absentism

“A Study on Employees Absenteeism”at

Greaves Cotton Limited

By

D.SHANKAR

(REG.NO: 512112631032)

RANIPPETTAI ENGINEERING COLLEGE

A PROJECT REPORT

Submitted to the

FACULTY OF BUSINESS ADMINISTRATION

Partial Fulfillment of the Requirement for the Award of the Degree

of

Master of Business Administration

In

Human Resources

Anna University of Technology

Chennai - 600025

July - 2013

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DEPARTMENT OF MANAGEMENT STUDIESRANIPPETTAI ENGINEERING COLLEGE

THENKADAPANTHANGAL – 632 513,WALAJA TALUK, VELLORE DISTRICT.

BONAFIDE CERTIFICATE

Certified that this project report titled “ A STUDY ON EMPLOYEE ABSENTEEISM AT

GREAVES COTTON LIMITED SIPCOT (Ranipet)”. The bonafide work of Mr.

D.SHANKAR, REG.NO: 512112631032 who carried out the research under my supervision.

Certified further, that to the best of my knowledge the work reported herein does not form part of any

other report or dissertation on basis of which a degree or award was conferred on an earlier occasion

on this or any other candidate.

Faculty Guide Head of the Department

Ms. M.ELAKYA Dr.S.POONGAVANAM

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ACKNOWLEDGEMENT

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

one can make a simple expression of gratitude”

I was deal of gratitude towards Dr. P.RAMANATHAN principal of RANIPPETTAI

ENGINEERING COLLEGE, Thenkadapanthangal, and Walaja for having extended all

possible help in the execution of this project.

I am extremely thankful and pay my gratitude to The Head of the department of

management studies Dr. S.POONGAVANAM and my faculty guide Ms. M.ELAKYA

MBA for their valuable guidance and support on completion of this project in its presently.

I take the opportunity to express my gratitude to all of them who in some or other way

helped me to accomplish this challenging project in GREAVES COTTON LIMITED.

SIPCOT, (Ranipet). No amount of written expression is sufficient to show my deepest sense

of gratitude to them.

I am very thankful R.MAHENDRA VARMA (Human Resource & Administration

Manager) for their everlasting support and guidance on the ground of which I have acquired

a new field of knowledge.

A special appreciative “Thank you” in accorded to all staff of “GREAVES COTTON

LIMITED. SIPCOT, (Ranipet). for their positive support.

At last but not least I would like to express my gratitude to my beloved

DEPARTMENT FACULTIES, PARENTS & FRIENDS. Finally I thank who have directly or

indirectly helped me to complete this project report.

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DECLARATION

D.SHANKAR, REG.NO. 512112631032 hereby declare that the project report entitled “A

Study on Employee Absenteeism at GREAVES COTTON LIMITED. SIPCOT, (Ranipet)”

is submitted by me for the award of the degree of MASTER OF BUSINESS

ADMINISTRATION is a record of project report done by me during the second year of 2012-

2013 and this project report has not previously formed the basis for the award of degree

Diploma, Associate Ship, Fellowship or other similar title.

Date :

Place : (D.SHANKAR)

4

ABSTRACT

The project report entitle “A STUDY ON EMPLOYEE ABSENTEEISM AT GREAVES

COTTON LIMITED. SIPCOT, (Ranipet)” is intended to determine the employees condition,

salary, Facilities, attendance program, training programme, motivation techniques and promotions

To achieve this defined objective structured questionnaire based on the preliminary study made

is prepared. The prepared questionnaire is used to get the direct responses from the employees of

Greaves Cotton Ltd., Sipcot.

The response given by the employees of Greaves Cotton Ltd., Sipcot, analyzed and

interpreted using different type of statistical tools used are percentage analysis , weighted average

method , chi square , correlation .

After analysis and interpretation it reveals the following points are important in improving the

working condition , increasing the salary , transport facilities , introduction of attendance programme ,

promotion incentives , increasing leave , welfare facilities , the above all conclusion will helpful for

management to improve the presenteeism.

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TABLE OF CONTENT

CHAPTER NO. CONTENTS PAGE NO.

CHAPTER – I

1.1 Introduction Of The Study 10

1.2 Company Profile 20

1.3 Objectives Of The Study 26

1.4 Scope Of The Study 27

1.5 Need Of The Study 30

1.6 Limitation Of The Study 31

1.7 Review Of Literature 34

1.8 Research Methodology 43

CHAPTER – III

2.1 Data Analysis And Interpretation 49

2.2 Chi-Square Test 80

2.3 Correlation 82

2.4 Weighted Average Method 83

CHAPTER – III

3.1 Findings 86

3.2 Suggestions 88

3.3 Conclusion 90

APPENDICES 92

BIBLIOGRAPHY 97

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TABLE OF CHART

CHAPTER NO. TABLE NAME

PAGE NO.

2.1.1 Table showing respondents based on age level 49

2.1.2 Table showing respondents based on marital status 50

2.1.3 Table showing respondents based on their educational qualification 51

2.1.4 Table showing respondents working experience 52

2.1.5 Table showing respondents leave taken in a month 53

2.1.6 Table showing respondents reason for taking leave 54

2.1.7 Table showing respondents management policy 55

2.1.8 Table showing respondents job responsibilities 56

2.1.9 Table showing respondents working environment 57

2.1.10 Table showing respondents relationship with superior 58

2.1.11 Table showing respondents relationship with co-workers 59

2.1.12 Table showing respondents superior attitude your problem 60

2.1.13 Table showing respondents facilities provided by the company 61

2.1.14 Table showing respondents salary paid 62

2.1.15 Table showing respondents their leave will affect company output 63

2.1.16 Table showing respondents compensation provided by the company 64

2.1.17 Table showing respondents existing job 65

2.1.18 Table showing respondents procedure for taking leave 66

2.1.19 Table showing respondents flexibility and independence 67

2.1.20 Table showing respondents absent due to transportation problem 68

2.1.21 Table showing respondents infectious diseases 69

2.1.22 Table showing respondents get leave whenever you want 70

2.1.23 Table showing respondents insufficient rest pause 71

2.1.24 Table showing respondents employee motivation technique 72

2.1.25 Table showing respondents employee need counseling 73

2.1.26 Table showing respondents employee need additional leave 74

2.1.27 Table showing respondents employee's like their job 75

2.1.28 Table showing respondents employee's work load 76

2.1.29Table showing respondents based on their preference of shifts o reduce absenteeism 77

2.1.30 Table showing respondents based on their freedom to change the shifts 78

2.1.31 Table showing respondents based on workers opinion reduce the absenteeism 79

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CHAPTER – I

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INTRODUCTION

1.1 INTRODUCTION

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Absenteeism:

Employee’s presence at work place during the scheduled time is highly essential for the

smooth running of the production process in particular and the organization in general. Despite the

significance of their presence, employees sometime fail to report at the work place during the

scheduled time. Absenteeism refers to the failure on the part of employees to report to work though

they are scheduled to work. In other words, unauthorized absences constitute Absenteeism.

Absenteeism costs money to the organization, besides reflecting employee dissatisfaction with

the company. Like employee turnover, there is avoidable and unavoidable absenteeism. Absenteeism

is unavoidable when the employee himself or herself fell sick, his or her dependence at home suddenly

become unwell or there is an accident inside the plant. Unavoidable absenteeism is accepted by

managers and is even sanctioned by labour laws. Foe instance, one days* leave with wages for every

20 days of service is allowed by the factories Act 1948.

Avoidable absenteeism arises because of night shifts, opportunities for moonlighting and

earning extra income, indebtedness, lack of job security, job dissatisfaction and unfriendly

supervision. This needs intervention by the management.

Labour Bureau, Shimla, defined the term *Absentee ism* as the failure of a worker to report

for work when he is scheduled to work’s Labour bureau also states that the Absenteeism is the total

man-shifts lost because of absence as a percentage of the total number of man-shifts scheduled to

work." According to Webster’s Dictionary, the Absenteeism is the practice or habit of being an

"absence* and an absentee is one who

habitually stays away

Types of Absenteeism:

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Absenteeism is of four types:

1. Authorized Absenteeism: If an employee absents himself from work by taking permission from

his superior and applying for leave, such absenteeism is called as Authorized Absenteeism.

2. Unauthorized Absenteeism: If an employee absents himself from work without informing or

taking permission and without applying for leave, such absenteeism is called as Unauthorized

Absenteeism.

3. Willful Absenteeism: If employee absents himself from duty willfully such absenteeism is called

Willful Absenteeism.

4. Absenteeism caused by circumstances beyond once control: If an employee absents him from

duty owing to circumstances beyond his/her control like involvement in accidents or sudden

sickness, such Absenteeism is called Absenteeism caused by circumstances beyond once control.

ABSENTEEISM &THEIR CONTROL

There are two types of absenteeism, each of which requires a different type of approach.

1. INNOCENT ABSENTEEISM

Innocent absenteeism refers to employees who are absent for reasons beyond their control;

like sickness and injury. Innocent absenteeism is not culpable which means that it is

blameless. In a labour relations context this means that it cannot be remedied or treated by

disciplinary measures.

