INTRODUCTION TO THE STUDY

Absenteeism in Indian organization is not a new

phenomenon. The royal commission of labour observed that “high
absenteeism prevails among industrial labour mainly due to their rural
orientation.” Absenteeism is one of the common factor, which affects
the growth of the organization. When the absenteeism control
programmes are introduced to the absentees continues to reduce
corporate profit severely. If the person employed is absent for few
days then the management have to take severe action regarding this
problem. So management has to go for recruitment of suitable
employees. Substitute worker and such workers are to be well trained,
because of this, management are to insure expenditure on it.
Evaluation of absenteeism rate is a yardstick with which we can
measure the worker’s job interest and their commitment to work.
Apart form this, employees attitude about job can be known, since it
affects productivity to a larger extent.
OBJECTIVES OF THE STUDY

• To find out the level of absenteeism among the workers in the

organization.

• To find out the various causes for absenteeism.

• To find out the rate of absenteeism.

• To give suggestion to reduce absenteeism rate.

• To suggest the remedial measures to control the absenteeism

rate.

• To review the measures adjusted / practiced to reduced the rate

of absenteeism.

• To determine the difficulties faced by the workers the shift

time.
LIMITATIONS OF THE STUDY

• Due to personal inconvenience the researcher could not meet

the employees who had night shift

• Respondents were reluctant and were suspicious in responding

to the questions

• Accuracy is also another problem as data from sample may not

reveal the fact

• When the number of questions are more, the respondents are

not ready to send their time to answer the questions

• The respondents opinion can be biased

• There may be errors due to the bias of the respondents.

• They do not tell the truth because of job insecurity.

REVIEW OF LITERATURE
For much of the last decade research studies on absenteeism
have concentrated on samples of white-collar employees in service-
sector organizations. Unionized factory workers have largely been
ignored. As a consequence, certain work – setting variables and
policy matters which would appear to be germane to an understanding
of absenteeism in a manufacturing environment have tended to be
neglected. The purpose of this study is to develop and test a causal
model of absenteeism using a sample of unionized, production
workers in the automotive industry. The LISREL results indicated
there were a number of different factors that had a significant effect
on the incidence of absenteeism. These causal factors included job
motivation, the reutilization of work and supervisory support, as well
as absence culture and the employee’s external responsibilities. In
addition, policy issues relating to previous disciplinary warnings and
the accumulation of sick pay were identified as significant
determinants of absence behaviours.
The problem is that the most companies provide a certain
number of paid sick leave days for their employees. If employees take
paid sick leave days even when they aren’t sick a high absenteeism
results. This is costly both in terms of direct sick leave payments and
loss of productivity. Incentives for attendance might reduce
absenteeism. The procedure is that baseline absenteeism was
determined. Next, a bonus of $20 was made available for perfect
monthly attendance. Finally employees were offered a choice of
incentives for attendance. The finding is that the percent of absences
decreased with the introduction of both the bonus and the choice of
incentives conditions. The conclusion is that the incentives for
attendance significantly decreased absenteeism. Reduced costs for
paid sick leaver days also occurred. The recommendations are
incentives for attendance should be implemented in settings where
employee absenteeism is high.
The purpose is that the purpose of this review is to
summarize the literature on the ability of health promotion programs
to reduce employee related health care expenditure and absenteeism.
The search process is using key words in a literature searching
program; a comprehensive search was conducted on the following
databases: MEDLINE, Em base, Health STAR, SPORT Discus,
PsyclINFO, Sci Search, ERIC, and ABI Inform. The study inclusion
and exclusion criterion is that all data based studies that appeared in
peer reviewed journals in the English language. Theses, dissertations,
or presentation abstracts that were not published in peer reviewed
journals were excluded. The initial search identified 196 studies, but
only 72 met the inclusion criteria and were included in the review.
The data extraction methods are summary tables were
created that include design classification, subject size, results and
other key information for each study. The data synthesis is that both
the nature of the findings and the overall quality of the overall quality
of the literature were evaluated in an attempt to answer two questions:
Do individuals or populations with high health risks have worse
financial outcomes than individuals or populations with low health
risks? Do health promotion programs improve financial outcomes?
The major conclusions are there are good correlation data to suggest
that high levels of stress, excessive body weight, and multiple risk
factors are associated with increased health care costs and illness-
related absenteeism. The associations between seat belt use,
cholesterol, diet hypertension, and alcohol abuse and absenteeism and
health care expenditure are either mixed or unknown. Health
promotion programs are associated with lower levels of absenteeism
and health care costs, and fitness programs are associated with
reduced health care costs.
The objectives are to determine the effects of sporting
activity on absenteeism. The methods are data were used from a
prospective cohort study in a worker were collected with yearly
questionnaires or collected form company activity, and potential
confounders were collected for 1228 workers and duration of
absenteeism, correlation were computed to measure hazards model,
was used to test differences in relative risk at absent age, gender,
smoking, and alcohol consumption, and were stratified jobs. The
results are ANOVA showed a statistically significant higher mean
duration of sports, of approximately 20days over a period of 4 years.
The survive absenteeism (relative risk (RR) 1.09; confidence interval
(CI) 1.01 to 0.90; CI 0.85 to 0.95) for employees not practicing sports.
The effect sedentary work. No associations were found between
numbers of sports. The conclusion is employees practicing sports take
sick leave significantly sports, while their periods of sick leave are
shorter.
RESEARCH METHODOLOGY
Introduction:
Research in common parlance refers to a search for
knowledge. The advanced learner’s dictionary of current English lays
down the meaning of research as “a careful investigation or inquiry
especially through search for new facts in any branch of knowledge.
Research:
Redman and Moray define, research as a “Systematized
effort to gain knowledge”
Research Methodology:
Research methodology is a way to systematically solve the
research problem. It may be understood. As a science of studying how
research is done scientifically.
Research Design:
A research design is the arrangement of conditions for
collection and analysis of data in a manner that aims to combine
relevance to the research purposes with economy in procedure. In this
study descriptive research has been used.
Source of data:
1. Primary data
2. Secondary data
Primary Data:
The primary data are those which are collected afresh & for
the first time and this happen to be original in character. Methods
used for collecting primary data are:
1. Questionnaire and
2. Personal interview
Secondary Data:
Secondary data are those which have already been collected
by some one and also which has undergone statistical process.
Methods used for collecting secondary data are:
1. Books.
2. Company’s past records and form experienced persons.
3. Website.
Sample size:
Selection of few items from the population is called as
sample. Sampling was used for selecting from the total population 50
employees were taken for the study.
Sampling Technique:
In this study convenience sampling technique was used. In
this method sample were collected based on the convenience of both
the researches and the respondent.
Tools for analysis:
The tools used for analysis of the collected data are:

