a research report
TRANSCRIPT
A RESEARCH REPORT
On
Effect
of
ABSENTEEISM
AT:
AEGISBPO SERVICES LIMITED,
NOIDA(U.P).
SUBMITTED TO:
DRONACHARYA INSTITUTE OF MGMT & TECHNOLOGY , KURUKSHETRA
In the partial fulfillment of the requirement for the degree of MBA
Submitted to: Submitted By:
Ms. Shilpa Arora Bhanu priya
MBA Lecturer MBA 4th Sem
ACKNOWLEDGEMENT
Concentration, dedication, hard-work & application are essential but not only the factors to achieve the desired goal. All these are supplemented by guidance, assistance & co-operation of people to make it success. Every complete successful assignment is the result of many hands joins together.
It is a matter of pride and privilege for me to adequately express my deep indebtedness, thanks and guidance to my project guide Ms. Shilpa Arora for her valuable guidance, co-operation and constant inspiration.
I gratefully acknowledge the overwhelming support of Mrs. Pooja Singh efforts, professional experience proved bliss for me during this work I also acknowledge my thanks to all the other staff members who directly or indirectly helped me in completing this project
Lastly, how can I forget to owe my indebtedness to my parents who provided moral support as well as adequate finances during the course of my studies.
BHANU PRIYA
DECLARATION
I, BHANU PRIYA hereby declare that the project entitled EFFECT OF ABSENTEEISM , assigned to me in AEGIS BPO SERVICES LTD during my survey report for the partial fulfillment of M.B.A, Degree from DRONACHARYA INSTITUTE OF MGMT & TECHNOLOGY , KURUKSHETRA is the Original work done by me and the information provided in the study is authentic to the best of my knowledge.
This study has not been submitted to any other institution or university for the award of any other degree.
Bhanu Priya
CONTENTS_________________________________________________________________
1: AN INTRODUCTION
COMPANY PROFILE
ABSENTEEISM & ITS EFFECT
2: RESEARCH METHODOLOGY
RESEARCH
OBJECTIVE OF THE STUDY
RESERCH DESIGN
DATA COLLECTION
LIMITATIONS OF THE STUDY
3: ANALYSIS & INTERPRETATION
4: FINDINGS AND SUGGESTIONS
5: CONCLUSION
6: LIMITATIONS
ANNEXURE
BIBLIOGRAPHY
QUESTIONAIRE
INTRODUCTION
To
The Company
AEGIS BPO SERVICES LTD
Aegis Ltd is an ESSAR enterprises establish in 2003. Essar deals in Telecom bpo, shipping, power, oil, steel & construction. Aegis is from telecom bpo sector.
Meaning Of Aegis:
Aegis in dictionary term means a protection or shield protection.
Aegis believe in three things
Happy Employees Happy Customer Happy Shareholder
Aegis has 30000+employees all over India and in Noida branch it has 3500 employee .There are centres in India like Noida, Gurgaon , Pune, Hyderabad, Kolkata, Hozia, Lucknow etc.
Also aegis has its centre globally like in U.S.A, New York ,Joplin, Singapore & Recently Going to Open in Australia.
When the Company started in 2003 there in rating By Nasscon in 2006-07 at that 2ND Ranked at the Position of 12in Domestic Call centre But in 2008 June it was on the position of the 11th in international call centers. Now in 2009 aegis ranked 6th in all over India.
CLIENTS
Aegis clients are divided in two pats:Domestic & International
In Domestic client in telecom: Vodafone Tata (TTSL) Idea Airtel
In Insurance: Max New York Tata AZG HDFC ICICI Bharati Axa
In FMCG: Britania
In International:
Virgin Dish HP
MANAGEMENT
EMPLOYEE DESIGATION
Aparup Sengupta MD
Sudhir Aggrwal Chief Operating
Rajesh Maliya Head
Faisal Durrani Vice President
Ajay Verma Vice President
Jaspreet Aora AVP Operation
Abhisar Bhthla Sr. Manager
Vinod Verma Associate Vice president HR
Kumar Suraj Sr. Manager HR
Pooja Singh Manager HR
TIMINGS
The working timings for agents runs round the clock in three shifts, namely- Morning, Afternoon and Night.
