employee absenteeism and employee morale

A STUDY ON EMPLOYEE ABSENTEEISM AND EMPLOYEE MORALE WITH REFERENCE TO

INTERNATIONAL BAKERY PRODUCTS LIMITED

SUMMER PROJECT REPORT

Submitted by

R.PRIYAREGISTER NO: 27348328

Under the guidance of

Mr.G.BALA SENDHIL KUMAR B.E., MBA., M.Phil.,

Faculty, department of management studies

In partial fulfillment for the award of the degreeOf

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

SRI MANAKULAVINAYAGAR ENGINEERING COLLEGEPONDICHERRY UNIVERSITY

PUDUCHERRY, INDIA

SEPTEMBER 2007

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE

PONDICHERRY UNIVERSITY

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This to certify that the project work entitled “A STUDY ON EMPLOYEE ABSENTEEISM AND EMPLOYEE MORALE” is a bonafide work done by R.PRIYA (REGISTER NO: 27348328) in partial fulfillment of the requirement for award of Master of Business Administration by Pondicherry University during the academic year2007-2008.

GUIDE HEAD OF THE DEPARTMENT

Submitted for the Viva-voce examination held on

EXTERNAL EXAMINER

1.

2.

ACKNOWLEGEMENT

First and foremost we thank the god for his blessings, showered on us in

completing the project successfully.

I whole heartedly thank my respected chairman MR.N.KESAVAN, Vice Chairman

MR. S.P.SUGUMARAN, and beloved Managing director

MR. DHANASEKARAN who helped us in all our endeavors and for his blessings on us

to make this project a successful one.

I would like to express my profound gratitude to all those who have been

instrumental in the preparation of the project report. I wish to place on deep sense of

gratitude to our principal MR.V.S.K.VENKATACHALAPATHY then keen interest and

affection towards as through out the course.

I convey my sincere thanks to MR.S.JAYAKUMAR head of the department, for his

interest towards us throughout the course.

I take the privilege to extend my heartily thanks to internal guide Mr. G.BALA

SENTHIL KUMAR for his valuable suggestion throughout the project duration.

I am grateful to my company guide Mr. MURUGAN personal manager HR, for his

valuable guidance and inspiration extended all along the project.

I also wish my sincere thanks to all the teachers and non-teaching staff of

department of MBA, Sri Manakula Vinayager Engineering College, without whose

cooperation this project would not be a success.

Lastly, I wish to thank my parents and friends who supported and helped me in

completion of this project.

ABSTRACT

The absenteeism is the major factor that affects the organization growth.

Absenteeism is the emerging human resources issue in this organization. The study on

employee absenteeism and employee moral in IBPL helps the management to evaluate

the main cause of absenteeism and the mental attitude of the employee towards the

organization.

A structured questionnaire is prepared and the data are collected from the IBPL

employees. The data are collected are analyzed using the statistical tools like percentage

method, chi-square, weighted average method, Correlation, mean standard deviation.

From the analysis it is inferred that the major factors for absenteeism are health

problem, heavy workload. Certain facilities like transportation, canteen is not satisfactory

to the employees. So the general morale of the employee is normal.

TABLE OF CONTENT

CHAPTER TITLE PAGE NO

LIST OF TABLES

LIST OF CHART

I INTRODUCTION

1.1 CIMPANY PROFILE

1.2 INTRODUCTION TO STUDY1

II REVIEW OF LITERATURE 7

III OBEJECTIVES OF THE STUDY 19

IV RESEARCH METHODOLOGY 20

V DATA ANALYSIS AND INTERPRETATION 24

VIFINDINGS OF THE STUDY & SUGGESTION

AND RECOMMENDATIONS46

VII CONCLUSIONS 48

VIIILIMITATIONS OF THE STUDY & SCOPE FOR

THE FURTHER STUDY49

ANNEXURE -I 51

ANNEXURE -II 52

S.N TABLE NAME PAGE.NO

5.1 GENDER WISE CLASSIFICATION OF RESPONDENTS 24

5.2 AGE WISE CLASSIFICATION OF RESPONDENT 25

5.3 CLASSIFICATION OF THE RESPONDENTS BASED ON

THEIR DEPARTMENT

26


THEIR MONTHLY INCOME

27


THEIR EXPERIENCE

28


THEIR FAMILY MEMBWE

29


THEIR NEW IDEAS

30


THEIR LEAVE PER MONTH

31


THEIR SHIFT

32


THEIR LEAVE WITH PRIOR PERMISSION

33

5.11.1 ANALYSIS OF OPIONION RECORDING TO GENDER AND

PROMOTION

OBSERVED FREQUENCY

34

5.11.2 EXPECED FREQUENCY 34

5.11.3 CHI-SQUARE TABLE 35

5.12.1 ANALYSIS OF OPIONION RECORDING TO JOB

EXPERIENVE AND LEAVE WITH PRIOR PERMISSION

OBSERVED FREQUENCY

36

5.12.2 EXPECTED FREQUENCY 36


LIST OF TABLES

5.13.1 ANALYSIS OF OPIONION RECORDING TO MOTIVATION

AND PROMOTION

OBSERVED FREQUENCY

38



5.14.1 ANALYSIS OF OPIONION RECORDING TO MOTIVATION

AND REWATD

OBSERVED FREQUENCY

40



5.15 TO FIND THE RANK FOR ABSENTEEISM 42

5.16 TO FIND THE RANK FOR THE FACTORS 43

5.17 ANALYSIS OF RELATIONSHIP BETWEEN SUPERVISOR

AND COWORKER

44

5.18 ANALYSIS FOR THE FACTORS 45

LIST OF CHART

S.N CHART NAME PAGE.NO

5.1 GENDER WISE CLASSIFICATION OF RESPONDENTS 24

5.2 AGE WISE CLASSIFICATION OF RESPONDENT 25


THEIR DEPARTMENT

26


THEIR MONTHLY INCOME

27


THEIR EXPERIENCE

28


THEIR FAMILY MEMBWE

29


THEIR NEW IDEAS

30


THEIR LEAVE PER MONTH

31


THEIR SHIFT

32


THEIR LEAVE WITH PRIOR PERMISSION

33

CHAPTER -I

INTRODUCTION

1.1 COMPANY PROFILE

Name of the company with address:

International Baker Products Limited,

Puducherry-Tindivannm highway,

Post T.C.Balam-605111.

