PROJECT REPORT

ON
ABSENTISM
AT
CONTENTS

S.NO PARTICULARS

1 INTRODUCTION

Problem identification

Scope of the study

Need of the study

Review of literature
2 COMPANY PROFILE

3 RESEARCH DESIGN

4 DATA ANALYSIS AND INTERPRETATION

5 FINDINGS

SUGGESTION

CONCLUSION
APPENDICES

(1)QUESTIONNAIRE

(2)BIBLIOGRAPHY
OVERVIEW OF THE INDUSTRY

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ABSTRACT

The term absence refers to all stay away from work whether authorized absence. Absenteeism
affects the organization productivity and morale. So each and every organization should
concentrate about absenteeism.

In this view point I did my project on absenteeism management in NIIT, Delhi. To find out the
employees unauthorized absence in NIIT. Because in the 2000 employees the company affected
by the absenteeism especially unauthorized absence of employee even though they provide 5%
leave facilities for the employees in a year.

In my study I found out thus the dissatisfaction in their current work is mainly leads to
unauthorized absence. So I analyses about the factors which is may be leads the employees
dissatisfaction in their work, by this analysis the company has able to reduce the unauthorized
absence, it helps to increase the effectiveness in production and also it helps to reduce the
dissatisfaction of employee in their current work.

A study considering as descriptive study, the data were collected from the employees of NIIT.
The sample size is taken for this study is 200 and stratified sampling method is followed for
selecting a sample .The data had been collected through a questionnaire. The statistical tools like
percentage analysis

The major finding is job factor, which affect the organization poorly. The suggestion is based on
the findings.
COMPANY PROFILE
OVERVIEW

NIIT Limited is an Indian company based in Gurgaon, India that operates several for-profit
higher education institutions. The company describes itself as a global talent development
company and offers learning and knowledge solutions globally to individuals, enterprises and
institutions in information technology, business process outsourcing, banking finance and
insurance, executive management education, school education, communication and professional
life skills, and vocational skills training.

In 2004, the IT services business of NIIT was demerged into a separately listed company NIIT
Technologies. NIIT Limited now focuses on Education and Training in Schools, Vocational
Training for Services Sectors, and Corporate Training. NIIT Limited owns 23.98% of NIIT
Technologies

NIIT is a leading Global Talent Development Corporation, building skilled manpower pool for
global industry requirements. The company which was set up in 1981, to help the nascent IT
industry overcome its human resource challenges, has today grown to be amongst worlds
leading talent development companies offering learning solutions to Individuals, Enterprises and
Institutions across 40 countries.

NIITs training solutions in IT, Business Process Outsourcing, Banking, Finance and Insurance,
Executive Management Education, and Communication and Professional Life Skills, touch five
million learners every year. NIITs expertise in learning content development, training delivery
and education process management make it the most preferred training partner, worldwide.
Research-based Innovation, a key driver at NIIT, has enabled the organization to develop
programs and curricula that use cutting-edge instructional design methodologies and training
delivery. NIITs Individual Learning Solutions include industry-endorsed IT training programs
like GNIIT, Integrated programs for Engineers (NIIT Edgeineers) and Infrastructure
Management programmes (NIIT GlobalNet+).

For working professionals, NIIT Imperia, Centre for Advanced Learning, brings Executive
Management Education Programs from premier B-schools in India, to their doorstep.

NIIT Institute of Finance Banking & Insurance (IFBI), formed by NIIT with equity participation
from ICICI Bank, offers programs for individuals and corporates in Banking, Financial Services
and Insurance.

NIIT Uniqua, Centre for Process Excellence, addresses the increasing demand for skilled
workers in the business and technology services industry by providing training programs in
relevant areas. This is a part of NIIT Institute of Process Excellence, a NIIT-Genpact venture.

NIITs School Learning Solutions offers turnkey IT integration program for schools and has
provided computer based learning in over 12,000 government and private schools. NIIT eGuru,
is a comprehensive learning solutions for schools. To address the vast population of
underprivileged, school-aged children, NIIT launched the Hole-in-the-Wall education initiative.
Its achievements in the area of Minimally Invasive Education earned NIIT the coveted Digital
Opportunity Award, by the World Information Technology Services Alliance (WITSA) in 2008.

NIITs Corporate Learning Solutions offers integrated learning solutions, including strategic
consulting, learning design, content development, delivery, technology, assessment and learning
management to Fortune 500 companies, Universities, Technology companies, Training
corporations and Publishing houses. Element K, delivers learning solutions for customers and
partners through a tailored combination of catalog learning products, technology, and services.
The offerings include: vLab: hands-on labs, instructor-led courseware, comprehensive e-
reference libraries, technical journals, and KnowledgeHub , a hosted learning management
platform. NIIT, together with Element K, is now the first and the best choice for comprehensive
learning solutions, worldwide.

Ushering in a new model in higher education is the not-for-profit NIIT University, established in
2009 with a vision of being the leading centre of innovation and learning in emerging areas of
the Knowledge Society. Nestled in the foothills of Aravali, in Neemrana, Rajasthan, the
picturesque 100 acres fully residential green campus has been developed as an institute of
excellence based on the four core principles of providing industry linked, technology based,
research driven, seamless education.

Global Learning Solutions

NIIT offers a comprehensive range of learning solutions and services to address the needs of
diverse audiences. We are today amongst worlds leading talent development companies offering
learning solutions to individuals, enterprises and schools. We reach out to over 5 million learners
across 40 countries.

NIITs wide spectrum of services portfolio, comprising a mix of global solutions with a local
flavor, are prevalent across varied domains. Driven by its vision of developing global talent,
NIIT is helping to build a pool of employable, industry-ready professionals globally. NIIT
together with Element K is the first and the best choice for comprehensive learning solutions,
worldwide.
As one of the leading training companies, we offer diverse portfolio of programs in areas like,
IT, ITES, BFSI, Management education, School education and Professional Life Skills. NIITs
Individual Learning Solutions include industry-endorsed programs in IT like- GNIIT, Integrated
programs for Engineers (NIIT Engineers), Infrastructure Management programs (NIIT Global
Net+).

We provide technology-based learning solutions to leading corporate across the world. NIIT
offers cutting-edge learning solutions to Fortune 100 companies, universities, technology majors,
training corporations and publishing houses. The companys expertise in areas like strategic
consulting, learning design, customized content, off-the-shelf content (e-learning),training
delivery, hi-end technology training, testing & assessment, and learning management enables
large organizations to train cost effectively and efficiently. It facilitates a learning environment
that meets their existing and emerging skills requirements.

At NIIT, we are committed to deliver high end solutions with the right blend of knowledge, skills
and expertise. The gamut of services offered ensures a complete end to end solution for training
needs of corporate.

Our venture in the Finance and Management Training (FMT) sector to address the learning needs
of working professionals is an extension of our forte in IT training. NIIT Imperia, Centre for
Advanced Learning, offers Executive Management Education Programmers in association with
premier B schools in India.

Institute of Finance Banking & Insurance (IFBI), formed by NIIT with equity participation from
ICICI Bank offers programs for individuals and corporate in Banking, Financial Services and
Insurance.

Building a training manpower pool for business and technology services industry through NIIT
Unique, Centre for Process Excellence, is another significant move by NIIT. This is a part of
NIIT Institute of Process Excellence (NIPE), a NIIT-Genpact venture.

We have been working closely with global leaders in Technology to provide training on state-of-
the-art technology platforms. Our strategic alliances with partners like Adobe, Cisco, Comptia,
EMC, Intel, Microsoft, Oracle, Prometric, SAS and Sun Microsystems ensures that the students
capitalize on the latest skills and technology trends.

NIITs School Learning Solutions offers turnkey IT integration program for schools and has
provided computer-based learning to nearly 7.8 million students in over 9,500 government and
private schools. We offer complete range of solutions for schools under the NIIT eGuru
portfolio. The novel solution encompasses all the possible components required to service the
present and future needs of a school, integrated into one package.

Whether it is about imparting training in English Language & soft skills and offering School
Learning Solutions or about fostering talent in rural or semi urban India through District
Learning Centres (DLC), NIIT houses it all.

Global Delivery Systems

NIITs extensive delivery umbrella spread across 40 nations covers even the remotest parts of the
globe and market segments. We have been providing learning solutions to individuals,
institutions and enterprises by blending cutting-edge technology and education.

Further strengthening NIIT's vision of developing global talent, are its enduring relationships
with leaders in the technology and content space. NIIT works closely with global leaders such as
Adobe, Cisco, Citrix, EMC, Intel, Microsoft, Oracle, SAS, Sun and provides training on their
platforms.

