project on absenteeism by vikash rai
TRANSCRIPT
DECLARATION
I, Vikash Rai declaring that all the information given in this project report is true and
correct to the best of my knowledge.
I am also declaring that all the work in this project is done by me and not copied from
anywhere.
Vikash Rai
Dayananda Sagar Business School
Bangalore
Page 1
PREFACE
There is a famous saying “The Theory without practical is lame and practical without
theory is blind”.
Absenteeism and Late Coming is a serious problem and an expensive occurrence for both
employers and employees seemingly unpredictable in nature. Human resource is an important
part of any business and managing them is an important task.
Summer training is an integral part of the PGDM and student of Management have to
undergo training session in a business organization for 8-10 weeks to gain some practical
knowledge in their specialization and to gain some working experience. Our institution has
come forward with the opportunity to bridge the gap by imparting modern scientific
management principle underlying the concept of the future prospective managers.
To the emphasis on practical aspect of management education the faculty of Dayananda
Sagar Business School, Bangalore has with a modern system of practical training of repute
and following management technique to the student as integral part of PGDM. In accordance
with the above obligation under going project in “Albert David Ltd., Kolkata. The title of my
project is “A Study to find out the causes of absenteeism and late coming in Albert David
Limited.”.
Certainly this analysis explores my abilities and strength to its fullest extent for the
achievement of organization as well as my personal goal.
Vikash Rai
Page 2
ACKNOWLEDGEMENT
“Acknowledgement is an art, one can write glib stanzas without meaning a
word, on the other hand one can make a simple expression of gratitude”
Industrial training is an integral part of any PGDM program and for that purposes I had
joined a pharmaceutical company name Albert David Ltd., Kolkata.
I take the opportunity to express my gratitude to all of them who in some or other way helped
me to accomplish this challenging project in Albert David Ltd., Kolkata. No amount of
written expression is sufficient to show my deepest sense of gratitude to them.
I am extremely thankful and pay my gratitude to Mrs. Jahnavi K.N. (Sr. Lecturer)
Dayananda Sagar Business School, Bangalore for her valuable guidance and support on
completion of this project in its presently. I am greatly obliged to Mr. A K Sarkar (General
Manager –PERSONNEL, Albert David Ltd., Kolkata) who accommodated me for training in
this esteemed organization.
I am very thankful Mr. A Banerjee (Officer –HR) for his everlasting support and guidance
on the ground of which I have acquired a new field of knowledge.
A special appreciative “Thank you” in accorded to all staff of “Albert David Ltd., Kolkata”
for their positive support.
I also acknowledge with a deep sense of reverence, my gratitude towards my parents and
member of my family, who has always supported me morally as well as economically. At last
but not least gratitude goes to all of my friends who directly or indirectly helped me to
complete this project report.
Vikash Rai
CONTENTS
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Sl. No. Page No
1 EXECUTIVE SUMMARY 5
2 ALBERT DAVID LIMITED: Company Profile Research & Development Other Information
6-910-1314
3 INTRODUCTION TO ABSENTEEISM & LATE COMING 15-18
4 MEASUREMENT OF ABSENTEEISM & LATE COMING. Absenteeism Rate at Albert David Limited Late Coming Rate at Albert David Limited
19-20
5 FEATURES OF ABSENTEEISM 21
6 CAUSES OF ABSENTEEISM & LATE COMING 22-24
7 EFFECT OF ABSENTEEISM & LATE COMING ON INDUSTRIAL PROGRESS
25
8 ANALYSIS OF CAUSES 26
9 ABSENTEEISM –TYPES & THEIR CONTROL Innocent Absenteeism Culpable Absenteeism
LATE COMING –TYPES & THEIR CONTROL Intentionally Unintentionally
27-35
10 GUIDELINES & MEASURES FOR CONTROL OF ABSENTEEISM & LATE COMING 36-40
11 THE BRADFORD FACTOR & ABSENTEEISM 41-44
12 RESEARCH METHODOLOGY: Objectives Study Design Sample Design Limitation of the Study
45-46
13 ANALYSIS & INTERPRETATION 47-58
14 FINDINGS & SUGGESTIONS 59-61
15 QUESTIONNAIRE 62-65
16 BIBLIOGRAPHY 66
EXECUTIVE SUMMARY
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When I joined the training at ALBERT DAVID LIMITED (Kolkata), I was allotted the
project of “ABSENTEEISM & LATE COMING OF EMPLOYEES”. Initially it appeared
to me quite a simple project, but as I started working on it only then I understood its real
significance.
It is often easier for the organizations to make arrangement to cover staffs, which are going to
be off for long periods. However, employees taking odd days off here and there are more
problematic, can have an immediate impact.
If remain unchecked, this type of absence can send out the wrong signals to colleagues who,
in some jobs, are likely to have to cover for those absent. If employers fail to take action, a
‘buggins turn’ mentality may emerge. Frequent absence may have serious repercussions
where staff are employed in customer-facing roles or employed on production lines. The
impact of absence may be most directly felt and the need to arrange cover at short notice may
be paramount.
On the other hand, Late Coming also has negative impact over the company’s production
time. Due to late comers the organizations loses productive working hours. Late Coming if
not checked may increase and a habitual late comer can influence others to come late.
ALBERT DAVID LIMITED
COMPANY PROFILE:
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Albert David Limited, headquartered in Kolkata, is a leading, fast growing and a
professionally managed pharmaceutical company in Eastern India. During the current fiscal
year, the company has achieved an excellent annual sales turnover of Rs 87 crores and ranks
58th out of 22000 plus companies competing in the India pharma market.
HISTORY: Albert David Limited, a part of a premier industrial house in India belongs to the
Kothari group. They have core competence in manufacturing pharmaceutical formulations,
infusion solutions, herbal products, bulk drugs and disposable syringes and needles at four
different manufacturing units located in Kolkata, Ghaziabad –near New Delhi, Mandideep –
near Bhopal and Bangalore, strictly adhering to WHO (World Health Organization)
prescribed CGMP (Good Manufacturing Practices) standards. There state of art Ghaziabad
factory near New Delhi is an ISO 9002 certified plant.
