marry's project

8/3/2019 Marry's Project

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A Project ReportOn

At

New Delhi

(Submitted in partial fulfillment of the requirement for the degree of Master of

Business Administration to MAHARSHI DAYANAND UNIV-ROHTAK)

Submitted To: Submitted By:

Miss.Richa Gaba Sh.Mahroosa Nazeer

Lecturer Roll no: 032

Reg. no: 1079172716

SATYA COLLEGE OF ENGINEERING AND TECHNOLOGY

72 Km Stone, Nh-2, Delhi Mathura Road, MitrolDis. Palwal, 121105 (Haryana)
http://www.1000metres.com/index.aspx


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TABLE OF CONTENTS

CHAPTER TOPIC PAGE NO.

1 INTRODUCTION

1000METRES.COM History

Career Opportunities

2

Introduction of the topic

Define and Meaning

Causes Of Absenteeism

Kinds Of Absenteeism

Redefining Absence

3 Data Analysis AndPresentation

4 Limitations

5 Conclusion

6 Questionnaires

7 Bibliography


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ACKNOWLEDGEMENT

After completing the project at 1000Metres.com., it is a great pleasure for me to

thank all those who have helped me during the course of completion of my project.

I express my sincere thanks to Mr. Baljinder Singh (Head of the Deptt.) of

1000Metres.com for giving me a unique opportunity to do project in their esteemed

organization.

Last but not the least; I would like to place a word of appreciation on record for a

all those who directly on indirectly supported me.

Sh. Mahroosa Nazeer


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PREFACE

The project involves the exposure of the student to get an insight of the real life business

situation. This practical training gives ample opportunity to apply ones academic

knowledge in the field subtended by ones personality, initiative and lesion capabilities .

Human resource management is that by which one can feel the nature of the company. It

is used to find out the attitude of Employees towards the Organisation.

Sh. Mahroosa Nazeer


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CANDIDATES DECLARATION

I hereby declare that the work which is being presented in the project report entitled

Absenteeism Causes And Remedies, in partial fulfillment of the requirement for

the award of the degree of Master of BusinessAdministration in, Satya College Of

Engineering &Technology 72 Km Stone,Nh-Delhi Mathura Road, Mitrol Dis-

Palwal, 121105 {HARYANA} is record of my own work and was carried out for a

period of six weeks under the guidance of Mr. Baljinder Singh Training Head of

1000METRES.COM India LTD.

(Sh. Mahroosa Nazeer)


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Executive Summary

The Management of human resource department is very complicated and challenging task for those who

are entrusted with the running of the organization and this implies considerable knowledge of various

aspects of performance appraisal. Every management student irrespective of his /her specializationeagerly waits to start the summer training. For many of us it is the first opportunity to have a closer look

at an organization. This very curiosity of what happens and how we are going to become a part of whole

organization made us work and find out every little detail regarding the organization. I have undergone a

4 weeks training at 1000Metres.com

The Executive, who manages human resource department, must have a background of theoretical and

conceptual knowledge of the subject. This project report, keeping in mind above quoted views, presents

the first hand study and based on surveys

1000Metres.com

In this report attempt has been made to co-relate the theoretical aspect to the formal procedure of human

resource department activities, and to understand what are the employees views about there absenteeim

in the company, Besides this, report provides an idea about the effectiveness of the policies to the

customer and exiting human resource department at1000Metres.com


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INTRODUCTIION

COMPANY PROFILE


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Indias fastest growing online portal for one stop property solutions and its allied services. It

covers all Property Requirements and caters the need in other important associated property

related services. Thats how its the one stop shop solution for all property needs.

- Interior Decorators & Designers- Architects- Builders-

Real Estate Agents- Vaastu Consultants- Modern Art

Exclusive Property Related traffic on site.

Benefits of Internet Marketing

Or

Internet Marketing Vs Traditional Marketing


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1. Lower Cost The small advertisement in leading newspaper costs several thousands of

Rupees whereas cost of advertisement at Internet is pretty less.

2. Wide Coverage Area Internet users have no geographical limitations whereas

advertisement on all other medias such as Newspaper, TV channels, Radios etc have

geographical limitations.

