m.b.a hr main project (1)

A STUDY ON ABSENTEEISM RANE (MADRAS) LTD.,

Introduction of the Study

Absenteeism is a universal problem and the extent of the absenteeism

may differ from industry place to place and occupation to occupation.

One of the most serious problems with which our industries are

confronted is that of absenteeism. Absenteeism codes the potentiality,

credibility and productivity of any company or organization. Absenteeism

will create a distance between the employees on the management.

VEL SRI RANGA SANKU ARTS & SCIENCE COLLEGE 1


Objectives of the Study Primary Objective:

To examine the personal causes that give rise to absenteeism.

To bring out the factors which affect the working atmosphere of the

employees that drives them to absenteeism.

Secondary Objective:

To evaluate the internal and external reasons affecting the absenteeism

in the organization.

To find out the possible ways to reduce the rate of absenteeism.



Scope of the Study

To study and analyze the reason for absenteeism in all the Seven

production modules in Rane (Madras) Limited at Chennai.

To understand the relationship between employee’s attitude and moral.

To find the absenteeism ratio and suggesting the management.

i. To retain absenteeism ratio, if it is low or minimal.

ii. To reduce the absenteeism level, if it is more.



Limitations of the Study

1. The study is limited to only workers in various departments at Rane

(Madras) Limited.

2. Time is an important limitation in this project work.

3. The lack of co-operation from some of the respondents.

4. Some of the respondents are not interested in giving much information due

to their bias/busy work schedule.



RANE (MADRAS) LTD

MISSION , VISION & VALUE STATEMENTS

VISION

To sustain market leadership and Retain tier – I Supplier status through

Customer responsiveness, agility, innovation & Technology.

MISSION & VALUE

Provide superior products and services to our customers and maintain market

leadership.

Evolve as an institution that serves the best interests of all stakeholders.

Pursue excellence through total quality management.

Ensure the highest standards of ethics and integrity in all our actions.

OUR MOTTO : Customer Delight through Total Quality



RANE HISTORY

Founded as Rane Private Limited in 1929, started as a trading house,

trading in automobiles and parts. Represented General Motors, Renault,

American Motors etc.

Founded by Mr. T.R.Ganapathy Iyer, Rane started as a Trading House

for automobiles and parts. The history of Rane is, growing from this

reputed Trading House into a major manufacturer of vital components for

the Automotive Industry.

As first diversification from trading, in 1959 Engine Valves Limited was

established for manufacturing IC engine valves.

In 1960 Rane (Madras) limited commenced manufacture of Steering

Linkages (Tie rod ends).

Rane Brake Linings Limited was established in 1964 for manufacturing

friction materials.

In 1965 Rane Madras Limited discontinued with its trading activities.

In 1975 Rane (Madras) Limited started manufacturing of Steering Gears.

Rane Power Steering Limited was established in 1987 for manufacturing

Power Steering Systems (since 1997 – Rane TRW Steering Systems



Limited).

Acquired Engine Components Limited in 1989 to manufacture tappets &

camshafts and chilled iron castings.

o Two new JV companies formed in 1995

o TRW Rane Occupant Restraints Limited

o Rane Nastech Limited

In 1997, Rane TRW Steering Systems Limited was set up to

manufacture Power Steering Systems.

In the same year Engine Valves Ltd. Signed technology agreement with

TRW for Engine Valves.

In 1998 manufacturing of Engine Valves, guides, camshafts & tappets

were brought under one company viz. Rane Engine Valves Limited.



ABOUT THE COMPANY

Rane has been an integral part of the Indian Automotive Industry since

1929.

Seeking world-class technology, and adapting it perfectly to Indian

conditions, RANE has been a key support system in the growth of the

automotive industry.

Today, the Rane group, under the leadership of Mr. L. Ganesh,

Chairman, has in its fold manpower strength of 4500 people, and a sales

turnover in excess of Rs.600 crores.

The company enjoys total confidence of all the automotive

manufacturers and users in India. This reputation has been built up, as a result

of anticipating needs, and manufacturing products of international quality and

reliability. The group has access to world-class technology through strong

alliances - TRW Inc., USA, Nastech Ltd, Japan, TMD, UK, Unisia JKC,

Japan etc.

Rane in the area of “Quality & Technology” has to its credit four

companies.



Certified to ISO9000, three companies certified to QS9000. It offers

global Products through Joint Ventures and has launched TQM as a major

initiative.

Rane’s major customers in India are – Ashok Leyland, Hyundai, Fiat,

Maruti Udyog Ltd., Hindustan Motors, M&M, Hero Honda, TELCO, Eicher,

TAFE, TVS Suzuki, Escorts, Indian Railways etc.

To talk about Rane’s international presence, its products reach over a

hundred customers across the globe in 19 countries: Australia, Dubai, Italy,

Japan, Singapore, USA, and UK, South Korea. Rane's prestigious customers

include -

- AGCO Limited

- Deutz AG

- Hino Motors

- Nissan Diesel, Japan

- TRW

Today at RANE, adopting new disciplines and new paradigms is a

continuous process and this is translated into an ongoing process of

modernization and upgradation, both of technical skills and product. A zeal

for perfection is a part of the vision and values of the RANE Group. This is

shared by every RANE employee.


9


RANE GROUP COMPANIES

Rane Madras Limited (RML)

Incorporated in the year 1936, the company manufactures Steering Gear

assemblies, Steering linkages, suspension joints and control arms. RML

has three Units located at Chennai, Mysore and Pondicherry, with total

manpower strength of 1212 employees. It is an ISO9000 certified

company.