These relationships bring state-of-the-art learning solutions, courseware, and reference materials
in the NIIT portfolio. At the same time, we are also leveraging our learning tie-ups with
international partners to distribute training material worldwide.

Collaborations with over 100 leading academic institutions across India, China, New Zealand,
UK, Malaysia, Australia, USA, Canada and Ireland facilitates global presence of famous NIIT
inside model. These educational associations have enabled NIIT to provide locally relevant
training to help nations build vital talent to empower the growth of various industries facing
skilled manpower shortages. In line with these strategies, NIIT has emerged as a leading player
in Nigeria, Ghana, Botswana, South Africa and as a most preferred IT training institute in China
with over 170 centres in 24 provinces. NIIT through its subsidiaries Element K, worlds second
largest e-learning library and Cognitive Arts, caters to the corporate training markets of US and
Europe .

The company is also leveraging the high quality infrastructure, technology tools and faculty of
the best Universities in the world. Our alliances facilitates an unmatched delivery and unique
educational experience that meets their existing needs and prepares them for the future.
Awards and Acknowledgements

NIIT has been accorded the Business Super brand 2008 status for the second time by the
Super brands Council, US. The first one being for the period 2003-2005.

Ranked as Top Training Company 2008, by Dataquest magazine, Indias leading ICT
publication group Cyber media.

NIIT, USA has been awarded the Gold for Excellence in E-learning Award by Chief
Learning Officer magazine as part of its Learning In Practice Awards, one of the industrys
highest honors.

NIIT ranked among the Top 20 Companies in the IT Training Industry in 2008 by
TainingOutsourcing.com.

NIIT was recognized by UNESCO for innovation in ICT in Education in 2008.

NIIT (HiWEL) has been conferred the coveted Digital Opportunity Award by World
Information Technology Services Alliance (WITSA) in 2008.

Ranked amongst Indias Most Trusted Services Brand in a survey by India's one of
the leading financial daily- The Economic Times Brand Equity Survey, in 2008.

NIIT is the only Indian Education company from India to be featured in "The BCG 50
Local Dynamos"in 2008.

Ranked amongst Indias Most Respected Companies in the IT sector in a survey done
by Business World magazine in 2007.

NIIT was ranked as Indias Most Customer Responsive Educational Institution as per
Avaya Global Connect Customer Responsiveness Awards in 2007 for the third consecutive year.

The company was awarded the Indian Franchisor of the Year Award in 2007 by
Franchising Association of India.
 Rated among Training Magazines Top 125 elite companies worldwide, for its
innovative Training practices in the year 2007.

NIIT was ranked amongst the Top 10 Business Brands since 60 years of Independence,
by a leading Indian magazine The Week in 2007.

The company received the Award for Excellence in Innovative HR practices 2005 by
Delhi Management Association and Watson Wyatt World.

China Information World, the Beijing-based IT weekly presented NIIT with awards for
Best Contribution towards Vocational Education in China (2004) and Best Curricular
Structure in China in 2004.

China Computer Weekly, the Chongqing-based publication with a base of over one
million readers, recognized NIIT as the Most Influential Education Certificate Brand in China
for 2004 and the Best IT training curriculum for the same period.

NIIT was voted as the Most Popular Education Brand by College and University
students in China.

Innovation and Leadership

Innovation has remained a growth catalyst for NIIT, leading us to think out-of-the-box, and
bring to market products and training solutions that have often been global firsts. We have
constantly transformed unique ideas into on-the-ground solutions that bring real benefits to
learners. Our Franchisee network has earned us the soubriquet of McDonalds of the Training
sector. One of the innovative solutions offered by NIIT is the synchronous learning based
Executive Management programs from Indias top B schools through NIIT Imperia. The
Industry-endorsed GNIIT curriculum has proved to be a trail-blazing 12-month Professional
Practice offering.

Another epitome of novelty by NIIT was a breakthrough innovation in teaching strategies in

schools for which it was honored by UNESCO for innovation in ICT in Education. The leading
Global Talent Development Corporation is committed to create a large pool of well trained,
industry ready, worldclass IT professionals through its presence in 40 countries.

The unique NIIT Inside model allows us to offer industry acclaimed IT training programs in
partnership with Universities and Colleges in countries like China and Nigeria.

Our focus and investments in Research have led to initiatives that have earned us global acclaim.
The HiWELs revolutionary experiment of Minimally Invasive Education launched in 1999 and
termed as Hole in the Wall by media, brings learning to the disadvantaged. The experiment
proved that any set of children can acquire computing skills through incidental learning and
access to suitable computing facilities, even in the absence of a direct input. Besides India, Hole
in the Wall kiosks dot the landscape of countries such as Egypt, Vietnam, Uganda and South
Africa, among others.

Following the tradition of innovation, NIIT conceptualized Model District Learning Center at
Chhindwara, to provide high quality IT training for graduates from semi-rural towns.

Leadership in Global Talent Development

In todays globalised, fast-changing world, the importance of Global Talent Development can
not be underscored. With time, the demand for skilled talent is expected to grow faster.

The existing skills shortages, along with issues such as the quality, reach and relevance of our
education system, have huge ramifications for the Indian economy. However, demographics are
in Indias favor. As per a BCG study, by 2020 the world will have a shortage of 47 million
working people and the Indian workforce will have a surplus of 56 million people. Whats
needed is to develop skills, so that this surplus manpower is equipped to meet the needs of talent
across geographies.

Recognizing this opportunity NIITs mission is to attain leadership in Global Talent

Development, by launching innovative, market-driven products and enhancing its reach globally.
The Global Talent Development Corporation had set up its first overseas education centre in
1991 and today reaches out to 5 million learners across 40 countries.

Our global presence facilitates cutting-edge Learning Solutions to Fortune 100 companies,
universities, technology majors, training corporations and publishing houses through our
subsidiary Element K. Through our subsidiary, CognitiveArts, we offer nearly three decades of
experience and represent the highest achievement in research, education and experience in
learning design architecture having developed over 300 innovative Experience Learning
Solutions for major corporations and institutions.

History

NIIT was established in 1981 by Rajendra S. Pawar and Vijay K. Thadani, graduates from IIT.

NIIT Technologies acquired UK-based company ROOM Solution in 20062007.

In 2006, it acquired US-based learning solution provider Element K.
In 2011, it sold Element K.

NIIT has two subsidiaries, NIIT SmartServe Ltd. and NIIT GIS Ltd., which provide business
process outsourcing and GIS solutions (NIIT has an affiliation with ESRI for this business),
respectively. NIIT Technologies had annual revenue of INR 9,799 million as of 2009.

NIIT University is sponsored by NIIT Limited.

Competitors

There are many online education organisations in India. Of those, Educomp Solutions, EdServ
Softsystems Limited, Everonn Education and Aptech are NIIT's main competitors

Timeline
 1981: NIIT was established by Rajendra S. Pawar and Vijay K. Thadani to optimise on
the opportunity of booming IT education and training in India
1982: Setup educational centres in Mumbai and Chennai
1982: Introduced Multimedia technology in education
1983: Corporate training program introduced
1984: IT consultancy service started
1986: Software product distribution started under "Insoft" brand
1987: Conceived Franchising Model of education
1989: Dr CR Mitra an alumnus of MIT and former Director of BITS Pilani joined NIIT
as education adviser stated and created "GNIIT" program
1991: First overseas office set up in US
1991: "Bhavishya Jyoti Scholarships" launched for meritorious and socially challenged
students
1992: GNIIT program started with professional practice
1993: Received ISO 9001 for software export.
1993: Listed on BSE
1995: NIIT tied up with Microsoft to provide education of Microsoft technologies
1996: First overseas education center launched
1996: Launched "NetVarsity", the virtual University
1996: Awarded ISO 9001 for Computer Education
1997: NIIT stated scholarship for economically under challenged children
1997: Unique distinction puts NIIT into first list of 21st Global companies.
1999: Achieved the status of Microsoft's best training partner in Asia
2000: Tied up with Oracle Corporation to provide education on Oracle technologies
specially on Oracle Database
2000: Collaborated with Sun Microsystems on "iForce initiatives on computing giant"
2001: Microsoft awarded NIIT the "Best Training Company Award"
2004: NIIT Technologies started offering Geographic Information Systems (GIS) to its
clients
2004: NIIT and Intel signed a deal to use technology-assisted learning in school
 2005: Germany based software company SAP AG and NIIT Technologies tied up to
implement software projects for government and public sectors
2006: Sun Microsystems tied up NIIT to provide specialized training for students in
programming platform such as Java and Solaris
2006: Launched two new businesses called NIIT Imperia which would provide three
certificate programmes from Indian Institutes of Management and IFBI Institute of Finance
Banking and Insurance (NIIT IFBI)
2008: Entered into alliance with Infospectrum India Pvt Ltd to cater Education Research
and Planning (ERP) solution tolls with its school learning solution
2009: Founded and commenced new "NIIT University" campus in Neemrana, Rajasthan
offering more post graduation level courses.
2009: Chinese Society of Educational Development Strategy (CSEDS) awarded NIIT Ltd
for IT Training Brand in China
2013: NIIT enters Test Preparation Market with CTET Coaching