TIMINGS SHIFTS
6.00 a.m. to 2.00 p.m. Morning Shift
2.00 p.m. to 10.00 p.m. Afternoon Shift
10.00 p.m. to 6.00 a.m. Night Shift
However the HR department works in a General Shift.
VARIOUS ACTIVITES IN
ORGANSIATION
o Family Day
o RNR
o Samvaad
o Yoga session
o Health checkup
o Blood Donation
o Painting
o Aegis Idol
o Fashion Show
o Diwali Celebration
o Navratra Celebration
o Visit to Senior Citizen Home
ORGANISATION
OF
AEGIS LIMITED,NOIDA(U.P).
ORGANISATION SET UP
The organizational set up of the following departments is studied in detail:
1. HR Department
2. Payroll Department
3. Recruitment &Training Department
4. Employee relation Department 5. Operation Department
HUMAN RESOURCE
WHAT IS H.R: Human Resources means manav sansadhan or man of power in Organization all kinds of resources like, machine ,tools, furniture, computer , Projector etc are present but there is no human resources
then who can use all there resources. So, only H.R can use all resources in effective &efficient manner.
WHY H.R DEPARTMENT: HR has to coordinate all activities is an organization. This department has multiple functions like – Recruitment, Payroll, Wages & Salary administration, Compliance, Stationary, Bonus, Legal, Trade union etc. This department gives sense to all other department of the organization. Normally we can say the H.R is the Backbone of the company who give sense &coordinate the activities of different departments
HIGHLIGHTS:
Today aegis is one of the fastest growing services company
Aegis services same of the world’s largest corporation and a host of other blue chip companies through its 21 delivery facilities in the US &India
With track records of over 20 years in service excellence .aegis leverages the global delivery model to acquire & services blue chip clients across the world.
INTRODUCTION TO
ABSENTEEISM
ABSETEEISM
An absence from the workplace refers to time a team member is not on the job during scheduled working hours, except for a granted leave of absence or holiday time. Left unchecked, high absenteeism can rapidly develop into serious business problems including morale issues and high turnover.
Maybe even worse than absenteeism, it is obvious that people such as malingerers and those unwilling to play their part in the workplace can also have a decidedly negative impact.
Such team members need individual attention from frontline supervisors and management.
Indeed, as prevention is better than cure, where such a problem occurs, it is always important to review recruitment procedures to identify how such individuals came to be employed in the first place.
For any business owner or manager, to cure excessive absenteeism, it is essential to find and then eliminate the causes of discontent among team members.
If they find their supervisor or job unpleasant - really unpleasant - they look for legitimate excuses to stay home and find them with things such as upset stomachs or splitting headaches.
Any effective absentee control program has to locate the causes of discontent and modify those causes or eliminate them entirely. In other words, if we deal with the real reasons team members stay home it can become unnecessary for them to stay away.
Any investigation into absenteeism needs to look at the real reasons for it.
Sometimes team members call in sick when they really do not want to go to work. They would not call you up and say, “I’m not coming in today because my supervisor abuses me.”
Or, “I’m not coming in today because my chair is uncomfortable.” Or, “I’m not coming in today because the bathrooms are so filthy; it makes me sick to walk into them.”
There are a few essential questions to consider at the outset if you want to make a measurable improvement to your absenteeism figures.
Why is your present absenteeism policy ineffective?
Where and when is excessive absenteeism occurring? In many cases, under- trained 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.
However, in numerous employee surveys absenteeism generally has been identified as a symptom of low job satisfaction, sub-standard working conditions and consistent negative and unfair treatment received by first-line supervisors.
How much formal training have your supervisors received on absenteeism containment and reduction?If your answer is none or very little, maybe you have found the solution.
