CHAPTER-1 INTRODUCTION

INTRODUCTION
1.1 GENERAL INTRODUCTION Absenteeism is a habitual pattern of absence from a duty or obligation. Traditionally, absenteeism has been viewed as an indicator of poor individual performance, as well as a breach of an implicit contract between employee and employer; it was seen as a management problem, and framed in economic or quasi-economic terms. More recent scholarship seeks to understand absenteeism as an indicator of psychological, medical, or social adjustment to work. Definitions of Employee Absenteeism An individuals lack of physical presence at a given location and time when there is a Social expectation for him or her to be there. (Martocchio & Harrison, 1993) Absenteeism refers to Nonattendance of employee for scheduled work (Gibson, 1966 John, 1978) Absenteeism is defined as a failure of an employee to report to work when he or she is Scheduled to do so Types of Absenteeism There are two types of absenteeism, each of which requires a different type of approach. 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 lab our relations context this means that it cannot be remedied or treated by disciplinary measures. 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 lab our relations context this means that progressive discipline can be applied. 2

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 counseling and treatment, the majority of employees will overcome their problems and return to an acceptable level of regular attendance. Identifying Excessive Absenteeism Attendance records should be reviewed regularly to be sure that an employee's sick-leave days are excessive compared to other employees. If a supervisor suspects that an employee is excessively absent, this can be confirmed through reviewing the attendance records. If all indications show that an employee is excessively absent, the next step is to gather as much information as possible in order to get a clearer picture of the situation. The employees' files should be reviewed and the employees immediate supervisor should document all available information on the particular employee's history. Individual Communication After all available information has been gathered, the administrator or supervisor should individually meet with each employee whom has been identified as having higher than average or questionable (or pattern) absences. This first meeting should be used to bring concerns regarding attendance to the employee's attention. It is also an opportunity to discuss with the employee, in some depth, the causes of his or her attendance problem and possible steps he or she can take to remedy or control the absences. Listen carefully to the employee's responses. Proof of Illness Sometimes it is helpful in counseling employees with excessive innocent or culpable absenteeism to inquire or verify the nature and reasons of their absence. The extent to which an employer may inquire into the nature of and reasons for an employee's absence from the workplace is a delicate issue. The concepts of an employee's privacy and an employer's need for information affecting the workplace often come into conflict. Seldom is the conflict more difficult to resolve than where personal medical information is involved.

Unions will often strongly object to any efforts by management to inquire more deeply into the nature of an employee's illness. You will need to consider the restraints of any language in collective agreements in relation to this issue. Counseling Innocent Absenteeism 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 1. Initial Counseling: If the absences are intermittent, meet with the employee each time he/she returns to work. If absence is prolonged, keep in touch with the employee regularly and stay updated on the status of his/her condition. (Indicate your willingness to assist.) You may require the employee to provide you with regular medical assessments. This will enable you to judge whether or not there is any likelihood of the employee providing regular attendance in future. Regular medical assessments will also give you an idea of what steps the employee is taking to seek medical or other assistance. Formal meetings in which verbal warnings are given should be given as appropriate and documented. If no improvement occurs written warning may be necessary. 2 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.

3 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. 4 Discharges 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. 1. Has the employee done everything possible to regain their health and return to work? 2. Has the employer provided every assistance possible? (i.e. counselling, support, time off.) 3. Has the employer informed the employee of the unworkable situation resulting from their sickness? 4. Has the employer attempted to accommodate the employee by offering a more suitable position (if available) or a reduction of hours? 5. Has enough time elapsed to allow for every possible chance of recovery? Corrective Action for Culpable Absenteeism As already indicated, culpable absenteeism consists of absences where it can be demonstrated that the employee is not actually ill and is able to improve his/her attendance. Presuming you have communicated attendance expectations generally, have identified the employee as a problem, have met with him/her as part of your attendance program, made your concerns on his specific absenteeism known and have offered counselling as appropriate, with no improvement despite your positive efforts, disciplinary procedures may be appropriate. The procedures for corrective/progressive discipline for culpable absenteeism are generally the same as for other progressive discipline problems. The discipline should not be prejudicial in any way. The general procedure is as follows: [Utilizing counseling memorandum] 5

1. Initial Warning(s) 2. Written Warning(s) 3. Suspension(s) 4. Dismissal

Verbal Warning Formally meet with the employee and explain that income protection is to be used only when an employee is legitimately ill. Advise the employee that his/her attendance record must improve and be maintained at an improved level or further disciplinary action will result. Offer any 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 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

Suspension (only after consultation with the appropriate superiors) If the problem of culpable absenteeism persists, following the next interview period and immediately following an absence, the employee should be interviewed and advised that he/she is to be suspended.