 Simple percentage
  Chi – Square test
Simple Percentage:
This method is used to simplify the numbers through the use
of percentage. The data are reduced in a standard form with base
equal to 50, which facilitates relative comparison.
Chi – Square test:
This is a statistical measure used in the context of sampling
analysis. Comparing a variance to a theoretical variance. This can be
calculated by using formula.

χ2 = Σ(O-E) 2
E
E= RT X CT
N
Where,
O = Observed frequency
E = Expected frequency
RT = Row Total
CT = Column Total
N = Total number of observation
By using 5% level of significance and degree of freedom is to be
calculated by the formula (R-1) x (C-1)
Where,
R = Number of rows
C = Number of columns It the calculated value is less than table
value the null hypothesis is accepted or else rejected.
SCOPE OF THE STUDY
Every company should have an attendance policy. It allows a
manager to intervene with an employee who is frequently absent. An
employee are allowed to take up to 90 days of unpaid leave under the
federal family and medical leave act [FMLA] MLA can be used for
your own serious health concerns. If you confront an employee about
his / her frequent absenteeism and they inform you it is due to
personal problems, consider referring the employee to an Employee
Assistance Program [EAP]. Management styles are too authoritarian
tend to promote high levels of absenteeism among employees. In
other words, the yell too much, blame others words for problems and
make others feel that it must be their way / the highway. Authoritarian
managers tend to produce high absenteeism rates.
STATEMENT OF THE PROBLEM
Absenteeism is a serious problem for a management because
it involves heavy expenses. Industrial employees do not usually ask
for leave of absence in advances / even give notice during their
absence as to how long they would be away. The management is
generally uncertain about the duration of employees of absence and
cannot take appropriate measures to fill the job. Absenteeism rate is a
yardstick to find out the employees attitude towards his work and the
organization. This study helps to revels the causes and remedies.
ABSENTEEISM – AN OVERVIEW
It signifies the absence of employee from work when he is
schedule to be at work. Any employee may stay away from work if he
has taken leave to which he is entitled or on sickness or some accident
or without any previous sanction of leave. Thus, absence may be
authorized on unauthorized, wilful or by circumstances beyond one’s
control. It has been observed that the phenomenon of absenteeism
does not exist only in Indian Industry. It may differ according to the
make – up of the workforce. Worker needs the monetary benefits for
his services. The attitude and practice of the management also
contribute towards the absenteeism.
Advantages

 Providing safety and accident prevention

 Providing reasonable wages and allowances to the workers

 Provision of healthful and hygienic working conditions.