Business units

NIIT is organized along the following three lines of business:

1. Individual Learning Solutions This focuses on providing employability skills to people

in the age group of 1625 years. IT training forms the bulk of this segment. In recent years it has
launched new offerings for training in Banking, Insurance and Financial services through IFBI,
NIIT Imperia Executive Management Programs through NIIT Imperia and training in skills for
BPO/KPO sectors through NIIT Uniqua.
2. School Learning Solutions this provides training and learning solutions to government
and to private schools.
3. Corporate Learning Solutions - this division provides training services such as off the
shelf learning library, custom content development, customized instructor led training and
training administration services. Element K a US company, acquired by NIIT in 2006.
Key industries

NIIT Technologies mainly focuses on well-defined key sectors of industry:

Banking & Financial Services

o Retail Banking
o Wholesale Banking
o Investment Management
o Risk and Compliance Offerings
o Business Testing Frameworks
Insurance
o Channel and Customer Interface Solutions
o Core Insurance Business Processes
o Enabling Insurance Business Processes
o Regulatory Compliance and Tax Environments
o Intellectual Property-Solutions and Solution Accelerator.
o Value Added Services
Travel Transportation and Logistics
o Airlines and Travel Distribution
o Airports
o Surface Transport
o BPO
o Integrated BPO
Retail Distribution
o e-Business
o e-Procurement
o SAP retail
Key initiatives

NIIT Institute of Financial banking (IFBI) was formed with equity participation from ICICI
Bank, which offers programs to develop talent in banking industry.

NIIT offers turnkey integration programs and computer-based training to over 5000 government
schools through its NIIT K-12 business division, comprising NIIT nguru and NIIT Solutions for
School.

NIIT's corporate learning solutions caters to Fortune 500 companies, universities, and
technology, training, and publishing companies.

NIIT Imperia collaborated with KPMG India to offer advanced certified programs on
International Financial Reporting Standards (IFRS).

These programs are generally six weeks long and are meant to assist companies in migrating
from Indian General Accepted Accounting Principals to IFRS.

Indian training centres

NIIT has training and educational centres in the following Indian states and union territories:
Andhra Pradesh, Assam, Bihar, Chandigarh, Chhattisgarh, Delhi, Goa, Gujarat, Haryana,
Himachal Pradesh, Jammu and Kashmir, Jharkhand, Karnataka, Kerala, Madhya Pradesh,
Maharashtra, Nagaland, Odisha, Puducherry, Punjab, Rajasthan, Tamil Nadu, Tripura, Uttar
Pradesh and West Bengal.
INTRODUCTION TO
TOPIC
A STUDY ON ABSETEEISM MANAGEMENT

INTRODUCTION:

Absenteeism is a serious problem for a management because it involves heavy additional

expenses. Reserves and understudies are kept in readiness to take the place of the absentees,
failing which the overhead cost of idle equipment has to be faced.

Industrial employees do not usually ask for leave of absence in advance or even give notice
during their absence as to how long they would be away. The management is generally uncertain
about the probable duration of an employees absence and cannot take appropriate measures to
fill the gap.

For this reason to find out the causes of absenteeism in Hyundai motors India limited I analyze
the following causes,
o Serious accidents and illness.
o Low morale.
o Poor working conditions.
o Boredom on the job.
o Lack of job satisfaction.
o Poor supervision.
o Excessive work.

DEFINITION OF ABSETEEISM:

Absenteeism is the failure of employees to report for work when they are scheduled to work.
Employees who are away from work on recognized holidays, vacations, approved leaves of
absence, or approved leaves of absence would not be included
According to labour Bureau, simla,absenteeism is the total man shifts lost because of absences
as a percentage of the total number of man shifts scheduled to work.
According to Webster dictionary, absenteeism is the practice or habit of absentee, and an
absentee is one who habitually stays away

WORK AND ABSENTEEISM:

Absenteeism is understood as unauthorized absence from work. Stated differently, it amounts to

absenteeism when an employee is scheduled to work but fails to report for duty.
Algebraically, absenteeism is calculated thus:
Number of persons-days lost *1
Average number of persons*

Number of working days absenteeism obviously reduces the number of employees available for
work. If the absenteeism rate is four percent. Only 96 out of 100 people available for work. The
effect of absenteeism on the future supply of labor should be allowed for, and trends in
absenteeism should be analyzed to trace causes prescribe remedial actions.

PROBLEM IDENTIFICATION;

o Absenteeism is the problem for every organization and business. It creates cost and
productivity problem, puts an unfair burden of employees who show up for work, ultimately
hinders customer satisfaction, and drains the countrys economy.
o It has the problem of bottlenecks in work environment.
o Unauthorized or unscheduled absenteeism is a problem for organization or business. It
creates cost and productivity problems, puts an unfair burden on the majority of employees who
show up for work
Workplace

"So You're not coming in Tomorrow Bud"

High absenteeism in the workplace may be indicative of poor morale, but absences can also be
caused by workplace hazards or sick building syndrome. Many employers use statistics such as
the Bradford factor that do not distinguish between genuine illness and absence for inappropriate
reasons. In 2013 in the UK the CIPD estimated that the average worker had 7.6 sick days per
year and that absenteeism cost employers 595 per employee per annum.

As a result, many employees feel obliged to come to work while ill, and transmit communicable
diseases to their co-workers. This leads to even greater absenteeism and reduced productivity
among other workers who try to work while ill. Work forces often excuse absenteeism caused by
medical reasons if the employee provides supporting documentation from their medical
practitioner.

Sometimes, people choose not to show up for work and do not call in advance, which businesses
may find to be unprofessional and inconsiderate. This is called a "no call, no show". According
to Nelson & Quick (2008) people who are dissatisfied with their jobs are absent more frequently.
They went on to say that the type of dissatisfaction that most often leads employees to miss work
is dissatisfaction with the work itself.
The psychological model that discusses this is the "withdrawal model", which assumes that
absenteeism represents individual withdrawal from dissatisfying working conditions. This finds
empirical support in a negative association between absence and job satisfaction, especially
satisfaction with the work itself.

Medical-based understanding of absenteeism find support in research that links absenteeism with
smoking, problem drinking, low back pain, and migraines. Absence ascribed to medical causes is
often still, at least in part, voluntary. Research shows that over one trillion dollars is lost annually
due to productivity shortages as a result of medical-related absenteeism, and that increased focus
on preventative wellness could reduce these costs.

The line between psychological and medical causation is blurry, given that there are positive
links between both work stress and depression and absenteeism. Depressive tendencies may lie
behind some of the absence ascribed to poor physical health, as with adoption of a "culturally
approved sick role". This places the adjective "sickness" before the word "absence", and carries a
burden of more proof than is usually offered.

Evidence indicates that absence is generally viewed as "mildly deviant workplace behavior". For
example, people tend to hold negative stereotypes of absentees, under report their own
absenteeism, and believe their own attendance record is better than that of their peers. Negative
attributions about absence then bring about three outcomes: the behavior is open to social
control, sensitive to social context, and is a potential source of workplace conflict.

Thomas suggests that there tends to be a higher level of stress with people who work with or
interact with a narcissist, which in turn increases absenteeism and staff turnover

Absent does not only mean not being at work. Absent also means:
Arriving late (or poor timekeeping, if you like. It is still absent as long as the employee
is not at work.)
Leaving early (again, if you like, poor timekeeping. It is still absent if he is not at
work)
Extended tea or lunch breaks - the employee is not at the workstation, and therefore
absent.
Attending to private business during working hours - the employee is at work, but is
 not attending to his/her duties in terms of the employment contract - and is therefore
absent.
Extended toilet breaks - same as extended lunch or tea breaks.
Feigned illness - thus giving rise to unnecessary visits to the on-site clinic, or take time
off to "visit the doctor" - which they never do, because they don't need a medical certificate
for less than 2 days off.
Undue length of time in fetching or carrying (tools from the tool room, for example, or
drawings from the drawing office, etc)
Other unexplained absences from the workstation or from the premises.
There are a number of remedies- a large number, in fact - that can be used to combat this
scourge.

