employee absenteeism at cadbury india ltd

7/27/2019 Employee Absenteeism at Cadbury India Ltd.

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GWALIOR (M.P.)

Session: 2013

A PROJECT REPORT

ON

Ways to Reduce Employee Absenteeism with Special Reference to

Cadbury India Ltd.

For the partial fulfillment of the award of

Master of Business Administration

(HR)

Submitted To: Submitted By:

Ms. Neha Saxena Shivani TomarSOSM Jiwaji University Roll No. 1287621

Gwalior III SEM, II - YEAR


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DECLARATION

I, the undersigned, hereby declare that the summer training project entitled Ways

to Reduce Employee Absenteeism with Special Reference to Cadbury India

Ltd. has been written and undertaken by me and is original work. The empirical

findings of this project are based on the information collected by me.

This report is submitted for the partial fulfillment of the degree of Bachelor of

Business Administration to the SOSM Jiwaji University, Gwalior (M.P.). I have

not submitted this report to any other university for any other degree/diploma

program.

Shivani Tomar


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GUIDECERTIFICATE

It is certified that the summer training report entitled, Ways to Reduce Employee

Absenteeism with Special Reference to Cadbury India Ltd. is submitted by

Ms. Shivani Tomar for partial fulfillment for the award of the degree of Bachelor

of Business Administration of SOSM Jiwaji University, Gwalior (M.P.). It is

record of candidates own work carried out at Cadbury India Ltd., Malanpur.

Ms. Neha Saxena


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ACKNOWLEDGEMENT

It gives me immense pleasure to express my deep sense of gratitude to Ms. Neha

Saxena, Faculty of SOSM JIWAJI UNIVERSITY, Gwalior, for his valuable

guidance and consistent supervision throughout the course.

I am also thankful to Mrs. Varsha Jain (HR Executive) for his valuable

guidance for preparing the final Report and also for providing the necessary

facilities.

Finally I am indebted to our other faculty members, my friends and my

parents who gave their full- fledged co-operation for successful completion of my

project.

It was indeed learning experience for me.

SHIVANI TOMAR

MBA III SEM.


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CONTENTS

Company profile 02-07 Objective of the study 08-09 Introduction of the topic Employee Absenteeism 10-23 Research methodology 24-26 Data analysis & graphical data representation 27-45 Findings 46 Suggestions & Implications 47-48 Conclusion 49-50 Bibliography 51 Annexure 52-54


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COMPANY PROFILE

Cadbury India is a fully owned subsidy of Kraft Foods Inc. The combination of Kraft Foods andCadbury creates a global powerhouse in snacks, confectionery and quick meals.

With annual revenues of approximately $50 billion, the combined company is the world's second

largest food company, making delicious products for billions of consumers in more than 160

countries. We employ approximately 140,000 people and have operations in more than 70

countries.

In India, Cadbury began its operations in 1948 by importing chocolates. After 60 years of

existence, it today has five company-owned manufacturing facilities at Thane, Induri (Pune) and

Malanpur (Gwalior), Bangalore and Baddi (Himachal Pradesh) and 4 sales offices (New Delhi,

Mumbai, Kolkota and Chennai). The corporate office is in Mumbai.

Our core purpose "make today delicious" captures the spirit of what we are trying to achieve as a

business. We make delicious foods you can feel good about. Whether watching your weight or

preparing to celebrate, grabbing a quick bite or sitting down to family night, we pour our heartsinto creating foods that are wholesome and delicious.

Currently, Cadbury India operates in four categories viz. Chocolate Confectionery, Milk Food

Drinks, Candy and Gum category. In the Chocolate Confectionery business, Cadbury has


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maintained its undisputed leadership over the years. Some of the key brands in India are Cadbury

Dairy Milk, 5 Star, Perk, clairs and Celebrations.

Cadbury enjoys a value market share of over 70% - the highest Cadbury brand share in the

world! Our billion-dollar brand Cadbury Dairy Milk is considered the "gold standard" for

chocolates in India. The pure taste of CDM defines the chocolate taste for the Indian consumer.

In the Milk Food drinks segment our main product is Bournvita - the leading Malted Food Drink

(MFD) in the country. Similarly in the medicated candy category Halls is the undisputed leader.

We recently entered the gums category with the launch of our worldwide dominant bubble gum

brand Bubbaloo. Bubbaloo is sold in 25 countries worldwide.

Since 1965 Cadbury has also pioneered the development of cocoa cultivation in India. For over

two decades, we have worked with the Kerala Agriculture University to undertake cocoa

research and released clones, hybrids that improve the cocoa yield. Our Cocoa team visits

farmers and advise them on the cultivation aspects from planting to harvesting. We also conduct

farmers meetings & seminars to educate them on Cocoa cultivation aspects. Our efforts have

increased cocoa productivity and touched the lives of thousands of farmers. Hardly surprising

then that the Cocoa tree is called the Cadbury tree!

Today, as a combined company with an unmatched portfolio in confectionery, snacking and

quick meals, we are poised in our leap towards quantum growth. We are the world's No.1

Confectionery Company. And we will continue to make today delicious!

Cadbury Fun Facts:-

The total weight of Dairy Milk produced worldwide in one year is equivalent to 7230 elephants!


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CADBURY WORLDWIDE:-

Cadbury India is a fully owned subsidy of Kraft Foods Inc. The combination of Kraft Foods and

Cadbury creates a global powerhouse in snacks, confectionery and quick meals. We are currently

the world's No.1 confectionery and biscuit company. We are also the worlds second-largest foodcompany with sales in approximately 160 countries. We employ approximately 140,000 people.

