main project absenteism

8/9/2019 Main Project Absenteism

1/66

RAJALAKSHMI ENGINEERING COLLEGE

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

Certified that this project report titled A STUDY ON ABSENTEEISM OF

SUPERVISOR AND NON-SUPERVISOR LEVEL EMPLOYEES IN ROVERCO

PVT.LTD, CHENNAI is the bonafide work of Ms. K.Menakaof final year MBA.

Certified further, that to the best of my knowledge the work reported herein

does not form part of any other project report or this dissertation on the basis of which a

degree or award was conferred on an earlier occasion on this or any other candidates.

PROJECT SUPERVISOR HEAD OF THE DEPARTMENT

DATE: DATE:

INTERNAL EXAMINER EXTERNAL EXAMINER

DATE: DATE:


2/66

ABSTRACT

The main objective of the project is to find out the various factors responsible for

absenteeism. The secondary objectives are to study the peculiar features of absenteeism

and identify the general causes of absenteeism and suggest measures for control of

absenteeism.

A sample size of 100 employees were chosen for the studies and the data was

collected through primary and secondary sources. The closed ended questionnaire was

used. The sampling technique used for this study was convenient sampling.


3/66

ACKNOWLEDGEMENT

I make an endeavor to express my gratitude and sincerely thank

Mr. T.C.Thomas, my faculty guide for his excellent guidance and support, which he has

extended to me throughout my project work.

I extend my profound gratitude to my honorable Director

Mr.P.S.Pandian, and Dean Dr. S.N.Soundara Rajam for their moral support

encouragement during the entire course of the project work.

I express my sincere thanks to Mr. Vinoth, HR Managerand

Ms. Tanuja HR Executive, ROVERCO PVT.LTD, for lending their consent to

undertake this project and for their guidance in doing this project.

I express my sincere & heart felt thanks to the HR team of

ROVERCO VT. LTD, for their valuable help during the course of my summer project.

I thank the Almighty for bestowing me with the needed courage and

vigor in performing this task. I also thank all my friends, my well-wishers and all those

who had given me their support and encouragement in this regard.

Finally, I thank and remember with gratitude, my beloved parents

blessings that have given me the determination and confidence in performing this work

with maximum excellence.


4/66

DECLARATION

I, K.Menaka, hereby declare that this project report titled A STUDY ON

ABSENTEEISM OF SUPERVISOR AND NON-SUPERVISOR LEVEL EMPLOYEES

IN ROVERCO PVT.LTD, CHENNAI has been submitted as a part of my MASTER OF

BUSINESS OF ADMINISTRATION Curriculum, ANNA UNIVERSITY, is my original

work.

K.Menaka

Place :

Date :


5/66

A STUDY ON ABSENTEEISM OF SUPERVISOR AND NON-

SUPERVISOR LEVEL EMPLOYEES IN ROVERCO PVT.LTD,

CHENNAI

BY

K.MENAKA

A Project Report

Submitted To

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements for the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

RAJALAKSHMI ENGINEERING COLLEGEThandalam, Chennai-602105.


6/66

COMPANY PROFILE

Introduction

ROVERCO - India's finest garment manufacturing and export house. ROVERCO is

an ISO9002 certified company catering to the woven garment segment through the full

commercial spectrum to quality conscious buyers in all over the world. Established in1990, ROVERCO has achieved tremendous growth by producing garments that have

been a right blend of quality, durability, creativity and good taste.

Today it is a Government approved export house with a production capacity of 2million pieces per month and an amazing product range for men, women and children

that's a combination of light weight and exceptional durability.Through strategic sourcing

and responsible operations, ROVERCO supplies market driven garments through

continuous product development and market knowledge.

ROVERCO's production capability caters to all types of garments-men's shirts and

trousers, women's tops, skirts and trousers and boy's and girl's wear. All garments adhereto quality specifications of buyer brands and retail private label merchandise.

ROVERCO is fully - equipped to handle your export requirements, right from

sourcing the product to designing the pattern and the final distribution. The company

works with a water-tight schedule that specifies the number of days it takes from sourcingto shipping and the production capacity for that period.And this is possible because the

entire company works within an organizational framework that ensures a smooth work-

flow within the company.

PRODUCTION RANGE

With a production capacity of 6,00,000 pieces per month,Roverco garment production ranges are:

Mens wear:Shirts and Bottoms

Ladies wear:

Formal and casual tops, skirts & Bottoms

Childrens wear:

Boys and girls tops & Bottoms


7/66

ROVERCO STRUCTURE

Merchandising

Fabric production The trims purchase and production

Production planning

Designing and sampling

Pattern making & CAD

Garment production

Personnel administration

Quality assurance

Shipping department

Finance & accounts

Security Information technology

Merchandising

The merchandising department ensures that ROVERCO is quick-in response,

flexible in its operations and punctual with its delivery schedules. It acts as the focal point

for all activities including sourcing initiatives and delivery of fabrics to points ofassembly. This department also coordinates with all the other departments in the

company to ensure improved production capacity and increased productivity at all times.