The length of the suspension will depend again on the severity of the problem, the credibility of the employee's explanation, the employee's general work performance and length of service. Subsequent suspensions are optional depending on the above condition.
Dismissal (only after consultation with the appropriate superiors)

Dismissals should only be considered when all of the above conditions and procedures have been met. The employee, upon displaying no satisfactory improvement, would be dismissed on the grounds of his/her unwillingness to correct his/her absence Causes of high Employee Absenteeism High employee absenteeism can have a negative effect on production and hurt the company's bottom line. Illness contributes to absenteeism, but chronic absenteeism can have its roots in other causes. To prevent high employee absenteeism, must first identify it and understand what causes it 1.
o

Company Policies Managers derive power to deal with chronic absenteeism from company policies,

according to the Employer Employee website. If the company does not have comprehensive and understood policies on absenteeism in place, then employees who want to take advantage of the situation have free rein to come and go as they please. With a policy on absenteeism in place, departmental managers and human resources professionals can address high employee absenteeism and terminate the employment of chronic offenders. Lack of Opportunity
o

When a company does not offer employees the chance to advance their careers, or

the tools needed to improve their performance, employee absenteeism starts to climb, according to the Missouri Small Business and Technology Development Centers website. Employees need a career path to follow to feel inspired. The company needs to offer job-specific training, training on the changes in the industry and tuition assistance programs to assist employees in their development. When employees feel that they have no future at their current jobs, they stop showing up for work as they explore other opportunities.

Change Management 7

Change in the corporate world happens frequently. But if your company has a poor

change management program, then confusion can cause employees to stay at home rather than come to work. Change management is how companies plan and execute change within the organization. All of the departments in the company are represented, and major changes are rolled out in stages that are accompanied by employee training and preparation. Without a good change management program, employees can be overwhelmed by the alterations they experience and are unprepared for. It can cause employees to call off work rather than deal with potentially unknown circumstances. Communication Breakdown For employees to feel connected to the company, there needs to be two-way communication between employees and management. Management must interact with employees to assist employees in finding better ways to do their jobs, mediate disputes and help employees improve their performance. A manager should also be available for her employees in case of a personal issue that is affecting performance. Without management communication, employees feel alienated from the company and feel that their contributions are not appreciated. This leads to high employee absenteeism. Factors Influencing Absenteeism in a Workplace Employee absenteeism is a major burden to a workplace and employers. When employees miss work, they are unable to collaborate with work teams and to complete tasks and assignments. The costs of missed work and opportunities affect a company's bottom line. Many companies offer wellness programs to encourage good health among employees. However, other critical factors influence absenteeism in a workplace. 1. Illness/Injury
o

Personal illness and injury are among the leading causes of workplace absenteeism. Erie

County Department of Health educator Kimberly Beers cites a Wellness Councils of America study showing that workplace stress causes illness and injury for 36 percent of workers. This contributes to the $300 billion spent annually on absenteeism in the United States. Many companies offer wellness programs and health training for employees to proactively combat the impact of illness on absenteeism. Additionally, workplaces that pose significant safety risks 8

for employees should make safety training and safety standards priorities to reduce the number of injuries on the job. Childcare Issues
o

Companies that employ a significant number of parents have higher risks of absenteeism

since parents have childcare responsibilities to consider. Along with personal illness, family illness or problems are the most common causes of absenteeism, according to Bright Horizons Family Solutions. Parents that rely on childcare providers face a burden when a provider is sick or not in operation on a given work day. Some parents struggle to find a backup option and must miss work. Bright Horizons notes that some employers offer a type of subsidized backup care program for employees in a bind so they can get to work. Work Relationships
o

General working conditions are a common influence on workplace absenteeism. In his Employer-Employee.com article "How to Deal with Employee Absenteeism," Gary Vikesland, a licensed psychologist with Pathways Psychological Services in Golden Valley, Minnesota, points out that stressful relationships with co-workers are typically a morespecific cause of absenteeism. He notes that stress occurs in horizontal relationships with colleagues as well as in superior-subordinate relationships. Employees may miss work to avoid dealing with fear, anger or other stresses associated with a co-worker. Vikesland adds that companies that promote an atmosphere of acceptance and offer internal conflict resolution processes typically have less problems with absenteeism.

