WORKER’S ABSENTEEISM

A SUMMER INTERNSHIP PROJECT ON

WORKER’S ABSENTEEISM

RADHESHYAM SPINNING MILL PVT. LTD.

Submitted To: Submitted By:

(Assistant Professor)

ACADEMIINSTITUTION

In partial fu

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ACKNOWLEDGEMENT

Talent & capabilities are of course necessary but opportunities and

good guidance are two very important things without which no persons

can climb those infant ladders towards progress.

First of all I am very much indebted and thankful to my parents and

God for giving me strength for completion of my Internship.

I express my sincere thanks to my project guide Mr. Karan Sagar for

providing me her valuable time and fruitful guidance. Lastly but not

least , I thank my friends , relatives and near and dear ones for their

wholehearted support in this efforts of mine.

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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 seemingly 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 student of Management have to undergo training session in a business organization for 45 days to gain some practical knowledge in their specialization and to gain some working experience.

Our institution has come forward with the opportunity to bridge the gap by imparting modern scientific management principle underlying the concept of the future prospective managers.

To the emphasis on practical aspect of management education the faculty of Academy of Management Studies,it has with a modern system of practical training of repute and following management technique to the student as integral part of MBA. In accordance with the above obligation under going project In Radheshyam Spinning Mill Pvt. Ltd. . The title of my project is “ABSENTEESIM OF EMPLOYEE”

Certainly this analysis explores my abilities and strength to its fullest extent for the achievement of organization as well as my personal goal.

CONTENTS

1 Profile Radheshyam Spinning Mill PVT. LTD.

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1.1 Mission & Vision 01-01

1.2 History 02-02

1.3 Philosophy 03-03

1.4 Portfolio 04-05

1.5 Holdings 06-07

1.6 Market 08-08

1.7 Achievements 09-10

2 Absenteeism : An Introduction

2.1 Concept of Absenteeism. 12-12

2.2 Types of Absenteeism 13-13

2.3 Calculation of absenteeism 14-15

2.4 Causes of absenteeism 14-15

2.5 Categories of absenteeism 16-16

2.6 Measure to minimize absenteeism 17-17

3 Review of literature 18-19

4 Research Methodology

4.1 Statement of problem 20-20

4.2 Objective of the study 20-20

4.3 Scope of study 20-20

4.4 Methodology Used: Questionnaire 21-22

4.5 Sampling unit and sampling size 21-22

4.6 Method of Data Collection 21-22

5 Data Analysis: Inference 23-46

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Findings and Suggestions 47-51

Limitation of study 51-51

Conclusion 52-52

Bibliography

Annexure

PART-I

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Company Profile

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ABOUT THE COMPANY

Radheshyam is a major integrated textile producer in India. The Group was setup in 1965 at Ludhiana, Northern India. Since then, the Group has expanded manifold and is today, perhaps, the largest textile conglomerate in India. The Group recorded a turnover of Rs.3860 crores in FY 2008-09. The Group portfolio includes manufacturing and marketing of Yarns, Fabrics, Sewing Threads, Fiber and Alloy Steel.

1.1 Mission

Radheshyam aims to be world class textile organization producing diverse range of products for the global textile market.Radheshyam seeks to achieve customer delight through excellence in manufacturing and customer service based on creative combination of state-of-the-art technology and human resources. Radheshyam is committed to be responsible corporate citizen.

Vision

Radheshyam- rooted in values ,creating word class textile.

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1.2 HISTORY

The industrial city of Rajkot, located in the fertile Malwa region of Central Punjab is otherwise known as the "Manchester of India". Within the precincts of this city is located the Corporate headquarters of the Radheshyam Group, a household name in Northern India. The Radheshyam Group, born in 1965, under the entrepreneurship of Ramink Bhai Bhalala and Dhansukh Bhai Nandaniya has today blossomed into one of the Textile Business houses in India.

At its inception, Radheshyam had an installed capacity of 14,000 spindles, today; its capacity has increased multifold to over 8.0 lacs spindles. In 1982 the Group entered the sewing thread market in the country which was a forward integration of the business. Today Radheshyam Threads is the second largest producer of sewing thread in India. In 1990, it undertook yet another diversification - this time into the weaving business. The grey fabric weaving unit at Shemla, Rajkot (HP), commissioned in 1990 with a capacity of 20,000 meters per day, has already made its mark as a quality producer of Grey poplin, sheeting, and shirting in the domestic as well as foreign market. This was followed by entry into fabric processing by setting up Auro Textiles at Shemla, Rajkot, which currently has a processing capacity of 1 lacs meters/day.

In the year 1999 the Group has added yet another feather to its cap with the setting up of Radheshyam Acrylics Ltd., Bharuch (Gujarat) which is a joint venture in Acrylic Fibre production undertaken with Marubeni and Exlan of Japan. The company also has a strong presence in the markets of Japan, Hong Kong, Korea, UK and EU in addition to the domestic market. Adherence to systems and a true dedication to quality has resulted in obtaining the coveted ISO 9002/ ISO 14002 quality award which is the first in Textile industry in India and yet another laurel to its credit.

1.3 PHILOSOPHY

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• Total customer focus in all operational areas

• Products to be of best available quality for premium market segments through TQM

and zero defect implementation. All functional areas.