International Bakery Products Limited is a joint venture of Britannia Industries ltd and

Auro food. Auro food started a biscuit plant in the year 1972 with the capacity of 400 tones of

biscuits per month at Thiruchitrambalam, Villupuram-605111.

Initially the biscuit plant had 3 baking zones and later this was extended by adding 2

more zones in the year 1995. In the year 1984 second plant was erected with 4 baking zones and

it added an additional production tonnage of 450 tones.

In the year 1996, as the production capacity of 850 tones was not fully utilized. Auro

food offered to share the excess production capacity with Britannia.

Hence Britannia started production of their products in this factory on a conversion basis.

In the year of 1997 Britannia acquired 50% of shares from Auro food and formed a separate

company with effect from 02-04-1997. Subsequently Britannia acquired another 25% of share

from Auro food. The newly formed company is called International Bakery Products Limited.

1.1.2 Resource Management

Purpose

To define the policy and plant to provide the resources needed.

To implement the quality management system effectively.

To realize the production of biscuits fully meeting customer requirements.

Scope

All the employees Infrastructure and work environment of the organization

1.1.3Responsibility

Top Management

Top management is responsible for the provision of adequate resources and ensuring

effective utilization.

Employees

All the employees are responsible in ensuring effective utilization of the resources

provided.

Management representative

Management representative is responsible for monitoring all areas where resources are

required and communicating then to the top management.

Provision of resources

The management is providing all the necessary resources to implement and maintain the

quality management system.

Human resources

o It is ensured the person’s employees are knowledgeable, competent to carryout the job

assigned, and employee’s records are maintained.

o Training needs are identified and training is imparted at the time of induction of

employee’s and also on periodical basis.

o All the employees are given awareness and training on the quality management system as

per ISO9001 requirements.

o Selected persons are given training in internal quality audit methods and they will be

carrying out the periodical internal quality audit.

Infrastructure

The entire essential infrastructure has been provided to achieve conformity of the product

requirements, there include;

a. Building

b. Workspace

c. Machine/equipments, material management system

d. Measuring instruments & gauges.

The maintenance and house keeping are effectively done as per plan and records

maintained.

Work environment

The work area is will ventilated and a healthy and hygienic environment is provided for

the employees.

Organization chart

The top management has structured the organization to streamline the execution

responsibilities of various incumbents and their reporting system to achieve efficient quality

management.

UNIT HEAD

Personnel Management Production Maintenance LabManager representative In-charge In-charge In-charge

Shift General stores S&F

1.1.4 Distribution of the responsibility & authority:

I. Unit head:

The unit head the company and is responsible

To ensure that quality policy and objectives are met.

To ensure continual improvement based on feedback from management

review meetings.

To ensure provisions of adequate resources for the effective functioning of the

quality management system.

The delegated responsibility and authority for the effective functionary of the

system is attached as a responsibility matrix.

II. Management representative

The management representative shall have the responsibility and authority

for:

Ensuring that the quality system is established, implemented and maintained

accordance with ISO9001:2000.

Organization internal quality audit, once in a quarter.

Verifying the implementations of corrective and preventive action plans.

Initialing incorporation of amendments to this quality manual and quality system

procedure as and when necessary.

Ensuring timely action of reporting to the top management about the performance

of the quality management and the improvement needed if any.

Ensuring that all reviews are organized as per documented plan and minutes

maintained.

Monitoring the control of external documents.

III. Internal communication:

The organization has established a very effective system for internal

communication to ensure that information reaches every point of importance in time by circular

and also by notice board.

1.1.5 Quality policy

We at IBPL are committed to manufacture and supply quality products

meeting customer specifications and delivery schedules achieved by continually process

improvements, up graduation, of technology, quality system, effective training of personnel and

migrating towards being the lowest cost products.

1.1.6 Planning

Quality objective

Reduce product wastage.

Reduce customer complaints.

Implement GMP’S progressively

Upgrade infrastructure to ensure food safety.

1.2 INTRODUCTION TO STUDY

‘A study on employee absenteeism and employee morale’ in IBPL.

The absenteeism of employee in the organization is so many reasons. These

reasons are thoroughly identify the study.

The morale of the employee in the organization is high or low, thoroughly

identifies the study.

ABSENTEEISM

Unsuitable absent of adequate heavy employer health family

Working welfare facilities workload relation problem function

Conditions

MORALE

Job Salary Canteen Transport Medical

Facilities facilities facilities

CHAPTER -II

REVIEW OF LITERATURE

2.1 ABSENTEEISM

2.1.1 Meaning of absenteeism

Absenteeism is a habitual pattern of absence from a duty or obligations.

2.1.2 Definition of absenteeism

Absenteeism is usually addressed through progressively stricter

disciplinary measure that can result in the termination of the individual’s

employment.

Employee absenteeism is not just an employee issue it is an organizational

problem and therefore becomes everyone’s responsibility.

Any failure of an employee to report for or to remain as scheduled,

regardless of reason.

2.1.3 Employee absenteeism policy

The absenteeism policy which addresses chronic absence from work.

Guidelines for absenteeism policy

Allowable absences

Payment for work including payment for days missed before and after a holding.

Types of excused and unexcused absences.

Days/hours worked on a normal wok scheduled before payment.

Days/hours worked on a normal work scheduled before payment of overtime

hours occurs within a pay period.

Policy about calling in absences.

