Mukti Jadav Report

8/6/2019 Mukti Jadav Report

1/73

1

A

Summ er Training ReportOn

A STUDY OF ABSENTEESIM OF EMPLOYEESUNDERTAKEN AT

BARODA DISTRICT CO-OPERATIVE

MILK PRODUCERS UNION LIMITED

Submitted to


2/73

2

DECLARATION

I, Mukti Jadav hereby declare that all the information given in this project

report is true and correct to the best of my knowledge.

I am also declaring that all the work in this project is done by me and not copied from

anywhere.

Date: MUKTI JADAV

Place:


3/73

3

PREFACE

There is a famous saying The theory without practical is lame and

practical without theory is blind.

Absenteeism is a serious workplace problem and an expensive

occurrence for both employers and employees seems 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 PGDM and student ofManagement have to undergo training session in a business organization for 6

weeks to gain 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 SIGMA INSTITUTE OF MANAGEMENT STUDIES has with a modern system

of practical training of repute and following management technique to the

student as integral part of PGDM. In accordance with the above obligation

under going project in BARODA DAIRY. 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

MUKTI JADAV


4/73

4

ACKNOWLEDGEMENT

Acknowledgement is an art, one can write glib stanzas without meaning a word, on the

other hand one can make a simple expression of gratitude

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

I had joined a private pharmaceutical company name BARODA DAIRY

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 BARODA

DAIRY. No amount of written expression is sufficient to show my deepest senseof gratitude to them.

I am extremely thankful and pay my gratitude to Prof. Rahul Desai for

his valuable guidance and support on completion of this project in its presently.

I am greatly obliged to Mr.Alok desai, training officerBARODA DAIRY

who accommodated me for training in this esteemed organization.

A special appreciative Thank you in accorded to all staff of BARODA

DAIRY, 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.


5/73

5

EXECUTIVE SUMMARY

The report consists of the details on Baroda District Co-operative Milk Producers

Union Ltd. It is a co-operative society. The main aim of it is the welfare of the society by

providing quality milk to its consumers at an affordable price.

It has various functional departments such as the Production, Human Resource,

Finance, Marketing, Purchase and Stores, Quality Assurance, Dispatch and Logistics. A

detail study of all these departments have been made so as to get a clear view of the

working of each of them.


6/73

6

CONTENT

SR NO. PERTICULARS PAGE NO.

1. General information 7

2. About company 9

Company profile

Research & Development

Other information

3. Introduction 17

Reason to Choose this Project

Absenteeism

Measurement of Absenteeism

Peculiar Features of Absenteeism

Cause of Absenteeism

Effect of Absenteeism on Industrial Progress

Analysis of Causes

Absenteeism Types & Their Control

Guidelines & Measures for Control of Absenteeism

The BRADFORD FACTOR & Absenteeism

4. Research Methodology 52

Objectives

Limitations of the Study

5. Analysis & Interpretation 54

6. Conclusion & Suggestion 66

7. Questionnaire 67


7/73

7

General Information

Introduction:

The dairy sector in the India has shown remarkable development in the past

decade and India has now become one of the largest producers of milk and value-

added milk products in the world. The dairy sector has developed through co-operatives

in many parts of the State. During 1997-98, the State had 60 milk processing plants with

an aggregate processing capacity of 5.8 million liters per day. In addition to these

processing plants, 123 Government and 33 co-operatives milk chilling centers operate

in the State.

Indian dairy industry:

Dairy is a place where handling of milk and milk products is done and technology

refers to the application of scientific knowledge for practical purposes. Dairy technology

has been defined as that branch of dairy science, which deals with the processing of

milk and the manufacture of milk products on an industrial scale.


8/73

8

NATIONAL DAIRY DEVELOPMENT BOARD

National Dairy Development Board (NDDB) was founded to replace...

Exploitation with empowerment,

Tradition with modernity,

Stagnation with growth,

An instrument for the development of Indias rural transforming dairying into an

instrument for the development of Indias rural people.

Prior to NDDB, the milk market was vastly governed by local private dairy and

these dairies were neither producing milk nor they were animal breeders and hence law

of demand and supply was unheard by those whose intentions were purely to make

more money from both the sides that is from producers of milk (farmers) and

consumers at large. Establishment of NDDB broke that spell and traders were side lined

in due course.


9/73

9

About the Company

The Baroda District Cooperative Milk Producers' Union Ltd.