Authoritarian Management Styles

o

Regarding the manager-employee relationship, Vikesland indicates that authoritarian management styles influence high levels of workplace absenteeism. Managers that are controlling, bossy, micro-managing and who do not value input from employees often cause increased stress for their employees. Employees may feel overwhelmed by impossible goals, rigid or poor communication, and the general burden of having little ability to make decisions and work with autonomy. Some employees miss work just to avoid dealing with a manager. However, actual physical and emotional illnesses can occur if the associated stress 9

is too high. Companies can offer management training and coaching to help prevent these issues. Positive Influences
o

Not all influences on workplace absenteeism are negative. Companies often do proactive and positive things to reduce workplace absenteeism, thus saving themselves money. Some companies offer incentives to employees for achieving certain health levels or maintaining certain standards of attendance and performance. Offering attendance incentives may have expenses, but the costs are probably modest compared to the expense of significant missed work days. Just tracking attendance can have positive effects on absenteeism as employees are more aware that their presence is important.

IMPACT OF ABSENTEEISM There are many forms of absenteeism, ranging from short-term illness, long-term illness, unauthorized absence and persistent lateness, to other authorized absences such as annual leave, paternity leave, time off to care for dependents and compassionate leave. Other causes might also include low morale, stress and poor working conditions, many of which are preventable. The effect absenteeism can have on a business can be wide-ranging, but particularly affects those employees left to pick up the pieces. According to Wayne Wendling, Senior Director of Research at the International Foundation of Employee Benefit Plans. The workings of a company have changed and employees are now much more interconnected than previously and, as a result, organizations are much more dependent on their employees. When someone is absent, the entire web of interaction among employees can be disturbed in terms of workflows and the availability of information, he explains. Part of that is overcome as more files are now open to people who can fill in and help with the tasks that the individual may have been performing. However, there is a definite ripple effect through the organization when someone is unexpectedly ill. The productivity of others is also being impacted. 1.2 INDUSTRY PROFILE Cotton Textile Industry 10

Cotton textile industry is an oldest one but it is also labor intensive and produces cloth which is one of the basic need of the human life. In India this industry includes three different sectors namely mills, power looms and handlooms using different levels of equipment and technology. Among the above mentioned sectors, mill is the most important because it produces a large quantity output and it provides more employment opportunity and help to earn a lion share of the foreign exchange to the national economy. The industry gives direct employment opportunity to about 20% of all industry and earns 10% of foreign exchange earnings. It also includes 20% of the total industrial production. The industry is supplying yarn to the decentralized sector ,which gives job to more than ten million workers .The industry is influenced by agriculture because its consumption of cotton, wool and silks influenced by industry because of requirement of machines, dyes and various chemicals and synthetic fibers The textile industry in India is operating in all four sectors like public sector, private sector, co-operative sector and joint sector. But the performance is poor because most the textile units become sick units. In order to nurse the sick unit, the central government and various state governments started National Textile Corporation and State Textile Corporation in the year 1947.Even then the performance of the textile industry in Kerala is not at good health. The problem of sick mills is continuing because of the inefficiency and poor performance of several marginal and wears units exporting to international market. With the rapid growth in population the demand for fabrics is found to growth in the coming years. The textile committee s consumer panel surveys have shown that in recent years, the per capita purchase have been growing at 2.5% each year.

Cotton Textile Industry in India Cotton textile industry is the oldest and perhaps the largest in the country. Cotton is believed to be grown and put to use the first time for India. Cotton industry is most important single industry in the country. 11