Disadvantages

 Inadequate leave facilities are avoided

 Improper and unrealistic personal policies are avoided

CAUSES OF ABSENTEEISM
1) Maladjustment with factory conditions
As a worker want to live in the city, urban life becomes
distasteful to him because of insanitary conditions prevailing
there. He is under constant strain, which causes him serious
distress and inefficiency. He is subject to strict discipline and is
ordered by the strangers to do the things which he cannot
understand.
2) Social and religious ceremonies
Social and religious functions divert workers from work to
social activities. In a large number of the proportion of
absenteeism due to sickness accident is not as high as it is due to
other causes including social and religious causes.
3) Unsatisfactory housing conditions
The workers who some to find that they are not wanted and
they swell the number of causal workers. Health conditions are
naturally bad, leading to consequent ill – health.

4) Industrial fatigue
Low wages compel a worker to seek some part time job to
earn some side income. But this often results in constant work
which compels him to remain absent for the next day and if it
affects him seriously, his absence may continues for quite
sometime i.e., the very next day.
5) Unhealthy working conditions
Irritating and intolerable working conditions exist in
factories. Heat and moisture, noise and vibrations in the factory,
bad lighting conditions, dust, fumes, etc may affect the workers
health causing him the absent for a long time.
6) Absence of adequate welfare facilities
The national commission observes, the statutory welfare
amenities have not been adequately provided. Washing and bathing
facilities, first aid, drinking water, canteens, shelters, rest rooms
 which strengthen the general impression that compliance with
statutory welfare provisions is inadequate.
7) Alcoholism
The habit of alcoholism among workers may cause of
absenteeism, which is high in the first week when workers receive
their wages. Hangover the next day leads to absenteeism.
8) Indebtedness
This is the general case in India that workers are always
worried about financial matters. Such workers absent themselves or
even resign to escape their moneylender of as a result absenteeism
is high.
9) Improve and Unrealistic personnel policies
The unskilled, untrained and inexperienced workers are fail
to cope with and adapt themselves to their jobs of industrial
environment. Low productivity and unfavourable employers-
employee relationship may leads to a long period of absenteeism.
10) Inadequate leave facilities
Negligence on the part of employee to provide adequate
leave facilities complex the workers back on E.S.I leave. Under E.S.I
Scheme, they are entitled to take leave in a year on half pay.
 Table No: 1
Age group of the respondents
No of
Factors Percentage
Respondents

Below 20 yrs 8 8

21 – 30 yrs 84 84

31 – 40 yrs 6 6

41 – 50 yrs 2 2

Above 50 0 0

Total 100 100

Interpretation
The above table shows out of 100 respondents, 8%
of the respondents comes under the age group of below 20, 84%
of the respondents comes under the age group of 21-30, 6% of the
respondents comes under the age group of 31- 40, 2% of the
respondents comes under the age group of 41-50 and 0% of the
respondents comes under the age group of above 50.
Chart No: 1 Age group of the respondents
 Table No: 2
Marital Status of the respondents

No of
Factors Percentage
Respondents

Married 20 20

Unmarried 80 80

Total 100 100

Interpretation:
The above table shows out of 100 respondents,
20% of the respondents come under married category and 80% of
the respondents come under unmarried category.
Chart No: 2 Marital Status of the respondents
 Table No: 3
Department of the respondents

No of
Factors Percentage
Respondents

Developing 34 34

Designing 16 16

Testing 12 12

Finance 10 10

None 28 28

Total 100 100

Interpretation:
The above table shows out of 100 respondents,
34% of the respondents are in the Developing department, 16% of the
respondents are in the Designing department, 12% of the respondents
are in the Testing department, 10% of the respondents are in the
Finance department and 28% of the respondents are in the Finance
department.
Chart No: 3 Department of the respondents
 Table No: 4
Number of members in the family of the respondents

No of
Age Percentage
Respondents

Two 24 24

Three 20 20

Four 28 28

Five 26 26

Above Five 2 2

Total 100 100

Interpretation:
The above table shows out of 50 respondents, 24% of the
respondents consist of two members in the family, 20% of the
respondents consist of three members in the family, 28% of them
consist of four members in the family, 26% of them consist of five
members in the family and 2% of the respondents consist of above
five members in the family.
Chart No: 4 Number of members in the family of the respondents
 Table No: 5
Number of working members in the family of the respondents