• Global orientation targeting - at least 60% production for exports.

• Integrated diversification product range expansion

• World class manufacturing facilities with most modern R&D and process technology.

• • Faith in individual potential and respect for human values.

• Encouraging innovation for constant improvements to achieve excellence in all

functional areas.

• Accepting change as a way of life

• • Appreciating our role as a responsible corporate citizen.

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1.4 PORTFOLIO

The group portfolio includes Yarn, Fabrics, Sewing Thread, Fibre and Alloy Steel

Yarns

Yarn Manufacturing is the major activity of the group accounting for 65 percent of the group turnover. Radheshyam is virtually a supermarket of yarns, producing the widest range of cotton, synthetics and blended, Grey and Dyed yarns and Hand Knitting Yarns, in which Radheshyam is the market leader in India. The group has nine production plants with a total capacity of over 5.5 lacs spindles, spread all over the country. In many of the yarn market segments, Radheshyam holds the largest market share. Radheshyam is also the largest exporters of yarn from India, exporting yarns worth more than USD 90 million.

Sewing Thread

Radheshyam is one of the largest producer of sewing thread in the country. The sewing thread manufacturing capacity is being expanded from present 17 tons per day to 22 tons per day in its sewing thread plants located at Shemla Rajkot (Gujarat). Sewing threads contributes 12 percent of the group turnover.

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Fabrics

The group has created state-of-the-art fabric weaving and processing facilities in its plant at Shemla,Gujrat . The group has installed 208 shuttles less looms and a fabric processing capacity of 30 million meters per annum in collaboration of Tokai Senko of Japan. Fabrics business contributes 8 percent to the group turnover.

Fibre

The group has recently set up an Acrylic Staple Fibre plant at Bharuch in Gujarat in collaboration with Marubeni and Japan Exlan of Japan. The plant has annual capacity of 18000 tons per annum. Fibre contributes 8 percent to the total turnover of the group.

Steel

The Group is also present in upper-end of the steel industry. The group has manufacturing capacity of 100000 tons of special and alloy steel. The group supplies its steel products to some of the most stringent quality steel buyers like Maruti and Telco. It contributes 6 percent to the total turnover of the group

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1.5 HOLDINGS

Spinning Business

Domestic Trade Area Units

Radheshyam Spinning Mills Rajkot, Gujarat

Auro Spinning Shapar,Rajkot

Arihant Spinning Rajkot, Gujarat

Arisht Spinning Shemla,Rajkot

Gas Mercerised Yarn Business Rajkot ,Gujarat

Auro Dyeing Rajkot,Gujarat

Export Oriented Units

Anant Spinning Rajkot ,Gujarat

Radheshyam Spinning & General Mills Export Oriented Units Shemla ,Gujarat

Fabric Business

Auro Weaving Shemla ,Gujarat

MSML Textiles Division Rajkot ,Gujarat

Auro Textiles Shemla ,Gujarat

Sewing Thread Business Rajkot ,Gujarat

ST-I Shapar,Rajkot

ST-II Shapar,Rajkot

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ST-III Shapar,Rajkot

1.6MARKET

• Spinning capacity in India - over half a million spindles.

• Producer of Cotton, Synthetics and Blended yarns in the country

• Dyeing Capacity of Fibre and Yarn

• Exporter of Cotton Yarn

• Market Leader in Hand Knitting Yarns in India

• Range of Textile products

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• Second largest producer of Sewing Thread in the Gujarat

• Collaborations with specialist worldwide

1.8 PROCESS OF PRODUCING YARN

• Spinning process is shown in the flowchart given below. Cotton which is in the form bales is fed to blow room followed by various operations like carding and combing depends on the requirement.

• The final yarn of required specifications are met through these operations and winded.

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15

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Open-end spinning Process

• Open end spinning is a technology for creating yarn without using a spindle

• It is also known as break spinning or rotor spinning.

• In this process the fiber sliver is separated into single fibers and in which the separated fiber material is brought by an air stream to a collecting surface from which it is drawn off while being twisted.

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1.9 Achievements/Awards:

It’s an overwhelming feeling when the efforts and hard work put in are recognized and felicitated. A feeling that galvanizes the Group into believing in more, in itself and reaffirming its commitment to offer products that invoke trust and reliability

Back home, the Radheshyam Group became India's first textile company to be awarded ICO9002/ ISO 14002 Certification. It is the largest producer and exporter of yarns and Grey woven fabrics from India. Radheshyam is also the largest producer of tyercord yarns and the second largest producer of sewing threads in India. The Radheshyam Group vision of excellence is matched by a dedication and sincerity to be the best and excel in every industry it has a presence.