It is also well connected - through the internet for procurement, customer relationshipand supply chain management and through intranet for efficient internal processes.

ROVERCO believes in constant interactive communication. The merchandising

department at ROVERCO is the starting point for all strategic sourcing and responsiveoperations.

Fabric production

ROVERCO supplies a wide range of fabrics through the entire commercial spectrum

that exceeds the expectations and the specifications of the clients. This department has

some of the finest fabric technologists who help the company understand and respond tothe changing demand cycles.

The trims purchase and production


8/66

The Trims Purchase and Stores Department ensure an optimal flow of inventory once

the order is confirmed. They work in tandem with the designing and merchandisingdepartment to source and use the right embellishments for the garments. This department

also ensures that the orders are processed in the right direction to meet deadlines.

Production planning

This department is fully responsible for the planning of production in various units.

They coordinate on :

Contract review.

Order confirmations and delivery schedules.

Production scheduling.

Inventory management and supply flow for fabric & trims.

Regular Interaction between the pattern, sampling, design and

CAD departments. Quality auditing and shipping of goods within the committed time

frame.

Designing and sampling

All designs from ROVERCO come in an incredible variety of styles, assemblies andfinishes. This department works on developing the specifications, pattern making, marker

printing and samples besides handling the test-run for pre-production. Expert technicians

in this department create original designs and can also work with clients specifications.

Pattern making & CAD

ROVERCO works with a Computer Aided Designing Machines

Lectra and Investronica that assists the pattern and sampling division.

Garment production

ROVERCO is fully equipped with the latest technological advancements in thereadymade garment industry to handle all its production requirements within a given

timeframe.

Personnel Administration


9/66

HR Management and a conducive work environment means a lot to the management

at ROVERCO. They have complete quality enforcement system in operation to ensure atotal synergy of mind and matter at the workplace.

Quality Assurance

Headed by Quality Assurance Managers and assisted by a team of quality assurancepersonnel, this department reports directly to the Directors and is involved from the fabric

ordering stage till the goods are onboard.

Its principle activities are :

Ascertain feasibility of the order & coordinate approvals of fabric, inspection and

testing. Implements quality assurance systems at all stages of productions.

Is proactive in sample developments and approvals from buyers.

Checks patterns, work orders, fabrics, Trims before issue to the factories forapprovals.

Inspects at all stages the productions at factories from size sets to final shipments.

The Quality Assurance Manager certifies shipment for quality standards before

shipping of goods or offering for inspection to buyers quality inspectors.

This department is at work right from fabric sourcing stage till the final delivery ofgoods. They ascertain the feasibility of the order & coordinate the approvals of fabric,

inspection and testing. They also ensure the implementation of quality assurance systems

at all stages of production.

Their operations include;

Fabric quality checks at weaving centers and warehouses.

Checking all proto samples, salesman samples ando pre-production samples before dispatch.

Incorporating client's feedback in the production process.

Pattern checks at the pre-production stage.

Work order checks before they are issued to the factories

Ensuring that fabric approvals meet the buyer's specifications

before it is handed over to the cutting department.

Trims approvals before they are released to the factories.


10/66

Pre-production samples check from factories are as per buyer's specifications.

Size checks before the pilot run.

Pilot run monitoring before the actual bulk production starts. n-house self-auditing of packed cartons before shipment at

various stages of packing and finally after 100% packing.

Certifying the shipment before shipping and coordinating with theclients' quality inspectors.

They also implement corrective and preventive systems to eradicate bottlenecks inquality.

Besides these, the department undertakes regular factory visits to ensure strict

adherence to quality standards. Every factory also has a quality enforcement center and

an error -correction procedure in All departments work in perfect harmony at

ROVERCO.

The company has statutory weekly meetings, once a week apart from meetings forany kind of crisis management. The department heads work in tandem to meet the

delivery schedules on time.

Shipping dept

Once the orders are ready for shipment this department steps in and takes over. It

ensures inspection of all merchandise for quality and defects if any. All orders are

reviewed, checked and shipped within 2 working days. This Department also handlesreturn or exchange of the merchandise.

Finance & accounts

Financial goodwill is very important to ROVERCO.

The Finance & Accounts department ensures :

That all bills are paid up on time, regularly.

A steady cash flow within the company and betweenfactories ensures a smooth work flow

Routine work like payments and credit are also handled by the finance andaccounts wing.

This department also ensures that the client's financial identity remains confidential.

Security


11/66

ROVERCO is fully-equipped to handle the safety and security of their employees and

the premises. All factories and the raw materials are fully insured. There's a 24 hour firealert and constant vigil maintained at all posts.

Information technology

This Department is the mainframe of ROVERCO and the nerve center for all the

other departments. Information flow to input flow, it monitors everything to ensure thatall orders are attended to quickly, punctually and economically and helps the company

understand and respond to changes in the way the customer defines value.