Pioneers in Human Placental Extract Therapy.
Marketing team comprises of about four hundred plus professionally trained and
competent sales people.
Well-organised and well-connected Distribution Network comprises of over sixteen
hundred stockists’ outlets and fifteen Sales Depots spread across the country.
Decades of illustrious presence in the health care industry.
MANUFACTURES:
Pharmaceutical formulations and bulk drugs in Kolkata manufacturing unit.
Infusion solutions and oral solids at Ghaziabad factory.
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Disposable syringes and needles at Mandideep plant & Herbal formulations at the
Bangalore unit.
They have DMF for the bulk drugs, Tolbutamide and Chlorpropamide with the Food
and Drugs Administration (FDA), USA. The manufacturing facility for these products
has been inspected and validated by them.
TIE-UPS WITH:
World’s largest manufacturer of Amino Acids, Ajinomoto Co. Inc. of Japan. Roussel Morishita Co. of Japan for manufacturing and marketing a wide range of
Crystalline Amino Acid Infusion Solutions, Oral solids and liquids in India.
PRESENTLY OPERATING IN:
Analgesics Anti Inflammatory.
Anti-Bacterials
Anti-Ulcerants
Dermatologicals
Anxiolytics
Large Volume Parenterals
Disposable Syringes & Needles
Herbal Drugs
Nutrition
Neurotropics
Placental Extracts
Anthelmintic
Haemostatic
Cough Preparations
Laxatives
Skeletal Relaxants
Anti-Arthiritic / Chondroprotective Agents
EXPORTS:
The Company export its products to Vietnam, Russia, Belarus, Egypt, Bangladesh, Kenya,
Tanzania, Uganda, Sudan, Ethiopia, Nigeria, Zaire, Haiti, Brazil, Canada, USA, UK,
Netherlands and Germany. We are a WHO approved supplier.
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Kolkata –The Company was established in the year 1924 covering a total area of 14,314 sq
mtrs. The factory is headed by Vice President (Works). Under him a group of highly
qualified and motivated executives with their team work to manufacture high quality
pharmaceutical specialities. They have manufacturing facilities for:
Tablets & Powder.
Parenterals (SVP)
Oral Liquids
Bulk Drugs
MANAGEMENT:
G. D. Kothari –Group Chairman.
Board of Directors:
o A. K. Kothari –Chairman & Managing Director.
o D. D. Binani.
o P. L. Agarwal
o H. Kampani.
o R. Singhi.
o A. V. Iyengar.
o K. P. Mundra –Executive Director.
Management Team –Corporate:
o Mr. H.P. Kabra –President (Commercial).
o Mr. S.C. Shah –Vice President (Finance).
o Dr. D.P. Ghosh –Corporate Head –Tech. & Scientific Development.
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o Dr. M.K. Maheshwai –Vice President (Personnel & Legal Affairs)
o Dr. I. Dhar –Company Secretary.
o Mr. Kushal Roy –General Manager (Export)
o Mr. H.K. Jasmatiya –General Manager (Distribution & Internal Control)
o Mr. Manish Sharma –General Manager (Marketing)
o Dr. S. Bandyopadyay –Medical Advisor.
Kolkata Works:
o Mr. P. K. Jain –Vice President (Works)
o Dr. G. P. Srivastava –Vice President (Technical)
o Mr. T. Neogi –General Manager (Quality Assurance)
o Mr. R. K. Mundra –General Manager (Commercial)
Contact Details:
Registered Office Kolkata Office
ALBERT DAVID LIMITED ALBERT DAVID LIMITED
15, Chittaranjan Avenue 21, Gopal Chandra Bose Lane
Kolkata-700 072. Kolkata-700 050.
Phone: 2212-9700/9637/9592 Phone: 2557-4471
Email: [email protected] Email: [email protected]
Website: www.albertdavidindia.com
QUALITY ASSURANCE and RESEARCH & DEVELOPMENT:
ALBERT DAVID LIMITED, a major Pharmaceutical Company has made a
decisive foray into the area of Research & Development by signing a MOU (Memorandum of
Understanding) with the premier and prestigious Calcutta University. Such tie-up’s between
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Pharmaceutical Companies and Research oriented Universities will not only strengthen the
future prospects of Indian Pharmaceutical Companies in the post GATT era but also
encourage and provide financial support to brains of India to excel as well.
ALBERT DAVID, a part of the well-known Calcutta based Industrial House of Kotharis is
accredited with various distinguished technical with the likes of Rousell Morishto of Japan,
which is a subsidiary of Ajinomoto Co. Inc., the world’s largest manufacturer of amino acids.
Along with M/s Phrmaplan GmBH of Germany, ALBERT DAVID had also successfully
established a landmark in marketing of the prostaglandin of UPJOHN USA.
ALBERT DAVID LIMITED made a modest start in 1924 with a single manufacturing
facility. Today, its manufacturing capabilities extend to three manufacturing units located in
Calcutta, Ghaziabad and Mandideep. The Ghaziabad & Mandideep WHO CMP & ISO
9002 certified and the Calcutta bulk drug is USA FDA approved. ALBERT DAVID is
further strengthening its manufacturing capabilities by setting up yet another state-of-the-art
facility in Calcutta which will be second to none and will comply will all International
Standards.
ALBERT DAVID’s core competence stands out in the manufacturing of
pecialty Formulations, Herbal Products, Disposable Syringes & Needles, Bulk Drugs and I.V
Solutions. This Company also pioneered the use of EFS Technology in I.V Fluids in India.