2. CULPABLE ABSENTEEISM

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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 labour 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.

COUNSELLING INNOCENT ABSENTEEISM

Innocent absenteeism is not blameworthy and therefore disciplinary action is not justified. It

is obviously unfair to punish someone for conduct which is beyond his/her control.

Absenteeism, no matter what the cause, imposes losses on the employer who is also not at

fault. The damage suffered by the employer must be weighed against the employee's right to

be sick. There is a point at which the employer's right to expect the employee to attend

regularly and fulfill the employment contract will outweigh the employee's right to be sick.

At such a point the termination of the employee may be justified, as will be discussed.

The procedure an employer may take for innocent absenteeism is as follows:

1. Initial counseling(s)

2. Written counseling(s)

3. Reduction(s) of hours and/or job reclassification

4. Discharge

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1. 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.

2. 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.

3. 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.)

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4. Discharge

Only when all the previously noted needs and conditions have been met and everything has

been done to accommodate the employee can termination be considered. An Arbitrator would

consider the following in ruling on an innocent absenteeism dismissal case.

a) Has the employee done everything possible to regain their health and return to work?

b) Has the employer provided every assistance possible? (i.e. counselling, support, time

off.)

c) Has the employer informed the employee of the unworkable situation resulting from

their sickness?

d) Has the employer attempted to accommodate the employee by offering a more suitable

position (if available) or a reduction of hours?

e) Has enough time elapsed to allow for every possible chance of recovery?

f) Has the employer treated the employee prejudicially in any way?

As is evident, a great deal of time and effort must elapse before dismissal can take place.

These points would be used to substantiate or disprove the following two 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.

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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:

1. Initial Warning(s)

2. Written Warning(s)

3. Suspension(s)

4. Discharge

1. 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.

2. 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

3. 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.

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4. 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 absence record.

PECULIAR FEATURES OF ABSENTEEISM

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

a) The rate of absenteeism is lowest on payday; it increases considerably on the days

following the payment of wages and bonus. The level of absenteeism is comparatively

high immediately after payday. When worker either feel like having a good time or in

some other cases return home to their villages family and after a holiday, has also been

found to be higher than that on normal days.

b) Absenteeism is generally high workers below 25 years of age and those above 40. “The

younger employees are not regular and punctual”. Presumably because of the

employment of a large no. of new comers among the younger age groups, while the

older people are not able to withstand the strenuous nature of the work.

c) The percentage of absenteeism is higher in the night shift than in the day shift. This is

so because workers in the night shift experience great discomfort and uneasiness in the

course of their work than they do during day time.

d) Absenteeism in India is seasonal in character. It is the highest during March-April-May,

when land has to be prepared for monsoon, sowing and also in harvest season (Sept-

Oct) when the rate goes as high as 40%.

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CAUSES OF ABSENTEEISM

The Royal Commission Labour observed that high absenteeism among Indian labour

is due to rural orientation and their frequent urge for rural exodus. According to Acharaya

“In modern industrial establishment the incidence of industrial fatigue, mal nutrition and

bad working conditions aggravate that feeling for change among industrial worker and some

time impel them to visit their village home frequently for rest and relaxation.”

The general cause of absenteeism may be summarized as below:-

1) MALADJUSTMENT WITH FACTORY

In factory the worker finds caught within factory walls, he is bewildered by heavy

traffic, by strangers speaking different and subjected to strict discipline and is ordered by

complete strangers to do things which he cannot understand. As a result he is under

constant strain, which cause him serious distress and impairs his efficiency. All these

factors tend to persuade him to maintain his contacts with village.

2) SOCIAL AND RELIGIOUS CEREMONIES

Social and religious ceremonies divert workers from workers to social activities. In

large number of cases incidence of absenteeism due to religious ceremonies is more than

due to any other reason.

3) HOUSING CONDITIONS

Workers also experience housing difficulties. Around 95% of housing occupied by

industrial workers in India is unsatisfactory for healthful habitations. This leads to loss the

interest in work.

4) INDUSTRIAL FATIGUE

Low wages compel a worker to seek some part time job to earn some side income. This

often result inconstant fatigue, which compels to remain absent for next day.

5) UNHEALTY WORKING CONDITION17

Irritating and intolerable working conditions exist in a factory. Heat, moisture, noise,

vibration, bad lighting, dust fumes and overcrowding all these affect the workers health

causing him to remain absent from work a long time.

6) ABSENCE OF ADEQUATE WELFARE ACTIVITIES

High rate absenteeism is also due to lack of adequate welfare facilities Welfare

activities include clean drinking water, canteen, room shelter, rest rooms, washing and

bathing facilities, first aid appliances etc.

7) ALCOHOLISM

Some of the habitual drunkards spend whole of their salary during first week of each

month for drinking purpose. Therefore 2 or 3 weeks after getting their salary absent

themselves from their work.

8) INDEBTNESS

All those workers who undergo financial hardships usually borrow money lenders at

interest rate which are very high, which often cumulates to more than 11 – 12 times their

actual salaries. To avoid the moneylenders they usually absent themselves from work

because they are unable to return the money in stipulated time.

9) IMPROPER & UNREALISTIC PERSONNEL POLICIES

Due to favoritism and nepotism which are in the industry the workers generally

become frustrated. This also results in low efficiency, low productivity, unfavorable

relationship between employee and supervisor, which in turn leads to long period of

absenteeism.

10) INADEQUATE LEAVE FACILITIES

Negligence on part of the employee to provide leave facility compel the worker to fall

back on ESI leave. They are entitled to 50 days leave on half on pay. Instead of going

without pay the worker avail them of ESI facility.

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COMPANY PROFILE

19

1.2 COMPANY PROFILE

Greaves Cotton Limited, established in 1859, is one of India’s leading and well diversified

engineering companies. It manufactures a wide range of industrial products to meet the requirement of

core sectors in India and abroad. The Company’s core competencies are in Diesel/Petrol engines,

Gensets, Agro Equipment and Construction equipment. The business operations of the Company are

divided into various Business Groups strategically structured to ensure maximum focus on each

business area and yet retain a unique synergy in the operations:

The Business Groups are:

Business Groups Product LinesPower Generation Group Large Diesel Engines, Generating Sets up to 1000 kva

Agro Equipment GroupPetrol / Kerosene Engines: 1 to 4 HP, Gensets, Pump sets and

Power

TillersLight Engines Group Diesel Engines : 4.4 to 11 HP

Infrastructure Equipment Concreting Pumps, Transit Mixers, Vibratory Compactors andCrucibles

Besides the Business Groups, Greaves has an independent Division marketing high technology

systems for marine, aviation and electronic applications.

In the recent years, Greaves has made rapid strides towards globalization. The Company

exports several of its products to various countries.

Greaves has 6 Manufacturing Units located all over India.

An extensive sales and service network manned by highly skilled and dedicated workforce

keeps Greaves in touch with its customers anytime, anywhere.

The Eastern Region:

The Eastern Region comprises of the following areas:1. West Bengal2. Orissa – Chhattisgarh3. Jharkhand – Bihar4. North East part of India.

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BUSINESS GROUPS

POWER GENERATION

Greaves leads the field in the manufacture of diesel engines (15-816 HP) used for diesel generating sets, barges, pilot launches, compressors, construction equipment, cranes, forklifts and various defense applications. Built in the true tradition of Greaves, each engine is a marvel of engineering excellence in itself- made of the best materials and conforming to the highest standards.

AGRO EQUIPMENTS

Agro equipment group was formed as a separate Business Group to target in a focused fashion, the growing agricultural equipment market in India and overseas markets. The Business Group operations span products from varied sources. The products include petrol and petrol-start kerosene-run engines, pump sets and gensets, Diesel pump sets for agricultural applications, Power Tillers suitable for smaller land holdings of the average Indian farmer.

LIGHT ENGINES

Highly fuel efficient, Greaves lightweight diesel engines are ideal for automotive applications

like 2-wheelers, 3-wheelers, mini cars etc.

These engines with high power-to-weight ratio are also used extensively for portable agricultural

pump sets, gensets, small boats, construction equipment and host of other applications. Available in a

range of 4-11 HP models, Greaves light diesel engines are widely used in Defence applications. These

engines are manufactured at ISO 9001 certified Units in Aurangabad and Ranipet.

INFRASTRUCTURE EQUIPMENT

To meet the challenges of construction industry, Greaves manufactures wide range of

Road and Concrete equipment. The complete range of concrete equipments are Transit Mixers,

Concrete Pumps, Batching Plants, etc. Greaves also manufactures the complete range of

compaction equipment like Vibratory Soil Compactors, Heavy Tandem Rollers, Light tandem

Rollers.

Greaves markets the entire range of CIFA and BOMAG machines, which include Concrete

pumps, Tunnel forms, Moulds, Tampers, Plate compactors, Pneumatic tyre rollers, Recyclers

and Refuge compactors amongst many other machines.