Quality policy

ROVERCO is an ISO9002 certified export garment house. It has been accredited with

the ISO 9002 certificate for quality systems by M/s Loyds Register.

ROVERCO's Quality Assurance Department is constantly working towards improvingthe effectiveness of the quality systems at work while it ensures compliance with the

ISO9002 objectives.

Research & Development

R&D is a constant ongoing process and the cornerstone of ROVERCO's success. Thecompany has always followed a consistent strategy to constantly expand the range of

styles, and consistently offer the market better products and better value. The ROVERCOR&D team works with the latest technical packages like Fashion Studio & Tuka Weaveproviding customers with innovative fabrics on a global basis.

ENTERPRISE RESOURCE PLANNING (ERP)

The backbone of the ROVERCO team is its garment based ERP package. This systemfacilitates control over all areas in the company and generates reports through its online

Management Information Reporting function.The entire process starts with a contractreview where feasibility of raw materials, production, quality, commercial and enquirystate is confirmed by all departments before the final acceptance of order goes back to

customer.

Order placements

Purchase, Production

planning, Imports, Inventory


12/66

Finishing, Packing

Exports

Accounts

Shipping and Documentation

Quality policy

ROVERCO is an ISO9002 certified export garment house. It has been accreditedwith the ISO 9002 certificate for quality systems by M/s Lloyds Register.

ROVERCO's Quality Assurance Department is constantly working towards

improving the effectiveness of the quality systems at work while it ensurescompliance with the ISO9002 objectives.

Quality control

Quality without compromise defines the working style at ROVERCO.Quality

Assurance before bulk production sets the entire process rolling. Work orders withcomplete details, original samples and patterns are sent to the factory. The factory studies

the samples and makes are sent to the factory. The factory studies the samples and makes

a pre- production sample.

The Quality Assurance and Designing Department has to approve this. On approval of

the sample the factory makes a size set which is inspected by the Quality assurance team.

On approval of the size set a pilot run of about 50 pieces is taken for production to checkquality. Once all this meets the critical quality requirements, the factory starts the bulk

production.

Administration

The personnel and administration department looks after the welfare of the workers

and ensures the implementation of the Government's statutory obligations. Staff and

workers are well paid and the pay scales are much higher than the statutory minimumwages act and regulations set by Government of India. All factories work at 6 days a

week and 8 hours shift.

Business practices

ROVERCO follows all the international norms in matters pertaining to Child Labor,

Forced Labor, Health and Safety, Discrimination, Working Hours and Compensation.ROVERCO also follows a strict ethical trade practice, adhering to national and

international standards and customers code of conduct.


13/66

ROVERCO is also committed to a clean and green environment and employs

production practices that adhere to environmental and employs production practices that

adhere to environmental regulations and conserve energy, land and water. It haselevated storerooms and a finished product warehouse that's easily accessible through a

well- networked local carrier fleet owned by the company.

People

The biggest asset to ROVERCO is the 6,000 people working in all its factories and

offices. Committed to quality and creative excellence these people form the backbone of

the entire organization.

Team work

Apart from the internal departmental meetings, Statutory weekly meetings, on a fixed

day of every week, are conducted, with participation from every department concerned.Every order received by the organisation is discussed in detail. Right from Order copy's

receipt, L.C.s, Fabric & Trims approval and production, Garment production planning,Quality, Delivery Dates, Shipping etc. This enables every department to function better

and foresee problems if any and sort them out on time.

SOCIAL ACCOUNTABILITY

Roverco is a socially accountable corporate, constantly striving to improve workplace

conditions.

They follow international norms in matters such as

Child Labour

Forced Labour

Health and Safety

Discrimination

Working hours

Compensation

CLIENTS

Roverco has been catering to a wide variety of clients from both America and Europe.

It clients includes;


14/66

American Eagle

Next

Kohls

Abercrombie and Fitch

Timberland

French Connection

Zara

Tesco

Mark & Spencer

Casual Male

Pacsun

AMC

H & M

VM

Monsoon

In-house Washing plant

The Plant presently has an average washing capacity of 15,000 garments a day. Anumber of wash types are currently undertaken including Enzyme Wash, Garment Wash,

Bleach Wash, Enzyme Bleach Wash, Enzyme bleach wash, Sand blasting and Dirty

Denim Wash, Golf ball wash, Heavy pumic enzyme wash, Heavy distress wash, Leatherwash, Sand silk wash etc.,


15/66

The Plant is equipped with the latest technology. Computerized machinery ensures

accuracy and efficiency. Each individual machines are computerized with micro

processor based system where in the time, temperature are controlled and patch to patchvariation is eliminated. We have an Effluent treatment plant which takes care of waste

water treatment which has been approved by pollution control board. It meets the

standards of compliance.

OBJECTIVE OF THE STUDY

Primary objective:

To identify the level of absenteeism rate of the employees.

Secondary objective

To identify the reason and causes for the Absenteeism.

