Absenteeism at Hyundai

8/19/2019 Absenteeism at Hyundai

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CONTENTS

S.NO PARTICULARS PAGE NO

LIST OF TABLES

LIST OF FIGURES

1 INTRODUCTION

Problem identifiction

Sco!e of t"e #t$d%

Need of t"e #t$d%

Re&ie' of litert$re

1()

1*

1*

1*

1+(1,

- COPAN/ PROFILE ,(10

RESEARC2 DESIGN -3(-1

4 DATA ANAL/SIS AND INTERPRETATION 01(*-

0 FINDINGS

SUGGESTION

CONCLUSION

APPENDICES

5167UESTIONNAIRE

5-6BIBLIOGRAP2/

** (+3

+1


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LIST OF TABLES


1.1 Table represent about respondent age 221.2 Table represent about respondent marital status. 23

1.3 Table represent about respondent monthly income. 24

1.4 Table represent about respondent cadre 25

1.5 Table represent bout respondent experience 26

1.6 Table represent about respondent reason for leave 27

1.7 Table represent about or!ing conditions of employees 2"

1." Table represent about medical provisions provided for the

employees

2#

1.# Table represent about elfare facilities provided for theemployees

3$

1.1$ Table represent about leave facilities provide for theemployees

31

1.11 Table represent about communication system folloed inthe company

32

1.12 Table represent employee opinion about salaries 33

1.13 Table represent about or! monotonous 34

1.14 Table represent about appreciation or reards received by

the employees

35

1.15 Tale represent employee satisfaction about current or! 36

1.16 Table represent about employee and co%or!ers relationship 37

1.17 Table represent about employee and supervisors relationship 3"

1.1" Table represent about or! pressure of employees 3#

1.1# Table represent about possibilities of employees to get leave 4$

1.2$ Table represent about leave ta!en by employees 41

1.21 Table represent employees aareness about leave facilities 42

1.22 Table represent about motivation factors of employees to

attend or! regularly

43

1.23 Table represent about absenteeism management inorgani&ation

44

1.24 Table represent about the employee opinion to reduce

absenteeism

45

1.25 Table represent about the impact of compulsory leave in

or! life balance

46



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1.26 Table represent the analysis about compulsory leave as

motivation factor

1.27 Table represent about the chi%s'uare test for age and reasonfor leave

4"

1.2" Table represent about the chi%s'uare test for cadre and ageare salary

4"

1.2# Table represent about the chi%s'uare test for cadre and or!

monotonous

5$

1.3$ Table represent about the T% test for co%or!ers relationship

and supervisor relationship

51

1.31 Table represent about the chi%s'uare test for cadre and or!

pressure

52

1.32 Table represent about the chi%s'uare test for cadre and

possibility of employees to get leave

53

1.33 Table represent about the chi%s'uare test for age and leave

availed often

54

1.34 Table represent about correlation for appreciation or reards

and current or!

55

LIST OF C2ARTS


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1.1 (hart represent about respondent age 22

1.2 (hart represent about respondent marital status. 23

1.3 (hart represent about respondent monthly income. 24

1.4 (hart represent about respondent cadre 25

1.5 (hart represent bout respondent experience 26

1.6 (hart represent about respondent reason for leave 27

1.7 (hart represent about or!ing conditions of employees 2"

1." (hart represent about medical provisions provided for the

employees

2#

1.# (hart represent about elfare facilities provided for theemployees

3$

1.1$ (hart represent about leave facilities provide for theemployees 31

1.11 (hart represent about communication system folloed inthe company

32

1.12 (hart represent employee opinion about salaries 33

1.13 (hart represent about or! monotonous 34

1.14 (hart represent about appreciation or reards received by

the employees

35

1.15 (hart represent employee satisfaction about current or! 36

1.16 (hart represent about employee and co%or!ers relationship 37

1.17 (hart represent about employee and supervisors

relationship

3"

1.1" (hart represent about or! pressure of employees 3#

1.1# (hart represent about possibilities of employees to get leave 4$

1.2$ (hart represent about leave ta!en by employees 41

1.21 (hart represent employees aareness about leave facilities 42

1.22 (hart represent about motivation factors of employees to

attend or! regularly

43

1.23 (hart represent about absenteeism management inorgani&ation

44

1.24 (hart represent about the employee opinion to reduceabsenteeism

45

1.25 (hart represent about the impact of compulsory leave inor! life balance

46

1.26 (hart represent the analysis about compulsory leave asmotivation factor

47


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ABSTRACT

The term absence refers to all )stay aay* from or! hether authori&ed absence.+bsenteeism affects the organi&ation productivity and morale. ,o each and every

organi&ation should concentrate about absenteeism.

-n this vie point - did my proect on absenteeism management in /yundai

0otors -ndia imited. To find out the employees unauthori&ed absence in /0-. ecausein the 2$$$ employees the company affected by the absenteeism especially unauthori&ed

absence of employee even though they provide 5 leave facilities for the employees in

a year.

-n my study - found out thus the dissatisfaction in their current or! is mainlyleads to unauthori&ed absence. ,o - analyses about the factors hich is may be leads the

employee*s dissatisfaction in their or! by this analysis the company has able to reduce

the unauthori&ed absence it helps to increase the effectiveness in production and also ithelps to reduce the dissatisfaction of employee in their current or!.