1000metres offers to:

A. Individual Customer

- Detailed information of houses available for Sale, Purchase, Rent, PG accommodation.B. Real Estate Agents

- FREE !!! posting of their unlimited properties- Advertisements- Brand Building at global platform- Access to a large database of prospective customers- Free updates on upcoming project

C. Builders

- Advertisement for their projects on home page with photographs- Email facility to all the Real Estate Agents about their new projects.- SMS service to all the Real Estate Agents and the prospective buyersD. Architects

- FREE !!! advertisement about their services and complete information- One complete page on leading Architects.- SMS services to the people buying plots/houses.

CAREER OPPORTUNITIES


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As 1000METRES.COM is an extremely fast-moving, forward-looking company, we expect

a great deal from our employees. As well as the technical expertise appropriate for each

position, those who are successful possess a number of qualities and skills, such as:

Enthusiasm get out of life (and

work) what you put in.

Can-do attitude a problem is an

opportunity and a challenge.

Commitment follow it through to

the end.

Resilience we all learn through our

experiences-good and bad.

Flexibility where there is a will,

there is a way.

Sense of humour working can be

fun-and very effective

Self-motivation Carpe Diem seize

the day

Team-player together we can

achieve this

Innovation and creativity from

small acorns

Problem-solving and decision making

right first time

Communication getting the (right)

message across either verbally or

in writing

Commitment to continuous learning

create your own capacity for future

development.

Introduction


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ABSENTEEISM

DEFINITION OF ABSENTEEISM

Absenteeism is referred to as failure of employees to report for work when they are scheduled towork. The state of chronic absence from work is regarded as chronic absenteeism. Absenteeism

is usually addressed through progressively stricter disciplinary measures that can result in the

termination of the individuals employment.

Absenteeism in employment law is the state of not being present that occurs when an employeeis absent or not present at work during a normally scheduled work period

Absenteeism can be defined as a constant absence from work. It can lead to suspension

from work or termination depending on the circumstances. Managers try to fight absenteeism

through disciplinary measures.

In India data on Absenteeism is collected and compiled by 2 agencies;

The labour bureau shimla The annual survey of industries(ASI)

Absenses from work due to authorized vacation & privilege leave, strikes, lockouts and layoff are not

regarded as absenteeism. However leaves due to accident, sickness and casual leave is considered as

absenteeism.

MEANING OF ABSENTEEISM


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The philosophical attitude of being so wrapped up in thinking about past or future events that one

completely forgets to inhabit the present moment, and consequently is in serious danger of falling out of

existence altogether.

Absenteeism is the precise opposite of philosophical presentism, which denies the reality of past and

future events on the grounds that nobody has ever seen one, except insofar as they occur in the present

moment, and so when all is said and done, that must be the only thing that really exists. According to the

presentist, any memories or premonitions that you may actually experience from time to time are simply

manifestations of the casusal consequences or potentialities of other non-existent events that just happen

to be floating around the universe, or else are the delusions of an overactive imagination brought on by

watching too much daytime television.

Whilst presentism is a perfectly healthy, life-affirming attitude that encourages one to inhabit the present

with concern and respect for all the other things and beings that can be found in it, absenteeism

encourages a total lack of awareness about oneself, other people and ultimately life itself. Extended

periods of absenteeism may reportedly lead to the subject disappearing from the present moment

altogether and materializing in a parallel universe in which they are permanently located some two feet

left of themselves, although the truth of such reports have yet to be substantiated.

Absences may be scheduled or unscheduled.

* Scheduled: Absences are scheduled in advance for such events as vacation, medical appointments,

military service, family activities, jury duty, funerals, and other happenings which cannot be

scheduled outside of regular work hours.

* Unscheduled: Absences and tardies are considered unscheduled for such events as illness, family

emergencies, transportation emergencies, family member illness and/or death, and household

emergencies such as flooding.

Absences are excused, unexcused, or no-fault.

* Excused: Absences are discussed and excused in advance of the absence, by the supervisor, for


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such events as vacation, medical appointments, military service, family activities, jury duty, funerals,

and other happenings which cannot be scheduled outside of regular work hours.

* Unexcused: Absences are not discussed and excused in advance, by the supervisor, for such events

as illness, family emergencies, transportation emergencies, family member illness and/or death, and

household emergencies such as flooding.

* No-fault: Absences are considered "no-fault." No attempt to classify an absence as excused or

unexcused is attempted. Each employee is allowed a certain number of days off from work, at their

discretion. Progressive discipline is used when the employee exceeds the number of allowed

absences.

