The Format For Projects :  1. Introduction (Methodology)2. Review Of Literature3.Company Profile4.Data Analysis & Interview5.Findings6.Questionnaire7.Sample Size8.Limitations9. Sugestions10. Conclusion11.Bibliography11. Appendix

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1. Introduction (Methodology)

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1. Introduction (Methodology)

INTRODUCTION TO THE STUDY

Absenteeism is a serious workplace problem and an expensive occurrence

for both employers and employees seemingly unpredictable in nature. A

satisfactory level of attendance by employees 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 major problem faced by almost all employers of today. Employees are

absent from work and thus the work suffers. Absenteeism of employees

from work leads to back logs, piling of work and thus work delay.

Absenteeism is of two types -

1. Innocent absenteeism - Is one in which the employee is absent from

work due to genuine cause or reason. It may be due to his illness or personal

family problem or any other real reason

2. Culpable Absenteeism - is one in which a person is absent from work

without any genuine reason or cause. He may be pretending to be ill or just

wanted a holiday and stay at home. Many employees will, on occasions,

need a few days off work because of illness, however, when

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absences become more frequent or long term and reach an unacceptable

level, action by management is necessary. Absence from work can be

expensive in both monetary and human terms.

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 is

perceived as unwarranted

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Review Of Literature

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Review Of Literature

LITERATURE SURVEY AND THEORETICALBACKGROUNDDEFINITIONS OF ABSENTEEISMi. Absents constitutes a single day of missed work(Martocchio & Jimeno 2003) ii. Absence occurs whenever a person chooses to allocate time to activities that compete with 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 a social expectation for him or her to be there. (Martocchio & Harrison, 1993)

iv. Absenteeism refers to Non-attendance of employee for sheduled work( Gibson, 1966 john, 1978)v. Absenteeism is defined as a failure of an employee to report to work when he or she is sheduled to do so.

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ABSENTEEISM

CONCEPT OF ABSENTEEISM

It refers to workers absence from their regular task when he is

normally schedule to work. The according to Webster’s dictionary

“Absenteeism is the practice or habit of being an absentee and

an absentee is one who habitually stays away from work.”

According to National HRD Network : - Absenteeism is the

total man shifts lost because of absence as percentage of total number

of man shifts scheduled to work.

In other words, it signifies the absence of an employee from

work when he is scheduled to be at work. Any employee may stay

away from work if he has taken leave to which he is entitled or on

ground of sickness or some accident or without any previous sanction

of leave. Thus absence may be authorised or unauthorised, wilful or

caused by circumstances beyond one’s control.

Maybe even worse than absenteeism, it is obvious that people

such as malingerers and those unwilling to play their part in the

workplace can also have a decidedly negative impact.

Such team members need individual attention from frontline

supervisors and management. 7

Indeed, as prevention is better than cure, where such a problem

occurs, it is always important to review recruitment procedures to

identify how such individuals came to be employed in the first place.

For any business owner or manager, to cure excessive

absenteeism, it is essential to find and then eliminate the causes of

discontent among team members.

If they find their supervisor or job unpleasant - really unpleasant

- they look for legitimate excuses to stay home and find them with

things such as upset stomachs or splitting headaches.

Any effective absentee control program has to locate the causes

of discontent and modify those causes or eliminate them entirely. In

other words, if we deal with the real reasons team members stay

home it can become unnecessary for them to stay away.

Any investigation into absenteeism needs to look at the real

reasons for it.

Sometimes team members call in sick when they really do not

want to go to work. They would not call you up and say, “I’m not

coming in today because my supervisor abuses me.”

Or, “I’m not coming in today because my chair is

uncomfortable.” Or, “I’m not coming in today because the bathrooms

are so filthy, it makes me sick to walk into them.”

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There are a few essential questions to consider at the outset if

you want to make a measurable improvement to your absenteeism

figures.

Why is your present absenteeism policy ineffective?

Where and when is excessive absenteeism occurring? In many

cases, under- trained supervisors could be a contributing factor.

What are the real causes for absences?

It is commonly expected that low pay, poor benefits and high

workloads will be the major causes.

However, in numerous employee surveys absenteeism generally

has been identified as a symptom of low job satisfaction, sub-

standard working conditions and consistent negative and unfair

treatment received by first-line supervisors.

How much formal training have your supervisors received on

absenteeism containment and reduction? If your answer is none or

very little, maybe you have found the solution.

As with every other element within your organization, you

cannot ask a person to do a job he or she has never been trained to

do.

Many human resources specialists have found that repetitive,

boring jobs coupled with uncaring supervisors and/or physically

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unpleasant workplaces are likely to lead workers to make up excuses

for not coming to work.

If your team members perceive that your company is indifferent

to their needs, they are less likely to be motivated, or even to clock

on at all.

One way to determine the causes of absenteeism is to question

your supervisors about excessive absenteeism, including what causes

it and how to reduce it.

Of course, if your supervisors have made no efforts to get to

know the team members in their respective departments, they may

not be able to provide reasons.

However, just the act of questioning may get the ball rolling and

signal to your supervisors that their involvement is important.

Once a manager finds the real reasons for absenteeism there is

another important step. Through open communication, you need to

change the team member’s way of reacting and responding to

discontent.

Other problems will no doubt arise in the future. If the way of

responding has not been reviewed, then the same cycle is likely to

start all over again.

So often absenteeism problems can be sheeted back to the

supervisor level and to unsatisfactory working conditions. Without

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improvement in these areas, you can expect your high rate of

absenteeism to continue.

TYPES OF ABSENTEEISM

There are two types of absenteeism, each of which requires a different type of approach.1. Innocent AbsenteeismInnocent 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 culpableabsenteeism. Counselling I nnocent AbenteeismInnocent 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 apoint 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

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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 reclassificationDischargeInitial Counseling Presuming you have communicated attendance expectations generally and have already identified an employee as a problem, you will have met with him or her as part of your attendance program and you should now continue to monitor the effect of these efforts on his or her attendance.

If the absences are intermittent, meet with the employee each time he/she returns to work. If absence is prolonged, keep in touch with the employee regularly and stay updated on the status of his/her condition. (Indicate your willingness to assist.)

You may require the employee to provide you with regular medical assessments. This will enable you to judge whether or not there is any likelihood of the employee providing regular attendance in future. Regular medical assessments will also give you an idea of what steps the employee istaking to seek medical or other assistance. Formal meetings in which verbal warnings are given should be given as appropriate and documented. If no improvement occurs written warning may be necessary.

Written Counselling

If the absences persist, you should meet with the employee

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formally and provide him/her with a letter of concern. If the absenteeism still continues to persist then the employee should be given a second letter of concern during another formal meeting.

This letter would be stronger worded in that it would warn the employee that unless attendance improves, termination may be necessary.Reduction(s) of hours and or job reclassification In between the first and second letters the employee may be given the option to reduce his/herhours 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 requirementsof his/her job, but could for example benefit from modified work, counsel he 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 would consider 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 theirsickness?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?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.

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It must be proven that the employee will be unable to attend work on a regular basis in thefuture.Corrective Action f or C ulpable AbsenteeismAs 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 hisspecific 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 thesame 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)DischargeVerbal WarningFormally meet with the employee and explain that incomeprotection is to be used only when an employee is legitimately ill. Advise the employee that his/her attendance record m ust 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 thereis no improvement a written warning should be issued.

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Written WarningInterview the employee again. Show him/her the statisticsand 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 satisfactoryexplanation is given, advise the employee that he/she will be given a written warning. Be specific in your discussion with him/her and in the 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 ofhis/her file. The written warning should identify any noticeable patternIf 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.`

THEORIES OF ABSENTEEISM

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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 madebetween 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 person’s positive or negative relationships to a work situationand 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 theorganisation 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 employee’s identification withthe 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 bestrengthened. In this research Gibsson’s (1966) concept of valence, referring to an individual’s 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 jobinvolvement and organizational commitment (negative relationship to the work situations) will have higher levels of absenteeism.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

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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 SituationsIn their study on absence, Hill and Trist (1953; 1962) contributed atheory 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 anintention to quit. According to this view, an employee who is absent from work is consciously or unconsciously expressing negative attachment to the organisation.

Dynamic ConflictThe ‘withdrawal’ explanation offered by Hill and Trist (1962) hadsome subsequent influence on theoretical discussions by Ås (1962) and Knox (1961). Gadourek (1965) described the latter as ‘dynamic conflict’ theories. The conflict is located within theindividual, and whether a person stays or withdraws is the result of a complex in incentives and stresses.

Social ExchangeChadwick-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

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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 theemployment 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 employeesand employers as developing in, or as revealed by, a pattern of behaviour in the work situationthat 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, jobduties, and promotion lines. Informal ones include supervisory styles, peer group relations, and – salient to their analysis – absence from work. Chadwick-Jones (1982) however, do point out thatabsences may not enter into the exchange at all, insofar as some employees or employee groups, especially those with higher status – supervisors in factories, managers in banks – are absent very little or hardly at all. It is quite possible, however, that managers possess greater control over theallocation of their working time and may take periods of ‘time out’ that are not recorded.

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Company Profile

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HONEYPOT IT CONSULTING PRIVATE LIMITED.

Company Profile

Honeypot IT Consulting is internationally established software Technology

Company with offices in USA and India. The Indian offshore centre is

located in a state-of-art facility in the heart of Hyderabad City.

Honeypot IT initialized its unique opportunity project / product development

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and enterprise service offerings to deliver value for money results to our

customers / clients.

Honeypot IT strongly believes to partner with leading technology companies

worldwide to ensure technology focus that helps it provide solutions in

line with the emerging technologies.

Our technology understanding ahead of the market place and our domain

experts and business development team is constantly updated. This ensures

our technical team upgrades its skill sets all the time converting them into

our most powerful assets.

Honeypot IT offers its clients a dedicated coordinated two-pronged

approach to their technical requirements.

Our offshore development centre in India is well structured in terms of

resources, with senior project managers to deliver best of breed technology

solutions tailored to customer requirements.

Honeypot's onsite team is a smaller team, however, top-notch technical

people led by well experienced project manager, works at client site to

ensure the effective and efficient delivery and deployment exceeding the

client's expectations.

Our Vision

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Our vision statement underlies our aspirations to establish the Honeypot as

the benchmark reference for the provision of software ser vices and even

further, in line with the increased needs of our customers operating across

the globe.

Our Mission

To imagine, conceive, create and deploy creative and effective products and

services that can help our clients meet their objectives.

OUR CORPORATE VALUES

Integrity

Our commitment to the highest standards of business ethics and our

alertness in the protection of the necessary trust required of a financial

institution.

Customer Centric

The assurance of quick, dedicated & unrivalled ser vices to our valuable

customers.

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Teamwork

Our approach towards synergistic potential among our people & between the

companies of the Group alongside leveraging individual skills &

competencies.