Rane Engine Valves Limited (REVL)

REVL started manufacturing IC Engine valves in 1959 in collaboration

with Farnborough Engg.,Co. UK, .Today it has 4 units - located at

Alandur (Chennai), Medchal (AP), Ponneri, Aziz Nagar (Hyderabad) with

a total manpower strength of 1462 employees. REVL is the leading

manufacturer of valve train components in India and is one of the earliest

exporters of auto components. Its other products are non-valve train

components – viz. valve guides, tappets and camshafts, Crankshafts for Air

conditioners & clutch Boosters.

All its plants are QS9000 certified.



Rane Brake Linings Limited (RBL)

Incorporated in the year 1964. Honoured with DEMING prize, Rane Brake

Linings is today a leader in Friction Materials in India. The Company has

three Units situated in Chennai, Hyderabad & Pondicherry with an

employee strength of 828.The company manufactures Friction materials -

Brake Lining, Clutch facings, Disc Pads & Railway Brake Blocks which

has applications in HCV, LCV, Cars, Tractors, Trains, Earthmovers and

Two Wheelers. The group has access to world class Technology through

strong alliances – Nisshinbo Ind., Japan & TMD, U.K.

RBL is an ISO9000 certified company.

Rane TRW Steering Systems Limited ( RTSSL )

Incorporated in the year 1987, RTSSL with a total manpower strength of

637 employees has one unit situated in Viralimalai (Trichy) producing

Power Steering Gears, and two in Guduvancherry producing Power

steering gears for passenger vehicles and Hydraulic vane pumps.

The Products have Applications in Heavy Commercial Vehicles (HCV),

medium / Light Commercial Vehicles, Multi Utility Vehicles (MUL), and

Passenger Cars.



TRW Rane Occupant Restraints Limited (TROR)

Incorporated in the year 1995, this is a 50:50 Joint Venture between TRW

Inc., and Rane ( Madras ) Ltd. with a total strength of 63 employees.

TRW Rane produces Safety Seat Belt Systems. The company is a Lead

Supplier of Safety Seat Belt Systems to all OEMs.

TROR is a QS9000 certified company.

Rane Nastech Limited (RNL)

Incorporated in the year 1995, RNL is a 50:50 joint venture of Rane group

and NSK Ltd., Japan.NSK is one of the world leaders in Energy

Absorbing Steering Columns & Precision Bearings.

Located at Vallanchery Village (Guduvancherry) and with a total strength

of 98 people, RNL produces - Energy Absorbing Steering columns, solid

steering columns, intermediate shafts and coupling assemblies.

NSL has proved its engineering capability by successfully developing

columns for Honda City, Ford Ikon, Toyota Qualis, Maruti Zen & Omni.

NSL is a QS 9000 certified company.



ASSOCIATE COMPANIES

Karmobile Limited

Started in 1936 as an Electrical Distribution Company and subsequently in

the year 1973 started manufacturing engine valves for locomotive engines

and defense applications.

Having two plants, plant I located at Peenya (Bangalore), and Plant II

located at Hirehalli (Tumkur) with a manpower strength of 530 employees.

JMA Rane Marketing Limited

Is a Joint Venture with JMA for distribution of auto components.



SI. NO

COMPANY UNIT/LOCATION PRODUCT LINE

1. Kar Mobile Limited Plant I – Peenya, BangaloreEngine Valves

Plant IIEngine Valves (100% EOU)

2.Rane Brake Linings limited (RBL)

Plant I – Ambattur, ChennaiDisc Pads, Clutch Facings, Brake Linings, Railway Brake Blocks

Plant II- Pregnapur, Hyderabad

Brake Linings, Clutch Facings, Railway Brake Blocks

Plant III – Pondicherry

Railway Brake Blocks , Chord Wound Clutch Facings, Non-Asbestos Brake Linings

3.Rane Engine Valves Limited (REVL)

Plant I- Alandur, Chennai Engine Valves

Plant II – Medchal, Hyderabad

- do-

Plant III – Ponnery, Chennai Valve Guides, Valve Tappets

Plant IV – Aziz Nagar, Hyderabad

Engine Valves, Cam shafts, Crank Shafts

4.Rane Madras Limited (RML)

Plant I – Velachery, Chennai

Steering Gear Assembly, Steering Linkage, Suspension Joint

Plant II – Mysore - do-

Plant III – Pondicherry - do-

5.Rane Nastech Limited ( RNL)

Vallancherry, ChennaiEnergy Absorbing & Solid Steering Columns

6.Rane TRW Steering Systems Limited

Plant I- Viralimalai, Trichy Power Steering Gear

Plant II – Pump Division, Guduvancherry, Chennai

Pumps for power steering gear

Plant III – Power Rack & Pinion Division, Guduvanchery, Chennai

Power Steering Gear for Passenger Vehicles

7.TRW Rane Occupant Restraints Limited (TROR)

Singaperumal Koil, Chennai Seat Belts



RANE (MADRAS) LIMITED – LOCATIONS


Manufacturing Unit

Regional Sales Office


CHENNAI – UNIT I

(ALSO RML CORPORATE OFFICE)

COMMENCED ON : 1960

SEGMENT : M & HCV, LCV, UV

MANPOWER : 708

MYSORE – UNIT II

COMMENCED ON : 1985

SEGMENT : Tractor

MANPOWER : 498

PONDICHERRY – UNIT III

COMMENCED ON : 1996

SEGMENT : PASSENGER CAR

MANPOWER : 218



ABOUT RANE (MADRAS) LIMITED

Rane (Madras) Limited is part of the Rane group. Incorporated in the year

1936, the company today is a market leader in India in Steering Gears and

Linkages.