ALBERT DAVID LIMITED has a strong presence in various drug therapeutic classes like
Immunomodulators, Vitamins & Nutritional Supplements, NSAIDs, Apetite Stimulants,
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Liver Protectives, Anti-Ulcerants, Laxatives, Anti-Arthiritic Preparations, Muscle Relaxants,
and Adaptogenics to name a few. They have concrete plans to further diversify into lifestyle
segments like Cardiovascular Therapy, Anti-Diabetic drugs and Psychotropic agents.
Recognizing the need of the post GATT era will be effective from January 2005 and in
continuance of the recognition of the academia ALBERT DAVID proudly pioneers the joint
collaboration work with the illustrious University of Calcutta in the field of Research &
Development. The strategic response to the future needs and timely investment in this regard
will enable and gear up ALBERT DAVID LIMITED to prepare itself and successfully meet
the post GATT era challenges.
The direct interaction and such collaboration between Business conglomerates and academics
certainly helps to discover new molecules & products for the benefits of the masses, such
strong bondages will be definitely mutually beneficial.
Though this is the humble beginning, we are looking forward to much bigger involvements,
both financial and academic.
QUALITY OBJECTIVES:
To provide the safest formulation in different dosage forms in the market.
To keep the equipment, the process and the products updated with technological
advance corresponding to international quality standards.
To satisfy our customers within India and abroad with timely delivery and "zero
defect" product.
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To ensure cost effective systems in our operations and to achieve quality and
productivity.
To enhance productivity through improved working methods and motivated
employees.
To encourage employee’s involvement at par with the management and to achieve
congenial and healthy working atmosphere.
To provide efficient service to the customers.
Development for new formulations is carried out by R&D Team.
QUALITY ASSURANCE:
They strictly follow the following factors to achieve quality products:
Selection and control of drug component – RM/PM
For parenteral products quality – special processing of water system is required
including demineralization / multi column distillation to get high quality WFI.
Manufacturing environment control - giving special classroom facilities to control air
borne particulate matter and micro-organizms.
Proper selection of filtration system - to control liquid borne particulate matter.
Selection & control of sterilization methods to control viable micro-organisms.
Selection of proper labelling and packaging to meet drug regulation / market
acceptance.
SELF INSPECTION AND AUDITING:
Periodically a separate area is audited by the internal audit team with persons responsible for
that area. The audit covers the personnel, premises, equipment, procedures and
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documentation. The findings of the inspection are discussed with the concerned person and
the report along with recommendations is submitted to the in-charge of the concerned
department for necessary action. The result of the periodic and annual inspection is
maintained by the quality assurance department.
ACHIEVEMENTS:
GMP certificate from Iran.
GMP certificate from Budapest, Hungary.
GMP certificate from Directorate of Drugs Control, Govt. of West Bengal.
Approval from FDA, USA
OTHER INFORMATION:
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COMPANY BUSINESS
o Ticker: 524075
o Exchange: BOM
o Major Industry: drugs, cosmetics & health care
o Sub Industry: Ethical drug Manufacturers
o Company 2010 sales (year ending Jan 2011): Rs. 2,007,107,000.
o Market Capital: 729,660,662
o Shares Outstanding: 5,707,162
o Share type: Ordinary
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INTRODUCTION
ABSENTEEISM:
It refers to the workers absence from their regular task when he is normally schedule
to work. 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 Labour Bureau of Shimla:- 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 authorized or unauthorized, willful 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.
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.
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Any effective absentee control program has to locate the causes of discontent
and modify those causes or eliminate them entirely. In other words, if we deal with the real
reasons, team members stay home it can become unnecessary for them to stay away. Any
investigation into absenteeism needs to look at the real reasons for it.
Sometimes team members call in sick when they really do not want to go to work. They
would not call you up and say, “I’m not coming in today because my supervisor abuses me.”
Or, “I’m not coming in today because my chair is uncomfortable.” Or, “I’m not coming in
today because the bathrooms are so filthy; it makes me sick to walk into them.”
There are a few essential questions to consider at the outset if you want to make a measurable
improvement to your absenteeism figures.
Why is your present absenteeism policy ineffective?
Where and when is excessive absenteeism occurring? In many cases, under- trained
supervisors could be a contributing factor.
What are the real causes for absences?
It is commonly expected that low pay, poor benefits and high workloads will be the major
causes. However, in numerous employee surveys absenteeism generally has been identified
as a symptom of low job satisfaction, sub-standard working conditions and consistent
negative and unfair treatment received by first-line supervisors.
How much formal training have your supervisors received on absenteeism containment and
reduction? If your answer is none or very little, maybe you have found the solution.
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As with every other element within your organization, you cannot ask a person
to do a job he or she has never been trained to do. Many human resources specialists have
found that repetitive, boring jobs coupled with uncaring supervisors and/or physically
unpleasant workplaces are likely to lead workers to make up excuses for not coming to work.
If your team members perceive that your company is indifferent to their needs, they are less
likely to be motivated, or even to clock on at all. One way to determine the causes of
absenteeism is to question your supervisors about excessive absenteeism, including what
causes it and how to reduce it.
Of course, if your supervisors have made no efforts to get to know the team members in their
respective departments, they may not be able to provide reasons. However, just the act of
questioning may get the ball rolling and signal to your supervisors that their involvement is
important. Once a manager finds the real reasons for absenteeism there is another important
step. Through open communication, you need to change the team member’s way of reacting
and responding to discontent. Other problems will no doubt arise in the future. If the way of
responding has not been reviewed, then the same cycle is likely to start all over again.
So often absenteeism problems can be sheeted back to the supervisor level and to
unsatisfactory working conditions. Without improvement in these areas, you can expect your
high rate of absenteeism to continue.
LATE COMING:
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It refers to workers coming late against their scheduled work time. It is regarded as a
withdrawal behavior. It has great native impact over the company’s production period. Due to
late comers the organizations loses efficient working hours.