Innovation

A long-standing in-house tradition of proactively seeking for

opportunities at the technological, operational & managerial levels - a long

string of market firsts testifies to this.

Knowledge

A strong commitment to nurture our human capital through lifelong

development & learning towards achieving our vision.

Excellence

Our ability to constantly rethink ourselves and reflecting our effort to instill,

collectively & individually, behaviors tuned to outstanding performance.

Our Corporate Code of Conduct

We strive to develop our own technologies and supply products and services

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that are valuable to customers.

We incorporate customer feedback into the way we conduct our business and

strive to improve customer satisfaction.

We place top priority on the quality and safety of our products and services

through a quality assurance system based on our Group Quality Guidelines.

To create new value that our customers will support and trust, we are actively

developing technologies that can be applied in every stage of the

production process, from development to production, distribution, and sales.

We provide accurate information to our customers and deliver a sense of

security and reliability along with our products and services.

We respond promptly, sincerely, and politely to customer complaints by

quickly confirming the facts of the situation, identifying the causes of the

problem, and taking appropriate measures to achieve a solution.

Quality

Honeypot is committed to assure quality deliverables to its customers. Our

quality program is the prime vehicle by which we ensure that our

philosophy of agility, expertise and capability is consistently delivered to

provide business value to customers.

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Quality System covers Design, Development, Marketing, Support and

Maintenance of Application Software covering Projects, Products and

Software Tools. This integrated quality system, which is implemented in

SRA, ensures that quality is built into the software

during the various stages of the Software Development Life Cycle.

Honeypot's Offshore Development Center has well established with best

practices, processes and procedures. The quality system is designed for

continuous improvement and for tailoring. We realize that processes have to

be customized based on the nature of tasks and the need to work seamlessly

with our customers' quality systems.

We have a defined process that outlines the following:

Core Processes

Project Management

Requirements Methodology

Design Methodology

Development Methodology

Testing Methodology

Acceptance Release Maintenance

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Supporting Processes

Configuration Management

Measurement

Review

Audit

Corrective Action

Defect Prevention

The quality methodology at Honeypot has been both reductionistic and

holistic. We give close attention to the quality of components built upon

various platforms and sources and at the same time, give broad attention to

the emergent proper ties of the whole assembled system, in terms of its

overall fit to business requirements.

All our methodologies and processes are in line with the quality

expectations of both internal and external clients. Many leading inter

national clients have assigned their QA activities and testing services to

Honeypot - thanks to the reliable and agile Quality Processes that have

been built over the years.

The Team

With Honeypot's Team network in place, your offshore team will seem like

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they are sitting next door. You get the best of both worlds - high quality,

reliability and expertise at lower costs.

Also, you can avail reliable management assistance, state-of-the-art

infrastructure

support and the option of leveraging compliant software processes for no

additional cost. Our agile team, which is intrinsically capable to ramp up in

short notices can perform a variety of roles and possesses a wide variety of

skills. Team comprises of providing a dedicated team that will work

alongside your IT team. The Team Lead will be the technical liaison for you

to ensure the smooth completion of the project on time.

The Team network Model shows the various members involved in a typical

IT Services offering. The core of the team consists of the Team Lead and the

members of the team. The Team Lead co-ordinates with members and is your

primary point of contact. You would have access to individual team members

as well, if required.

The difference in time zones between the US and India is used to

advantage with overlapping work hours between the US and India.

Honeypot Team - A virtual technology that works closer to you ensures that

Support Services are provided 24x7.

Technical Competency

Microsoft Technologies

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Honeypot's agility in Microsoft technologies - both in project development

and product development should result in the setting up of a Microsoft .Net

Center of Excellence. It is exclusively dedicated to development work

on .Net Technologies.

Services provided

Product Initiatives: Port existing products of Honeypot and build new

products on .Net platform.

Project Initiatives: Provide clients timely, cost-effective, end-to-end

solutions coupled with high standards of service and support in .Net related

projects.

Consultancy Initiatives: Address the gap in the supply of quality

professionals who are required to help customers realize their .Net vision.

The .Net Center of Excellence delivers focused skills transfer,

application design & architectural assistance and software development

mentoring. This allows rapid learning and application of new development

skills to define business and technology problems.

We have a strong background in Web and Interactive Media, as well as PHP,

MYSQL, AJAX, Frame works, ZEND , ZENCART, OSCOMMERCE,

SMARTY TEMPLATE INTIGRATION, GOOGLE MAP

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INTIGRATIONS, YAHOO MAP INTEGARTIONS, GOOGLE XPATH

INTEGRTAIONS, CRE etc.

We have an excellent Reporting , website design team with creativity ,

Graphic designers , Multimedia Developers who together create some of the

most innovative, attractive and intelligent web pages.

Human Resources at Honeypot

Honeypot has highly charged technical whiz kids, with an eye for future

technology, working towards shaping Technology of the Future. The

objective of this group is to deliver software

services, solutions and products, using emerging technologies, through

innovation and creativity, with the highest standards of quality and

integrity. The ambit of the Human Resource management team at Honeypot

goes beyond the number game into the subtler areas of employee attitude,

behavior and commitment.

The tasks constantly before the HR team include:

Encouraging employees to be creative, generating fresh ideas and

innovative practices that enhance the company's ability to compete with

competitors and accept new Responsibilities and participate in activities

aimed at making systems more efficient, and processes more streamlined,

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effective and valuable.

Developing and maintaining an environment that promotes a cohesive,

inclusive, and diverse community, affirming the inherent worth of all

individuals and underscoring the importance of teamwork, trust, and

open communication to create a positive living and learning environment.

The HR policies at Honeypot are centered on how we treat people, how we

operate, what we deliver, how we feel and how we think. Similarly the

recruitment policy at Honeypot is tailored around what we have, new skill

sets required to accomplish the

pre-set goals and how we fit in with the plans of the professionals.

Honeypot believes in recruiting professionals with not merely the right

skill set and expertise but with the right attitude to fit into its

environment. Like any startup in the IT industry, Honeypot is flexible

without compromising quality. The same can be said of its

recruitment policy.

The HRD team believes that great companies are made, not born. The secret

behind it is in hiring the right people. This is, of course, easier said than

done. Statistically, half of all employment situations result in mis-hire,

i.e., hiring the wrong person for the job. For building a team of

professionals to hold various responsible positions, to carry out the

activities, the HRD team takes utmost care to ensure the inflow and

management of the right skill into the organization at the right time.

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The HRD team believes in re-inventing relationships and building a shared

vision with its employees. It helps the organization by framing policies and

procedures for the company and ensuring that these are implemented and the

employees are educated on the need to heed these policies and procedure.

Infrastructure

With the Internet expanding rapidly across every corporate network,

businesses are making huge investments in complex mission critical network

infrastructure. This increases the challenges of managing and administering

them.

Honeypot has certified engineers on SUN, CISCO, Oracle, IBM, and

Microsoft among other platforms. Honeypot, with its extensive experience in

building and managing data centers and IP networks, is well positioned to

assist its clients with all aspects of managed services. Honeypot provides

services such as System Administration, Network Management, Messaging

Solutions, Database Administration, Data Center Support and Help Desk.

Our Services

Corporate Design Services

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Corporate Website Design

Website Re-design

E-Business Solutions

Knowledge Management

Enterprise Internet Application Development

E-Business Integration with legacy systems

Customer Management Solutions

IT Consulting

IT Planning

IS Management

Policy formation

Strategic Outsourcing

Quality Integration

Project Management and Design Consulting

E-Business Strategy Consulting

Customer Relationship Management Consulting and

Change Management

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Software Solutions

Client-server Application Development

Distributed Application Development

Overseas Branches:

Michigan Office: California Office:

304, Candlewyck dr, #1422 730 E, Evelyn Avenue. # 221,

Kalamazoo, Michigan 49001. Sunnyvale, California 94086.

Ph: 001 2694644647. Ph: 001 7632133507.

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Managing DirectorMr.Ramesh Parsa

AdminAccounts HR

IT DeptProject ManagerTeam LeadSoftware Engineers Trainees

Sales Sales ManagerSales Executives Trainees

HR Policy

EMPLOYMENT WITH THE ORGANIZATION

RECRUITMENT:

Recruitment will be by Honeypot under the following purposes:

To Fulfill the requirements in the client place

Expansion into new areas

To fill a vacancy created in an existing position

Vacancies will be made known internally and externally. The CEO

announces all vacancies in accordance with the approved Annual Plan &

Budget or after approval of the Managing Committee of Honeypot. Some

employments with Honeypot may be on contractual basis depending on the

requirement.

Sources of Recruitment:

Word-of-Mouth/Networks/Website/ other Job Placement Websites

Database with Honeypot

Campus Recruitment

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Selection process:

The whole process of selection would take place in two stages.

Internal Recruitment External Recruitment

Technical Round Written Test

HR Round Voice & Accent Round

Appointment JAM Session

Induction HR Round

HOURS OF WORK:

Working hours in Honeypot will be between 10.00 a.m. to 6:00 p.m.,

Monday to Friday with a lunch interval from 1:00 p.m. to 2:00 p.m.

In case of staff requiring leaving office early or late to office, sanction may

be taken from the CEO/Director Operations. A total of three late comings of

one hour each are allowed per month and subsequent late comings will be

treated as half a day casual leave. CEO will have discretion to waive this

clause under exceptional circumstances.

LEAVE POLICY:

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Staff with Honeypot will be entitled for Leaves and Holidays which will be

in accordance with the calendar year.

HOLIDAYS:

The CEO will declare the official list of Holidays at the beginning of the

calendar year after reviewing the Government Holiday list. A maximum of

15 days holidays per annum.

CASUAL LEAVE:

Staff is eligible for casual leave of 8 days per annum. Unused casual leave

cannot be accumulated. It can not be combined with sick leave. Staff can not

avail more than three casual leaves at a time.

SICK LEAVE:

Staff shall be eligible for 12 days sick leave per annum.

Unused sick leave can be accumulated for a maximum of 120 days, and is

not encashable.

MATERNITY LEAVE:

The maternity leave entitlement is as per the provisions of the Maternity

Benefit Act, 1981 or any such Act that be in force from time to time.

37

PATERNITY LEAVE:

Male Staff, within the first month of becoming a father, are entitled for a

paternity leave of 6 days.

LOSS OF PAY LEAVE:

Staff on leave without the same being approved by the concerned authority

will be considered or treated as being on Leave with Loss of Pay.

Continuous absence for more than ten days without consent will result in

disciplinary action including dismissal.

PROCEDURE FOR APPLYING LEAVE:

Step 1: Employee sends an e-mail to M.D(CC: To HR) with clear

reasons and type of leave required. Excepting unavoidable or emergent

situations, all leaves must have prior sanction.

Step 2: If leave is sanctioned, the application will be forwarded to

HR Department for up-dating employee leave records. If leave is not

sanctioned. The employee concerned may be advised/counseled

accordingly.

