Professional Documents
Culture Documents
ABSENTEEISM
TABLE OF CONTENT
LIST OF TABLES
LIST OF CHARTS
I INTRODUCTION
1.1 Profile of Organization 1
1.2 Process of manufacture 4
1.3 Organization chart 6
1.4 Organization structure 7
II REVIEW OF LITERATURE 10
III OBJECTIVES 25
IV RESEARCH METHODOLOGY 26
VII CONCLUSIONS 74
VIII LIMITATIONS OF THE STUDY 75
SCOPE FOR THE FUTHER STUDY 76
APPENDICES
ANNEXURE-1 77
ANNEXURE-2 81
ABSTRACT
To achieve this defined objective structured questionnaire based on the preliminary study
made is prepared. The prepared questionnaire is used to get the direct responses from the
employees of spinco, puducherry.
The response given by the employees of spinco, puducherry analyzed and interpreted
using different type of statistical tools used are percentage analysis , weighted average method ,
chi square , correlation .
After analysis and interpretation it reveals the following points are important in improving
the working condition ,increasing the salary , transport facilities , introduction of attendance
programme , promotion incentives , increasing leave , welfare facilities , the above all conclusion
will helpful for management to improve the presenteeism.
LIST OF TABLES
38 Point Weightage 69
LIST OF CHARTS
The birth of cotton textile industry can be traced back to the year 1818, when for the first
time a mill was started in Calcutta. But its real foundation was laid in Bombay with a mill set up
in 1853 under PARSI Management. Early years marked a rapid progress and number of cotton
mil1s increased up In Ahemedabad, Sholapur and Nagpur. In 1951 the total number of mills in
this Industry was only 378 of which 103 where spinning and 275 were composite Mills.
The number of cotton textile mill increased to 1051 in 1990; of this 770 were spinning
mills and 281 composite mills. The total investment in the fixed assets is 1300 crores. It
contributes for about 25% of total exports. In puducherry, the first spinning mill which started its
operation be Desbarsyns de Richement', Governor of French rule at that time in 1827 on the
western style. In 1828 Blin and Delbruck are businessmen of France have stared another spinning
mill in PuduCherry with a production capacity ofabout700 Kg per day, and provided employment
for 225 workers. Thus the organized mill sector provides employment to more than one million
people in the country and about l/5th of the total employed in manufacturing industry. Its
contribution of government revenue and to export earnings is substantial.
The Pondicherry Co-operative Spinning Mills was registered as cooperative Society under
the Pondicherry co-operative societies Act 1972 during the year 1979. This spinning mill is the
first type of its kind in its venture in the union territory of Pondicherry. The society has been
registered on 28-12-1979, the actual functioning commenced in the year 1984. The factory is
situated 22 Kms away from Pondicherry in the National Highways 45-A, between Pondicherry
and Villupuram in the Village Thirubuvanai.
The foundation stone for the Mill was laid on 10.08.1981 by the then Chief Minister of
Pondicherry and the factory was inaugurated by the then his.Excellency T.P. Twari, Lt. Governor
of Pondicherry on 16.11.1984. The trial production was made on 12.2.1984 and the Commercial
production was started on 19.3.84. The mills Spindale was 25080 only. The Mill has achieved its
full spinning capacity in the year 1987.
1.1.3 MEMBERSHIP
The Mill was started with 138. Members with a share capital of Rs.79, 9001akhs- at the
beginning and at Present there are 815 members with a share capital of Rs .689.31lakhs
comprising as the following.
Among all the co-operatives in India, the Pondicherry Co-operative Spinning Mills has been
identified as No.1 Mill for its profitability, Machine productivity, Net profit and Labour
productivity. The Position placed by the Mill from 1987-88 to 1990-91 is detailed below:
1.1.5 AIFCOSPIN - All India Federation for Co-operative Spinning Mill- Bombay,
It has awarded many awards. The position placed by the mill from 1987-88 to 90-91
The Pondicherry co-operative spinning mills ltd is processing with its licensed capacity
1.2.1 SPINNING
The process of spinning starts with ginning. Ginning is process by which Seeds are
removed from the raw cotton. In this mill, the ginned cotton is directly purchased and so that the
ginning is not carried on and the remaining .Process is followed as usual.
• MIXING AND BLOW ROOM
Raw cotton is received at the mill in highly compressed bales. Bales of different varieties
are opened at time and layer of cotton from each bale is fed alternatively, into the machine with a
view to obtain uniform blend. It is cleaned in blow room line.
• CARDING
The blow room lap is fed into carding machine. The cotton is subject to the action of
sharp wire points of licker cylinder, doffer and flatter resulting in 'the further removal of neps and
waste. After processing in, comes out in the cane.
• DRAWING
On the drawing frame, a uniform sliver lab is produced- by 6 to 8 card sliver and drafting
them proportionately. Here parallelization of fibers is achieved and this process is repeated twice
for carded yam and the sliver lab is then fed to the speed frame.
• SPEED FRAMES
This term' Speed frames' is used to designate a group of machines in which cotton in the
form of drawing sliver is reduced to a much smaller size by drafting and a slight twist.
• RING FRAMES
The final yarn is spun on ring frames by drafting and twisting the rove from the speed
frames. The drafts and twist .varies depending on the count and quality of yarn required.
• DOUBLING
Generally two yarn threads are sending parallel on single cone on a doublers winding
machine. Thereafter such yarn is twisted together on a ring doubling machine to form a double
yarn.
1.2.2 BUSINESS
The Pondicherry co-operative spinning mill is running with 3shifts. The production process
is non – stop. The first shift timing is from 7 00A.M. to 3.30 P.M., The second shift is from 3.30
P.M .to 12.00MID NIGHT .And the third shift is from 12 MID NIGHT to 7.00 A.M. with a half
-an- hour break for workers but not for production .Nearly 630 workers are working in the mill.
1.2.4 MANAGEMENT
Managing Director
Administration Production
& Finance Wing
Labour Admn. Manager Controller of Asst. Spinning Asst Spinning Elec. Engineer
Officer Accounts Master Master. (Qlty.