Absences are compensated and uncompensated.

* Compensated: Absences are generally compensated when their frequency and rationale fall within

the guidelines established in the organization's attendance policy. These compensated absences may

depend upon certain required employee actions such as seeking permission for scheduled absences

from work in advance, or calling in to report an unscheduled absence within organization timelines

and expectations.

* Uncompensated: Absences are generally uncompensated when they number in excess of the

allowed absences stated in the organization's attendance policy. Excessive absenteeism is governed

by the policies of the individual school system, institution, or employer, which vary by entity. Someschools are required to develop procedures for dealing with excessive absenteeism. The following is

an Costs:

Costs are related to the disruption of the process in which the absent person is normally involved. So

the cost is really a function of what process is disrupted and the duration

. Loss of process can cause loss of a customer (s) which is a profit loss. It can also harm thecompany image in the eyes of potential customers if there is a flagrant pattern of missing scheduled

production dates which are influenced by absenteeism or any other cause for that matter.

if someone is available and trained to handle the absentee's work function, then the cost effect can

be minimized, but don't neglect the cost to train the fill in person adn the fact that the fill in person

may be an extra employee who would not be otherwise required.


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Stats about Absenteeism

According to the labour force survey, absenteeism has risen extensively in the past years. It was

estimated that 700,000 of full time employees, which is about 7% of the total market, were absent for

any given week. The absence of these employees was due to illness, disabilities or family obligations.

On average about 8.5 days were lost to absenteeism. In the past years it was only 7 days.

CAUSES OF ABSENTEEISM

The causes of absenteeism are many and they include:

Serious accidents and illness Low morale Poor working conditions Boredom on the job Lack of satisfaction Inadequate leadership and poor supervision Personal problems(financial, material, child care, Substance abuse etc. Stress Work load Employee discontent with a collective bargaining process and/or its results Poor physical fitness Transportation problems

ILLNESS


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WORKLOAD


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POOR WORKING CONDITION


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INADEQUATE LEADERSHIP


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The industrial society report Maximizing Attendance also highlights a divergence of opinion between

what managers think are the top 5 causes of absence and what employees say themselves:

How employees report absence In managers own opinion

Cold/flu cold/flu

Stomach upset/food poisoning Stress/emotional problems/personal

problems

Back problems Low morale/boring jobs

Headaches/migraines Monday morning blues/extending the

weekends

Stress/emotional problems/personal

problems

Children care problems/family sickness

If managers are correct as seeing the reason in the left hand column as often being code for some of

the reasons they list, in pinpoints areas where employers could take positive action to reduce

absenteeism.


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The Cost of Absenteeism.

DECREASE IN PRODUCTIVITY

Employees may be carrying an extra workload or supporting new or replacement staff Employees may be required to train and orientate new or replacement workers Staff morale and employee service may suffer

FINANCIAL COSTS

Payment of overtime may result Cost of self insured income protection plans must be borne + the wage costs of replacement

employees

Premium cost may rise for insured plans

Cost of Absenteeism

Decrease in

Productivity

Financial Costs Administrative

Costs


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ADMINISTRATIVE COSTS

Staff time is required to secure replacement employees or to re assign the remaining employees Staff time is required to maintain and control the absenteeism

ABSENCE RATE: It is the sum total of time loss due to all authorized and unauthorized leaves. It is

calculated by using the following formula:

Absence rate might reflect HR practices shuch as leave

Absence rate might reflect HR practices such as leaves rules, vacations, etc. it enables a company toexamine and modify its HR policy.

Cost to the Employer

Administrative costs associated with rescheduling staff or hiring staff.

Payroll costs for temporary staff.

Training costs associated with introducing temporary staff to the organisation.

Reduced productivity - managers may have to shut down departments or reduce operations to

compensate for a reduction in staffing levels.

Overtime may have to be scheduled to fill positions left by absent staff.

bsence rate = persons not working due to authorized + un authorized absence* 100------------------------------------------------------------------------------------------

Man shifts actually worked


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Added cost of training supervisors in the cost of absenteeism.

Many organization average the total number of absent days and schedule extra staff to cover -

overstaffing to compensate for the lost productivity.

Insurance claims and legal fees associated with absent employees as a result of an accident at work.

Cost of time - how much does it cost the company every time an employee is away from their desk due

to dentist / doctor appointments.