The duty of the employee to be at work

The very basis of the employment contract (whether written or not) is that the employee has to:
[a] come to work, and
[b] be on time

In order to perform the duties which he/she has been hired to do, and he/she must remain at the
workstation for the contracted number of hours per day in order to perform the requisite duties. If
the employee does not do that, he/she cannot fulfill his/her contractual obligation, and is
therefore in breach of contract. This obligation - to come to work and stay on the job whilst at
work - does not only come out of the Employment Contract. It arises also from three other
sources - Common Law, Statutes, and Company Rules and Regulations.

Common Law
Common Law is not laws that have been legislated by Parliament, but rather arise mainly from
Court judgments and general practice and precedent. It is law that has developed over the years,
and is what people have come to accept as recognized norms and standards, and which are
enforced by our Courts. An employee has a number of obligations under common law which
he/she must meet, and it should be noted that these obligations exist even if they are not
specifically stated in the Contract of Employment:
[a] to provide the employer with his labor - i.e. to be at work.
[b] to obey reasonable and lawful instructions.
[c] to act in good faith. [ to protect his employer's interests.]
[d] not to misconduct himself/herself. [to behave properly according to the accepted norms of
society]
[e] to perform his duties.[to work in a satisfactory manner]
For the purpose of this subject, the most important is the first Common Law rule - to provide the
employer with his labour.

To do this, the employee must not only come to work - he/she must come to work on time, and
be at the workstation during the agreed hours - even if the employer has no work for him to
do. That may sound a bit strange, but remember that the employer is paying the employee to
come to work and be at the workstation, even if the employer has no work for him/her to do. If
the employee was paid only for work done then he/she would be entitled to leave the workstation
if there was no work to be done. But that is not usually the case.

If the employee does not do these things, he/she may well be in breach of his/her Common Law
conditions of his/her employment contract and is potentially an ex-employee. There is a further
legal concept that bears mention - this is the Principle of Unjust Enrichment. What it means, very
simply, is that "nobody may be enriched at the expense of another". The contract of employment
provides (perhaps not in as many words, but certainly by implication) that the employee shall
offer his/her services and that the employer shall pay him/her for such services.

If the employee does not provide those services (because of absenteeism) then it is unfair for the
employer to have to pay for something that is his contractual right to receive. It is equally unfair
for the employee to benefit - by means of being paid - for something he/she did not do in terms
of the Employment Contract. Put differently, it means very simply: no work - no pay.

Statute Law
This differs from Common Law in that Statute Law is law that has been legislated by Parliament
or some other law making body. Statute Law usually prescribes limits, sets levels and specifies
minimum standards, and specifies contractual terms not covered by Common Law. The statutes
which concern us are the Labour Relations Act, The Basic Conditions of Employment Act, the
Employment Equity Act, the Skills Development Act and the Occupational Health and Safety
Act, Wage Determinations, various Industrial Council Main Agreements, Collective Agreements
and so on.

The Labour Law Practitioner may also deal occasionally with the Close Corporations Act (which
contains special disciplinary procedures for enforcing disciplinary measures against members),
the Insolvency Act, the Public Service Act, and perhaps a few others.

So as can be seen, Statute Law is very involved. The difference is this - under Common Law,
you could probably enter into an Employment Contract whereby the employee would have to
work 15 hours a day, take 10 minutes for lunch, work 7 days a week, get 5 days leave a year, and
not be paid for any sick leave, and be fired any time you feel like it. However, because of the
protective effect of Statute Law, such a contract would be illegal even if the employee agreed to
it.

You cannot enter into any agreement or contract that contains any condition less favorable to any
party to the agreement than the corresponding condition contained in any relevant Statute. Any
such contract or agreement is unenforceable, as many employers have discovered to their cost.
Statute Law in general sets out to protect the employee and ensure that the employer does not
take advantage of him/her.

Statute Law is important when dealing with unauthorized absenteeism, because it specifies when
an employee may legally absent himself/herself from the workplace, irrespective of any
condition contained in the Employment Contract or Company Rules and Regulations.

Company Policies, Procedures and Regulations

This is a set of rules which apply to your own Company only, and may not conflict with the
conditions of any Statute unless the Company rule is more favorable to the employee than the
corresponding condition in the Statute. For example, the BCEA stipulates a minimum of 15 days
paid leave per annum. The Company can give 20 days per annum if they wish, but they may not
give only 10 days.

So how do we combat unauthorized absenteeism?

We do it using the tools at our disposal:
The Employment Contract - employers are petrified of issuing a written
Employment Contract. ALL Employment Contracts should be in writing. It is the best way,
the only way.
The Labour Relations Act
The Basic Conditions of Employment Act.
Common Law
Company Rules and Regulations.
There are some important rules to remember:
[a] always record any interviews with offenders in writing.
[b] the onus is on the employee to prove that the absence was justified.
[c] the employee may produce reasons, and a reason may even be valid - but despite being valid,
it can still be unacceptable.

For example, if an employee is late every day for a week because the trains are late due to stolen
cables, this may well be true - perhaps the cables were stolen, so the reason for being late is
valid. But you do not have to accept it as justification for being late and thus excuse the late-
coming. The rule is that the Company has certain working hours - how the employee gets to
work is his/her problem, not yours.

There are two types of absences:

Type of absence Employees who are absent for reasons

Involuntary beyond their control beyond their control
Voluntary within their control within their control
Effects of absenteeism

The effects of absenteeism are widespread. Absenteeism leads to

reduced employee productivity

reduced employee morale, and

increased overhead costs.

Further, studies have shown that replacement labor is only about 75% effective. We were
interested in looking at the management of absenteeism because we feel it is an important aspect
of providing value for money in service delivery.
Absence from Work

Absence where the employee does not turn up for work at all can sometimes be the most difficult
type of absenteeism to handle - simply because there can be a host of reasons for this, and you
will have to sift out the truth from the B.S. before deciding what action to take. Remember
though that the employee must justify the absence.

This type of absence may be due to personal problems - sick wife, sick kids, urgent financial
crisis, death in the family or death of a close relative, or some other domestic crisis that requires
the employee to stay at home to handle it.

Under such circumstances, the employee should notify you by telephone, by a message delivered
with another employee, by a telephone call from a friend to you, by a runner with a cleft stick, or
some means. It is very seldom that there is just no means whatsoever of notifying the employer
of the absence - the usual excuse (totally unacceptable) is that "there was no telephone." This is
nonsense, and must be rejected outright unless the employee lives in Borneo or on top of Mt.
Everest.

However, should the employee fail to notify you of the reason for the absence within a
reasonable time, the failure to do so only renders the absence more serious - and the employee, if
absent for more than 3 days ( in some cases 5 days ) may well find that he/she has been
dismissed for desertion. Note also that even if the employee does notify you that he will be
absent for the day, such notification does not mean that the absence is now authorized. You may
decide to treat the absence as authorized and pay the employee for the period absent, or you may
decide to authorize it but treat it as unpaid leave. It will depend on the circumstances.

Whatever happens, the event must be recorded in the employee's file, you must have a short
counseling session with the employee (again recorded) and you must follow Company
disciplinary procedures, if any. If the reason advanced for the absenteeism is unacceptable to
you, then issue a written warning to that effect and make the warning valid for 12 months. The
record keeping is vital in the event that the employee becomes a habitual absentee, and you need
to dismiss at some future stage. The absence could also be due to some uncontrollable event -
heavy rains flood his house, or even the entire village, a tornado or cyclone (not uncommon these
days in certain parts of the R.S.A.), roads washed away, telephones out of order, rail strike, etc.

However, with such events you will almost certainly know about them because they will be
reported on the radio and T.V., so the reason for the absence is obviously valid and
acceptable. Despite this, you still are not obliged to pay the employee - you must decide on
that.Remember the principles of no work - no pay, and also "how you get to work is your
problem" But be reasonable and fair. For example, there may be other employees who live in the
same stricken area, but who did come to work - albeit late. In that case, you would take a more
unsympathetic view of any who stayed away altogether.

Unrest, Violence and political stay-away is becoming more infrequent these days - but calls by
the Unions for national strikes and stay-aways are not so. A good policy to adopt is that quite
simply, any absence because of unrest, violence, political stay-away or national strike or stay-
away will be treated as unpaid leave. Deliberate and willful absenteeism is when the employee
does not come to work because he just feels like a day off - no other reason. There is usually a
pattern, such as the employee is always absent on payday or the day after payday - or is always
absent on a Monday or a Friday (not necessarily every Friday and every Monday, but when
he/she is absent it is on a Friday or a Monday.)