(Maintenance) control)
Clerks Clerks Supervisor for Quality Control Engineering
Prodn & wing wing
Maintenance
Masteries &
Workers
• Production wing
• Quality control wing
• Engineering wing
• Maintenance wing
• Accounts and finance wing.
• Administration wing
The major activity concerned in the mill is production of yarn from raw Cotton. In this
mill, the machineries and materials are equipped to produce yarn from the count range 305 to
1005. The Asst. Spinning Master (Maintenance & production) is in charge for the production
wing. The supervisors in the production will look after the process of production in different
stages. 6 staffs and 540 workers are working in production wing.
The main responsibility of this wing is to check the quality of yarn and quality of raw
materials. Asst. Spinning Master (Quality Control) is in charge for this wing. All the incoming
raw materials and outgoing yarn are checked in quality point of view. In this wing, nearly 10
staffs are working.
This wing takes care of all electrical equipments and fittings in the organization. It also
takes all preventive measures. An Electrical Engineer heads this wing. A group of 21 workers are
worked in this department under the control of the Electrical Engineer
1.4.4 MAINTENANCE WING
This wing is functioning under the head of Asst. Spinning Master (maintenance). This
wing is taking care of maintenance of all machineries in the mills. This will take measures to
maintain the machinery in good working condition. One staff and 68 workers are functioning in
this wing.
The finance and accounts wing is playing an important role in this organization. This
wing maintains a systematic record of the daily events of business. It also maintains records of all
financial transactions to find out the profit or loss during the year, and to know the correct
financial status of the mill. All payments and receipts are taken care by this wing. The controller
of accounts heads this department and three staffs are working in this department
• The success of any manufacturing organization depends largely on the workers, the
employees are considered as the backbone of The Pondicherry Co- Operative Spinning
Mill Ltd, Puducherry
• The employee absenteeism is booming HR issue in many industries .It helps to know the
employee satisfactions level and it help to find cause of employee absenteeism, based on
certain factor like working condition, leadership style, work stress, leave days, and salary
level.
• This study can be helpful to the management to improve its core weaknesses by the
suggestions and recommendations prescribed in the project.
• The need of this study can be recognized when the result of the related study need
suggestions and recommendations to the similar situation.
CHAPTER-II
REVIEW OF LITERATURE
“Every time an employee is absent from work there is a loss of productivity to the
organization,” explains Sharon Kaleta, President and CEO of the Disability Management
Employers Coalition (DMEC). “One person absent from work may not create a problem, but
several people absent for one or more days can have a significant financial impact to the
organization.
• IMPACT OF ABSENTEEISM
There are many forms of absenteeism, ranging from short-term illness, long-term illness,
unauthorized absence and persistent lateness, to other authorized absences such as annual leave,
paternity leave, time off to care for dependents and compassionate leave. Other causes might also
include low morale, stress and poor working conditions, many of which are preventable.
The effect absenteeism can have on a business can be wide-ranging, but particularly
affects those employees left to pick up the pieces. According to Wayne Wendling, Senior
Director of Research at the International Foundation of Employee Benefit Plans.
The workings of a company have changed and employees are now much more
interconnected than previously – and, as a result, organizations are much more dependent on their
employees.
“When someone is absent, the entire web of interaction among employees can be
disturbed in terms of workflows and the availability of information,” he explains. “Part of that is
overcome as more files are now open to people who can fill in and help with the tasks that the
individual may have been performing. However, there is a definite ‘ripple effect’ through the
organization when someone is unexpectedly ill. The productivity of others is also being
impacted.”
• WORKING WELL
There are many measures that an employer can take to help mitigate the rippling effects of
absenteeism on the workforce. Sometimes it really is the little things that make the most
difference. Allowing employees to visit doctors and dentists, health surveillance, health education
and stress management interventions are all good examples. “Once they are measuring absence
and then reducing it, they will find that a fitter workforce will perform better and productivity
will increase – giving them a competitive edge in any business environment,” enthuses Bawden.
One of the most effective ways to combat absenteeism, however, is to maintain a happy
working environment where people actually enjoy coming to work. “Have a workplace that
people love to come to work in and they feel they are doing something meaningful,” Wendling
recommends.
The report contains data from the IBEC ‘WORKPLACE ABSENCE SURVEY 2004,’
which was based on responses received from 557 private sector companies employing 147,000
employees.
Many organizations appear to accept a certain level of absence i.e. where a proportion of
their employees are away on any particular day. The recent IBEC study found that over half of
the respondents did not consider they had a problem with absence. However, more than four out
of ten companies in the survey considered their absence levels to be a cause for concern. As only
a portion of absence days are subject to organization control – it is important to determine what
portion of employee absence is avoidable.
Employees can feel they have been treated unfairly when they perceive other
absent employees as ‘getting away with it’. Absence can also be a symptom of a more serious
underlying problem, such as bullying and/or harassment, communication breakdown, stress, etc.,
which could, if not investigated, lead to significant costs to the organization, as well as causing
long-term damage to the employee.
A recent IBEC survey showed that personal problems were cited as a cause of absence in
a significant number of companies, for both males and females. Nowadays, apart from sickness,
employees can be absent from work for any one of a number of reasons, either under statutory
leave entitlement (such as – annual leave, maternity or adoptive leave, parental leave), or under
arrangements agreed at an individual company level (such as compassionate or bereavement
leave, study and/or exam leave, marriage leave, training, etc.).
For Supervisors/Managers:
Recently, I was asked by a manager how he should deal with the fact that on any given
day 10% of his employees are absent from work. I informed the manager that the problem of
employee absenteeism is a problem best resolved by taking the following four positive
interventions versus taking a negative or punitive approach.
We are all aware of the fact that when employees call in ill, it does not mean they are
truly too physically ill to work. One reason, outside of illness, that employees are absent is stress,
and the number one reason employees are stressed has to do with their relationship with their
manager/supervisor.