As with every other element within your organization, you cannot ask a person to do a job he or she has never been trained to do.
Many human resources specialists have found that repetitive, boring jobs coupled with uncaring supervisors and/or physically unpleasant workplaces are likely to lead workers to make up excuses for not coming to work.
If your team members perceive that your company is indifferent to their needs, they are less likely to be motivated, or even to clock on at all.
One way to determine the causes of absenteeism is to question your supervisors about excessive absenteeism, including what causes it and how to reduce it.
Of course, if your supervisors have made no efforts to get to know the team members in their respective departments, they may not be able to provide reasons.
However, just the act of questioning may get the ball rolling and signal to your supervisors that their involvement is important.
Once a manager finds the real reasons for absenteeism there is another important step. Through open communication, you need to change the team member’s way of reacting and responding to discontent.
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.
Causes of Absenteeism
The causes of absenteeism may include:
serious accidents and illness low morale poor working conditions boredom on the job lack of job satisfaction inadequate leadership and poor supervision personal problems (financial, marital, substance abuse,
child care etc.) poor physical fitness transportation problems the existence of income protection plans (collective
agreement ) benefits which continue income during periods of illness
or accident.) stress workload employee discontent with the work environment
Most if not all of these causes can be prevented by taking a positive approach to things. By showing the employees that you care, you can help lower absenteeism in the work place.
Absenteeism- Types & Control
There are two types of absenteeism, each of which requires a different type of approach.
1. Innocent Absenteeism
Innocent absenteeism refers to employees who are absent for reasons beyond their control; like sickness and injury. Innocent absenteeism is not culpable which means that it is blameless. In a labour relations context this means that it cannot be remedied or treated by disciplinary measures.
2. Culpable Absenteeism
Culpable absenteeism refers to employees who are absent without authorization for reasons which are within their control. For instance, an employee who is on sick leave even though he/she is not sick, and it can be proven that the employee was not sick, is guilty of culpable absenteeism. To be culpable is to be blameworthy. In a employee 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.
Counseling 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 with him 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 regularly and stay updated on the status of his/her condition. (Indicate your willingness to assist.)
You may require the employee to provide you with regular medical assessments. This will enable you to judge whether or not there is any likelihood of the employee providing regular attendance in future. Regular medical assessments will also give you an idea of what steps the employee is taking to seek medical or other
assistance. Formal meetings in which verbal warnings are given should be given as appropriate and documented. If no improvement occurs written warning may be necessary.
Written Counseling
If the absences persist, you should meet with the employee formally and provide him/her with a letter of concern. If the absenteeism still continues to persist then the employee should be given a second letter of concern during another formal meeting. This letter would be stronger worded in that it would warn the employee that unless attendance improves, termination may be necessary.
Reduction(s) of hours and or job reclassification
In between the first and second letters the employee may be given the option to reduce his/her hours to better fit his/her personal circumstances. This option must be voluntarily accepted by the employee and cannot be offered as an ultimatum, as a reduction in hours is a reduction in pay and therefore can be looked upon as discipline.
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. (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.
1. Has the employee done everything possible to regain their health and return to work?
2. Has the employer provided every assistance possible? (i.e. counseling, support, time off.)
3. Has the employer informed the employee of the unworkable situation resulting from their sickness?
4. Has the employer attempted to accommodate the employee by offering a more suitable position (if available) or a reduction of hours?
5. Has enough time elapsed to allow for every possible chance of recovery?
6. Has the employer treated the employee prejudicially in any way?
As is evident, a great deal of time and effort must elapse before dismissal can take place.
These points would be used to substantiate or disprove the following two fold test.
1. The absences must be shown to be clearly excessive. 2. It must be proven that the employee will be unable to attend
work on a regular basis in the future.
Corrective Action for Culpable Absenteeism
As already indicated, culpable absenteeism consists of absences where it can be demonstrated that the employee is not actually ill and is able to improve his/her attendance.