With an incredible brand portfolio, we contrive to make a delicious difference, today and

everyday.

Heritage: We have come a long way since J.L Kraft started selling cheese from a horse drawn

wagon in 1903. Hard work, imagination and commitment to bring the world its favorite foods

has helped us grow into a company that touches more than a billion people in 160 countries.

Everyday. One at a time.

Some fast facts on the combined company:

Our Global Reach

Approximately $50 billion in revenues

25%+ of global revenue from emerging markets

#1 in global confectionery

#1 in global biscuits

More than 50% of global revenue from snacks and confectionery

Our Brand Portfolio

11 brands with more than $1 billion in revenue

70+ brands with more than $100 million in revenue

40+ brands over 100 years old

80% revenue from #1 share positions


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AWARDS:-

Asian Marketing Effectiveness Awards 08

Asian Marketing Effectiveness Awards 2008 for Bournvita Folk/Fusion

campaign - GOLD award for the "Best Insights and Strategic Thinking"

and SILVER award for the 'Most Effective Use of Advertising'.

The Asian Marketing Effectiveness Awards are the region's most prestigious awards that

celebrate resourceful Asian marketing. They are designed to set the standard for effective

marketing within the region, and aim to uncover the campaigns that show results through

innovative spirit and combining creativity with effectiveness to build world class brands.

Cadbury India ranked 7th Great Place to Work in India

No. 1 FMCG Company

Cadbury India has been ranked as the 7th Great Place to Work and the No. 1

FMCG company in India in 2008, by the Great Place to Work Institute.

This study, in its fifth year in India , has a presence in 30 countries and is the

oldest, most comprehensive and respected workplace study worldwide. Over two hundred

companies throughout India participated in the survey, which measured the degree of

satisfaction of employees with their place of work and picked out the best working

environments. This is the fourth time we have featured amongst the Great Places to Work in

India . We were ranked 10th in 2003, and were among the top 25 in 2004 and 2005.

Great Place to Work 2007

'Cadbury India' has been awarded the "Bronze Award for Excellence in People

Management" in the 'Great Place to Work 2007' survey conducted by Grow

Talent Company Limited and Businessworld. The award recognizes Cadbury

India as a national leader in the area of Human Resource Management.


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Business World along with Grow Talent has been carrying out the 'Great Place to Work' survey

for the past 4 years. This award is based on the ranks received in top 25 list of the Great Place to

Work India studies conducted in the last four years

ABBY Award wins for India.

The prestigious ABBY awards, held in March, recognise creative excellence in the Indian

Advertising Industry. The Ulta Perk campaign won four Silver Awards in total

and the Cadbury Dairy Milk Campaign, Miss Palampur, also won a Silver

Award. This year Cadbury also sponsored the new 'Young ABBY' Award.

Bournvita won the Emmvie Gold for the Best Media Innovation - TV.

Cadbury Dairy Milk & Bournvita crowned as Consumer Superbrands

Cadbury Dairy Milk & Bournvita have done it again. For the

second time running, Cadbury Dairy Milk & Bournvita have been declared a `Consumer

Superbrand' for 2006-7 by Superbrands India

ry won the Emmvie Gold for the Best Media Innovation - TV, for brand Bournvita, for the entry

Physical symbol of Confidence.


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Cadbury- Ranked among India's most respected companies

Cadbury India has been ranked 5th in the FMCG sector, in a survey on India's

most respected companies by sector conducted by Business World magazine in

2007

Cadbury wins the Effies 2006

Pappu does it again!

At the recent Effie 2006 awards organized by The Advertising Club of Mumbai, our 'Pappu

Pass Ho Gaya' advertising campaign bagged two more awards - Gold in the Consumer Products

category and Silver in the Integrated advertising campaign category

Cadbury India roars at Cannes

Cadbury India received a bronze award at the Cannes Lions

International Advertising Festival for partnering with a mobile phone

operator in 2005 to provide exam results via SMS to school children.

Company Address: -

Cadbury India Ltd

Plot No 25Malanpur Industrial AreaVillage Gurikha, Tehsil GohadGwalior - 477 116Madhya PradeshIndia


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Chapter2

Objective of the study


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OBJECTIVES OF THE STUDY

1. To find out the various cause for absenteeism2. To study the various measures adopted by the organization3. To provide suggestions in the form of solutions to reduce the rate of absenteeism


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INTRODUCTION TO THE STUDY

Absenteeism is a serious workplace problem and an expensive occurrence for both employersand employees seemingly unpredictable in nature. A satisfactory level of attendance byemployees at work is necessary to allow the achievement of objectives and targets by a

department. Employee Absenteeism is the absence of an employee from work. It is a majorproblem faced by almost all employers of today. Employees are absent from work and thus thework suffers. Absenteeism of employees from work leads to back logs, piling of work and thuswork delay.

Absenteeism is of two types -

1. Innocent absenteeism - Is one in which the employee is absent from work due togenuine cause or reason. It may be due to his illness or personal family problem or anyother real reason

2. Culpable Absenteeism - is one in which a person is absent from work without anygenuine reason or cause. He may be pretending to be ill or just wanted a holiday and stayat home.