Any employee may come late to work place and give excuse to stay late working. Thus late
coming may be intentional or unintentional. Like absenteeism, people least interested in their
work may play their part with a negative influence over the others. Late Coming may be
regarded as an early symptoms’ of ABSENTEEISM. Late Coming is more dangerous than
absenteeism as in the case of later, Organization can arrange a man power to replace the
person for the day but in case of former the whole production process gets hampers with loss
of working hours, especially in pharmaceutical companies which has a chain layout.
An effective policy needs to be followed by the organizations for the late comers. They
should be checked in the initial stages. Managers should find the actual reasons for late
coming in counseling sessions. If possible try to solve those problems and boost the interest
of the employees in the work. There can be many reasons for late comers –1) long distance to
travel to reach workplace 2) Other factors like “Marketing” etc.
However, there are certain habitual late comers who should be punished to change their
attitude. Punishment can be in many ways –sending him back home when he is absent and
deducting that day’s wage, giving warning notice.
Hence it can be concluded that absenteeism as well as late coming are both a disease for a
progressive Organization. It should be checked with utmost care as it is related to Human
Resource.
MEASUREMENT OF ABSENTEEISM & LATE COMING
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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 face out of
absence rate method.
For example:
a) Average number of employees in workforce : 51
b) Number of available workdays during period : 97
c) Total number of available workforce days (a x b) : 4947
d) Total number of lost days due to absences during the period : 958
e) Absenteeism percent [d / c] x 100 : 19.36%
Since absenteeism is a major barometer of employee morale, absenteeism above 20 per cent
has to be considered as very serious. More than 9 per cent is regarded as an Alarming stage
and below that it is considered normal.
For calculating the rate of lost productive time due to late coming we require the
scheduled work time and actual work time of the employee. Loss rate can be found out by –
Lost productive time rate =
For example:
a) Average work hours scheduled per day: 8 hrs
b) Number of available workdays during period : 97
c) Total work hours in given period (a x b) : 776 labour hours
d) Total work hours lost during the period : 30 labour hours (approx)
Absenteeism Trend at Albert David Limited
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Late Coming Trend at Albert David Limited
FEATURES OF ABSENTEEISM & LATE COMING
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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. It has been observed that high level of absenteeism is
during the middle of the months. It has been also noticed that absenteeism continues
ever after granted any declared holiday.
b) Absenteeism is generally high among workers on medical grounds. Some of the
younger employees are also habitual absentees, along with married women who are
frequently late due to family problems.
c) The rate of absenteeism and late coming also increases when any employee plans to
quit the work. They start showing their disinterest in work and take frequent leaves.
d) Absenteeism and late coming can be regarded as seasonal. From the chart it can be
observed that the rate goes higher during the months of March –April. It may be due
to end of financial year and start of new financial year. The rate goes up to 27% for
absenteeism and 25% for late coming.
CAUSES OF ABSENTEEISM & LATE COMING
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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 and late coming may be summarized as below:-
1) MALADJUSTMENT WITH FACTORY:
In factory the worker finds caught within factory walls, he is bewildered by heavy traffic, by
strangers speaking different and subjected to strict discipline and is ordered by complete
strangers to do things which he cannot understand. As a result he is under constant strain,
which cause him serious distress and impairs his efficiency. All these factors tend to persuade
him to maintain his contacts with village and results in late coming to factory.
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 social and religious ceremonies is more than
due to any other reason. Family responsibility is the major cause for late coming.
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
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Low wages compel a worker to seek some part time job to earn some side income. This often
result inconstant fatigue, which compels to come late or 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 work lesser or even remain absent from work a long time.
6) ABSENCE OF ADEQUATE WELFARE ACTIVITIES
High rate absenteeism and late coming is also due to lack of adequate welfare facilities
Welfare activities include clean drinking water, canteen, room shelter, rest rooms, washing
and bathing facilities, first aid appliances etc.
7) ALCOHOLISM
Some of the habitual drunkards spend whole of their salary during first week of each month
for drinking purpose. Therefore 2 or 3 weeks after getting their salary absent themselves from
their work.
8) INDEBTNESS
All those workers who undergo financial hardships usually borrow money from 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 or
come late because they are unable to return the money in stipulated time.
9) IMPROPER & UNREALISTIC PERSONNEL POLICIES
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Due to favoritism and nepotism which are in the industry the workers generally become
frustrated. This also results in low efficiency, low productivity, unfavorable relationship
between employee and supervisor, which in turn leads to less working period or 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
11) TRANSPORTATION
One of the major excuses given by the workers for coming late to factory is Transportation.
Traffic or missing the mode of transportation is the main reason.
12) OVERTIME BENEFITS
Late coming is also due to enjoy the benefits of overtime. Workers come late but will work
extra than the allotted shifts hours. Hence, the extra hours of work is counted for Overtime
and results in higher payment.
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EFFECTS OF ABSENTEEISM & LATE COMING 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 or coming late 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 and late coming 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 and late comers. 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. However, absentees can be replaced but in the case of late comers the
loss can’t be replaced and finally the factory loses effective working hours. Late Coming can
be viewed as a withdrawal behavior and this results in huge loss as the company spends
higher amount for training and development. Higher absenteeism is an evil both for workers
and the employers and ultimately it adversely affects the production of industries.
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ANALYSIS OF CAUSES
1) FAMILY ORIENTED & RESPONSIBILITES
It was observed that about 40% case absenteeism and late coming is family oriented
and more responsibilities of workers. It increases during the starting and end of the month.
2) SOCIAL CEREMONIES
In 20 % cases it was found that social and religious functions divert worker from
work.
3) SICKNESS AND PRIVILEDGE
In 20% case the workers remain absent due to ill health and disease and in 15% cases
workers remain absent due to privileged leave.
4) TRANSPORTATION
Many of the workers have to travel long distance to reach the work place. Most of the
workers are delayed because of other family responsibilities.
5) WELFARE FACILITES
In 13% cases, the workers are not satisfied with welfare facilities.
6) 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.
7) MANAGEMENT SYSTEM
Near about 34% people are dissatisfied with management system because they feel
that their work is not being recognized.