Presuming you have communicated attendance expectations generally, have identified the employee as a problem, have met with him/her as part of your attendance program, made your concerns on his specific absenteeism known and have offered counseling as appropriate, with no improvement despite your positive efforts, disciplinary procedures may be appropriate.
The procedures for corrective/progressive discipline for culpable absenteeism are generally the same as for other progressive discipline problems. The discipline should not be prejudicial in any way. The general procedure is as follows: [Utilizing counseling memorandum]
1. Initial Warning(s) 2. Written Warning(s) 3. Suspension(s) 4. Discharge
Verbal Warning
Formally meet with the employee and explain that income protection is to be used only when an employee is legitimately ill. Advice the employee that his/her attendance record must improve and be maintained at an improved level or further disciplinary action will result. Offer any 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.
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.
Guidelines For Absenteeism Control
A 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.
1 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.
2 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.
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--under trained supervisors. If, however, your research reveals that the rate of absenteeism is almost equally distributed throughout your factory, you will need to investigate other possible causes.
3 A 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.
4 How much formal training have your supervisors received on absenteeism containment and reduction?
If you find that your supervisors hesitate to provide meaningful answers to your questions, then you're on the right track toward a solution. Ask yourself, "How much formal training have I given my supervisors in the areas of absenteeism reduction and human resources skills?" If your answer is none or very little, your solution can't be 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.
ANALYSIS &
INTERPRETATION
Q:1 How do you feel about the company?
No. of
respondentExcellent Very
goodGood Average Below
50 10 20 10 4 6
Interpretation: 40% employees feel V.good about company, 20 % employees feel good,20% employees feel Excellent and 12% employee feel below average.
Q:2 Do you know your human resource department?
No of respondent
Yes No
50 38 12
Interpretation: 76% employees are aware about human resource department & 34% employees are not aware.
Q:3 Are you familiar with company absenteeism policy?
No of respondent
Yes No
50 23 27
Interpretation:46% employees are aware that their absenteeism policy is maintained & 54% employees are not aware.
Q:4 Do you know about company attendance Policy?
No of respondent
Yes No
50 20 30
Interpretation:Only 40% employees are aware regarding attendance policy & 60% employees are not aware.
Q:5 Do you know your attendance record is maintained?
No of respondent
Yes No
50 33 17
Interpretation: 66% employees are aware that their attendance record is maintained & 34% employees are not aware.
Q:6 Are you paid enough for the work?
No of respondent
Yes No
50 18 32
Interpretation:According to data 64% employees are feel company is not paying enough for the work.
Q:7 Do you feel overworked?
No of respondent
Yes No
50 16 34
Interpretation:In company most of the employees do not feel overworked & only few employees feel overworked.
Q:8 Are you satisfied with your boss behavior?
No of respondent
Yes No
50 32 18
Interpretation:According to data64% employees are satisfied with behavior of their boss.
Q:9 What type of relationship do you have with your Colleagues ?
No. of respondent
Excellent Very Good
Good Average Below
50 3 27 17 7 2
Interpretation:54%employees are having Very good relation,34% employees having good relation,14% employees having average relation with their colleagues.
Q:10 How do you feel about working condition of the Company ?
No. of respondent
Excellent Very Good
Good Average Below
50 1 15 23 7 4
Interpretation:46% employees feel working conditions are good & 30% employees feel very good.
Q:11 In which shift you, would prefer to work?
No. of respondent
Morning Noon Afternoon Night Flexible
50 3 14 35 2 6
Interpretation:6% employees prefer morning shift,28% noon,70% afternoon, 4% night,12% flexible.
Q:12 Is the stress is cause of absenteeism?
No of respondent
Yes No
50 17 33
Interpretation:66%employees are agree that stress is not a real cause of
absenteeism.
Q:13 Which one is the real cause of absenteeism?
No.of respondent
Compensation Sick WorkingCondition
LeavePlanning
Any other
50 2 33 7 0 8
Interpretation:According to respondents the real cause of absenteeism is sickness.
Q:14 Do you feel your job is monotonous in nature?