Supervisor management of absenteeism via paying attention to selected patterns

of absences and tardiest.

2.1.4 Reducing employee absenteeism

Productivity is one of the keys to your success. However, productivity

may be impacted as your employee’s cop with life events that keep them from the

workplace and keep your business from being its most efficient

Mass mutual has produced and services that can help your employees

prepare for life events. Helping you to reduce the rate of employee absenteeism.

2.1.5 How to deal with employee absenteeism:

The four strategies are used to deal with employee absenteeism. The four

strategies is not only used reduce absenteeism you will reduce employee burnout, poor

morale and workplace negativism.

2.1.5.1 Four strategies are

* Change management style.

* Change working conditions.

* Provide incentives.

* Develop an attendance policy.

* Change management style

Management styles that are too authoritarian tend to promote high levels

of absenteeism among employees.

Authoritarian style is providing management trading, reducing turnover,

job burnout, and employee health problems such as backaches and headaches.

* Changing working condition

The working conditions I am referring to relate to coworker relationship.

The relationship is stress occur the between the employee and manager, but it also

exist between employees.

* Provide incentives

Giving employees incentives for absenteeism is not the same as rewarding

or giving employee’s bonus for reduced absenteeism. An incentive provides an

employee with a boost to their motivation to avoid unnecessary absenteeism.

* Develop an attendance policy

An attendance policy allows a manager to intervene with an employee

who is frequently absent. Stress as a primary reason for employee

absenteeism, other causes relate to alcoholism, domestic violence, and

family problems.

2.1.6 Major absenteeism

Unsuitable working conditions.

Absent of adequate welfare facilities.

Heavy workload.

Employer relation.

Health problem.

Family function & personnel problem.

2.1.7 Causes of absenteeism

The causes of absenteeism are;

o Stress.

o Workload.

o Poor physical fitness.

o Inadequate nutrition.

o Lack of job satisfaction.

o Bourdon on the job.

o Low morale.

o Poor working condition.

o Personal problem.

o The existence of income protection plan.

2.1.8 Poor attendance

The problem of poor attendance includes absenteeism and/or tardiness. Poor

attendance can become or serious problem that leads to discharge for just causes. If poor

attendance is not managed properly, employee productivity can decline and group morale

can forced to increased their efforts to compensate for people who shick their

responsibilities.

2.1.9 Trends in absenteeism

The higher the rate of pay and the greater the length of service of the employee,

the fever the absences.

As an organization grows, there is a tendency towards higher rates of

absenteeism.

Women are absent more frequently than men.

Singly employees are absent more frequently than married employees.

Younger employees are absent more frequently than older employees but the

latter are absent for larger period of time.

Unionized organizations have higher absenteeism rates than non-union

organization.

2.2 MORALE

2.2.1 Meaning

Morale is a crucial component in the overall success of any company or

organization. When the work environment is void of motivation, the employees have no

energy or inspiration from which to build.

The skills and experience to change the attitudes of your employees by building

excitement and anticipation. This change will be seen in increased productivity levels of

the entire structures.

2.2.2 Definition of employee morale

Davis define moral is “A mental condition of groups and individual which

determines their attitude”.

Theo Harman define“Morale is the state of mind and emotions affecting the

attitude and willingness to work, which in true affects individual and organizational

objectives”.

Flippo define morale is“A mental condition or attitude of individuals and groups

which determines their willingness to co-operate with others to meet organization al

objectives”.

M.S. Viteles defines “Morale as an attitude or a desire to continue in and

willingness of strive for, the goals of a particular group of organization”.

Milton Blum defines“Morale as the possession of feeling of being accepted by

and the belonging to a common goal and confidence in the desirability of these goals”.

2.2.3 Employee morale assessment

Employee relationship

How you, your co-workers, and management get along.

Company communication:

How well management keeps you informed.

Appreciation & recognition:

How appreciation you feel on a daily basis.

Employee input:

How you company values your creative ideas

Fulfillment:

How meaningful your job is to you.

Personal & professional growth:

Opportunities to develop both your career and your personal qualities.

Employee spirit:

How much positive energy and enthusiasm is generated at your

workplace.

2.2.4 Poor employee morale

The most important things that can be done to improve upon a business’s chances

for success is to beat poor employee morale in the workplace and motivate team members

at their jobs. By failing to prevent of employee burnout and overall dissatisfaction.

Morale in the workplace is among the end results of the different elements the

makeup the entire working environment. Examples of there elements includes salary,

worker satisfaction, responsibilities, supervisory contributions, overall working

conditions, status.

Poor employee morale be watched for very carefully among all employees. Such

symptoms can include frequent absences, increases in the number of errors, decreased

productivity, decreased quality of work, frequent tardiness, apathy, sulking and moping,

backstabbing, and increased in accidents or injuries.

2.2.5 Causes of poor employee morale

Unstable financial health of the company.

Overwork or a consistently health workload.

Feeling unappreciated or underappreciated for the work done.

Conditions of the workplace.

Demanding, rigid supervision that too involved in the work being done.

Unsupportive, work supervision that does not offer enough input or guidance.

2.2.6 Improving employee moral

o Improving employee morale benefits everyone involved in a work place.

o Improve employee morale by showing your appreciation in simple ways, such as

rewarding an employee by saying, “job well done, “or “thank you for the good

work”.

o Employee morale is by being friendly and interested in your employees.

o Encouraging social interaction between employees and immediately resolving

conflict

o Social interaction positively influences co-operation and a general enthusiasm

about coming to work everyday.

o Improve employee morale is by offering reward incentives.

o A very important factor in improving employee morale is the work environment.

2.2.7 Factors of employee morale

1. leadership

2. co-workers

3. nature of work

4. Work environment

5. Management body of the organization

6. Nature of supervision.

7. Job security

8. Job enrichment

9. Organization structure

10. Grievance handling.

2.2.8 Measurement of morale

Morale can be measured by assessing attitudes and job satisfaction. There

are several techniques to measure employee attitudes: inference, prediction from

behavioral data, interviews and questionnaires and scales of there techniques interviews

have been frequently used to measure attitudes. questionnaires and scales have been used

interviews or independently, to get increased reliability and objectively.