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THE INFRASTRUCTURE EQUIPMENTS GROUP- BG IV

To meet the challenges of construction industry, Greaves manufactures wide range of Road

and Concrete equipment. The complete range of concrete equipment like Transit Mixers, Concrete

Pumps, Batching Plants, etc. are manufactured at the Company’s ISO 9001 certified Plants at Chennai

and Gummidipoondi (Tamil Nadu). Greaves also manufactures the complete range of compaction

equipment like Vibratory Soil Compactors, Heavy Tandem Rollers, Light tandem Rollers at

Gummidipoondi.

Greaves markets the entire range of CIFA and BOMAG machines, which include Concrete

pumps, Tunnel forms, Moulds, Tampers, Plate compactors, Pneumatic tire rollers, Recyclers and

Refuge compactors amongst many other machines.

Greaves construction equipment is mainly used for construction of roads, bridges, buildings, ready

mix concrete applications, etc. Greaves caters to the service and spare parts requirement of customers

through their large network of qualified and trained service engineers located a various branches and

dealerships.

Greaves also represents Sheffild Forgemasters Rolls Ltd., UK, internationally renowned

manufacture of rolls for cold rolling and hot rolling steel mills. Further, Greaves represents special

Metal Wiggin Ltd., UK for nickel alloys used in process and chemical industries as well as Timet, UK

for titanium alloys used in petro-chemical industries.

According to statistics, the BG-IV is the department contributing the highest turnover among the four

business groups present. Because of the boom in the real-estate sector , there has been ample scope of

growth and consequently growth in the infrastructure equipments group.

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PRODUCT SUMMARY

CONCRETING EQUIPMENT FOR RMC OPERATION

BATCHING PLANT

Capacities from 45-60 CBM/HR Three type of mixers :

Turbo (Pan) mixerRotor (Twin Shaft) mixerDrum mixer (Tilting Hydraulic)

Most modern PC Batch Control System

GREAVES TRANSIT MIXERS-RHS 65

Capacity - 6 CBM Hydraulic hand jack for discharge chute 600 litres water tank with water pump Mounting on AL Taraus, Hippo Tractor

or Telco LPT 2516 (6x4)

Optional:

R 13, Belt Conveyor Version without elect. oil cooler

PORTABLE CONCRETE PUMPS

Capacities from 20-120 CBM/hr Proven fabricated S tube, 120 deg. swing Rod/Piston side displacement Possible with S tube 3 sizes, 6-7-8 inch dia. Shortcrete pump both portable and with Roboarm.

ROAD MAKING EQUIPMENT

Greaves Single-Drum Vibratory Rollers

2 amplitudes, 2 frequencies for optimum compaction of various soil materials. Highest static linear load in its class 36 mm drum shell thickness for longer drum life Highest total applied force in its class No-spin differential axle Low operating and maintenance costs

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Greaves Light Tandem Rollers

2 amplitudes, 2 frequencies for optimum compaction of asphalt and also soils. Independent vibration control for either drum Drum-offset (Crab steering) to both sides to prevent damages to roadkerbs. Hydrostatically driven pressurized water sprinkler for lower maintenance Emergency gravity fed water sprinkler system Swivel and sliding seat for operators comfort Automatic vibration stop

Greaves Heavy Tandem Roller

Operating weight 8.2/9 tons 2 amplitudes, 2 frequencies for optimum compaction Fitted with KOEL HA 494 engine Hydraulic oil & filter change at 2000 hours. Hydrostatically driven water pump with timer

THE INFRASTRUCTURE SECTOR-A BRIEF OVERVIEW

Real estate is one of the fastest growing sectors in India. Market analysis pegs returns from realty in India at an average of 30% annually with a tremendous upsurge in commercial real estate on account of the Indian BPO boom. Lease rentals have been picking up steadily and there is a gaping demand for quality infrastructure. A significant demand is also likely to be generated as the outsourcing boom moves into the manufacturing sector. Further, the housing sector has been growing at an average of 34% annually, while the hospitality industry witnessed a growth of 10-15% last year.

Apart from the huge demand, India also scores on the construction front. A Mckinsey report reveals that the average profit from construction in India is 18%, which is double the profitability for a construction project undertaken in the US. The importance of the Real Estate sector, as an engine of the nation’s growth, can be gauged from the fact that it is the second largest employer next only to agriculture and its size is close to US $ 12 billion and grows at about 30% per annum. Five per cent of the country’s GDP is contributed by the housing sector. In the next three or four or five years this contribution to the GDP is expected to rise to 6%.

The Real Estate industry has significant linkages with several other sectors of the economy and over 250 associated industries. One Rupee invested in this sector results in 78 paise being added to the GDP of the State. A unit increase in expenditure in this sector has a multiplier effect and the capacity to generate income as high as five times. If the economy grows at the rate of 10% the housing sector has the capacity to grow at 14% and generate 3.2 million new jobs over a decade. The relaxed FDI rules implemented by India last year has invited more foreign investors and real estate sector in India is seemingly the most lucrative ground at present. Private equity players are considering big investments, banks are giving loans to builders, and financial institutions are floating real estate funds. Indian property market is immensely promising and most sought after for a wide variety of reasons.

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OBJECTIVE OF THE

STUDY

25

1.3 OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVES:

A study on "EMPLOYEES ABSENTEEISM" with special reference to GREAVES COTTON

LIMITED. SIPCOT, (Ranipet).

SECONDARY OBJECTIVES:

To find out the level of absenteeism among employees in the organization.

To identify the rate of absenteeism of employees.

To identify the various causes of absenteeism.

To suggest remedial measures to control absenteeism rate.

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SCOPE OF THE

STUDY

27

1.4 SCOPE OF THE STUDY

The development of any organization depends on the regularity of employees. The study is conducted

to know the various levels and reasons for absence of employees in an organization. By looking it one

can adopt corrective measures to decrease irregularities in the organization leads to organizational

growth.

Every employee who takes off in defiance of organization regulation has reasons, right or wrong

which justify themselves the legitimacy of their actions. Unless a management attendance program

identifies and addresses the causes of employee absenteeism it will be ineffective and unfair.

Traditional disciplinary programs alone can, at best, give the illusion of control. It is no secret that

there are ways to beat even the best systems. The fear of discipline often only increases the desire to

avoid management systems.

If absenteeism is to be controlled the physical and the emotional needs of employees

must be addressed. In a 1985 study on “Rates of absence among Nurses” it was found that 50% of

absenteeism could be controlled through attending employees physical and emotional needs.

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NEED OF THE

STUDY

29

1.5 NEED FOR THE STUDY

The success of any manufacturing organization depends largely on the workers, the employees are

considered as the backbone of The Greaves Cotton Limited, Sipcot.

The study is on employee absenteeism in Greaves Cotton Ltd.,

The employee absenteeism is booming HR issue in many industries. It helps to know the

employee satisfactions level and it help to find cause of employee absenteeism, based on certain

factor like working condition, leadership style, work stress, leave days, and salary level.

This study can be helpful to the management to improve its core weaknesses by the suggestions

and recommendations prescribed in the project.

The need of this study can be recognized when the result of the related study need suggestions and

recommendations to the similar situation.

30

LIMITATION OF

THE STUDY

31

1.6 LIMITATION OF THE STUDY

There are some limitations for research which are as follows:-

a) As it was not possible to visit each department the true picture of working condition

could not be judged.

b) The workers were busy with their work therefore they could not give enough time for the

interview.

c) The personal biases of the respondents might have entered into their response.

d) Some of the respondents give no answer to the questions which may affect the analysis.

e) Respondents were reluctant to disclose complete and correct information

Because of a small period of time only small sample had to be considered which doesn’t

actually reflect and accurate and intact picture.

32

REVIEW OF

LITERATURE

33

1.7 REVIEW OF LITERATURE

Absenteeism is a habitual pattern of absence from a duty or obligation. An absence refers to

time an employee is not on the job during scheduled working hours, except for a granted leave of

absence, holiday, or vacation time. However, employee absenteeism is not just an employee issue it is

an organizational problem and therefore becomes everyone's responsibility.

Says FRANCES DAVIES

Absenteeism can have an enormous effect on the productivity of an organization. The average

American worker takes six days sick leave a year, and although this is significantly less than in places

such as Europe it is still having a big impact on US staffing resources and productivity. The loss of

productivity due to short/long-term illness, disability is therefore proving to be a major headache for

companies. Effective absence management programs can be the best remedy for reducing absenteeism.

“Every time an employee is absent from work there is a loss of productivity to the

organization,” explains Sharon Kaleta, President and CEO of the Disability Management Employers

Coalition (DMEC). “One person absent from work may not create a problem, but several people

absent for one or more days can have a significant financial impact to the organization.

IMPACT OF ABSENTEEISM

There are many forms of absenteeism, ranging from short-term illness, long-term illness,

unauthorized absence and persistent lateness, to other authorized absences such as annual leave,

paternity leave, time off to care for dependents and compassionate leave. Other causes might also

include low morale, stress and poor working conditions, many of which are preventable.

The effect absenteeism can have on a business can be wide-ranging, but particularly affects

those employees left to pick up the pieces. According to Wayne Wendling, Senior Director of

Research at the International Foundation of Employee Benefit Plans.