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Chairman, Mr. Ramnik Bhai got best quality Yarn producer award in January 2010

Textile Export Promotion Council 2007-08 Special achievement award in yarn category

Textile Export Promotion Council 2007-08 Silver top exporter award in yarn category

Radhesyam Yarns and

Threads Limited, UNIT-IV,SHEMLA, RAJKOT

Radheshyam Textiles Limited (RTXL) transferred its threads business on a slump sale basis to one of its subsidiary companies, Radheshyam Yarns and Threads Limited (RYTL), through a Scheme of Arrangement, Re-organization and Demerger as sanctioned by the Hon’ble Punjab and Haryana High Court, with effect from 1 st April, 2008. The holding of RTXL in RYTL as on the said date was more than 98 percent. The threads business of the subsidiary company, viz. RYTL, comprises of four manufacturing units located at Hoshiarpur and Rajkot (Punjab), Perundurai (Tamil Nadu) and Shemla, Rajkot (HimachalPradesh). The Company entered into a joint venture in RYTL with M/s. American & Efird, Inc.(A&E), one of the world’s largest global manufacturers and distributors of industrial sewing threads, embroidery threads and technical textiles, with A&E’s initial holding of 35 percent. Recently, A&E has acquired the additional 14 percent equity shares of the joint venture company, RYTL, from Radheshyam Textiles Limited and thus holds 49 percent equity shares. The joint venture Company, however, continues to be a subsidiary of Radheshyam Textiles Limited, whose shareholding is now 51 percent

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CONCEPTUAL FRAMEWORK

Absenteeism

2.1 INTRODUCTION

Some Definitions of Absenteeism:

- “Absenteeism” is a practice or a habit of being an “absence” and an “absentee” is one who habitually stays away

- WEBSTER’S DICTIONARY

- ‘Absenteeism’ is the failure of a worker to report for work when he is scheduled to work.

- LABOUR BUREAU SIMLA

Meaning:

Employees’ presence at the work place during the schedule time is highly essential for the smooth running of the production process in particular and the organization in general. Despite the significance of presence, employees sometime fail to report to the work place during the scheduled time, which is known as “Absenteeism”.

According to PICOARS AND MAYERS: Unexpected absence disturbs the efficiency of the group as the jobs are inter connected, if one single man remains absent without prior notice the whole operation process is distributed. This Absenteeism results in production losses because, due to Absenteeism, workers cost increases and thus efficiency of operations is affected.

2.2 Features of Absenteeism:

Research Studies undertaken by different authors reveal the following features of Absenteeism

The rate of Absenteeism is the lowest on pay day; it increases considerably on the days following the payment of wages and bonus

Absenteeism is generally high among the workers below 25 years of age and those above 40 years of age.

The rate of Absenteeism varies from department to department within an organization.

Absenteeism in traditional industries is seasonal in character

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2.3 Types of Absenteeism

Absenteeism is of four types viz….

1. Authorized Absenteeism.

2. Unauthorized Absenteeism.

3. Willful Absenteeism.

4. Absenteeism caused by circumstances beyond one’s control.

1) Authorized Absenteeism

If an employee absents himself from work by taking permission from superior and applying for leave, such Absenteeism is called authorized Absenteeism.

2) Unauthorized Absenteeism

If any employee absents himself from work without informing or taking permission and without applying for leave, such absenteeism is called Unauthorized Absenteeism.

3) Willful Absenteeism

If any employee absents himself from duty willfully, such Absenteeism is called Willful Absenteeism

4) Absenteeism caused by circumstances beyond one’s control

If any employee absent himself from duty owing to the circumstances beyond his control like involvement in accidents (or) sudden sickness, such absenteeism is called Absenteeism caused by circumstances beyond one’s control.

2.5 Calculations of Absenteeism rate:

Absenteeism can be calculated with the help of the following formula.

Absenteeism rate = ( No of Mondays lost / No of Mondays scheduled to work)*100

Absenteeism rate can be calculated for different employees and for different time periods like month & year.

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Frequency rate

The frequency rate reflects the incidence of absence and is usually expressed as the no of separate absence in a given period, irrespective of absence. The frequency rate represents the average no of absence per worker in a given period.

Frequency rate = (The no of times in which the leave was availed/ Total no of Monday’s schedules to work)*100

Severity rate:

Severity rate is the average length of time lost per absence and is calculated by using the following.

Severity rate = (Total no of days absent during a period/ Total no of times absent during that period)*100

A high severity rate indicates that the employee is absent for longer duration each time. High frequency and severity rates indicates that the employee is absent more frequently and for longer duration’s each time resulting in high Absenteeism even in absolute terms.

2.6 Causes of Absenteeism

The following are the general causes of the Absenteeism

1. Maladjustment with the working conditions:

If the working conditions of the company are poor, the workers cannot adjust themselves with the company’s working conditions. Then they prefer to stay away from the company.

2. Social and religious ceremonies:

Social & religious functions divert the workers attention from the work.

3. Unsatisfactory housing

Conditions at the working place

4. Industrial housing

The industrial fugue compels workers to remain outside the work place.

5. Unhealthy working conditions

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The poor and intolerable working conditions in the factories irritate the working excess heat, noise, either too much or too low lighting, poor ventilation, dust, smoke cause poor health of the workers. This factory causes the workers to be absent.

6. Poor welfare facilities

Though a no of legislation concerning welfare facilities are enacted, many organizations fail to provide welfare facilities. This is either due to the poor financial position of the companies (or) due to the exploitative attitude of the employs. The welfare facilities includes poor sanitation, washing, bathing first aid appliances, ambulance, restrooms drinking water, canteen, shelter, crèches etc.. The dissatisfied worker with these facilities prefers to be away from the workplace.