+ study considering as descriptive study the data are collected from the

employees of /8+- 09T9:, -8-+ -0-T;8. The sample si&e is ta!en for this

study is 13" and stratified sampling method is folloed for selecting a sample .the dataare collected through a 'uestionnaire. The statistical tools li!e percentage analysis chi%

s'uare test correlation T% test and +9


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A STUD/ ON ABSETEEIS ANAGEENT.

1.1 INTRODUCTION8

+bsenteeism is a serious problem for a management because it involves

heavy additional expenses. :eserves and understudies are !ept in readiness to ta!e the place of the absentees failing hich the overhead cost of idle e'uipment has to be faced.

-ndustrial employees do not usually as! for leave of absence in advance or

even give notice during their absence as to ho long they ould be aay. Themanagement is generally uncertain about the probable duration of an employee*s absence

and cannot ta!e appropriate measures to fill the gap.

=or this reason to find out the causes of absenteeism in /yundai motors

-ndia limited - analy&e the folloing causes

o ,erious accidents and illness.

o o morale.

o >oor or!ing conditions.

o oredom on the ob.o ac! of ob satisfaction.

o >oor supervision.

o ;xcessive or!.

1.- DEFINITION OF ABSETEEIS8

+bsenteeism is the failure of employees to report for or! hen they are

scheduled to or!. ;mployees ho are aay from or! on recogni&ed holidays

vacations approved leaves of absence or approved leaves of absence ould not beincluded?

+ccording to labour ureau simla?absenteeism is the total man shifts lost

because of absences as a percentage of the total number of man shifts scheduled to or!.

+ccording to @ebster dictionary? absenteeism is the practice or habit of)absentee* and an )absentee* is one ho habitually stays aay?

1. 9OR: AND ABSENTEEIS8

+bsenteeism is understood as unauthori&ed absence from or!. ,tated

differently it amounts to absenteeism hen an employee is scheduled to or! but fails to

report for duty.+lgebraically absenteeism is calculated thusA

umber of persons%days lostB1$$

+verage number of personsB

umber of or!ing days absenteeism obviously reduces the number of

employees available for or!. -f the absenteeism rate is four percent. 9nly #6 outof 1$$ people available for or!. The effect of absenteeism on the future supply

of labour should be alloed for and trends in absenteeism should be analy&ed totrace causes prescribe remedial actions.


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1.4 PROBLE IDENTIFICATION;

o +bsenteeism is the problem for every organi&ation and business. -t creates

cost and productivity problem puts an unfair burden of employees hosho up for or! ultimately hinders customer satisfaction and drains the

country*s economy.o -t has the problem of bottlenec!s in or! environment.

o nauthori&ed or unscheduled absenteeism is a problem for organi&ation or

business. -t creates cost and productivity problems puts an unfair burden

on the maority of employees ho sho up for or!

1.0 NEED OF T2E STUD/8

o y reducing the absenteeism it needs to increase the production level of

the company.o ;mployee is the bac! born of the industry ithout them they can not get

profit .so the study of employee absenteeism is needed.

o To identify hat are the reason for obtain employee absence.

1.* SCOPE OF T2E STUD/8

o -t helps to reduce the absenteeism and to earn profit by the increase in

manpoer.

o -t is benefited to improve the production of products and

o To reduce the bottlenec!s in the planning and production.

o y reducing absenteeism the employees are satisfied in their or! ob.o -t reduces the cost and productivity problem reduce the burden of

employees increase customer satisfaction and improve the country*seconomy.

1.+ RE


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1.+.1 n=in= Ab#enteei#m for Greter Prod$cti&it%

A$t"or % 0ona uscha! (hrista (raven :obert edmanC >o$rnl %,+0

+dvanced 0anagement Dournal


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This inability reflects a larger problem ith the exit%voice frameor!*s lac! of

ade'uate attention to the conditions under hich collective voice mechanisms fail and the

conse'uences of such failure for the behavior of industrial relations actors. ;xit%voicestudies of absenteeism have important methodological problems particularly in the ay

absenteeism and voice criteria have been operational

&ed. Thesedefects in the literature can be addressed through the integration of behavioral theory and

research on such topics as absenteeism exit voice loyalty and neglect and the literature

on organi&ational ustice.

1.+.4 PRESENTEEIS;

+ (+09=-+K;8 >:98(T-;: +T/9: % (ary cooper

>OURNAL (/:0 :evie The -cfai niversity of (hennai. DATE OF ISSUE%0arch

2$$# ;mployers all over the orld are concerned about increasing the productivity in

their organi&ations but Lpresenteeism? shatters the employers* dream of achieving

maximum profit through productivity. This article explores in detail the reasons for

presnteeism and ho to in presenteeism.

>resnteeism spea!s about an employee coming to the organi&ation ith problems

li!e coughing snee&ing chronic bac! pain etc. -t is opposite to absenteeism here in an

employee intentionally absents himself Iherself from or!. (ary cooper coined thefolloing reasons for presenteeism.

•

>erfect attendanceC employees ant to maintain perfect attendance hich laterhelps them in promotion and salary hi!e during the performance appraisal

process. ;mployees are more concerned about their salary and do not ant tomiss a fat pay ust by staying at home because of cold or milled fever.

• ;mployees do not get paid for sic! days. ;mployers feel that paying an employee

ho is on leave due to some physical illness is a loss.