No of
Factors Percentage
Respondents

One 8 8

Two 56 56

Three 28 28

Four 8 8

Above Four 0 0

Total 100 100

Interpretation:
The above table shows out of 100 respondents, 8%of the
respondents consist of one working member in the family, 56%
of the respondents consist of two working members in the family,
28% of the respondents consist of three working members in the
family, 8% of the respondents consist of four working members in
the family, and 0% of the respondents consist of above four working
members in the family.
 Chart No: 5
Number of working members in the family of the respondents
 Table No: 6
Monthly income of the respondents

No of
Factors Percentage
Respondents

Below 5000 10 10

5001 - 10000 42 42

10001- 15000 28 28

15001 – 20000 16 16

Above 20000 4 4

Total 100 100

Interpretation:
The above table shows out of 100 respondents, 10% of the
respondents are getting monthly income between Below 5000 , 42%
of the respondents are getting monthly income between 5001 - 10000,
28% of the respondents are getting between 10001-15000, 16% of
the respondents are getting between 15001-20000, and 4% of the
respondents are getting monthly income above 20000.
Chart No: 6 Monthly incomes of the respondents
 Table No: 7
Experience of the respondents

No of
Factors Percentage
Respondents

Below 5 yrs 76 76

6 – 10 yrs 22 22

11 – 15yrs 0 0

16 – 20 yrs 2 2

Above 20 0 0

Total 100 100

Interpretation:
The above table shows out of 100 respondents, 76% of the
respondents have experience below 5 years, 22% of the respondents
have experience for 6-10 years, 0% of the respondents have
experience for 11-15 years, 2% of the respondents have experience
for 16-20 years and 0% of the respondents have experience for above
20 years.
Chart No: 7 Experience of the respondents
 Table No: 8
Respondent’s satisfaction level toward the mode of
transport/conveyance provided

No of
Factors Percentage
Respondents

Highly Satisfied 10 10

Satisfied 34 34

Neutral 30 30

Dissatisfied 18 18

Highly
8 8
Dissatisfied

Total 100 100

Interpretation:
The above table shows that out of 100 respondents, 10%
of the Respondents are highly satisfied with the transport facilities,
34% of the respondents are satisfied with the transport facilities, 30%
of the respondents feel it is neutral, 18% of the respondents are
dissatisfied and 8% of the respondents are highly dissatisfied with
transport facilities provided by the company.
Chart No: 8 Respondents satisfaction level towards the mode of
transport/conveyance provided
 Table No: 9
Respondent’s opinion about timings

No of
Factors Percentage
Respondents

Highly Satisfied 8 8

Satisfied 42 42

Neutral 38 38

Dissatisfied 10 10

Highly
2 2
Dissatisfied

Total 100 100

Interpretation:
The above table shows out of 100 respondents, 8%
of the respondents are highly satisfied about work timings, 42% of
the respondents are satisfied with work timings, 38% of the
respondents are neutral with timings, 10% of the respondents are
dissatisfied with timings and 2% of the respondents are highly
dissatisfied with timings of the company.
Chart No: 9 Respondents opinion about timings
 Table No: 10
Respondent’s opinion on taking leave without giving information

No of
Factors Percentage
Respondents

Always 16 16

Never 46 46

Sometimes 38 38

Total 100 100

Interpretation:
The above table shows out of 100 respondents,
16% of the respondents always take leave without giving
information, 23% of the respondents never take leave without
giving information and 38% of the respondents sometimes take leave
without giving information.
Chart No: 10 Respondent opinions on taking leave without giving
information
 Table No: 11
Respondent’s opinion about pay

No of
Pay Percentage
Respondents

Highly Satisfied 6 6

Satisfied 38 38

Neutral 26 26

Dissatisfied 18 18

Highly
12 12
Dissatisfied

Total 100 100

Interpretation:
The above table shows out of 100 respondents, 6% of
respondents are highly satisfied about the pay, 38% of the respondents
are satisfied about the pay, 26% the respondents feel it is neutral
about their pay, 18% of the respondents are dissatisfied about their
pay and 12% of the respondents are highly dissatisfied about the pay
by the company.
Chart No: 11 Respondents opinion about pay
 Table No: 12
Respondent’s opinion about welfare facilities
No of
Factors Percentage
Respondents

Highly Satisfied 12 12

Satisfied 22 22

Neutral 36 36

Dissatisfied 26 26

Highly
4 4
Dissatisfied

Total 100 100

Interpretation:
The above table shows out of 100 respondents, 6% of
respondents are highly satisfied towards the welfare facilities, 22% of
the respondents are satisfied towards the welfare facilities, 36% of the
respondents feel it is neutral, 26% of the respondents are dissatisfied
with the welfare facilities and 4% of the respondents are highly
dissatisfied towards the welfare facilities provided by the company.
Chart No.12 Respondents opinion about welfare facilities
 Table No: 13
Respondent’s satisfaction level towards the working condition.
No of
Factors Percentage
Respondents