Many employees will, on occasions, need a few days off work because of illness, however, whenabsences become more frequent or long term and reach an unacceptable level, action bymanagement is necessary. Absence from work can be expensive in both monetary and humanterms. The costs incurred when an employee is absent from work may include:

(i) Replacing the employee or requiring other staff to cover the absence;

(ii) Inability to provide services, or achieve section and departmental objectives;

(iii) Low morale and general dissatisfaction from other staff, particularly if the absence isperceived as unwarranted

1.2 TITLE OF THE PROBLEM

A study on the Ways to Reduce Employee Absenteeism with Special Reference to CadburyIndia

1.3 NEED FOR THE STUDY

The study aims at the causes of absenteeism of employees in Cadbury India Pvt. Ltd. atMalanpur At present, organizations in India take real interest in controlling absenteeism.


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Measures to prevent strikes and lockouts have received far and greater attention. One reason forthis situation may be that strikes and lockouts are more noisy and visible while absenteeism issilent and unnoticeable.

The relevance of the study is that, now the company is facing a major issue of

high rate of absenteeism and hope that the study will reveal the reason for it and thereby theorganization can take effective measures for checking the absenteeism.


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LITERATURE SURVEY AND THEORETICAL BACKGROUND

DEFINITIONS OF ABSENTEEISM

i. Absents constitutes a single day of missed work(Martocchio & Jimeno 2003)

ii. Absence occurs whenever a person chooses to allocate time to activities that competewith scheduled work either to satisfy the waxing and warning of underlying

motivational rhythms(Fichman 1984) or to maximise personal utility(Chelius 1981)

iii. An individuals lack of physical presence at a given location and time when there is asocial expectation for him or her to be there. (Martocchio & Harrison, 1993)

iv. Absenteeism refers to Non-attendance of employee for sheduled work( Gibson, 1966john, 1978)

v. Absenteeism is defined as a failure of an employee to report to work when he or she issheduled to do so

TYPES OF ABSENTEEISM

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

1. Innocent Absenteeism

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

sickness and injury. Innocent absenteeism is not culpable which means that it is blameless. In a

labour relations context this means that it cannot be remedied or treated by disciplinary

measures.

2. Culpable Absenteeism

Culpable absenteeism refers to employees who are absent without authorization for reasons

which are within their control. For instance, an employee who is on sick leave even though

he/she is not sick, and it can be proven that the employee was not sick, is guilty of culpable

absenteeism.


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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:

Initial counselling(s)

Written counselling(s)

Reduction(s) of hours and/or job reclassification

Discharge

Initial Counselling

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 yourattendance 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.


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Written Counselling

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 letterwould be stronger worded in that it would warn the employee that unless attendance improves,

termination may be necessary.

Reduction(s) of hours and or job reclassification

In between the first and second letters the employee may be given the option to reduce his/her

hours to better fit his/her personal circumstances. This option must be voluntarily accepted by

the employee and cannot be offered as an ultimatum, as a reduction in hours is a reduction in pay

and therefore can be looked upon as discipline.

If the nature of the illness or injury is such that the employee is unable to fulfill the requirements

of his/her job, but could for example benefit from modified work, counsel the employee to bid on

jobs of such type if they become available.

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

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

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

Has the employer informed the employee of the unworkable situation resulting from their

sickness?

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

(if available) or a reduction of hours?

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

Has the employer treated the employee prejudicially in any way?


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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.

The absences must be shown to be clearly excessive.

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 counselling as appropriate, with no improvement

despite your positive efforts, disciplinary procedures may be appropriate.

The procedures for corrective/progressive discipline for culpable absenteeism are generally the

same as for other progressive discipline problems. The discipline should not be prejudicial in any

way. The general procedure is as follows: [Utilizing counselling memorandum]

Initial Warning(s)

Written Warning(s)

Suspension(s)

Discharge

Verbal Warning

Formally meet with the employee and explain that income

protection is to be used only when an employee is legitimately ill. Advise the employee thathis/her attendance record must improve and be maintained at an improved level or further

disciplinary action will result. Offer any counselling 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.


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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 isgiven, advise the employee that he/she will be given a written warning. Be specific in your

discussion with him/her and in the counselling memorandum as to the type of action to be taken

and when it will be taken if the record does not improve. As soon as possible after this meeting

provide the employee personally with the written warning and place a copy of his/her file. The

written warning should identify any noticeable pattern

If the amount and/or pattern continues, the next step in progressive discipline may be a second,

stronger written warning. Your decision to provide a second written warning as an alternative toproceeding to a higher level of discipline (i.e. suspension) will depend on a number of factors.

Such factors are, the severity of the problem, the credibility of the employee's explanations, the

employee's general work performance and length of service.

Suspension [only after consultation with the appropriate superiors]

If the problem of culpable absenteeism

persists, following the next interview period and immediately following an absence, the

employee should be interviewed and advised that he/she is to be suspended. The length of the

suspension will depend again on the severity of the problem, the credibility of the employee's

explanation, the employee's general work performance and length of service. Subsequent

suspensions are optional depending on the above condition.

Dismissal [only after consultation with the appropriate superiors]

Dismissals should only be considered when all of the above

conditions and procedures have been met. The employee, upon displaying no satisfactory

improvement, would be dismissed on the grounds of his/her unwillingness to correct his/her

absence record.


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THEORIES OF ABSENTEEISM

Absence behaviour is discussed in terms of theories on absences such as the notion of the

informal contract, perceived inequity, and withdrawal from stressful work situations, dynamic

conflict, social exchange, withdrawal, non-attendance, organizationally excused vs.organizationally unexcused, involuntary vs. voluntary and lastly a four-category taxonomy.