• ,ense of responsibilityC this allos the employees not to sit at home and ta!e rest.

>roect managers or team leaders mostly feel that they have to be present at their

or!place despite feeling sic! because someone ill be in need of their help or

guidance. ;mployees also feel that there is no one to cover their or!load.

• (oncern about ob securityC it plays a vital role in prsnteeism.+n employee ho

often ta!es a sic! day might naturally lose hisIher career advancement.• @hen an employee is sic! heIshe feels that they have a lot of pending or! to be

finished and that they ta!e the feer are there vacation days. vacation days arethe most important to any employee or!ing eight hours a day and six hours a

ee! as he Ishe can spend this vacation time ith hisIher family.


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C2APTER(-

-.1 PROFILE OF T2E COPAN/8

-.1.12%$ndi otor# Indi Limited

2/UNDAI CEO C2AIRAN(on=(:oo C"$n=.

/yundai 0otor is a ,outh Forea based car ma!er placed sixth among theautomobile ma!ers in the orld. /yundai 0otor -ndia imited G/0-H its subsidiary is

the second largest and manufacturer in -ndia. ,ome popular brands of /yundai are

,antro Ket& +ccent ;lantra ,onata ;mbera and Tuscon are the most successful brandsof /0-. =or incorporating sustainable environment management practices the company

has been granted an -,9 14$$1 certification.

2%$ndi otor Indi Limited

"Drive your way"

(ountry ,outh Forea

ear of ;stablishment 1#67

:etail =inance >artners /8=( an! -(-(- an! 0ahindra =inance >unab ational

-.1.- ABOUT T2E COPAN/8

/yundai 0otor (ompany G/0(H hich came into being in 1#67 is a division of

/yundai Fia +utomotive Kroup head'uartered at ,eoul the capital of ,outh Forea. Thecompany operates the orldMs largest integrated automobile manufacturing facility at

lsan in ,outh Forea.

/yundai 0otor -ndia imited G/0-H its holly oned subsidiary in -ndia is

the second largest car manufacturer in -ndia.

-.1. 2/UNDA/ OTOR INDIA (PRODUCTS

•

2%$ndi Accent % ,et ith improved engine machinery high%tech design andsecurity features /yundai +ccent spells style opulence control and top

performance.

• 2%$ndi T$c#on % 6$$$$%mile basic guarantee multipurpose interior revamped

2$$5 Fia ,portage five doors etc are some of the features that /yundai Tucson boast of. + compact intersect ,


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• 2%$ndi Elntr % -ndiaMs foremost uxury ,edan /yundai ;lantra ta!es pride

of its stylish exteriors and lustrous design. The technical specifications of the car

includes Traction (ontrol system +utomatic and improved ra!e =orce and selfregulating suspension system.

• 2%$ndi Sont EmberA + fifth generation ,onata car /yundai ,onata ;mbera

is efficient chic and has an advanced suspension system. The car is famous for itssuperb pic!%up and speed.

• 2%$ndi Get % recogni&ed for its ;uropean appeal /yundai Ket& is an

amalgamation of comfort expertise and functionality.

• 2%$ndi


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/yundai 0otor (ompany is a Forean automa!er head'uartered in ,eoul ,outh

Forea. + Forean ord hich stands for Lmodernity? /yundai 0otor is a division of the

/yundai Fia +utomotive Kroup that manages Fia 0otors as ell.

The company*s #lo=n reads as DRI


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/yundai 0otors -ndia imited as established in 1##6 in

-rrungattu!otai near (hennai ith an assembly plant as ell. -n 1### the onership as

transferred to (hung Du%ung*s son (hung 0ong Foo. /yundai bought Fia 0otors in1##" and to years later partnered ith 8aimler (hrysler to create the 8aimler%/yundai

Truc! (orporation.

/oever (hrysler boed out in 2$$4 due to financial difficulties.

+fter (hung Du%ung*s death in 2$$1

/yundai as divided into three separate companiesA /yundai /eavy

-ndustries 2%$ndi otor Gro$! nd 2%$ndi En=ineerin= nd Con#tr$ction. +ll

the three companies have been competing successfully in the global mar!etplace tilldate.

-n a survey by D.8. >oer and +ssociates in 2$$6 /yundai as

placed third after >orsche and exus and ahead of arch%rival Toyota in terms of overall

'uality. ,ince then this motor company has been producing cars and %ports Utility4ehicles providing customers a high level of content and performance at an affordable

price.

Today /yundai vehicles are sold in 1#3 countries ith as many as

6$$$ dealerships and shorooms orldide.

(urrently /yundai is the largest automa!er in the orld in terms of profit orld*s fourth largest automa!er by the number of units sold and the fastest

groing automa!er in the orld.

The company also operates the orld*s largest integrated automobilemanufacturing facility in lsan capable of producing approximately 1.6 million unitsannually.

@hat started off as a humble beginning today has resulted in a giant

si&ed automobile company ith its manufacturing units in orth +merica (hina (&ech:epublic >a!istan -ndia and Tur!ey and research and development centers in ;urope

+sia orth +merica and the >acific :im.

/yundai has made records ith successful sales of sporty Tiburon

(oupe G1##6 through 2$$"H Tucson ,< G2$$4%presentH and ;ntourage minivan G2$$7%

presentH. The Kenesis (oupe sports car debuted in 2$$# hile ,anta =e (rossover asreleased in 2$$1 hich as lengthened to mid%si&e range in 2$$7.