GENERAL RULES:

38

Prior Approval:

No leave is sanctioned, if an employee avails of leave without

getting it sanctioned and also he is not allowed to regularise it on

the date of resuming duty excepting reasons which are of

emergency or unavoidable nature. This will be decided by HOD

concerned.

If this attitude is repeated, HOD may discuss with Personnel /HR

Dept to take appropriate action against erring employees. Just

applying leave does not mean that he got the sanction. He must get

the leave sanctioned and only then, he may proceed on leave.

Over Staying:

Employees are not allowed to extend their leave except in the

reasons/Situations which are beyond the control. If this attitude is

repeated, concerned HOD may take up the matter with Personnel

Manager to take appropriate action against erring employees.

ABSENCE:

If an employee is absent continuously more than 7 days, without any

Valid reasons, his name will be removed from the rolls of the

Company and

Suitable disciplinary action will be taken against the faulty employees.

39

SUGGESTED SALARY STRUCTURE:

1. Basic Pay 50% of Gross Pay

2. HRA 40% of basic pay

3. Conveyance 800 of basic pay

4. City Compensatory Allowance 8% of basic pay

5. Medical Reimbursement 8.33% of basic pay

6. Special Allowance Balance

ANNUAL INCREMENT

The professional/staff of the Honeypot may be eligible for a performance

based annual increment. Staff will be eligible for an Annual Increment in

Basic Pay as applicable to their respective level.

STAFF WILL GET:

30% hike , if he/she had been completed one year of service.

40

A proper Performance Appraisal system shall be put in place which shall

have provision to assess the average, good and excellent performance of

staff during the year.

Public Holidays -2010

# Holiday Date Day

1.   Muharram January 19 Saturday

2.   Republic Day January 26 Saturday

3.   Maha Shivratri

(Optional)

March 6 Thursday

4.   Milad-un-Nabi

(Birthday of

Prophet Mohd)

(Optional)

March 21 Friday

5.   Good Friday March 21 Friday

6.   Holi March 22 Saturday

7.   Ram Navami

(Optional)

April 14 Monday

8.   Mahavir Jayanti

(Optional)

April 18 Friday

41

9.   Buddha Purnima

(Optional)

May 20 Tuesday

10. Independence Day August 15 Friday

11. Mahatma Gandhi

Birthday

October 2 Thursday

12. Idul’Fitr

(Optional)

October 2 Thursday

13. Dussera (Vijaya

Dashami)

October 9 Thursday

14. Diwali (Deepawali) October 28 Tuesday

15. Guru Nanak

Birthday

(Optional)

November

13

Thursday

16. Idu’l Juha (Bakrid)

(Optional)

December 9 Tuesday

17. Christmas day

(Optional)

December 25 Thursday

42

43

Data Analysis & Interview

Why We Analyze Data

Analysing absence data is important for two reasons:

• The process enables an organization to determine whether or

not it has an absence problem

• It can help the organization to understand what is driving

Absence Incident

An absence incident is any continuous absence from

44

commencement until return to work e.g. a 1 day absence is 1

incident. Likewise, a consecutive 12-day absence is also one

incident.

Absence incidence is related to:

• Psychosocial factors

• Job satisfaction

• Workplace factors

• Organizational factors

• Health risk factors

.

45

MEASUREMENT OF ABSENTEEISM

For calculating the rate of absenteeism we require the number of

people scheduled to work and number of people actually present.

Absenteeism can be find out of absence rate method.

For Example:

a) Average number of employees in work force : 100

b) Number of available workdays during period : 20

c) Total number of available workdays (a x b) : 2,000

d) Total number of lost days due to absences during the period : 93

e) Absenteeism percent (d [divided by] c) x 100 : 4.65%

Since absenteeism is a major barometer of employee morale,

absenteeism above 5 percent has to be considered as very serious

(across most industries 3 percent is considered standard).

46

Why We Analyze DataAnalysing absence data is important for two reasons:• The process enables an organization to determine whether ornot it has an absence problem• It can help the organization to understand what is driving

47

ABSENTEEISM RATE AT

HONEYPOT IT CONSULTING PRIVATE LIMITED .

48

PECULIAR FEATURES OF ABSENTEEISM

On the basis of studies undertaken certain observations may be

made:

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

considerably on the days following the payment of wages and

bonus. The level of absenteeism is comparatively high

immediately after payday. When worker either feel like having a

good time or in some other cases return home to their villages

family and after a holiday, has also been found to be higher than

that on normal days.

b) Absenteeism is generally high workers below 25 years of age and

those above 40. “The younger employees are not regular and

punctual”. Presumably because of the employment of a large no.

of new comers among the younger age groups, while the older

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

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

the day shift. This is so because workers in the night shift

experience great discomfort and uneasiness in the course of their

work than they do during day time.

d) Absenteeism in India is seasonal in character. It is the highest

during March-April-May, when land has to be prepared for

49

monsoon, sowing and also in harvest season (Sept-Oct) when the

rate goes as high as 40%.

50

CAUSES OF ABSENTEEISM

The Royal Commission Labour observed that high absenteeism

among Indian labour is due to rural orientation and their frequent

urge for rural exodus. According to Acharaya “In modern industrial

establishment the incidence of industrial fatigue, mal nutrition and

bad working conditions aggravate that feeling for change among

industrial worker and some time impel them to visit their village

home frequently for rest and relaxation.”

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

1) MALADJUSTMENT WITH FACTORY

In factory the worker finds caught within factory walls, he is

bewildered by heavy traffic, by strangers speaking different and

subjected to strict discipline and is ordered by complete strangers to

do things which he cannot understand. As a result he is under constant

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

these factors tend to persuade him to maintain his contacts with

village.

2) SOCIAL AND RELIGIOUS CEREMONIES

Social and religious ceremonies divert workers from workers to social

activities. In large number of cases incidence of absenteeism due to

religious ceremonies is more than due to any other reason. 51

3) HOUSING CONDITIONS

Workers also experience housing difficulties. Around 95% of housing

occupied by industrial workers in India is unsatisfactory for healthful

habitations. This leads to loss the interest in work.

4) INDUSTRIAL FATIGUE

Low wages compel a worker to seek some part time job to earn some

side income. This often result inconstant fatigue, which compels to

remain absent for next day.

5) UNHEALTY WORKING CONDITION

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

moisture, noise, vibration, bad lighting, dust fumes and overcrowding

all these affect the workers health causing him to remain absent from

work a long time.

6) ABSENCE OF ADEQUATE WELFARE ACTIVITIES

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

Welfare activities include clean drinking water, canteen, room shelter,

rest rooms, washing and bathing facilities, first aid appliances etc.

7) ALCOHOLISM

52

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

week of each month for drinking purpose. Therefore 2 or 3 weeks after

getting their salary absent themselves from their work.

8) INDEBTNESS

All those workers who undergo financial hardships usually borrow

money lenders at interest rate which are very high, which often

cumulates to more than 11 – 12 times their actual salaries. To avoid

the moneylenders they usually absent themselves from work because

they are unable to return the money in stipulated time.

9) IMPROPER & UNREALISTIC PERSONNEL POLICIES

Due to favouritism and nepotism which are in the industry the workers

generally become frustrated. This also results in low efficiency, low

productivity, unfavourable relationship between employee and

supervisor, which in turn leads to long period of absenteeism.

10) INADEQUATE LEAVE FACILITIES

Negligence on part of the employee to provide leave facility compel

the worker to fall back on ESI leave. They are entitled to 50 days

leave on half on pay. Instead of going without pay the worker avail

themselves of ESI facility

53

EFFECTS OF ABSENTEEISM ON INDUSTRIAL PROGRESS

It is quite evident from the above figures that absenteeism is a

common feature of industrial labour in India. It hinders industrial

growth and its effect in two fold.

1) LOSS TO WORKER

Firstly due to the habit of being absenting frequently worker’s income

is reduced to a large extent. It is because there is a general principle of

“no work – no pay”. Thus the time lost in terms of absenteeism is a

loss of income to workers

2) LOSS TO EMPLOYERS

On other hand, the employer has to suffer a greater loss due to

absentees. It disturbs the efficiency and discipline of industries

consequently, industrial production is reduced. In order to meet the

emergency and strikes, an additional labour force is also maintain by

the industries. On certain occasions, those workers are employed who

present themselves at factory gates. During strikes they are adjusted in

place of absent workers. Their adjustment brings serious

complications because such workers do not generally prove

themselves up to work. Higher absenteeism is an evil both for workers

and the employers and ultimately it adversely affects the production of

industries.

54

ANALYSIS OF CAUSES

1) FAMILY ORIENTED & RESPONSIBILITES

It was observed that about 40% case absenteeism is family oriented

and more responsibilities of workers. It increases in harvesting season.

2) SOCIAL CEREMONIES

In 20 % cases it was found that social and religious functions divert

worker from work.

3) HOUSING FACILITY

In about 30% cases, the workers remain absent because there is no

housing facilities and the workers stay alone and great distance from

factory.

4) SICKNESS AND ACCIDENT

In 20% case the workers remain absent due to ill health and disease

and in 15% cases workers remain absent due to accident.

5) TRANSPORTATION

Most of the workers have to travel long distance to reach the work

place. Most of the workers are not satisfied with transport facilities.

55

6) WELFARE FACILITES

In 13% cases, the workers are not satisfied with welfare facilities.

7) WORKING CONDITIONS

In 21% cases, the workers feel that there is not good working

condition, because they work in standing position which causes to

remain absence for relaxation.

8) MANAGEMENT SYSTEM

Near about 34% people are dissatisfied with management system

because they feel that their work is not being recognised and

promotions are biased.

56

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 production losses, increases direct overhead

costs , increase work load of the inexperienced , less experienced 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 his purchasing 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 his dependents.

2. It affects both quantity and quality of production. If more number of

workers are absent the total output is affected. If alternative arrangement is

made by employing casual workers who do not posses adequate experience

the quality of goods produced is affected.

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 work irregularly may not care much about the discipline.

Peculiar Features of absenteeism

57

On the basis of micro studies undertaken in different parts of the country,

certain observations may be made.

a. The rate of absenteeism is the lowest on pay day, it increases considerably

on the days following the payments of wages and bonus.

b. Absenteeism is generally high among workers below 15 years of age and

those above 40.The younger employees are not regular and punctual,

presumably because of the

employment of a large number of newcomers among the younger age

groups.While the older 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 size of the group increases, the rate of absenteeism goes up. This

difference in the rate of absenteeism is believed to be due to the peculiar

style and practices of management, the composition of the laboue force and

the culture of the organization. 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.

58

Absenteeism and Human Relations

Absenteeism is a phenomenon that management lives with on a daily basis.

So are the problems of lateness and of employees leaving their work stations

without authorization. Most experts agree that fewer and fewer people are

taking pride in their attendance or on-time records. Why?