The company enjoys the reputation of being a leading and most preferred

supplier for all domestic Original Equipment Manufacturers (OEMs).

RML’s well-organized manufacturing facilities are spread over three units.

Unit I in Chennai spread over an area of 6.45 acres of land caters to all the

segmaints of auto industry.

Unit II located at Mysore with an area of 22 acres of land caters to the

tractor segment.



To cater to the Car segment, Unit III was set up with an area of 18.39

acres, at Pondicherry, with exclusive manufacturing facilities to

manufacture manual Rack & Pinion Steering gears and Ball joints.

To obtain technology from the world’s best sources to manufacture

products designed with world class features, the company has gone for

technical collaborations with Quintal Hazel Limited, UK, Ehrenreich &

Co., Germany, Burman & Sons Ltd., UK, NSK, Japan, TRW – SSL, UK,

TRW, USA. This access to state-of-the-art technologies, through

collaborations with world leaders in the field, has ensured that the

company always remains contemporary.

Innovative new product development program is made practical by a well-

equipped R&D. Our quality slogan “Customer delight through Total

Quality” coveys our message towards customers, and their needs.

RML has manpower of 1212 employees. The Company draws on their

capabilities and talents, and invests in the development of their skills.

These skilled personnel spearhead RML’s thrust into the future.



MAJOR MILESTONES OF RANE (MADRAS) LIMITED

1929 Founded as Rane Private Limited, took up trading in

Automobiles & parts .Represented General Motors, Renault,

America Motors etc.

1960 Commenced manufacture of TIEROD ENDS (Steering Linkage).

1965 Shedding of its trading activities.

1975 RML started manufacturing of Steering Gears.

1981 RML’s second manufacturing Unit set up at Mysore to cater to

the demands of tractor segment.

1984 Signed an agreement for technical Collaboration with TRW,

Germany signed.

1995 Third unit (Rack & Pinion Steering Gear division) set up at

Pondichery to cater to the needs of passenger car segment.

1995 TRW Rane Occupant Restraints Limited incorporated as a joint

venture between Rane (Madras) Ltd. and TRW Inc.

1995 Rane Nastech was incorporated.

2007 Rane (Madras) Limited wins Deming Prize.



UNIQUENESS OF THE COMPANY

Only manufacturer of Steering Gears and Linkages

Market leader in both product groups

Steering & Suspension linkages

Steering Gears

RML manufacturers all ranges of Manual Steering gears

Re-circulating Ball

Rack & Pinion

RML manufactures all ranges of linkages

With grease nipple

Greaser less

Serviceable

Only company to supply the entire range of Auto Industry –

M&HCV, LCV, UV, Tractors & Passenger cars.

Certified to ISO 9001 & now gearing towards ISO/TS16949

RML meets in excess of 50% of the demand generated in India alone



EXPORTS

RANE (Madras) is presently meeting the Original Equipment Manufacture

(OEM) requirements of a leading tractor manufacturer in the UK. The

company is also a regular source of supply of Original Equipment Spares

to tractor manufacturers in the U.K and U.S.A. Products from Rane

(Madras) also cater to the requirements of the replacement market in Sri

Lanka, Indonesia and Middle East.

RESEARCH & DEVELOPMENT

In order to bring in continuous improvement in the products manufactured

in RML, to develop features that reflect latest technological features, to

cater to customer delight and to excel in competition in terms of quality,

features and price, RML has established its R&D department that functions

with sophisticated, state-of-the-art and technologically superior

infrastructure facilities.

In other words RANE focuses on customer service, even before the

product reaches the hands of the customer.



QUALITY POLICY

Rane (Madras) Limited is committed to fulfill customer needs through

adequate Quality System & Procedures.

QUALITY SYSTEMS

ISO 9001 certified since 1995

Pondichery plant - QS9000 certification obtained in March 2001

Chennai targeted for ISO/TS16949 by 2004.Mysore has been Certified

TS16949 in 2003.

Entire Company is gearing towards achieving Deming award.



RML GOALS

To retain our market and technology leadership positions in steering

systems and linkages

To reduce the impact of unstable OE domestic market on our business

To improve our contribution margins and achieve better cost efficiencies

To reduce our breakeven sales and increase volumes



ORG. HIERARCHY / LEVELS

Chairman /

Vice Chairman

Director

President

Vice President

General Manager

Deputy General Manager

Manager

Deputy Manager

Assistant manager

Senior Executive

Executive

Senior Technical Assistant (Staff)

Junior Technical Assistant (Staff)

Operators (Workmen)


Unionized

Middle Management

Senior Management

Junior Management

Top Management


PRODUCTS MANUFACTURED

Manual Steering Gear

Range-

Manual Re-

circulating ball & nut

type Steering Gear

Manual Rack &

Pinion Steering Gear

Steering Gear Parts-

Box

Rocker Shaft

Worm

Nut

Drop arm

Application: M&HCV, LCV,

UV, Tractor and

Passenger cars


UV – Utility Vehicle LCV – Light Commercial Vehicle


Steering & Suspension

Linkage products

(SSLP)