Costs associated with statutory sick pay and the increasing administrative work faced by payroll drive

up costs.

Managing the costs of absenteeism

It is unlikely that in any organisation absenteeism can be completely eradicated and employers should

therefore make financial provision for payment of sickness benefit. Group income protection schemes

(also known as permanent health insurance) insure against the variable but potentially huge cost of

supporting staff who suffer long term disability through regular premiums. They can be a cost effective

way of providing cover; all members of the scheme can be insured up to a certain level of cover, known

as the 'free cover' level, without the need for medical evidence, irrespective of their state of health.

These schemes may also benefit employee relations and staff morale and may help attract and retain

staff. The cost of the cover is not a benefit in kind for the employee and does not appear on a P11d. And

premiums usually attract corporation tax relief for the employer.

How do income protection schemes work?

By providing a regular payment of a proportion of an employee's earnings during a period of extended

absence through sickness, injury or accident, they ensure there remains an incentive to return to work.


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Cover continues until the employee's recovery, death or on termination of the insured period (normally

retirement age), whichever occurs first. About half of income protection claims cease within three years

and two-thirds within five years. Traditionally most income protection schemes are written with an

unlimited claim period, however reducing this to say 5 years dramatically reduces costs whilst providing

cover for a sufficient period.

UNDERSTANDING ABSENTEEISM

The definition is Absenteeism, its causes, its effects on productivity, and its costs in terms of finances

administrative effectiveness are quite clear. What is not a clear is how to take affirmative action to

control Absenteeism in such a way as not to create mistrust, costly administration and system avoidance

(game players). Every employee who takes off in defiance of companys regulations has reasons right or

wrong, which justify to themselves the legitimacy of their actions. Unless a management attendance

program identified and addresses the causes of employee absenteeism. It will b ineffective and unfair

traditional disciplinary programmes alone can, at best, give the illusion of control. It is no secret that

there are ways to beat even the best systems. The fear of discipline often only increases the desire to

avoid management system.

KINDS OF ABSENTEEISM

There are two types of absenteeism, each of which different type of approach


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Innocent absenteeism Culpable absenteeism

1. innocent absenteeism:Refers to es who are absent for reasons beyond their control like sickness and injury.

2. Culpable absenteeism:It refers to employees who are absent without authorization for reasons which are within their

control for instance, an employee who is on the sick leave even though he or she is not sick,

and it can be proven that the employee were not sick, if guilty of culpable absenteeism.

KINDS OF CHRONIC ABSENTEEISM

HOW TO DEAL WITH EMPLOYEE ABSENTEEISM

(a). Tackling absence positively

KINDS OF CHRONIC

ABSENTEES

ENTREPRENEURS

STATUS SEEKERS

EPICURIANS

FAMILY ORIENTED

SICK AND OLD


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leaving aside surveillance, interrogation and other more draconian approaches, which no

doubt some employers might favour there are preventive measures which employers could

take.

family friendly policies, flexible hours to work place crches to help employes cope up withchildcare problems.

Providing more varied/interesting/responsible work to combat low morale/boring job syndrome Compressed working week option to cater positively for those who may need longer weekends Mentoring, counseling, fitness programmes, on site manage etc to help people through stress,

emotional/personal problems, plus careful monitoring of work load.

(b).Positive intervention.

Redefining Absence

POSITIVE

INTERVENTIONS

PROVIDE

INCENTIVE

DEVELOP ANATTENDENCE

POLICY

CHANGE

MANAGEMENT

STYLE

CHANGEWORKING

CONDITIONS


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An alternative approach is to alter the nature of absences, so that absence from the work place does not

mean that no work is done at all.

When people are absent unless an agreed appointment with the doctor or dentist-it is usually for a

whole day at a time. But people who may not feel up to the commute journey and 8 hours of continuous

work able and willing to put in a few hours of work.

EXCESSIVE ABSENTISM

This is a touchy issue. If the employee has abused sick leave recently, and those absences have

nothing to do with the injury to his knee, then it is likely that he can be terminated. Suppose your

company permits 5 absences per year. He has racked up 10, and the last 3 have been for a cold or

the flu. You could legitimately terminate the employee. Ideally, you would have given him awritten warning for excessive absenteeism at least two or three times, with a final warning

resulting in termination.