The workings of a company have changed and employees are now much more interconnected

than previously – and, as a result, organizations are much more dependent on their employees.

“When someone is absent, the entire web of interaction among employees can be disturbed in terms of workflows and the availability of information,” he explains. “Part of that is overcome as more files are now open to people who can fill in and help with the tasks that the individual may have been performing. However, there is a definite ‘ripple effect’ through the organization when someone is unexpectedly ill. The productivity of others is also being impacted.”

34

WORKING WELL

There are many measures that an employer can take to help mitigate the rippling effects of

absenteeism on the workforce. Sometimes it really is the little things that make the most difference.

Allowing employees to visit doctors and dentists, health surveillance, health education and stress

management interventions are all good examples. “Once they are measuring absence and then

reducing it, they will find that a fitter workforce will perform better and productivity will increase –

giving them a competitive edge in any business environment,” enthuses Bawden.

One of the most effective ways to combat absenteeism, however, is to maintain a happy

working environment where people actually enjoy coming to work. “Have a workplace that people

love to come to work in and they feel they are doing something meaningful,” Wendling recommends.

Although not always preventable, absenteeism is something that can be mitigated to a certain

degree, and absence management programs can definitely help. Fostering a caring working

environment where workers are supported during any illness or disability can only work in the favor

of the company – and ensures that work isn’t something for employees to be sick of.

Report Author: ANNE COUGHLAN

Senior Research Executive, IBEC Research and Information Service

IBEC ‘WORKPLACE ABSENCE SURVEY 2004

The report contains data from the IBEC ‘WORKPLACE ABSENCE SURVEY 2004,’ which

was based on responses received from 557 private sector companies employing 147,000 employees.

Absence affects more than just the person who is absent.

The absent employees themselves and their dependants may have a reduced income as a result

of absence, besides incurring possible additional medical expenses. Employers are affected by direct

costs such as sick pay, overtime and staff replacement costs, plus the indirect costs associated with the

effects of absence on, for example, production and quality, management time and the potential loss of

customers. The co-workers of an absent employee may have to work under increased pressure, in

order to meet deadlines.

35

Many organizations appear to accept a certain level of absence i.e. where a proportion of their

employees are away on any particular day. The recent IBEC study found that over half of the

respondents did not consider they had a problem with absence. However, more than four out of ten

companies in the survey considered their absence levels to be a cause for concern. As only a portion of

absence days are subject to organization control – it is important to determine what portion of

employee absence is avoidable.

Employees can feel they have been treated unfairly when they perceive other absent

employees as ‘getting away with it’. Absence can also be a symptom of a more serious underlying

problem, such as bullying and/or harassment, communication breakdown, stress, etc., which could, if

not investigated, lead to significant costs to the organization, as well as causing long-term damage to

the employee.

A recent IBEC survey showed that personal problems were cited as a cause of absence in a

significant number of companies, for both males and females. Nowadays, apart from sickness,

employees can be absent from work for any one of a number of reasons, either under statutory leave

entitlement (such as – annual leave, maternity or adoptive leave, parental leave), or under

arrangements agreed at an individual company level (such as compassionate or bereavement leave,

study and/or exam leave, marriage leave, training, etc.).

HOW TO DEAL WITH EMPLOYEE ABSENTEEISM

For Employees Who Are Absent

For Supervisors/Managers:

Recently, I was asked by a manager how he should deal with the fact that on any given day

10% of his employees are absent from work. I informed the manager that the problem of employee

absenteeism is a problem best resolved by taking the following four positive interventions versus

taking a negative or punitive approach.

36

http://www.employer-employee.com/absent.html#Employee

Change Management Style:

We are all aware of the fact that when employees call in ill, it does not mean they are truly too physically ill to work. One reason, outside of illness, that employees are absent is stress, and the number one reason employees are stressed has to do with their relationship with their manager/supervisor.

Management styles that are too authoritarian tend to promote high levels of absenteeism among employees. Authoritarian managers are managers who have poor listening skills, set unreachable goals, have poor communication skills, and are inflexible. In other words, they yell too much, blame others for problems, and make others feel that it must be their way or the "highway." Authoritarian managers tend to produce high absenteeism rates. By identifying managers who use an authoritarian style, and providing them with management training, you will be taking a positive step not only toward reducing absenteeism, but also reducing turnover, job burnout, and employee health problems such as backaches and headaches.

Change Working Conditions:

The employees in your company probably work in a well-lighted climate controlled building.

The working conditions I am referring to relate to coworker relationships. Not only does relationship

stress occur between the employee and manager, but it also exists between employees. Frequently I hear

employees say they did not go to work because they are fearful of or angry with another employee.

These employees usually report they just could not deal with "so and so" today, so they called in ill.

Companies that adopted policies and values that promote employee respect and professionalism, and

promote an internal conflict resolution procedure, are companies that reduce employee stress. A

reduction in employee stress reduces employee absenteeism.

Provide Incentives:

Giving employees incentives for reduced absenteeism is not the same as rewarding or giving employees bonuses for reduced absenteeism. An incentive provides an employee with a boost to their motivation to avoid unnecessary absenteeism. It simply helps the employee decide to go to work versus staying home and watching Jerry Springer.

The types of incentive programs used by companies are numerous. Some companies allow employees to cash-in unused sick days at the end of every quarter, others give an employee two hours of bonus pay for every month of perfect attendance; and still others provide employees with a buffet lunch, a certificate of achievement, or even a scratch-off card concealing prizes. The type of incentive program that your company uses should be one created especially for your company. You can create an incentive program tailored to your unique company by allowing employees to help you develop the incentive program.

The duration of the incentive program is also very important. Some companies find that they can simply reward employees with perfect attendance once a year, while others decide once a month is best, and still others decide once a week works best.

37

Develop an Attendance Policy:

Every company should have an attendance policy. An attendance policy allows a manager to

intervene with an employee who is frequently absent. Besides stress as a primary reason for employee

absenteeism, other causes relate to alcoholism, domestic violence, and family problems. If you confront

an employee about his or her frequent absenteeism, and they inform you it is due to personal problems,

consider referring the employee to an Employee Assistance Program (EAP).

If the employee's absenteeism relates to a medical problem or a family member with a medical

problem, you may have to consider allowing the employee to use the benefits allowed to them under

the American's with Disability Act (ADA) or the Family and Medical Leave Act (FMLA). Early

identification of these employees will get them back to work as fast as possible. Lastly, make sure that

you have an attorney review your attendance policy to make sure it does not violate any State or

Federal labor laws. By incorporating the above four strategies into your company you will not only

reduce absenteeism you will reduce employee burnout, turnover, poor morale, and workplace

negativism.

By GARY VIKESLAND, MA LP CEAP

For Employees Who Are Frequently Absent

One of the most important steps you can take if you are frequently absent is to keep your employer informed. Employees who are frequently absent without good cause are generally absent due to numerous frivolous reasons. Employees who are absent for good cause have legitimate reasons, e.g. sickness or family member illness, and the employee needs time off to resolve their personal problems. Most employers generally understand the need to be gone from work due to a legitimate reason; therefore, it is important to communicate clearly and accurately so your employer does not assume you are out for frivolous reasons.

As an employee you are allowed to take up to 12 weeks of unpaid leave under the federal

Family and Medical Leave Act (FMLA). The 12 weeks of leave may be taken continuous or

intermittently, thereby allowing the employee to work on a less than full-time schedule.

FMLA can be used for the care of a child after birth, adoption, or foster care placement.

FMLA is available to care for an immediate family member (spouse, child, and parent) who has a

serious health condition.

FMLA can be used for your own serious health concerns. It does not cover for the common cold,

flu, ear aches, upset stomach, common headache, or routine dental care.

38

In order to be covered by FMLA you must be considered an "eligible" employee. An eligible

employee must have 12 months (1,250 hours) of employment, and your employer must employ 50 or

more employees within 75 miles of the worksite. Employees must provide 30 days of advance notice

for foreseeable events. There are different exemptions present for both school teachers and state/local

government employees.

If you are an eligible employee, your employer must maintain your benefits, allow you to

return to the same or equivalent position, and not decrease your pay or benefits at the conclusion of 12

weeks. If you believe you are eligible for FMLA, inform your supervisor or HR department that you

are requesting FMLA coverage. Your employer is required to provide you with written notice, within

two business days, informing you if you are eligible or not.

By GARY VIKESLAND, MA LP CEAP

ABSENTEEISM

Information regarding absenteeism among workers in an industrial establishment on account of

reasons other than strikes, lockouts, lay-off, weekly rest or suspension, provide a sound database for

gauging the employee’s morale, commitment and level of job satisfaction which have a direct bearing

on productivity of the establishment. It is one of the indicators to monitor and evaluate various labour

welfare programs and labour policies.

Instill enthusiasm to curb absenteeism, the Hindu

EVERY organization, irrespective of size and composition, is plagued by the problem of

absenteeism. Managers know that employees are not always genuinely sick when they fail to turn up

for work, yet they cannot stop them from calling in sick or saying that they have to attend to some

personal work. There could be a hordes of reasons for absenteeism. Sometimes an employee may not

simply turn up for work because his morale is low or he is just not motivated to work.