Informal Contract

Gibsson (1966) attempted to explain some of the main features of absence

behaviour by means of the notion of an informal contract. The contract is viewed as being made

between the individual and the organisation. Gibsson (1966) was especially interested in absences

that were not long enough to activate formal legitimising (certification) procedures. He used the

concept of valence, referring to a persons positive or negative relationships to a work situation

and pointed out that if the combined valences of a work situation are weak, it will be easier for

people to legitimise their absences to themselves.

Gibsson (1966) remarks that a plausible idea relating to the size of the

organisation influences absence rates; in larger organisations, since there is greater division of

labour, there is also more concealment of the contributions of individuals, thus permitting latitude

for absence from work. He also mentions the importance of the employees identification with

the organisation, as in the case of longer-service employees, and argues for the importance of the

authenticity of the work contract (Gibsson, 1966). In other words, the organisation should be

seen to offer a fair deal to the individual, whose feelings of obligation would thus be strengthened.

In this research Gibssons (1966) concept of valence, referring to an individuals

positive and negative relationship toward a work situation has relevance, as the aim of this

research is to determine whether work-related attitudes (Job Involvement and Organisational

Commitment) predict employee absenteeism. It is hypothesised that employees with low job

involvement and organizational commitment (negative relationship to the work situations) will

have higher levels of absenteeism.


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Resolving Perceived Inequity

Adams (1965), Hill and Trist (1953) and Patchen (1960) have made

notable theoretical contributions towards the study of absenteeism. No recent literature has been

identified which has built on this perspective. Adams (1965) suggested that absences may be a

means of resolving perceived inequity; the probability of absence behaviour will increase with the

magnitude of inequity and if other means of reducing inequity are not available. Patchen (1960)

had tested this kind of hypothesis; producing evidence of a relationship between absences and

perceived fairness of pay, that is, employees feelings about how fairly they had been treated in

regard to their pay levels and promotions.

Withdrawal from the Stress of Work Situations

In their study on absence, Hill and Trist (1953; 1962) contributed a

theory of absence as being the withdrawal from the stress of work situations. Withdrawal is the

central explanatory concept; thus, individuals experiencing conflicts of satisfaction and

obligations tend to express them through labour turnover, accidents, and unsanctioned absences

(this is, absences without formal permission). In addition to the views of Hill and Trist (1962),

Hanisch and Hulin (1991) theorised that absenteeism and other withdrawal behaviours reflect

invisible attitudes such as job dissatisfaction, low level of organisational commitment, or an

intention to quit. According to this view, an employee who is absent from work is consciously or

unconsciously expressing negative attachment to the organisation.

Dynamic Conflict

The withdrawal explanation offered by Hill and Trist (1962) had

some subsequent influence on theoretical discussions by s (1962) and Knox (1961). Gadourek

(1965) described the latter as dynamic conflict theories. The conflict is located within the

individual, and whether a person stays or withdraws is the result of a complex in incentives and

stresses.


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Social Exchange

Chadwick-Jones(1982) presented a case for the theory of

absenteeism that is social, not individual in emphasis. As a first step Chadwick-Jones (1982)

assumed the interdependency of members of work organisations. It seems obvious that

individuals do have some mutual obligations to peers, subordinates, and superiors (as well as

other relationships outside the work situation). In this context the rights and duties of individuals

are both subject to, and representative of, a set of rules about activities in the work situation. What

individuals do is therefore likely to be in answer to, on behalf of, in defence of, as well as

achieving a compromise with the rules of the group.

The second assumption made by Chadwick-Jones (1982), is that under the employment

contract, some form of social exchange is taking place between employers and employees.Whatever they exchange in this situation whether it be their time, effort, or skill or money,

security, congenial friends, or anything else- it will be only what is possible for employees in the

organisation. Exchanges may be conceived as between individuals and work groups, or between

work groups and management, but it would not be realistic to conceive of the exchange between

the individual and the organisation while disregarding the social conditions and rules.

Chadwick-Jones think of social exchange between employees

and employers as developing in, or as revealed by, a pattern of behaviour in the work situation

that includes absences with all the other factors that constitute the contract, formal and informal,

between employers and employees. Formal factors include pay, hours, disciplinary rules, job

duties, and promotion lines. Informal ones include supervisory styles, peer group relations, and

salient to their analysisabsence from work. Chadwick-Jones (1982) however, do point out that

absences may not enter into the exchange at all, insofar as some employees or employee groups,

especially those with higher statussupervisors in factories, managers in banksare absent very

little or hardly at all. It is quite possible, however, that managers possess greater control over the

allocation of their working time and may take periods of time out that are not recorded.


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Withdrawal

According to Chadwick-Jones (1982), absence from work, where work is

defined by the employees presence at a particular location (office or workshop) for a fixed period

each day, can be interpreted as an individual act of choice between alternative activities; as

withdrawal or escape from surveillance; as individual or group resistance to an inflexible system.

Thus, absence may also be viewed as a stratagem in inter-group relations, as a defensive or

aggressive act in inter-group conflict (Chadwick-Jones et al., 1982). For the purpose of this

research this theory has relevance, as the reasons for absence behaviour could be related to a

choice of alternative activities instead of attending work.