From the about 1500 BC to 1500 AD for nearly 30 centuries India held the world monopoly in the manufacture of cotton good and even today the trade name of the Indian cotton good is Calico the produce of Calicut. Textile structures serve from two sources, ancient handcraft and modern scientific inventions. The earliest were net produced from one thread and employing a single repeated movement to form loops and bawetry and inter layering of flexible, reed, canes. The earliest evidence of weaving, closely related to Bastrery, dates from about 5000 BC .Cotton, silk, wool and flax fibers were needed as textile materials in ancient Egypt, cotton was used in India by 3000 BC and silk production is mentioned in Chinese chronicles dating to about the same period. In India the first cotton textile mill was set up by British company in 1818 in Calcutta. The first mill in India, the Bombay Spinning mill and weaving Company was set up by Mr. Gawage Nanbhay Devas in 1851.The mill commenced production by 1854. Thus the decentralization sector consisting of power looms and hand looms has become more important. But the government in June 1985 enumerated the new textile policy. But the declining trend has changed during the end of 80s. The production of cotton yarn has likewise increased in the plan cotton textile industry is the largest export of mill made cloth. Cotton Textile Industry in Kerala The textile industry in Kerala is not only the oldest industry of the state, but also an industry which occupies a way position in the state s economic development. The process in the state was set in motion by the cotton textile industry. The earliest known registered factory is the Malabar spinning and weaving company at Ponnianwara in Calicut. The second important textile unit set up in the state is the quilion Spinning Mills. The development of the textile industry in the state took place only after independence and during the plan periods, the developments of the textile industry in state took place in the private sector. The Kerala State Textile Corporation was incorporated in 1972 with the objectives of promoting textile industry and assisting sick mills. As per statistics five textile mills managed by the NTC were functioning in Kerala. The peculiar feature of cotton mills in Kerala is that most of these are either in the hands of govt or in the co-operative sector. These are 33 textile units in the state. Out of these 29 mills 4 in co12

operative sector,7 in govt sector,5 in central sector and 13 in private sector. The installed capacity of the textile units in Kerala is over 7 lakhs spindles and about 1900 looms. According the report of the working group on textile industry, State planning board Thiruvanathapuram,The total production of yarn is estimated at more than 23 kilograms valued at over rs.100crores.Also over 10 millions meters of cloth valued at about Rs 17 crores are produced.

1.3COMPANY PROFILE The Vijayamohini mill is the first mill started in Trivandrum. It is located at the eastern side of the Trivandrum city. The unit is surrounded by Military campus and TrivandrumNeyyardam road lies in front of the mill. The mill is stated in a campus which is about 10.5 acres.

13

It was originally established by an individual and it was under route no:6 of textile nationalization act 1974.The mill is now administrated by NTC. Historical Development of the Concern Establishment of VMM was in 1946.N.J.Nair, a business man started the concern with a capital of Rs.12.lakh.Though firm was started in 1947; production began only in 1948 with a spindle capacity of 6720. Later the concern was handed over to Diva Ray Naidu, the owner of many textile mills in South India. The expansion programmed which was in 1969 to increase the capacity of spindle to 25016, in the mean time mill face some financial difficulty, incurred continuous loss and remain close during the year 1971. The growth of the mill was affected by problems like repeated change of the managements and administration. Thus there arises a situation, where there was no managing agency. The administration was then transferred to an organized board of directors. The board then appointed an MD to control all the administration of the unit.Mr Sundaram Chattier was the managing director up to 1974. In 1974 the nationalization of the textile industry act was enacted. As per the rule no-6 the unit was undertaken by central government. Now NTC is controlliling the firm. At present the production capacity of the firm is 40000kg per day at present is established at 2.6 lakhs.. The raw material is purchased from Cotton Corporation of India. Modernization New proposal with modernization with IDBI, IFCI, was sanctioned in 18th April 1990.It has a total outlay of Rs.633.03, including provision for generator. As a part of modernization, a machine called auto corner was imported for automatic winding. The modernization and expansion activities are taken with Chinese technologies; name of the company is JINGWEI, with intent to increase production to enjoy the economies of large scale. On 10th July 2010 Chief Minister Sri.V.S.Achutanandan inaugurated the modernized Textile Mills; the meeting was presided by the Union Textile Minister Mr. Dayanidhi Maran. Nature of the Activity 14

This is a spinning mill and engaged in the production and distribution of Yarn to different parts of the country. VISION, MISSION &OBJECTIVE Vision To produce value added quality yarn and to be competent enterprise in the field of Textile and Manufacturing Mission To provide employment To have competent work force in the organization

Objective The main objective of Vijayamohini mills is the technology up gradation of t producing value added yarn. Standing Orders of Vijayamohini mills Attendance and late coming

All workmen shall be at work at the establishment at the time fixed. Workmen attending late will be liable to the deductions provided for in the payment of Wage act 1939. Leave

Leave with wage will be allowed as provided for the chapter V111 of the Factory Act 1948 and other holidays in accordance with the law, contract, customs and usage.