Highly Satisfied 14 14

Satisfied 42 42

Neutral 26 26

Dissatisfied 14 14

Highly
4 4
Dissatisfied

Total 100 100

Interpretation:
The above table shows out of 100 respondents, 14% of
respondents are highly satisfied towards the working condition, 42%
of the respondents are satisfied towards the working condition, 26%
of the respondents feel it is neutral towards the working condition,
14% of the respondents are dissatisfied towards the working
condition in the company and 4% of the respondents are highly
dissatisfied towards the working condition.
Chart No: 13 Respondents satisfaction level towards the working
condition

Table No: 14
Showing the feeling of the respondents towards the relationship with
Superior
No of
Factors Percentage
Respondents

Highly Satisfied 10 10

Satisfied 34 34

Neutral 34 34

Dissatisfied 18 18

Highly
4 4
Dissatisfied

Total 50 100

Interpretation:
The above table shows out of 100 respondents, 10% of
respondents are highly satisfied towards the relationship with
supervisor, 34% of the respondents are satisfied towards the
relationship with supervisor, 34% of the respondents feel it is neutral
towards the relationship with supervisor and 18% of the respondents
are dissatisfied towards the relationship with supervisor in the
company and 4% of the respondents are highly dissatisfied towards
the supervisor in the company.

Chart No: 14 showing the feeling of the respondents towards the

relationship with supervisor
Table No: 15
 Showing the opinion of the respondents about relationship with
Co-workers

No of
Factors Percentage
Respondents

Highly Satisfied 24 24

Satisfied 50 50

Neutral 14 14

Dissatisfied 8 8

Highly
4 4
Dissatisfied

Total 100 100

Interpretation:
The above table shows out of 100 respondents,
24% of the respondents are highly satisfied towards the relationship
with co-workers, 50% of the respondents are satisfied towards
the relationship with co-workers, 14% of the respondents feel it is
neutral, 8% of the respondents are dissatisfied towards the
relationship with co-workers and 4% of the respondents are highly
dissatisfied towards the relationship with co-workers.
Chart No: 15 showing the opinion of the respondents about
relationship with Co-workers
 Table No: 16
Showing the satisfaction level of the respondents towards grievance
handing procedure.

No of
Factors Percentage
Respondents

Highly Satisfied 6 6

Satisfied 40 40

Neutral 34 34

Dissatisfied 10 10

Highly
10 10
Dissatisfied

Total 100 100

Interpretation:
The above table shows out of 100 respondents, 6%
of the respondents are highly satisfied towards grievance handling
procedure, 40% of the respondents are satisfied towards grievance
handling procedure, 34% of the respondents feel it is neutral, 10% of
the respondents are dissatisfied with the grievance handling procedure
and 10% of the responded are highly dissatisfied with grievance
handling procedure of the company.
Chart No: 16 showing the satisfaction level of the respondents
towards grievance handing procedure.
 Table No: 17
Showing the opinion of the respondents about the satisfaction of job

No of
Factors Percentage
Respondents

Highly Satisfied 4 4

Satisfied 50 50

Neutral 32 32

Dissatisfied 8 8

Highly
6 6
Dissatisfied

Total 100 100

Interpretation:
The above table shows out of 100 respondents, 4%
of the respondents are highly satisfied with job, 50% of the
respondents are satisfied with their job, 32% of the respondents feel
it is neutral, 8% of the respondents are dissatisfied towards the job
and 6% of the respondents are highly dissatisfied toward the job.
Chart No: 17 showing the opinion of the respondents about the
satisfaction of job
 Table No: 18
Showing the satisfaction level of respondents towards the leave
facility.
No of
Factors Percentage
Respondents

Highly Satisfied 10 10

Satisfied 32 32

Neutral 32 32

Dissatisfied 20 20

Highly
6 6
Dissatisfied

Total 100 100

Interpretation:
The above table shows out of 100 respondents,
10% of the respondents are highly satisfied towards the leave
facility, 32% of the respondents are satisfied towards the leave
facility, 32% of the respondents feel it is neutral towards the leave
facility, 20% to the respondents are dissatisfied toward the leave
facility and 6% of the respondents are highly dissatisfied towards the
leave facility provided by the company.
Chart No: 18 showing the satisfaction level of respondents
towards the leave facility
 Table No: 19
Showing the opinion of the respondents about recruitment procedure.
No of
Factors Percentage
Respondents

Highly Satisfied 8 8

Satisfied 24 24

Neutral 42 42

Dissatisfied 16 16

Highly
10 10
Dissatisfied

Total 100 100

Interpretation:
The above table shows out of 100 respondents, 8%
of the respondents are highly satisfied towards the recruitment
procedure, 24% of the respondents are satisfied towards the
recruitment procedure, 42% of the respondents feel it is neutral, 16%
of the respondents are dissatisfied towards the recruitment procedure
and 10% of the respondents are highly dissatisfied towards the
recruitment procedure of the company.