It is observed that if employees were happy doing their work, they would be less inclined to

take even a day off. Many employers think that paying their workers handsomely or providing better

working conditions or improving job security can reduce absenteeism. But such benefits do not

guarantee a reduction in employee absenteeism. The solution actually lies in understanding and

meeting the emotional needs of workers and trying to find out what really motivates them to come to

work and give their best.

39

A wise manager would endeavor to understand the needs of workers at the recruiting stage

itself. The manager can try and choose the right person for the right job. Getting to know the applicant

well by focusing on the human side rather than on their qualifications and experience can do this.

Efforts should be made to find out the kind of work and responsibilities that make an employee happy,

the enthusiasm for work and ability to get along with other people. The manager must ascertain that

the job suits the candidate.

The next step would be to build employee's trust. As an employer if you have taken efforts to

choose the right candidates for the job, then it is equally important that you believe in them and trust

them to do their job. This trust, though, has to be communicated to the employees.

If the employer believes that the employees cannot do their jobs well, cannot take decisions on

their own and do not do a fair day's work then this is what they will actually do. On the contrary, if the

manager's perception of employees is that they are efficient workers, independent thinkers and able

decision makers, then they will go to any extent to prove it.

The most important step to counter absenteeism is for the manager to constantly give the

employees feedback and motivate them to perform better. But most are woefully lacking in this

ability, they simply are not comfortable telling their staff about their performance.

So it is important that managers provide feedback to employees on a regular basis on what they

are doing well and the areas of improvement. If you notice something that requires mention tell the

employee about it and tell it immediately lest the significance of the feedback should be lost.

If you postpone your feedback on things the employee is not doing rightthen it will be assumed

what is being done is right or that you do not notice such things or you do not care. Some more tips on

giving the right kind of feedback:

40

Do it in private, on a one-to one basis

Focus your feedback on one or two things

Do not personally attack the employee

Be honest and prompt with feedback

Reducing employee absenteeism is in the employer's hands. If the staff has to be motivated enough to

think twice about taking a day off, their work has to be made interesting. In short, they need regular

feedback and be made to feel that they play an important part in the business.

This can be done by giving the employees greater responsibility, training and developing their skills

and focusing on what they are doing right. Involving employees both formally and informally in the

aspects of the business will create a sense of belonging. These measures make employees feel good

about what they are doing and thus increase job satisfaction. Organizations would be prudent if they

tackle absenteeism before it becomes a contagion.

Title: LABOUR ABSENTEEISM

Author(s): Michael J. Peel, Nick Wilson

Journal: International Journal of Manpower

Year: 1990

Publisher: MCB UP Ltd

Abstract: Using a random sample of 49 UK engineering companies, the influence of profit sharing,

share-option schemes and the perceived degree of employee participation in decision making on inter-

firm lab our absenteeism rates are investigated. After controlling for a number of firm-specific factors,

suggested as theoretically appropriate in the extant literature, the key empirical results indicated that

firms which had adopted sharing schemes appeared to experience significantly lower absenteeism

rates than their non-sharing counterparts..

41

RESEARCH

METHODOLOGY

42

1.8 RESEARCH METHODOLOGY

RESEARCH DESIGN:

“A research design is the arrangement of conditions for collection and analysis data in a

manner that aims to combine relevance to the researcher purpose with economy in procedure”.

It constitutes the blueprint for the collection, measurement and analysis of data. As such the

design includes an outline of what the researcher will do form writing the hypothesis and its

operational implication to the final analysis of data.

More explicitly, the design decisions happen to be in respect of;

What is the study about?

Why is the study being made?

Where will the study be carried out?

What type of data is required?

Where can the data are found?

What periods of time will the study include?

What will be the sample design?

How will the data be analyzed?

In what style will the report be prepared?

What techniques of data collection will be used?

The Research Design undertaken for the study is Descriptive one. A study, which wants to

portray the characteristics of a group or individuals or situation, is known as Descriptive study. It is

mostly qualitative in nature.

TYPES OF DATA COLLECTED:

Primary Data

43

Questionnaires are prepared and personal interview was conducted. Most of the questions

are consist of multiple choices. The structured interview method was undertaken. The interview was

conducted in English as well as in Tamil. Proper care was taken to frame the interview schedule in

such a manner it should be easily understood in view of educational level of the employees. Generally

100 questions are prepared and asked to the employees of the Greaves Cotton Limited Ranipet.

Secondary Data

Secondary data was collected from Internets, various books, Journals, and Company

Records.

QUESTIONNAIRE CONSTRUCTION:

Questionnaires were constructed based on the following types

Open ended questions

Close ended questions

Multiple choice questions

DEFINING THE POPULATIONS

The Population or Universe can be Finite or infinite. The population is said to be finite if it

consist of a fixed number of elements so that it is possible to enumerate it in its totality. So In this

projects consist of finite population. nearly 1000 workers working in the Greaves

SAMPLING PLAN

A sampling plan is a definite design for obtaining a sample from the sampling frame. It refers

to the technique or the procedure the researcher would adopt in selecting some sampling units from

which inferences about the population is drawn. Sampling design is determined before any data are

collected.

Convenient Sampling technique was adopted. In this method the researcher select those units

of the population in the sample, which appear convenient to him or the management of the

organization where he is conducting research.

SAMPLE SIZE

44

Nearly 100 samples are taken in Greaves Cotton Limited., Sipcot.

FIELD WORK

The field works is done at Greaves Cotton Limited., Sipcot, Ranipet.

DESCRIPTION OF STATISTICAL TOOLS USED

Percentage method

Chi-square test

Correlation

Weighted average method

Analysis of variance (TWO-WAY ANOVA)

PERCENTAGE METHOD

In this project Percentage method test was used. The percentage method is used to know the

accurate percentages of the data we took, it is easy to graph out through the percentages. The

following are the formula

No of Respondent Percentage of Respondent = x 100 Total no. of Respondents

From the above formula, we can get percentages of the data given by the respondents.

CHI-SQUARE ANALYSIS

In this project chi-square test was used. This is an analysis of technique which analyzed the

stated data in the project. It analysis the assumed data and calculated in the study. The Chi-square test

is an important test amongst the several tests of significant developed by statistical. Chi-square,

symbolically written as x2 (Pronounce as Ki-Spare), is a statistical measure used in the context of

sampling analysis for comparing a variance to a theoretical variance.

Formula

(O-E) 2 c2 =

45

E

O = Observed frequency

E = Expected frequency

CORRELATION

Correlation analysis deals with the association between two or more variables. It does

not tell anything about cause and effect relationship. Correlation is classified in two types as

Positive and

Negative correlation.

SPEARMAN Correlation method, it also can be said as Rank Correlation. It is defined

by the symbol ‘r’

6 ∑ di²FORMULA r = 1- ______________

n (n²-1)

Correlation value shall always lie between +1 and-1. When r =1, it shows there is perfect

positive correlation between variables. When r = 0, There is no correlation.

WEIGHTED AVERAGE METHOD

Weighted average can be defined as an average whose component items are multiplied by

certain values (weights) and the aggregate of the products are divided by the total of weights.

One of the limitations of simple arithmetic mean is that it gives equal importance to all the

items of the distribution.

Certain cases relative importance of all the items in the distribution is not the same. Where

the importance of the items varies.

46

It is essential to allocate weight applied but may vary in different cases. Thus weightage is a number

standing for the relative importance of the items.

CHAPTER – II

47

DATA ANALYSIS

AND

INTREPRETATION

48

2.1 DATA ANALYSIS AND INTREPRETATION

2.1 ANALYSIS USING PERCENTAGE METHOD

TABLE 2.1.1

RESPONDENT BASED ON AGE LEVEL

Sl.No Age No. of Respondents Percentage

1 18-26 24 24%

2 27-36 43 43%

3 37-46 19 19%

4 Above 47 14 14%

Total 100 100%

Source: Primary Data

INTERPRETATION:

From the above table it is inferred that 24% of the respondents are 18-26 age group, 43% of the

respondents are 27-36 age group, 19% of the respondents are 37-46 age group and 14% of the

respondents are above 47 age group.

CHART- 2.1.1

49

TABLE 2.1.2

RESPONDENT BASED ON MARITAL STATUS

Sl.No Marital Status No. of Respondents Percentage

1 Married 65 65%

2 Unmarried 35 35%

Total 100 100%


INTERPRETATION:

From the above table it is inferred that 65% of the respondents are married and 35% of the

respondents are unmarried.

CHART- 2.1.2

50

TABLE - 2.1.3

RESPONDENTS BASED ON THEIR EDUCATIONAL QUALIFICATION

Sl.No Qualification No. of Respondents Percentage

1 B.E. 20 20%

2 Degree 08 08%

3 ITI 32 32%

4 Diploma 40 40%

Total 100 100%

Source: Primary data

INTERPRETATION:

From the above table it is inferred that the qualification of the employees are 20% of the

respondents are B.E, 08% of the respondents are Degree, 32% of the respondents are ITI and 40% of

the respondents are Diploma.