7. Alcoholism

Workers mostly prefer to spend money on the consumption of liquor and enjoyment after getting the wages. Therefore, the rate of absenteeism is more during the first week every month

8. Indebtness

The low level wages and unplanned expenditure of the workers force then to borrow heavily. The research studies indicate that workers borrow more than 10 times of their net pay. Consequently workers fail to repay the money. Then they try to escape the place in order to avoid the money lenders. This leads to absenteeism.

9. Maladjustment with job demands

The fast enhancing technology demand higher level skills from the workers fail to meet these demands due to their lower level education and/or absenteeism of training.

10. Unsound personnel policies

The improper and unrealistic personnel policies result in employee dissatisfaction. The dissatisfied employee in tune prefers to be away from the work

11. Inadequate leave facilities

The inadequate leave facilities provided by the employer forces him to depend on ESI leave which allows the workers to be away from the work for 56 days in a year on half pay.

12. Low level of wages

Wages in some organizations are very poor and they are quite inadequate to meet the basic needs of the employees. Therefore, employers go for other employment during

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their busy seasons and earn more money. Further, some employees take up part time jobs. Thus the employees resort to moonlighting and absent themselves from the work.

Categories of Absenteeism

K.N.VAID classified chronic absenteeism to fine categories viz….

1) Entrepreneurs

2) Status seekers

3) Epicureans

4) Family-oriented and

5) The sick and the old.

1) Entrepreneurs

These classes of absenteeism consider that their jobs are very small for their total interest and personal goals. They engage themselves in other social and economic activities to fulfill their goals.

2) The status seekers

This type pf Absentees enjoy or perceive a higher ascribed social status and are keen on maintaining it.

3) The epicureans

The classes of absentees do not like to take up the jobs which demand initiative responsibilities, discipline and discomfort they wish to have money, power, and status but are unwilling to work for their achievement.

4) Family-oriented

These types of absentees are often identified with the family activities.

5) The sick and old

These categories of absentees are mostly unhealthy, with a weak constitution or old people.

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Measures to minimize Absenteeism

Absenteeism affects the organization from multiple angles. It severely affects the production process and the business process. The effect of unauthorized absenteeism is more compared other types of absenteeism. However, it would be difficult to completely avoid absenteeism. The management can minimize absenteeism. The following measures are useful in controlling or minimizing absenteeism.

1) Selecting the employees by testing them thoroughly regarding their aspirations value systems, responsibility and sensitiveness.

2) Adopting a humanistic approach in dealing with the personal problems of employees.

3) Following or proactive approach in identifying and redressing employee grievances.

4) Providing hygienic working conditions.

5) Providing welfare measures and fringe benefits, balancing the need for the employee and the ability of the organization.

6) Providing high wages and allowances based on the organizational financial positions.

7) Impressing the communication network particularly the upward communication.

8) Providing leave facility based on the needs of the employees and organizational requirement.

9) Providing safety & health measures.

10) Providing cordial human relations & Industrial relations.

11) Educating the workers.

12) Counseling the workers about their carrier, income & expenditure habits & culture.

13) Free flow of information, exchanging of ideas problems etc between subordinate & superior.

14) Granting leave and financial assistance liberally in case of sickness of employee & his family members.

15) Offering attendance bonus & inducements.

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16) Providing extensive training, encouragement, special allowance in cash for technological advancements.

PART- III

REVIEWOF LITERATURE

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Brian S. Klaas/26 September 2002/http://www.science direct.com

This study examined the merits of one perspective on the relationship between absenteeism and grievance activity by studying whether that relationship varied across six types of grievance activity. The transfer function between each type of grievance activity and absenteeism was estimated with time series techniques. Data were collected on the monthly level of absenteeism and grievance activity over an 8-year period from a unionized organization. The results suggest that the direction of the relationship varies substantially in association with the nature of the grievance. Although statistically significant increases in absenteeism occurred in association with policy grievances, statistically significant decreases in absenteeism occurred in the month following disciplinary grievances and negative outcomes from disciplinary grievances

Craig A. Olson/1999-02-01/ http://www.ingentaconnect.com

The aim of this paper is to bring the temporal nature of absence decisions into the forefront of the analysis of employee absenteeism. The theoretical contribution of the paper draws on the conventional labor supply model of absence behavior and extends the analysis in order to place absenteeism in the context of multi period analysis. In addition, the implications of a specific absence penalty system are analyzed which essentially makes the availability of overtime working conditional on an employee's absence history. The empirical analysis explores a daily panel of absence histories gathered by the firm which operates this particular penalty system. The analysis of such panel data, therefore, incorporates the temporal aspect to the absence decision-making process. The findings suggest that the absence penalty system is effective and, furthermore, the results indicate ways in which the effectiveness of the system could be enhanced. In general, the results confirm the findings of other researchers, which suggest that characteristics of the employment contract such as wages are important determinants of observed absence behavior

Tove H. Hammera/ October 1981/ http://www.science direct.com

Used R. M. Steers and S. R. Rhodes's model as a framework for examining patterns of absenteeism and their predictors among 112 workers (mean age 44 yrs) in an employee-owned organization. The focus of the study was the effect of job satisfaction on voluntary absenteeism, which is traditionally thought to be either negative or canceled out by pressures to attend work. An alternative hypothesis is offered by A. O. Hirschman's (1970) exit, voice, and loyalty (EVL) model, which suggests that workers who are loyal to their employer and believe that they can improve undesirable conditions will come to work when they are dissatisfied because they can voice their complaints instead of

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withdrawing silently. Results show that absenteeism was affected primarily by organizational and financial commitment but that job satisfaction was not a predictor. Voluntary absenteeism declined after transfer to employee ownership but was offset by an increase in involuntary withdrawal as employees began publicly to legitimize their

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absenteeism. Results suggest that a better understanding of the psychological processes leading to temporary withdrawal could come from an examination of the costs to the worker of being present, in addition to the traditional focus on the rewards of working.