Those close to the scene have come up with many answers why work

absenteeism is increasing. Here are four reasons that are frequently cited: (1)

people do not commit themselves to a career or company as much these days

(partially because organizations no longer value loyalty as much as they did

in the past), so employees do not feel as much pressure to live up to the

rules; (2) schools and colleges are so relaxed that the adjustment to the

discipline of business is more difficult than it was in the past; (3) many

people no longer feel obligated to live up to attendance standards or rules

imposed on them by organizations; and (4) people allow personal problems

to spill over into their work environment more than in the past.

59

Absenteeism Policy

What is the basic policy that most business and government organizations

have toward absenteeism and reporting to work late? What is acceptable and

what is not? What is management's attitude toward the problem, and what

action does it take with those who consistently violate their policies?

Most professional managers in business and government endorse and try to

get their employees to live within the framework and spirit of the following

policy:

Employees should not come to work when one of the following conditions

exist:

1. when it might endanger their own health or that of their co-workers;

2. when the employee is in a psychological or emotional state that could

hurt on-the-job productivity and possibly create an unsafe condition;

or

3. when a serious personal or family emergency exists.

If none of the above conditions exists, employees should be on the job and,

except in special cases, they should be there on time.

This basic absenteeism policy might sound harsh and autocratic, but

organizations have had years of experience with the problem; and they feel

that unless they take a firm stand, they will be misinterpreted by some and

taken advantage of by others.

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Need for a Policy

In order to make a profit and stay in business, most organizations must

operate under tight production and service schedules. These schedules are

built around employees. An assembly line from which a few workers are

absent is no longer an assembly line. When a customer wants to buy

something in a retail store and there is no one available to help, a sale can be

lost. A customer goes to a restaurant and if the waitperson is doing the work

of two because another waitperson didn't show up, the customer may never

return.

Management has learned that when an employee or supervisor doesn't show

up for work as scheduled, immediate and costly adjustments are necessary if

production is to continue and customers are to be kept happy. Sometimes,

but not always, the other employees can pitch in and fill the gap. But most of

the time, the company pays at least a small price in loss of efficiency, loss of

sales, or loss of customer faith. In short, the absence of an employee usually

costs the company money in one way or another. If the absence is necessary,

no one complains. But if the absence is unnecessary, then management must

become concerned and involved.

Chronic lateness by an employee, although not usually as serious or

expensive for the company as absenteeism, is still a problem. A late

employee can delay the changing of shifts. An employee who is constantly

late can upset a conscientious supervisor and make her (or him) more

difficult for others to work with for the rest of the day. Most serious of all is

61

the negative influence the consistently late employee has on the productivity

of others. The supervisor who takes a soft approach to such an employee

stands the chance of losing the respect of other, more reliable employees.

Employee Challenges

But absenteeism, lateness, and unauthorized time away from work are not

only management problems. They should also be viewed as problems and

challenges to the employee. That is primarily what this chapter addresses.

How should you look at these problems? How will they influence your

future? Supervisors and workers who fail to build a good record in these

areas will almost always pay a very high price in terms of their relationships

with others. Here is why.

• A poor attendance record will keep you from building good horizontal

working relationships with your co-workers. Your co-workers may

deeply resent having to carry an extra load when you are absent. Few

kinds of behavior will destroy a relationship more quickly than being

frequently absent and causing co-workers to "carry" you in your own

department.

• A poor record will strain the vertical working relationship with your

supervisor. It will make more work for her (or him) personally, it will

cause her department to be less efficient, and it will put her on the

spot with other employees. Most experts agree that it is almost

impossible for an employee who is guilty of chronic absenteeism to

maintain a healthy relationship with an immediate supervisor.

62

In addition to the preceding two basic reasons, the following four reasons

should receive consideration.

1. Excessive absenteeism and lateness will build a credibility gap

between you and management. A credibility gap can seriously hurt

your future because those who cannot be depended upon are seldom

promoted. It should also be pointed out that, right or wrong, some

management people feel there is a moral aspect to the problem. If an

individual accepts employment, he (or she) agrees to abide by the

rules, within reason. Absence without sufficient cause is interpreted

by management as moral failure.

2. Records that reflect heavy absenteeism and lateness are permanent and

can be forwarded upon request to other organizations. The record you

are building now could help or hurt you should you decide to move

elsewhere.

3. If you have a good record, a request to be absent for personal and non-

emergency reasons will seem more acceptable.

4. In case of layoffs, cutbacks, and reassignments, those people with poor

records are usually the first to be terminated or reassigned.

Most organizations want to be understanding about employees' problems.

They realize that there are exceptions to the rules, and they are willing to

listen and make adjustments. Employees who consistently abuse the rules

are usually counseled and given adequate warning. Those who play it

straight with their companies usually receive fair and just treatment in

return.

63

Attendance Record Tips

Here are a few tips that will help you be a conscientious employee who does

not abuse the company policy on absenteeism and lateness.

1. Stay home under the following conditions: (a) when you are honestly

sick and feel it would hurt your health or that of others if you reported

to work, (b) when your emotional or mental condition is such that you

know you could not contribute to the productivity of the department

and might endanger the safety of others, and (c) when you have a

family emergency and are urgently needed.

2. Notify the company at once of your decision to be away from work.

Tell your supervisor in an honest and straightforward way why you

can't make it. Talk to your supervisor, not to a co-worker.

64

3. If you stay at home for more than a single day because of illness, it is

wise to provide a daily progress report on your condition. Also,

estimate when you will be able to return.

4. Save your authorized sick-leave time for real emergencies. It is a

cushion that might come in handy. If you never use it, you should

assume the attitude that you were lucky you didn't have to do so.

5. Always give yourself a little lead time when getting ready to report to

work. Do not put yourself in a position where a small delay will make

you late. It is better to be ten minutes early than one minute late. On

those rare occasions when you are late, give management a real reason

for it.

6. Take your allotted breaks, but don't be absent from your work station

longer than the specified time. People who always stretch their coffee

breaks are not appreciated by their co-workers or supervisor. When

emergencies do come up and you must forgo or delay a scheduled

break, don't nurse the feeling that you have been cheated and that you

need an extra-long break to make up for it.

7. Don't be absent from your work station for long, unless you work it out

in advance with your supervisor. Also, let your co-workers and/or

your supervisor know where you will be when you are away. The best

way to keep a supervisor from breathing down your neck is to earn

your freedom by keeping him (or her) adequately informed.

8. When you have a special reason for being absent from work, such as a

family wedding, funeral, or court appearance, work it out with your

supervisor as far in advance as possible.

65

9. In planning for a pregnancy leave or seeking a leave of absence to act

as a care provider for a family member, work out the details with your

superior or the department of human resources as far in advance as

possible. Make appropriate plans for a competent temporary

replacement to be located and trained, so that productivity levels will

not suffer during your absence.

A good attendance record shows management that you are sensitive to the

needs of others. It shows them that you are a motivated rather than a

reluctant worker. It shows them that you are ready for better opportunities.

Absenteeism a major concern of HR Manager

A period of returning to work after a prolonged period of sickness absence

can be daunting for the employee AND their line manager - especially where

the ill health revolved around a ‘stress at work’ issue. Coming to terms with

changes that have taken place during the employee’s absence and re-

establishing team working practices will take effort and commitment from

the manager and employee alike. Supportive and proactive interventions

must be implemented to ensure a smooth transition back to the workplace.

The employee’s perspective

Returning to work following a long period of absence is daunting in itself,

but with stress-related absence this is often so threatening that some

individuals never make the transition back to full time employment. If the

66

illness was brought about by stress at work or there are unresolved bullying

or harassment issues, it’s likely that fear of a relapse, along with lack of

confidence and low self-esteem, will inhibit rehabilitation. When work

pressures only partially contributed to the illness, there may be a feeling of

guilt on the part of the employee that he or she had let their fellow workers

down and put unnecessary pressure on others in the run-up to their illness

The employer’s perspective

The long-term absence of an employee naturally puts pressure on an

organisation, both in terms of the costs of covering the absence and also in

maintaining the morale of team workers. Achieving the smooth return to

work of an employee who has been absent for some time requires early steps

to be taken to establish a non-threatening rapport with the individual, and

this should be undertaken with care and sensitivity. It should be the

responsibility of the line manager or personnel officer to keep in contact

with the employee – as it’s important that the absent employee feels valued

but not pressured into returning to work before they are completely

recovered.

Guidelines for rehabilitation back to work

Each case has to be judged on its merits, and in cases of return to work after

several months of illness it will be important to work in conjunction with an

occupational physician. The importance of this process cannot be overstated.

Once an employee has highlighted that they have had a stress-related illness,

positive action must be taken to remove the stressors and/or give adequate

67

training and support to the individual to enable them to cope with the

demands of their job

Key questions for consideration in ensuring successful rehabilitation of

an employee back to work include:

• Has the individual been off work for the optimum recovery period?

Individuals may return to work too soon and without having had enough

time to rest and recover and to rebuild their self-esteem and confidence.

• What are the factors that caused the original problem, and who needs to

assume responsibility?

• Is it appropriate that the individual returns to exactly the same role?

• Where the individual’s role needs to be changed, has this been

communicated clearly, i.e. are the manager and individual clear about roles,

responsibilities and expectations?

• What working practices need to be in place to support the returned worker

and what can management do to facilitate this?

• Has the individual been given any advice on burnout prevention? The

value of this cannot be overstated, particularly in relation to key areas

including sleep, hygiene, energy management (through nutrition), and

graded physical exercise programmes.

• Have procedures been established for the regular review of the situation?

Progress should be continually monitored with regular communication

between the Occupational Health department, manager and the individual.

• Motivation – is the individual suited to the job? What do they want from

their job?

68

Serious stress-related illness, and in particular ‘burnout’, are conditions from

which it is difficult to make a complete recovery. There is, unfortunately, a

high risk of relapse should either the employer or the employee not have

learnt the necessary lessons. It is for this reason that the employer must

monitor the employee’s return to work and be alert to the early warning

signs of reoccurring personal stress or any inability to cope with given tasks.

Regular appraisal will identify further training needs, and provide a

discussion forum to enable both parties to raise issues that may be inhibiting

a full return to work.

Having said this, it is only reasonable to accept that whilst the employer can

provide the structure and support mechanism for an employee to return to

work, they cannot guarantee that the employee will necessarily slot back

successfully into the original position that they formerly occupied.

Managing absenteeism at work place

According to the Institute of Psychiatry (April 2005), for the first time,

stress, anxiety and depression have overtaken physical ailments as the most

common cause of long-term absence from work. With sickness absence

reportedly costing employers an average of £522 per employee per year (an

average of 10 lost working days), there are good reasons to look closely at

the root causes of absenteeism and, where possible, provide early

intervention to support employees in regaining their health.