51

CHART- 2.1.3

TABLE - 2.1.4

RESPONDENTS BASED ON THEIR EXPERIENCE

Sl.No Experience No. of Respondents Percentage

1 Below 1 Years 14 14%

2 2 - 4 years 20 20%

3 5 - 6 years 50 50%

4 Above 7 years 16 16%

Total 100 100%

Source: Primary data

INTERPRETATION:

From the above table it is inferred that 14% of the respondents are from has below I year

experience, 20% of the respondents are 2-4 years, 50% of the respondents are 5-6 years and 16% of

the respondents are above 7 years experience of employees.

52

CHART- 2.1.4

TABLE – 2.1.5

RESPONDENTS BASED ON THEIR LEAVE IN A MONTH

Sl.No Taken leave in month No. of Respondents Percentage

1 0 20 20%

2 1 – 5 36 36%

3 6 – 10 12 12%

4 10 – 15 24 24%

5 16 – 20 8 8%

Total 100 100%

Source: primary data

INTERPRETATION:

53

From the above table it is inferred that 20 % of the respondents are 0 days, 36 % of the

respondents are 1-5days, 12 %of the respondents are 6-10 days, 24 %of the respondents are 10-15

days, and 08 %of the respondents are 16-20 days.

CHART- 2.1.5

TABLE - 2.1.6

RESPONDENTS BASED ON REASON FOR EMPLOYEES ABSENT

Sl.No Reason for Taken Leave No. of Respondents Percentage

1 Health Problem 32 32%

2 Personal Problem 38 38%

3 Stress / Finance Problem 20 20%

4 Work Dissatisfaction 8 8%

5 Working Environment 2 2%

Total 100 100%


INTERPRETATION:

54

From the above table it is inferred that 32% of the respondents are Health Problem, 38 % of the

respondents are Personal Problem, 20 % of the respondents are Stress / Finance Problem, 08 % of the

respondents are Working Dissatisfaction and 02 % of the respondents are Working Environment.

CHART- 2.1.6

TABLE - 2.1.7

RESPONDENTS BASED ON THEIR MANAGEMENT POLICY

S.No Management Policy No. of Respondents Percentage

1 Excellent 8 8%

2 Good 50 50%

3 Fair 28 28%

4 Don't Know 14 14%

Total 100 100%


INTERPRETATION::

55

From the above table it is inferred that, 08 % of the respondents are excellent, 50 % of the respondents

are good, 28 % of the respondents are fair and 14% of the respondents are don’t know.

CHART- 2.1.7

TABLE - 2.1.8

RESPONDENTS BASED ON THEIR JOB RESPONSIBILITIES

Sl.No Job Responsibilities No. of Respondents Percentage

1 Well Clear 42 42%

2 Good 36 36%

3 Fairly Clear 20 20%

4 Don't Know 2 2%

Total 100 100%


INTERPRETATION::

From the above table it is inferred that, 08 % of the respondents are excellent, 50 % of the respondents

are good, 28 % of the respondents are fair and 14% of the respondents are don’t know.

CHART - 2.1.8

56

TABLE - 2.1.9

RESPONDENTS BASED ON THEIR WORKING ENVIRONMENT

S.No Working Environment No. of Respondents Percentage

1 Excellent 64 64%

2 Good 26 26%

3 Fair 6 6%

4 Poor 4 4%

Total 100 100%


INTERPRETATION::

From the above table it is inferred that 64 % of the respondents are excellent, 26% of the respondents

are good, 6% of the respondents are fair and 4% belong to poor.57

CHART- 2.1.9

TABLE - 2.1.10

RESPONDENTS BASED ON THEIR RELATIONSHIP WITH SUPERVISOR

S.No Relationship with their supervisor No. of Respondents Percentage

1 Excellent 12 12%

2 Good 14 14%

3 Fair 42 42%

4 Poor 32 32%

Total 100 100%


INTERPRETATION::

From the above table it is inferred that, 12 % of the respondents are excellent; 14 % of the respondents are good, 42 % of the respondents are fair and 32 % of the respondents are poor.

58

CHART 2.1.10

TABLE 2.1.11

RESPONDENTS BASED ON THEIR RELATIONSHIP WITH CO-WORKERS

S.No Relationship with co-workers No. of Respondents Percentage

1 Excellent 20 20%

2 Good 18 18%

3 Fair 42 42%

4 Poor 20 20%

Total 100 100%


INTERPRETATION::

From the above table it is inferred that 20 % of the respondents are excellent, 18 %of the respondents

are good, 42 % of the respondents are fair and 20 %of the respondents are poor.

59

CHART- 2.1.11

TABLE - 2.1.12

RESPONDENTS BASED ON THEIR SUPERIOR’S ATTITUDE

S.NoSuperior's Attitude Towards Your

ProblemNo. of Respondents Percentage

1 Excellent 10 10%

2 Good 10 10%

3 Fair 64 64%

4 Poor 16 16%

Total 100 100%


INTERPRETATION::

60


CHART- 2.1.12

TABLE - 2.1.13

RESPONDENTS BASED ON FACILITIES PROVIDED BY THE COMPNAY

S.No Facilities Provided by the Company No. of Respondents Percentage

1 Excellent 52 52%

2 Good 36 36%

3 Fair 8 8%

4 Poor 4 4%

Total 100 100%


INTERPRETATION::

61


CHART - 2.1.13

TABLE - 2.1.14

RESPONDENTS BASED ON SALARY PAID

Sl.No Salary Paid No. of Respondents Percentage

1 Sufficient 30 30%

2 Neutral 21 21%

3 Insufficient 24 24%

4 Moderately Sufficient 25 25%

Total 100 100%


INTERPRETATION:

From the above table it is inferred that 30 % of the respondents are Sufficient, 21 %of the

respondents are neutral, 24 % of the respondents are insufficient and 25 %of the respondents are

moderately sufficient.

62

CHART - 2.1.14

TABLE - 2.1.15

RESPONDENTS BASED ON THEIR LEAVE AFFECTING THEIR COMPANY OUTPUT

Sl. No Leave affect company No. of Respondents Percentage

1 Yes 70 70%

2 No 30 30%

Total 100 100%


INTERPRETATION::

63

From the above table it is inferred that, 70 % of the respondents are says yes and 30 % of the

respondents are says no.

CHART - 2.1.15

TABLE - 2.1.16

RESPONDENTS BASED ON THEIR COMPENSATION PROVIDED

Sl.No Compensation provided No. of Respondents Percentage

1 Highly Satisfied 8 8%

2 Satisfied 10 10%

3 Neutral 24 24%

4 Dissatisfied 46 46%

5 Highly Dissatisfied 12 12%

Total 100 100%


INTERPRETATION::

From the above table it is inferred that 08 % of the respondents are highly satisfied, 10 %of the

respondents are satisfied, 24 % of the respondents are neutral, 46 %of the respondents are dissatisfied

and 12 % of the respondents are highly dissatisfied.64

CHART - 2.1.16

TABLE - 2.1.17

RESPONDENTS BASED ON THEIR EXISTING JOB

Sl.No Existing Job No. of Respondents Percentage


2 Satisfied 18 18%

3 Neutral 40 40%


Total 100 100%


INTERPRETATION::


respondents are satisfied, 40 % of the respondents are neutral and 30 %of the respondents are

dissatisfied.

65

CHART- 2.1.17

TABLE - 2.1.18

RESPONDENTS BASED ON THEIR PROCEDURE FOR TAKING LEAVE

S.No Procedure for taking leave No. of Respondents Percentage

1 Giving a leave letter 24 24%

2 Not giving a leave letter 20 20%

3 Asking a permission 50 50%

4 No leave 6 6%

Total 100 100%


INTERPRETATION::

66

From the above table it is inferred that, 24 % of the respondents are Giving a leave letter, 20 % of the

respondents are Not giving a leave letter, 50 % of the respondents are asking a permission and 6 % of

the respondents are no leave.

CHART - 2.1.18

TABLE 2.1.19

RESPONDENTS BASED ON THEIR FLEXIBILITY AND INDEPENDENCE

Sl.NoFlexibility and Independence

AllowedNo. of Respondents Percentage


2 Satisfied 16 16%

3 Neutral 28 28%


Total 100 100%


67

INTERPRETATION::

From the above table it is inferred that, 08 % of the respondents are highly satisfied, 16 % of the

respondents are satisfied, 28 % of the respondents are neutral and 48 % of the respondents are

dissatisfied.

CHART 2.1.19

TABLE 2.1.20

RESPONDENTS BASED ON THEIR ABSENT DUE TO TRANSPORTATION PROBLEM

Sl.No Due to Transportation Problem No. of Respondents Percentage

1 In Some Cases 8 8

2 Often 10 10

3 Rare 32 32

4 Not at all 50 50

Total 100 100


INTERPRETATION::

From the above table it is inferred that, 08 % of the respondents are in some cases, 10 % of the

respondents are often, 32 % of the respondents are rare and 50 % of the respondents are not at all.