No of respondent
Yes No
50 26 24
Interpretation: 52% employees feel that their job is monotonous in nature.
Q:15 Do you work overtime?
No of respondent
Yes No
50 19 31
Interpretation:62% employees do not do overtime only 38% do over work.
Q:16 Do you think overtime is the solution of absenteeism?.
No of respondent
Yes No
50 20 30
Interpretation:60% employees think that overtime is not a solution to reduce the absenteeism. Where 40% employees think overtime is the solution of absenteeism.
Q:17 What is the overtime payment mechanism in the Company ?
No. ofrespondent Avg. Double None
50 7 38 5
Interpretation:Most of the employees says that company pay Double for overtime.
Q:18 Do you know the company gives any incentive to reduce the absenteeism?
No of respondent
Yes No
50 20 30
Interpretation: 40% employees response that Company pay incentive to reduce absenteeism & 60% are regrets with this point.
Q:19 Is there any disciplinary action against absentee?
No of respondent
Yes No
50 24 26
Interpretation: In response to 48% employees are agreed that disciplinary action are taken by company.
Q:20 Are recreational activities helpful to overcome the absenteeism in the company?
No of respondent
Yes No
50 34 16
Interpretation:Employees agreed that recreational activities are helpful to reduce absenteeism only 32%employees are not satisfied with this.
Q:21 Are your problem addressed by superior/ HR department?
No of respondent
Yes No
50 23 27
Interpretation : According to the data 54% employees are agreed that the problems are not address to HR department.
Findings
Based on the research conducted regarding employee absenteeism these following point were founded.
The employees are well aware about their attendance policy and how their attendance is recorded.
The employees are not satisfied with the salary in accordance with the work done.
Employee are provided with attendance awards but may be reduced.
Majority of employees are having good relation with their superior.
Most of the employees are doing overtime but still there are employees who do not consider overtime as a solution of absenteeism.
Recreational activities are helpful for the organization to reduce absenteeism.
Employee gets double rate for the overworked.
Suggestions and Recomendations
Following points can be suggested for the chronicle absentees -
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.
Employee Assistance Program- if you confront an employee about his or her frequent absenteeism and you find out that it is due to personal problems refer them to EAP.
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.
Bradford factor -It can also be used to identify and cure excessive absenteeism.
BIBLIOGRAPHY
Books : Gupta C.B, Human Resource Management
Rao V.S.P, Human Resource Management
Websites :
www.google.com
www.employee absenteeism.com
www.aegis.com
www.aegisbpo.com
THE COST OF ABSENTEEISM
Cost of absenteeism
Productivity Administrative Finance
DECREASE IN PRODUCTVITY:
o Employee may be carrying an extra workload or supporting new or replacement staff.
o Employee may be required to train & orientate new or replacement workers.
o Staff morale & employee service may suffer.
FINANCIAL COST:
o Payment of overtime may result.o Cost of self insured income protection plan must be borne
plus the wage cost of replacement employee.o Premium cost may rise for insured plan.
ADMINISTRIVE COST:
o Staff time required to secure replacement employee or to re-assign the remaining employee.
o Staff line is required to maintain & control absenteeism.
TRENDS IN ABSENTEEISM:
o The higher the rate of rate of pay & greater the length of service of the employee, the fewer the absenteeism.
o As an organization grows, there is tendency towards higher rate of absenteeism.
o Single employees are absent more frequently than maintained employees.
o Unionized organization have higher absenteeism rate than non unionized.
CONCLUSION
In the context of Aegis the analysis of my study show that company is not dealing with absenteeism problem. Employees are satisfied with their company management. Absenteeism problem can take place in large type and small type of organizations .All kind of firm takes this problem very seriously because without manpower
nothing will happen .To carry out the production work manpower is very important. The problem affects all the function of organization. A Company is known by the employees and their attitude. Manpower is the backbone of the organization .The management of organization should be active regarding their employee’s absenteeism problem.