Short-term absence

69

Short-term absence is usually defined as a period of absence of less than ten

consecutive working days, and will usually be as a result of the employee

suffering from a minor medical condition.

Persistent short-term sickness is one of the most common problems

employers have to face. Arranging temporary cover when an employee is off

sick may not always be viable, and is often both disruptive and costly. Many

employers therefore adopt the approach of persuading existing employees to

cover for absentees on an ad hoc basis.

While this may work in the short term, when applied over longer periods it

puts pressure on existing staff, as they struggle to do their own work in

addition to that of an absent colleague. The effect of this on staff morale can

be damaging and counter-productive. Staff frequently feel resentful if

required to do two jobs - often within the same timescale and for no extra

remuneration. The situation may be further compounded when the absentee

employee returns to work and is met with resentment from those who have

had to cover for them during their absence.

Long-term absence

Long-term absence is defined as any period of absence in excess of ten

consecutive working days. Such absence - particularly where it is stress-

related - presents a different problem for employers. In the short-term they

may feel able to cover an absence internally, whereas in the longer term it

may be necessary to recruit temporary staff who will normally require

induction training and may not necessarily fit in well with existing teams.

70

Temporary staff will also increase the salaries and wages bill, as well as

involving the payment of costly agency fees.

After a long-term absence, a phased return to work will most certainly be

recommended, with possible training needed to support the employee ‘back

into work’. Where rehabilitation is not an option, the costs of premature

retirement due to ill-health will also need to be taken into account. Stress

therefore has a quantifiable impact not only on health, safety and individual

well being, but on the operational and financial performance of the

organisation as a whole.

Attendance patterns

The link between stress and absence is so well proven that statistics on non-

attendance are often used as an indicator of stress ‘hot spots’ within an

organisation. These figures may also be used to measure the effectiveness of

stress management interventions.

In the analysis of attendance patterns, any extended periods of sick leave

will immediately be apparent. Obviously, a stress-related illness or injury

cannot be ‘undone’, but positive steps can still be taken by actively

managing the return to work of the employee, and to minimise the risk of

any identified stress reoccurring.

Of even more importance is the monitoring of short-term absences that may

be the first sign of excessive pressure. Typically, absences that tend to fall

into a pattern (e.g. if an employee is off sick every Monday), or are linked to

particular operational requirements (such as reporting periods) are the most

71

likely to be stress-related. It’s therefore important to look initially at the

pattern of absence, rather than the reasons given for it.

Stress is typically under-reported as a reason for absence - especially in the

early stages - with alternatives such as colds, back pain, migraine or general

fatigue being given instead. This under-reporting can occur for a number of

reasons. For example, it may be that the individual has not recognised that

they might be suffering from stress, or they may be reluctant to admit, either

to others or themselves, that this is the real problem. There is often a stigma

attached to stress, related to a perceived inadequacy or inability to cope. This

exacerbates the problem by creating an artificial barrier to its identification

and management.

Absence management

A successful absence management policy will ideally create a culture

enabling any individual to admit to stress-related ill-health, without feeling

that their future employment or career prospects may be damaged. Clearly,

the earlier that specific sources of stress are identified, the sooner

appropriate action can be taken to reduce the poor attendance that often

ensues.

In order to establish a level of control over sickness absence, and to

implement an effective policy, it’s advisable to analyse employee data

including the following:

• The number of days lost per year.

• The number of employees taking leave of absence.

72

• The average length of absence per employee.

• The employees and department(s) with the worst - and best - record of

absence.

• Are there any identifiable absence patterns?

• Is absence influenced, for example, by age, gender, the number of years in

the job or seasonal variations?

• How many employees take their maximum paid sickness entitlement in a

year?

• Who takes the greater proportion of sick leave or other absence during the

year –workers, staff or management?

The reasons for the various types and frequency of absence should then be

assessed, including the following:

• Is a particular job too stressful or too boring?

• Is the work dangerous or does it require too much physical effort?

• Is the working environment unsuitable?

• Is management weak or over-aggressive?

• Is morale poor?

• Is there a culture of taking days off at particular times?

• Do working practices lack organisational support?

73

• Is there a general lack of incentive and motivation?

74

ABSENTEEISM - TYPES & THEIR CONTROL

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

type of approach.

1. INNOCENT ABSENTEEISM

Innocent absenteeism refers to employees who are absent for reasons

beyond their control; like sickness and injury. Innocent absenteeism is

not culpable which means that it is blameless. In a labour relations

context this means that it cannot be remedied or treated by

disciplinary measures.

2. CULPABLE ABSENTEEISM

Culpable absenteeism refers to employees who are absent without

authorization for reasons which are within their control. For instance,

an employee who is on sick leave even though he/she is not sick, and

it can be proven that the employee was not sick, is guilty of culpable

absenteeism. To be culpable is to be blameworthy. In a labour

relations context this means that progressive discipline can be applied.

For the large majority of employees, absenteeism is legitimate,

innocent absenteeism which occurs infrequently. Procedures for

disciplinary action apply only to culpable absenteeism. Many

75

organizations take the view that through the process of individual

absentee counselling and treatment, the majority of employees will

overcome their problems and return to an acceptable level of regular

attendance.

COUNSELLING INNOCENT ABSENTEEISM

Innocent absenteeism is not blameworthy and therefore disciplinary

action is not justified. It is obviously unfair to punish someone for

conduct which is beyond his/her control. Absenteeism, no matter what

the cause, imposes losses on the employer who is also not at fault. The

damage suffered by the employer must be weighed against the

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

right to expect the employee to attend regularly and fulfill the

employment contract will outweigh the employee's right to be sick. At

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

be discussed.

The procedure an employer may take for innocent absenteeism is as

follows:

1. Initial counselling(s)

2. Written counselling(s)

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

4. Discharge

76

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 your attendance program and you

should now continue to monitor the effect of these efforts on his or her

attendance.

If the absences are intermittent, meet with the employee each time

he/she returns to work. If absence is prolonged, keep in touch with the

employee regularly and stay updated on the status of his/her condition.

(Indicate your willingness to assist.)

You may require the employee to provide you with regular medical

assessments. This will enable you to judge whether or not there is any

likelihood of the employee providing regular attendance in future.

Regular medical assessments will also give you an idea of what steps

the employee is taking to seek medical or other assistance. Formal

meetings in which verbal warnings are given should be given as

appropriate and documented. If no improvement occurs written

warning may be necessary.

Written 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

77

of concern during another formal meeting. This letter would be

stronger worded in that it would warn the employee that unless

attendance improves, termination may be necessary.

78

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 fulfil the requirements of his/her job, but could for example benefit

from modified work, counsel the employee to bid on jobs of such type

if they become available. (N.B. It is inadvisable to "build" a job

around an employee's incapacitates particularly in a unionized

environment. The onus should be on the employee to apply for an

existing position within his/her capabilities.)

79

Discharge

Only when all the previously noted needs and conditions have been

met and everything has been done to accommodate the employee can

termination be considered. An Arbitrator would consider the following

in ruling on an innocent absenteeism dismissal case.

a) Has the employee done everything possible to regain their health

and return to work?

b) Has the employer provided every assistance possible? (i.e.

counselling, support, time off.)

c) Has the employer informed the employee of the unworkable

situation resulting from their sickness?

d) Has the employer attempted to accommodate the employee by

offering a more suitable position (if available) or a reduction of

hours?

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

recovery?

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

As is evident, a great deal of time and effort must elapse before

dismissal can take place.

80

These points would be used to substantiate or disprove the following

two fold test.

1. The absences must be shown to be clearly excessive.

2. It must be proven that the employee will be unable to attend

work on a regular basis in the future.

CORRECTIVE ACTION FOR CULPABLE ABSENTEEISM

As already indicated, culpable absenteeism consists of absences where

it can be demonstrated that the employee is not actually ill and is able

to improve his/her attendance.

Presuming you have communicated attendance expectations generally,

have identified the employee as a problem, have met with him/her as

part of your attendance program, made your concerns on his specific

absenteeism known and have offered 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]

81

1. Initial Warning(s)

2. Written Warning(s)

3. Suspension(s)

4. Discharge

Verbal Warning

Formally meet with the employee and explain that income protection

is to be used only when an employee is legitimately ill. Advice the

employee that his/her attendance record must improve and be

maintained at an improved level or further disciplinary action will

result. Offer any 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.

82

Written Warning

Interview the employee again. Show him/her the statistics and point

out that there has been no noticeable (or sufficient) improvement.

Listen to the employee to see if there is a valid reason and offer any

assistance you can. If no satisfactory explanation is given, advise the

employee that he/she will be given a written warning. Be specific in

your discussion with him/her and in the 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 to proceeding to a

higher level of discipline (i.e. suspension) will depend on a number of

factors. Such factors are, the severity of the problem, the credibility of

the employee's explanations, the employee's general work

performance and length of service.

Suspension (only after consultation with the appropriate

superiors)

83

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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GUIDELINES & MEASURES FOR CONTROL OF

ABSNTEEISM

Absenteeism is a disease that appears whenever a company fails to

inoculate itself through the use of sound management practices. To

cure excessive absenteeism, one has to know the exact causes and then

examine the available, workable and proven solutions to apply against

those causes.

To embark upon a successful absenteeism reduction program,

you need to make sure you have some basic information and facts

about absenteeism in your company. Consider the following four

questions, which should help you further focus your ideas and put a

plan into action.

Q. Why is your present absenteeism policy ineffective?

Absenteeism policies vary in effectiveness. Most ineffective

policies I have reviewed have a common denominator: They allow

"excused" absences, whereas those that do work are "no fault"

policies.

Q. Where and when is excessive absenteeism occurring?

85

Numerous studies have concluded that under trained

supervisors is one of the main causes of absenteeism. Therefore, any

company experiencing absenteeism of greater than 3 percent should

consider supervisors as a potential contributor to the problem.

Given that this may be the case, you first should check the

percentage of employee absenteeism by supervisor to see if it is

concentrated around one or two supervisors. If it is, you've begun to

uncover the obvious--undertrained supervisors. If, however, your

research reveals that the rate of absenteeism is almost equally

distributed throughout your factory, you will need to investigate other

possible causes.

Q. What are the real causes for absences?

People-oriented companies are very sensitive to employee

opinions. They often engage in formal mini-studies to solicit

anonymous employee opinions on topics of mutual interest. These

confidential worker surveys commonly ask for employee opinion

regarding higher-than-normal absenteeism.

In other words, employees revealed that repetitive, boring jobs

coupled with uncaring supervisors and/or physically unpleasant

workplaces led them to make up excuses for not coming to work, such

as claiming to be sick.

86

One way to determine the causes of absenteeism is to question

your supervisors about their employees' excessive absenteeism,

including what causes it and how to reduce it.

Q. How much formal training have your supervisors received on

absenteeism containment and reduction?