The company is soon going to launch the ,onata hybrid in 2$1$.

-.1.0 :E/ EECUTI


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• PASSION

0embers of Team /+:- have a drive to succeed personally and professionally and

elcome opportunities for groth and development.

C2APTER(

.1 RESEARC2 DESIGN

OB>ECTI


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This research describes single event or characteristics or relates a fe

events or variables through statistical analysis.

-n my study - relate a fe events or variables through statistical analysis.Qthe results cater to broader decision interests in the organi&ation relates to policy

administration and the li!e.

.1.- T%!e of dt8

8ata collection consists of identification of sources of data and the use of

instrument and sampling to ac'uire data. There are to sources of data

o >rimary data

o ,econdary data

-n these to types of data - use both primary and secondary data in my

study.

.1. SAPLING ET2OD8

y using of primary data my sample si&e is 13" out of 2$$$ employees in

various departments and secondary data used for the collection of revie of literature.

.1.4 SURercentage analysis

• (hi%s'uare test

• T%Test

• (orrelation

• +9


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C2APTER( 4

ANAL/SIS AND INTERPRITATION.

TABLE 4.1

TABLE REPRESENTS AGE AND ITS RESPONDENCE.

C2ART 0.1

C2ART REPRESENTS AGE AND ITS RESPONDENCE.

INFERENCE8

=rom the above table mostly 5# and 36 of employees are in the age group of

2$%3$ years and 3$%4$ years respectively.

AGE NO.OF.RESPONDENTS PERCENTAGE

2$%3$yrs "1 5#

3$%4$yrs 5$ 36

4$%5$yrs 7 5

above5$ $ $

TOTAL 13" 1$$


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TALBLE 4.-

TABLE REPRESENTS ARITAL STATUS AND ITS RESPONDENCE.

C2ART0.-

C2ART REPRESENTS ONT2L/ INCOE AND ITS RESPONDENCE.

INFERENCE8 =rom the above table mostly "1 of employees are married and others are unmarried.

0+:-T+

,T+T, 9.9=.:;,>98;T, >;:(;T+K; :+F

0+::-;8 112 "1 1

0+::-;8 26 1# 2

T9T+ 13" 1$$


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TABLE 4.

TABLE REPRESENT RESPONDENCE OF ONT2L/ INCOE.

ONT2L/

INCOE NO.OF.RESPONDENTS PERCENTAGE

25$$$%3$$$$ 66 4"

3$$$1%35$$$ 31 22

35$$$1%4$$$$ 32 23

+9


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TABLE 4.4

TABLE REPRESENTS RESPONDENCE IN DIFFERENT CADRE.

CADRE NO.OF.RESPONDENTS PERCENTAGEE?ec$ti&e 01 +

>$nior e?ec$ti&e +- 0-

Non(e?ec$ti&e 10 11

totl 1) 133

C2ART 0.4

C2ART REPRESENTS RESPONDENCE IN DIFFERENT CADRE.

INFERENCE8

=rom the above table most of the employees are covered in the executive and

unior executive cadre as 37 O 52 respectively.

TABLE 4.0


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TABLE REPRESENTS EPERIENCE OF T2E RESPONDENCE.

EPERIENCE 9.9=.:;,>98;T, >;:(;T+K;

elo 1 year 37 27

2%3 yrs 13 #3%5yrs 3$ 22

+bove 5 yrs 5" 42

T9T+ 13" 1$$

C2ART 0.4

C2ART REPRESENTS EPERIENCE OF T2E RESPONDENCE

INFERENCE8

=rom the above table mostly 42 of employees are have above 5 years

of experience and 27 O 22 of employees are belo 1 year and 2%3 yearsof experience respectively.

TABLE 4.*

TABLE REPRESENT ABOUT REASON FOR LEA


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sic!ness 23 17 4

lac! of interest in ob 3$ 22 2

poor or!ing

conditions

2 1 1

long or!ing hours 5$ 37 3

personal or! 31 23 5

TOTAL 1) 133

C2ART 0.*

C2ART REPRESENT ABOUT REASON FOR LEA


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27/58

CRITERIA NO.OF RESPONDENCE PERCENTAGE


28/58


29/58

/ighly satisfied 1# 13.76"115#4

satisfied #1 65.#42$2"##

neutral 1" 13.$4347"26

8issatisfied # 6.52173#13

/ighly

dissatisfied 1 $.7246376"1

T9T+ 13" 1$$

C2ART 0.1-

C2ART REPRESENTS SATISFACTION LE


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Di#=ree 0 )

2i="l% di#=ree 1 1

Totl 1) 133

C2ART 0.1

C2ART REPRESENTS ABOUT T2E ONOTONOUS OF 9OR:.

INFERENCE8

From t"e bo&e tble mo#tl% 4J of em!lo%ee# =ree t"t t"eir 'orH i#

monotono$# nd not =ree 'it" t"i# fct.

TABLE 4.14

TABLE REPRESENTS ABOUT T2E FRE7UENC/ OF APRECIATION OR

RE9ARDS RECEI


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Often )0 *1

Some time# ) *

ne&er - 1+

Totl 1) 133

C2ART 0.14

C2ART REPRESENTS ABOUT T2E FRE7UENC/ OF APRECIATION OR

RE9ARDS RECEI


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Ne$trl 1 13

Di##ti#fied 3 3

2i="l% di##ti#fied 0 )

Totl 1) 133

C2ART 0.1*

C2ART REPRESENTS ABOUT T2E RELATIONS2IP BET9EEN EPLO/EE

AND CO(9OR:ERS.