Inner & Outer ball

joints

Tie-rod assembly

Drag link /Center link

assembly

Suspension

- Axle ball joint

- Control arms

Steering Linkage Parts-

Ball pin

Socket

Tube


a 1


Application:

M&HCV, LCV, UV,

Tractor, and Passengers

Cars

Control arms:

Upper control arms

Lower control arms

Application: Passenger Cars


UV – Utility Vehicle LCV – Light Commercial VehicleM&HCV – Medium & Heavy Commercial Vehicle


R ANE CUSTOMERS

(All Four Wheeler Manufacturers in India)

Ford India Ltd.( Ikon, Escorts )

Fiat India Ltd.( Uno, Palio, Sienna )

Maruthi Udyog Ltd.( 800cc, Zen, Versa )

Telco Ltd.(Indica)

Ashok Leyland Ltd.( Iveco, Bison, Stallion)

Eicher Motors Ltd. ( Canter)

Mahindra & Mahindra Ltd.(Tractors)

New Hollond Tractors Ltd.(Tractors)

Escorts Ltd. (Tractors)

TAFE (Tractors)

Punjab Tractors Ltd.(Tractors)

Vehicle Factory, Dept. of Defence ( Shaktiman, Nissan)



TECHNICAL ASSOCIATIONS

COMPANIESYEAR OF

ASSOCIATIONPRODUCTS

Quintal Hazel Limited , UK 1960-1970Steering Joints &

Linkages

Ehrenreich & CIE,

Germany

1962-1972 Steering Joints

Burman & Sons Ltd., UK 1973-1985 Steering Gears

TRW – SSL, UK From 1995 Manual Rack & Pinion

NSK – JAPAN From 1997 RCB Manual Gears

TRW, USA From 1998 Worm & Roller



RML Attendance System:

Purpose: The object of established general employment conditions is to

ensure basic rules / norms & discipline are maintained uniformly across the

Country.

1. The total number of working days is 5 days a week.

2. The normal weekly holiday for all employees under regular shift work is

on Sunday. The Saturday is treated as additional holiday.

3. Compensatory Leave: If a person doesn’t come for 1day in a week, he can

be allowed to work on Saturday / Sunday. Applicable only for workers.

Hours of Work: The normal Working hour shall be 9 hours a day excluding

half-an-hour break \ recess time.

Shift Time: The shift timings are as follows-

A – Shift (Day) - 7.30 am – 5.00 pm

B – Shift (Afternoon) - 5.00 pm – 2.30 pm

Staggered Shift (Night) - 11.30 pm – 7.30 am

General Shift - 7.30 am – 5.00 pm

Lunch Time: Lunch timings for the above shifts are as follows:

Morning Shift: Lunch: 12.00 – 13.00

Second Shift: Dinner: 21.00 – 22.00



Attendance Recording System:

Card Punching: To ensure that every employees has punched his card 3

times in a shift, one at the start of the shift at 7.30 am (Shift-A) or at 5.00

pm (For Shift-B). Second punching after Lunch/Dinner, and then at the

closing hour of the shift.

Card punching after lunch break is not applicable for Non-Unionized

employees.

Attendance Downloading & Report generation:

When the employee punch his card, the data recorded in the punching

clock is transferred to the file in the computer through downloading &

posting.

After downloading the attendance data of the previous day is posted as a

separate file.

The data is checked trice a day

o 1st check – 8.30 am (check the attendance of the Night shift)

o 2nd check – after 9.30am (check for late coming in the Morning

Shift)

o 3rd check – 5.00 pm.



The strength (actual) of each shift is generated and submitted to HEAD –

HR.

A muster or attendance register for each employee is open in the system

every month with all the particulars like Employment No., Name, Month

and Holidays pertaining to that employee.



Leave Limits:

Casual Leave: An employee is eligible for 10 days casual leave per calendar

year.

No employee is allowed to avail Leave of more than three (3) days

continuously at a time.

Privilege Leave: An employee is eligible for 30 days privilege leave in

calendar year.

National and Festival Holiday: Four National and Seven Festivals holidays

are award each year. If Aavani Avittam falls on a weekly holiday, another

festival holiday is selected.

Maternity Leave: All female employees are entitled to Maternity leave. All

female employees going on maternity leave are entitled for 84 days leave and

benefits are available to them as per the Maternity Benefit Act.

Leave on Loss of Pay: If an employee remains absent on LLP grounds from

Monday to Friday, the succeeding weekly holiday Viz., Saturday and Sunday

shall also be treated as leave on Loss of Pay.

An employee who is on loss of pay for 24 days and above in a calendar

year shall not be eligible for an increment. However loss of pay arising out

sickness and accidents for continuous 10 days and above shall not be taken



into account for arriving the 24 days.

Review of Literature

Meaning:

Absenteeism has been variously defined authorities from time to time.

Thus the term absenteeism refers to the workers absence from his regular task

when he/she is scheduled to work.

Any employee may stay away from work if he/she has taken leave to

which he/she is entitled (or) some accident with out previous sanction leave.

Definitions by Experts:

Absenteeism is the total man shifts lost because as percentage of the

total number of man shifts scheduled to work. – Labor Bureau Simla.

Absenteeism is the practice (or) habit of being as “Absence” and

absentee is won who habitually stay away. – Webster Dictionary.



Types of Absenteeism:

Authorized Absenteeism.

If an employee absents himself/ herself from work by taking

permission from his/her superior and applying for leave, such

absenteeism is called as Authorized Absenteeism.