To measure the level of interest and involvement towards their job andworking condition / Environment.


16/66

SCOPE AND LIMITATION OF THE STUDY

SCOPE

The main scope of this study is to examine the reason behind theirAbsenteeism

To measure the level of interest involvement towards their job.

LIMITATIONS

The opinions of the respondents are accepted as true and valid.

Employees were hesitating to give information about the company


17/66

REVIEW OF LITERATURE

INTRODUCTION

Absenteeism is one of the major human problems in industry which is undesirable

because of its costs and the operating problem that it causes. It is an industrial malady

which disturbs work schedules, imposes added supervisory workloads, causes

unnecessary overtime and results in over all increased labour cost, reduced efficiency of

the operations, as well as in low employee morale. With the massive investments, the

capital labour ratio goes up considerably, as absenteeism among workers leads to serious

operating problems and dislocation of work that heavily affects productivity. In fact itsconsequences are alarming.

The problem needs to be dealt with effectively by the management. Attention to

this problem, so far has been Rather cursory, mainly because of the availability of

abundant manpower in the country.


18/66

DEFINITION AND CONCEPT OF ABSENTEEISM

Absenteeism refers to workers absence from his regular task when he is normally

scheduled to work. (Absenteeism has been defined as the failure of workers to report on

the job when they are scheduled to work i.e., when their names are actually on the pay

rolls of the organization.) A worker who reports or any part of a shift is considered as

present. An employee is considered scheduled to work when the employer has work

available and the employee is aware of it, and when the employer has no reason to

expect, well in advance, that the employee will not be available for work at the specified

time.

An employee may stay away from work on ground of leave to which he is entitled,

or sickness or some accident or without any previous sanction of leave. Thus, absence

could be authorized, unauthorized, willful or caused by circumstances beyond ones

control.

According to the Labour Bureau only unauthorized absence from work about

which the employer has no prior information of the workers failure. It does not,

however, regard authroised vacation, privilege leave, strike, lock out, layoff or

regularized stay as absenteeism.

It may rightly be concluded that absenteeism signifies the absence of an employee

from work that is unauthorized, exemplained, avoidable and willful. Consequently;

(i) If a strikeor lcok-out is in progress, or if a worker is laid-off, he is not to

be treated as an absentee;

(ii) A worker who reports for duty even for the part of the day/shift, is not to

be treated as an absentee;


19/66

(iii) A worker who is on a regular scheduled vacation is not an absentee; but If

an employee who requests time-off at other than a Regular vacation

period, would be an absentee until he returns or until it is determined that

the absence will be of such a duration that his name is removed from the

list of active employees; and an employee is absentee when the employer

has work available for him and the employee is aware of it; and when an

employer has no reasons to expect, well in advance, that the employee

would not be available for work at a specified time.

EFFECTS OF ABSENTEEISM

The high rate of absenteeism brings loss both to the workers and the employers.

The workers it is a distinct loss because the irregularity in attendance reduces their

income, when no work, no pay is the general rule, The wages, bonus, incentive plans

are reduced or taken away. The workers loose skills and efficiency and their morale is

degenerated; and absenteeism breeds further absenteeism, instability and frittering away

their energies.

On the other hand, the loss to the employers and the industry is even greater as

both discipline and efficiency suffer and production goes down in terms of quantity and

quality. Earnings profits are reduced; work schedule is totally disturbed due to machine

idleness and under utilization of the installed capacity, Further either an additional

complement of workers has to be maintained throughout the year to meet emergency or

the industries have to depend slowly upon workers who are to be recruited afresh and


20/66

who are neither skilled nor conversant with the nature of the work. Consequently training

has to be arranged for them or overtime payment has to be made to the existing worker.

Therefore, absenteeism is an evil for the employee as well as the workers.

CAUSATIVE FACTORS OF ABSENTEEISM:

1. Technological environment

Conditions of work and hours of work

Accidents

Occupational diseases and medical care

Recreational facilities Work group.

2. Managerial Style

Quality and style of supervision

Selection, induction and placement

Recognition, communication and morale

Job satisfaction and challenges

Wagers and incentive

Overtime

Leave rules and procedures

Role of unions.

3. Personal Factors

Marital harmony

Family size and responsibility

Work orientation, leisure


21/66

Bad habits

Emotional health

Community obligations

Standard of living Transport

Housing

Indebtedness

5.External Factors

Housing (local) Level of unemployment

Social, religious and cultural aspects

Time of the year and day of the week

Climate and related conditions

Recreational facilities ( local)

Some of the Factors and Causes Responsible for Absenteeism

Absenteeism is probably a natural human reaction to the routine of modern

industry. There is maladjustment between mans instincts and desires and regular

working habits that are imposed upon him by the factory life and to which he is not easily

amenable.