Baroda Dairy is a prestigious popular co-operative organization of farmers of

Vadodara District, providing good quality milk to the people of Sayaji Nagari since Last

52 Years. Baroda Dairy is a one of the leading dairies in INDIA having turnover of

Rs.4000 Million(2008-09) and has a 1300 member milk cooperative societies(2008-09),

800 Milk centers for distribution and sales of Milk, 500 Retailers for sales of milk

products and 1300 dedicated employees. The mission is to help farmers of the district to

grow & improve life style of rural people.

Introduction:

Baroda District lies in the centre of Gujarat, a state of Western India, well-known

for co-operative dairying. Baroda District co-operative Milk Producers union Ltd. Is the

full name of Baroda dairy. As the name suggests that it is a co-operative union. The

company is engaged in the production of milk, flavored milk, butter and ghee, butter

milk. The company also produces a wide variety of ice-cream, shrikhand, and many

sweets through Sugam unit, a subsidiary of Baroda dairy.

The plant is situated in Makarpura area, in the center of the city. The plants of

Baroda dairy are fully equipped with latest technology and modern facilities. Baroda

dairy always work for welfare of society.

Objective:

The Milk Union was established on 24th December 1957 with a view to relieve the

milk producers by the private milk venders and to give proper remuneration to them and

to supply good milk to the citizens of Baroda City.


10/73

10

Foundation of Dairy

With the view to relieve the milk producer from the exploitation by the private

vendors, and to give a remunerative price for their milk and to supply good quality of

milk to the citizen of Baroda city, the milk union was established on 24th December,

1957.

The milk union got guidance and help in all respect from the Neighboring milk

union of "Amul" especially from the Founder Chairman of "Amul", Shri T.K. Patel and

then the general manager, Dr.V.Kurien who supported and guided the Baroda Milk

Union. This union has strong leadership of Shri Maganbhai Patel, Founder Chairman

and Shri Jashvantlal Shah, Deputy Minister in the then state of Bombay. Under their

dynamic leadership the foundation stone of this union was laid.

First six milk co-operative societies became founder members of this union from

where the milk was brought for distribution, but, in the absence of adequate facilities for

chilling and pasteurization it was thought best to postpone the rural milk collection. In

turn, pasteurized hygienic milk from Amul Milk Union was brought for distribution to the

consumers of the Baroda city.

The foundation stone of 50,000 LPD Dairy Plant was laid on 24th

August 1962, by

Shri T.K. Patel, the Doyen of the Co-operative Dairy Movement in Gujarat. In the year

1963-64 milk distribution through 21 Distribution centers were started in an organized

way.

In the year 1964-65, the union started its milk procurement from 120 milk co-

operative societies. The dairy plant commissioned on25th April, 1965, was inaugurated

by Shri Morarjibhai Desai, the then Finance Minister, and Government of India. Under

the milk distribution system, pasteurized milk in the bottles was supplied to the city


11/73

11

consumers. The bottling plant was set by UNICEF in collaboration with CARE to supply

the reconstitutes milk to school children on matching contribution basis.

Vision and Mission:

Baroda Dairy is a Co-operative society and it is not just a profit making unit but to

serve the better worth to society. The main mission of the Baroda dairy is to assure and

safeguard the interest of the both nominal consumer of milk in city area and supplier of

rural areas. And for this the Baroda Dairy deals according to provide BEST QUALITY

product at REASONALBE PRICE to their customers

COMPANY PROFILE:

UNIT NAME: Baroda District Co-operative Milk Producers Union Ltd.

FORM OF ORGANIZATION: Co-operative Sector

YEAR OF ESTABLISHMENT: 24th December, 1957

REGISTERED OFFICE: Baroda dairy,

Makarpura Road,

Opp/ ONGC Regional office,

BARODA

SIZE OF THE UNIT: Large Scale Industry

REGESTERED OFFICE NO.: Rg. No. D 4/57

TOTAL UNITS: Baroda Dairy Baroda

Sugam Unit baroda

Cattle Feed Category Itola


12/73

12

Milk Chilling Centre Bodeli

Veterinary Sub Unit SavliVeterinary Sub Unit Dabhoi

MAN POWER: Permanent: 1378

Temporary: 475

Current Expansions:

The dairy has started manufacturing bottled mineral water. Water from the river

Narmada will be used for manufacturing mineral water, which will be marketed in bottles

and pouches. A 12-km pipeline has been laid to pump water from the Narmada. The

dairy has already got 90% subsidy from the Centre for the project. The project name is

NARMADA NEER.