ABSENTEEISM –TYPES & THEIR CONTROL
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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 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.
COUNSELING INNOCENT ABSENTEEISM:
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Innocent absenteeism is not blameworthy and therefore disciplinary action is not justified. It
is obviously unfair to punish someone for conduct which is beyond his/her control.
Absenteeism, no matter what the cause, imposes losses on the employer who is also not at
fault. The damage suffered by the employer must be weighed against the employee's right to
be sick. There is a point at which the employer's right to expect the employee to attend
regularly and fulfill the employment contract will outweigh the employee's right to be sick.
At such a point the termination of the employee may be justified, as will be discussed.
The procedure an employer may take for innocent absenteeism is as follows:
1. Initial counseling(s)
2. Written counseling(s)
3. Reduction(s) of hours and/or job reclassification
4. Discharge
Initial Counseling
Presuming you have communicated attendance expectations generally and have already
identified an employee as a problem, you will have met with him or her as part of your
attendance program and you should now continue to monitor the effect of these efforts on his
or her attendance.
If the absences are intermittent, meet with the employee each time he/she returns to work. If
absence is prolonged, keep in touch with the employee regularly and stay updated on the
status of his/her condition. (Indicate your willingness to assist.)
You may require the employee to provide you with regular medical assessments. This will
enable you to judge whether or not there is any likelihood of the employee providing regular
attendance in future.
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Regular medical assessments will also give you an idea of what steps the
employee is taking to seek medical or other assistance. Formal meetings in which verbal
warnings are given should be given as appropriate and documented. If no improvement
occurs written warning may be necessary.
Written Counseling
If the absences persist, you should meet with the employee formally and provide him/her
with a letter of concern. If the absenteeism still continues to persist then the employee should
be given a second letter of concern during another formal meeting. This letter would be
stronger worded in that it would warn the employee that unless attendance improves,
termination may be necessary.
Reduction(S) of Hours and or Job Reclassification
In between the first and second letters the employee may be given the option to reduce his/her
hours to better fit his/her personal circumstances. This option must be voluntarily accepted by
the employee and cannot be offered as an ultimatum, as a reduction in hours is a reduction in
pay and therefore can be looked upon as discipline.
If the nature of the illness or injury is such that the employee is unable to fulfill the
requirements of his/her job, but could for example benefit from modified work, counsel the
employee to bid on jobs of such type if they become available. (N.B. It is inadvisable to
"build" a job around an employee's incapacitates particularly in a unionized environment. The
onus should be on the employee to apply for an existing position within his/her capabilities.)
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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. counseling, support, time off.)
c) Has the employer informed the employee of the unworkable situation resulting from their
sickness?
d) Has the employer attempted to accommodate the employee by offering a more suitable
position (if available) or a reduction of hours?
e) Has enough time elapsed to allow for every possible chance of recovery?
f) Has the employer treated the employee prejudicially in any way?
As is evident, a great deal of time and effort must elapse before dismissal can take place.
These points would be used to substantiate or disprove the following two fold test.
1. The absences must be shown to be clearly excessive.
2. It must be proven that the employee will be unable to attend work on a regular basis in the
future.
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CORRECTIVE ACTION FOR CULPABLE ABSENTEEISM:
As already indicated, culpable absenteeism consists of absences where it can be demonstrated
that the employee is not actually ill and is able to improve his/her attendance.
Presuming you have communicated attendance expectations generally, have identified the
employee as a problem, have met with him/her as part of your attendance program, made
your concerns on his specific absenteeism known and have offered counseling as appropriate,
with no improvement despite your positive efforts, disciplinary procedures may be
appropriate.
The procedures for corrective/progressive discipline for culpable absenteeism are generally
the same as for other progressive discipline problems. The discipline should not be
prejudicial in any way. The general procedure is as follows: (Utilizing counseling
memorandum)
1. Initial Warning(s)
2. Written Warning(s)
3. Suspension(s)
4. Discharge
Verbal Warning
Formally meet with the employee and explain that income protection is to be used only when
an employee is legitimately ill. Advice the employee that his/her attendance record must
improve and be maintained at an improved level or further disciplinary action will result.
Offer any counseling or guidance as is appropriate. Give further verbal warnings as required.
Review the employee's income protection records at regular intervals. Where a marked
improvement has been shown, commend the employee. Where there is no improvement a
written warning should be issued.
Written Warning
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Interview the employee again. Show him/her the statistics and point out that there has been
no noticeable (or sufficient) improvement. Listen to the employee to see if there is a valid
reason and offer any assistance you can. If no satisfactory explanation is given, advise the
employee that he/she will be given a written warning. Be specific in your discussion with
him/her and in the counseling memorandum as to the type of action to be taken and when it
will be taken if the record does not improve. As soon as possible after this meeting provide
the employee personally with the written warning and place a copy of his/her file. The written
warning should identify any noticeable pattern.
If the amount and/or pattern continue, the next step in progressive discipline may be a
second, stronger written warning. Your decision to provide a second written warning as an
alternative to proceeding to a higher level of discipline (i.e. suspension) will depend on a
number of factors. Such factors are, the severity of the problem, the credibility of the
employee's explanations, the employee's general work performance and length of service.
Suspension (only after consultation with the appropriate superiors)
If the problem of culpable absenteeism persists, following the next interview period and
immediately following an absence, the employee should be interviewed and advised that
he/she is to be suspended. The length of the suspension will depend again on the severity of
the problem, the credibility of the employee's explanation, the employee's general work
performance and length of service. Subsequent suspensions are optional depending on the
above condition.
Dismissal (only after consultation with the appropriate superiors)
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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.
LATE COMING –TYPES & THEIR CONTROL
There are two types of late comers:
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1. UNINTENTIONAL LATE COMERS
The above term refers to those employees who are late due to other factors like delayed
transportations, missing the train, irregularity in modes of transport etc. They come out of
their respective houses on schedule but are unable to reach the factory. They may be late only
once or twice in a month otherwise they are always punctual.