Management styles that are too authoritarian tend to promote high levels of absenteeism
among employees. Authoritarian managers are managers who have poor listening skills, set
unreachable goals, have poor communication skills, and are inflexible. In other words, they yell
too much, blame others for problems, and make others feel that it must be their way or the
"highway." Authoritarian managers tend to produce high absenteeism rates. By identifying
managers who use an authoritarian style, and providing them with management training, you will
be taking a positive step not only toward reducing absenteeism, but also reducing turnover, job
burnout, and employee health problems such as backaches and headaches.
• Provide Incentives:
Giving employees incentives for reduced absenteeism is not the same as rewarding or
giving employees bonuses for reduced absenteeism. An incentive provides an employee with a
boost to their motivation to avoid unnecessary absenteeism. It simply helps the employee decide
to go to work versus staying home and watching Jerry Springer.
The types of incentive programs used by companies are numerous. Some companies
allow employees to cash-in unused sick days at the end of every quarter, others give an employee
two hours of bonus pay for every month of perfect attendance; and still others provide employees
with a buffet lunch, a certificate of achievement, or even a scratch-off card concealing prizes. The
type of incentive program that your company uses should be one created especially for your
company. You can create an incentive program tailored to your unique company by allowing
employees to help you develop the incentive program.
The duration of the incentive program is also very important. Some companies find that
they can simply reward employees with perfect attendance once a year, while others decide once
a month is best, and still others decide once a week works best.
Every company should have an attendance policy. An attendance policy allows a manager
to intervene with an employee who is frequently absent. Besides stress as a primary reason for
employee absenteeism, other causes relate to alcoholism, domestic violence, and family problems.
If you confront an employee about his or her frequent absenteeism, and they inform you it is due to
personal problems, consider referring the employee to an Employee Assistance Program (EAP).
One of the most important steps you can take if you are frequently absent is to keep your
employer informed. Employees who are frequently absent without good cause are generally
absent due to numerous frivolous reasons. Employees who are absent for good cause have
legitimate reasons, e.g. sickness or family member illness, and the employee needs time off to
resolve their personal problems. Most employers generally understand the need to be gone from
work due to a legitimate reason; therefore, it is important to communicate clearly and accurately
so your employer does not assume you are out for frivolous reasons.
As an employee you are allowed to take up to 12 weeks of unpaid leave under the federal
Family and Medical Leave Act (FMLA). The 12 weeks of leave may be taken continuous or
intermittently, thereby allowing the employee to work on a less than full-time schedule.
• FMLA can be used for the care of a child after birth, adoption, or foster care placement.
• FMLA is available to care for an immediate family member (spouse, child, and parent) who
has a serious health condition.
• FMLA can be used for your own serious health concerns. It does not cover for the common
cold, flu, ear aches, upset stomach, common headache, or routine dental care.
If you are an eligible employee, your employer must maintain your benefits, allow you to
return to the same or equivalent position, and not decrease your pay or benefits at the conclusion
of 12 weeks. If you believe you are eligible for FMLA, inform your supervisor or HR department
that you are requesting FMLA coverage. Your employer is required to provide you with written
notice, within two business days, informing you if you are eligible or not.
By
GARY VIKESLAND, MA LP CEAP
2.3 ABSENTEEISM
It is observed that if employees were happy doing their work, they would be less inclined
to take even a day off. Many employers think that paying their workers handsomely or providing
better working conditions or improving job security can reduce absenteeism. But such benefits do
not guarantee a reduction in employee absenteeism. The solution actually lies in understanding
and meeting the emotional needs of workers and trying to find out what really motivates them to
come to work and give their best.
A wise manager would endeavor to understand the needs of workers at the recruiting
stage itself. The manager can try and choose the right person for the right job. Getting to know
the applicant well by focusing on the human side rather than on their qualifications and
experience can do this. Efforts should be made to find out the kind of work and responsibilities
that make an employee happy, the enthusiasm for work and ability to get along with other people.
The manager must ascertain that the job suits the candidate.
The next step would be to build employee's trust. As an employer if you have taken
efforts to choose the right candidates for the job, then it is equally important that you believe in
them and trust them to do their job. This trust, though, has to be communicated to the employees.
If the employer believes that the employees cannot do their jobs well, cannot take
decisions on their own and do not do a fair day's work then this is what they will actually do. On
the contrary, if the manager's perception of employees is that they are efficient workers,
independent thinkers and able decision makers, then they will go to any extent to prove it.
The most important step to counter absenteeism is for the manager to constantly give the
employees feedback and motivate them to perform better. But most are woefully lacking in this
ability, they simply are not comfortable telling their staff about their performance.
If you postpone your feedback on things the employee is not doing rightthen it will be
assumed what is being done is right or that you do not notice such things or you do not care.
Some more tips on giving the right kind of feedback:
This can be done by giving the employees greater responsibility, training and developing
their skills and focusing on what they are doing right. Involving employees both formally and
informally in the aspects of the business will create a sense of belonging. These measures make
employees feel good about what they are doing and thus increase job satisfaction. Organizations
would be prudent if they tackle absenteeism before it becomes a contagion.
There are two types of absenteeism, each of which requires a different type of approach.
Innocent absenteeism refers to employees who are absent for reasons beyond their
control; like sickness and injury. Innocent absenteeism is not culpable which means that it is
blameless. In a lab our relations context this means that it cannot be remedied or treated by
disciplinary measures.
Culpable absenteeism refers to employees who are absent without authorization for
reasons which are within their control. For instance , an employee who is on sick leave even
though he/she is not sick, and it can be proven that the employee was not sick, is guilty of
culpable absenteeism. To be culpable is to be blameworthy. In a lab our relations context this
means that progressive discipline can be applied.
After all available information has been gathered, the administrator or supervisor should
individually meet with each employee whom has been identified as having higher than average or
questionable (or pattern) absences. This first meeting should be used to bring concerns regarding
attendance to the employee's attention. It is also an opportunity to discuss with the employee, in
some depth, the causes of his or her attendance problem and possible steps he or she can take to
remedy or control the absences. Listen carefully to the employee's responses.