Payment of Wage

All workmen will be paid wages on a working day before the expiry of the 7th or 10th day after the last day of the wage period. Complaints 15

All complaints arising out of employment including those relating to unfair treatment on the part of the employer submitted to the manager. Exhibition of Standing Orders

A copy of these in English, Malayalam and Tamil to be posted at the Managers office or near the main entrance to the establishment and shall be kept in a legible condition. Classification of workmen PERMANENT-Permanent workman is a workmen those has been engaged on the permanents basis and those appointment has been duly confirmed and who has satisfactory completed the probationary period of three months PROBATIONERS- A probationers are a workman who is provisionally employed to fill a permanent vacancy in a post and has not completed three month of service there. BADLI-A badly is a work men who is appointed in the post of a permanent workmen or probationer who is temporarily absent APPRENTICE- An apprentice is a render who is paid as allowances during this period.

1.4 PRODUCT PROFILE The raw materials cotton is transferred into yarn through various processes. Yarn produced is of different qualities like 36pc and 50pcs.The mill also produces polyester fiber yarn known as blended yarn i.e. cotton blended with polyester in ratio of 67% and 33% respectively out of the 16

total production,10-15% is manufactured in hand and the remaining in the corn form. The name of the product is the MOHINI WARP. Raw Materials Raw materials is purchased centrally at Head office and allocated to each mill according to the spin plan by the head office. The cotton received by mill is weighted and records the weights of the each bale. The cotton is issued to the production department on the basis of moving Average cost.

1.5 REVIEW OF LITARTURE

Absenteeism is a habitual pattern of absence from a duty or obligation. An absence refers to time an employee is not on the job during scheduled working hours, except for a granted leave 17

of absence, holiday, or vacation time. However, employee absenteeism is not just an employee issue it is an organizational problem and therefore becomes everyone's responsibility. FRANCES DAVIES Absenteeism can have an enormous effect on the productivity of an organization. The average American worker takes six days sick leave a year, and although this is significantly less than in places such as Europe it is still having a big impact on US staffing resources and productivity. The loss of productivity due to short/long-term illness, disability is therefore proving to be a major headache for companies. Effective absence management programs can be the best remedy for reducing absenteeism. Every time an employee is absent from work there is a loss of productivity to the organization, explains Sharon Kaleta, President and CEO of the Disability Management Employers Coalition (DMEC). One person absent from work may not create a problem, but several people absent for one or more days can have a significant financial impact to the organization

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CHAPTER-2 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
19

2.1 TITLE OF THE PROJECT A STUDY ON THE EMPLOYEE ABSENTEEISM IN VIJAYAMOHINI MILS

TRIVANDRUM. 2.2 OBJECTIVES OF THE STUDY To understand what is employee absenteeism To find how absenteeism affect the organization To find out various causes for employee absenteeism To find the various measures adopted the organization to prevent absenteeism. To recommend necessary suggestions to reduce the rate of absenteeism

2.3 TYPE OF THE RESEARCH Descriptive Research The study follows descriptive research method. Descriptive studies aims at portraying the characteristics of a particular individual or a group. Here the researcher Attempt to bring accurately the characteristics of a particular group or situation. Descriptive research is concerned with dess to present the existing facts by collecting data 2.4 SOURCE OF DATA COLLECTION Primary data: The primary data are those data which are collected for the first time. The primary data was collected through questionnaire. Secondary data: The secondary data are those data which are already been collected. Here the secondary data was collected through companys Websites, journals and reports.

2.5 SAMPLING TECHNIQUE 20

The sampling technique is simple random because the researcher has given equal chance to the respondents. 2.6 SAMPLING UNIT The total numbers of employees in Vijayamohini mills Trivandrum is 400.So the sample units. 2.7 SAMPLING SIZE The sample size taken for the study was50 employees from the total population of 400. 2.8 TOOLS USED FOR ANALYSIS The tools used for the study are Chi-Squire Test and Questionnaire. 2.9 LIMITATIONS OF THE STUDY The researcher did not have adequate time to conduct a detailed study as desired. A study on absenteeism of textile workers is very complex. Precise and accurate data cannot be obtained. Researchers study was limited to Vijayamohini mills only. Researchers conducted study only on 50 samples so findings cannot be generalized. 2.10 SCOPE OF THE STUDY The study comes find out the rate of employee absenteeism in the Vijayamohini mills Trivandrum .This study help the management to find out current rate of employee absenteeism and how it affect progress of the organization. This may lead to create more positive decision about organization. This study would be helpful to the students who are going to carried out the project in Vijayamohini mills Trivandrum with same title. The suggestion of the study would be helpful to the management improve the organizations efficiency.