The US Department of Labor enforces the FMLA or Family and Medical Leave Act. As you

know, this law permits an employee to take up to 12 weeks of unpaid, job-protected leave for a

serious health condition. An injury requiring surgery is almost always a serious health condition.

Unfortunately, if the employee has not been disciplined in the past, he probably cannot be now.The question the US Department of Labor is likely to ask is: If this employee\s absenteeism in

the past has been such a problem, why hasnt he been disciplined or terminated for it already?

FMLA permits the employee to take time off intermittently to go to doctors appointments, etc.

At a minimum, he should fill out the FMLA papers now, so that every hour he is missing from

work counts as part of his accumulated 12 weeks of leave.

For both FMLA and unemployment benefits, only the most recent absence counts. Suppose this

employee has totally abused sick leave by taking off work to go fishing, at least 5 times in the

past. Suppose that you can even prove this, because you have witnesses who went fishing with

him. As far as the US Department of Labor is concerned, that is irrelevant. The employees past

abuse of the company sick leave policy doesnt change his rights under FMLA. He is entitled to

FMLA leave regardless of his past performance. (The US Department of Labor would say that


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you could have fired the employee at the time. But since you did not, he is now entitled to

FMLA leave.)

This is a frustrating situation for any employer, because the most recent absence is just the straw

that broke the camels back. The FMLA absence would not be a problem, if this employees

attendance had been good to begin with. Unfortunately, the employer probably cannot take

action under these circumstances.

You are justified in firing this employee if you have a clear paper trail of written warnings, and if the

absence is unrelated to his knee injury. Otherwise, the best course of action is to give him FMLA leave.

When he returns, there is a good chance that he will soon be up to his old tricks, taking too many (non-

FMLA) days off work. At that point, you will have cause to write him up for excessive absenteeism and

eventually terminate

"Excessive absenteeism is defined as three (3) or more spells of absenteeism in any ninety (90)day period.

1. First offense - written counseling and warning that continued excessive absenteeism will lead

to subsequent disciplinary action.

2. Second offense - written counseling session and warning that continued excessive absenteeism

will lead to termination.3. Third offense - termination."

Costs:

Costs are related to the disruption of the process in which the absent person is normally involved.

So the cost is really a function of what process is disrupted and the duration.

Loss of process can cause loss of a customer (s) which is a profit loss. It can also harm the

company image in the eyes of potential customers if there is a flagrant pattern of missing

scheduled production dates which are influenced by absenteeism or any other cause for that

matter.

If someone is available and trained to handle the absentee's work function, then the cost effect


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can be minimized, but don't neglect the cost to train the fill in person adn the fact that the fill in

person may be an extra employee who would not be otherwise required.

Prevention:-

What you can do to prevent absenteeism-related problems:

Adopting a systematic approach.

Creating and coordinating project team.

Administering clear tasks and responsibilities.

Ensuring the support of senior and line management.

Involving employees actively.

Involving thepersonnel department, company medical service or external guidance.

Steps to take when dealing with absenteeism

Initial Warning


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Written Warning

Suspension

Discharge

Verbal Warning

Meet with the employee face to face and talk to them about the problem. Advise the employee that

his/her attendance record must improve and be maintained at an improved level. Then let them know

that further disciplinary action will be the result. Offer any counselling or guidance that an employee

may need only to certain circumstances. Give further verbal warnings as required. Do checks on the

employees attendance and make note of noticeable changes. If absenteeism continues then proceed to a

written warning.

Written Warning

Meet with the employee again. Show the employee the record that you have been keeping track of, that

there has been no noticeable (or sufficient) improvement. Give the employee a chance to give their

reason for the lack of improvement. If you do not like the reasoning then issue a written warning. Insure

the employee is aware of why this warning was given. Then have to copies made, one will go to the

employee and the other will go into the employees files. If warnings are not good enough then you may

proceed to suspension.

Suspension (only after consulting with the appropriate supervisors)

If the absenteeism persists, after 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 on how server the problem has become and the explanation of the employee. the

final step which should only be the resort is dismissal.

Dismissal (only after consulting with the appropriate supervisors)Dismissals should only be considered when all of the above steps 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 rec

Reducing absenteeism


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Employers can take a number of steps to reduce absenteeism, such as:

giving responsibility for absence management to senior or HR managers rather than line managers

* introducing return to work interviews

* introducing discipline procedures

* formal notification procedures

* occupational health services

* employee assistance plans.