Non-attendance

Another definition of absenteeism refers to the non-attendance of

employees for scheduled work (Gibons, 1966; Johns, 1978; Jones, 1971). The definitiondistinguishes absenteeism from other forms of non-attendance that are arranged in advanced (e.g.

vacations) and specifically avoids judgements of legitimacy associated with absent events that are

implied by as sick leave. This definitional emphasis seeks to focus on the key organisational

consequences of unscheduled non-attendance instability in the supply of labour to the

organisation resulting in the disruption of scheduled work processes and the loss of under

utilisation of productive capacity (Allen, 1981; Jones, 1971, Nicholson, 1977). For this research

this definition will be applicable, as the researcher will not take into account absences due to

vacation leave and sick leave taken over more than three days.

Organisationally excused vs. organisationally unexcused

In terms of distinguishing among types of absence, one simple distinction

that previous studies (Blau, 1985; Cheloha & Farr, 1980; Firzgibbons & Moch, 1980) made is

between organisationally excused versus organisationally unexcused absences. Based on these

studies, it seems that organisations operationalise excused absence to include (within defined

limits) categories such as personal sickness, jury duty, religious holidays, funeral leave, and

transportation problems. However, as Johns and Nicholson (1982) noted, absence behaviour can

have a variety of meanings for individuals. This research will focus on the organisationally

unexcused type of absenteeism.


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Involuntary vs. voluntary

March and Simon (1958) on the other hand, distinguished between

two basic types of absences: involuntary (e.g. certified sickness, funeral attendance) and voluntary

(e.g. vocation, uncertified sickness). Voluntary absences are under the direct control of the

employee and are frequently utilised for personal aims. Conversely, involuntary absences are

beyond the employees immediate control. Hence, voluntary rather than involuntary absences

from work may reflect job dissatisfaction and lack of commitment to the organization.

A four-category taxonomy

Blau and Boal (1987) presented a four-category taxonomy describing the

meanings of absence. These categories are medical, career enhancing, normative and calculative.

In the medical category , absence is viewed as a response to various infrequent and uncontrollable

events (illness, injury, fatigue, and family demands). If such an absence (medical) occurred, itprobably would be operationalised as a sporadically occurring excused absence (Blau & Boal,

1987). In the career-enhancing category , absence is depicted as a mechanism that gives the

employee a further choice to pursue task- and career-related goals.

For the normative category , absence is viewed less as a motivated behaviour and

more as a habitual response to the norms of the work group (organisation) regarding absence

(Blau & Boal, 1987). As such, this type of absence probably would operationalise as a

consistently occurring excused absence. More importantly, rather than absenteeism appearing as

a random walk, as with the medical category, definite patterns will emerge. Thus, for this group,

it would be expected not only to predict frequency, but also when absenteeism will happen.

Finally the calculative absence is viewed as a coin of exchange (Blau and Boal,

1987; Johns & Nicholson, 1982) in either fulfilling or modifying the implicit social contract

between the employee and employer, and as a time allocation strategy for enhancing non-work

outcomes. This type of absence would be operationalised in terms of the employee using a

certain number of excused and unexcused absences permitted by the organisation, depending on

how much the employee felt he or she should modify the implicit social contract. It could be

predicted that an extremely apathetic employee (low job involvement and organisational

commitment) would take full advantage by using both kinds of absence. Thus, the absolute

frequency and total number of days absent should be greatest for workers who are the most

apathetic.


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EFFECTS OF ABSENTEEISM

Following are the drawbacks of excessive absenteeism

1.ON INDUSTRY

Absenteeism in industry stops machines, disrupts processes, creates production bottle-necks,hampers smooth flow or continuity of work, upsets production targets, result in productionlosses, increases direct overhead costs , increase work load of the inexperienced , lessexperienced or sub standard workers as substitutes, this in turn creating problems of recruitment ,training, job adjustments, morale and attitudes of the employees.

ON WORKERS

1. Absenteeism reduces workers earnings and adds to his indebtedness, decrease hispurchasing power. Makes it difficult for him to meet necessities of life, leading to

personal problems, and in many cases loss of employment and resultant disaster for hisdependents.

2. It affects both quantity and quality of production. If more number of workers are absentthe total output is affected. If alternative arrangement is made by employing casualworkers who do not posses adequate experience the quality of goods produced isaffected.

3. It affects the efficiency of workers. The workers who joins after a long period of absencewould normally be much less efficient.

4. It affects the discipline of the workers adversely. The worker who is attending to his workirregularly may not care much about the discipline.

Peculiar Features of absenteeism

On the basis of micro studies undertaken in different parts of the country, certain observationsmay be made.

a. The rate of absenteeism is the lowest on pay day, it increases considerably on the daysfollowing the payments of wages and bonus.

b. Absenteeism is generally high among workers below 15 years of age and those above40.The younger employees are not regular and punctual, presumably because of theemployment of a large number of newcomers among the younger age groups.While theolder people are not able to withstand the strenuous nature of the work.

c. The rate of absenteeism varies from department to department within a unit. As the sizeof the group increases, the rate of absenteeism goes up. This difference in the rate ofabsenteeism is believed to be due to the peculiar style and practices of management, thecomposition of the laboue force and the culture of the organization.


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d. The percentage of absenteeism is generally higher in the day shifts.e. The percentege of abasenteeism is much higher in coal ans mining industries than in

organized industries.f. Absenteeism in India is seasonal in character.g. It is the highest during March-April-may, when a land has to be prepared for monsoon

saving, and also in the harvest season, when the rate goes as high as 40 percent.