If you find that your supervisors hesitate to provide meaningful

answers to your questions, then you're on the right track toward a

solution. Ask yourself, "How much formal training have I given my

supervisors in the areas of absenteeism reduction and human resources

skills?" If your answer is none or very little, your solution can't be far

behind. The fact of the matter is, you cannot ask a person to do a job

he or she has never been trained to do.

Following are the measures to control absenteeism:-

1) ADOPTION OF A WELL DEFINED RECRUITMENT

PROCEDURE

The selection of employees on the basis of command, linguistic and

family consideration should be avoided. The management should look

for aptitude and ability in the prospective employees and should not

easily yield or pressure of personal likes and dislikes. Application

blanks should invariably be used for a preliminary selection and tools

for interviews. The personal officer should play more effective role as

87

coordinator of information, provided that he has acquired job

knowledge in the function of selection. Employers should also take

into account the fact that selection should be for employee’s

development, their reliance. They should as far as possible rely on

employment exchange. .

2) PROVISION OF HEALTHFUL AND HYGENIC WORKING

CONDITION

In India, where the climate is warm and most of the work involves

manual labour, it is essential that the workers should be provided with

proper and healthy working conditions. The facilities of drinking

water, canteens, lavatories, rest rooms, lighting and ventilation, need

to be improved. Where any one of these facilities is not available, it

should be provided and all these help in keeping the employee

cheerful and increase productivity and the efficiency of operations

throughout the plant.

3) PROVISION OF REASONABLE WAGES AND

ALLOWANCE AND JOB SECURITY TO WOTRKERS

The wages of an employee determine his as well as his family

standard of living. This single factor is important for him than other.

The management should, therefore pay reasonable wages and

allowances, taking into account the capacity of the industry to pay.

88

4) MOTIVATORS WELFARE AND SOCIAL MEASURES

The management should consider the needs of workers and offer them

adequate and cheap housing facilities, free of subsidised food, free

medical and transport facilities, free education facilities for their

children and other monetary benefits. As for social security is

concern, the provision of Provident Fund, SBI facilities, Gratuity and

Pension, all those need to be improved.

5) IMPROVED COMMUNICATION AND PROMPT

REDRESSAL OF GRIEVANCES

Since a majority of the workers are illiterate or not highly educated

bulletins and written notices journals and booklets are not easily

understood by them. Meetings and concealing are called for written

communication becomes meaningful only when workers can readied

understood them, too many notices should be avoided only the

essential ones should be put on the boards, which should be placed

near the entrance inside the canteen and in areas which are frequently

visited by the workers so that they are aware of the policies of the

company and any sort changes being made.

6) LIBERAL GRANT OF LEAVE

The management’s strict attitude in granting leave and holidays even

when the need for them is genuine, tempts workers to go on E.S.I.

leave for under this scheme, they can have 56 days leaves in years on

89

half pay. An effective way of dealing with absenteeism is to liberalise

leave rules.

7) SAFETY AND ACCIDENT PREVENTION

Safety at work can be maintained and accidents can be prevented if the

management tries to eliminate such personal factors as negligence,

overconfidence, carelessness, vanity, etc and such material factorizes

unguarded machinery and explosives, defective equipment and hand

tools. Safe methods of operation should be taught. In addition

consistent and timely safely instruction, written instructions (manual)

in the regional language of the area should be given to the work force.

8) CORDIAL RELATIONS BETWEEN SUPERVISORS AND

WORKERS

The supervisor should be recognise that industrial work is a groups

task and cannot be properly done unless discipline is enforced and

maintained. Cordial relations between the supervisors and these

workers are therefore essential for without them, discipline cannot be

increased. One of the consequences of unhealthy relations between

supervisors and subordinates is absenteeism.

9) DEVELOPMENT OF WORKERS BY TRAINING

The system of worker’s education should be so designed as to take

into account their educational needs as individuals for their personal

evaluation, as operatives for their efficiency and advancement, as

90

citizens for happy integrated life in the community, as members of a

trade union for the protection of their interests. The educational

programs according to their national commission on Labour should be

to make a worker:-

a) A responsible, committed and disciplines operative.

b) Aware of his rights and obligations.

c) Lead a calm, clean and health life, based on a firm ethical

foundation.

d) A responsible and alter citizen.

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THE BRADFORD FACTOR & ABSENTEEISM

The Bradford Factor is a Human Resources tool used by many organizations

to measure and identify areas of absenteeism. The theory is that short,

frequent and unplanned absences are more disruptive than longer absences.

It is based on the fact that it is normally easier to make arrangements to

cover for staffs who are going to be off for long periods, and which are more

likely to be suffering from a genuine illness.

However, employees taking odd unplanned days off here and there actually

cause more disruption to the business. If this pattern is repeated regularly,

the employee will have a high Bradford Factor score; which may raise

questions about how genuine the illness actually is.

The formula for the Bradford Factor is:

E x E x D = Bradford Factor Score

Where E is the number of episodes of absence and D is the total number of

days absent in a rolling 52 week period.

So, for employees with a total of 10 days absence in one year, the Bradford

Factor score can vary enormously, depending on the number of episodes of

absence involved. For example:

92

One absence episode of 10 days is 10 points (i.e. 1 x 1 x 10)

Five absence episodes of two days each is 250 points (i.e. 5 x 5 x 10)

Ten absence episodes of one day each is 1,000 points (i.e. 10 x 10 x 10)

How do organizations use the Bradford Factor?

There are no set rules for using the Bradford Factor; it is down to each

organization to determine the ways in which it uses the score.

However, used effectively, the Bradford Factor can reduce absenteeism

dramatically, serving as a deterrent and a method for tackling persistent

absenteeism.

Studies have shown that by educating staff about the Bradford Factor, and

then showing them their score on a regular basis, absenteeism can be

reduced by over 20%. This is largely down to staff understanding that taking

the odd day off here and there will quickly multiply their Bradford Factor

score. The Bradford Factor places a value on the absence which an employee

can clearly see. Where the absence is not absolutely necessary, this can serve

to deter absenteeism.

When this is used in conjunction with a points system the Bradford Factor

can be effectively utilized to deter unnecessary absenteeism.

For example the Bradford Factor can be utilized by creating “triggers”

whereby certain actions are taken when an employee’s Bradford score

93

reaches a certain point. For example, the UK Prison Service has used the

following triggers:

51 points – verbal warning.

201 points – written warning

401 points – final warning

601 points – dismissal

Setting these triggers is entirely dependent on the organization using the

Bradford Factor. It is usually advisable to use the Bradford Factor as one of

a number of absence policies. However, setting these triggers and making

staff aware of them, in addition to taking action, resulted in the Prison

Service reducing absenteeism by 18%.

By implementing mandatory procedures for tackling absenteeism across an

organization led by the Bradford Factor, an organization can remove the

potential for differences across teams and management and remove the

difficulties and reluctance that line managers often face when having to

discipline a close staff member.

The Bradford Factor can provide organizations with a two pronged method

for tackling absence: proactively deterring absence in the first place and

utilizing a set procedure to identify and tackle persistent absenteeism.

94

Implementing the Bradford Factor

Calculating the Bradford Factor for one member of staff over a given period

is not a difficult proposition. However, calculating the Bradford Factor over

a rolling 52 week period, across multiple teams and locations and

considering different types of absence is a very difficult task.

As a result of the exponential nature of the formula {E x E x D}, even the

slightest mistakes in calculation can result in a wide variance of an

employee’s Bradford Factor score.

For example: For an employee who has had 10 days off in a year in total,

on two separate occasions:

2 X 2 X 10 = 40 {which does not trigger a warning – fewer than 50}

However, if their absence is either not recorded correctly, or is calculated

wrong by just one day:

3 X 3 X 10= 90 {which does trigger a warning – over 50}

You can see that their score is more than double, despite the small mistake.

Getting the formula the wrong way round can have even more significant

results:

10 X 10 X 2 = 200 {which would trigger disciplinary proceedings – over

200}

If an organization wants to tackle absenteeism effectively, using the

Bradford Factor, including using an employee’s Bradford Factor score in

95

potential disciplinary proceedings, then the process for calculating the

Bradford Factor has to be full proof, consistent and equal.

To achieve this, an organization will need to ensure:

Absence reporting and monitoring is consistent, equal and

accurate both over time and across the whole organization.

The calculation of an employee’s Bradford Factor score is based

on these accurate, equal and updated absence records.

Management and staff have access to updated Bradford Factor

scores.

Without these processes in place the calculation of the Bradford Factor is

extremely difficult and time consuming. In addition to this; unequal

processes for reporting and calculating the Bradford Factor could be

discriminatory; everyone’s Bradford Factor score should be subject to the

same, indisputable criteria.

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RESEARCH METHODOLOGY

97

RESEARCH METHODOLOGY

The research reveals that one of the major problems is

absenteeism in our industry. Absenteeism hinders planning,

production, efficiency and functioning of the organisation. In fact high

rates of absenteeism affect an organisation state of health and also

supervisory and managerial effectiveness.

1) OBJECTIVES OF RESEARCH

i. To identify the rate of absenteeism of “worker”.

ii. To identify the causes of absenteeism.

iii. To suggest any measures to reduce the rate of absenteeism

2) SAMPLE SELECTION AND SIZE

The population for the study comprised of absentees for current year,

the total sample 50 workers.

3) DATE COLLECTION AND STATISTICAL TOOLS

The sources of data for the purpose of study were both primary and

secondary. Primary data was collected through questionnaire which

was mainly close-ended questionnaire and discussion with workers

whereas secondary data was collected from records maintained by

98

personal department and time office. Percentage method is used for

the analysis of data and bar graphs are used to present that data.

LIMITATION OF THE STUDY

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

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

of working condition could not be judged.

b) The workers were busy with their work therefore they could not

give enough time for the interview.

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

their response.

d) Some of the respondents give no answer to the questions which

may affect the analysis.

e) Respondents were reluctant to disclose complete and correct

information

Because of a small period of time only small sample had to be

considered which doesn’t actually reflect and accurate and intact

picture.

99

ANALYSIS

&

INTERPRETATION

100

Q. 1)           For how many years you are working with Honeypot IT

Consulting Private Limited .?

0

2

4

6

8

10

12

(a) 0-1 yr (b) 1-2 yr (c) 2-3 yr (d) >3 yr

Series1

INTERPRETATION -

- It can be seen that major people working with company from

startup.

101

Q. How often you remain absent in a month?

0

2

4

6

8

10

12

14

16

18

20

Series1 12 20 1 2

(a) Nil (b) Once (c)Twice (d) < Twice

INTERPRETATION - According to this sample average employee

will take at lest one day absent in month

102

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

0

5

10

15

20

25

30

Series1 29 1 4 1

(a) Health problem / domestic

(b) Stress(c)Work

dissatisfaction (d) Working environment

INTERPRETATION - According to 90% workers, Health problem is

the reason for being absent. 4% think that stress can also be the

reason.