Some of the leading factors may be discussed as below:

1. Maladjsutment with Factory Conditions

As the worker continues to live in the city, the urban life becomes distasteful and

miserable to him because of insanitary conditions prevailing there. They find themselves


22/66

caught within great factory walls whereby they get bewildered by heavy traffic by

jostling, by strangers of different languages, religions and casts, by the misery of slums

and by toiling continuously for long hours. They are subject to strict discipline and are

ordered by complete strangers to do the things which they cannot understand. This

discipline produces a heavy strain on their body as well as mind, causes them serious

distress and impairs efficiency. As a consequence of distaste for urban life, the peasant

who had migrated to the city tends to keep contact with his village. He often sends

remittances, and returns to the village when he is out of work, when he is needed there,

when an important ceremony is taking place or when he is sick. Looked from the

migrants view point, the rural village is a sort of Insurance against disaster. In sickness

and in maternity, in strikes and in lockouts, in unemployment and in old age, the village

home is a refuge for many.

2. Social and Religious Ceremonies

Social and religious functions divert workers from work to social obligations. In

a large number of cases the proportion of absenteeism due to sickness, accident or

3. Unsatisfactory Housing Conditions

The workers who come to towns usually find that they are not wanted and they

swell the number of unemployed and causal workers. They also experience a housing

problem. Not less then 95 percent of the houses occupied by industrial workers in India,

are unsatisfactory for healthful habitation.

Not only are the sites most insanitary but the material used for erecting huts is

also very filthy. Forsaken places like the slopes along the railway lines, banks of open

drainage streams, wastelands adjoining the dirty localities in the own open spaces

earmarked for Dumping the town refuse are chosen for them, Health conditions are

naturally bad, leading to high morbidity and the consequent ill helth. The Worker


23/66


24/66

Most of the workers suffer from high indebtedness. Workers mind always

remains worried about financial matters. Such workers absent themselves or even resign

to escape the Pathan money lenders. As a result the absenteeism is high.

8. Inadequate Leave Facilities

Negligence on the part of the employer to provide adequate leave facilities the

workers fall back on E.S.I leave. Under the E.S.I. scheme they are entitled to 56 days

leave in a year on half pay. Instead of going without pay the workers avail of the E.S.I.

facility. Supervisors with work-oriented rather than man-oriented approach are also a

factor compelling workers to absent themselves on E.S.I. certificate rather than availing

of leave on bonofide grounds.

9. Other Factors

These include: (i) dissatisfaction with supervisors; (ii) boredom with repetitive

work (iii) frustration with job, (iv) poorly defined responsibilities, (v) poor wages, (vi)


25/66

insufficient transport facilities to and from the residence to the work place; and (vii) lack

of recreational facilities.

RESEARCH METHODOLOGY

RESEARCH DESIGN

The research design is purely the framework or plans for a study that guides the

collection and analysis of data. It is a blue print that is followed in completing a study. It

may be a worthwhile to mention here that a research design is essentially the framework

for the study.

DATA COLLECTION METHOD

The work does not end by framing is design, it is necessary to acquire the various

details. The collected information is aimed at getting a truthful & clear result. The results

can be further analyzed to get the necessary inputs and is a tough task to undertake.

Hence the selection of best possible method for collecting data becomes very vital for this

type of study.


26/66

Data is basically collected in two methods. They are classified in to two ways

1. Primary data

2. Secondary data

Primary Data

There are different methods available in collection of primary data.

Questionnaire

Observation

The Research Instrument used here is the Questionnaire contained maximum of

close ended questions.

Secondary Data:

The data is collected from the company records like allowances, welfare

measures, absenteeism rate, hours of work.

Sample Size

The sample size for this study is taken as 100

Sample Unit

The sampling unit for this project is: 100 from both supervisor and non-supervisor

level employees.

Sample Area

ROVERCO APPAREL COMPANY PVT.LTD.

(Kilkattalai Branch)

Sampling Techniques

The sampling technique applied is Convenience Sampling


27/66

Convenience Sampling

It refers to selecting a sample of study objects on convenience. Thus a research

study may include study objects, which are conveniently located, willing to operate in

offering the necessary data, and in the process one would derive the advantage of

economy in cost/time. Research findings based on the convenient sampling, however,

cannot be generalized. In exploratory types of research, convenience-sampling

procedures may be adopted in conduct of the focus group interview or survey. Similarly,

questionnaire may be pre-tested on a sample selectedby convenience. Such sampling

scheme helps to understand the possible variability of responses with in a short span of

time and cost.

Method of Data Collection

Questionnaire is used for data collection

Tools used for analysis

Percentage Analysis

Rank Analysis

Weighted Average Method

Chi- square test

Percentage Analysis

The percentage refers to a special kind of ratio. Percentage is used in making

comparison between two or more series of data. Percentage is used to describe

relationship.

Percentage (%) = No. of Respondents * 100 / Total Respondents.


28/66

Rank Analysis

When the relative important is not the same, I compute rank analysis to identify

which observation ranks high and the order in which they fall down. The formula for

computing rank analysis is,

X = x w

Where X rank value

The variable with the maximum value is found to be leading factor for which

much important is given. And the order if found in the descending order.