INFERENCE8

From t"e bo&e tble mo#tl% 44J of em!lo%ee# re #ti#fied 'it"

t"eir reltion#"i! 'it" co('orHer# nd )J of em!lo%ee# re not #ti#fied.

TABLE4.1+

TABLE REPRESNTS ABOUT T2E RELATIONS2IP BET9EEN

EPLO/EES AND SUPER


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CRITERIA NO.OF.RESPONDENCE PERCENTAGE

2i="l% #ti#fied 13 )

Sti#fied , *+

Ne$trl ) *

Di##ti#fied -4 1+

2i="l% di##ti#fied -Totl 1) 133

C2ART 0.1+

C2ART REPRESNTS ABOUT T2E RELATIONS2IP BET9EEN

EPLO/EES AND SUPER


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2i=" , ,

edi$m ,* *,

Lo' -4 1+

;:(;T+K;

+lays. 46 33.33333333

9ften. 66 47."26$"6#6

,ome times. 1# 13.76"115#4

ever. 5 3.6231""4$6

9thers. 2 1.44#275362

T9T+ 13" 1$$


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C2ART 0.1,TABLE REPRESENTS RESPONDENCE POSSIBILITINESS TO GET

LEA


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>rivilege leave. 2 1.44#275362

(ompensatory

leave. 35 25.36231""4

+ll. 1# 13.76"115#4

T9T+ 13" 1$$

C2ART 0.-3

C2ART REPRESENTS T/PE OF LEA


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C2ART 0.-1

C2ART REPRESENTS EPLO/EES A9ARENESS ABOUT LEA


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CRITERIA NO.OF.RESPONDENTS PERCENTAGE

>ayment to or! on

holidays. 3# 2"

/ave a temporary staff. 11 "

se over time in case of

vacancy. 2" 2$>rovide training. 54 3#

9thers. 6 5

T9T+ 13" 1$$

C2ART 0.--

C2ART REPRESENT ABOUT T2E ABSENTEEIS ANAGEENT

IN T2E ORGANISATION.

INFERENCE8

From t"e bo&e tble mo#tl% ,J -)J of em!lo%ee# #%# t"t

or=ni#tion mn=e b#eteei#m b% !ro&idin= trinin= to em!lo%ee# nd

!ro&ide !%ment to 'orH on "olid%#.

TABLE 4.-

TABLE REPRESENTS ABOUT T2E EPLO/EE OPINION TO

REDUCE ABSETEEIS.

CRITERIA NO.OF.RESPONDENTS PERCENTAGE

(hange management 25 1"


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style.

(hange or!ing

condition. 55 4$

>rovide incentives. 3" 2"

;xtra or!ing to be

controlled. 7 59thers. 13 #

T9T+ 13" 1$$

C2ART 4.-

C2ART REPRESENTS ABOUT T2E EPLO/EE OPINION TO

REDUCE ABSETEEIS.

INFERENCE8

From t"e bo&e tble mo#tl% 43J nd -)J of em!lo%ee#

#$==e#t t"t c"n=in= 'orHin= condition# nd !ro&idin= incenti&e# 'ill

"el!# to red$ce b#enteei#m.TABLE 4.-4

TABLE REPRESENTS OTI


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@or! environment. 36 26

=uture prospects. 21 15

:ecognition of or!. 25 1"

0onitory reards provide based on

attendance. 4$ 2#

T9T+ 13" 1$$

C2ART 0.-4

C2ART REPRESENTS OTI


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S E

/ighly agree. 24 17

+gree. 2# 21

eutral. 45 33

8isagree. 3# 2"

/ighly disagree. 1 1Total. 13" 1$$

C2ART 0.-0

C2ART REPRESENTS ABOUT T2E IPACT OF COULSOR/

LEA


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eutral. 24 17

8isagree.

2$ 15

/ighly disagree. $ $

Total. 13" 1$$

C2ART 0.-*

C2ART REPRESENTS 92ET2ER COPULSOR/ LEA


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CHART !.27

INFERENCE:From the above table most of the employees are suggest that

compulsory leave is helps to claim LTA.

A"e #$t% &easo' (o& ea)e:

o! "easo# for leave is #ot $epe#$e#t o# age.1! "easo# for leave is $epe#$e#t o# age.

Case P&o*ess$'" S+,,a&-

138 82.1% 30 17.&% 1'8 100.0%age ( reaso# for leave) *erce#t ) *erce#t ) *erce#t

+ali$ ,issi#g Total

-ases


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138 82.1% 30 17.&% 1'8 100.0%ca$re ( 6age or salary

) *erce#t ) *erce#t ) *erce#t

+ali$ ,issi#g Total

-ases

*a3&e 5 #a"e o& saa&- C&ossta1+at$o'

-ou#t

1 14 1

& 3& 24 72

1 8 38 4 1

1 18 &1 28 138

#o# e5ecutive

u#iour e5ecutive

e5ecutive

ca$re

Total

highly

$issatisfie$ #eutral satisfie$

highly

satsisfie$

6age or salary

Total

C%$S/+a&e Tests

1&.22'a ' .004

22.727 ' .001

2.713 1 .100

138

*earso# -hi/uare

Lielihoo$ "atio

Li#ear/by/Li#ear

Associatio#

) of +ali$ -ases

+alue $f

Asymp. ig.