1. Initial counseling(s)
2. Written counseling(s)
3. Reduction(s) of hours and/or job reclassification
4. Discharge
You may require the employee to provide you with regular medical assessments. This will
enable you to judge whether or not there is any likelihood of the employee providing regular
attendance in future. Regular medical assessments will also give you an idea of what steps the
employee is taking to seek medical or other assistance. Formal meetings in which verbal
warnings are given should be given as appropriate and documented. If no improvement occurs
written warning may be necessary.
If the absences persist, you should meet with the employee formally and provide him/her
with a letter of concern. If the absenteeism still continues to persist then the employee should be
given a second letter of concern during another formal meeting. This letter would be stronger
worded in that it would warn the employee that unless attendance improves, termination may be
necessary.
In between the first and second letters the employee may be given the option to reduce
his/her hours to better fit his/her personal circumstances. This option must be voluntarily
accepted by the employee and cannot be offered as an ultimatum, as a reduction in hours is a
reduction in pay and therefore can be looked upon as discipline.
2.5.4 Discharge
Only when all the previously noted needs and conditions have been met and everything has
been done to accommodate the employee can termination be considered. An Arbitrator would
consider the following in ruling on an innocent absenteeism dismissal case.
1. Has the employee done everything possible to regain their health and return to work?
2. Has the employer provided every assistance possible? (i.e. counselling, support, time off.)
3. Has the employer informed the employee of the unworkable situation resulting from their
sickness?
4. Has the employer attempted to accommodate the employee by offering a more suitable
position (if available) or a reduction of hours?
5. Has enough time elapsed to allow for every possible chance of recovery?
Presuming you have communicated attendance expectations generally, have identified the
employee as a problem, have met with him/her as part of your attendance program, made your
concerns on his specific absenteeism known and have offered counselling as appropriate, with no
improvement despite your positive efforts, disciplinary procedures may be appropriate.
The procedures for corrective/progressive discipline for culpable absenteeism are generally
the same as for other progressive discipline problems. The discipline should not be prejudicial in
any way.
1. Initial Warning(s)
2. Written Warning(s)
3. Suspension(s)
4. Dismissal
Verbal Warning
Formally meet with the employee and explain that income protection is to be used only when an
employee is legitimately ill. Advise the employee that his/her attendance record must improve
and be maintained at an improved level or further disciplinary action will result. Offer any
counseling or guidance as is appropriate. Give further verbal warnings as required. Review the
employee's income protection records at regular intervals. Where a marked improvement has
been shown, commend the employee. Where there is no improvement a written warning should
be issued.
Written Warning
Interview the employee again. Show him/her the statistics and point out that there has been no
noticeable (or sufficient) improvement. Listen to the employee to see if there is a valid reason
and offer any assistance you can. If no satisfactory explanation is given, advise the employee that
he/she will be given a written warning. Be specific in your discussion with him/her and in the
counseling memorandum as to the type of action to be taken and when it will be taken if the
record does not improve. As soon as possible after this meeting provide the employee personally
with the written warning and place a copy of his/her file. The written warning should identify any
noticeable pattern
The length of the suspension will depend again on the severity of the problem, the
credibility of the employee's explanation, the employee's general work performance and
length of service. Subsequent suspensions are optional depending on the above condition.
Dismissal (only after consultation with the appropriate superiors)
Dismissals should only be considered when all of the above conditions and procedures have
been met. The employee, upon displaying no satisfactory improvement, would be dismissed on
the grounds of his/her unwillingness to correct his/her absence
CHAPTER-III
• To know the types of facilities and welfare activities for the employee’s benefit.
CHAPTER – IV
RESEARCH METHODOLOGY
4.1 RESEARCH DESIGN
“A research design is the arrangement of conditions for collection and analysis data in a
manner that aims to combine relevance to the researcher purpose with economy in procedure”.
It constitutes the blueprint for the collection, measurement and analysis of data. As such
the design includes an outline of what the researcher will do form writing the hypothesis and its
operational implication to the final analysis of data.
The Research Design undertaken for the study is Descriptive one. A study, which
wants to portray the characteristics of a group or individuals or situation, is known as Descriptive
study. It is mostly qualitative in nature.
Primary Data
Questionnaires are prepared and personal interview was conducted. Most of the
questions are consist of multiple choices. The structured interview method was undertaken. The
interview was conducted in English as well as in Tamil. Proper care was taken to frame the
interview schedule in such a manner it should be easily understood in view of educational level
of the employees. Generally 25 questions are prepared and asked to the employees of the
Pondicherry Co-operative Spinning Mill Public Ltd., Puducherry.
Secondary Data
Secondary data was collected from Internets, various books, Journals, and Company
Records.
The Population or Universe can be Finite or infinite. The population is said to be finite if
it consist of a fixed number of elements so that it is possible to enumerate it in its totality. So In
this projects consist of finite population. nearly 630 workers working in the mill
Convenient Sampling technique was adopted. In this method the researcher select those
units of the population in the sample, which appear convenient to him or the management of the
organization where he is conducting research.
Nearly 50 samples are taken in Pondicherry Co-operative Spinning Mill Public Ltd..,
The field works is done at Pondicherry Co-operative Spinning Mill Public Ltd.,
Thirubuvanai, Puducherry.
Percentage method
Chi-square test
Correlation
Weighted average method
Analysis of variance (TWO-WAY ANOVA)
4.9.1 PERCENTAGE METHOD
In this project Percentage method test was used. The percentage method is used to know
the accurate percentages of the data we took, it is easy to graph out through the percentages. The
following are the formula
No of Respondent
Percentage of Respondent = x 100
Total no. of Respondents
From the above formula, we can get percentages of the data given by the respondents.
In this project chi-square test was used. This is an analysis of technique which analyzed
the stated data in the project. It analysis the assumed data and calculated in the study. The Chi-
square test is an important test amongst the several tests of significant developed by statistical.
Chi-square, symbolically written as x2 (Pronounce as Ki-Spare), is a statistical measure used in
the context of sampling analysis for comparing a variance to a theoretical variance.
Formula
(O-E) 2
χ 2=
E
O = Observed frequency
E = Expected frequency
4.9.3 CORRELATION
Correlation analysis deals with the association between two or more variables. It
does not tell anything about cause and effect relationship. Correlation is classified in two
types as
Positive and
Negative correlation.