2. INTENTIONAL LATE COMERS
This term refers to those who are regular late comers and are habitual. Inspite of warnings
they are late. They might be residing near to the factory and think they can be late for some
time. They are committed to other responsibilities and factory is much below in their priority
list.
CORRECTIVE ACTION FOR INTENTIONAL LATE COMERS:
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The intentional late comers are disease in any organization and thus some harder steps are
needed to be taken. The following are some of the steps which can be taken:
a. If the excuse is justifiable, then there is no other go other than conducting continuous
counseling session.
b. The root cause of the problem is the tolerant attitude in the initial phases of an
organization. “Habitual late coming” is a misconduct and is punishable –Model
standing orders. However the approach has to be very clinical because the moment
you start punishing them for late coming, there will be resistance for late working as a
retaliatory gesture.
Thus first declare the intention as amply as possible, if there is a union take them/
opinion makers in confidence and then start taking action against habitués. Go mildly
at first but maintain all the records of advices, warnings, censures, notices etc, and
still if not manageable then no alternatives but to axe habitants.
c. Deduction of wages can be made for working less than the actual hours, if the
employee works less than 48 hours a week. The deduction should be as per the
procedure laid down by Payment of Wages Act.
d. Late comers can also be sent back from work and deduct the day wage. This way
employee will be on time due to fear of wage deduction.
Thus these are few steps which can be taken by the company to reduce absenteeism and late
coming rate. Unintentional late comers can be identified easily from the attendance record
and thus a clear differentiation should be done between innocent and intentional. A regular
watch should be kept on the employees behavior and attendance.
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GUIDELINES & MEASURES FOR CONTROL OF
ABSENTEEISM AND LATE COMING
Absenteeism and late coming is a disease that appears whenever a company fails to
inoculate itself through the use of sound management practices. To cure excessive
absenteeism and late coming, 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 and late coming reduction program, you need to
make sure you have some basic information and facts about absenteeism and late coming 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 and late coming policy ineffective?
Absenteeism and late coming 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 and late coming occurring?
Numerous studies have concluded that under trained supervisors is one of the main causes of
absenteeism and late coming. Therefore, any company experiencing absenteeism (late
coming) 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 and late coming 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 and late coming?
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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 and late coming.
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 coming
late or not coming to work, such as claiming to be sick.
One way to determine the causes of absenteeism and late coming is to question your
supervisors about their employees' excessive absenteeism and late coming, including what
causes it and how to reduce it.
Q. How much formal training have your supervisors received on absenteeism and late
coming 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 and late coming 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.
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Following are the measures to control absenteeism and late
coming:
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 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 hygienic 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 workers
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.
4) Motivators welfare and social measures
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The management should consider the needs of workers and offer them adequate and cheap
housing facilities, free of subsidized 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 half pay. An effective way of dealing with absenteeism is to liberalize
leave rules.
7) Safety and accident prevention
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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 recognize 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 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.
THE BRADFORD FACTOR & ABSENTEEISM
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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:
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?
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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 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%.
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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.
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}
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If an organization wants to tackle absenteeism effectively, using the Bradford
Factor, including using an employee’s Bradford Factor score in 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
The research reveals that one of the major problems is absenteeism and late coming in
our industry. Absenteeism and late coming hinders planning, production, efficiency and
functioning of the organization. In fact high rates of absenteeism and late coming affect an
organization state of health and also supervisory and managerial effectiveness.
The present study is focus on to find the causes of absenteeism & late coming. Absenteeism
& late coming is a serious problem for management because it involves heavy additional
expenses. Thus reducing the absenteeism and late coming rate will increase the productive
time and thus leading to high productivity and final profitability.
1) SCOPE OF STUDY:
i. The study will help the company to know the factors that make employees absent &
coming late frequently.
ii. The study will help the company to know the view regarding present Absenteeism &
Late Coming Policy of Albert David Limited.
iii. The study will also attend to act as a reference towards job satisfaction and training.
iv. The study will point out the relationship of superiors and workers.
2) OBJECTIVES OF RESEARCH
i. To identify the rate of absenteeism & late coming of “workers”
ii. To identify the causes of absenteeism & late coming..
iii. To suggest any measures to reduce the rate of absenteeism & late coming.
3) SAMPLE SELECTION AND SIZE
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The population for the study comprised of absentees and late coming for 4 months,
the total sample 65 workers.
4) RESEARCH DESIGN:
a) Descriptive research procedure is used for describing the resent situations in the
organization and analytical research to analyze the results by using research tools.
b) Data Source is primary and secondary data.
c) Survey Method adopted as Research Approach.
d) Research Instrument is Questionnaire.
e) Contact method is Personal/ Direct.
f) Sample size of 65 workers.
5) 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) 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.
f) Because of a small period of time only small sample had to be considered which
doesn’t actually reflect and accurate and intact picture.
ANALYSIS & INTERPRETATION
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Q. Does your job match with your qualification?
INTERPRETATION –It can be seen that only 55% of the workers have job matching their
qualification in ALBERT DAVID LIMITED, KOLKATA whereas 45% of the workers
qualification does not match their job. This is due to the reason that the company used to
follow a policy where if a worker meets with an accident then the vacated job used to be
given to their relatives. Being an old factory, previous workers were selected with least
importance to qualification. Hence now the company management is discussing over change
of such policy and thus proper recruitments are conducted with minimum qualification of
B.Pharma, ITI etc. The selected candidates join as a trainee for one year before getting the
permanent confirmation. This way the company is minimizing the gap between qualification
and job. It also increases the satisfaction level among the workers and reduce attrition rate
which ultimately reduces the cost of the company.
Q. Do you find your job interesting?
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INTERPRETATION –As observed above about 60% of the workers find their job
interesting and rest 40% do their job to finish their duty. They don’t find it to be interesting.