103

Q. Your views regarding present Absenteeism Policy of Honeypot IT

Consulting Private Limited .?

0

2

4

6

8

10

12

14

16

18

20

Series1 9 20 2 4

(a) Excellent (b) Good (c) Fair (d) Don’t know

INTERPRETATION - It can be seen that 56% workers rate the

present absenteeism policy as good whereas 25% rate it as excellent.

104

Q. Are you clear about your work / job responsibilities?

0

5

10

15

20

25

Series1 25 7 2 1

(a) Well clear (b) Good (c) Fairly clear (d) Don’t know

INTERPRETATION - It can be seen that 75% of the workers at

Honeypot IT Consulting Private Limited . are clear regarding their

work responsibilities.

105

Q. Are you satisfied with your work?

0

5

10

15

20

25

30

Series1 28 5 2 0

(a) Well satisfied

(b) Good (c) Fair(d) Not

satisfied

INTERPRETATION - 88% of the workers are fully satisfied with

their work whereas 15% workers think their work as good.

106

Q. Views regarding working environment of Honeypot IT Consulting

Private Limited .?

0

5

10

15

20

25

30

Series1 30 5 0 0

(a) Excellent (b) Good (c) Fair (d) Poor

INTERPRETATION - 85 % worker feel that the working

environment at Honeypot IT Consulting Private Limited .is

excellent and remaining said it is good

107

Q. How are your relations with your superiors?

0

2

4

6

8

10

12

14

16

18

20

Series1 20 11 3 1

(a) Excellent (b) Good (c) Fair (d) Poor

INTERPRETATION - 57% workers have Excellent relations with

the superiors whereas 31% have good relations with the superiors.

108

Q. How are your relations with your Co-Workers ?

0

2

4

6

8

10

12

14

16

Series1 15 15 5 1

(a) Excellent (b) Good (c) Fair (d) Poor

INTERPRETATION - 57% workers have Excellent relations with

the superiors whereas 31% have good relations with the superiors.

109

Q. Yours superiors behavior towards your problem?

0

5

10

15

20

25

30

Series1 28 6 1 0

(a) Excellent (b) Good (c) Fair (d) Poor

INTERPRETATION - 80% workers think that their superior’s

behaviour toward their problems is excellent & and no one said poor

110

Q. Yours views regarding facilities provided Honeypot IT Consulting

Private Limited .?

0

2

4

6

8

10

12

14

16

18

20

Series1 20 10 3 2

(a) Excellent (b) Good (c) Fair (d) Poor

INTERPRETATION – 57% workers consider that facilities provided

to them are excellent whereas 35% consider them as good

111

Q. How often do you take leave in a month ?

0

5

10

15

20

25

Series1 25 5 3 2

a) 1 days b) 2 days c) 3 days d) above 3

days

INTERPRETATION – 71% workers consider that facilities provided

to them are excellent whereas 14% consider them as good

112

Q)How do you rate your relationship with your superior ?

0

2

4

6

8

10

12

14

16

18

20

Series1 20 10 4 1

a) Satisfiedb) Highly satisfied

c) Neither satisfied or

Dis-satisfied

d) Dis-satisfied

INTERPRETATION – 71% workers consider that facilities provided

to them are excellent whereas 14% consider them as good

113

Q)How does your organization manage absenteeism

0

1

2

3

4

5

6

7

8

9

10

Series1 10 5 10 5

a)Extra payment to

work on

b)Have some staff in reserve

/ temporary

c)Use over time in case of vacancy

d)Train employees in

various

INTERPRETATION – very few workers willing to outsource there

work when they is vacancy

114

16) In your opinion, how absenteeism can be controlled?

0

2

4

6

8

10

12

14

16

Series1 3 6 15 6

a)Change management

style

b)Change working

conditions

c)Provide incentives

d)Develop an attendance

policy

INTERPRETATION – 40 % workers looking for Insintives for

constolleing absenteeism , 17 % refered to develop attedence policy

115

17) Which factor will motivate you to attend regularly?

0

1

2

3

4

5

6

7

8

9

10

Series1 10 8 8 9

a.      Good employer relations

b.     Work environment

c.     Incentives and bonus provided

d.     Recognition of

work

INTERPRETATION – Majority people choose good employer

Relations and many of them looking for Insintives for motivate

116

Conclusion & Suggestion

117

CONCLUSION

Finding and analysis reveals the following conclusion

1) Almost 56% of the workers at Honeypot IT Consulting Private

Limited . are working for more than 3 years whereas 36% are

working for more than 2 yrs.

2) Almost 96% of the workers do not remain absent.

3) According to 96% workers, personal problem is the reason for

being absent. 4% think that stress can also be the reason .

4) Almost 76% workers rate the present absenteeism policy as good

whereas 22% rate it as excellent.

5) Almost 94% of the workers at Honeypot IT Consulting Private

Limited . are clear regarding their work responsibilities.

6) 82% of the workers are fully satisfied with their work whereas

16% workers think their work as good.

7) 76 % workers have good relations with the superiors whereas

22% have excellent relations with the superiors.

8) 42% workers think that their superior’s behaviour towards their

problems is excellent & 56% workers consider it as good.

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SUGGESTIONS AND RECOMMENDATIONS

Absenteeism is a serious problem for management because it involves

heavy additional expenses. The management should take the following

measures to reduce the rate of absenteeism:-

1) Provide Incentives- An incentive provides an employee with a

boost to their motivation and avoid unnecessary absenteeism.

Incentives like two hours of bonus pay for every month of

perfect attendance can improve a lot.

2) Employee Assistance Program- If you confront an employee

about his or her frequent absenteeism and you find out that it is

due to personal problems refer them to EAP.

3) Sickness Reporting – Tell employees that they must phone in as

early as possible to advise why they are unable to make it to

work and when they expect to return.

4) Return to Work Interview- When an employee returns to work

then ensure that they have a ‘return to work interview’.

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5) Bradford factor can also be used to identify and cure excessive

absenteeism.

In the end to conclude this report I would like to specify that the

project allotted to me on ABSENTEEISM was of immense help to me

in understanding the working environment of an organization, thereby

providing a firsthand practical experience.

In this project while identifying the reasons of absenteeism of the

workers of Honeypot IT Consulting Private Limited I got an

opportunity to interact with workers to observe their behavior and

attitude.

In the end I would once again like to thank the people of Honeypot IT

Consulting Private Limited . who helped me in accomplishing this

project and boosting my morale by appreciating and recognizing my

efforts.

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QUESTIONNAIRE

Personal Information

Name

………………………………………………………………………..

Age…………………………. Sex………………………..

……

Job

status…………………………………………………………………….

1) For how many years you are working with Honeypot IT

Consulting Private Limited .?

(a) 0-1 yr (b) 1-2 yr

(c) 2-3 yr (d) >3 yr

2) How often you remain absent in a month?

(a) Nil (b) Once

(c)Twice (d) < Twice

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

(a) Health problem / domestic reasons (b) Stress

(c)Work dissatisfaction (d) Working

environment

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4) Your views regarding the present Absenteeism Policy of

Honeypot IT Consulting Private Limited .?

(a) Excellent (b) Good

(c) Fair (d) Don’t know

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

(a) Well clear (b) Good

(c) Fairly clear (d) Don’t know

6) Are you satisfied with your work?

(a) Well satisfied (b) Good

(c) Fair (d) Not satisfied

7) Your views regarding the working environment of Honeypot IT

Consulting Private Limited . & work place?

(a) Excellent (b) Good

(c) Fair (d) Poor

8) How are your relations with your superiors ?

(a) Excellent (b) Good

(c) Fair (d) Poor

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

(a) Excellent (b) Good

(c) Fair (d) Poor

10) Your superior’s behaviour towards your problems?

(a) Excellent (b) Good

(c) Fair (d) Poor

11) Your views regarding the facilities provided to you by

Honeypot IT Consulting Private Limited .?

(a) Excellent (b) Good

(c) Fair (d) Poor

13) How often do you take leave in a month?

a) 1 days b) 2 days

c) 3 days d) above 3 days

14) How do you rate your relationship with your superior?

a) Satisfied b) Highly satisfied c) Neither satisfied or Dis-satisfied

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d) Dis-satisfied

15) How does your organization manage absenteeism?

a) Extra payment to work on Sunday / festival holiday

b) Have some staff in reserve / temporary staff

c) Use over time in case of vacancy

d) Train employees in various functions

16) In your opinion, how absenteeism can be controlled?

a) Change management style

b) Change working conditions

c) Provide incentives

d) Develop an attendance policy

e) Others (specify) ____________________

17) Which factor will motivate you to attend regularly?

a. Good employer relations

b. Work environment

c. Future prospects

d. Recognition of work

e. Incentives and bonus provided based on performance.

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18 ) Age:

a) 20-25 b) 31-35

c) 26-30 d) 35-40

19) Monthly Income:

a) 15,000-20,000 b) 20,000-25,000 c) 25,000-30,000

d) 35,000-40,000

20 ) Marital status:

a) Single b) married c) widower

Any suggestions / Comments

_____________________________________________________________

___

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

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_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

__________________

7.Sample Size

8.Limitations

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9. Sugestions

The effect of absenteeism firstly reduces the income of the workmen on the

principle of “No work No Pay”. Consequently the loss is also to the employer both

in discipline and efficiency and thus the industry suffers due to loss of production

and income.

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The absenteeism affects adversely both the employee and the worker and give

rise to many industrial unrest and labor problem. It also affects the attitude of the

workers towards industry and industrial life.

Important measures taken by the management are as follows:

Encouraging good attendance through incentives schemes.

Award linked with attendance.

Counseling.

Social counseling.

Psychological counseling.

HRD Programmes

Through circulars.

Review of absenteeism

Involvement of union representatives.

Guidelines for punishments

Motivating the employees

Conducting workshops.

Monthly analysis of absenteeism

Adoption of chronic absenteeism by executives.

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Conclusion

Based on the findings reflecting the workers' views, reasons for absenteeism

and turnover fall into

two broad categories:

1. Controllable

— Relationship with the boss

— Unsafe working conditions

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— Excessive rework

— Poor craft supervision

— Poor overall management

— Poor planning

— Excessive surveillance by owner

— Inadequate tools and equipment

2. Uncontrollable

— Travel distance from the residence to the job

— Overtime availability on another

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Appendix :

The causes of absenteeism are many and include

serious accidents and illness 

low morale 

poor working conditions 

boredom on the job 

lack of job satisfaction 

inadequate leadership and poor supervision 

personal problems (financial, marital, substance abuse, child care etc.) 

poor physical fitness 

inadequate nutrition 

transportation problems 

the existence of income protection plans (collective agreement 

provisions which continue income during periods of illness or accident.) 

stress 

workload 

employee discontent with a collective bargaining process and/or its results 

Guidelines for Absenteeism Control 

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

approach. 