6 ∑ di²
FORMULA r = 1- ______________
n (n²-1)
Correlation value shall always lie between +1 and-1. When r =1, it shows there is perfect
positive correlation between variables. When r = 0, There is no correlation.
Weighted average can be defined as an average whose component items are multiplied by
certain values (weights) and the aggregate of the products are divided by the total of
weights.
One of the limitations of simple arithmetic mean is that it gives equal importance to all
the items of the distribution.
Certain cases relative importance of all the items in the distribution is not the same.
Where the importance of the items varies.
It is essential to allocate weight applied but may vary in different cases. Thus weightage is a
number standing for the relative importance of the items.
Anova is extremely a procedure for testing the difference among different groups of data
for homogeneity. “The essence of ANOVA is that the total amount of variation in a set of data is
broken down into two types such as
• ONE-WAY ANOVA
• TWO-WAY ANOVA
If we take only one factor and investigate the differences amongst its various categories
having numerous possible values one-way anova can be used. When we investigate two factors at
the same time then we can use two-way anova.
4. Correction factor CF = T²
N
5. Calculate Total sum of squares SST = ∑ x1² + ∑ x2² + ∑ x3²….
Degrees of
SOURCE OF Sum of Squares Mean Square (MS) F-ratio
Freedom (d.f)
VARIATION
Between SSR
SSR V2
Rows MSR =
Treatment R-1
MSR
SSE F2 =
Residual or SSE (K-1) (R-1) MSE
MSE =
Error
(K-1) (R-1)
• If the calculated value (C.V) of F1 < tabulated value (T.V) of F1 then H0 is ACCEPTED.
• If the calculated value (C.V) of F1 > tabulated value (T.V) of F1 then H0 is REJECTED.
CHAPTER-V
ANALYSIS AND INTREPRETATION
5.1 ANALYSIS USING PERCENTAGE METHOD
TABLE 5.1.1
RESPONDENT BASED ON AGELEVEL
1 18-25 04 08
2 26-35 18 36
3 36-45 22 44
4 Above 45 06 12
Total 50 100
Source: primary data
Inference:
The above table infers that, 08 % belongs to the age group of 18-25 years, 36 % belongs
to the age group of 26-35 years, 44 % belongs to the age group of 36-45 years and 12 % belongs
to the age group of above 45 year
CHART-5.1.1
AGE
5
0
4
0
3
0
2
0
Percent
1
0
0
1
8-2
5 2
6-3
5 3
6-4
5 a
bove4
5
AGE
TABLE 5.1.2
RESPONDENTS BASED ON THEIR EDUCATION
S.No Education No. of Respondents Percentage
1 SSLC 10 20
2 HSC 22 44
3 ITI 18 36
4 Others 00 00
Total 50 100
Source: primary data
Inference:
CHART-5.1.2
EDUCATION
50
40
30
20
Percent
10
0
sslc hsc iti
EDUCATION
TABLE 5.1.3
RESPONDENTS BASED ON THEIR EXPERIENCE
S.No Experience No. of Respondents Percentage
1 Below2years 11 22
2 3-5 years 07 14
3 Above 5 years 32 64
Total 50 100
Source: primary data
Inference:
The above table infers that
22 % to below 2 years; 14 % belongs to 3-5years, 64 %belongs to above 5 years
CHART-5.1.3
EXPERIENCE
70
60
50
40
30
20
Percent
10
0
below 2years 3-5years above 5 years
EXPERIENCE
TABLE 5.1.4
1 20-22 10 20
2 23 -25 15 30
3 25-28 22 44
4 29-31 03 06
Total 50 100
Source: primary data
Inference:
The above table infers that
20 % belongs to 20-22 days, 30 % belongs to 23-25 days, 44 % belongs to 25- 28days, and
06 % belong to above 29-31 days.
CHART-5.1.4
NUMBEROFWORKINGDAYS
50
40
30
20
Percent
10
0
20-22 23-25 25-28 29-31
NUMBEROFWORKINGDAYS
TABLE 5.1.5
1 0 10 20
2 1 -5 23 46
3 6-10 04 08
4 10-15 10 20
5 16-20 03 06
Total 50 100
Source: primary data
Inference:
The above table infers that
20 %belongs to 0 days, 46 % belongs to 1-5days, 08 %belongs to 6-10 days, 20 %belongs to
10-15 days, and 06 %belongs to 16-20 days.
CHART-5.1.5
LEAVEINMONTH
50
40
30
20
Percent
10
0
0 1-5 6-10 10-15 16-20
LEAVEINMONTH
TABLE 5.1.6
RESPONDENTS BASED ON THEIR NUMBER OF WORKING YEARS IN THE
COMPANY
1 <5YEARS 16 32
2 <10 years 30 60
3 >10 years 04 08
Total 50 100
Source: primary data
Inference:
The above table infers that
32 % belongs to <5 years, 60 % belongs to <10years and
08 %belongs to >10 years.
CHART-5.1.6
60
50
40
30
20
Percent
10
0
<5years <10years >10years
TABLE 5.1.7
1 Highly satisfied 04 08
2 Satisfied 03 06
3 Neutral 13 26
4 Dissatisfied 25 50
5 Highly Dissatisfied 05 10
Total 50 100
Source: primary data
Inference:
The above table infers that
08 % belongs to highly satisfied, 06 % belongs to satisfied
26 %belongs to neutral, 50 % belongs to dissatisfied and10 % belongs to highly
dissatisfied.
CHART-5.1.7
WORKLOAD
60
50
40
30
20
Percent
10
0
highlysatisfied neutral highlydissatisfied
satisfied dissatisfied
WORKLOAD
TABLE 5.1.8
1 Highly satisfied 10 20
2 Satisfied 12 24
3 Neutral 05 10
4 Dissatisfied 13 26
5 Highly Dissatisfied 10 20
Total 50 100
Source: primary data
Inference:
The above table infers that,
20 %belongs to highly satisfied, 24 % belongs to satisfied, 10 % belongs to neutral,
26 %belongs to dissatisfied and 20 % belongs to highly dissatisfied.