2/si$e$

cells 41.7% have e5pecte$ cou#t less tha# . Themi#imum e5pecte$ cou#t is .11.

a.

INFERENCE:From this result, it found that at cadre is not have the linkage

with the satisfaction level of wage or salary. So satisfaction level is maybe more or less in certain situations.

CADRE0OR6 MONOTONOUS:

Ho: Ca3&e asso*$ate #$t% t%e ,o'oto'o+s o( #o&.H: Ca3&e $s 'ot asso*$ate #$t% t%e ,o'oto'o+s o( #o&.


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138 82.1% 30 17.&% 1'8 100.0%ca$re ( 6or mo#oto#ous) *erce#t ) *erce#t ) *erce#t

+ali$ ,issi#g Total

-ases

*a3&e 5 #o& ,o'oto'o+s C&ossta1+at$o'

-ou#t

1 1 12 1 1

1 41 3 27 72

11 18 21 1 1

1 3 22 '0 2 138

#o# e5ecutive

u#iour e5ecutive

e5ecutive

ca$re

Total

highly$is

agree $isagree #eutral agree highly agree

6or mo#oto#ous

Total

C%$.S/+a&e Tests

43.320a 8 .000

44.238 8 .000

.218 1 .'41

138

*earso# -hi/uare

Lielihoo$ "atio

Li#ear/by/Li#ear

Associatio#

) of +ali$ -ases

+alue $f

Asymp. ig.

2/si$e$

7 cells 4'.7% have e5pecte$ cou#t less tha# . The

mi#imum e5pecte$ cou#t is .11.

a.

INFERENCE:From this result it fou#$ that at a#y ca$re the mo#oto#ous of

6or is may be more or less i# certai# situatio#s. o it is #ot possibleto measure the ca$re 6ise 6or mo#oto#ous.

Co&&eat$o's


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Co&&eat$o's

1 .21((

. .000

138 138

.21(( 1

.000 .

138 138

*earso# -orrelatio#

ig. 2/taile$

)

*earso# -orrelatio#

ig. 2/taile$

)

appricatio# or re6ar$s

curre#t 6or

appricatio#

or re6ar$s curre#t 6or

-orrelatio# is sig#ifica#t at the 0.01 level 2/taile$.((.

INFERENCE:From this analysis the result comes as there is a ositive

relationshi between areciation or rewards with satisfactionlevel of the current wor!. So" it is reresent that areciationor rewards increased then the satisfaction with the current

wor! is also increased.

TTest

Ho: T%e&e $s 'o s$"'$($*a't &eat$o's%$ 1et#ee'e,o-ee8s &eat$o's%$ #$t% *o#o&e& a'3 s+e&)$so&.

Ho: T%e&e $s a s$"'$($*a't &eat$o's%$ 1et#ee' e,o-ee8s&eat$o's%$ #$t% *o#o&e& a'3 s+e&)$so&.

O'eSa,e Stat$st$*s

13' 2.80 1.00 .12&

138 3.'0 .&32 .07&

co6orers relatio#ship

superior relatio#ship

) ,ea# t$. 9eviatio#

t$. :rror

,ea#

O'eSa,e Test

21.3& 13 .000 2.7 2.0 3.01

44.74& 137 .000 3. 3.3& 3.71

co6orers relatio#ship

superior relatio#ship

t $f ig. 2/taile$ ,ea#9iffere#ce Lo6er ;pper

&% -o#fi$e#ce


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From this result the #ull hypothesis is reecte$. o that there isa $iffere#ce bet6ee# employees relatio#ship 6ith co/6orers a#$supervisors. >ecause there is the type of relatio#ship is may be morei# certai# situatio#s. o it?s #ot possible to measure this relatio#ship.

CADRE0OR6 PRESSURE:

Ho: T%e&e $s 'o 3$((e&e'*e 1et#ee' *a3&e a'3 #o&&ess+&e.

H: T%e&e $s a 3$((e&e'*e 1et#ee' *a3&e a'3 #o& &ess+&e.


137 81.% 31 18.% 1'8 100.0%ca$re ( 6orpressure) *erce#t ) *erce#t ) *erce#t

+ali$ ,issi#g Total

-ases

*a3&e 5 #o&&ess+&e C&ossta1+at$o'

-ou#t

11 2 1 14

3 '2 3 4 72

1 21 23 4 2 1

1 24 &' & 7 137

#o# e5ecutive

u#iour e5ecutive

e5ecutive

ca$re

Total

very high high me$ium lo6 very lo6

6orpressure

Total

C%$S/+a&e Tests

37.3&7a 8 .000

3&.131 8 .000

12.&8 1 .000

137

*earso# -hi/uare

Lielihoo$ "atio

Li#ear/by/Li#ear

Associatio#

) of +ali$ -ases

+alue $f

Asymp. ig.

2/si$e$

10 cells ''.7% have e5pecte$ cou#t less tha# . The


a.

INFERENCE:


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From this result" it found that at any cadre the wor!ressure may be more or less in certain situations. So" it is notat all ossible to measure the cadre wise wor! ressure.