68

CHART- 2.1.20

TABLE 2.1.21

RESPONDENTS BASED ON THEIR INFECTIOUS DISEASE

Sl.No Infectious diseases No. of Respondents Percentage

1 Yes 16 16%

2 No 84 84%

Total 100 100%


INTERPRETATION::

From the above table infers that,

16 % of the respondents are says yes and 84 % of the respondents are says no.

CHART- 2.1.21

69

TABLE 2.1.22

RESPONDENTS BASED ON LEAVE WHENEVER YOU WANT

Sl.No Leave No. of Respondents Percentage

1 Yes 12 12%

2 No 88 88%

Total 100 100%


INTERPRETATION::

The above table infers that

12 % of the respondents are says yes, 88 % of the respondents are says no.

CHART-2.1.22

70

TABLE 2.1.23

RESPONDENTS BASED ON INSUFFICIENT REST PAUSE

Sl.No Insufficient rest pause No. of Respondents Percentage

1 More 60 60%

2 Less 16 16%

3 Tolerable 24 24%

Total 100 100%


INTERPRETATION::

The above table infers that, 60 % of the respondents of the respondents are More, 16 % of the

respondents are Less and 24 % of the respondents are Tolerable

71

CHART-2.1.23

TABLE 2.1.24

RESPONDENTS BASED ON THEIR MOTIVATION TECHNIQUE

Sl.No Motivation Technique No. of Respondents Percentage

1 Incentive 68 68%

2 Bonus 26 26%

3 Allowance 6 6%

Total 100 100%


INTERPRETATION::

From the above table it is inferred that, 68 % of the respondents are Incentive, 26 % of the respondents

are Bonus, and 6 % of the respondents are Allowance.

72

CHART- 2.1.24

TABLE 2.1.25

RESPONDENTS BASED ON THEIR COUNSELING PROVIDED BY THE COMPANY

S.NoCounseling provided by the

companyNo. of Respondents Percentage

1 Yes 68 68%

2 No 32 32%

Total 100 100%


INTERPRETATION::

From the above table it is inferred that 68 % of the respondents are says yes and 32 % of the

respondents are says no.73

CHART- 2.1.25

TABLE 2.1.26

RESPONDENTS BASED ON THEIR NEED OF ADDITIONAL LEAVE

S.No Need of Additional Leave No. of Respondents Percentage

1 Yes 46 46%

2 No 54 54%

Total 100 100%


INTERPRETATION::

From the above table it is inferred that 46 % of the respondents are says yes and 54 % of the

respondents are says no.

CHART- 2.1.2674

TABLE 2.1.27

RESPONDENTS BASED ON THEIR LIKE YOUR JOB

S.No Like your Job No. of Respondents Percentage


2 Satisfied 46 46%

3 Neutral 12 12%

4 Dissatisfied 0 0%

Total 100 100%


INTERPRETATION::

From the above table it is inferred that, 42 %of the respondents are highly satisfied, 46% of the

respondents are satisfied, 12% of the respondents are neutral and 0 %of the respondents are

dissatisfied.

75

CHART- 2.1.27

TABLE 2.1.28

RESPONDENTS BASED ON THEIR WORK LOAD

Sl.No Work Load No. of Respondents Percentage

1 Highly Satisfied 12 12

2 Satisfied 10 10

3 Neutral 46 46

4 Dissatisfied 32 32

Total 100 100


INTERPRETATION::


respondents are satisfied, 46 % of the respondents are neutral and 32 %of the respondents are

dissatisfied.

76

CHART- 2.1.28

TABLE 2.1.29

RESPONDENTS BASED ON THEIR PREFERENCE OF SHIFTS O REDUCE

ABSENTEEISM

S.No Preference of Shift No. of Respondents Percentage

1 General Shift 44 44%

2 Weekly Shift 46 46%

3 Monthly Shift 10 10%

Total 100 100%


INTERPRETATION::

From the above table it is inferred that 44 % prefers general shift, 46 % prefers weekly shift and 10 %

prefers monthly shift

77

CHART-2.1.29

TABLE 2.1.30

RESPONDENTS BASED ON THEIR FREEDOM TO CHANGE THE SHIFTS

S.No Freedom to change the shift No. of Respondents Percentage

1 Yes 26 26%

2 No 16 16%

3 Rare 58 58%

Total 100 100%


INTERPRETATION::

From the above table it is inferred that 26 % of the respondents are yes, 16% of the respondents are no

and 58 %of the respondents are rare

78

CHART 2.1.30

TABLE 2.1.31

RESPONDENTS BASED ON WORKERS OPINION REDUCE THE ABSENTEEISM

S.NoWorkers opinion to reduce the

absenteeismNo. of Respondents Percentage

1 Increase in number of holidays 46 46%

2 Better working conditions 8 8%

3 Providing non-monetary benefits 24 24%

4 Better performance appraisal 22 22%

Total 100 100%


INTERPRETATION:

79

From the above table it is inferred that 46 % of the respondents are Increase in number of holidays, 8

%of the respondents are Better working conditions, 24 % of the respondents are Providing non-

monetary benefits and 22 %of the respondents are Better performance appraisal.

CHART- 2.1.31

2.2 ANALYSIS USING CHI-SQUARE- c2

TO FIND WHETHER THERE IS DIFFERENCE BETWEEN THE OPINION OF RESPONDENTS

REGARDING THEIR SALARY PAID

Null Hypothesis

There is no significant difference in the variable among the employees about their salary paid.

TABLE 2.2.1

Sl.No Salary Paid No. of Respondents

1 Sufficient 30

2 Neutral 21

Insufficient 2480

3

4 Moderately Sufficient 25

Total 100 Source: primary data

FORMULA

(O-E) 2 c2 = E O = Observed frequency

E = Expected frequency

COMPUTATION OF CHI-SQUARE ( c2 )

TABLE No: 2.2.2

S.No O E (O-E) (O-E)2 (O-E)2 /E

1 30 25 5 25 1

2 21 25 -4 16 0.64

3 24 25 -1 1 0.04

4 25 25 0 0 0

TOTAL 1.68


The calculated value is 1.6881

Degree of freedom = (n-1) = (4-1)

= 3

Level of significance = 5%

Table value 3 of DGF and 5% level of significance = 7.815

1.68 < 7.815 - Calculated Value is lesser than Tabulated Value.

Hence, Null hypothesis is ACCEPTED.

INTERPRETATION:

Thus Chi-Square test infers that there is no significant difference in the variable among

the employees about their salary paid.

2.3 ANALYSIS USING CORRELATION ANALYSIS

TO FIND WHETHER THERE IS CORRELATION BETWEEN AFFECTED BY INFECTIOUS

DISEASES Vs LEAVE AFFECTING THE COMPANY OUTPUT

Let X be the respondent affected by Infectious diseases.

Let Y be the Leave affecting the company output.

TABLE 2.3.1

Sl.No Factors X Y

1 Yes 16 70

2 No 84 30

Total 100 100


RANKS

82

TABLE 2.3.2

Sl.No Rank of X Rank of Y di² = (Xi-Yi)²

1 2 1 1

2 1 2 1

Total ∑(Xi-Yi)² 2

1-6 ∑ di² Formula r = 1- ,By substituting the data to the formula, we get r = -0.83

N (n²-1)

INFERENCE

The value obtained is in negative, where it infers that a change in one variable has an opposite

change in another variable. From the correlation analysis it is inferred that, if the employees get

affected by Infectious diseases then the company output will be get decreased.

2.4 ANALYSIS USING WEIGHTED AVERAGE METHOD

TO FIND THE RANKS OF DIFFERENT FACTORS WHICH ARE LISTED BELOW ACCORDING

TO THE OPINION OF RESPONDENTS

TABLE No: 2.4.1

FACTORS Excellent Good Fair Don’t knowMANAGEMENT POLICY 8 50 28 14WORKING ENVIRONMENT 64 26 6 4

SUPERVISOR ATTITUDE TOWARDS YOUR PROBLEMS

12 14 42 32


83

Table 2.4.2

POINT WEIGHTAGE

4 3 2 1

FACTORS E G F D.K TOTAL AVG RANK

MANAGEMENT POLICY 32 150 56 14 252 2.52 2

WORKING ENVIRONMENT 256 78 12 4 350 3.5 1

SUPERVISOR ATTITUDE TOWARDS YOUR PROBLEMS

48 42 84 32 206 2.06 3


INFERENCE

From the above table it is inferred that the company gives more weight age first to the working

environment, second to the management policy and finally to the supervisor attitude towards your

problems. This shows that the employees are very much satisfied with their working environment.

84

CHAPTER – III

85

FINDINGS

3.1 FINDINGS:

1. 43 % of the employees are age level 27-36 in your organization.

2. 65 % of the employee’s marital statuses are married.86

3. 40 % of the employee’s educational qualification is diploma.

4. 50 % of the employee’s working experience are 5-6 years.

5. 36 % of the employee’s are taken leave in a month 1-5 days.

6. 38 % of the employee’s absent reasons are personal problem.

7. 50 % of the employee’s are said about present management policy are good.

8. 42 % of the employee’s are well clear about their job responsibilities.