There are two basic methods for selecting and scaling items:

1. likert method of summated rating

The likert method is much simpler and therefore more suitable. In this

method each statement in a series is usually followed by a five-step scale:

strongly agree, agree undecided, disagree and strongly disagree. Statement which

have the more discriminating power and selected on the basis of scale value

difference analysis. Based on this method several techniques have been devised to

measure employee attitudes and morale.

2. Guttmann method of scale analysis

To measure job attitudes, the job description index (JDI), this techniques

has been developed the scale provides the worker with a set of adjectives as

possible descriptions of five dimensions of the job increasing working conditions,

pay, promotion, supervision and co-workers. The worker is required give yes, no

or don’t know response, for each adjective. The scale provides a satisfaction score

for the five job areas as well as an overalls score.

2.2.9 Morale and productivity

Morale and productivity had a circular causal relationship (i.e. better

morale led to better productivity

Morale had four dimensions: job satisfaction, satisfaction with wages and

promotional opportunities, identification with the company, and pride in

work group. They formed that only the last dimension was significantly

correlated to productivity.

Two dozen studies on the effects of morale on productivity. In 54 percent

of the studies, high morale was related to high productivity: in 35 percent,

morale and productivity were not related to low productivity.

Morale improves productivity under certain conditions, specifically where

creativity or craftsmanship influences the product.

Morale is related to low productivity under conditions in which a frozen

group develops for restricting productivity as a price of membership.

2.2.10 Morale as a responsibility of management

Morale as a responsibility of management of management is following

ways:

A. People’s ability to withstand stress

The history of management employee relations, morale is also influenced

by the ability of people to withstand stress at work when people habitually

consider their work environment as benevolent, or at least as not specifically

threatening, they may perceive job stress as a nuisance rather then a calamity.

B. Controlling fluctuations in morale

The basic factor which cause fluctuations in morale include perceived

psychological advantage and existent of adequate grievance channels. The

management must help employees to protect their psychological advantage by

providing adequate grievance channels. The most powerful factor which the

management must consider is the relationship of the employee with his immediate

supervisor. Morale improves a problem on its merit accessible keep to solve a

problem on its merit and willing to promote the employee’s genuine interest.

C. Expectations of people and reality

Management should realize that morale also depends upon the relationship

between expectation and reality. Morale improves if the employee’s work

environment provides them the kinds of rewards they expect or at least shows that

expected rewards are forthcoming.

D. Morale cannot be permanent

Finally, the management must understand that morale can never be

permanently assured because new dissatisfactions keep arising as old ones are

relieved, forgotten or replaced.

2.2.11 Indices of low morale

Employee unrest.

Absenteeism and tardiness.

Employee turnover.

Grievances.

Need for discipline.

Fatigue and monotony.

2.3 REVIEW OF LITERATURE FROM JOURNALS, THESIS & SEMINOR PAPER

Employee Morale By Barbara A. Glanz

The workplace is enveloped by the fear of downsizing, loss of job security,

overwhelming changes in technology, and the stress of having to do more with less,

employee morale and job satisfaction are at the lowest point. Managers must recognize

this phenomenon and do their best to counteract it if their organizations are going to

survive.

Employee morale By David Javitch

Morale is defined as the end result of many factors present in the workplace

environment. Some of these factors are the work setting itself, worker satisfaction and

action, salary, supervisory input, working conditions, status, and more.

EmployeeAbsenteeismbyEtienneAGibbs

Employers pay a high price for absenteeism, often more than they may realize, in

terms of both financial and production losses and employee morale. Managers may view

the tasks of finding a substitute employee as a short-term inconvenience; however,

absenteeism frequently has more serious long-term effects. Employers can, nevertheless,

ensure that employees report in regularly and remain on the job. Before employers can

determine the best way to combat absenteeism, they must identify the organizational and

individual factors that contribute to the problem.

Employee Absenteeism By Ken Godevenos

Organizations are often working with limited resources, and those that aren’t still

have to be productive and effective. In either situation, absenteeism of staff can and often

does create undue pressure. The result can impact both results and morale, and our

churches are no exception.

Employee morale by F.william hubbartt

Many issues or problem occurring in the workplace can be resolved through better

communications. Errors in the handling of customer orders or service are often due to

some sort of breakdown in communication. And, in employee attitude surveys,

communication from management is almost always ranked low by employees. The

problem is that most of us feel that we are good communicators – it is the other guy who

didn’t get the message right.

CHAPTER - III

OBJECTIVES OF THE STUDY

Primary objective:

To study on employee absenteeism & employee morale in International Bakery

Products Limited.

Secondary objective:

To study & evaluate the work environment & working conditions.

To identify employee welfare measure.

To focus on reasons for employee absenteeism.

To study the financial status of employee.

CHAPTER - IV

RESEARCH METHODOLOGY

4.1 Research

Research is defining and redefining problems, formulating hypothesis or

suggested solutions; organizing and evaluating data; making deductions and reaching

conclusions; and at last carefully testing the conclusions to determine whether they fit the

formulating hypothesis.

4.2 Methodology

Methodology is a way to systematically solve the research problem.

4.3 Research design

A research design is the arrangement of conditions for collection and analysis of

data in a manner that aims to combine relevance to the research purpose with economy in

procedure.

4.4 Sample size

The sample size is 125 out of 211 employees.

4.5 Types of data

Primary data

Secondary data

Primary data

The primary data are those which are collected afresh and for the first

time, and thus happen to be original in character.

Secondary data

The secondary data are those which have already been collected by

someone else and which already been passed through the satisfaction process.

4.6 Defining the population

Total employer work in organization 211.