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Chapter3

RESEARCH METHODOLOGY


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RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It deals with the

objective of a research study, the method of defining the research problem, the type of

hypothesis formulated, the type of data collected, method used for data collecting and analyzingthe data etc. The methodology includes collection of primary and secondary data.

5.1 TYPE OF RESEARCH

DESCRIPTIVE RESEARCH

The study follows descriptive research method. Descriptive studies aims at portraying

accurately the characteristics of a particular group or situation. Descriptive research is concernedwith describing the characteristics of a particular individual or a group. Here the researcher

attempts to present the existing facts by collecting data.

5.2 RESEARCH DESIGN

A research design is a basis of framework, which provides guidelines for the rest of

research process. It is the map of blueprint according to which, the research is to be conducted.

The research design specifies the method of study. Research design is prepared after formulating

the research problem.

5.3 SOURCES OF DATA

Data are the raw materials in which marketing research works. The task of data collection begins

after research problem has been defined and research design chalked out. Data collected are

classified into primary data and secondary data

PRIMARY DATAQuestionnaires were used for collecting primary data

SECONDARY DATASecondary data were collected from the companys annual publications, memorandums

of settlements, newspapers, journals, websites, and from library books


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5.4 SAMPLING METHOD

Sampling technique used in this study is Random sampling. The selected sample size is

50.

5.5 SAMPLE SIZE

The sample size taken for this study is 60.

5.6 TOOLS FOR ANALYSIS

Percentage analysis is used

LIMITATIONS OF THE STUDY

Due to time constraints and busy schedules of the nurses it was difficult to interact withthem completely.

The sample size was limited to 60 The responses may be influenced by personal bias. Generally do not provide in-depth understanding of underlying issues, reasons or

behavior patterns.

Incorrectly designed surveys may produce invalid and misleading results.


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CHAPTER4

DATA ANALYSIS & GRAPHICAL DATA

REPRESENTATION


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1. Age

Parameters No: of Respondents Percentage

20-30 9 15

30-40 18 30

40-50 18 30

More than 50 15 25

Total 60 100

INFERENCE

It has been inferred that 30% of the employees who participated in the survey are of age group

between 30-40 , 30% again come under the category between 40-50 age group and the rest of

them belong to more than 50 (25%) and 20-30(15%) types.

20-30 30-40 40-50 More than 50

9

18 18

1515

30 30

25

AGE GROUP

No: of Respondents Percentage


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2. SEX


Male 42 70

Female 18 30

Total 60 100

INFERENCE

It has been inferred that 70% of the employees participated in the survey are male and the

remaining come under the female category.

male Female

42

18

70

30

SEXNo: of Respondents Percentage


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3. MARITAL STATUS


Single 9 15

Married 42 70

Divorced 3 5

Separated 0 0

Widow(er) 6 10

Total 60 100

INFERENCE

It has been inferred that 70% of the employees who participated in the survey are married and

15% of respondents are bachelors. Rest of them are categorized under the category of widow and

divorce cases.

Single Maried Divorced Separated Widow(er)

9

42

30

6

15

70

50

10

MARITAL STATUS



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4 Employee able to communicate their feelings for others


Always 6 10

Very often 15 25

Often 20 33.33

Rarely 10 16.67

Never 9 15

Total 60 100

INFERENCE

It has been inferred that 33% of employees have an opinion that they can communicate their

feelings to others often, 25% feels it very often. Also we can infer that 17% of the employees

rate it as rarely and 15% of them never had any such feelings, but 10% of them feel always free

enough to communicate with others.

always Very often Often Rarely Never

6

15

20

10 910

25

33.33

16.6715

EMPLOYEE ABLE TO COMMUNICATE THEIR FEELINGS



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5. Employees - forthright, frank and willingness to stand up for his rights.


Always 12 20Frequently 27 45

Occasionally 13 21.67

Rarely 5 8.33

Never 3 5

Total 60 100

INFERENCE

It has been inferred that 45% of respondents frequently stand up for their rights, 21% stands for

it occasionally. Also we can infer that 20% of the employees always stand up for their rights

and 8% of them are rare, but 5% of them ignore such views.

always Frequently Occasionaly Rarely Never

12

27

13

53

20

45

21.67

8.335

FRANKNESS AND WILLINGNESS TO STAND UP FOR THEIRRIGHTS



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6. Employee satisfaction at work


Highly Satisfied 4 6.67Satisfied 12 20

Neutral 23 38.33

Dissatisfied 18 30

Highly Dissatisfied 3 5

Total 60 100

INFERENCE

It has been inferred that 38% of employees have neutral opinion on job satisfaction, 30% are

dissatisfied. Also we can infer that 20% of the employees are satisfied and 7% of them are

highly satisfied, but 5% of them experience high level of dissatisfaction.

Highly

Satisfied

Satisfied Neutral Dissatisfied Highly

Dissatisfied

4

12

23

18

3

6.67

20

38.33

30

5

EMPLOYEE SATISFACTION AT WORK



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7. Stress part of work life for employees.


Strongly Agree 10 16.67Agree 30 50

Neutral 14 23.33

Disagree 5 8.33

Strongly Disagree 1 1.67

Total 60 100

INFERENCE

It has been inferred that 50% of respondents agree that stress is part of their work life, 23% of

them view it to be neutral. Also we can infer that, 16% of the employees strongly agree and 8%

of them disagree but 2% of them strongly disagree.