9. 64 % of the employee’s are said working environment is excellent.

10. 42 % of the employee’s relationship with supervisor is fair.

11. 42 % of the employee’s relationship with co-workers is fair.

12. 64 % of the employee’s said about superiors attitude towards problem solving is fair.

13. 52 % of the employee’s are said a facility provided by the organization is excellent.

14. 30 % of the employee’s said salary paid by the company is sufficient.

15. 70 % of the employee’s leave affecting the company output.

16. 46 % of the employee’s are said company provided the compensation are dissatisfied.

17. 40% of the employee’s are said about the existing job is neutral.

18. 50 % of the employee’s aid about the procedure for taking leave method is asking a permission

to their supervisor.

19. 48 % of the employee’s told about the flexibility and independence allowed by the

organization is dissatisfied.

20. 50 % of the employee’s said about the transport problem is not at all.

21. 84 % of the employee’s said about the infectious disease is no.

22. 88 % of the employee’s said about the leave whenever you want is no.

23. 60 % of the employee’s told about the insufficient rest pause is more.

24. 68 % of the employee’s told about the organization motivation technique is incentive method.

25. 68 % of the employee’s said the need counseling provided by the company.

26. 54 % of the employee’s expect additional leave.

27. 46 % of the employee’s are satisfied their job.

28. 38 % of the employee’s absent reasons are personal problem

29. 10 % of the employee’s are said the about the work load is satisfied.

30. 46 % of the employee’s said about the preference of shift to reduce absenteeism is weekly shift.

31. 16 % of the employee’s said about the freedom to change the shifts is no.

32. 46 % of the employee’s said there are need increase in number of holidays to reduce the

absenteeism.

87

SUGGESTIONS

88

3.2 SUGGESTIONS:

Productivity of an organization depends upon the people who work for the unit. "How to make people

work more or more better? is a million dollar question that requires an understanding of what

motivates people to work. Similarly it may be possible to get people to work more in higher

proportions with marginal increase in providing welfare measures. Such needs have been analyzed and

identified through this study. It will be fruitful for the organization to adopt for better human

pronounce, provided management simultaneously retain high skilled employees to attain organization

effectiveness. This may help in controlling ABSENTEEISM.

In this section following suggestions may help:

1. Organization can try and increase the level of workers participation in decision making

2. Increase the number of performance related awards

3. Increase the organization facilities

4. Majority of them feel that insufficient rest pause is one of the reasons for absent . So the

company may consider of increasing it.

5. More attention to be given for over all development of employees welfare facilities.

6. Organization can motivate individuals through proper counseling and guidance.

7. Majority of them feel that wage & salary provided to them may have to be considered for hike. So

the company may consider of increasing it.

8. Supervisors may be considered for management training.

9. Majority of them feel that compensation at the time of your leave dissatisfied. So the company

may consider of increasing it.

10. Majority of Workers opinion about the factors to reduce the absenteeism increase in

number of holidays. So the company may consider of increasing holidays.

89

CONCLUSION

90

3.3 CONCLUSION:

The employees of GREAVES COTTON LIMITED, are taking leaves for various personal

and family reasons. They are aware of the impact of their absence on the production. Most of the

employees admit that they are trying to avoid leaves, but many a times things are beyond their control.

Some of the employees feel that the management should provide holiday trip or family get together as

recreation so that they will be relaxed after the hectic job schedule. They also add that they are

availing all the welfare facilities provided by the company. One will never forget to say that little of

empathy towards employees will definitely yield better industrial relations and minimize Absenteeism.

The term absenteeism refers to the failure to attend to work. It is one of the major problems

faced by companies across the globe today. Unscheduled absenteeism badly hurts the progress of an

organization resulting in loss of productivity, increased costs in hiring additional staff and low morale

among the workers. It is high time that employers address this problem on a priority basis.

The study concluded that providing positive incentives to workers in the form of those

motivational factors that nominally influence workers to be absent is better than imposing penalties for

discouraging absenteeism. The best reward for workers with lower absenteeism is to grant additional

time off for personal matters. Workers are influenced to a lesser extent by deterrents, loss of pay and

benefits and loss of promotion opportunities and discharge, imposed for frequent absenteeism. Finally

a combination of incentives (additional time off) and penalties (loss of benefits or job) with the

primary emphasis on motivational incentives is the most effective approach to reducing absenteeism.

Limitation

91

APPENDICES

92

QUESTIONNAIRE

A STUDY ON “EMPLOYEE ABSENTEEISM” IN

GREAVES COTTON LIMITED – RANIPET

Dear Sir / Madam,

I am D.Shankar, as a part of my curriculum I am doing my summer project on the title A STUDY ON

“EMPLOYEE ABSENTEEISM” in your organization. I would be grateful if you kindly spare your

precious time to answer the queries.

Personal Information:

Name :

Age : (a) 18-26 yrs (b) 27-36 yrs

(c) 37-46 yrs (d) Above 47 yrs

Marital Status : (a) Married (b) Unmarried

Qualification :

Experience :

Designation :

1) How often you remain absent in a month?

(a) 0 (b) 1-5

(c) 6-10 (d) 10-15 (e) 16-20

2) According to you what is the main reason for employees absent?

(a) Health problem /Personal Problem (b) Stress / Finance Problem

(c)Work dissatisfaction (d) Working environment

93

3) Your views regarding the present Absenteeism Policy of Greaves Cotton Limited?

(a) Excellent (b) Good

(c) Fair (d) Don’t know

4) Are you clear about your work / job responsibilities?

(a) Well clear (b) Good

(c) Fairly clear (d) Don’t know

5) Are you satisfied with your work?

(a) Well satisfied (b) Good

(c) Fair (d) Not satisfied

6) Your views regarding the working environment of Greaves Cotton Limited?


(c) Fair (d) Poor

7) How are your relations with your co-workers?


(c) Fair (d) Poor

8) How are your relations with your superiors?


(c) Fair (d) Poor

9) Your superior’s attitude towards your problems?


(c) Fair (d) Poor

10) Your views regarding the facilities provided to you by Greaves Cotton Limited?


(c) Fair (d) Poor

11) About the salary paid by the company?

(a) Sufficient (b) Neutral

(b) Insufficient (d)Moderately Sufficient

94

12) Does your leave will affect the company output?

(a) Yes (b) No

13) Are you satisfied your compensation at the time of your leave?

(a) Highly Satisfied (b) Satisfied

(c) Neutral (d) Dissatisfied

14) Are you satisfied with your existing job?

(b) Highly Satisfied (b) Satisfied


15) What is the procedure for taking leave in your organization?

(a) Giving a leave letter (b) Not giving a leave letter

(b) Asking a permission (d) No leave

16) Flexibility and Independence allowed?



17) How often do you absent due to transportation problem?

(a) In some cases (b) Often

(c) Rare (d) Not at all

18) Are you affected by infectious diseases?

(a) Yes (b) No

19) Is it possible to get leave whenever you want?

(b) Yes (b) No

20) Do you tell insufficient rest pause is one of the reasons for absent?

(a) More (b) Less (c) Tolerable

21) What type of motivation technique adopted for employees regular to the work?

95

(a) Incentives (b) Bonus (c) Allowances

22) Do you need counseling in the company for your personal matter affecting you in

taking leave often?

(a) Yes (b) No

23) Do you need additional leave?

(b) Yes (b) No

24) Do you like your job?



25) Employee opinion about the work load?



26) To reduce absenteeism which shifts do you prefer if it is adopted?

(a) General Shift (b) Weekly Shifts (c) Monthly Shift

27) Do you have freedom to change your shift for your convenience?

(a) Yes (b) No

28) Workers opinion about the factors to reduce the absenteeism?

(a) Increase in number of holidays

(b) Better working conditions

(c) Providing non-monetary benefit

(d) Better performance appraisal

96

BIBLIOGRAHY

97

BIBILIOGRAPHY

BOOKS:

Kothari, C.R., Research Methodology - Methods & Techniques, New Age international (P)

Ltd., Publishers, New Delhi ,Second Edition ,2004.

Gupta, S.P., Statistical Methods, Sultan Chand & Sons Publishers, New Delhi, Thirty Fourth

Editions, 2005.

Prasath L.M.,Human resources management , Sultan Chand & Sons Publishers, , New Delhi,

Thirty Fourth Editions, 2005.

Reddy& Rao –Absenteeism in India , Deep , publication , New Delhi

Aswathappa.k, Human Resource and Personnel Management, Tata Mc Graw Hill, New Delhi,

1999.

Industrial Relation-2007, ArunMonappa.

Industrial Relation, Trade Union and Labour Legislation-2009, P.R.N Sinha.

Industrial Relation and Labour Laws-2009, S.C Srivastava.

WEBSITES:

98

www.google.com

www.wikepidia.com

www.hrglossories.com

www.hr-guide.com

99

http://www.hr-guide.com/

http://www.hrglossories.com/

http://WWW.WIKEPIDIA.COM/

absentism

Documents

record of project report

challenging project

greaves cotton limited

employee absenteeism

employees absenteeism

degree of master

award of degree diploma

simple expression of