21

CHAPTER-3 DATA ANALYSIS AND INTERPRETATION

22

DATA ANALYSIS AND INTERPRETATION

Table 3.1 Table showing the age group of the respondents

Age group of respondents

Respondents

Percentage

20-30

10

30-40

10

20

40-50

25

50

Above 50

10

20

Source: Primary Data

23

Diagram 3.1 Diagram showing the age group of the respondents

INFERENCE It has been inferred that 50% of the employees who participated in the survey are of age group between 40-50.20% are between 30-40 and above 50 and remaining belong to the category of 20-30

24

Table 3.2 Table shows the sex of the respondents

Sex wise classification

Respondents

Percentage

Male

35

70

Female

15

30

Source: Primary Data

Diagram 3.2 25

Diagram showing the sex of the respondents

INFERENCE From the above diagram shows 70% are male category and remaining are female category.

26

Table 3.3 Table shows marital status of respondents

Marital status of Respondents

Respondents

Percentages

Single

10

Married

45

90

Source: Primary Data

27

Diagram 3.3 Diagram shows the marital status of the respondents

Inference It is inferred that 90% of respondents in married category and remaining in the single category.

28

Table 3.4
Table showing the communication of self feeling of the respondents

I am able to communicate my feeling to others

Respondents

Percentages

Always

10

Very often

25

50

Often

10

20

Never

10

20

Source: Primary Data

29

Diagram 3.4
Diagram showing the communication of self feeling of the respondents

INFERENCE Above diagram shows 10%workers are communicate his feeling always and 50% workers are very often in communicating their feeling.20% workers are never and remaining often communicate their feel

30

Table 3.5
Table showing opinion the towards rights of the respondents

I am frank and willing to stand up for my rights

Respondents Always Frequently Occasionally Never 30 13 5 2

Percentages 60 26 10 4

Source: Primary Data

Diagram 3.5
Diagram showing opinion the towards rights of the respondents

31

INFERENCE Above diagram shows 60% workers always and 26% Frequently and10%occasionally and 4% workers are forthright and frank willing to stand up for their rights.

Table 3.6
Table showing job satisfaction of the respondents.

32

Satisfaction with works

Respondents

Percentages

Highly satisfied

10

Satisfied

30

60

Dissatisfied

10

20

Highly dissatisfied

10

Source: Primary Data

Diagram 3.6 Diagram showing job satisfaction of the respondents 33

INFERENCE Above diagram shows 60% are satisfied with their work.20% are dissatisfied with their work and 10% are both highly satisfied and highly dissatisfied.

Table 3.7
Table showing working stress of the respondents

34

Stress is a part of my life

Respondents

Percentages

Strongly agree

25

50

Agree

10

20

Disagree strongly

Disagree

14

28

Source: Primary Data

Diagram 3.7 Diagram showing working stress of the respondents

35

INFERENCE Above diagram shows 50% workers are strongly agree that stress is part of life.28% disagree with this statement.20% are agree with this and 2%are strongly disagree with this statement.

Table 3.8
Table showing opinion of respondents about wok is heavy.

Do you feel work is tiresome 36

Respondents

Percentages

Strongly agree

10

Agree

10

20

Disagree strongly

20

40

Disagree

15

30

Source: Primary Data

Diagram 3.8
Diagram showing opinion of respondents about wok is heavy

37

INFERENCE Above diagram shows 40% are disagree strongly with this statement.30% are disagree with this.20% agreed work is heavy and 10% is strongly agree with this statement.

Table 3.9
Table showing the opinion of the respondents feel lonesome while work.

38

Feel lonesome while working with others

Respondents

Percentages

Always

Frequently

18

Sometimes

20

40

Never

20

40

Source: Primary Data

Diagram 3.9
Diagram showing the opinion of the respondents feel lonesome while work.

39

INFERENCE Above diagram shows 40% workers are both sometimes and never opinion.18% are feel frequently feel lonesome while working and 2% are never feel lonesome while working.

Table 3.10
Table showing the opinion of the respondents about boredom of routine work.

40

Feel boredom in your routine work

Respondents

Percentages

Strongly agree

10

20

Agree

25

50

Strongly disagree

10

Disagree

10

20

Source: Primary Data

Diagram 3.10
Diagram showing the opinion of the respondents about boredom of routine work.

41

INFERENCE Its conferred that 50% are in the agree category and 10% at the strongly disagree category and20% in both disagree and strongly agree.

Table 11
Table showing the satisfaction of working condition of the respondents.

Satisfied with the existing working condition 42

Respondents

Percentages

Highly satisfied

16

Satisfied

30

60

Dissatisfied

16

Highly dissatisfied

Source: Primary Data

Diagram 11 Diagram showing the satisfaction of working condition of the respondents.