Occupational health services are now widely recognised as a method of managing absence and employer

liability claims. The aim is to reduce the frequency and duration of absence, including planned absence

due to operations or hospital procedures and manage the costs of long term disability payments and

group income protection cover by limiting claims and returning employees to work more quickly.

Usually these services will provide support for employees returning to work, advice for managers and

HR departments on managing absenteeism and on minimising the risk of claims due to accidents at work

and work related illness.

Absence Control and Work/Life Programs

Most companies must nip the situation at the bud if they want this developing problem to be curbed.

According to the survey, nearly 66 percent of survey respondents offer flu shot programs to employees.

This number has risen from 2006 (64%). Another option being offered by many firms are health

maintenance programs, which include proper fitness, diet and hygiene classes. These are offered

separately or as part of a wellness program or an employee assistance program.


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Gorovsky suggested these tips for controlling absenteeism and presenteeism:

Use absence control programs, such as paid leave banks (paid time off). This eliminates thedifferentiation between absence types, such as vacation, illness or personal leave. This also

provides employees with more discretion, flexibility and control. The survey findings revealed

that 69 percent of employers use paid leave banks or paid time off to control presenteeism.

Dont discipline employees for legitimate absences such as illnesses when they have depletedtheir regularly scheduled leave.

Allow employees to carry over unused sick days. Allow employees to telecommute. The survey found 30 percent of employers use

telecommuting programs to control presenteeism.

Employers must also make sure their managers and supervisors are sensitive to their employees

illnesses and personal issues. To help, employers can provide health and wellness programs and

childcare services.

Reducing stress in the workplace

The HSE advises managers to carry out a risk assessment to find out if they are placing undue demands

on their workforce. Support from the employer may include

* being approachable and open to discussing problems


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* avoiding encouraging people to work excessively long hours

* prioritising tasks and cutting out any unnecessary work

* giving warning of urgent or important work

* providing training

* increasing the variety of work tasks

* ensuring workplace hazards such as noise, harmful substances or abuse are controlled.

DATA ANALYSIS AND PRESENTATION

Presentation and analysis

1. For how long have you been working with 1000METRES.COM Limited New Delhi ?


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Years of experience No. of workers

0-10 0

10-20 3

20-30 8

30-40 16

40-50 3

From the above diagram it is visible that maximum no. of workers have working experience in

1000METRES.COM Limited in 30-40 range. The mean 31.33 years also suggests that. This suggests the

workforce of the company is very old and therefore, health problems related to old age is one of the

reasons for absenteeism and late coming.

2. In last one month, approximately how many days you did not come to work?

Responses No. of responses

1. More than 5 days 8

0

3

8

16

3 0to10

10to20

20to30

30to40

40to50


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2. Less than 5 days 10

3. Not absent at all 12

The maximum no. of responses were in the category of less than 5days, also nearing it are responses in

the category of being not absent at all during the previous month. Through this data, the discussion in

the payroll department and the various observation made by the trainee it can be said that inspite of

persistent problem of absenteeism no single workers takes leave for many no. of days ,this can also be

analyzed through question.4.

3. If you were absent on which of the days?


1.1st

working days of the week 5

8

10

12

0

1

2

3


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2. 1st

working dayafter holiday 10

3. Any other day than the above two 5

4.Not Applicable 10

Through the above figure it can be observed that a large no. of workers prefer to extend their holidays.

The probable reason can be that since during festivals workers go to their native places and take more

time to return , thus ,making themselves absent.

The company can devise a attractive in cash or kind reward for all those who report to the duty on time

after a long holidays, this can create an attractive for the workers to report timely to their duty.

4. which kind of leave did you avil, when you were absent?

Responses No. of Responses

1.Casual Leave 5

1

2

3

4


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2.Sick leave 11

3.Others 0

4.Both 1&2 3

5.Not applicable 11

It can be seen from the diagram that the workers take only authorized leaves,i.e, sick leave or casual

leave,as they dont want to loose their wages and rarely take leave without pay. Therefpr, no disciplinary

action can solve this problem rather it can be resolved only through informal ways, striving toward

attitudes change of the workers.

5.Do you give application after availing leave?