CHART-5.1.8
WORKINGHOURS
30
20
10
Percent
0
highly satisfied neutral highlydissatisfied
satisfied dissatisfied
WORKINGHOURS
TABLE 5.1.9
RESPONDENTS BASED ON THEIR MANAGEMENT POLICY
S.No Management policy No. of Respondents Percentage
1 Highly satisfied 20 40
2 Satisfied 10 20
3 Neutral 05 10
4 Dissatisfied 10 20
5 Highly Dissatisfied 05 10
Total 50 100
Source: primary data
Inference:
The above table infers that
40 % belongs to highly satisfied, 20 %belongs to satisfied 10 % belongs to neutral, 20 %
belongs to dissatisfied and 10 % belongs to highly dissatisfied.
CHART-5.1.9
MANAGEMENT POLICY
50
40
30
20
Percent
10
0
highly satisfied neutral highlydissatisfied
satisfied dissatisfied
MANAGEMENTPOLICY
TABLE 5.1.10
RESPONDENTS BASED ON THEIR WORKING ENVIRONMENT
1 Highly satisfied 28 56
2 Satisfied 10 20
3 Neutral 04 08
4 Dissatisfied 05 10
5 Highly Dissatisfied 03 06
Total 50 100
Source: primary data
Inference:
The above table infers that
46 % belongs to highly satisfied, 20 %belongs to satisfied, 08 %belongs to neutral, 10 %
belongs to dissatisfied and 06 %belongs to highly dissatisfied.
CHART-5.1.10
WORKINGENVIRONMENT
60
50
40
30
20
Percent
10
0
highlysatisfied neutral highlydissatisfied
satisfied dissatisfied
WORKINGENVIRONMENT
TABLE 5.1.11
RESPONDENTS BASED ON THEIR RELATIONSHIP WITH THEIR SUPERVISOR
Relation ship with their
S.No supervisor No. of Respondents Percentage
1 Highly satisfied 02 04
2 Satisfied 05 10
3 Neutral 10 20
4 Dissatisfied 20 40
5 Highly Dissatisfied 13 26
Total 50 100
Source: primary data
Inference:
The above table infers that
04 % belongs to highly satisfied, 10 %belongs to satisfied, 20 % belongs to neutral,
40 %belongs to dissatisfied and 26 % belongs to highly dissatisfied.
CHART5.1.11
RELATIONSHIPWITH THEIRSUPERVISOR
50
40
30
20
Percent
10
0
highly satisfied neutral highlydissatisfied
satisfied dissatisfied
RELATIONSHIPWITH THEIRSUPERVISOR
TABLE 5.1.12
RESPONDENTS BASED ON THEIR LEAVE AFFECTING THEIR COMPANY
OUTPUT
1 Yes 39 78
2 No 11 22
Total 50 100
Source: primary data
Inference:
The above table infers that
78 %says yes, 22 %says no.
CHART-5.1.12
80
60
40
20
Percent
0
yes no
TABLE 5.1.13
RESPONDENTS BASED ON THEIR EMPLOYEES SKILL
1 Good 35 70
2 Fair 10 20
3 Poor 05 10
Total 50 100
Source: primary data
Inference:
The above table infers that
70 % belongs to Good, 2 0%belongs to Fair and 10 % belongs to Poor
CHART-5.1.13
EMPLOYEES SKILL
80
60
40
20
Percent
0
good fair poor
EMPLOYEES SKILL
TABLE 5.1.14
RESPONDENTS BASED ON THEIR SALARY PAID
1 Sufficient 20 40
2 In sufficient 10 20
Neutral
3 05 10
Moderately
4 Insufficient 15 30
Total 50 100
Source: primary data
Inference:
The above table infers that
40 % belongs to Sufficient, 20 % belongs to Insufficient, 10 %belongs to Neutral and 30%
belongs to moderately insufficient.
CHART-5.1.14
SALARY PAID
50
40
30
20
Percent
10
0
sufficient insufficient neutral moderately sufficien
SALARY PAID
TABLE 5.1.15
RESPONDENTS BASED ON THEIR COMPENSATION PROVIDED
1 Highly satisfied 03 06
2 Satisfied 04 08
3 Neutral 10 20
4 Dissatisfied 27 54
5 Highly Dissatisfied 06 12
Total 50 100
Source: primary data
Inference:
The above table infers that 06 % belongs to highly satisfied, 08 %belongs to
satisfied, 20 % belongs to neutral, 54 %belongs to dissatisfied and 12 % belongs to highly
dissatisfied.
CHART-5.1.15
COMPENSATIONPROVIDED
60
50
40
30
20
Percent
10
0
highlysatisfied neutral highlydissatisfied
satisfied dissatisfied
COMPENSATIONPROVIDED
TABLE 5.1.16
RESPONDENTS BASED ON THEIR EXISTING JOB
1 Highly satisfied 03 06
2 Satisfied 04 08
3 Neutral 10 20
4 Dissatisfied 27 54
5 Highly 06 12
Dissatisfied
50
Total 100
Source: primary data
Inference:
The above table infers that
06 %belongs to highly satisfied, 08 % belongs to satisfied, 20 % belongs to neutral,
54 % belongs to dissatisfied and12 % belongs to highly dissatisfied.
CHART-5.1.16
50
40
30
20
10
0
HIGHLY SATISFIED SATISFIED NEUTRAL DIS SATISFIED HIGHLY
DISSATISFIED
TABLE 5.1.17
RESPONDENTS BASED ON THEIR FACILITIES PROVIDED BY THE COMPANY
1 Highly satisfied 07 14
2 Satisfied 23 46
3 Neutral 12 24
4 Dissatisfied 06 12
5 Highly Dissatisfied 02 04
Total 50 100
Source: primary data
Inference:
The above table infers that
14 %belongs to highly satisfied, 46% belongs to satisfied, 24% belongs to neutral
l2 %belongs to dissatisfied and 4 % belongs to highly dissatisfied.