43

INFERENCE It is conferred that 60% are in satisfied category and 16% of both highly satisfied and dissatisfied remaining are in the highly dissatisfied category.

Table 12
Table showing the respondents opinion towards the welfare measures adopted by the organization.

44

Satisfied with the welfare measures

Respondents

Percentages

Highly satisfied

10

Satisfied

15

30

Dissatisfied

20

20

Highly dissatisfied

10

20

Source: Primary Data

Diagram 12
Diagram showing the respondents opinion towards the welfare measures adopted by the organization

45

INFERENCE It is conferred that 40% are in dissatisfied category and30% are in satisfied category 20% are highly dissatisfied and remaining in the highly satisfied category.

Table 13 Table showing the opinion of respondents about sickness make absent from work.

Sickness makes you absent from work

46

Respondents

Percentage

Very often

30

60

Sometimes

15

30

Very seldom

10

No

Source: Primary Data

Diagram 13
Diagram showing the opinion of respondents about sickness make absent from work

47

INFERENCE It is conferred that 60% in the very often category and 30% in the sometimes category and remaining in the very seldom category.0% in the no category.

Table 14
Table showing the opinion of respondents about political forces make absent from work.

Any political or social engagement forces make you absent from work 48

Respondents

Percentage

Very often

10

Sometimes

25

50

Very seldom

10

No

15

30

Source: Primary Data

Diagram 14
Diagram showing the opinion of respondents about political forces make absent from work

49

INFERENCE It is conferred that 50% in the sometimes category and30 % in the no category and remaining 10% in both very often and very seldom.

Table 15
Table showing the opinion of respondents about habit of alcoholism make absent from work.

The habit of alcoholism makes you absent from work 50

Respondents

Percentage

Very often

Sometimes

10

Very seldom

10

No

40

80

Source: Primary Data

Diagram 15 Diagram showing the opinion of respondents about habit of alcoholism make absent from work.

51

INFERENCE It is conferred that 80% in the no category and remaining are in both very seldom and sometimes.

Table 16 Table showing the opinion of the respondents whether the colleagues help to solve problems.

Your colleagues help in case of personal problem 52

Respondents

Percentages

Yes

35

70

No

15

30

Source: Primary Data

Table 16 Table showing the opinion of the respondents whether the colleagues help to solve problems.

53

INFERENCE It is conferred that 70% in the yes category and remaining 30% in the no category.

Table 17 Table showing the opinion of respondents about the present leave procedure.

Satisfied with the present leave procedure 54

Respondents

Percentages

Highly satisfied

10

Satisfied

15

30

Dissatisfied

20

40

Highly dissatisfied

10

20

Source: Primary Data

Diagram 17 Diagram showing the opinion of respondents about the present leave procedure.

55

INFERENCE It is inferred that 40% in the dissatisfied category and 30% in the satisfied category and rest in the highly satisfied and highly dissatisfied.

Table 18 Table showing the respondents opinion of taking leave

Procedure of take eligible leave

56

Respondents

Percentages

With prior sanction

15

30

Without prior sanction

35

70

Source: Primary Data

Diagram 18 Diagram showing the respondents opinion of taking leave

57

INFERENCE It is conferred that 70% in the without prior sanction and remaining 30% in with prior sanction.

Table 19
Table showing the respondents satisfaction with wages.

Satisfaction with wage 58

Respondents

Percentage

Yes

10

20

No

40

80

Source: Primary Data

Diagram 19
Diagram showing the respondents satisfaction with wages.

59

INFERENCE It is inferred that 80% are in no category and remaining 20 % in the yes category.

3.1 SWOT ANALYSIS

SWOT is a planning tool used to understand the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business. It involves specifying the objective of the business or project and identifying the internal and external factors that are supportive or unfavorable to achieving that objective. SWOT is often used as part of a strategic planning process. 60

Strengths: Weakness: Employee absenteeism is a curse for an organization. Destroys the continuous production process. Disturb smooth working of the organization. This is lead to implement more policies in the organization.

Opportunities: Threats: Become the reason for industries collapse A poor performance of the employees causes the organization in financially loss. This help to understand attitude of employee towards work and organization.

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CHAPTER-4 FINDINGS

FINDINGS

On analyzing the response it is found that, 30% of the employees are dissatisfied With their

work. 35 % of the employees have an opinion that stress is part of their work life.