1

2

3

4th Qtr

5


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1. Yes, Always 12

2. Sometimes 11

3. No 1

4. Not applicable 6

From the above data it is clear that a large proportion of responses are in the category of giving the leave

application after availing the leave. This happens inspite of the fact that in the SOR of the company it is

written clearly that a prior written permission from the personnel department is essential. Therefore ,it is

suggested that the rules mentioned in theSOR should be strictly enforced otherwise they loose their

significance and purpose.

6. In last one month how many times you reported late to the work


1. Always late 3

1

2

3

4


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2. Occasionally 9

3. Rarely 1

4. Never 17

It is rather astonishing to find out that workers do not admit that they come or were absent for many

days, as reflected from the above data. This was contradicted by the very fact of late that the trainee did

observe the large number of late warning issued on any day.

1

2

3

4


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8. What are the possible reasons for coming late or being absent?


1. Train was late 7

2. business commitment 2

3. Family requrement 11

4. Alcohol intake 0

5. Ill health 4

6. Any other 6

1

2

3

4

5

6


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9.Is it responsibility of worker to plan his or her journey to reach on time in case train is

Late


1.Strongly Agree 24

2.Slightly Agree 0

3.strongly disagree 0

4.slightly disagree 2

5.cant say 4

Positive intervention

it was found that workers do have sense of responsibility as majority of workers respondend that it is

responsibility of workers to be on time.


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10. how absenteeism affects production and productivity ?


1.Strongly Agree 13

2.Slightly Agree 0



5.cant say 3

This distribution clearly shows that the workers need to workers need to be made aware about the

affects of absenteeism on production in broader perspective.

1

2

3

4

5


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11. Absenteeism increases cost and should be controlled ?

Responses No of responses

1.Strongly Agree 14

2.Slightly Agree 5



5.cant say 4

It was also found that workers are aware of the losses causes due to absenteeism.


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12. controlling absenteeism is responsibility of both management and workers.

Responses No of Responses

1.Strongly Agree 20

2.Slightly Agree 0



5.cant say 0

It was found that workers strongly feel that controlling problem of absenteeism

should be responsibility of both management and workers

1st Qtr

2

3

4

5


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13. a) problem of absenteeism can be solved if,Responses No of responses

1.workers with full felicitated

to present role model for others

6

2. workers, who are not availing

all their leaves are rewareded

7

3. management comes out to

find out problem

0

1

2

3

4


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b) the kinds of rewards suggested by the worker

Responses No of responses

1. leaves should be

added

5

2. full wages should

be given

19

INTERPRETATIONThrough this survey it has been found that almost all the male workers want that they should be paid

full wages in lieu of authourised leaves not availed by them. Many female workers want that their

unavailed leaves should be carried forward to next month as add on.

It is through this survey it has been found that almost all the male workers want that

they should be paid full wages( D.A. + Basic ) in lieu of authorized leaves not

availed by them.

1

2


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LIMITATIONS:

1) The correctness of the responses are dependent on the honesty of the respondents.

2) The workers were apprehensive on being interviewed as they enquired from the trainee ,if thetrainee is any government official and also what is the purpose of the interview. This might have

affected their responses.

3) As indicated in the previous pages of responses to many questions were contrary to theobservation made by the trainee.

4) The sample size is small for generalizing the responses for all the workers, nevertheless, thetrainee has supplemented the data with the observations made & the understanding

gained through various discussions made with the supervisors.


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Conclusion:

1. It is rather astonishing to find out that workers do not admit that they are absent for manydays, as reflected from the data collected. This was contradicted by the very fact the

trainees did observe the large no of warnings issued on each day,

2. It was found that workers do have sense of responsibility as the majority of workersresponded that it is responsibility of workers to be on time and not to be absent.

3. It was found that workers are not aware of the losses caused due to absenteeism.

4. through this survey it has been found that almost all the male workers want that they shouldbe paid full wages( D.A. + Basic ) in lieu of authorized leaves not availed by them. Many

female workers want that their unavailed leaves should be carried forward to next month as

add on.

5. it was found that workers strongly feel that controlling the problem of the absenteeismshould be the responsibility of both management and workers.


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RECOMMENDATIONS

1. Its recommended that in place of current system of payment of basic wages for unavailedleaves, workers should be given full wages, i.e., Basic + D.A. there should

also be option of adding on unavailed leaves should be given for benefit of the female

workers.

2. Through regular interaction with the workers rhey should be made aware about cost incurreddue to absenteeism and late coming.