C#$RE%&'SSI(I)I*+ *' ,E* )E#-E:

o: Cadre hels to get leave easily./: Cadre is not hels to get leave easily.


138 82.1% 30 17.&% 1'8 100.0%ca$re ( possibility

to get leave


+ali$ ,issi#g Total

-ases

*a3&e 5 oss$1$$t- to "et ea)e C&ossta1+at$o'

-ou#t

1 2 ' ' 1

1 1 3 2& 38 72

1 3 14 31 2 1

2 1& '' 4' 138

#o# e5ecutive

u#iour e5ecutive

e5ecutive

ca$re

Total

others #ever sometimes ofte# al6ays

possibility to get leave

Total

C%$.S/+a&e Tests

38.'0'a 8 .000

4'.0'1 8 .000

1.8'0 1 .000

138

*earso# -hi/uare

Lielihoo$ "atio

Li#ear/by/Li#ear

Associatio#

) of +ali$ -ases

+alue $f

Asymp. ig.

2/si$e$



a.

INFERENCE:In this result" it found cadre is not the factor hels to get

leave easily. So" it is not at all ossible to get leave easily withthe hel of cadre.


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#,E% )E#-E #-#I)E$ 'F*EN:

o: #ge associated with leave availed often./: #ge is not associated with leave availed often.


138 82.1% 30 17.&% 1'8 100.0%age ( leave availe$ ofte#) *erce#t ) *erce#t ) *erce#t

+ali$ ,issi#g Total

-ases

a"e 5 ea)e a)a$e3 o(te' C&ossta1+at$o'

-ou#t

2 & 8 7 81

23 14 & 4 0

1 ' 7

2 82 1& 18 17 138

20/30 yrs

30/40 yrs

40/0 yrs

age

Total

privilage others me$ical leave

compe#satory

leave casual leave

leave availe$ ofte#

Total

C%$S/+a&e Tests

.07&a 8 .000

42.'28 8 .000

21.'40 1 .000

138

*earso# -hi/uare

Lielihoo$ "atio

Li#ear/by/Li#ear

Associatio#

) of +ali$ -ases

+alue $f Asymp. ig.2/si$e$



a.

INFERENCE:From this result, it found at any age the leave availed often is

may be more or less varies. So, it is not possible to measure the agewith the type of leave availed often.


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No'a&a,et&$* Co&&eat$o's

Co&&eat$o's

1.000 .3&3(( .41

. .000 .00

138 138 13

.3&3(( 1.000 .'4

.000 . .00

138 138 13

.412(( .'44(( 1.00

.000 .000

138 138 13

-orrelatio# -oefficie#t

ig. 2/taile$

)


ig. 2/taile$

)


ig. 2/taile$

)

orga#i@atio# ma#agi#g

absee#teeism

suggestio# to re$uce

motivati#g factor

pearma#s rho

orga#i@atio#

ma#agi#g

absee#teeis

m

suggestio#

to re$uce

motivati#g

factor

-orrelatio# is sig#ifica#t at the .01 level 2/taile$.((.

INFERENCE:

From this result it fou#$ that there is a positive relatio#shipbet6ee# orga#i@atio# ma#agi#g abse#teeism suggestio# to re$uceabse#teeism compulsory leave serves as a# employee motivatio#factor.

TTest

Ho: T%e&e $s a &eat$o's%$ 1et#ee' t%e t#o t-es o(&eat$o's%$.

H: T%e&e $s 'o &eat$o's%$ 1et#ee' t%e t#o t-es o(&eat$o's%$.

O'e.Sa,7e Stat$st$*s

138 3.72 .8&4 .07'

138 3.'& .&03 .077

improve 6or life bala#ce

complusary leave

motivatio# factor

) ,ea# t$. 9eviatio#

t$. :rror

,ea#


53/58


54/58

ANOVA

37.184 2 18.&2 12.7'0 .000

1&'.700 13 1.47

233.884 137

'7.388 2 33.'&4 41.3&4 .000

10&.888 13 .814

177.27 137

11.218 2 .'0& 12.23 .000

'1.8&0 13 .48

73.10& 137

7.0& 2 28.7 2&.43 .000

131.3&7 13 .&73

188.&0' 137

14.20 2 7.2'0 .200 .007

188.473 13 1.3&'

202.&&3 137

>et6ee# Broups

Cithi# Broups

Total

>et6ee# Broups

Cithi# Broups

Total

>et6ee# Broups

Cithi# Broups

Total

>et6ee# Broups

Cithi# Broups

Total

>et6ee# Broups

Cithi# BroupsTotal

6ori#g co#$itio#s

me$ical provisio#s

6elfare facilities

leave facilities

commu#icatio# system

um of

uares $f ,ea# uare F ig.

INFERENCE:

From this result it found


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C'RRI)#*I'N F'R #&&RECI#*I'N 'R RE0#R$S RECEI-E$ (+ E1&)'EES#N$ C2RREN* 0'R3:


138 82.1% 30 17.&% 1'8 100.0%appricatio# or re6ar$s

( curre#t 6or


+ali$ ,issi#g Total

-ases

a77&$*at$o' o& &e#a&3s 5 *+&&e't #o&2 C&ossta1+at$o'

-ou#t

20 3 23

8 8

3 2 2 1& & 8

2 1 18 1 22

3 24 3 48 '0 138

others

#ever

sometimes

ofte#

appricatio#

or re6ar$s

Total

highly$is

satisfie$ $issatisfie$ #eutral satisfie$

highly

satisfie$

curre#t 6or

Total

S-,,et&$* Meas+&es

.21 .07 7.111 .000c

.30& .0&3 3.7& .000c

138

*earso#s "


56/58

FINDINGS8

-n my analysis from 13" employees "1 employee*s are in the age

group of 2$%3$ years of age 5$ employee*s are in the age group of 3$%4$years of age and7 employees are in the age group of 4$%5$years of age.