Un-Authorized Absenteeism

If an employee absents himself/ herself from work without

informing or taking permission and without applying for leave, such

absenteeism is called as Un-Authorized Absenteeism.

Willful Absenteeism

If an employee absents himself/ herself from duty willfully, such

absenteeism is called as Willful Absenteeism.

Caused by Circumstances beyond One’s control.

If an employee absents himself/ herself from duty going to the

circumstances being his/ her control like involvement in accidents or

sudden sickness, such absenteeism is called as absenteeism caused

by circumstances beyond one’s control.



Features of Absenteeism:

Research studies undertaken by different authors reveals the following

features of absenteeism.

The rate of absenteeism is the lowest in pay day it increases

considerably on the following payments of wages and bonus.

Absenteeism is generally high among the workers between 45 to 58

years of age.

The rate of absenteeism varies from department to department within

organization. Generally it is high in assembling section.

Absenteeism in tradition industries is seasonal characters.

Effects of Absenteeism:

Increasing rate of absenteeism adds considerable crash to the cost of

industry. Besides the loss of capital, absenteeism also adversely affects

the process and the business profit. The effects of unauthorized

absenteeism are more than other types of absenteeism.



Causes of Absenteeism:

Sickness:

Sickness is one of the main reasons for the employee’s absenteeism in the

company.

Unhealthy Working Conditions:

Excess heat, noise, low lighting, poor ventilation, dust, smoke, etc., causes

the absenteeism of workers.

Social and Religious Ceremonies:

Social and Religious functions divert the workers to remain outside the

worksite.

Alcoholism:

Workers mostly prefer to spend money and the consumption of liquor and

enjoyment after getting the wages. Therefore the rate of absenteeism is

more during the first week of every month.

Unsound Personal Policies:

The improper and unrealistic personal policies result in employee’s

dissatisfaction. The dissatisfied employee intern prefers to be away from

the work.



Inadequate Leave Facilities:

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

compels the workers to fall back on E.S.I. scheme, they are entitled to 56

days leave in a year on half pay instead of going without pay, the workers

available themselves of third E.S.I. facility. Supervisors with oriented

rather than man oriented approach are also a factors, which compels

workers to absent themselves on an E.S.I certificate rather then avail of

leave on benefited groups.

Personal Factors:

Such as martial, health, education, hobbies and extra curricular activities.

When age and experience of the worker with longer experience had a

better reward of presence less experienced worker to be make absent.

Home Conditions:

Such as distance from residences, mode of conveyance, family size,

problems and responsibilities.

Job Satisfaction:

There is relationship between job satisfaction and absenteeism. i.e., job

satisfaction is negatively calculated with absenteeism.



Measures for Control of Absenteeism:

Absenteeism is a serious problem for a management because it involves

heavy additional expenses. Reserves and understudies are kept in readiness

to take the place of the absentee, failing which the overhead cost of idly

equipment has be faced. Industrial employees do not usually ask for leave

of absence in advance as to how long they would be way.

The Encyclopedia of social science suggests the following measures to

reduce the absenteeism.

Rate of Absenteeism:

The personnel management should encourage notification, especially in

cause of sickness. When the duration of absences is likely to be long.

In cause of personal and family circumstances. Eg., Illness of children.

Leave should be granted.

To reduce unavoidable absence due to sickness an industrial accidents,

programmers of industrial hygiene and safety should be strengthened.

Regularity in attendance can be encouraged to some extend and other

pecuniary Inducements.

Absenteeism is probably natural human reaction to the routine of modern

factory Life.



Research Methodology

The systematic gathering recording and analyzing of the data about

problems, formulating hypothesis and suggested collecting, organizing and

evaluating data, making deductions and reaching conclusion and carefully

testing the conclusions to determine whether they fit the formulating

hypothesis.

Aim of the study:

Having assigned the task of conducting a survey for the esteemed and

prestigious “Rane (Madras) Ltd” the aim of the research is

“Study of the reason that way for the increased rate of Absenteeism

among workers in Rane (Madras) Ltd.”

Research Design:

The process starts after selection of the topic research design denotes

the planning of the resource study by which the research followed the below

methods and techniques.

The type of research design framed for the study is “Descriptive

Research”.

Sample Size:

The survey is conducted with 110 employees of Rane (Madras) Ltd.

This is determined by the considering the time factors and restrictions in the

company.



Sampling Techniques:

The sampling technique is taken for the study is “Convenience

Sampling”.

Data Collection Method:

After identifying and defining the research problem and determining

specific information required is solve the problem, the task is to look for the

type and source of data which may yield the desired results. Two types of data

are being collected but the primary data form a major part of the study.

The Two Types of Data Collection:

Primary data &

Secondary data

Primary Data:

These are the date that are freshly collected form the employees so as to

find the increased rate of irregular attendance questionnaires are being,

prepared and circulated among the employees so as to collect accurate data

and results.

Secondary Data:

The process of secondary data collection and analysis is called research.

It includes those data, which are collected for that earlier research work. Thus

efficacious use of secondary data can save both money and time of the

research. Company was the main source for secondary data, which provided

the material for the research study.



Collection of data through Questionnaires:

This method of data collection is quite popular, particularly in case of

big enquires. It is being adopted by private individuals, research workers,

private and public organizations and even by governments. In this method a

questionnaires is consists of a number of questions printed or typed in a

definite order on a form or set of forms.