Joseph J. Martocchio/3 October 2002/ http://www.science direct.com

Meta-analyses were performed on 34 samples that included correlations of the age and employee absenteeism relationship. Samples were categorized into 2 groups for voluntary absenteeism and involuntary absenteeism based on the frequency index and the time-lost index, respectively. Results indicated that both voluntary and involuntary absence are inversely related to age. Unexplained variance remained for each of the absence measures after variance due to sampling error and measurement unreliability was statistically estimated. Work demand was negatively associated with age, but not in the expected direction. Work demand did not moderate the age-absence relationship for either voluntary or involuntary absence. Sex moderated the relationship between age and voluntary absenteeism only. For men, the relationships were negative; for women, they did not differ significantly from 0. Implications for research and human resource management practices regarding aging and absenteeism are discussed.

James A. Breaugh/9 May 2007/ http://www.ingentaconnect.com

Recent reviews of the absenteeism literature indicate that absenteeism as a phenomenon is still neither well understood nor accurately predicted. The present study incorporated many of the suggestions for improving absenteeism research that were made in the reviews. More specifically, a longitudinal design was used to assess the accuracy with which the 1977 absenteeism (i.e., total days absent, absence frequency, and supervisory absenteeism rating) of 112 research scientists could be predicted from their previous absenteeism (1974-1976). In addition, the relationships between 1977 absenteeism and 3 work attitudes (job satisfaction, job involvement, and supervisory satisfaction) were assessed. Findings show that past absenteeism was a better predictor of 1977 absenteeism than were the 3 work attitudes. Data relevant to the psychometric equivalence and stability of the absenteeism measures are also reported

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PART- IV

RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY:

Theoretical background of the Topic:

Absenteeism has been variously defined by the Authorities from time to time. Thus the term Absenteeism refers to the workers absence from his regular task, when he is scheduled to work. Any employees stay away from work if he has taken leave to which he is entitled or on the grounds of sickness or some accident without any previous sanction of leave.

Nevertheless usually, involuntary lay off, lack of work, authorized leave or vacation period of work stoppage are not counted as absence. Strikes, lock outs and late attendance are treated as absence.

STATEMENT OF PROBLEM

Study of Absenteeism among Industrial Worker is not only from view point of but it is important from the view point of moral of employees. Even though the effect of the good morale of employees, may not be calculated in terms of costs, but it should be said that, it is important than cost.There is a clear relationship between high absenteeism and employees moral, because it can easily traced that these department having high rate of absenteeism have low moral.

There is a clear relationship between employee’s attitude & absenteeism. They are related to each other. So employee’s attitude & morale are the important factors. Labors is Human Factor, therefore consideration shall also be taken into account in the discussion of problem connected in the absenteeism has been continuous to be one of the major labors problem in Indian Industries.

As “No work No pay” is usually the general rule, the loss to workers absenteeism is quite obvious when the workers fail to attend to the regular work, there income is reduced and the workers become still poorer. Hence, Health and efficiency of the worker is affected by the irregularity of the workers attendance.

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The loss of employees and industry is due to absenteeism is still greater and both efficiency and discipline suffer the maintenance of additional workers leads to serious implications.Thus the above discussions show how the problem of absenteeism is very important to the organization. So, I have selected this problem of study.

OBJECTIVES OF THE STUDY

The Study aims at assessing the absenteeism in workers.

To find out causes of Absenteeism & suggest remedies to reduce it.

To find out the rate of Absenteeism in Radheshyam spinning mill.

To know the corrective measures taken by the company to reduces the rate of Absenteeism

SCOPE OF THE STUDY

The present study “ Workers Absenteeism” Covered only at Radheshyam yarn and thread

unit, could be of great use for the organization concerned in the following area:

. The study attempts to analyze the effectiveness and employee’s individual

opinion about reason for the absenteeism.

. The study emphasizes to reveal the reasons behind the absenteeism in

Radheshyam unit.

. The study aims to work on the feedback given by the employees and come up

with valuable suggestions for the improvement of the Absenteeism.

This is the technique followed in social research on any subject.

The research has selected the subject: “A Study of Absenteeism of workers in Radheshyam yarns and threads ltd Shemla, Rajkot unit”

RESEARCH DESIGN:

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The process starts after selection of the topic Research Design denotes the planning of the research study by which the researcher followed the below mentioned methods and techniques

DATA COLLECTION:

Data Collected from primary and secondary data/sources.

Primary Data: Asking questions to employees and workers personally.

Secondary Data: Collecting the data from reference books and past records.

SAMPLING METHODS: Convenience Sampling.