CHART-5.1.17
FACILITIESPROVIDEDBYTHECOMPANY
50
40
30
20
Percent
10
0
highly satisfied neutral highlydissatisfied
satisfied dissatisfied
FACILITIESPROVIDEDBYTHECOMPANY
TABLE 5.1.18
RESPONDENTS BASED ON THEIR FLEXIBILITY AND INDEPENDENCE
1 Highly satisfied 05 10
2 Satisfied 04 08
3 Neutral 31 62
4 Dissatisfied 06 12
5 Highly Dissatisfied 04 08
Total 50 100
Source: primary data
Inference:
The above table infers that 10 % belongs to highly satisfied, 08% belongs to satisfied,
62%belongs to neutral, 12 % belong to dissatisfied and 08 % belongs to highly dissatisfied.
CHART-5.1.18
FLEXIBILITYANDINDEPENDENCE
70
60
50
40
30
20
Percent
10
0
highlysatisfied neutral highlydissatisfied
satisfied dissatisfied
FLEXIBILITYANDINDEPENDENCE
TABLE 5.1.19
RESPONDENTS BASED ON THEIR PROCEDURE FOR TAKING LEAV E
3 Asking Permission 07 14
4 No Leave 0 0
Total 50 100
Source: primary data
Inference:
The above table infers that
78 % belongs to giving a leave letter; 08 % belongs to not giving leave letter
14 % belongs to asking permission and 0 % belongs to no leave
CHART 5.1.19
PROCEDUREFORTAKINGLEAVE
100
80
60
40
Percent
20
0
givingaleavelette not givingleavelet askingpermission
PROCEDUREFORTAKINGLEAVE
TABLE 5.1.20
RESPONDENTS BASED ON THEIR REASON FOR TAKING LEAVE
1 Personal Problem 15 30
2 Health Problem 20 40
3 Finance Problem 07 14
4 Working Environment 04 08
5 Others 04 08
Total 50 100
Source: primary data
Inference:
The above table infers that 30% belongs to Personnel problem, 40% belongs to Health
problem, 14 % belongs to Finance problem, 08 % belongs to working environment and 08 %
belongs to others
CHART-5.1.20
REASONFORTAKINGLEAVE
50
40
30
20
Percent
10
0
personn
e lproblem financeproblem others
hea
lthpro
b lem workingenvironme
n t
REASONFORTAKINGLEAVE
TABLE 5.1.21
RESPONDENTS BASED ON THEIR ABSENT DUE TO TRANSPORTATION
PROBLEM
1 In Some cases 23 46
2 Often 05 10
3 Rare 12 24
4 Not at All 10 20
Total 50 100
Source: primary data
Inference:
The above table infers that, 46 %belongs to in some cases, 10% belongs to often,
24 % belongs to rare and, 20 %belongs to not at all
CHART-5.1.21
.
ABSENT DUE TO TRANSPORTATION PROBLEM
50
40
30
20
R
C
N
P
E
10
0
in some case often rare not at all
TABLE 5.1.22
RESPONDENTS BASED ON THEIR INFECTIOUS DISEASE
1 Yes 11 22
2 No 39 78
Total 50 100
Source: primary data
Inference:
The above table infers that
22 % says yes, 78 % says no.
CHART-5.1.22
80
60
40
20
Percent
0
yes no
TABLE 5.1.23
RESPONDENTS BASED ON LEAVE WHENEVER YOU WANT
1 Yes 04 08
2 No 46 92
Total 50 100
Source: primary data
Inference:
The above table infers that
08 % says yes, 92 % says no.
CHART 5.1.23
80
60
40
20
Percent
0
yes no
TABLE 5.1.24
RESPONDENTS BASED ON INSUFFICIENT REST PAUSE
1 More 29 58
2 Less 05 10
3 Tolerable 16 32
Total 50 100
Source: primary data
Inference:
The above table infers that
58 % belongs to more, 10 % belongs to less and 32 % belongs tolerable.
CHART-5.1.24
60
50
40
30
20
Percent
10
0
more less tolerable
TABLE 5.1.25
RESPONDENTS BASED ON MOTIVATION TECHNIQUE
1 Incentives 29 58
2 Bonus 0 0
3 Allowance 21 42
Total 50 100
Source: primary data
Inference:
The above table infers that
58% belongs to incentives, 0 % belongs to bonus and 42 % belongs to allowance.
CHART-5.1.25
MOTIVATION TECHINIQUE
60
50
40
30
20
Percent
10
0
incentives allowances
MOTIVATION TECHINIQUE
TABLE 5.1.26
RESPONDENTS BASED ON THEIR PERSONAL PROBLEM
1 In Some cases 31 62
2 Often 04 08
3 Not at All 15 30
Total 50 100
Source: primary data
Inference:
The above table infers that
62 % belongs to in some cases, 08 % belongs to often and
30 % belongs to not at all.
CHART-5.1.26
PERSONAL PROBLEM
70
60
50
40
30
20
Percent
10
0
in some cases often not at all
PERSONAL PROBLEM
TABLE 5.1.27
RESPONDENTS BASED ON THEIR COUNSELING PROVIDED BY THE COMPANY
1 Yes 31 62
2 No 19 38
Total 50 100
Source: primary data
Inference:
The above table infers that
62% says yes, 38 % says no.
CHART-5.1.27
60
50
40
30
20
Percent
10
0
yes no
TABLE 5.1.28
RESPONDENTS BASED ON THEIR PREFERENCE OF SHIFTS TO REDUCE
ABSENTEEISM
1 General Shift 22 44
2 Weekly Shift 21 42
3 Monthly Shift 07 14
Total 50 100
Source: primary data
Inference:
The above table infers that
44 % prefers general shift, 42 % prefers weekly shift and 14 % prefers monthly shift
CHART-5.1.28
WHICHSHIFT DO YOUPREFER
50
40
30
20
Percent
10
0
general shift weekly shift monthlyshift
WHICHSHIFT DO YOUPREFER
TABLE 5.1.29
RESPONDENTS BASED ON THEIR FREEDOM TO CHANGE THE SHIFTS
S.No Freedom to change No. of Respondents Percentage
the shift
1 Yes 13 26
2 No 11 22
3 Rare 26 52
Total 50 100
Source: primary data
Inference:
The above table infers that 26 % belongs to yes, 22% belongs to no and 52 %belongs to rare
CHART-5.1.29
FREEDOM TO CHANGE
60
50
40
30
20
Percent
10
0
yes no rare
FREEDOM TO CHANGE
TABLE 5.1.30
1 Yes 25 50
2 No 25 50
Total 50 100
Source: primary data
Inference:
CHART-5.1.30
50
40
30
20
10
Percent
0
yes no
TABLE 5.1.31
2 Transport Facilities 30 60
3 Others 09 18
Total 50 100
Source: primary data
Inference:
The above table infers that
22 %belongs to medical facilities, 60 %t belongs to transport facilities and
18 % belongs to others.