4.7 Sampling plan

Out of 211 employees give study for only taking for 125 employees.

4.8 Period of study

The period of study is one days.

4.9 Analytical tools

percentage method

chi-square method

weighted average method

correlation

mean & standard deviation

4.9.1 Percentage method

The percentage procedure provides statistics and graphical displays that

are useful for describing many types of variables. The percentage procedure is a

good place to start looking at your data.

For a percentage report and bar chart, you can arrange the distinct values

in ascending or descending order, or you can order the categories by their

percentage. The percentage report can be suppressed when a variable has many

distinct values. You can label charts with percentage.

FORMULA

No. of respondents

Percentage of respondents = X 100

Total no. of respondents

4.9.2 Chi-square test

Tabulates a variable into categories and computes a chi-square statistic

based on the differences between observed and expected frequencies.

The chi-square test procedure tabulates a variable into categories and

computes a chi-square statistic. This goodness-of-fit test compares the observed

and expected frequencies in each category to test that all categories contain the

same proportion of values or test that each category contains a user-specified

proportion of values.

FORMULA

(O-E)2

Chi-square =

E

O = observed frequency

E = expected frequency

4.9.3 Weighted average method

The weighted average method, where the importance of the items varies, it

is essential to allocate weights to the items. Thus weightage is a number standing

for the relative importance of the items. Weighted average can be defined as an

average of component items.

FORMULA

WX

Weighted average method =

X1

4.9.4 Correlation

Correlation analysis attempts to determine the degree of relationship

between variables. The correlation expresses the relationship or inter-dependence

of two sets of variables upon each other in such a way that the changes in the

values of one variable are in sympathy with the changes in the other. Correlation

is the numerical measurement showing the degree of correlation between two

variables.

FORMULA

Cov (X,Y)

Co-efficient of correlation R =

S.D X*S.D Y

4.9.5 Mean & standard deviation

Mean

Mean is the most common type and widely used measure of central

tendency. Mean of a series is the figure obtained by dividing the total value of the

various items by their number.

Standard deviation

It is the most important measure of dispersion and is widely used in many

statistical formulae. Standard deviation is also called root-mean square deviation.

The reason is that it is the square –root of the means of the squared deviation from

the arithmetic mean

FORMULA

Standard deviation

Co-efficient of variance =

Mean

CHAPTER - V

DATA ANALYSIS AND INTERPRETATION

GENDER WISE CLASSIFICATION OF RESPONDENTS

TABLE 5.1

S.N Gender No. of respondents Percentage

1 Male 83 66.4

2 Female 43 33.6

GENDER WISE CLASSIFICATION OF RESPONDENTS

CHART 5.1

0

10

20

30

40

50

60

70

Male Female

GENDER

PERCENTAGE

66.4

33.6

INTERPRETATION:

Majority of respondents are more then female respondents.

AGE WISE CLASSIFICATION OF RESPONDENTS

TABLE 5.2

S.N Age No. of respondents Percentage1 Below 25 3 2.4

2 25-35 13 10.4

3 35-45 78 62.4

4 45-55 31 24.8

AGE WISE CLASSIFICATION OF RESPONDENTS

CHAT 5.2

0

10

20

30

40

50

60

70

Below 25 25-35 35-45 45-55

AGE

PERCENTAGE 2.4 10.4

62.4

24.8

INTERPRETATION:

The 62.4% of respondent’s age between 35-45, 24.8% of respondent’s age

between 45-55, 10.4% of respondent’s age between 25-35, 2.4% of respondent’s age is

below 25.

CLASSIFICATION OF THE RESPONDENT BASED ON THEIR DEPARTMENT

TABLE 5.3

S.N Department No. of respondents percentage

1 Production 30 24.0

2 Packing 89 71.2

3 Maintenance 6 4.8

CLASSIFICATION OF THE RESPONDENT BASED ON THEIR DEPARTMENT

CHART 5.3

0

10

20

30

40

50

60

70

80

90

100

Production Packing Maintenance

PERCENTGE

DEPARTMENT

24

71.2

4.8

INTERPRETATION:

The 71.2% of respondents working in packing department, 24% of respondents

working in production department, 4.8% respondents working in maintenance

department.

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR MONTHLY INCOME

TABLE 5.4

S.N Monthly incomeRs.

No. of respondents Percentage

1 Below 2000 2 1.6

2 2000-4000 8 6.4

3 4000-6000 65 52

4 Above 4member 50 40

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR MONTHLY INCOME

CHART 5.4

0

10

20

30

40

50

60

Below 2000 2000-4000 4000-6000 Above 6000MONTHLY INCOME

PERCENTAGE 1.6 6.4

52

40

INTERPRETATION:The 52% of respondents earn monthly income between Rs.4000-6000, 40%

Of respondents early on monthly income is above 6000,6.4% of respondents earn monthly income between Rs. 2000-4000,1.6% of respondents earn monthly income is below 2000.

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR EXPERIENCE

TABLE 5.5

S.N Experience No. of respondents percentage1 5-10yrs 8 6.4

2 10-20yrs 31 24.8

3 20-30yrs 71 56.8

4 30-40yrs 15 12.0

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR EXPERIENCE

CHART 5.5

0

10

20

30

40

50

60

5-10yrs 10-20yrs 20-30yrs 30-40yrs

EXPERIENCE

PERCENTAGE 6.4

24.8

56.8

12

INTERPRETATION:

56.8 % of respondents experience is 20-30yrs & 24.8 % of respondents

experience between 10-20yrs,12% respondents experience between 30-40yrs, 6.4% of

respondents experience between 5-10yrs.