Sampling Size : 40

Methods of Data Collection:

Primary Data :Interview Method (Questionnaire)

Secondary Data: Company Records

Processing And Analysis Of Data.

After the data have been collected it has be analyzed. The data obtained from the questionnaire is arranged in a serial order their master copy with tabulation method is being prepared.

Tabulation is part of the technical procedure where in the essential data is put in the form table.

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3.1 DATA ANALYSIS AND INTERPRETATION

Table 1

Age of the Respondents

Employee age in years Respondents Percentage

Below 20 10 24

20-25 10 18

25-35 10 30

Above 35 10 28

Total 40 100

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Inference:

The above table explains that from the total respondents 24% of respondents are below age groups of 20 years. 18% of respondents are of groups of 20- 25 years, 25-35 years age of groups is 30% and above 35 years are 28% of respondents. None of the respondents are below further it clears that majority of total respondents are from all age of groups.

Table-2

Marital status of respondents

Marital status Respondents Percentage

married 25 62.50

unmarried 15 37.50

Total 40 100

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Inference:

According to the survey conducted 62.50% of respondents are got married and rest of respondents is got married and rests of respondents i.e. 37.50 %of respondents are un-married.

From the above table it is clear that the majority of respondents i.e. 62.50% of respondents are married.

Table -3

The educational qualification of Respondents

Qualification Respondents Percentage

below 10th 10 25

below 12th 12 30

under graduate 18 45

Total 40 100

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Inference:

As shown in the table most of the respondents i.e.30 % of respondents are 8th passede, 45% of respondents are 10th & 25% of respondents and 5th

passed are 0%.

Table-4

Years of experience of the respondent

s.no Experience Response

1 <1 8

2 1 to2 8

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3 2 to5 8

4 5to10 8

5 >10 8

Total 40

Inference :

From the above table that is indicates that of the total respondents, 20% of respondents are below 1 years of experience 20% of respondents are2 to 5 years of experience, 20% of respondents and having5 to 10 years of experience & rest of respondents i.e. 20% of respondents & having 10 and more years experience.

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Table-5

How often worker remain absent in a month

Opinion Respondents

Nil 12

Once 9

Twice 13

>two 6

Total 40

Inference:

As shown in above table out of 40 respondent 30% does not remain absent in a month, 22% remain absent once in a month,33% absent for two days in a month and remain 15% absent more than two days

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Table-6

Responsibility of intimation to supervisor

S.No. Option Responses

1 Often 16

2 Sometimes 8

3 Rarely 10

4 Never 6

Total 40

Inference:

As per the table 17%of respondents feeling this responsibility rarely 14% feel it sometimes where as 27% feel it as must and the other i.e. 42% feel it never.

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Table-7

What is the main reason of employee absenteeism?

Inference:

Out of total 40 respondents, 62% of respondents are absent because of health problem, and 28% of respondents absents because of stress ,5% of respondents will absent because of work dissatisfaction ,and remain 5% because of work environment

40

Sr.No. Option Responses

1 Health Problem 25

2 Stress 11

3 Work Dissatisfaction 2

4 Work Environment 2

Total 40

From the above table it is clearly observed that the workers will absent to duty i.e. 62% are absent for health reason only

Table-8

Are you aware of your job responsibilities?


1 Well Clear 22

2 Clear 8

3 Fairly Clear 5

4 Don't Know 5

Total 40

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Inference :

Out of 40 respondent 55% respondent are well clear about their job responsibilities ,20%say clear ,12%say they are fairly clear and restof13%dont know about their responsibilities

Table -9

Workers satisfaction regarding their job


1 Well Satisfied 17

2 Satisfied 13

3 Fair 8

4 Not Satisfied 2

Total 40

42

Inference:

According to the survey conducted 36.19% of respondents are well satisfied with their job,33% respondents are satisfied with their job ,20%says it is fair, and the rest of respondents i.e. 5% are not satisfied with their job

From the above table it clears that the majority of respondents are satisfied with their job.

Table-10

Workers view regarding the working environment


1 Excellent 21

2 Good 10

3 Fair 5

4 Poor 4

Total 40

43

Inference: According to the survey conducted out of total 40 respondents 52% of respondents finds working environment excellent and 25% of respondents finds good,13% of respondents finds fair and only 10% of respondents finds it poor.

Table-14

Feeling boredom with assigning duty


1 Often 6

2 Sometimes 5

3 Rarely 4

4 Never 25

Total 40

44

Inference:

The table shows that 10% of the respondents felt boredom at work rarely, 12% felt sometimes, 15% felt always and 63% felt never, it seems that the majority employees are interested in the work.

Table-18

Strict action against absenteeism


1 Often 9

2 Sometimes 6

3 Rarely 8

4 Never 17

Total 40

45

Inference :

From above table it seems that 22%worker says that there is always strict against absenteeism.15%says sometime,20%says rarely and remain43%no action against absenteeism

Table-21

Which shift worker find more difficult?


1 Morning 14

2 Evening 0

46

3 Night 10

4 None 16

Total 40

Inference:

As it can be clearly seen from the above table that from the total respondents i.e. 40, 35% of respondents are facing problems in morning shift 25% in night shif,0%in evening shift and move and rest of respondents 40% are not facing problems in any shift.