Future Expansions:

Baroda Dairy, run by Baroda District Milk Cooperative Union, is all set to ventureinto manufacturing of tomato ketchup. The dairy has decided to take up a green field

project for setting up a tomato ketchup manufacturing facility in central Gujarat. The

dairy also plans to market the product at a later stage.

Baroda dairy is currently giving final touches to the project report. According to

top officials of the dairy, the proposed plant will come up in the Bodeli area. Around Rs

7-8 crore would be required to set up the new unit, for which the dairy has already

acquired land. "Bodeli is an ideal location for such a plant as its surrounding area such a

Chhota Udaipur, Pavijetpur and Sankeda grow tomatoes on a large scale. Tomatoes

will be procured from these areas, according to the dairy officials.

Baroda Dairy is also going to introduce Idli-Dhosa centre after the success of

Pizza. As per the latest news given in the local news paper dated 8th June, 2010 that


13/73

13

Baroda Dairy has increased its turnover with Rs.62 crores. And also with the

expenditure of Rs.20 crores, the Dairy will launch a new plant with the capacity of 7

LAKH LITRES.

Present Products Mix:

Baroda Dairy is a unique place processing several products from the basic raw-

material i.e. Milk, These products are as under and are immensely popular in and

around city of Baroda.

Milk

Butter Milk(Chhash)

Curd

Flavoured Milk

Butter

Cheese

Paneer

Ghee

Rajwadi Kadhi

Thickshake

Dry Sweets

Ice-cream

Pizza

Shrikhand

Environment Policy:

We are committed to protect and preserve natural Environment for social welfare

and co-existence. Baroda Dairy, A leading co-operative organization is engaged in

manufacturing and marketing of milk and milk products in India and abroad.

FOLLOWING ARE THE PRINCIPLES OF ENVIRONMENTAL POLICY

Control our plant operations to prevent pollution.


14/73


15/73

15

A high level of plant and personnel hygiene and housekeeping is maintained to

avoid any cross contamination. The housekeeping audits are conducted periodically

and employees are motivated to participate in good Housekeeping Competitions.

The dairy develops and maintains lawn and trees on open land within the

premises. Baroda Dairy now, looks forward to implement ISO-14001:1996

Environmental management System with the objective to prevent pollution and protect

environment through proper Management and control of its activities, products and

services.

Achievements:

Achievement of holding ISO 9002 HACCP 9000 certificate.

National Productivity Award for the best Productivity.

Jamnalal Bajaj Award in 1994-1995.

Award forgood housekeeping at state level.

Baroda Dairy was second achieving the award in Horticulture.

Received International recognition ISO 14001 Certificate for the maintenance

of Natural Environment.

Received second Prize forminimum accidents among drugs

pharmaceuticals food and dairy Industry.


16/73

16

Human Resource

Department


17/73

17

INTRODUCTION

There is a well versed Quote saying that Employees are the assets of any

organization Which depicts that they are most important tool of organization. Thus to

maintain them for the organization, Personnel department (Human Resource

Department) is kept for the well being of employees.

The function of Human Resource Department can be seen in each and every

department of any organization. Thus it can be easily said that The Human Resource

Department is the heart of any organization. The function of Human Resource

Management is to manage the people working in the organization. It mainly focused on

the intrapersonal relationship and interpersonal relationship of employees.

Human Resource Management in simple words means planning, organizing,

directing and controlling of procurement, recruitment, selection, training and

development, compensation, integration, maintenance, appraisal, allocation and

separation of Human Resources

Thus, Human Resource Management refers to set of programme, functions andactivities designed and carried out in order to MAXIMIZE the employees as well as

organizational efficiency and effectiveness.


18/73

18

Human Resource Management at Baroda Dairy

Baroda Dairy is one of the leading Dairy It shares collaborative and friendly

relationship with preferred partners, employees, consumers and other workers involved

to it. It maintains a transparency in handling the above relations and stick to its

standards.

The HRM function or Personnel department function in Baroda Dairy is indeed

vast. All major activities since working of a worker from the time of his/her selection into an organization until he/she resigns or get retired or leave job for any reason comes

under the preview of HRM.

The HR planning in Dairy is very smooth and transparent. It made Baroda Dairy

a HUGE BIG Family of approximately 1400 employees. In Baroda Dairy major attention

is given on the welfare and Safety of employees. They are also given different kind of

incentives to increase their production effectiveness.

Dairy also focuses on developing human value and potential through various

bearing and development activities and provide favorable atmosphere. All these

functions are performed by HR in Baroda Dairy.