Willful and deliberate absence is a very serious offence because the employee has deliberately
and willfully chosen to ignore his/her contractual duty to present himself/herself for work, and is
therefore in breach of contract. This type of absenteeism calls for severe discipline - even to the
extent of suspending the employee for say one week without pay, or a final written warning valid
for 12 months. Obviously, proper disciplinary procedures must be followed.
 REVIEW
OF

LITERATURE
Managing Absenteeism for Greater Productivity

Author - Mona Buschak, Christa Craven, Robert, Ledman; Journal -SAM Advanced
Management Journal Volume- 61, 1996

This paper reviews the literature related to absenteeism and suggests how managers can improve
their absenteeism rate and, as a result, improve productivity. At least 50% of all employee
absenteeism is not caused by bona fide illness or other acceptable reason. Absenteeism is higher
in manufacturing environments than in other areas and is a bigger problem among blue-collar
workers than white-collar. Absenteeism is higher in union settings than in nonunion settings.
Single persons are typically absent more than married.

Teacher Absenteeism in Secondary Education;

Educational Administration Quarterly, Author - K. Dow Scott, James C. Wimbush Volume-

27, No. 4, 506-529 (1991) DOI: 10.1177/0013161X91027004004

Teacher absenteeism is a serious problem for school systems. Using an existing model of
attendance behavior as a guide, attitudinal, demographic and absenteeism data from 265
secondary teachers were examined. Canonical correlation analysis revealed that absenteeism
among teachers was significantly related to distance to work, gender, job involvement, and
overall job satisfaction.

Exit-voice and employee absenteeism: A critique of the industrial relations literature

Journal-Employee Responsibilities and Rights Journal Publisher- Springer Netherlands Issue -

Volume 9, DOI -10.1007/BF02622252 Pages -102 Subject Collection-Law Springer Link
Date-Friday, May 04, 2007 Author-Andrew A. Luchak1 and Ian R. Gellatly2
1. Faculty of Business Administration, Memorial University of Newfoundland, A1B
3X5 St. Johns, Newfoundland, Canada
2. Faculty of Management, The University of Lethbridge, T1K 3M4 Lethbridge, Alberta,
Canada

Industrial relations research that has examined the effects of collective voice on employee
absenteeism through traditional exit-voice analyses suffers from a number of important
theoretical and empirical limitations. The research is limited theoretically in that the framework
used cannot discretely classify absenteeism as a form of either exit or voice.

This inability reflects a larger problem with the exit-voice frameworks lack of adequate
attention to the conditions under which collective voice mechanisms fail and the consequences of
such failure for the behavior of industrial relations actors. Exit-voice studies of absenteeism have
important methodological problems, particularly in the way absenteeism and voice criteria have
been operational zed.

These defects in the literature can be addressed through the integration of behavioral theory and
research on such topics as absenteeism, exit, voice, loyalty and neglect, and the literature on
organizational justice.

PRESENTEEISM;

A CAMOUFIAGED PRODUCTIVITY HAMPER AUTHOR - Cary cooper JOURNAL -HRM

Review, The Icfai University of Chennai.
Employers all over the world are concerned about increasing the productivity in their
organizations but presenteeism shatters the employers dream of achieving maximum profit
through productivity. This article explores in detail the reasons for presnteeism and how to win
presenteeism.

Presenteeism speaks about an employee coming to the organization with problems like coughing,
sneezing, chronic back pain, etc. It is opposite to absenteeism, where in an employee
intentionally absents himself /herself from work. Cary cooper coined the following reasons for
presenteeism.

Perfect attendance; employees want to maintain perfect attendance which later helps
them in promotion and salary hike during the performance appraisal process. Employees are
more concerned about their salary and do not want to miss a fat pay just by staying at home
because of cold or milled fever.
Employees do not get paid for sick days. Employers feel that paying an employee who is
on leave due to some physical illness is a loss.
Sense of responsibility; this allows the employees not to sit at home and take rest. Project
managers or team leaders mostly feel that they have to be present at their workplace despite
feeling sick because someone will be in need of their help or guidance. Employees also feel that
there is no one to cover their workload.
Concern about job security; it plays a vital role in prsnteeism.An employee who often
takes a sick day might naturally lose his/her career advancement.
When an employee is sick, he/she feels that they have a lot of pending work to be
finished and that they take, the fewer are there vacation days. vacation days are the most
important to any employee working eight hours a day and six hours a week as he /she can spend
this vacation time with his/her family.
OBJECTIVES OF THE STUDY:

To study the major causes for employee absenteeism is NIIT.

To study the job related reasons for employee absenteeism.

To find out whether compulsory leave is helps to reduce absenteeism.

To focus on how to overcome from employee absenteeism.

To study the causes which leads to absenteeism in the company

To provide suggestions to overcome from employee absenteeism.

NEED OF THE STUDY:

o By reducing the absenteeism it needs to increase the production level of the

company.
o Employee is the back born of the industry without them they cannot get profit .so
the study of employee absenteeism is needed.
o To identify what are the reason for obtain employee absence
REASERCH METHODOLGY:

RESEARCH

Research refers to search for knowledge. Research is an original contribution to the existing
stock of knowledge making for its advancement. It is the pursuit of truth with the help of study,
observation, comparison and experiment. In short, the search for knowledge through objective
and systematic method of finding solution of the problem is research.

Type of research: DESCRIPTIVE RESEARCH

This research describes single event or characteristics or relates a few events or variables through
statistical analysis.

In my study I had relate a few events or variables through statistical analysis. The results had
been catered to broader decision interests in the organization, relates to policy, administration,
and the like.

Type of data:

Data collection consists of identification of sources of data and the use of instrument and
sampling to acquire data. There are two sources of data,

o Primary data
o Secondary data

PRIMARY DATA
Primary data are those which are collected afresh and for the first time, and thus happened to be
original in character. In case of descriptive research, research performs survey whether sample
survey or census survey, thus we obtain primary data either through:
Observation
Direct communication with respondent
Personal interview

SECONDARY DATA

Secondary data are those which have already been collected by someone else and have already
been passed through statistical process. Some sources of secondary data are Internet, web pages
and blogs, Published Printed Sources, Published Electronic Sources, Unpublished Personal
Records, Governement Records, Public Sector Records.

In these two types of data I had use both primary and secondary data in my study.

SAMPLING METHOD:

By using of primary data my sample size taken 200 in various departments and secondary data
had been collected through review of literature. company journals

SURVEY TECHNIQUE:

QUESTIONNAIRE:

There had been a set of questions, used as an instrument for seeking relevant information
directly from respondents. The questions pertain to one or more of characteristics of the
respondent, like behavior , demographic, knowledge, opinions, attitudes, beliefs and feelings.

TOOLS AND TECHNIQUES

In my study I had use the following tool for analysis i.e.,

Percentage analysis

Target Population:-

The study targets the staff of NIIT, Delhi.

SAMPLING DESIGN:-
Sampling is the process of obtaining about an entire population by examining only a part of it.
Sampling plans calls for three decisions.
a) Sample unit
b) Sample size
c) Sampling procedure
The design to be adopted for the study will be based on convenient sampling. The population for
the study will consist of employees in the NIIT.

SAMPLE UNIT: NIIT,Delhi.

SAMPLE SIZE: 200 employees

SAMPLING PROCEDURE:-

For the study, respondent has been selected on the basis of random samplings
SCOPE OF THE STUDY:

o It will help to reduce the absenteeism and to earn profit by the increase in manpower.
o It will be benefited to improve the production of products and
o To reduce the bottlenecks in the planning and production.
o By reducing absenteeism the employees are satisfied in their work job.
o It reduces the cost and productivity problem, reduce the burden of employees, increase
customer satisfaction and improve the countrys economy.
 DATA ANALYSIS
AND
INTERPRITATION
1. TABLE REPRESENTS AGE AND ITS RESPONDENCE.

AGE NO.OF.RESPONDENTS PERCENTAGE

20-30yrs 118 59
30-40yrs 72 36
40-50yrs 10 5
above50 0 0
TOTAL 200 100

CHART REPRESENTS AGE AND ITS RESPONDENCE.

PERCENTAGE
100
90
80
70
60
50 PERCENTAGE
40
30
20
10
0
20-30yrs 30-40yrs 40-50yrs above50 TOTAL
INFERENCE:

From the above table mostly 59% and 36% of employees are in the age group of 20-30 years
and 30-40 years respectively.

2.TABLE REPRESENTS MARITAL STATUS AND ITS RESPONDENCE.