Further it clears that majority of total respondents i.e. 40% are not facing problems in any shifts.

Table-21

Absent due to reaching factory late


1 Rarely 10

47

2 Sometimes 7

3 Always 1

4 Never 22

Total 40

Inference:

As per the table due to reaching factory late 25% of respondents are rarely. 17% are sometimes absent 3% are always absent and 55% are never absent only due to this reason.

Table-22

In which festival / occasions worker are more absent

48


1 Diwali 16

2 Holi 8

3 Chhath pooja 4

4 other reason 12

Total 40

Inference :

From above table it seems that 40%worker remain more absent in the time of diwali ,20% are more absent on the time of holi ,10%on chhath pooja and remain 30%foe other reason (marriage ,etc)

Table-23

Worker suggestion to minimize absenteeism in company

49


1 More Salary 10

2 More Leaves 12

3 Discipline 12

4 Work Cond. 6

Total 40

Inference :

Out of 40 respondent 25%respondent suggest more salary to minimize absenteeism ,30% suggest more leave 30% suggest conduct discipline in the company ,15% of respondent suggest to improve working condition in the company

The rate of Absenteeism of the present year.2011

50

Jan - 4.45%

Feb - 3.40%

March - 2.23%

April - 2.59%

May - 4.33%

Summary of Findings

51

%age of absenteeism-2011

4.45

3.4

2.232.59

4.3

0

1

2

3

4

5

Jan Feb Mar Apr May

%age

From the study it has found that there are many factors influencing the workers

absenteeism, some of them are as follows.

1. Absenteeism in shifts is mainly in morning shift i.e. (8:45 am to5:45 pm) that mean

it is high in morning. This is because workers in the morning shift experience

greater discomfort during their course of work than they do during daytime.

..

2. Some of the workers absent because of ill health, family member’s health and

unexpected work etc.

3. Some of the workers strongly agree that they have cordial relationship with the

higher authorities. And they are very much satisfied with the safety measures

undertaken by the company.

4. Some of them absent because of Boredom in doing assigned job. .

5. The rate of absenteeism is nearly 5% in Radheshyam yarns and thread ltd. The

normal rate in Indian Industry varies from 7% to 30%. The abnormal level is 40%

in other reason.

6. The rate of absenteeism is high in the age group below 25years worker

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Some of the training programs are being conducted by the mgt of Radheshyam Mill regularly in order to improve the individuality of the workers and to bring up good result in production. And to prevent absenteeism, such as;

“PROGRAME ON HYGHENE FACTORS”.

“SAFETY AND SAFCTY MEASURES”.

“POSITIVE WORK CULTURE AND“IMPROVEMENT OF PRODUCTIVITY”.

“QUALITY OF LIFE-QUALITY OF WORK TIME MANAGEMENT”.

Through these training programmes many worker have changed their life style and improved their attendance.

According to the sample selected these are the findings

1. 20% of the respondents are under 20years and 20% are from 20 to 25 years and 20% are between 25 to 35 years and 20% are above 35years.

2. 40% of the respondents belongs to makeup department, 20% of the respondents belonged to dying department, 20% of them to twisting department, and 20% to finishing department

3. 62% of the respondents are married and 38% are unmarried.

4. 30% of the respondents are 8th passed, 45% are 10th standard and 25% are 12th slandered

5. 12% of respondents are below 1 years of experience, 20% are b/w 1to 2 years 20% are b/w 2 - 5 years and 20% are b/w 5-10 years,and28%are more than 10

6. 15%respondent are absent more than two days in a month,22%once in a month 33%once in a month and 30%never remain absent in a month

7. 17% of the respondents are rarely feel responsible, 14% feel some times responsible27% are always feel responsible and 42% are never feel responsible.

8. 62% of the respondents are absent because of the health problem 28% are because of stress and5% are because of work dissatisfactionand5%due to work environment

53

9. 55% of the respondents said that they are well clear about their job responsibilities20%are clear ,12%are fairly clear and 13% say that tey are not clear about their job

10. Acc to52%majority of respondent the working environment in the company is excellent,15%say it is good,25%say fair 8%working environment is poor 49

11. 62%responded. says that their relation with superior and coworker is very good15%good ,10%fair and13%poor

12. 42% of respondents said that they well satisfied with their work ,33% of the respondents said that they are satisfied,25% said that it is fair 5% said they are not satisfied

13. 52% of respondent said that superior behavior towards their problem is very good ,15%their behavior is good,25%said it is fair,8%recomend poor behavior

14. 22%respondent said that they received appreciation always ,20% sometime,15%rarelyand 42% never received appreciation

15. 15%of respondent always feel boredom in their routine work,20%feel sometime,10% feel rarely,63% never feel boredom in their routine work

16. 55%of respondent are well satisfied with well satisfied ,2o% of worker are satisfied,22%aresaid to fair welfare facilities and 3% of respondent are not satisfied

17. According to 50% of respondent safety measure against accident is excellent,17%respondent say it is good,23%said fair and 10%respond poor

18. 22%of respondent said that there is always strict action against absenteeism,15%says it is sometime,20%said it is rarely happen ,43%of respondent said there is no strict action against absenteeism