The method of collection data by mailing the questionnaires to

respondents is most extensively employed in various economic and business

surveys. Respondents, who are not easily approachable, can also be reached

conveniently. Large samples can be made use of and thus the results can be

made more dependable and reliable.

Statistical Tools Used:

The statistical tools which will be used to analysis the data are:

Chi-square analysis

Sample percentage method

Chi-square analysis:

If the research is interested in determining whether the number of

observations in or responses that fall into various categories differ from

chance. If the data is normally scaled, a chi-square test is applied.

The formula for computing chi-square is

Chi-square = ∑ (Oi-Ei)²/Ei

Where

Oi = Observed frequency

Ei = Expected frequency



The calculated value of chi-square is compared to the table value of chi-

square for the given degree of freedom at specified level of significant. If the

calculated value of chi-square is less than the table value the difference

between theories and observation is considered to be significant that is it could

not have raised due to fluctuations of simple sampling on the other hand.

Sample percentage method:

This method is used in making comparison between two or more series

of data. Percentages are used to describe relationship percentages can also be

used to compare the relative terms.



Table No – 1

Workers Gender

Factors No. of Respondents % of Respondents

Male 110 100

Female 0 0

Total 110 100

From the above table, 100% of employees belong to male workers.



Chart No – 1

Workers Gender

0%

100%

0

20

40

60

80

100

120

Male Female

Genders

% o

f Res

pond

ance

s



Table No - 2

Age of workers:

Age No. of Respondents % of Respondents

18 – 25 Yrs 10 9

25 – 35 Yrs 20 19

35 – 45 Yrs 20 19

45 & Above Yrs 60 55

Total 110 100

From the above table, 55% of employees are in 45 years and above,

19% of employees are in between 25 to 45 years of age.



Chart No - 2

Age of workers

9%

18% 18%

55%

0

10

20

30

40

50

60

18 - 25 25 - 35 35 - 45 45 & Above

Age

% o

f Res

pond

ance

s



Table No - 3

Qualification of Employees:

Qualifications No. of Respondents % of Respondents

S.S.L.C 45 41

I.T.I 35 32

Diploma 25 23

Engineering 5 4

Total 110 100

From the above table, 41% of employees have SSLC qualification, 32%

of employees have I.T.I qualification, 23% of employees have Diploma & 4%

of employees have Engineering qualification.



Chart No - 3

VEL SRI RANGA SANKU ARTS & SCIENCE COLLEGE

41%

32%

23%

4%

05

1015202530354045

% of

Respondents

S.S.L.C I.T.I Diploma Engineering

Qualification

Qualification of Employees

49


Table No – 4

Work Experience:

Experience No. of Respondents % of Respondents

0 – 5 Yrs 3 3

5 – 10 Yrs 10 9

10 – 15 Yrs 14 13

15 – 20 yrs 19 17

20 & Above 64 58

Total 110 100

From the above table, 58% of employees have 20 years and above work

experience.



Chart No – 4

VEL SRI RANGA SANKU ARTS & SCIENCE COLLEGE

3%9%

13%17%

58%

0

10

20

30

40

50

60

% of

Respondents

0 - 5 Yrs 5 - 10Yrs

10 - 15Yrs

15 - 20Yrs

20 &Above

Yrs

Year of Experiences

Work Experience

51


Table No – 5

Distance from the Residence:

Distances No. of Respondents % of Respondents

0 – 5 Kms 15 14

5 – 10 Kms 35 32

10 – 15 Kms 35 32

15 – 20 Kms 20 18

20 & Above Kms 5 5

Total 110 100

From the above table, 64% of employees are traveling between 5 – 15

kms daily from their residence to the office.



Chart No - 5

14%

32% 32%

18%

5%

05

101520253035

% of Respondentes

0 - 5Kms

5 - 10Kms

10 - 15Kms

15 - 20Kms

20 &AboveKms

Distance in Kilometer

Distance from the Residence



Table No - 6

Mode of Transport:


By Train & Walk 10 9

By Govt. Bus 55 50

By Own Vehicle 35 32

By Walk 10 9

Total 110 5

From the above table, 50% of employees are coming to office by

Government Bus, 32% of employees are coming to office by their own

vehicle.



Chart No – 6

Mode of Transport

9%

50%

32%

9%

By Train & Walk

By Govt. Bus

By Own Vehicle

By Walk



Table No - 7

Difficult to reach factory on time:


Strongly Agree 0 0

Agree 35 32

Disagree 40 36

Strongly Disagree 15 14

Neither agree nor Disagree 20

18

Total 110 100

From the above table, 36% of employees Disagrees to reach the factory

on time.



Chart No – 7

StronglyAgree

Agree Disagree StronglyDisagree

Neither agreenor Disagree

S1

0%

32% 36%

14% 18%

0

10

20

30

40

Difficult to reach

% of Respondentes Difficult to reach factory on time



Table No - 8

Job Satisfaction:


Strongly Agree 45 41

Agree 55 50

Disagree 10 9



0

Total 110100

From the above table, 50% of employees Agrees about their job

satisfaction & 41% of employees Strongly Agrees.



Chart No - 8

Job Satisfaction

41

50

9

0 00

10

20

30

40

50

60

Strongly Agree Agree Disagree Strongly Disagree Neither agree norDisagree

Factors

% o

f Res

pond

entes



Table No - 9

Salary Satisfaction:



Agree 70 50

Disagree 20 9



0

Total 110 100

From the above table, 50% of employees Agree that they are satisfied

with the salary, 41% of employees Strongly Agrees that they are satisfied with

the salary.