The main reason behind such scenario is “Routine Job”. This makes a worker least
interested in his/her job as they don’t find anything to apply their knowledge and skill. It was
interesting to know that even those workers whose qualification matches find their job
uninteresting. This data signifies that the supervisors need to provide training to them and
also motivated to take interest.
Q. Is your work tiring?
INTERPRETATION –For 5% of the workers the work is always tiring, 38% are often tired
and 45% are tired sometimes and nearly 12% are never tired. This shows that the company
provides optimum time for relaxation to workers and has good work schedule
and shifts.
Q. Are you required overtime in your job?
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INTERPRETATION –Nearly 1% says that they always require doing overtime. They need
extra money and so they are happy doing overtime. Some also needs to make up there lost
time due to late arrival thus they do overtime. About 64% of workers often and 30%
sometimes do overtime when they needs to complete any assignments. According to them
winter is a weak season and demand goes down but April –October is the peak months
when demand is higher and thus they do overtime to fulfill it. 5% of works says they never do
overtime.
Q. Is it possible for you to get leave whenever you require?
INTERPRETATION –About 9% of workers always get leave when they require, 31%
workers often gets, 43% workers sometimes and 17% of workers never gets leave when they
require. This shows that company allows only when leave is important for
workers.
Q. Which of the following leave do you avail often?
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INTERPRETATION –It can be seen that 40% of the workers avail leave on Medical
ground, 17% of workers take casual leaves which is not more than 3 days. 16% of workers
enjoy privilege leave and almost 27% of workers taken all the leaves granted by the
company. Too much of medical leave shows that either the working condition in factory
needs to be enhanced or the majority of the workers are senior who falls sick frequently.
Q. Do you find any requirement to take long absence from duty?
INTERPRETATION –According to feedback, nearly 87% of workers says without
requirement they don’t need long absence from duty. 13% of workers take absence as they
are granted leave from company and they need to take those leaves.
Q. If yes, for what reasons do you prefer long absence?
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INTERPRETATION –Workers usually take long leave due to family matters. Nearly 57%
of workers take long leave due to family matters and 23 % due to health related problems.
Social matters consume 14% of workers whereas 5% remains on leave on religious ground.
Q. Are you being recognized for excelling in your job?
INTERPRETATION –Nearly 79% of workers say that they are recognized for their work.
They are given gifts and promotions. Workers are also awarded for their awareness and
activeness through which company is benefited. Nevertheless expectations and actual never
matches for human wants thus some remains unhappy.
Q. Do your co-workers help in work related problems?
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INTERPRETATION –Almost all the workers help their co-workers in work related
problem. This shows that their lies a coordinal relationship in organizations work culture.
Those who say no is due to the nature of the work which requires specialization,
Q. If yes, what is the satisfactory level?
INTERPRETATION –According to workers they are satisfied with co-workers help and
84% of workers have chooses SATISFIED option and 6% and 10% of workers for highly
satisfied and moderate options respectively. Thus it can be said that a mutual work
relationship exists among the workers.
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Q. Are you satisfied with the opportunities provided by the
company for your advancement?
INTERPRETATION –Out of total workers 49% are satisfied with the opportunities
provided by the company for enhancement and 37% of workers are moderate whereas 14% of
workers are dissatisfied with the company. Workers expect more and more opportunities for
their growth to be fixed by higher authority.
Q. Are you an active member of trade union?
INTERPRETATION –Majority of the workers have joined trade union. Nearly 68% of
workers are active members of trade union and 32% have not joined any union.
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Q. Whether you are satisfied with present leave procedure?
INTERPRETATION –Human nature is such that it wants more and more leave. Thus only
21% of workers are satisfied with the present leave procedure and 79% are not satisfied and
expects more leave to be given for relaxation. This may be due to nature of work is tiring or
uninteresting.
Q. What is your opinion about your wages related to your work?
INTERPRETATION –As it was expected majority of the workers remain dissatisfied with
their job. 88% workers show their dissatisfaction and 11% workers are moderate. This may
be the major reason for absenteeism and late coming.
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Q. What is your opinion about facilities offered by the organization?
INTERPRETATION –It can be observed that the facilities provided by the organization are
more or less good. The only discontent the workers have is with the leave facilities where
79% of workers think it to be poor. The management need to review their leave policy and try
to remove this discontent. It may be due to human nature also which wants more and more
leaves.
Q. What is the level of satisfaction regarding your relationship with supervisors?
INTERRETATION –Majority of workers are satisfied with supervisors and few are
moderate. Thus supervisors maintain a healthy relationship with workers.
Q. Are you punctual in your Job?
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INTERPRETATION –Workers says that they are always punctual. Ironically that does not
match with the records and it has been observed through record that many workers remain
absent.
Q. How often do you come late in a month?
INTERPRETATION – According to workers they may be late by 2 to 3 days in a month
due to some urgent work. However company allows only after a proper reason for late is
given. Worker late for more than 3 days in a month gets notice from the
company.
Q. Do you come late ______________?
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INTERPRETATION –Every worker justify themselves that they gets late unintentionally.
They are delayed due to other reason like transportation or any urgent or emergency work.
Q. How do you travel to factory?
INTERPRETATION –Majority of the workers come by walking and bus. 37% of the
workers who come by walking are those who gets late most of the time and this doubts they
may be mischievous in their work. 47% of workers who travel by bus also get late but it may
be due to transportation. 8% travel by train and 11% by other means like motorcycle, cycle,
auto rickshaw etc.
Q. What are the reasons for late coming?
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INTERPRETATION –According to response, 43% of workers come late due to delayed
transport. 9% of workers are late because they need to do morning vegetable marketing for
home and 48% of worker come late due to other reasons like rain, strikes or traffic.
Q. How many times have you been warned by company for coming late?
INTERPRETATION – Majority of the workers have been warned more than 2 times and
many are below that level.