Weight age average method

When the relative importance of the different observations are not the same, we

compute weighted average method. The team weight stands for the relative importance

of the different observations. The formula for computing weighted average method is as

follows.

Formula

Xw= wi xi / w i

X w = weighted average method.

X i = variableW i = weight attached to the variable X i

Chi square Test


29/66

The objective of Chi Square Test is to determine whether the real or significant

differences exist among the various groups. Chi square test involves comparison of

observed frequently of observed frequency (0i) and the expected frequency (Ei) to

determine whether the difference b/w the two is greater than that might occur by chance.

The null hypothesis is rejected if the compound value is greater than the

tabulated value.

The null hypothesis is accepted if the compound value is less than the

tabulated value.

Formula :

2 = (01 E i) 2/ E i

0i = Observed frequency

E i = Expected frequency

ANALYSIS AND INTERPRETATION

The data after collection has to be processed and analyzed in accordance with the

outline laid down for the purpose at the time of developing the research plan. This is

essential for a specific study and for ensuring that we have all relevant data for many

contemplated comparisons and analysis. Technically processing implies editing, coding,

classification and tabulation of collected data. So that they are unable to analyze.

The term analysis refers to the computation of certain measures along with

searching for patterns of relationship that exist among data groups.


30/66

Analysis of data in a general way involves a number of closely related operations

which are performed with the purpose of summarizing the collected data and organizing

those in such a manner that they answer the research the research Questions.


31/66

TABLE: 1

EDUCATIONAL QUALIFICATION

INFERENCE

The maximum numbers of employees [i.e.,30 %] at ROVERCO PVT Ltd., are12 th qualified.

Education No. Of Emp. Percentage

10 th 18 18%

12 th 30 30%

Diploma 15 15%

I.T.I 20 20%

U.G 7 7%

P.G 0 0%

Others 10 10%

Total 100 100%


32/66

EDUCATIONAL QUALIFICATION

1 8 %

30 %

1 5%

2 0 %

7 %0 %

1 0 %

1 0 t h

1 2 t h

Dip lom

I.T. I

U . G

P .G

O thers


33/66

TABLE:2

EMPLOYEES AGE GROUP

Age

Group

No. Of Emp. percentage

Below

25

35 35%

26 - 35 30 30%36 - 45 20 20%

46 - 55 10 10%

56 &

above

5 5%

Total 100 100%

INFERENCE

The maximun Age (i.e.,35% )of ROVERCO employees lies between the age

group of Below 25.


34/66

EMPLOYEES AGE GROUP

35%

30%

20%

10%

5%

0%

5%

10%

15%

20%

25%

30%35%

40%

Below

25

26 - 35 36 - 45 46 - 55 56 &

above

Age groups

%o

frespondents

Below 25

26 - 35

36 - 45

46 - 55

56 & above


35/66

TABLE :3

EMPLOYEES INCOME GROUP

INFERENCE

The maximum no the respondents (i.e 35%) are between the income level

of 2001-3000 and where as 25% of the respondents are between 3001-4000 of income

level.

Income Group No of Emp Percentage

1000-2000 10 10%

2001-3000 35 35%

3001-4000 25 25%

4001-5000 20 20%

ABOVE 5000 10 10%

Total 100 100%


36/66

EMPLOYEES INCOME GROUP

10%

35%

25%

20%

10%

1000-2000

2001-3000

3001-4000

4001-5000

ABOVE 5000

TABLE:4

EMPLOYEES MARITAL STATUS


37/66

Marital status No. Of Emp. Percentage

Married 45 45%

Single 55 55%

Total 100 100%

INFERENCE

The maximum no of respondents {i.e. 55 %} at ROVERCO are unmarried andand45% are married.45% are married.

EMPLOYEES MARITAL STATUS


38/66

Married45%

Single

55%

TABLE : 5

NUMBER OF DEPENDENTS IN THE FAMILY


39/66

INFERENCE

The maximun number respondents (i.e., 55%) at ROVERCO have 5 dependents

and 20% have 3 dependents in their family..

No. of Dependents No. of Emp. Percentage

1 25 5%

2 40 10%

3 20 20%

4 10 10%

5 5 55%

Total 100 100%


40/66

NUMBER OF DEPENDENTS IN THE FAMILY

5%

20%

10%

55%

10%

0%

10%

20%

30%

40%

50%

60%

1 2 3 4 5

No of Dependents

%o

frespondent

1

2

3

4

5

TABLE : 6


41/66

EMPLOYEES PERCENTAGE OF SETTLEMENT IN CHENNAI

INFERENCE

85% of the respondents of ROVERCO are Chennai residents.

Settled in chennai No. Of emp. Percentage

Yes 85 85%

No 15 15%

Total 100 100%


42/66

EMPLOYEES PERCENTAGE OF SETTLEMENT IN CHENNAI

Yes

85%

No

15%

Yes

No


43/66

TABLE : 7

EMPLOYEES TRAVEL TO ARRIVE COMPANY

INFERENCE

The maximum number of employees (60%) travel 1-20 km to arrive to the

company.