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR FAMILY MEMBER

TABLE 5.6

S.N Family member No. of respondents percentage

1 1 member 0 0

2 2member 5 4.0

3 3 member 16 12.8

4 Above 4 member 104 83.2

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR FAMILY MEMBER

CHART 5.6

0

10

20

30

40

50

60

70

80

90

1 member 2member 3 member Above 4member

FAMILY MEMBER

PERCENTAGE

4 12.8

83.2

INTERPRETATION:

The 83.2% of respondent’s family member is above 4, 12.3% of respondent’s

family member is 3, and 4.0% of respondents family member is 2.

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR NEW IDEAS

TABLE 5.7

S.N New ideas No. of respondents Percentage

1 Always 55 44.0

2 Rarely 35 28.0

3 Never 35 28.0

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR NEW IDEAS

CHART 5.7

0

5

10

15

20

25

30

35

40

45

50

Always Rarely Never

NEW IDEAS

PERCENTAGE

44

28 28

INTERPRETATION:

The 44% of respondents always suggest new ideas for solve employee

problem,28% of respondents rarely suggest new idea for solve employee problem and

28% of respondents never suggest new idea for solve employee problem.

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR LEAVE PER MONTH

TABLE 5.8

S.N Leave per month No. of respondents Percentage

1 0 leave 36 28.8

2 1-5 days leave 76 60.8

3 5-10 days leave 5 4.0

4 Above 10 days leave

8 6.4

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR LEAVE PER MONTH

CHART. NO: 8.1

0

10

20

30

40

50

60

70

0 leave 1-5 daysleave

5-10 daysleave

Above 10days leave

LEAVE PER MONTH

PERCENTAGE

28.8

60.8

4 6.4

INTERPRETATION:

The 60.8% of respondents take leave per month between 1-5 days leave, 28.8% of

respondents not leave taken by month, 6.4% of respondent take leave per month is above

10 days & 4% of respondents take leave per month between 5-10 days.

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR SHIFT

TABLE 5.9

S.N Shift No. of respondents Percentage

1 Morning shift 10 8.0

2 Afternoon shift 8 6.4

3 Night shift 67 53.6

4 Any shift 40 32.0

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR SHIFT

CHART 5.9

0

10

20

30

40

50

60

M.S A.S N.S A.S

SHIFT

PERCENTAGE

8 6.4

53.6

32

INTERPRETATION:

The 53.6% of respondents take leave for night shift,32% of respondents take leave

for all shift6.4% of respondents take leave for afternoon shift and 8% of respondents take

leave for morning shift.

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR LEAVE WITH PRIOR PERMISSION

TABLE 5.10S.N Leave with prior

permissionNo. of respondents Percentage

1 Always 47 37.6

2 Rarely 65 52.0

3 Never 13 10.4

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR LEAVE WITH PRIOR PERMISSION

CHART 5.10

0

10

20

30

40

50

60

Always Rarely Never

LEAVE WITH PRIOR PERMISSION

PERCENTAGE

37.652

10.4

INTERPRETATION:

52% of employees rarely take leave for prior permission,37.6% of employees

always take leave for prior permission & 10.4% of employees never take leave for prior

permission.

ANALYSIS OF OPIONION REGARDING TO GENDER AND PROMOTION(USING CHI-SQUARE TEST)

Ho: there is no significant different between gender and promotion

H1: there is significant different between gender and promotion

Observed frequencyTABLE 5.11.1

Promotion Total

Gender

Highly satisfied

Satisfied Ok Dissatisfied Highly dissatisfied

Male 23 28 22 2 8 83Female 14 14 10 4 42

Total 23 42 36 12 12 125

Expected frequencyTABLE 5.11.2

Promotion TotalGender Highly

satisfiedSatisfied Ok Dissatisfied Highly

dissatisfiedmale 15.3 27.9 23.9 8.0 8.0 83.0

female 7.7 14.1 12.1 4.0 4.0 42.0Total 23.0 42.0 36.0 12.0 12.0 125.0

Chi-square tableTABLE 5.11.3

O E (O-E)2 (O-E) 2/E23 15.3 59.29 3.8728 27.9 0.01 0.000322 23.9 3.61 0.152 8.0 36 4.58 8.0 0 00 7.7 59.29 7.714 14.1 0.01 0.000714 12.1 3.61 0.29810 4.0 36 94 4.0 0 0

Calculated value = 25.519

Degrees of freedom = (m-1) (n-1) = 4

Tabulated value of chi-square for 4 degrees of freedom @ 5% level of freedom 9.488

Calculated value > tabulated value

Ho is rejected

Inference:There is no significant different between gender and promotion

ANALYSIS OF OPIONION REGARDING TO JOB EXPERIENCE AND LEAVE WITH PRIOR PERMISSION(USING CHI-SQUARE TEST)

Ho: there is no significant different between job experience and leave with prior

permission

H1: there is significant different between job experience and leave with prior permission

Observed frequencyTABLE 5.12.1

Leave with prior permission Total Always Rarely Never

Job experienc

e

5-10yrs 3 4 1 810-20yrs 15 14 2 3120-30yrs 23 39 9 7130-40yrs 6 8 1 15

Total 47 65 13 125

Expected frequency

TABLE 5.12.2

Leave with prior permission Totalalways rarely never

Job experience

5-10yrs 3.0 4.2 .8 8.010-20yrs 11.7 16.1 3.2 31.020-30yrs 26.7 36.9 7.4 71.030-40yrs 5.6 7.8 1.6 15.0

Total 47.0 65.0 13.0 125.0

Chi-square test

TABLE 5.12.3

O E (O-E)2 (O-E) 2/E3 3.0 - -4 4.2 0.04 0.00951 .8 0.04 0.0515 11.7 10.89 0.9314 16.1 4.41 0.272 3.2 1.44 0.4523 26.7 13.69 0.5139 36.9 4.41 0.1199 7.4 2.56 0.3456 5.6 0.16 0.0288 7.8 0.04 0.0051 1.6 0.36 0.225




Calculated value < tabulated value

Ho is accepted

Inference:There is no significant different between job experience and leave with prior

permission


Ho: there is no significant different between Motivation and promotion

H1: there is significant different between Motivation and promotion

Observed frequency:

TABLE 5.13.1

Promotion Total

Motivation

Highly satisfied

Satisfied Ok Dissatisfied

Highly dissatisfie

dAlways 12 11 9 2 2 36Rarely 9 23 20 3 4 59Never 2 8 7 7 6 30

Total 23 42 36 12 12 125

Expected frequency:TABLE 5.13.2

Promotion Total

Motivation

Highly satisfied

Satisfied Ok Dissatisfied Highly dissatisfied

Always 6.6 12.1 10.4 3.5 3.5 36.0Rarely 10.9 19.8 17.0 5.7 5.7 59.0Never 5.5 10.1 8.6 2.9 2.9 30.0

Total 23.0 42.0 36.0 12.0 12.0 125.0

Chi-square test

TABLE 5.13.3

O E (O-E) 2 (O-E) 2/E12 6.6 29.16 4.41811 12.1 1.21 0.19 10.4 1.96 0.1882 3.5 2.25 0.642 3.5 2.25 0.649 10.9 3.61 0.3323 19.8 10.24 0.5220 17.0 9 0.523 5.7 7.29 1.284 5.7 2.89 0.052 5.5 12.25 2.228 10.0 4.41 0.4417 8.6 2.56 0.297 2.9 16.81 5.796 2.9 9.61 3.31





Ho is rejected

Inference:There is significant different between job experience and leave with prior

permission


Ho: there is no significant different between Motivation and reward

H1: there is significant different between Motivation and reward

Observed Frequency:

TABLE 5.14.1

Reward Total

MotivationAlways Rarely Never

Always 20 12 4 36Rarely 12 37 10 59Never 4 21 5 30

Total 36 70 19 125

Expected frequency:

TABLE 5.14.2

Reward Total

Motivation

Always Rarely NeverAlways 10.4 20.2 5.5 36.0Rarely 17.0 33.0 9.0 59.0Never 8.6 16.8 4.6 30.0

Total 36.0 70.0 19.0 125.0

Chi-square test:

TABLE 5.14.3

O E (O-E) 2 (O-E) 2/E20 10.4 92.16 8.8612 20.2 67.24 3.324 5.5 2.25 0.4012 17.0 25 1.4737 33.0 16 0.4810 9.0 1 0.114 8.6 21.16 2.4621 16.8 17.64 1.055 4.6 0.16 0.03





Ho is rejected

Inference:There is significant different between job experience and leave with prior

permission

TO FIND THE RANK FOR ABSENTEEISM(USINGWEIGHTED AVERAGE METHOD)

TABLE 5.15

Rank Weight

Unsuitable working condition

Absent of adequate welfare facilities

Heavy workload

Employer relation

health problem

Family function/personal

problemX W X1 WX2 X2 WX2 X3 WX3 X4 WX4 X5 WX5 X6 WX61 6 0 0 0 0 22 132 0 0 58 348 45 2702 5 4 20 0 0 42 210 0 0 41 205 38 1903 4 28 112 10 40 34 136 2 8 16 64 35 1404 3 82 246 4 12 20 60 4 12 8 24 7 215 2 8 16 102 204 2 4 11 22 2 4 0 06 1 3 3 9 27 5 5 108 108 0 0 0 0

Total 397 283 547 150 645 621CW 3.176 2.264 4.376 1.2 5.16 4.968Rank 4 5 3 6 1 2

INTERPRETATION:

The most of the employees are absent of the organization is health problem,

family function & heavy workload, some of the employees are absent of the organization

is unsuitable working condition, absent of adequate welfare facilities, employer relation.

TO FIND THE RANK FOR THE FACTORS(USINGWEIGHTED AVERAGE METHOD)

TABLE 5.16

Rank Weight PromotionJob

securityWorking

hour

Satisfy with management solve employee problem

1 5 23 115 28 140 32 160 21 1052 4 42 168 61 244 47 188 77 3083 3 36 108 24 72 34 102 17 514 2 12 24 7 14 10 20 8 165 1 12 12 5 5 2 2 2 2

Total 427 475 472 482CW 3.416 3.8 3.776 3.856Rank 3 2 4 1

INTREPERATION:

The employees are satisfied with management solve employee problem & satisfy

with job security, the employees are not satisfied with promotion & working hour

ANALYSIS OF RELATIONSHIP BETWEEN SUPERVISOR & COWORKER(USING CORRELATION)

TABLE 5.17S.N X Y X^2 Y^2 XY

1 48 82 2304 6724 24962 65 35 4225 1225 22753 11 6 121 36 664 1 2 1 4 2

Total 125 125 6651 7989 4839

Let;X = supervisorY = coworker

X = 125\4 = 31.25

Y = 125/4 = 31.25

Cov(X,Y) = 1/n XY – X Y

= 1/4 (4839) – (31.25) (31.25) = 1/4 (4839) – 976.56 = 1209.75 – 976.56 = 233.19

S.D X = 40.39S.D Y = 44.33

R = Con(X,Y)/ S.D X*S.D Y

= 233.19/40.39*44.33 = 0.130

INTERPRETATION:The supervisor and coworker relationship is less positively correlated, so the

relationship between supervisor and coworker is normal.

ANALYSIS FOR THE FACTORS(USING MEAN & STANDARD DEVIATION)

TABLE 5.18

S.N Job SalaryCanteen facilities

Transport facilities

Medical facilities Mean

Standard deviation

Highly satisfied 22 3 1 26 37 2.34 0.834Satisfied 45 24 12 15 58 3.18 0.865

Ok 51 49 24 19 10 3.61 0.717Dissatisfied 7 45 86 56 15 3.06 1.303

Highly Dissatisfied 0 4 2 9 5 2.14 1.098

Co-efficient of variance = standard deviation/mean

Job:Co-efficient of variance = .834/2.34*100

= 35.64

Salary:Co-efficient of variance = .865/3.18*100

= 29.20

Canteen facilities:Co-efficient of variance = .717/3.61*100

= 19.86

Transport facilities:Co-efficient of variance = 1.303/3.06*100

= 42.58

Medical facilities:Co-efficient of variance = 1.098/2.14*100

= 51.308

INTREPRETATION:The employees are same opinion recording to canteen facilities, so these facilities

are not satisfied with most of employees are satisfied with salary, job, and medical

facilities. Transport facilities are dissatisfied with most of employees.