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FINDINGS & SUGGESTIONS
FINDINGS:
From the analysis the following have been found:
a. Majority of the workers qualification do not match their job. Although company has
taken steps to solve this problem by recruitment of candidates from BSc. Or
B.Pharma background or ITI.
b. It is also been observed that most of the workers are dissatisfied with their wages and
growth opportunities.
c. Many workers come late or remain absent showing their family or health problem.
d. There is a large amount of discontent among workers regarding leave facility.
e. 93% of workers are satisfied with their co-workers help in work related problem.
f. It has also been find that most of the workers stay near the factory but they come late
most of the time.
g. Some of the workers remain absent to fulfill their granted leave.
h. Workers have to give proper reasons for coming late without which they are not
permitted to enter the premises.
SUGGESTIONS or RECOMMENDATIONS:
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Absenteeism and late coming 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’.
5) Bradford factor can also be used to identify and cure excessive absenteeism.
The management should take the following measures to reduce the rate of late
comers:-
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a. If the excuse is justifiable, then there is no other go other than conducting continuous
counseling session.
b. The root cause of the problem is the tolerant attitude in the initial phases of an
organization. “Habitual late coming” is a misconduct and is punishable –Model
standing orders. However the approach has to be very clinical because the moment
you start punishing them for late coming, there will be resistance for late working as a
retaliatory gesture.
Thus first declare the intention as amply as possible, if there is a union take them/
opinion makers in confidence and then start taking action against habitués. Go mildly
at first but maintain all the records of advices, warnings, censures, notices etc, and
still if not manageable then no alternatives but to axe habitants.
c. Deduction of wages can be made for working less than the actual hours, if the
employee works less than 48 hours a week. The deduction should be as per the
procedure laid down by Payment of Wages Act.
d. Late comers can also be sent back from work and deduct the day wage. This way
employee will be on time due to fear of wage deduction.
ABSENTEEISM QUESTIONNAIRE:
PERSONAL DETAILS
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a. Name …………………………………………………………....................................
b. Age: <25years 25 – 35 35 – 45 >45years
c. Sex: Male Female
d. Marital Status: Married Unmarried
e. Service Period: < 1 year 1 – 2 yrs 3 – 4 yrs 4 – 5 yrs > 5 yrs
f. Academic Qualification: S.S.LC H.S.C/Diploma Graduation PG
You are requested to select any one of the alternative which you feel correct in your
opinion, against each statement.
1. Does your job match with your qualification?
Yes No
2. Do you find your job interesting? Yes No
3. Is your work tiring? Always Often Sometimes Never
4. Are you required overtime in your job? Always Often Sometimes Never
5. Is it possible for you to get leave whenever you require? Always Often Sometimes Never
6. Which of the following do you avail often? Medical Leave Casual Leave Privileged Leave All
7.a. Do you find any requirement to take long absence from duty?
Yes No
b. If yes, for what reasons do you prefer long absence?
Family Matter Social Matter Health Religious Matter
None of the above
8. Are you being recognized for excelling in your job?
Always Often Sometimes Never
9.a. Does your co-workers help in work related problems?
Yes No
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b. If yes, what is the satisfactory level?
Highly satisfied Satisfied Moderate Dissatisfied
Highly dissatisfied
10. Are you satisfied with the opportunities provided by the company for your advancement? Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied
11. Are you an active member of the trade union? Yes No
12. Whether you are satisfied with the present leave procedure? Yes No
13. What is your opinion about your wages related to your work?
Highly satisfied Satisfied Moderate Dissatisfied
14. What is your opinion on the following facilities offered by the organization?
PARTICULARS VERY GOOD GOOD AVERAGE POOR NO IDEA
Working condition
Medical provision
Welfare facilities
Leave facilities
Communication System
Shift system
15. What is the level of satisfaction regarding your relationship with supervisors?
Highly Satisfied Satisfied Moderate Dissatisfied
Highly Dissatisfied
Date:
LATE-COMING QUESTIONNAIRE:
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PERSONAL DETAILS
a. Name …………………………………………………………...................................
b. Age: <25years 25 – 35 35 – 45 >45years
c. Sex: Male Female
d. Marital Status: Married Unmarried
e. Service Period: < 1 year 1 – 2 years 3 – 4 years 4 – 5 years > 5 years
f. Academic Qualification: S.S.LC H.S.C/Diploma Graduation PG
You are requested to select any one of the alternative which you feel correct in your
opinion, against each statement.
1. Does your job match with your qualification?
Yes No
2. How much are you satisfied with your work?
Satisfied Good Fair Not Satisfied.
3. How is your relation with your superiors?
Excellent Good Fair Poor
4. Are you punctual in your Job?
Yes No
5. How often do you come late in a month?
< 2 days 2-4 days 5-7 days > 7 days
6. Do you come late ____________?
Intentionally Unintentionally
7. How do you travel to factory?
Walk Bus Train Others_____________
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8. When do you leave home for different work shifts & reach factory?
SHIFTS LEAVE HOME REACH FACTORY
6.00 am to 6.15 am
9.00 am to 9.05 am
10 am to 10.05 am
1.00 pm to 1.15 pm
9. What are the reasons for late coming?
Delayed transport Marketing Others _______________________
10. a. Have you been ever warned by Company for late coming?
Yes No
b. If yes, how many times?
< 2 times 2-4 times > 4 times
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BIBLIOGRAPHY: In the end to conclude this report I would like to specify that the project allotted
to me on ABSENTEEISM and LATE COMING 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 and late coming of the workers of
Albert David Limited, Kolkata 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 Albert David Limited, Kolkata
who helped me in accomplishing this project and boosting my morale by appreciating and
recognizing my efforts.
In order to complete this project I have taken help from the following:
a. Human Resource Management, IGNOU
b. Previous year project work.
I am thankful to these people who helped me to understand the topic and complete it:
a. Mr. A Banerjee.
b. Mrs. Jahnavi K. N.
I have also taken help from different websites to gather the information to complete my
project in an orderly manner.
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