MARITAL
STATUS NO.OF.RESPONDENTS PERCENTAGE RANK
MARRIED 162 81 1
UNMARRIED 38 19 2
TOTAL 200 100

CHART REPRESENTS MONTHLY INCOME AND ITS RESPONDENCE.

PERCENTAGE
100
90
80
70
60
50 PERCENTAGE
40
30
20
10
0
MARRIEDUNMARRIED TOTAL

INFERENCE:
From the above table mostly 81% of employees are married and others are unmarried.

3. TABLE REPRESENT RESPONDENCE OF MONTHLY INCOME.

MONTHLY
INCOME NO.OF.RESPONDENTS PERCENTAGE
25000-30000 96 48
30001-35000 44 22
350001-40000 46 23
ABOVE 40000 14 7
TOTAL 200 100

CHART REPRESENT RESPONDENCE OF MONTHLY INCOME.

PERCENTAGE
100
90
80
70
60
50
40
30 PERCENTAGE
20
10
0
INFERENCE:

From the above table mostly 48% of the employees are earned the income between 25,000-30,
000, 22% and 23% of employees are earned 30,001-35000 & 35,001-40,000 respectively.

4. TABLE REPRESENTS RESPONDENCE IN DIFFERENT CADRE.

CADRE
NO.OF.RESPONDENTS PERCENTAGE
Executive 74 37
Junior executive 104 52
Non-executive 22 11
Total 200 100

CHART REPRESENTS RESPONDENCE IN DIFFERENT CADRE.

PERCENTAGE
100
90
80
70
60
50
40
30 PERCENTAGE
20
10
0

INFERENCE:
From the above table most of the employees are covered in the executive and junior executive
cadre as 37% & 52% respectively.

5.TABLE REPRESENTS EXPERIENCE OF THE RESPONDENCE.

EXPERIENCE NO.OF.RESPONDENTS PERCENTAGE

Below 1 year 54 27
2-3 yrs 18 9
3-5yrs 44 22
Above 5 yrs 84 42
TOTAL 200 100

CHART REPRESENTS EXPERIENCE OF THE RESPONDENCE

PERCENTAGE
100
90
80
70
60
50
PERCENTAGE
40
30
20
10
0
Below 2-3 yrs 3-5yrs Above TOTAL
1 year 5 yrs

INFERENCE:
From the above table mostly 42% of employees are have above 5 years of experience and 27% &
22% of employees are below 1 year and 2-3 years of experience respectively.

6. TABLE REPRESENT ABOUT REASON FOR LEAVE:

CRITERIA NO OF RESPONDENT PERCENTAGE RANK

sickness 34 17 4
lack of interest in job 44 22 2

poor working 2 1 1
conditions

long working hours 74 37 3

personal work 46 23 5
TOTAL 200 100

CHART REPRESENT ABOUT REASON FOR LEAVE:

 PERCENTAGE
100
90
80
70
60
50
40
30
20
10 PERCENTAGE
0

INFERENCE:

From the above table mostly 37% of employees are feel about the long work-in hours,22% and
23% of employees are not have interest in their jobs and have some personal works respectively,
others are get leave for sickness.
7. TABLE REPRESENTS THE WORKING CONITIONS OF EMPLOYEES.

CRITERIA NO. OF PERCENTAGE

RESPONDENT

Very good 54 27
Good 39 18
Average 60 30
Poor 28 14
Very poor 22 11
Total 200 100

CHART REPRESENTS THE WORKING CONITIONS OF EMPLOYEES.

 PERCENTAGE
100
90
80
70
60
50
PERCENTAGE
40
30
20
10
0
Very Good Average Poor Very total
good poor

INFERENCE:

From the above table mostly 30% of employees feeling about their working condition is neutral,
27% & 18% of employees are feel their working condition is very good and good respectively.

8. TABLE REPRESENTS ABOUT MEDICAL PROVISIONS PROVIDED FOR THE

EMPLOYEES.

CRITERIA NO.OF RESPONDENCE PERCENTAGE

Very good 46 23
Good 86 43
Average 16 8
Poor 50 25
Very poor 2 1
Total 200 100

CHART REPRESENTS ABOUT MEDICAL PROVISIONS PROVIDED FOR THE

EMPLOYEES.
 PERCENTAGE
PERCENTAGE

100

43

23 25

8
1

Very good Good Average Poor Very poor Total

INFERENCE:

From the above table mostly 43% and 23% of employees opinion is good and very good about
the medical provisions provided.

9. TABLE REPRESENTS ABOUT THE WELFARE FACILITIES PROVIDED FOR

EMPLOYEES.

CRITERIA NO.OF.RESPONDENCE PERCENTAGE

Very good 72 36
Good 110 55
Average 14 7
Poor 2 1
Very poor 2 1
Total 200 100

CHART REPRESENTS ABOUT THE WELFARE FACILITIES PROVIDED FOR

EMPLOYEES.
 PERCENTAGE
PERCENTAGE

100

55

36

7
1 1

Very good Good Average poor Very poor Total

INFERENCE:

From the above table most of the employees opinion about their welfare facilities is good.

10. TABLE REPRESENTS ABOUT THE LEAVE FACILITIES PROVIDED FOR

THE EMPLOYEES.

CRITERIA NO.OF RESPONDENCE PERCENTAGE

Very good 118 59
Good 20 10
Average 34 17
poor 24 12
Very poor 4 2
Total 200 100

CHART REPRESENTS ABOUT THE LEAVE FACILITIES PROVIDED FOR THE

EMPLOYEES.
 PERCENTAGE
PERCENTAGE

100

59

17
10 12
2

Very good Good Average poor Very poor Total

INFERENCE:

From the above table most of the employees are feel good with their leave facilities.

11. TABLE REPRESENTS ABOUT THE COMMUNICATION SYSTEM

FOLLOWED IN THE COMPANY.

CRITERIA NO.OF RESPONDENCE PERCENTAGE

Very good 98 49
Good 50 25
Average 8 4
Poor 40 20
Very poor 4 2
Total 200 100

TABLE REPRESENTS ABOUT THE COMMUNICATION SYSTEM FOLLOWED IN

THE COMPANY.
 PERCENTAGE
PERCENTAGE

100

49

25
20

4 2

Very good Good Average poor Very poor Total

INFERENCE:

From the above table most of the employees are feel good with their communiction system.

12. TABLE REPRESENTS SATISFACTION LEVEL ABOUT THE RESPONDENCE

WAGE OR SALARY.

CRITERIA NO.OF.RESPONDENTS PERCENTAGE

Highly satisfied 22 11
satisfied 143 71.5
neutral 20 10
Dissatisfied 13 6.5
Highly
dissatisfied 2 1
TOTAL 200 100
CHART REPRESENTS SATISFACTION LEVEL ABOUT THE RESPONDENCE
WAGE OR SALARY.

PERCENTAGE
80
60
40
20
0
PERCENTAGE

INFERENCE:

From the above table most of the employees are satisfied with their salaries.

13. TABLE REPRESENTS ABOUT THE MONOTONOUS OF WORK.

CRITERIA NO.OF.RESPONDENCE PERCENTAGE

Highly agree 4 2
Agree 86 43
Neutral 32 16
Disagree 76 38
Highly disagree 2 1
Total 200 100

CHART REPRESENTS ABOUT THE MONOTONOUS OF WORK.

 PERCENTAGE
100
90
80
70
60
50
40
30 PERCENTAGE
20
10
0

INFERENCE:

From the above table mostly 43% of employees agree that their work is monotonous and not
agree with this fact.

14. TABLE REPRESENTS ABOUT THE FREQUENCY OF APRECIATION OR

REWARDS RECEIVED BY THE EMPLOYEES.

CRITERIA NO.OF.RESPONDENCE PERCENTAGE

Always 32 16
Often 122 61
Some times 12 6
Never 34 17
Total 200 100
CHART REPRESENTS ABOUT THE FREQUENCY OF APRECIATION OR
REWARDS RECEIVED BY THE EMPLOYEES.

PERCENTAGE
100
90
80
70
60
50
PERCENTAGE
40
30
20
10
0
Always Often Some never Total
times

INFERENCE:

From the above table most of the employees are get rewards are appreciation for their work.

15. TABLE REPRESENTS THE EMPLOYEES SATISFACTION WITH THE

CURRENT WORK.

CRITERIA NO.OF RESPONDENCE PERCENTAGE

Highly satisfied 88 44
Satisfied 70 35
Neutral 4 2
Dissatisfied 34 17
Highly dissatisfied 4 2
Total 200 100
CHART REPRESENTS THE EMPLOYEES SATISFACTION WITH THE CURRENT
WORK.