=rom the analysis 112 employees are get married and 26 employees are

not get married.

=rom the analysis about the monthly income 66 employees are earn theincome of 25$$$%3$$$$ 31 employees are earn 3$$$1%35$$$ 32 employees are earn

35$$1%4$$$$ and # employees are earn above 4$$$$.

-n my study 51 employees are in the executive cadre 72 employees are

in the unior executive cadre and 15 employees are in the non%executive cadre.=rom the analysis about the experience of the employees 37 employees

ere or! ith the belo 1year of experience 13 employees ere or! ith 2%3years of experience 3$ employees ere or! in 3%5years of experience and 5" employees are

have above 5years of experience.

=rom the analysis about the employees reason for leave mostly 5$employees opinion is about the long or!ing hours 31 employees says that personal

or! 3$employees are says about the lac! of the interest in obs and 23 O 2 employees

says about the sic!ness and poor or!ing condition in their obs.

=rom the analysis about the or!ing condition of the employees 42employees are have the opining of that its normal 37 employees are says there is the very

good or!ing condition 25 employees says that good or!ing condition is provided and

1# and 15 employees opinion is that poor and very poor or!ing condition is providedrespectively.

=rom the analysis about the medical provision provided for the

employees. 5# employees are says that medical provision is good and 31 employees aresays that it is very good 11 employees are says that is normal and finally 35 and 2

employees are says that is poor and very poor or!ing condition are provided.

=rom the analysis about the elfare facilities of the employees that 76

employees are good 5$ employees are very good # employees are says that elfarefacilities are normal and 3 employees are feel poor ith their elfare facilities.

=rom the analysis about the leave facilities provided for the employees .

"1 employees are feel very good 14 employees are feel good 24 employees are in theopinion of neutral and 17 and 2 employees are feel poor and very poor ith the leave

facilities .

=rom the analysis about the communication system folloed in thecompany 6" employees are feel very good 35 employees are feel good 5 employees are

feel it is normal 2" and 2 employees are feel poor and very poor respectively.

=rom the analysis about the opinion of employees ith their salary. #1

employees are satisfied ith their salary 1# employees are highly satisfied ith their


57/58

salary 1" employees are in neutral # and 1 employee are dis satisfied and highly

dissatisfied ith their salary.

=rom the study of relationship beteen employees and co%or!ers.61employees are satisfied 11 employees are highly satisfied 13 employees are in neutral

and 53 employees are highly dissatisfied.

=rom the analysis about the relationship beteen employees andsupervisors. #3 employees are satisfied ith their relationship 1$ employees are highly

satisfied " employees are in neutral 24 O 3 employees are dissatisfied ith their

relationship respectively.=rom the analysis about the or! pressure of employees in the

company. " employees are says that or! pressure is very high # employees are says that

high or! pressure #6 employees are says that in neutral and 24 O 1 employee are says

that lo and very lo about the or! pressure.=rom the analysis to !no about hether the employees agree ith the

or! monotonous.6$ employees are agree and 2 employees are highly agree that the

or! is monotonous. Then the 22 employees are says in neutral and from 54 employees

53 employees are disagreeing and 1 employee is highly disagree.=rom the analysis about the fre'uency of appreciation or reards

received by the employees of 13". 22 employees are alays received reards orappreciation "5 employees are received by often " O 23 employees are received some

times and never respectively.

=rom the study about the employee satisfaction ith their current or!6$ employees are highly satisfied ith their current or! 4" employees are satisfied ith

their current or! 3 employees are says in neutral and from the other 27 employees 24

are dissatisfied and 3 employees are highly dissatisfied.

=rom the analysis about type of leave ta!en by the employees. 53employees are ta!e casual leave 35 employees are ta!e compensatory leave 2#

employees suggest that medical leave 2O 1# employees are ta!e privilege leave and

others respectively.=rom the analysis about the aareness of employees in the leave

facilities offered.13" employees are aare about the leave facilities offered and "

employees are not aare about the leave facilities.=rom the analysis about the absenteeism management in the

organi&ation. 0ostly 54 employees says that organi&ation managing absenteeism by

provide training 3# employees says that payment to or! on holidays2" employees says

that use over time in case of vacancy 11 and 6 employees says that have a temporarystaff and others respectively.

=rom the analysis about the employee opinion to reduce absenteeism.

0ostly 55 employees suggest to change in or!ing conditions 3" employees suggest to provide incentives 25 employees are suggest to change management style13 and 7

employees are needs to control extra or!ing and others respectively.

=rom the analysis about the factors motivating employees to attendor! regularly. 4$ employees are suggest that providing monetary reards based on

attendance 25 employees suggest that recognition of or! 36 employees are suggest the

or! environment 21 and 16 employees are suggest that future prospects and good

employer relations respectively.


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Documents

Absenteeism at Hyundai