19. 35% of respondent find their job difficult in morning shift,25% find difficult night shift,40%said they find no one shift difficult in their job

20. 3%respondent agree that they are always absent because reaching factory late,25% said rarely absent due to this,15%they absent sometime due to this and 55%said they are never absent due to reaching late

54

21. 30% of respondent suggest more leave to minimize absenteeism,30%suggest conduct discipline ,25% suggest more salary to minimize the absenteeism in the company

22. 40% of respondent are absent during diwali,20% of respondent are absent in the time of holi,10%during chhath pooja ,30% absent due to other reason (e.g marriage etc)

23. .15% of respondent are well satisfied with their wages ,12%of respondent are satisfied,25% of said it is fair, and remain 48% respondent are not satisfied with their wages

SUGGESTIONS/RECOMMENDATIONS/CONCLUSIONS

SUGGESTIONS

The following are some to the suggestions in order to minimize absenteeism in the

company.

1. Many of the workers agree that they have good relationship with higher

authorities. Some may fear to talk with them, improving the communication

network, particularly the upward communication.

2. Since the literacy rate very lower only few members are the 12th and,

maximum of them are less literates, so that by counseling the workers about

their career, income & expenditure, habit and culture. The company so what

can reduce the absenteeism rate.

3. By providing high wages and allowance based on organizational financial

positions.

4. Selecting the workers by testing them thoroughly regarding their aspirations,

value system, and sense of responsibility.

55

5. The management should conduct regular seminars, group’s discussions, social

gathering orientations programmers’ on the problems of absenteeism.

6. The personnel department (HRD) of the factory must conduct the interviews

of the absenteeism cases and give proper counseling to the workers.

7. The employees who are attending to 3rd shifts have to be provided more

benefits than the workers. In order to make them enthusiastic to attend the

workers.

Limitation of the study

The study was limited only to Radheshyam yarn and thread unit only.

As sampling is taken as an element of the study there might always be sampling

errors.

The sample under consideration may not reflect the whole population.

Survey and study has been carried out in a span of only 6 weeks due to time

constraint.

Since absenteeism is a vast topic to be discussed, the study may not reflect each

and every aspect.

CONCLUSION

1. Majority of the employees are absenting due to ailment and health problems.

2. Majority of the employees has said they are paid worth of their work.

3. Majority of the employees has said that there is no strict action against absenteeism.

4. Most of the workers does not intimate their senior regarding their leaves.

56

5. Though there are limitations the personal department is taking special care to frame certain policies and procedures that would reduce absenteeism and increase the labor turn over.

6. Majority of workers is facing problems in 1st shift the company had to take necessary steps to reduce the problems.

7. Majority of workers never got appreciation for their punctuality in the organization. So, The Management must think upon this aspect.

Bibliography

BOOKS:

“HUMAN RESOURCE MANAGEMENT”

57

By C.B. GUPTA

Published by SULTAN CHAND & SONS, New Delhi.

“RESEARCH METHODOLOGY”

By C.R. KOTHARI

Published by NEW AGE INTERNATIONAL PUBLICATION

“PRESONNEL MANAGEMENT”

By C.B. MAMORIA & GANKAR

Published by MALYA PUBLISHING HOUSE

WEBSITE

1. http://www.Radheshyam.com/products_yarns_overview.asp

2. http://www.citehr.com/research.php?q=absentieesm&x=0&y=0

58

http://www.citehr.com/research.php?q=absentieesm&x=0&y=0

http://www.vardhman.com/products_yarns_overview.asp

ANNEXURE

59

A STUDY ON WORKER ABSENTEEISM IN RADHESHYAM YARNS&THREADS (UNIT 1V)

A UNIT OF RADHESHYAM TEXTILE LTD

Personal Detail

(a) Name. . . . . . .

(b) Age <20 20-25

25-35 >35

(c) Gender

Male Female

(d) Marital Status

Married Unmarried

(e) No Of Year of Service

60

<1 1-2

2-5 >5

Educational Qualification

o Below10th o Below 12th

o Undergraduate

You are requested to select any one of the alternative which you feel correct in your opinion against each statement:-2

1) How often you remain absent in a month?

Nil Once

Twice >Twice

2) Do you inform your superior about your absence to the duty?

Often Sometimes

Rarely Never

3) According to you what is the main reason of your absenteeism?

Health Problems Stress

Work Environment Others

4) Which shift do you find more difficult?

Morning Evening

Night None

5) Are you aware about job responsibilities?

Very Clear Clear

Fairly Clear Not Clear

61

6) Are you satisfied with your job?

Well Satisfied Satisfied

Fair Not Satisfied

7) Have you received appreciation for your work?

Often Sometimes

Rarely Never

8) Your views regarding the working environment of Radheshyam Yarns and Threads Ltd.?

Excellent Good

Fair Poor

9) Do You Feel Boredom in your routine work?

Often Sometimes

Rarely Never

10) Is there any strict action against absenteeism?

Often Sometimes

Rarely Never

11) How often you remain absent because of reaching factory late?

Always Sometimes

Rarely Never

12) In Which festival / occasion you are more absent?

Diwali Holi

Janmastami Others

13) Give your Suggestion to minimize absenteeism?

More Salary More Leaves

Discipline Working Conditions

62

Thank you

63