PERCENTAGE
100
90
80
70
60
50
40
30
20 PERCENTAGE
10
0

INFERENCE:

From the above table most of the employees are highly satisfied and satisfied with their current
work as 44% and 35% respectively.

16. TABLE REPRESENTS ABOUT THE RELATIONSHIP BETWEEN EMPLOYEE

AND CO-WORKERS.

CRITERIA NO.OF.RESPONDENCE PERCENTAGE

Highly satisfied 16 8
Satisfied 88 44
Neutral 20 10
Dissatisfied 0 0
Highly dissatisfied 76 38
Total 200 100
CHART REPRESENTS ABOUT THE RELATIONSHIP BETWEEN EMPLOYEE AND
CO-WORKERS.

PERCENTAGE
100
90
80
70
60
50
40
30 PERCENTAGE
20
10
0

INFERENCE:

From the above table mostly 44% of employees are satisfied with their relationship with co-
workers and 38% of employees are not satisfied.

17. TABLE REPRESNTS ABOUT THE RELATIONSHIP BETWEEN

EMPLOYEES AND SUPERVISORS.

CRITERIA NO.OF.RESPONDENCE PERCENTAGE

Highly satisfied 16 8
Satisfied 134 67
Neutral 12 6
Dissatisfied 34 17
Highly dissatisfied 4 2
Total 200 100
CHART REPRESNTS ABOUT THE RELATIONSHIP BETWEEN
EMPLOYEES AND SUPERVISORS.

PERCENTAGE
100
90
80
70
60
50
40
30
20 PERCENTAGE
10
0

INFERENCE:

From the above table most of the employees are satisfied with the relationship of superiors.
18. TABLE REPRESENTS ABOUT THE WORK PRESSURE OF EMPLOYEES.

CRITERIA NO.OF PERCETAGE

RESPONDENCE
Very high 12 6
High 18 9
Medium 138 69
Low 34 17
Very low 2 1
Total 200 100

CHART REPRESENTS ABOUT THE WORK PRESSURE OF EMPLOYEES.

PERCETAGE
100
90
80
70
60
50
PERCETAGE
40
30
20
10
0
Very High Medium Low Very Total
high low

INFERENCE:

From above table most of the employees are feel about their work pressure as neutral.
19. TABLE REPRESENTS RESPONDENCE POSSIBILITINESS TO GET
LEAVE.

CRITERIA NO.OF.RESPONDENTS PERCENTAGE

Always. 66 33
Often. 94 47
Some times. 26 13
Never. 12 6
Others. 2 1
TOTAL 200 100

TABLE REPRESENTS RESPONDENCE POSSIBILITINESS TO GET

LEAVE.

PERCENTAGE

50

40

30
20
PERCENTAGE
10
0
Always
Often.
Some times.
Never.
Others.

INFERENCE:

From the above table mostly 47% and 33% of employees are get leave at always and
often respectively.
20. TABLE REPRESENTS TYPE OF LEAVE TAKEN BY EMPLOYEES.

CRITERIA NO.OF.RESPONDENTS PERCENTAGE

Medical leave 42 21
Casual leave. 76 38
Privilege leave. 2 1
Compensatory
leave. 50 25
All. 30 15
TOTAL 200 100

CHART REPRESENTS TYPE OF LEAVE TAKEN BY EMPLOYEES.

PERCENTAGE

40
30
20
10
0
PERCENTAGE

INFERENCE:

From the above mostly 38% & 25% of employees are take casual leave and
compensatory leave respectively.
21. TABLE REPRESENTS EMPLOYEES AWARENESS ABOUT LEAVE
FACILITIES.
CRITERIA NO.OF.RESPONDENTS PERCENTAGE
YES 190 95
NO 10 5
TOTAL 200 100

CHART REPRESENTS EMPLOYEES AWARENESS ABOUT LEAVE

FACILITIES.

PERCENTAGE
100
90
80
70
60
50 PERCENTAGE
40
30
20
10
0
YES NO TOTAL

INFERENCE:

From the above table most of the employees are aware about the various leave facilities
offered by the company.
22. TABLE REPRESENT ABOUT THE ABSENTEEISM MANAGEMENT IN THE
ORGANISATION.

CRITERIA NO.OF.RESPONDENTS PERCENTAGE

Payment to work on
holidays. 56 28
Have a temporary staff. 16 8
Use over time in case of
vacancy. 40 20
Provide training. 78 39
Others. 10 5
TOTAL 200 100

CHART REPRESENT ABOUT THE ABSENTEEISM MANAGEMENT IN THE

ORGANISATION.

PERCENTAGE
PERCENTAGE

100

39
28
20
8 5

Payment Have a Use over Provide Others. TOTAL

to work temporary time in training.
on staff. case of
holidays. vacancy.

INFERENCE:

From the above table mostly 39% & 28% of employees says that organisation manage
abseteeism by providing training to employees and provide payment to work on holidays.
23. TABLE REPRESENTS ABOUT THE EMPLOYEE OPINION TO REDUCE
ABSETEEISM.

CRITERIA NO.OF.RESPONDENTS PERCENTAGE

Change management
style. 36 18
Change working
condition. 80 40
Provide incentives. 56 28
Extra working to be
controlled. 10 5
Others. 18 9
TOTAL 200 100

CHART REPRESENTS ABOUT THE EMPLOYEE OPINION TO REDUCE

ABSETEEISM.

PERCENTAGE
100
90
80
70
60
50
40
30
20
10
0 PERCENTAGE

INFERENCE:
From the above table mostly 40% and 28% of employees suggest that changing working
conditions and providing incentives will helps to reduce absenteeism.
24. TABLE REPRESENTS MOTIVATING FACTORS OF EMPLOYEES TO
ATTEND WORK REGULARLY.

CRITERIA NO.OF.RESPONDENTS PERCENTAGE

Good employer relations. 24 12
Work environment. 52 26
Future prospects. 30 15
Recognition of work. 36 18
Monitory rewards provide based on
attendance. 58 29
TOTAL 200 100

CHART REPRESENTS MOTIVATING FACTORS OF EMPLOYEES TO

ATTEND WORK REGULARLY.

PERCENTAGE
100
90
80
70
60
50
40
30
20
10 PERCENTAGE
0

INFERENCE:
From the above table mostly 26% &29% of employees are suggesting that working environment
and provide monitory rewards based on attendance are motivating them to attend work
respectively.
25. TABLE REPRESENTS ABOUT THE IMPACT OF COMULSORY LEAVE IN
WORK LIFE BALANCE.

CRITERIA NO.OF.RESPONDENTS PERCENTAGE

Highly agree. 34 17
Agree. 42 21
Neutral. 66 33
Disagree. 56 28
Highly disagree. 2 1
Total. 200 100

CHART REPRESENTS ABOUT THE IMPACT OF COMULSORY LEAVE IN

WORK LIFE BALANCE.

PERCENTAGE
PERCENTAGE

100

33
28
17 21

Highly Agree. Neutral. Disagree. Highly Total.

agree. disagree.

INFERENCE:

By the above table32.6%&28% of employees are neither agrees nor dis agree & disagree, 21%
&17% of employees are agree &highly agree and 0.7% of employees are highly dis agree with
the compulsory leave and tier improvements in work life balance.
26. TABLE REPRESENTS WHETHER COMPULSORY LEAVE IS THE
MOTIVATING FACTOR.

CRITERIA NO.OF.RESPONDENTS PERCENTAGE

Highly agree. 30 15
Agree. 106 53
Neutral. 34 17
Disagree. 30 15
Highly disagree. 0 0
Total. 200 100

CHART REPRESENTS WHETHER COMPULSORY LEAVE IS THE

MOTIVATING FACTOR.

PERCENTAGE
100
90
80
70
60
50
40
30 PERCENTAGE
20
10
0

INFERENCE:
From the above table most of the employees are agree that compulsory leave serves as an
employee motivating factor.
27. TABLE REPRESENTS ABOUT THE UTILISATION OF COMPULSORY
LEAVE IS HELPS TO CLAIM LTA:

CRITERIA NO.OF RESPONDENCE PERCENTAGE

Yes 166 83
No 34 17
Total 200 100

PERCENTAGE

100

80
Yes
60
No
40 Total

20

0
Yes No Total

INFERENCE:

From the above table most of the employees are suggest that compulsory leave is helps to claim
LTA.
FINDINGS
In my analysis for this project the outcome has come as follows:-

INFERENCE:1
From the above table mostly 59% and 36% of employees are in the age group of 20-30
years and 30-40 years respectively.

INFERENCE:2
From the above table mostly 81% of employees are married and others are unmarried.