19/73

19

ORGANOGRAM OF PERSONNEL DEPARTMENT

GENERAL MANAGER (P&A)

MANAGER

(PERSONNEL)

MANAGER

TIME KEEPING

MANAGER

(ADMIN)

SUPERINTENDENT

(TELEPHONE)

OFFICER OFFICER SR. OFFICEROFFICER

JR. OFFICER JR. OFFICER JR. OFFICER

SR. EXECUTIVE SR. EXECUTIVESR.EXECUTIVE

JR. ASSISTANT JR. ASSISTENT

TIME KEEPER

JR.ASSISTANT

(ADMIN)

MANAGING DIRECTOR


20/73

20

Human Resource Is Divided Into Different Parts

The HR in Baroda Dairy in mainly divided into four sections:

Personnel Department

Recruitment, selection, training, industrial relations, negotiation with Union

etc.

Administration Department

Its handles canteen, security, welfare facilities, safety, Any theft or loss,

Absenteeism , events, AGM meeting organizing, licensing work, hygiene of

various dept, etc.

Time Keeping Department

It handles salary & wages, records of employees, provides benefit of

statutory, ESS, Form fill up, punching System, provident fund, ESI etc.

Telephone Department & Computer Department

Maintains the connection of each department and provides facility of CUG to

each employee to remain in contact while doing work. So that if any query or

problem occur they can contact each other easily. Computer system handles

the whole MIS in Baroda Dairy.

Trade Union in Dairy

Trade unions are the voluntary collective group of employees or employers

formed to promote and convey their interest through collective actions to the

organization.


21/73

21

At Baroda dairy, there are two unions. One for the workers & another for officers which

are working for the following:-

1. BARODA DAIRY TRADE UNION:- ( FOR OFFICER)

2. RASTRIYA MAJDOOR UNION:- ( FOR WORKERS)

To get adequate bonus

Strive for better working condition.

To secure better pay scale for employees in keeping with the prevailing

standards of living in the country.

To work for welfare and development of workers educational facilities and group

benefit scheme for them.

Recruitment

Recruitment is a process of searching for prospective employees & stimulating

them to apply for the job in the org. Recruitment of an employee is done on the bases of

Human Resource Planning carried by Baroda dairy Mgt. At Baroda dairy recruitment is

done through both sources i.e. internal as well as external sources.

Internal Recruitment:

Recruiting employees internally like promotion, transfers, etc.

External Recruitment:

Recruiting employees form job portals, employment exchange, campus interview,

advertisements. Dairy uses External source of recruitment mostly.

Selection

Selection procedure includes the selecting Right candidate, at Right time, for

right job. It is as follows:

Application form

Bio-data analysis

Short-listing.

Interviews

References/security screening


22/73

22

Ability tests

Aptitude, intelligence and personality

Work experience/short term contracts

Medical checkups.

Placement/Appointment.


23/73

23

REASON TO CHOOSE THE PROJECT

When I joined the training at BARODA DAIRY, I have selected 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. Absentism is a very serious term for employees as well as

employers. Employees will get monetarily reward in terms of salary and

employer will get output for production purpose individually.

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 Baggins 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.


24/73

24

ABSENTEEISM

CONCEPT OF ABSENTEEISM

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

schedule to work. The according to Websters dictionary

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

absentee is one who habitually stays away from work.

According to Labor 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 ones

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.


25/73

25

For any business owner or manager, to cure 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, Im not coming in today because my

supervisor abuses me.

Or, Im not coming in today because my chair is uncomfortable. Or, Im

not coming in today because the bathrooms are so filthy; it makes me sick towalk 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.


26/73

26

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

members way of reacting and responding to discontent.


27/73

27

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.


28/73

28

PECULIAR FEATURES OF ABSENTEEISM

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

1. 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.

2. 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.

3. 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.

4. Absenteeism in India is seasonal in character. It is the highest during

March-April-May, when land has to be prepared for monsoon, sowing andalso in harvest season (Sept-Oct) when the rate goes as high as 40%.


29/73

29

CAUSES OF ABSENTEEISM

The Royal Commission Labor observed that high absenteeism among

Indian labor 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:-

MAL ADJUSTMENT 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.

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.

HOUSING CONDITION


30/73

30

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.

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.

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.

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.

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.

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 their actual salaries. To avoid the moneylenders they usually


31/73

31

absent themselves from work because they are unable to return the money in

stipulated time.