62

 20% agree and 10% strongly agree that their work is heavy. From this, it can be Interpreted

that the employees are having a hectic work schedule. A total of 60% of the employees feel lonely while working with others. 70% of workers feel bored in their routine work. It is also found that 40% of the employees are satisfied with working condition 60% of the workers are not satisfied with the welfare measures adopted by the Company. Health problems seem to be one of the causes of absenteeism for the work.
It has been found that 40% of the respondents have an opinion that politics have no

impact on the employee absenteeism. 30% of the employees feel that their colleagues did not help them in case of personal problems. 70% are taking leave without prior sanction.

63

CHAPTER-5 SUGGESTIONS

SUGGESTIONS

The management must intervene in the day to day activities of the employees. They Should provide full-fledged support, guidance and encouragement. 64

The management must provide training program to the employees at a frequent basis. This will help them to enhance their skill and improve their existing Performance.

The management must further, scrutinize the response of the employees after the implementation of the training program.

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

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

Welfare measures of the employees should be improved so as to make the employees feel more satisfied and contended.

A satisfied employee will be more committed to the organization. Medi-claim policies, weekly or monthly medical checkups etc should be provided to the employees in order to make them physically fit for the job.

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

65

CHAPTER-6 CONCLUSION

CONCLUSION

Vijayamohini mils Trivandrum is also a victim of absenteeism, as one of the curse their organization is facing at present. The study tries to reveal the factors influencing the absenteeism of employees with some suggestions which will be of immense aid for the employees as well as the organization to reduce the absenteeism level. I earnestly desire that, the study might bring some Descend in the number of absentees in the organization, 66

if taken into consideration practically. To conclude, employees dissatisfaction towards job & welfare measures, hectic Work schedule, stress, health problems are some of the major causes of absenteeism. This can be Reduced by the management by implementing various employee satisfactory changes in the Organization. People are the major assets of any organization and taking care of their welfare and satisfaction is their duty as a whole apart from earning profit. As work environment is becoming more challenging and complex, the management must also see through it that, it is capable of managing and bringing in changes at the same pace so as to servive in this competitive scenario.

67

APPENDIX

QUESTIONNAIRE A STUDY ON EMPLOYEES ABSENTEEISM IN VIJAYAMOHINI MILLS TRIVANDRUM NAME: 1. Age 20-30 2. Sex Male Female 3. Marital status 68 30-40 40-50 More Than

Single

Married

Divorced Separated

4. I am able to communicate my feelings to others? Always Very often Often Never 5. I am forthright, frank and willing to stand up for my rights Always Frequently Occasionally Never 6. How satisfied I am with my works? Highly Satisfied Satisfies Dissatisfied Highly Dissatisfied 7. Stress is a part of my work life Strongly agree Agreed Disagree Strongly Disagree

8. Do you feel your work is heavy or tiresome? Strongly agree Agreed Disagree Strongly Disagree

9. Do you feel lonesome while working with others? Always Frequently Sometimes Never

10. Do you feel boredom in your routine work? Strongly agree Agreed Disagree Strongly Disagree

11. Are you satisfied with the existing working condition? Highly Satisfied Satisfies Dissatisfied Highly Dissatisfied

12. Do you have time to do things that are really important for you? Always Frequently Sometimes Never

13. Are you satisfied with the welfare measures adopted by the company? Highly Satisfied Satisfies Dissatisfied Highly Dissatisfied

14. Does sickness makes you absent from work? Very often Sometimes Very seldom No

15. Does any of the political or social engagement force make you absent from work? 69

Very often

Sometimes

Very seldom No

16. Does the habit of alcoholism make you absent from work? Often Very often Sometime No

17. Do your colleagues help in case of personal problem? Yes No

19. How do you take your eligible leave? With prior sanction without prior sanction

20. Are you satisfied with current wage? Yes No

21 Any suggestions to reduce absenteeism?

70

BIBLIOGRAPHY

BIBLIOGRAPHY

Books

Kothari C.R., Research Methodology New Age International (P) Ltd, Publishers 7th edition 2009.

Stephen P.Robbins Organizational Behavior Pearson Education 13th Edition 2010

71

C.B Memoria Human Resources Management text and cases Excel Books, New Delhi, 2nd edition 2005.

Companys Manuals of VIJAYAMOHINI MILLS,TRIVANDRUM Aswathappa.k, Human Resource and Personnel Management, Tata Mc Graw Hill, New Delhi, 1999.

Web Site References

www.google.com www.absenteeism.com www.prenhall.com/robbins www.wikipedia.com

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