INFERENCE:3
From the above table mostly 48% of the employees are earned the income between
25,000-30, 000, 22% and 23% of employees are earned 30,001-35000 & 35,001-40,000
respectively.

INFERENCE:4
From the above table most of the employees are covered in the executive and junior
executive cadre as 37% & 52% respectively

INFERENCE: 5
From the above table mostly 42% of employees are have above 5 years of
experience and 27% & 22% of employees are below 1 year and 2-3 years of
experience respectively.

INFERENCE: 6
From the above table mostly 37% of employees are feel about the long
work-in hours,22% and 23% of employees are not have interest in their jobs and have
some personal works respectively, others are get leave for sickness.
INFERENCE: 7
From the above table mostly 30% of employees feeling about their working condition is
neutral, 27% & 18% of employees are feel their working condition is very good and good
respectively.

INFERENCE: 8
From the above table mostly 43% and 23% of employees opinion is good and very good
about the medical provisions provided.

INFERENCE: 9
From the above table most of the employees opinion about their welfare facilities is
good.

INFERENCE: 10
From the above table most of the employees are feel good with their leave facilities.

INFERENCE: 11
From the above table most of the employees are feel good with their communiction
system.

INFERENCE: 12
From the above table most of the employees are satisfied with their salaries.

INFERENCE: 13
From the above table mostly 43% of employees agree that their work is monotonous and
not agree with this fact.

INFERENCE: 14
From the above table most of the employees are get rewards are appreciation for their
work.
INFERENCE: 15
From the above table most of the employees are highly satisfied and satisfied with their
current work as 44% and 35% respectively.

INFERENCE: 16
From the above table mostly 44% of employees are satisfied with their
relationship with co-workers and 38% of employees are not satisfied.

INFERENCE: 17
From the above table most of the employees are satisfied with the
relationship of superiors.

INFERENCE: 18
From above table most of the employees are feel about their work pressure as
neutral.

INFERENCE: 19
From the above table mostly 47% and 33% of employees are get leave at
always and often respectively.

INFERENCE: 20
From the above mostly 38% & 25% of employees are take casual leave
and compensatory leave respectively.

INFERENCE: 21
From the above table most of the employees are aware about the various
leave facilities offered by the company.
INFERENCE: 22
From the above table mostly 39% & 28% of employees says that
organisation manage abseteeism by providing training to employees and provide
payment to work on holidays.

INFERENCE: 23
From the above table mostly 40% and 28% of employees suggest that
changing working conditions and providing incentives will helps to reduce absenteeism

INFERENCE: 24
From the above table mostly 26% &29% of employees are suggesting that
working environment and provide monitory rewards based on attendance are
motivating them to attend work respectively.

INFERENCE: 25
By the above table32.6% & 28% of employees are neither agrees nor
disagree & disagree, 21% &17% of employees are agree &highly agree and 0.7% of
employees are highly disagree with the compulsory leave and tier improvements in
work life balance.

INFERENCE: 26
From the above table most of the employees are agree that compulsory leave
serves as an employee motivating factor.

INFERENCE: 27
From the above table most of the employees are suggest that compulsory leave is helps to
claim LTA.
SUGGESTION

The company has to concentrate to reduce the working time of the employees.
The long working hours of employee is trouble them and makes them tired. So, the efficiency in
work is reduced about the working time of employees.
The company has to reduce the work monotonous of the employees.
The company has to concentrate on providing the monitory rewards based on
the attendance to reduce absenteeism.
The company has to maintain the training system of the company and to change
the working conditions of the company to facilitate employees to work freely in the working
environment and improve the incentives system provide by the company for the employees.
In the employee point of view the compulsory leave plan is also help to
improve the work life balance of the company. So, by this study compulsory leave plan is not
affect the work environment of the company and this plan is one of the motivating factors for the
employees.
By this leave the employee also able to claim for long travel allowance. So, it
serves as an employee motivating factors to engage in the work regularly.
CONCLUSION:

In the company various resources are to earn high profit and sales. But among that various
resources the human resources is used as very important one. This is considering as blood for the
organization and it has the relationship with the production or services of the organization. In the
competitive world every organization needs to compete with another organization.
So, they are tried to earn high profit by improving the production and sales of the company. In
this situation now-a-days absence of the employee is affect the work of the company, especially
unauthorized absence.
In this way NIIT also affected by the unauthorized absence. So, the questionnaire is study about
the reason for unauthorized absence of the employee and if they consider about the suggestion of
this study. They can able to overcome the difficulties arise by the unauthorized absence and has
to improve production or services.
QUESTIONNAIRE
Questionnaire Format for Absenteeism of Employees

Questionnaire Format for Absenteeism of Employees

Below is the questionnaire format to find out the reasons of absenteeism of employees at NIIT.,
Delhi

Personal Information

Name (Optional)

Marital Status.

Monthly Income : 1. 25-30,000 2. 300001-35000 3.35000-40000 4.Above 40000

Age. Sex..

1) In which Cadre are you working in an organization

Executive
Junior executive
Non-executive

2) For how many years you are working with Hyundai Motors India Limited?

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

(c) 2-5 yr (d) < 5 yr

3) What are the reason for taking the leave :

Sickness

lack of interest in job

poor working conditions

long working hours

personal work
4) What is the working condition of the Employees.?

Very good
Good
Average
Poor
Very poor

5) What are the medical Provisions provided for the employees.?

Very good
Good
Average
Poor
Very poor

6.) Your views on THE WELFARE FACILITIES PROVIDED FOR EMPLOYEES.

Very good
Good
Average
Poor
Very poor

7.) Your views on THE LEAVE FACILITIES PROVIDED FOR THE EMPLOYEES.

Very good
Good
Average
Poor
Very poor
8) Acc. to you what is the communication system followed in the company?

Very good
Good
Average
Poor
Very poor

9) What is the SATISFACTION LEVEL ABOUT THE RESPONDENCE WAGE OR

SALARY?

Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

10) Your view regarding ABOUT THE MONOTONOUS OF WORK?

Highly agree
Agree
Neutral
Disagree
Highly disagree

11) What do you think ABOUT THE FREQUENCY OF APRECIATION OR REWARDS

RECEIVED BY THE EMPLOYEES?

Always
Often
Some times
Never
12) What is THE EMPLOYEES SATISFACTION WITH THE CURRENT WORK.

Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

13) Your views ABOUT THE RELATIONSHIP BETWEEN EMPLOYEE AND CO-
WORKERS.

Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

14) What do you think ABOUT THE RELATIONSHIP BETWEEN EMPLOYEES AND
SUPERVISORS

Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
15) Your thoughts on ABOUT THE WORK PRESSURE OF EMPLOYEES.

Very high
High
Medium
Low
Very low

16.) What are the POSSIBILITINESS TO GET LEAVE?

Always.
Often.
Some times.
Never.
Others.

17) What are the TYPE OF LEAVE TAKEN BY EMPLOYEES?

Medical leave
Casual leave.
Privilege leave.
Compensatory
leave.
All.

18) What is the EMPLOYEES AWARENESS ABOUT LEAVE FACILITIES?

YES
NO
19) What are your views on ABOUT THE ABSENTEEISM MANAGEMENT IN

THE ORGANIZATION.
Payment to work on
holidays.
Have a temporary staff.
Use over time in case of
vacancy.
Provide training.
Others.

20) Acc. to you what you think ABOUT THE EMPLOYEE OPINION TO
REDUCE ABSETEEISM.

Change management style.

Change working
condition.
Provide incentives.
Extra working to be
controlled.
Others.

21) What are the MOTIVATING FACTORS OF EMPLOYEES TO ATTEND WORK

REGULARLY

Good employer relations.

Work environment.
Future prospects.
Recognition of work.
Monitory rewards provide based on
attendance.
22) Your views on ABOUT THE IMPACT OF COMULSORY LEAVE IN WORK LIFE

BALANCE.

Highly agree.
Agree.
Neutral.
Disagree.
Highly disagree.

23) Acc. to you WHETHER COMPULSORY LEAVE IS THE MOTIVATING

FACTOR.

Highly agree.
Agree.
Neutral.
Disagree.
Highly disagree.

24) Do you think UTILISATION OF COMPULSORY LEAVE IS HELPS TO

CLAIMLTA:

Yes
No
BIBLIOGRAPHY
1. Managing Human Resources, Tata McGraw - Bohlander,
2. Personnel Management by C B Mamoria.
3. Research Methodology C.R Kothari
4. Statistical Method by S.P Gupta
5. Human Resource and Personnel Management - ,Tata McGraw Hill
K.Aswathappa,

WebSites:

1. www.citehr.com
2. www.askforhrd.com
3. www.niit.com