Kms Traveled

by employee No. of emp. PercentagePercentage

01 20 60 60%

21- 30 20 20%

31 - 40 12 12%

41 - 50 8 8%

Total 100 100%


44/66

EMPLOYEES TRAVEL TO ARRIVE THE COMPANY

60%

20%

12%8%

0%

10%

20%

30%

40%50%

60%

70%

01 20 21- 30 31 - 40 41 - 50

Kms travelled

%o

femployees

01 2021- 30

31 - 40

41 - 50


45/66

TABLE : 8

EMPLOYEES WORKING IN THE SAME JOB

No. Of years No. Of emp. Percentage

1 - 5 25 25%

6 -10 16 16%

11-15 15 15%

16-20 15 15%

21-25 9 9%26-30 20 20%

Total 100 100%

INFERENCE

The maximum respondents [i.e. 25% ] respondents that they are working in

the same job nearly 1-5 years.


46/66

EMPLOYEES WORKING IN THE SAME JOB

25%

16%

15%

15%

9%

20%

1 - 5

6 10

11 15

16 20

21 -25

26 - 30


47/66

TABLE : 9

EMPLOYEES WORKING IN SAME DEPARTMENT

No. Of years

No. Of emp. Percentage

1-5 25 25%

6-10 16 16%

11-15 15 15%

16-20 15 15%

21-25 9 9%

26-30 20 20%

Total 100 100%

INFERENCE


48/66

25% of respondents responds that they are working in the same

department of about 1-5 years.

EMPLOYEES WORKING IN SAME DEPARTMENT

25 %

16 %

15 %

15 %

9%

20 %

1 - 5

6 10

11 15

16 20

21 -25

26 - 30


49/66

TABLE : 10

EMPLOYEE WORKINGIN OVERTIME SHIFT

Work in Overtime

shift

No. of

respondentsPercentage

Yes 57 57%

No 23 23%

Total 100 100%

INFERENCE

Majority [i.e. 57 %] of employees at ROVERCO limited is working in

overtime shifts.


50/66

EMPLOYEE WORKINGIN OVERTIME SHIFT

57%

23%

Yes

No


51/66

TABLE : 11

EMPLOYEE SATISFACTION IN THE PRESENT JOB

Particulars No. of respondents Percentage

Highly satisfied 36 36%

Satisfied 40 40%

Neither satisfied 24 24%

Not satisfied 00 00%

Highly dissatisfied 00 00%

Total 100 100%

INFERENCE

40% of employees responds that they are interested in present job.


52/66

EMPLOYEE SATISFACTION IN THE PRESENT JOB

36%

40%

24%

0%

0%

Highly satisfied

Satisfied

Neither satisfied

Not satisfied

Highly dissatisfied


53/66

TABLE : 12

EMPLOYEE PREFERENCE IN TAKING REST

No. of Days No. of respondents Percentage

1 25 25%

2 28 28%

3 22 22%

4 15 15%

5 &Above 10 10%

Total 100 100%

INFERENCE

28 % of employees responds that the prefer to take leave for two days a

month.


54/66

EMPLOYEE PREFERENCE IN TAKING REST

25%

28%22%

15%

10%

1

2

3

4

5 &Above


55/66

TABLE : 13

EMPLOYEES INTEREST AGAINST THE WORKING

CONDITIONS


Highly Interested 26 26%

Interested 50 50%

Neither Interested 14 14%

Not interested 10 10%

Not at all interested 0 0%

Total 100 100%

INFERENCE

Majority of employees i.e. [50 %] are Interested against working condition in the

company.