3. It is recommended that managerial staff in production should be made more accountable.

This can be done by weekly or fortnightly assessment of production manager and

supervisory staff by workers in a fixed format. The 360 appraisal system can be placed

for this purpose.


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4. Some time allowances should be made for those who come by train during winters.

5. Management can bring out scheme giving traveling allowance to those workers who come ontime every day, at each end of each month, as an incentive.

6.

It is suggested that the rules mentioned In SOR should be strictly enforced otherwise they loosetheir significance and purpose.

7. It is suggested that the company can begin the transport facilty on experimental basis on fewroutes and then its effect on production and motivation level of employees can be found out

Clients

Subordinates

Peers

Superiors

Person toBe

appraised

360 90

270 180


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8. it is suggested that the systems placed for checking late coming should be strictly implementedand throughout the company including supervisory and managerial staff.

9. Management should install suggestions and grievances box at various places in the factorypremises so as to create direct channel of communication, through which workers can give their

views without fear.

10.Management should visibly differentiate performing and non performing workers regularly andsuitably rewarding them and thus creating competition among workers.

SUGGESTIONS

1) Counseling center -

It is managerial technique. Through counseling any problematic and helpless

workers it may be formal or informal and done by qualified and managerial level authority. To sort out

the solution of advice for solving the problems of the workers and also counseling service in the industry

among the workers is needed for developing strong industrial relation.

2) Moral policy -


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For managing and organization many people for the purpose of achieving

organizational goal their is formal or informal policy but mutual response, honesty, organizational

behavior, organizational culture and rules and regulations which are unwritten that is moral policy

should be based on humanitarian and democratic philosophy. It is significant for maintaining amity

relation between the trade union and management.

3) Training and development -

Learning is endless process during the training in working places. The job

training ofchanges the attitude of the worker its learn to make able form of his job. The training is the

way through which worker develop his potential skill, quality, personality etc. The training of the

employees got stimulus direction, which is helpful for maintaining positive industrial relation in the

industry.

4) Welfare facility -

The management should provide the welfare facilities to the workers such as

good working environment, canteen facility (token money), transportation for workers in low fee those

are residing quite far from the industry, also the medical facility, etc. Which reflects the high standard

and moral boosting and also to build strong personality among the work forces.

Questionnaires

INTERVIEW SCHEDULE

Section - A

Name: ..

Age: .. Sex: ...

Department:

SectionB

1. For how long you have been working with 1000METRES.COM Limited New Delhi ?


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2. In last 1 month, approximately how many days you did not come to work ?

a) More than 5 days

b) Less than 5 days

c) Not absent at all

3. Which kind of leave did you avail, when you are absent ?

a) yes b) no

4. Do you give leave application after availing leave ?

5. What are the possible reasons for being absent ?

a) Business commitment

b) Ill health

c) Family requirement

d) Train was late

e) Lack of information

f) No job satisfaction

g) Company does not take care of my need

6. Absenteeism affects both production and productivity ?

a) strongly agree

b) strongly disagree

c) cant say

d) slightly agree

e) slightly disagree

7. Do you feel you are a valuable and in dispensable worker for smooth production ?

a) strongly agree


c) slightly agree

d) slightly disagree


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e) cant say

8. Absenteeism is responsibility of both management and union ?

a) slightly agree

b) slightly disagree

c) strongly agree

d) strongly disagree

e) cant say

9. The systems placed in the company to check absenteeism are not functioning

properly and are out dated ?

a) strongly agree


c) cant say

d) slightly agree


10. Do you find the problem of alcoholism widespread among workers ?

a) strongly agree

b) strongly disagreec) cant say

d) slightly agree


11. Problem of absenteeism can be solved if

a) Workers with full attendance are facilitated, to present a role model for others

b) Workers who are not availing all their leaves are rewarded.

If yes, which type of reward...

c) Management comes out to find out problems of workers, who are absent and help

them if their reasons sound genuine.

d) Any other method(s) to encourage people to come to work


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BIBLIOGRAPHY

Singh, NirmalHuman Resource Management

David BalkinManaging Human Resource

Vaid, K.N.Papers on Absenteeism

Flippo,Edwin.BPersonnel Management

Google search engine, wikipedia encyclopediaEmployer-employee.com

Robbins, stephens p, decenzo david a.Personnel/Human Resource Management

Prentice Hall of India Pvt. Limited

New Delhi, 2005

marry's project

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