Chart No: 19 showing the opinion of the respondents about

recruitment procedure

Table No: 20
 Showing the general opinion of the company of the respondents
No of
Factors Percentage
Respondents

Highly Satisfied 10 10

Satisfied 34 34

Neutral 40 40

Dissatisfied 10 10

Highly
6 6
Dissatisfied

Total 100 100

Interpretation:
The above table shows out of 100 respondents, 10% of
the respondents are highly satisfied towards the general opinion of the
company, 34% of the respondents are satisfied towards the general
opinion of the company, 40% of the respondents feel it is neutral,
10% of the respondents are dissatisfied towards the general opinion of
the company and 6% of the respondents are highly dissatisfied
towards the general opinion of the company.

Chart No: 20 showing the general opinion of the company of the

respondents
Table No: 21
 Showing the general opinion of respondents about the allowances
given by the company

No of
Allowances Percentage
Respondents

Highly Satisfied 12 12

Satisfied 16 16

Neutral 32 32

Dissatisfied 20 20

Highly
20 20
Dissatisfied

Total 100 100

Interpretation:
The above table shows out of 100 respondents,
12% of the respondents are highly satisfied toward the
allowances, 16% of the respondents are satisfied, 32% of the
respondents feel it is neutral, 20% of the respondents are dissatisfied
and 20% of the respondents are highly dissatisfied towards the
allowances provided by the company.

Chart No: 21 showing the general opinion of respondents about

the allowances given by the company
Table No: 22
 Showing the satisfaction level of respondent towards the present
working conditions.
No of
Factors Percentage
Respondents

Yes 52 52

NO 48 48

Total 100 100

Interpretation:
The above table shows out of 100 respondents,
52% of the respondents are satisfied towards the working condition
and 48% of the respondents express there is no satisfaction in the
present working condition.
Chart No: 22 showing the satisfaction level of respondent towards
the present working conditions.
 Table No: 23
Showing the need of the respondents about extra health and hygienic
benefits
Hygienic No of
Percentage
Benefits Respondents

Yes 74 74

NO 26 26

Total 100 100

Interpretation:
The above table shows out of 100 respondents, 74% of
the respondents are in the need of extra health of hygienic benefits
and 26% of the respondents are not in need of extra health & hygienic
benefits.
Chart No: 23 showing the need of the respondents about extra
health and hygienic benefits
 Table No: 24
Showing the need of the respondents about improvements in the
working conditions

No of
Factors Percentage
Respondents

Yes 88 88

NO 12 12

Total 100 100

Interpretation:
The above table shows out of 100 respondents, 88% of the
respondent is in the need of improvements in the working conditions
and 12% of the respondents are not in the need of improvement in the
working conditions.
Chart No: 24 Showing the need of the respondents about
improvements in the working conditions
 CHI – SQUARE
AGE OF THE RESPONDENTS *SATISFACTION LEVEL
TOWARDS TRANSPORT FACILITY