1. Innocent Absenteeism 

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

control; like sickness and injury. Innocent absenteeism is not culpable which means

that it is blameless. In a labour relations context this means that it can not be

remedied or treated by disciplinary measures. 

2. Culpable Absenteeism 

Culpable absenteeism refers to employees who are absent without authorization for

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

even though he/she is not sick, and it can be proven that the employee was not sick,

is guilty of culpable absenteeism. To be culpable is to be blameworthy. In a labour 131

relations context this means that progressive discipline can be applied. 

For the large majority of employees, absenteeism is legitimate, innocent

absenteeism which occurs infrequently. Procedures for disciplinary action apply only

to culpable absenteeism. Many organizations take the view that through the process

of individual absentee counselling and treatment, the majority of employees will

overcome their problems and return to an acceptable level of regular attendance. 

Identifying Excessive Absenteeism 

Attendance records should be reviewed regularly to be sure that an employee's sick-

leave days are excessive compared to other employees. If a supervisor suspects that

an employee is excessively absent, this can be confirmed through reviewing the

attendance records. 

If all indications show that an employee is excessively absent, the next step is to

gather as much information as possible in order to get a clearer picture of the

situation. The employees' files should be reviewed and the employees immediate

supervisor should document all available information on the particular employee's

history. 

Individual Communication 

After all available information has been gathered, the administrator or supervisor

should individually meet with each employee whom has been identified as having

higher than average or questionable (or pattern) absences. This first meeting should

be used to bring concerns regarding attendance to the employee's attention. It is

also an opportunity to discuss with the employee, in some depth, the causes of his or

her attendance problem and possible steps he or she can take to remedy or control

the absences. Listen carefully to the employee's responses. 

The tone of the meeting should not be adversarial, but a major purpose of the

interview is to let the employee know that management treats attendance as a very

important component of overall work performance. Keep your comments non-

threatening and work-oriented. Stick to the facts (i.e. patters, profiles, rates etc.). The

employee should be given a copy of there attendance report with absences

highlighted for discussion. 

This interview will give you the opportunity to explore in depth with the employee the

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reasons for his or her absence. Gather facts - do not make any assumptions. Provide

support and counselling and offer guidance as the occasion demands to assist the

employee to deal with the specific cause of the absence. 

Often, after the initial meeting employees reduce their absenteeism. The meeting

shows that you are concerned and that absenteeism is taken seriously. The

employee's attendance should be closely monitored until it has been reduced to

acceptable levels. Appropriate counselling should take place as is thought necessary.

If a marked improvement has been shown, commend the employee. The meeting

should be documented and a copy placed in the employee's file. 

Proof of Illness 

Sometimes it is helpful in counselling employees with excessive innocent or culpable

absenteeism to inquire or verify the nature and reasons of their absence. 

The extent to which an employer may inquire into the nature of and reasons for an

employee's absence from the workplace is a delicate issue. The concepts of an

employee's privacy and an employer's need for information affecting the workplace

often come into conflict. Seldom is the conflict more difficult to resolve than where

personal medical information is involved. 

Unions will often strongly object to any efforts by management to inquire more

deeply into the nature of an employee's illness. You will need to consider the

restraints of any language in collective agreements in relation to this issue. 

Generally speaking, however, the following "rules of thumb" can be derived from the

existing jurisprudence: 

There is a prevailing right to privacy on the part of an employee unless the employer

can demonstrate that its legitimate business interests necessitate some intrusion into

the employee's personal affairs. 

When such intrusion is justified it should be strictly limited to the degree of intrusion

necessitated by the employer's interests. 

An employee has a duty to notify his employer of an intended absence, the cause of

the absence and its expected duration. This information is required by the employer

to meet its legitimate concerns to have at its disposal facts which will enable it to

schedule work and organize its operation. 

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An absent employee has an obligation to provide his employer with information

regarding any change to his condition or circumstances relating to it which may

affect the employer's needs as described in item #3 above. As such, the interests of

the employer in having this information outweighs the individual employee's right to

privacy. 

An employer rule requiring proof for every absence is unreasonable if an

absenteeism problem does not exist. 

A mere assertion by the person claiming to be sick is not satisfactory proof. 

The obligation to prove sickness, where the employer requires proof, rests with the

employee. 

An employer is entitled upon reasonable and probable grounds to refuse to accept a

physician's certificate until it contains sufficient information to satisfy the employer's

reservations. (i.e. seen by physician, some indication of return to work, etc.). Non-

production of a required medical certificate could result in loss of pay until the

certificate is produced. 

Where a medical certificate is rejected by an employer (as in #8 above) the employer

must state the grounds for rejection and must point out to the employee what it

requires to satisfy the onus of proof. 

An employer may require an employee to prove fitness for work where it has

reasonable grounds to do so. In a health care setting the nature of the employer's

business gives it a reasonably irresistible interest in this personal information for the

purpose of assessing fitness. 

Where any unusual circumstances raise reasonable suspicion that an employee

might have committed an abuse of an income protection program an employer may

require an employee to explain such circumstances. For example, an employer may

require responses as to whether the illness confined an employee to his/her bed or

home; whether an employee engaged in any outside activity and the reasons for the

activity. 

In summary then, any intrusion into the employee's privacy must be shown to be

reasonable, based on the individual circumstances and in relation to the operation of

the employer's business. If income protection abuse is suspected the extent to which

such intrusion is "reasonable" would be far greater than in the case where it is not. If

you are not clear on whether an inquiry is legally justified it is advisable to consult

your superior. 

After the Initial Interview 

If after the initial interview, enough time and counselling efforts, as appropriate, have

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passed and the employee's absenteeism has not improved, it may be necessary to

take further action. Further action must be handled with extreme caution - a mistake

in approach, timing or severity can be crippling from both an administration and

labour relation's point of view. 

Determining whether counselling or disciplinary action is appropriate, depends on

whether the employee's absences are innocent or culpable. If the employee's

absenteeism is made up of both innocent and culpable absences, then each type

must be dealt with as a separate issue. In a labour relation's context innocent

absenteeism and culpable absenteeism are mutually exclusive. One in no way affects

the other. 

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 your attendance program and you should now continue to monitor the effect

of these efforts on his or her attendance. 

If the absences are intermittent, meet with the employee each time he/she returns to

work. If absence is prolonged, keep in touch with the employee regularly and stay

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updated on the status of his/her condition. (Indicate your willingness to assist.) 

You may require the employee to provide you with regular medical assessments. This

will enable you to judge whether or not there is any likelihood of the employee

providing regular attendance in future. Regular medical assessments will also give

you an idea of what steps the employee is taking to seek medical or other assistance.

Formal meetings in which verbal warnings are given should be given as appropriate

and documented. If no improvement occurs written warning may be necessary. 

Written 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 letter would be stronger worded in that it would warn the employee that unless

attendance improves, termination may be necessary. 

Reduction(s) of hours and or job reclassification 

In between the first and second letters the employee may be given the option to

reduce his/her hours to better fit his/her personal circumstances. This option must be

voluntarily accepted by the employee and can not be offered as an ultimatum, as a

reduction in hours is a reduction in pay and therefore can be looked upon as

discipline. 

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

requirements of his/her job, but could for example benefit from modified work,

counsel the employee to bid on jobs of such type if they become available. (N.B. It is

inadvisable to "build" a job around an employee's incapacitates particularly in a

unionized environment. The onus should be on the employee to apply for an existing

position within his/her capabilities.) 

Discharge 

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

everything has been done to accommodate the employee can termination be

considered. An Arbitrator would consider the following in ruling on an innocent

absenteeism dismissal case. 

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

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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? 

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) 

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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 that his/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. 

Written Warning 

Interview the employee again. Show him/her the statistics and point out that there

has been no noticeable (or sufficient) improvement. Listen to the employee to see if

there is a valid reason and offer any assistance you can. If no satisfactory

explanation is given, advise the employee that he/she will be given a written

warning. Be specific in your discussion with him/her and in the 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 to proceeding to a higher level of discipline (i.e.

suspension) will depend on a number of factors. Such factors are, the severity of the

problem, the credibility of the employee's explanations, the employee's general work

performance and length of service. 

Suspension (only after consultation with the appropriate superiors) 

If the problem of culpable absenteeism persists, following the next interview period

and immediately following an absence, the employee should be interviewed and

advised that he/she is to be suspended. The length of the suspension will depend

again on the severity of the problem, the credibility of the employee's explanation,

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

suspensions are optional depending on the above condition. 

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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.

First letter in case of Absenteeism Without permission or intimation

Ref.No. \ \ Date : / /

To,

Mr. ______________

Token No. – __________

Sub : Absence from duty without permission or intimation

Dear Sir,

On perusal of your attendance record it is noticed that you have been remain

absent from ___________ without obtaining prior permission. You are aware that such

absence is a breach of the factory discipline. You are requested to report on duty

immediately, and to offer a satisfactory explanation for absence, failing which

necessary action shall be taken against you.

Yours Faithfully 139

For Company Name.

HOD Name / Personnel ManagerDesignation

Chargesheet for absenteeism

Ref.No. PIR\ \ Date : / /

Mr. __________

Token No. _______

On perusal of your attendance record for the period _________ to _______, it is noticed that you are

in the habit of remaining absent from duty unauthorisedly. During the said period, you remained

unauthorisedly, absent, for ___ days and have not earned wages for the same. The details of your

unauthorised absence is furnished below.

MONTH UNAUTHORISED ABSENTEEISM TOTAL

140

DATES DAYS

JAN – 2009

FEB – 2009

MAR – 2009

APR – 2009

MAY – 2009

JUNE – 2009

JUL – 2009

AUG – 2009

SEP – 2009

-2-

It is evident that you have become a habitual and chronic absentee and that your services are not

available to the department on a regular basis. Your absenteeism has also caused severe disruption in

work of your department. You also have violated the procedure of granting leave and thus remained

absent without authorisation.

Your above act of habitual unauthorised absence, is a severe misconduct 141

under the Model Standing Orders applicable to you, warranting strict

disciplinary action. Accordingly, the following charges have been levelled

against you in accordance with the provisions of Model Standing Orders,

which are reproduced below :

24 (f) Habitual absence without leave, or absence without leave for

more than ten consecutive days or overstaying the sanctioned

leave without sufficient grounds or proper satisfactory

explanation.

24 (l) Commission of any act subversive of discipline or good behaviour

on the premises of the establishment.

For the above act of yours, you are hereby called upon to submit your written

explanation within 48 hours of receipt of this letter as to why disciplinary action

should not be initiated against you. If you fail to submit your written explanation

within the stipulated time, it shall be construed that you have no explanation to offer

and action as deemed fit shall be initiated against you.

Please acknowledge.

For Honeypot IT Consulting Private Limited

KasyapHR Manager

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