CHAPTER - VI

FINDINGS OF THE STUDY & SUGGESTION AND RECOMENDATION

FINDINGS OF THE STUDY

The male respondents of the study is more, the most of the respondents are

working in packing department , the age of the employees is 35-45, the monthly income

of the employee is Rs.4000-6000,the family member of the respondents is above

4members.

The employees are suggest new ideas for solve employee problem, the most of the

employees take leave per month is 1-5 days and usually take leave for prior permission.

53.6% of respondents take leave for night shift.

From the chi-square test it is found that there is no significant different recording

job experience and leave with prior permission. There is significant different recording

gender and promotion, motivation and promotion, motivation and reward.

The most of the employees or absent of the organization is health problem, family

function & heavy workload, some of the employees are absent of the organization is

unsuitable working condition, absent of adequate welfare facilities, employer relation.

The employees are satisfied with management solve employee problem & satisfy

with job security, the employees are not satisfied with promotion & working hour.

The relationship between supervisor and coworker is less positively correlated, so

the relationships normal not excellent.

The employees are same opinion recording to canteen facilities, so these facilities

are not satisfied with most of employees, the employees are satisfied with salary, job, and

medical facilities. Transport facilities are dissatisfied with most of employees.

SUGGESTION AND RECOMENDATION

SUGGESTION AND RECOMMENDATION:

The absenteeism of employee in International Bakery Products Limited is more

due to health problems. The company conduct regular medical checkup to the employees

and personnel counseling.

The absenteeism is high due to night shift, so the organization decreases the

workload in night shift.

The supervisor and coworker relationship is normal in the organization, so the

supervisor friendly move to the coworker.

To company must provide transport facilities and canteen facilities to create a

favorable job environment for the employee.

CHAPTER –V

CONCLUSION

The study on employee absenteeism and employee morale tells that most of the

employee an absent due to health problem, personal problem & heavy workload. The

absence of certain facilities such as transportation facilities, canteen facilities demotivate

the employee. The general moral of the employee is normal. This study helps the

management to know the general attitude of the employee towards the organization

CHAPTER –VIII

LIMITATIONS OF THE STUDY & SCOPE FOR FURTHER STUDY

LIMITATION OF THE STUDY

Lack of time for project.

Some of the respondents are not tell accurate reason for absenteeism.

Some employees of the organization are not respect for questionnaires

SCOPE FOR FURTHER STUDY

An indepth study could be conducted to analyze the factors affecting employee

morale

This study could be used as a reference while adopting measures to curb

absenteeism.

This study could be used as a reference to formulate various methods to boost the

employee morale.

ANNEXUER - I

BIBLOGRAPHY

BOOKS

1. Dwivedi R.S., Human relations and organizational behavior, 5th edition, publisher by Beri fore Macmillan India ltd., New Delhi.

2. Biswajeet pattanayak, Human resources management, second edition, published by prentice Hall of India Private Ltd., New Delhi.

3. Lewis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy, Managing human resources,Third edition, published by rajiv Beri fore Macmillan India ltd., New Delhi.

4. C.R. kothari, Research methodology,Revised second edition, New age international publishers, New Delhi.

5. R.S.N.Pillai, V.Bagavathi, Statistics, Revised edition, S. chand & company ltd., New Delhi.

Web site-

www. Absenteeism.comwww. Moral .comwww. Nccic.orgwww. Ncsi.comwww. Childcareaction.com

http://www.ncsi.com/

ANNEXUER - II

QUESTIONNAIRES

1. Name.

2. Gender.

a. male b. female

3. Age.

a. below25 b. 25-35 c. 35-45 d. 45-55

4. Department.

a. production b. packing c. maintenance

5. Monthly income.

a. below 2000 b. 2000-4000 c. 4000-6000 d. above6000

6. Job experience.

a. 5-10yrs b. 10-20yrs c. 20-30yrs d. 30-40yrs

7. Number of family dependent.

a.1member b. 2member c. 3member d. above 4member

8. Does your company motivate you?

a. always b. rarely c. never

9. Are you satisfy with promotional measure provided by organization?

a. highly satisfied b. satisfied c. ok d. dissatisfied

e. highly dissatisfied

10. What do you feel about job security?



11. Does the company reward you when a target is achieved?

a. always b. rarely c. never

12. Are you satisfy with working hour in your organization?



13. Are you satisfy with management response towards solving employee problem?



14. Are you encouraged to suggest new ideas?a. always b. rarely c. never

15. Rate the following factorsFACTORS H.S S OK D.S H.DS

JobSalaryCanteen facilitiesTransport facilitiesMedical facilities

16. How many days do you usually take leave per month?a. 0 leave b.1-5 days leave c. 5-10 days leave d. above 10 days leave

17. Which shift you usually avail more leave?a. morning shift b. afternoon shift c. night shift

18. Rank the following reason for your absent from there workS.N REASON RANK

1. Unsuitable working conditions2. Absent of adequate welfare facilities3. Heavy workload4. Employer relation5. Health problem6. Family function/personal problem

19. Do you take leave with prior permission?a. sometimes b. rarely c. never

20. How do you feel about your relationship with your supervisor?a. excellent b. good c. normal d. bad

21. How do you feel about your relationship with your coworker?a. excellent b. good c. normal d. bad

22. Any suggestionsa. b.

employee absenteeism and employee morale

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