disciplinary actions taken by management on absenteeism have reduced absenteeism in our company.

1. Not at all 2.To some Extent

3. To great highly 4. Extent True

14. How many paid leaves are availed by you per annum?

1. 1 to 2 days 2. 3 to 5 days

3. 6 to 10 days 4. More than 10 days

15. How many unpaid leaves are availed by you per annum?

1. 1 to 2 days 2. 3-5 days

3. 6 to10 days 4. More than 10 days

16. Are you aware of the leave rules of the company?

1. Not at all 2.To some Extent

3. To great strongly 4.Extent Aware

17. Reason for taking employment:

1. To spend time. 2. Forced by family Members.

3. To take care of my family.

4. Liking of the work.

18. The cause of my absenteeism is taking smoking.



105



19. The cause of my absenteeism is taking alcohol.



20. Is this involvement in business a cause of your absenteeism?

a) Sometimes b) Mostly

c) Not at all

Any Suggestion & Comments

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

106



BIBLOGRAPHY

107



BOOKS PREFERED

Book’s Name : Author’s Name

Industrial Relation : T.N. Chhabra, R.K. Suri

Practice of Principal and : L.M. Prasad

Management

Research Methodology : C.R. Kothari

Industrial Relations and : Prof. Dr. M.V. Pylee and

Personnel Management A. Simon George

Human Capital : Magazine March 2005

Issue

108



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109



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