CHART-5.1.31
TYPE OF FACILITES
70
60
50
40
30
20
Percent
10
0
medicalfacilites transport facilites others
TYPE OF FACILITES
There is no significant difference in the variable among the employees about their
working hours.
TABLE 5.2.1
1 Highly satisfied 10
2 Satisfied 12
3 Neutral 05
4 Dissatisfied 13
5 Highly Dissatisfied 10
Total 50
Source: primary data
FORMULA
(O-E) 2
χ 2=
E
O = Observed frequency
E = Expected frequency
COMPUTATION OF CHI-SQUARE ( χ 2 )
TABLE No: 5.2.2
S.No O E (O-E) (O-E)2 (O-E)2 /E
1 10 10 0 0 0
2 12 10 2 4 0.4
3 05 10 -5 25 2.5
4 13 10 3 9 0.9
5 10 10 0 0 0
TOTAL 3.8
Source: Primary Data
INFERENCE
Thus Chi-Square test infers that there is no significant difference in the variable
among the employees about their working hours.
TABLE 5.3.1
S.no Factors X Y
1 Yes 11 39
2 No 39 11
Total 50 50
Source: Primary Data
RANKS
TABLE 5.3.2
1-6 ∑ di²
Formula r = 1- ,By substituting the data to the formula, we get r = -1
N (n²-1)
INFERENCE
The value obtained is in negative, where it infers that a change in one variable has an
opposite change in another variable. From the correlation analysis it is inferred that, if the
employees get affected by Infectious diseases then the company output will be get decreased.
Null Hypothesis
i. There is no any significance difference between Salary paid.
ii. There is no any significance difference between absent due to Transportation.
TABLE 5.4.1
Absent due to
Transportation In some
S.no Often Rare Not at all Total
cases
Salary paid
1 Sufficient 7 1 8 4 20
2 In-Sufficient 6 1 1
2 10
3 Neutral 3 2 0
0 5
4 Moderately Sufficient 7 1 3
4 15
Total 23 5 12
10 50
Source: Primary Data
STEPS
Sum of Degrees of
Source Of Mean Square (MS) F-ratio
Squares Freedom (d.f)
Variation
Treatment
between Salary 43.25 3 14.41
paid
Treatment 1.637
between
31.25 3
Absent due to
10.41
Transportation
Residual or
79.25 9 8.80
Error 1.182
INFERENCE
WORKING 10 12 05 13 10
HOURS
MANAGEMENT
POLICY 20 10 05 10 05
WORKING
ENVIRONMENT 28 10 04 05 03
RELATION
WITH 02 05 10 20 13
SUPERVISOR
Source: Primary Data
Table 5.5.2
POINT 5 4 3 2 1
WEIGHTAGE
INFERENCE
The above table infers that the company gives more weight age first to the working
environment, second to the management policy, third to the working hours, and finally to the
relationship with supervisors. This shows that the employees are very much satisfied with their
working environment.
CHAPTER-VI
CHAPTER- VI
CHAPTER-VII
CONCLUSION
The study is carried out to determine the level of employee‘s absenteeism in THE
PONDICHERRY CO- OPERATIVE SPINNING MILL LTD.
CHAPTER-VIII
APPENDICES
ANNEXURE- 1
QUESTIONNAIRE
A STUDY ON EMPLOYEE’S ABSENTEEISM IN SPINCO,
PUDUCHERRY
Personal Details:
1. I) Name :
I I) EID No :
III) Address :
IV) Department :
V) Martial Status :
VI) Annual Income :
VII) Age:
a) 18 – 25 b) 26 – 35 c) 36 – 45 d) above 45
VIII) Education:
a) SSLC b) HSC c) ITI d) Others, please
Specify______
IX) Experience
a) Below 2 years b) 3 - 5 years c) above 5 years
Other Details:
WORKLOAD
WORKING
HOURS
MANAGEMENT
POLICY
WORKING
ENVIRONMENT
RELATIONSHIP
WITH
SUPERVISORS
11. How do you feel about your facilities provided by the company?
a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied
e) Highly dissatisfied
12. Flexibility and Independence allowed?
a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied
e) Highly dissatisfied
13. What is the procedure for taking leave in your organization?
a) Giving a leave letter b) Not giving a leave letter
c) Asking a permission d) No leave
18. Do you tell insufficient rest pause is one of the reasons for absent?
a) More b) Less c) Tolerable
19. What type of motivation techniques adopted for employees regular to the work?
a) Incentives b) Bonus c) Allowances
21. Do you need counseling in the company for your personal matter affecting you in taking
leave often?
a) Yes b) No
23. Do you have freedom to change your shift for your convenience?
a) Yes b) No c) Rare
25. What type facilities do you except from the management to reduce absenteeism?
a) Medical facilities b) Transport facilities c) Others, please
specify____
26. Any suggestion to reduce absenteeism_____________________________
ANNEXURE-2
BIBILIOGRAPHY
BOOKS:
Kothari, C.R., Research Methodology - Methods & Techniques, New Age international
Gupta, S.P., Statistical Methods, Sultan Chand & Sons Publishers, New Delhi, Thirty
Prasath L.M.,Human resources management , Sultan Chand & Sons Publishers, , New
Aswathappa.k, Human Resource and Personnel Management, Tata Mc Graw Hill, New
Delhi, 1999.
WEBSITES:
• www.google.com
• www.wikepidia.com
• www.absenteeism.com