56/66

EMPLOYEES INTEREST AGAINST THE WORKING

CONDITIONS

26%

50%

14%10%

0%0%

10%

20%

30%

40%

50%60%

HighlyInterested

Interested

NeitherInterested

Notinterested

Notatallinterested

%o

frespondents

Highly Interested

Interested

Neither Interested

Not interested

Not at all

interested


57/66

TABLE:14

EMPLOYEES RELATIONSHIP WITH THEIR SUPERIOR

INFERENCE

Majority of employees i.e. [73 %] responds that they have very good

relationship with their superior

Particulars No of emp Percentage

Very Good 73 73%

Good 17 17%

Average 10 10%

poor 0 0%

Total 100 100%


58/66

EMPLOYEES RELATIONSHIP WITH THEIR SUPERIOR

73%

17%

10% 0%

Very Good

Good

Average

poor


59/66

TABLE : 15

EMPLOYEE INTEREST IN THE PRESENT JOB

REFERNCE

56 % of employees responds that they are highly interested in present job


Highly Interested 56 56%

Interested 30 30%

Neither Interested 14 14%

Not interested 00 00%

Not at all interested 00 00%

Total 100 100%


60/66

EMPLOYEE INTEREST IN THE PRESENT JOB

30%

14%

0% 0%

56%

0%

10%

20%

30%

40%

50%

60%

V

erymuch

interested

Interested

N

either/Nor

interested

Not

interested

Notatall

interested

%o

frespondents

Very much

interested

Interested

Neither/Nor

interested

Not interested

Not at all

interested


61/66

RANK ANALYSIS

TABLE: 16

EMPLOYEES RANK FOR THE LEAVE

WEIGHTAGE

FACTORS 1 2 3 4 5 6 7 8 9 10 wixiRestlessness 5 9 1 7 11 13 9 8 7 10 403

Personal sickness 22 15 15 9 10 2 1 1 1 4 621

Family sickness 9 12 13 13 16 6 4 0 5 2 547

Emergencies 29 21 12 6 2 3 2 2 1 2 667

Does not like the job 1 2 2 3 4 12 14 11 14 17 283

Working condition 1 0 3 2 3 4 17 22 17 11 265

Conflict with superior 1 0 1 1 4 10 13 17 17 16 252

More workload 0 0 2 5 5 13 16 14 14 11 278

Functions 7 19 21 17 8 5 0 1 1 1 607

Religion activities 3 3 11 18 17 11 5 5 2 5 472


62/66

FINDINGS

The research started considering the increase of Absenteeism rate in ROVERCO.

The rate of Absenteeism is calculated from the secondary data and the factor for the

increase is the rateof Absenteeism are

collected through

questionnaire and

the followings

results are arrived

through the

statistical analysis

of data.

Majority of employees (ie, 72.5 %) of ROVERCO are female.

FACTORS WEIGHTAGERestlessness 10

Personal sickness 9

Family sickness 8

Emergencies 7

Does not like the job 6

Working condition 5

Conflict with superior 4

More workload 3

Functions 2

Religion activities 1


63/66

The maximum number of employees (30%) are 12th qualified and (35%) of

employees are under the age group of below 25 years and 30% are below 26-30

years.

( 35%) of employees fall under the income groups of Rs 2001-3000 p.m.

(45%) of employee are married and have 2 childrens and 55% have 5 dependentsin their family.

[85%] of respondents are the residents of chennai and (60%) of employees travel

between 1 to 20 Km to arrive the company.

Majority of respondents (25%) says that they are working in the same job for

about1-5yearsand(25%) for 26-30 years.

(57%) of the employees of ROVERCO works in overtime shift. 40% of the employees are satisfied with the working condition and 36% are

highly satisfied.

The organization is very liberal in granting leave to the employees, and 28% of

employees responds that they prefer to take leave only two days a month.

The rank analysis clears that of the many factors the employees reason for leave

are in the following rank.

- Emergencies.

- Personal sickness.

- Functions.

- Family sickness.

The maximum no of employees (73% ) responds that they have very good

relationship with their superiors.

The CHI-square starts that there is no significance difference between the age and

interest in present job. on

The absence are more among the non-supervisor level employees.

(40%) of the respondents were satisfied with work wages.

It is found that about (55%) of the respondents were satisfied with welfarefacility.

It is found that (36%%) of employees are highly satisfied in their present job.


64/66

SUGGESTIONS AND RECOMMENTATION

The study of the absenteeism at all though the analysis of various primary and

secondary data the following suggestions and arrived.


65/66

The rate of absenteeism is increasing year by year and it is more during the month

of April May June due to the vacation holidays to their dependents and more

during the January and February due to festival seasons.

The maximum number of employees at ALL as falls under the age group of 46-55

so they have very high experience and are satisfied with the work environment

also they are highly paid.

The organisation. is very liberal in granting leave so it must have to be regulated

so that the number of leaves can be reduced.

There is a significant different between the qualification and the feeling on

working condition the management consider on the working condition of the

work place.

The management must consider the factors like employees welfare facility and

leave facility.

The work can be made more interesting by arranging training and development

programs.

As more employees are taken leave more then EL & CL, so any counseling can

be given to reduce the absenteeism among the employees.

The wages provided by the company are not satisfactory to the employees,

therefore the company can taken steps to increase the wages or the incentives

provided.

The company can establish clear policy of absenteeism and communicate this

to all employees when they are hired.

The company can provide extra incentives to the employees who are regular to

work in order to motivate them towards their job.

The employers should maintain good communications with workers. Senseworker moods, understand their concerns, provide feed back from management,

and prompt action where appropriate, to show that worker concerns are heard.


66/66

CONCLUSIONS

According to the project study the reasons for absenteeism fall into two broad categories;

Controllable

Excessive work

Uncontrollable

Travel distance from the residence to the job

Overtime availability on the job

Personal and family sickness

The company present absenteeism is not in satisfactory level, if this situation

increases it may cause very drastic situation so the absenteeism have to be reduced

step by step. The company must have to focus mainly on the work environment of theemployees.

main project absenteism

Documents