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,

unfavourable relationship between employee and supervisor, which in turn leads

to long period of absenteeism.

INADEQUATE 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


32/73

32

EFFECTS OF ABSENTEEISM ON INDUSTRIAL

PROGRESS

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

feature of industrial labor 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 workers 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.


33/73

33

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


34/73

34

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.


35/73

35

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 labor 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 labor 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 to culpable absenteeism. Many organizations take the view

that through the process of individual absentee counseling and treatment, the

majority of employees will overcome their problems and return to an acceptable

level of regular attendance.


36/73

36

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 counseling(s)

2. Written counseling(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 withhim or her as 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


37/73

37

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 benecessary.

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 belooked upon as discipline.

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

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.


38/73

38

(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 amore 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 foldtest.

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.


39/73

39

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 aspart 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. Initial Warning(s)

2. Written Warning(s)

3. Suspension(s)

4. Discharge


40/73

40

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 counseling 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

counseling 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.


41/73

41

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.


42/73

42

GUIDELINES & MEASURES FOR CONTROL 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?

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.


43/73

43

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 isalmost 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


44/73

44

very little, your solution can't be 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 employees development,

their reliance. They should as far as possible rely on employment exchange. .

2) PROVISION OF HEALTHFUL AND HYGENIC WORKING CONDITION

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

manual labor, 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.


45/73

45

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.

3) 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.

4) 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 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.

5) LIBERAL GRANT OF LEAVE


46/73

46

The managements strict attitude in granting leave and holidays even when the

need for them is genuine, tempts workers to go on E.S.I. leave 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.

6) 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. Safemethods 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.

7) CORDIAL RELATIONS BETWEEN SUPERVISORS AND WORKERS

The supervisor should be recognize that industrial work is a groups 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.

8) DEVELOPMENT OF WORKERS BY TRAINING

The system of workers 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


47/73

47

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 ethicalfoundation.

d) A responsible and alter citizen.


48/73

48

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

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 absenceinvolved. For example:

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


49/73

49

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 100 points (i.e. 10 x 10 x 1)

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

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 employees 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


50/73

50

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.

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 employees 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}


51/73

51

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 employees Bradford Factor score in potential

disciplinary 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 employees 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; everyones

Bradford Factor score should be subject to the same, indisputable criteria.


52/73

52

RESEARCH METHODOLOGY

TITLE OF PROJECT :

The topic of my project is ABSENTEEISM OF WORKERS IN BARODA DAIRY.

OBJECTIVES OF RESEARCH

i. To identify the rate of absenteeism of worker.

i i. To identify the causes of absenteeism.

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

RESEARCH DESIGN

DESCRIPTIVE RESEARCH

The study follows descriptive research method.

Descriptive research is concerned with describing the characteristics of a particular

individual or a group. Here the researcher attempts to present the existing facts by

collecting data.

SOURCES OF DATA

PRIMARY DATA

Primary data was collected through questionnaire which was mainly

Questionnaire and discussion with workers


53/73

53

SECONDARY DATA

Secondary data were collected from the companys annual publications,

memorandums of settlements, newspapers, journals, websites, and from library

books

TOOLS FOR ANALYSIS

Percentage analysis is used

SAMPLING METHOD

Sampling technique used in this study is Random sampling.

SAMPLE SIZE

The sample size taken for this study is 60.

LIMITATIONS OF THE STUDY

a) The workers were busy with their work therefore they could not give

enough time for the interview.

b) The personal biases of the respondents might have entered into their

response.

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

affect the analysis.

d) Respondents were reluctant to disclose complete and correct information


54/73


55/73

Q. For how many yrs you

INTERPRETATION It can

are working for more than 1

yrs.

Q. How often you remain

0%

10%

20%

30%

40%

50%

60%

0-2 Years 2-5

0%

10%

20%

30%40%

50%

60%

70%

80%

90%

100%

nil on

are working with Baroda dairy?

be seen that 56% of the workers at Ba

0 years whereas 36% are working for

absent in a month?

ears 5-10 Years >10 Years

e twice >twice

no ofmont

55

roda dairy

ore than 5

worker

bsents in a


56/73

INTERPRETATION- It can

absent.