In the present time, their will be number company, which is running without this problem. Less & high rate absenteeism rate exist all type of organization. The rate of employee absenteeism depends on the company top management how it takes this problem. The HR dept cannot only perform activities to ensure health attendance at work. All the manager, staff & member of the company should contribute.
LIMITATION OF STUDY
The personal biases of the respondents might have entered in to their response.
Time allotted for the survey was very less.
Some of the respondent gives no answer to the question which may affect the analysis.
Generally the respondents were busy in their work and were not interested in responding rightly.
Respondents were reluctant to disclose complete and correct information.
QUESTIONAIRE
Name _______________ Designation _______________________
Department ___________ Process _______________________
Q1. How do you feel about the company?
Excellent Very Good Good Average Below Average
Q2. Do you know about your human resource department?
Yes No
Q3. Are you familiar with company absenteeism policy?
Yes No
Q4. Do you know about company attendance policy?
Yes No
Q5. Do you know your attendance record is maintained?
Yes No
Q6. Are you paid enough for the work?
Yes No
Q7. Do you feel overworked?
Yes No
Q8. Are you satisfied with your boss behavior?
Yes No
Q9. What type of relationship do you have with your colleagues?
Excellent Very Good Good Average Below Average
Q10. How do you feel about working condition of the company?
Excellent Very Good Good Average Below Average
Q11. In which shift you, would prefer to work?
Morning Noon Afternoon Night Flexible
Q12. Is the stress is cause of absenteeism ?
Yes No
Q13. Which one is the real cause of absenteeism?
Compensation Sick/illness Working conditions
Lack of leave planning Any Other
Q14. Do you feel your job is monotonous in nature?
Yes No
Q15. Do you work overtime?
Yes No
Q16. Do you think overtime is the solution of absenteeism?
Yes No
Q17. What is the overtime payment mechanism in the Company?
Average Double None
Q18. Do you know the company give any incentive to reduce the absenteeism?
Yes No
Q19. Is there any disciplinary action against absentee?
Yes No
Q20. Are recreational acitivities helpful to overcome the absenteeism in the company?
Yes No
Q21. Are your problems addressed by Supervisor/ HR department
Yes No
Suggestions is any: ____________________________________
Research
Research means search for knowledge. In fact research is an art of scientific investigation to resolve any problem. It is also called systemized effort to gain new knowledge. Some people may consider research as a movement from the known to the unknown and the various methods which the researcher employs for obtaining the knowledge of whatever the unknown can be termed as research method or research methodology.
Objectives of the Study
To know how employees in aegis manage their personal life and professional life.
To know the reasons behind the absenteeism and their effects.
Suggest ways for better work environment.
To know that employees are aware about their absenteeism policy.
To know the real cause of absenteeism.
Is recreational activities are helpful to reduce absenteeism
Research design of the study
The study is largely analytical and descriptive in nature and focuses on the ABSENTEEISM of employee in AEGIS. In order to meet the objectives, the response is of structured questionnaires. The questionnaire were designed specifically and filled up by the sampled workers and managers.
Data Collection:
Data was collected from:
1. Primary sources
2. Secondary sources.
Primary Sources: - Primary data was collected from the employees of HR department of AEGIS.
Questionnaires were distributed to all the employees of HR department excluding manager and with the help of questionnaire primary data was collected to fulfill the objective of study. They were assured that the information provided by them would be kept confidential.
Secondary Sources: - Introduction regarding the topic of the project was taken from the course books.
Sampling Design:
Sample Size:
The questionnaire was distributed to 50 employees. The sample for this study was composed of 50 employees of the company. It comprises 50 agents. The sample was drawn by using non-probability method i.e. judgment sampling method has been used.
Tools of Research
To achieve the objective of the study, questionnaire was designed to collect the information from the employees of AEGIS.
Analysis of Data
The data collected was systematically analyzed after careful compilation, tabulation and was analyzed as per specific objectives of study.
The percentages for response were calculated from the total number of respondents. Then the column charts representing the information were made.
RESERCH METHODLOGY