Strongly Agree Agree Neutral Disagree Strongly

Disagree

10

30

14

5

1

16.67

50

23.33

8.33

1.67

EMPLOYEES VIEW ON STRESS

No: of Respondents Perentage


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8. Work is heavy and tiresome.


Strongly Agree 16 26.67

Agree 26 43.33

Neutral 12 20

Disagree 5 8.33


Total 60 100

INFERENCE

It has been inferred that, 43.33% feel that their work is heavy and tiresome and 26.67% strongly

agree that their work is heavy or tiresome, 20% of their view is neutral,8% disagree and 2%

strongly disagree.


Disagree

16

26

12

5

1

26.67

43.33

20

8.33

1.67

WORK IS HEAVY AND TIRE SOME



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9. Loneliness while working with others

parameters No: of Respondents Percentage

always 7 11.67Frequently 23 38.33Sometimes 19 31.67

Rarely 9 15Never 2 3.33Total 60 100

INFERENCE

It has been inferred that 38% of respondents frequently feel lonesome while working with others,

32% feel it sometimes and also we can infer that 15% of them feel it rarely, 12%always and 3%

never felt so.

always Frequently Sometimes Rarely Never

7

23

19

9

2

11.67

38.33

31.67

15

3.33

LONELINESS WHILE WORKING WITH OTHERS



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10. Boredom in their routine work


Strongly Agree 9 15Agree 23 38.33

Neutral 16 26.67

Disagree 10 16.67


Total 60 100

INFERENCE

It has been inferred that 38% of respondents agree that they feel bored when engaged in their

routine work, 27% of their view is neutral and also we can infer that 17% disagree, 15%strongly

agree and 3% strongly disagree.


Disagree

9

23

16

10

2

15

38.33

26.67

16.67

3.33

BOREDOM IN ROUTINE WORK



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11. Satisfaction with the existing working conditions


Highly Satisfied 2 3.33Satisfied 21 35

Neutral 21 35

Dissatisfied 10 16.67

Highly Dissatisfied 6 10

Total 60 100

INFERENCE

It has been inferred that 35% of respondents are satisfied with the existing working condition,

35% seems to be neutral. Also we can infer that 17% are dissatisfied and 10% are highly

dissatisfied. Only 3% are highly satisfied employees.

Highly

Satisfied


Dissatisfied

2

21 21

10

63.33

35 35

16.67

10

SATISFACTION WITH EXISTING WORKING CONDITION



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12 Time for personal activities


Always 6 10Frequently 18 30

Sometimes 11 18.33

Rarely 12 20

Never 13 21.67

Total 60 100

INFERENCE

It has been inferred that 30% of respondents frequently get time to do things that are really

important for them, 22% dont agree with this. Also we can infer that 20% who agree are rare

cases and 18% only sometimes. 10% have enough time to deviate for their personal activities.

13. Satisfied with the welfare measures

always Frequently Sometimes Rarely Never

6

18

1112 13

10

30

18.3320

21.67

TIME FOR PERSONAL ACTIVITIES



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Parameter No: of Respondents Percentage

Highly Satisfied 3 5

Satisfied 15 25

Neutral 13 21.67

Dissatisfied 24 40

Highly Dissatisfied 5 8.33

Total 60 100

INFERENCE

It has been inferred that 40% of respondents are dissatisfied with the welfare measures adopted

by the company, 25% are satisfied and also we can infer that 22% seems to be neutral, 8% arehighly dissatisfied and 5% are highly satisfied.

Highly

Satisfied


Dissatisfied

3

1513

24

55

2521.67

40

8.33

SATISFIED WITH THE WELFARE MEASURES



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14. Health problems leading to absenteeism?


Very Often 3 5Sometimes 18 30

Rarely 31 51.67

No 8 13.33

Total 60 100

INFERENCE

It has been inferred that 52% of respondent have the opinion that sickness makes them absent

from work rarely, 30% says from time to time and also we can infer that 22% says sickness alone

does not make them absent from work. 5% very often are absent due to health problems.

15 Impact of political or social engagement force them to be absent from work

Very Often Sometimes Rarely No

3

18

31

85

30

51.67

13.33

HEALTH PROBLEMS



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Very Often 3 5

Sometimes 16 26.67

Rarely 17 28.33

No 24 40

Total 60 100

INFERENCE

It has been inferred that 40% of respondents have an opinion that the political or social

engagement force did not make them absent from work, 28% feel it to be rare and also we caninfer that 27% are satisfied and 5% very often keep themselves absent due to political or social

engagements.

Very Often Sometimes Rarely No

3

16 17

24

5

26.6728.33

40

IMPACT OF POLITICAL OR SOCIAL ENGAGEMENT ONABSENTEEISM



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16. Habit of alcohol consumption makes them absent


Often 2 3.33Very Often 6 10

Sometimes 21 35

Rarely 9 15

No 22 36.67

Total 60 100

INFERENCE

It has been inferred that 37% of respondents have an opinion that the habit of alcoholism did not

make them absent from work. 35% says sometimes they are absent for work and also we can

infer that 15 % come under rare cases, 10% are very often and 3% are often absent from work

due to this bad habit.

Often Very Often Sometimes Rarely No

2

6

21

9

22

3.33

10

35

15

36.67

HABIT OF ALCOHOL CONSUMPTION MAKES THEMABSENT



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17. Helping hand from the colleagues


Yes 6 10

No 36 60

To Some Extent 18 30

Total 60 100

INFERENCE

It has been inferred that 60% of respondents have an opinion that their colleagues did not help

them in case of personal problems, 30% says to some extent they had received some help and

also we can infer that 10% agree that their colleagues help them in case of any personal

problems.