Null Hypothesis (H 0)
There is no significant relationship between the age and transport
Facilities
Alternative Hypothesis (Ha)
There is significant relationship between the age and transport facility
Degree of Freedom = (r – 1) (c – 1)
= (4 – 1) (5 – 1)
= 3 x 4 = 12
Table value = 21.026
Level of significance = 5%
Calculated value = 3.945
Inference:
Since calculated value is less than the table value. We accept the null
hypothesis.
Therefore, there is no significance difference between the age and
Transport facilities provided by the company.
 EXPERIENCE OF THE RESPONDENTS * OPINION ABOUT
SHIFT TIMINGS
Null Hypothesis (H0)
There is no significant relation between the experience and shift
timings.
Alternative Hypothesis (Ha)
There is significant relation between the experience and shift timings.
degree of Freedom = (r – 1) (c – 1)
= (4 – 1) (5 – 1)
= 3 x 4 = 12
Table value = 21.026
Level of significance = 5%
Calculated value = 5.15
Inference
Since calculated value is less than the table value. We accept the null
Hypothesis.
Therefore, there is no significance difference between the experiences
And shift timings of the organization.
 NUMBER OF MEMBERS IN FAMILY * OPINION ABOUT
PAY
Null Hypothesis (H0)
There is no significant relation between the number of members in the
Family and pay.
Alternative Hypothesis (Ha)
There is significant relation between the number of members in the
Family and pay.
Degree of Freedom = (r – 1) (c – 1)
= (4 – 1) (5 – 1)
= 3 x 4 = 12
Table value = 21.026
Level of significance = 5%
Calculated value = 15.8
Inference
Since calculated value is less than the table value. We accept the null
Hypothesis.
Therefore, there is no significance difference between the number of
Members in the family and pay.
FINDINGS
8% of the respondents comes under the age group of
below 20, 84% of the respondents comes under the age group of
21-30, 6% of the respondents comes under the age group of 31- 40,
2% of the respondents comes under the age group of 41-50 and 0% of
the respondents comes under the age group of above 50.
20% of the respondents come under married category and
80% of the respondents come under unmarried category.
34% of the respondents are in the Developing department,
16% of the respondents are in the Designing department, 12% of the
respondents are in the Testing department, 10% of the respondents are
in the Finance department and 28% of the respondents are in the
Finance department.
24% of the respondents consist of two members in the
family, 20% of the respondents consist of three members in the
family, 28% of them consist of four members in the family, 26% of
them consist of five members in the family and 2% of the respondents
consist of above five members in the family
8%of the respondents consist of one working member in
the family, 56% of the respondents consist of two working
members in the family, 28% of the respondents consist of three
working members in the family, 8% of the respondents consist of
four working members in the family, and 0% of the respondents
consist of above four working members in the family.
10% of the respondents are getting monthly income
between Below 5000 , 42% of the respondents are getting monthly
income between 5001 - 10000, 28% of the respondents are getting
between 10001-15000, 16% of the respondents are getting between
15001-20000, and 4% of the respondents are getting monthly
income above 20000.
 76% of the respondents have experience below 5 years,
22% of the respondents have experience for 6-10 years, 0% of the
respondents have experience for 11-15 years, 2% of the respondents
have experience for 16-20 years and 0% of the respondents have
experience for above 20 years.
10% of the Respondents are highly satisfied with the
transport facilities, 34% of the respondents are satisfied with the
transport facilities, and 30% of the respondents feel it is neutral, 18%
of the respondents are dissatisfied and 8% of the respondents are
highly dissatisfied with transport facilities provided by the company.
8% of the respondents are highly satisfied about work
timings, 42% of the respondents are satisfied with work timings, 38%
of the respondents are neutral with timings, 10% of the respondents
are dissatisfied with timings and 2% of the respondents are highly
dissatisfied with timings of the company.
16% of the respondents always take leave without giving
information, 23% of the respondents never take leave without giving
information and 38% of the respondents sometimes take leave without
giving information.
6% of respondents are highly satisfied about the pay, 38% of
the respondents are satisfied about the pay, 26% the respondents feel
it is neutral about their pay, 18% of the respondents are dissatisfied
about their pay and 12% of the respondents are highly dissatisfied
about the pay by the company.
6% of respondents are highly satisfied towards the welfare
facilities, 22% of the respondents are satisfied towards the welfare
facilities, 36% of the respondents feel it is neutral, 26% of the
respondents are dissatisfied with the welfare facilities and 4% of the
respondents are highly dissatisfied towards the welfare facilities
provided by the company.
 14% of respondents are highly satisfied towards the working
condition, 42% of the respondents are satisfied towards the working
condition, and 26% of the respondents feel it is neutral towards the
working condition, 14% of the respondents are dissatisfied towards
the working condition in the company and 4% of the respondents are
highly dissatisfied towards the working condition.
10% of respondents are highly satisfied towards the
relationship with supervisor, 34% of the respondents are satisfied
towards the relationship with supervisor, 34% of the respondents feel
it is neutral towards the relationship with supervisor and 18% of the
respondents are dissatisfied towards the relationship with
supervisor in the company and 4% of the respondents are highly