Chart No - 9

9%

64%

18%

0%9%

010203040506070

% of Respondentes

StronglyAgree


Neitheragree norDisagree

Factors

Salary Satifaction



Table No - 10

Team workers are regular to work:


Strongly Agree 10 9

Agree 95 86

Disagree 0 0



5

Total 110 100

From the above table, 86% of employees Agrees that they team

workers are regular to work.



Chart No – 10

Team workers are regular to work

9%

86%

0%0%5%

Strongly Agree Agree

Disagree Strongly Disagree

Neither agree nor Disagree



Table No – 11

Good co-operation with colleagues:



Agree 90 82

Disagree 0 0



0

Total 110 100

From the above table, 82% of employees Agrees that they are having a

Good cooperation with their colleagues.



Chart No - 11

18%

82%

0% 0% 0%

0102030405060708090

% of Respondentes

StronglyAgree



Factors

Good co-operation with colleagues



Table No – 12

Cordial relationship with higher authorities:


Strongly Agree 5 5

Agree 100 90

Disagree 5 5



0

Total 110 100

From the above table, 90% of employees Agrees that they are having

cordial relationship with their higher authorities.



Chart No - 12

5%

91%

5% 0% 0%

0

20

40

60

80

100

% of Respondentes

StronglyAgree



Factors

Cordial relationship with higher authorities



Table No – 13

Ranking the factors of Absenteeism:


Work Stress 10 9

Family Stress 30 27

Personal Problem 45 41

Unexpected Work 25 23

Inadequacy leave facility 0

0

Total 110 100

From the above table, 41% of employees are taking leave due to their

Personal problem, 27% are due to Family Stress, 23% are due to Unexpected

works & 9% of employees are taking leave due to Work stress.



Chart No – 13

Ranking the factors of Absenteeism

9%

27%

41%

23%0%

Work Stress Family Stress Personal Problem

Unexpected Work Inadequacy leave facility



Table No – 14

Type of Leave Taking frequently:

Types of Leave No. of Respondents % of Respondents

Casual Leave 100 91

Privilege Leave 10 9

Total 110 100

From the above table, 91% of employees prefer to use their Casual

leaves.



Chart No – 14

Type of Leave Taking frequently

91%

9%

Casual Leave Privilege Leave



Table No – 15

Receiving the Leave Grievances


Yes 95 86

No 15 14

Total 110 100

From the above table, 86% of employees are receiving the Leave

grievances from the company.



Chart No – 15

86%

14%

0

20

40

60

80

100

% of Respondentes

Yes No

Factors

Receiving the Leave Grievances



Table No – 16

Compensating the leave taken days

compensating the days No. of Respondents % of Respondents

Yes 100 91

No 10 9

Total 110 100

From the above table, 91% of employees are compensating their leave

taken days by working on any weekends.



Chart No – 16

91%

9%

0

20

40

60

80

100

% of Respondentes

Yes No

Factors

Compensating the leave taken days



Table No – 17

Other source of Income:

Other Income No. of Respondents % of Respondents

Yes 10 9

No 100 91

Total 110 100

From the above table, 9% of employees have other sources of

income.


Other sources of Income

Yes9%

No91%


Chart No – 17



Table No – 18

I feel boredom in doing the assigned duty:


Strongly Agree 0 0

Agree 40 36

Disagree 50 45


Neither agree nor Disagree 15 14

Total 110 100

From the above table, 45% of employees Strongly Disagrees the work

boredom.



Chart No - 18

0%

36%

45%

5%

14%

0

10

20

30

40

50

% of Respondentes

StronglyAgree



Factors

I feel boredom in doing the assigned duty



Table No – 19

Satisfied with the company policy:

company policy No. of Respondents % of Respondents


Agree 90 82

Disagree 5 5



Total 110 100

From the above table, 82% of employees Agrees with their company

policies.



Chart No – 19

14%

82%

5% 0% 0%

0102030405060708090

% of Respondentes

StronglyAgree



Factors

Satisfied with the company policy



Table No - 20

I feel safety in my work place:



Agree 95 86

Disagree 5 4



Total 110 100

From the above table, 86% of employees Agrees that they feel safety

in their work place.



Chart No – 20

I feel safety in my work place

0%0%4%10%

86%

0

20

40

60

80

100

Strongly Agree Agree Disagree StronglyDisagree

Neither agreenor Disagree

Fractors

% o

f Res

pond

ente

s



Table No – 21

The shift that I feel convenient for me:

Other Income No. of Respondents % of Respondents

I – Shift 90 82

II – Shift 15 14

III – Shift 5 5

Total 110 100

From the above table, 82% of employees feel comfortable to work in

I – Shift.



Chart No – 21

The shift that I feel convenient for me

81%

14%5%

I - Shift II - Shift III - Shift



Table No – 22

Minimum no. of leave taken days for one year:

Leave taken days No. of Respondents % of Respondents

0 - 2 Days 0 0

2 - 4 Days 20 18

4 - 6 Days 30 27

6 - 8 Days 60 55

Total 110 100

From the above table, 55% of employees are taking minimum no. of

leaves, number of leave is 6 – 8 days for a year.