Yes No To Some Extent

6

36

18

10

60

30

HELPING HAND FROM THE COLLEAGUES



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18. Any occupational hazards which prompt the employees to take leave


Yes 8 13.33

No 52 86.67

Total 60 100

INFERENCE

It has been inferred that 87% of respondents have an opinion that they are not afraid of any

occupational hazards which prompts them to take leave, 13% show some kind of fear towards

occupational hazards which prompt them to take leave.

Yes No

8

52

13.33

86.67

OCCUPATIONAL HAZARDS WHICH PROMPT TO TAKE LEAVE



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FINDINGS

On analysing the response it is found that, 35% of the employees are dissatisfied withtheir work.

50% of the employees have an opinion that stress is part of their work life. 43% agree and 27% strongly agree that their work is heavy. From this, it can be

interpreted that the employees are having a hectic work schedule.

A total of 70% of the employees feel lonely while working with others. 39% of workers feel bored in their routine work. 42% dont have time for their personal activities. 40% of the workers are not satisfied with the welfare measures adopted by the company. Health problems seem to be one of the causes of absenteeism for the work. It is also found that 35% of the employees are satisfied with working condition. It has been found that 40% of the respondents have an opinion that politics have no

impact on the employee absenteeism.

60% of the employees feel that their colleagues did not help them in case of personalproblems.


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CHAPTER5

SUGGESTIONS & IMPLICATIONS


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SUGGESTIONS

The management must intervene in the day to day activities of the employees. Theyshould provide full-fledged support, guidance and encouragement.

The management must provide training programme to the employees at a frequent basis.This will help them to enhance their skill and improve their existing performance. Themanagement must further, scrutinize the response of the employees after the

implementation of the training programme.

Overloaded workaholic atmosphere must be avoided, as it may create a lot of stress-related problems.

Employees must be encouraged for their creativity and innovative outlook towards theirjob assigned.

Welfare measures of the employees should be improved so as to make the employees feelmore satisfied and contended. A satisfied employee will be more committed to theorganization.

Medi-claim policies, weekly or monthly medical checkups etc should be provided to theemployees in order to make them physically fit for the job.

The employees should either be provided with transportation facility or housing facilityso that they would have ample time for recreation in substitute for the time they spend intraveling.

The management should take necessary action to strengthen the relationship between theemployees.


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Chapter6

CONCLUSION


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CONCLUSION

Cadbury India Pvt. Ltd. at Malanpur being one of the reputed electronic meter manufacturing

companies in India is also a victim of absenteeism, as one of the curse their organization is

facing at present. The study tries to reveal the factors influencing the absenteeism of employees

with some suggestions which will be of immense aid for the employees as well as the

organization to reduce the absenteeism level. I earnestly desire that, the study might bring some

descend in the number of absentees in the organization, if taken into consideration practically.

To conclude, employees dissatisfaction towards job & welfare measures, hectic

work schedule, stress, health problems are some of the major causes of absenteeism. This can be

reduced by the management by implementing various employee satisfactory changes in the

organization. People are the major assets of any organization and taking care of their welfare and

satisfaction is their duty as a whole apart from earning profit. As work environment is becoming

more challenging and complex, the management must also see through it that, it is capable of

managing and bringing in changes at the same pace so as to survive in this competitive scenario.


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BIBLIOGRAPHY

K.ASWATHAPPA, Human resource and Personnel Management, Tata Mc Graw Hilll, 2003.

REDDY P.N and GULSHAN S.S, Principles Business Organizational Management, Eurasia

Publishing House 1990.

http://www.cadburyindia.com/

http://www.tau.ac.il

http://etd.unisa.ac.za/ETD-db

www.trainingspotting.com/


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ANNEXURE

NAME :

1. Age

20-30 30-40 40-50 More Than

2. Sex :

Male Female

3. Marital status

Single Married Divorced Separated

Living together Widow(er)

4. I am able to communicate my feelings to others?

Always Very often Often Rarely

Never

5. I am forthright, frank and willing to stand up for my rights

Always Frequently OccasionallyRarely Never

6. How satisfied I am with my works?

Highly Satisfied Satisfied Neutral Dissatisfied

Highly Dissatisfied

7. Stress is a part of my work life

Strongly agree Agree Neutral

Disagree Strongly Disagree

8. Do you feel your work is heavy or tiresome?




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9. Do you feel lonesome while working with others?

Always Frequently Sometimes Rarely Never

10. Do you feel boredom in your routine work?



11. Are you satisfied with the existing working condition?


Highly Dissatisfied

12. Do you have time to do things that are really important for you?

Always Frequently Sometimes Rarely Never

13. Are you satisfied with the welfare measures adopted by the company?


Highly Dissatisfied

14. Does sickness makes you absent from work?

Very often sometimes very seldom No

15. Does any of the political or social engagement force make you absent from work?

Very often sometimes very seldom No

16. Does the habit of alcoholism make you absent from work?

Often Very often Sometimes Very seldom No

17. Do your colleagues help in case of personal problem?

Yes No To some extent

18. Are you afraid of any occupational hazards which prompt you to take leave?

Yes No


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19. How do you take your eligible leave?

With prior sanction without prior sanction

20. Do you take leave for any other reason, specify?

employee absenteeism at cadbury india ltd

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