Q. According to you what

INTERPRETATION- Accor

for being absent. 4% think

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

stress

be seen that 96% of the workers do not

are the main reasons for employees

ing to 96% workers, personal problem i

hat stress can also be the reason.

ersonal prob

reason fabsent

56

remain

absent?

s the reason

or being


57/73

Q. Your views regarding

INTERPRETATION- It canabsenteeism policy as goo

0%

10%

20%

30%

40%

50%

60%

70%

80%

excellent good

resent Absenteeism Policy of Barod

be seen that 76% workers rate the preswhereas 22% rate it as excellent.

fair poor

views regaabsenteeis

57

dairy?

ent

dingpolicy


58/73

Q. Are you clear about yo

INTERPRETATION- It can

clear regarding their work r

0%

10%20%

30%

40%

50%

60%

70%

80%

90%

100%

wellclear

good

ur work / job responsibilities?

be seen that 94% of the workers at bar

esponsibilities.

fairlyclear

don'tknow

clarity reg

58

da dairy are

rding work


59/73

Q. Are you satisfied with

INTERPRETATION- 82% o

whereas 16% workers think

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

well satisfied

our work?

f the workers are fully satisfied with thei

their work as good.

fair

satisfaction rwork

59

r work

garding


60/73

Q. Views regarding worki

INTERPRETATION- 82% w

dairy is good & 14% feel it

Q. Your relations with yo

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

excellent good

0%

10%

20%

30%

40%

50%

60%

70%

80%

excellent goo

g environment of Baroda dairy?

orkers feel that the working environm

as excellent.

r superiors?

fair poor

views regworking

d fair poor

relasup

60

nt at Baroda

ardingnv.

tions witheriors


61/73


62/73

Q. Yours views regarding

INTERPRETATION 86%

good whereas 10% conside

0%

10%

20%

30%

40%

50%

60%

70%

80%90%

excellent

facilities provided Baroda Dairy?

orkers consider that facilities provided

r them as excellent.

fair

facilitieCompa

62

to them are

s provided atny


63/73


64/73

64

FINDINGS

Finding and analysis reveals the following conclusion

1) Almost 56% of the workers at Baroda dairy are working for more than 10

years whereas 36% are working for more than 5 yrs.

2) Almost 96% of the workers do not remain absent.

3) According to 96% workers, personal problem is the reason for being

absent. 4% think that stress can also be the reason .

4) Almost 76% workers rate the present absenteeism policy as good whereas

22% rate it as excellent.

5) Almost 94% of the workers at Baroda dairy are clear regarding their work

responsibilities.

6) 82% of the workers are fully satisfied with their work whereas 16%

workers think their work as good.

7) 76 % workers have good relations with the superiors whereas 22% have

excellent relations with the superiors.

8) 42% workers think that their superiors behavior towards their problems is

excellent & 56% workers consider it as good.


65/73

65

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 personalproblems 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.


66/73

66

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

absenteeism.


67/73

67

CONCLUSION

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 firstha practical

experience.

In this project while identifying the reasons of absenteeism of the

workers ofBaroda DairyI got an opportunity to interact with workers to observe

their behavior and attitude.

In the end I would once again like to thank the people ofBaroda Dairy who

helped me in accomplishing this project and boosting my morale by appreciating

and recognizing my efforts.


68/73

68

QUESTIONNAIRE

Personal Information

Name ..

Age. Sex..

Job status.

1. For how many years you are working with Baroda dairy?

(a) 0-1 yr (b) 1-2 yr

(c) 2-5 yr (d) < 5 yr

2. How often you remain absent in a month?

(a) Nil (b) Once

(c)Twice (d) more than Twice

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

(a) Health problem / domestic reasons (b) Stress

(c)Work dissatisfaction (d) Working environment

4. Your views regarding the present Absenteeism Policy of Baroda dairy ?

(a) Excellent (b) Good


69/73

69

(c) Fair (d) Dont know

5. Are you clear about your work / job responsibilities?(a) Well clear (b) Good

(c) Fairly clear (d) Dont know

6. Are you satisfied with your work?

(a) Well satisfied (b) Good

(c) Fair (d) Not satisfied

7. Your views regarding the working environment of Baroda dairy & work place?


(c) Fair (d) Poor

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


(c) Fair (d) Poor

9. Your superiors behavior towards your problems?


(c) Fair (d) Poor


70/73

70

10. Your views regarding the facilities provided to you by Baroda dairy?(a) Excellent (b) Good

(c) Fair (d) Poor

Any suggestions / Comments

________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

__________________________________


71/73

71

Bibliography


72/73

72

WEBSITES:www.google.com

www.ask.com

www.wikipedia.com

www.barodadairy.org

www.money.com

Annual report of Baroda Dairy


73/73

Documents

Mukti Jadav Report