Chart No – 22

Minimum no of days leave taken for one year

55%

27%

18%

0%0

10

20

30

40

50

60

0 - 2 Days 2 - 4 Days 4 -6 Days 6 - 8 Days

Days

% o

f Res

pond

ente

s



Table No – 23

Maximum no. of leave taken days for one year:

Leave taken days No. of Respondents % of Respondents

10 Days 70 64

15 Days 15 14

20 Days 20 18

25 Days 5 5

Total 110 100

From the above table, 64% of employees are taking maximum number

of leaves, leave is 10 days for a year.



Chart No – 23

64%

14% 13%5%

0

10

20

30

40

50

60

70

% of Respondentes

10 Days 15 Days 20 Days 25 Days

Days

Maximum no. of days leave taken For one year



Table No – 24

Getting Leave Approvals:

Leave Approvals No. of Respondents % of Respondents

Prior Permission 95 86

After Permission 15 14

Without Permission 0 0

Total 110 100

From the above table, 86% of employees are getting Prior approvals for

their leaves.



Chart No – 24

Leave Approvals

86%

14% 0%

Prior Permission After Permission Without Permission



Table No – 25

Suggestions from employees:

Suggestions No. of Respondents % of Respondents

Bus Facilities 30 27

Leave Grievance increases 15 14

Every thing is Ok 65 59

Total 110 100

From the above table, 59% of employees are accepting that Every thing

is Ok, 27% of employees expecting Bus Facilities & 14% of employees wants

to increase Leave Grievances.



Chart No – 25

Suggestions from employees

27%

14%59%

Bus Facilities Leave Grievance increases Every thing is Ok



CHI SQUARE TEST

Relationship between Leave Grievances & Compensating Days.

Ho- There is no significant difference between Leave Grievances & Compensating Days.

H1 - There will be significant difference between Leave Grievances & Compensating Days.

Observed Frequency: Assuming Sample Size is 110

FactorsReceiving

leave grievances

Compensating leave taken

daysTotal

Yes 95 100 195No 15 10 25Total 110 110 220

Expected Frequency

Variables Yes NoLeave 98 13Compensation 98 13

CHI SQUARE TABLE

O E O-E (O-E)2 (O-E)2/E95 98 -3 9 0.091815 13 2 4 0.3076100 98 2 4 0.040810 13 -3 9 0.6923

Total 1.1325



Proceed further as per CHI Square formula.Calculation for Degree of Freedom = (C-1) (R-1) = (2-1) (2-1) =1

From Table 5% level of Significance at Degree of Freedom 1=3.84

Calculated Value = 1.1325; Table Value = 3.84

The Calculated value is less than Table Value then Null Hypothesis (H0) is accepted.

Hence, there is no significant difference between Leave Grievances & Compensating Days.



Findings

1. 55% of employees are in 45 years and above, 19% of employees are

in between 25 to 45 years of age.

2. 58% of employees have 20 years and above work experience.

3. 41% of employees have SSLC qualification, 32% of employees have

I.T.I qualification, 23% of employees have Diploma & 4% of

employees have Engineering qualification.

4. 58% of employees have 20 years and above work experience.

5. 64% of employees are traveling between 5 – 15 kms daily from their

residence to the office.

6. 50% of employees are coming to office by Government Bus, 32% of

employees are coming to office by their own vehicle.

7. 36% of employees Disagrees to reach the factory on time.

8. 50% of employees Agrees about their job satisfaction & 41% of

employees Strongly Agrees.



9. 50% of employees Agree that they are satisfied with the salary, 41%

of employees Strongly Agrees that they are satisfied with the salary.

10. 86% of employees Agrees that they team workers are regular to

work.

11.82% of employees Agrees that they are having a Good co-operation

with their colleagues.

12. 90% of employees Agrees that they are having cordial relationship

with their higher authorities.

13. 41% of employees are taking leave due to their Personal problem,

27% are due to Family Stress, 23% are due to Unexpected works &

9% of employees are taking leave due to Work stress.

14. 91% of employees prefer to use their Casual leaves.

15. 86% of employees are receiving the Leave grievances from the

company.

16. 91% of employees are compensating their leave taken days by

working on any weekends.

17. 9% of employees have other sources of income.

18. 82% of employees Agrees with their company policies.



19. 86% of employees Agrees that they feel safety in their work place.

20. 82% of employees feel comfortable to work in I – Shift.

21. 86% of employees are getting Prior approvals for their leaves.

22. 59% of employees are accepting that Every thing is Ok, 27% of

employees expecting Bus Facilities & 14% of employees wants to

increase Leave Grievances.



Suggestions

Absenteeism is in control as per the survey in the organization, so the

following feasible suggestions are proposed to the management of the

organization to sustain with the current rate of absenteeism.

1. To allow employees to compensate their leaves by working on any

weekends as the employees prefer too.

2. The management should continue encouraging the employees, who are not

taking any leaves

3. To continue the good relationship between the employees and their higher

authorities.

4. To conduct stress management trainings as applicable to employees.

5. To make them to feel good working atmosphere within the organization.



Conclusion

Thus, the project studies on Absenteeism in Rane (Madras) Limited

gives me a good exposure to learn about the employees attitude related to

leaves.

The company is recording un-authorized absenteeism as nil and

authorized absenteeism in between 2-3 % in their organization, so the

management provided this project for us to understand the pulse of the

employees and to know how they are feeling about the management related to

leave policies.

It’s a pleasure to know that the management satisfying all their

employees by providing good leave policies to their employees. At the end of

the study, we proposed the suggestion to the management to maintain the

absenteeism rate by collecting the feedbacks from their employees.


m.b.a hr main project (1)

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