dissatisfied towards the supervisor in the company.
24% of the respondents are highly satisfied towards the
relationship with co-workers, 50% of the respondents are
satisfied towards the relationship with co-workers, 14% of the
respondents feel it is neutral, 8% of the respondents are dissatisfied
towards the relationship with co-workers and 4% of the respondents
are highly dissatisfied towards the relationship with co-workers.
6% of the respondents are highly satisfied towards grievance
handling procedure, 40% of the respondents are satisfied towards
grievance handling procedure, 34% of the respondents feel it is
neutral, 10% of the respondents are dissatisfied with the grievance
handling procedure and 10% of the responded are highly dissatisfied
with grievance handling procedure of the company.
4% of the respondents are highly satisfied with job, 50%
of the respondents are satisfied with their job, 32% of the
respondents feel it is neutral, 8% of the respondents are dissatisfied
towards the job and 6% of the respondents are highly dissatisfied
toward the job.
 10% of the respondents are highly satisfied towards the
leave facility, 32% of the respondents are satisfied towards the leave
facility, 32% of the respondents feel it is neutral towards the leave
facility, 20% to the respondents are dissatisfied toward the leave
facility and 6% of the respondents are highly dissatisfied towards the
leave facility provided by the company.
8% of the respondents are highly satisfied towards the
recruitment procedure, 24% of the respondents are satisfied towards
the recruitment procedure, 42% of the respondents feel it is neutral,
16% of the respondents are dissatisfied towards the recruitment
procedure and 10% of the respondents are highly dissatisfied towards
the recruitment procedure of the company.
10% of the respondents are highly satisfied towards the
general opinion of the company, 34% of the respondents are satisfied
towards the general opinion of the company, 40% of the respondents
feel it is neutral, 10% of the respondents are dissatisfied towards the
general opinion of the company and 6% of the respondents are
highly dissatisfied towards the general opinion of the company.
12% of the respondents are highly satisfied toward
the allowances, 16% of the respondents are satisfied, and 32% of
the respondents feel it is neutral, 20% of the respondents are
dissatisfied and 20% of the respondents are highly dissatisfied
towards the allowances provided by the company.
52% of the respondents are satisfied towards the working
condition and 48% of the respondents express there is no satisfaction
in the present working condition.
74% of the respondents are in the need of extra health of
hygienic benefits and 26% of the respondents are not in need of extra
health & hygienic benefits.
 88% of the respondent is in the need of improvements in the
working conditions and 12% of the respondents are not in the need of
improvement in the working conditions.
SUGGESTIONS
The management should provide more bus facilities to cover
wide Areas to satisfy all the employees in the concern.
The management can alter the timings by putting more
convenient Shifts to satisfy all the employees.
The management should keep leave forms in each
department to avoid taking leave without giving information.
The company can provide payment according to the
experience and Performance of the employees. The pay structure can
be revised by Comparing the company’s pay structure with other local
firms.
In order to reduce absenteeism the work can be made more
interesting By bringing new techniques like job rotation, job
enrichment, etc to Make work more interesting and challenging.
The employees can be awarded for not taking leave.
So it can motivate others to do so.
The management should have mutual relationship with the
employees to accept his general opinion of the company.
The company should offer allowances to the employees in a
attractive manner during the festival periods.
To enhance better productivity and create a healthy work
setup, the present working conditions like canteen facilities, planting
trees, etc should be improved adequately.
 The company should make improvements like correcting
insufficient Lights, replacing damaged tools and equipments, etc to
make the Employees more satisfied with the working conditions.
The absenteeism rate can be further reduced by following a
well Defined recruitment procedure and by avoiding
appointment of sufficient workers in future.
To reduce absenteeism rate some training programmes and
meetings can be conducted.
To control absenteeism rate the remedial measures like accurate rules
And policies should be framed.
The reviewed measures on absenteeism should be checked
frequently.

CONCLUSION
Absenteeism is considered as important factors in determining the
Organizational effectiveness. The objective of the organization
is to maximize its profits.
If the organizations have to achieve its objectives then they should
Concentrate on the employees. The management has to find out the
causes for absenteeism.

Based on the causes certain suggestion’s are to be made to control the

Further rate of absenteeism. The measures taken by the management
should not be offensive and it should be controlled in a simple
manner.

BIBLIOGRAPHY
Books:
S.P. Gupta, Quantitative methods, 1995, Sultan Chand and Sons
Publishers, New Delhi.
C.R.Kothari, Research Methodology, 1985, Vishwa Prakashan, New
Delhi.
C.B.Mamoria, Personnel Management, 1st edition, 1980, Himalaya
Publishing House, Bombay.
N.G. Nair and Nair Latha, Personnel Management, 1 st
edition, 1999, Sultan Chand and Sons Publishing, New Delhi.
T.N.Chhabra, Human Resource Management, 1 st edition,
2000,Dhanpat Rai & Co (P) Ltd, New Delhi.

Websites:
http://www.informaworld.com
http://www.joem.org
http://apt.allenpress.com
http://pt.wkhealth.com
http://www.employer-employee.com