A Project Report On

At

New Delhi
(Submitted in partial fulfillment of the requirement for the degree of Master of Business Administration to MAHARSHI DAYANAND UNIV-ROHTAK)

Submitted To: Miss.Richa Gaba Lecturer

Submitted By: Sh.Mahroosa Nazeer Roll no: 032 Reg. no: 1079172716

SATYA COLLEGE OF ENGINEERING AND TECHNOLOGY 72 Km Stone, Nh-2, Delhi Mathura Road, Mitrol Dis. Palwal, 121105 (Haryana)

TABLE OF CONTENTS
CHAPTER 1 TOPIC
INTRODUCTION 1000METRES.COM History Career Opportunities

PAGE NO.

Introduction of the topic Define and Meaning Causes Of Absenteeism Kinds Of Absenteeism Redefining Absence

3 4 5 6 7

Data Analysis And Presentation Limitations Conclusion Questionnaires Bibliography

ACKNOWLEDGEMENT
After completing the project at 1000Metres.com., it is a great pleasure for me to thank all those who have helped me during the course of completion of my project.

I express my sincere thanks to Mr. Baljinder Singh

(Head of the Deptt.) of

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

Last but not the least; I would like to place a word of appreciation on record for a all those who directly on indirectly supported me.

Sh. Mahroosa Nazeer

PREFACE
The project involves the exposure of the student to get an insight of the real life business situation. This practical training gives ample opportunity to apply ones academic knowledge in the field subtended by ones personality, initiative and lesion capabilities .

Human resource management is that by which one can feel the nature of the company. It is used to find out the attitude of Employees towards the Organisation.

Sh. Mahroosa Nazeer

CANDIDATES DECLARATION

I hereby declare that the work which is being presented in the project report entitled Absenteeism Causes And Remedies, in partial fulfillment of the requirement for the award of the degree of Master of Business Administration in, Satya College Of Engineering &Technology 72 Km Stone,Nh-Delhi Mathura Road, Mitrol DisPalwal, 121105 {HARYANA} is record of my own work and was carried out for a period of six weeks under the guidance of Mr. Baljinder Singh Training Head of 1000METRES.COM India LTD.

(Sh. Mahroosa Nazeer)

Executive Summary
The Management of human resource department is very complicated and challenging task for those who are entrusted with the running of the organization and this implies considerable knowledge of various aspects of performance appraisal. Every management student irrespective of his /her specialization eagerly waits to start the summer training. For many of us it is the first opportunity to have a closer look at an organization. This very curiosity of what happens and how we are going to become a part of whole organization made us work and find out every little detail regarding the organization. I have undergone a 4 weeks training at 1000Metres.com

The Executive, who manages human resource department, must have a background of theoretical and conceptual knowledge of the subject. This project report, keeping in mind above quoted views, presents the first hand study and based on surveys

1000Metres.com
In this report attempt has been made to co-relate the theoretical aspect to the formal procedure of human resource department activities, and to understand what are the employees views about there absenteeim in the company, Besides this, report provides an idea about the effectiveness of the policies to the customer and exiting human resource department at

1000Metres.com

INTRODUCTIION

COMPANY PROFILE

Indias fastest growing online portal for one stop property solutions and its allied services. It covers all Property Requirements and caters the need in other important associated property related services. Thats how its the one stop shop solution for all property needs. Interior Decorators & Designers Architects Builders Real Estate Agents Vaastu Consultants Modern Art

Exclusive Property Related traffic on site.

Benefits of Internet Marketing Or Internet Marketing Vs Traditional Marketing

1. Lower Cost The small advertisement in leading newspaper costs several thousands of Rupees whereas cost of advertisement at Internet is pretty less. 2. Wide Coverage Area Internet users have no geographical limitations whereas advertisement on all other medias such as Newspaper, TV channels, Radios etc have geographical limitations.

1000metres offers to: A. Individual Customer Detailed information of houses available for Sale, Purchase, Rent, PG accommodation.

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

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

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

CAREER OPPORTUNITIES

As 1000METRES.COM is an extremely fast-moving, forward-looking company, we expect a great deal from our employees. As well as the technical expertise appropriate for each position, those who are successful possess a number of qualities and skills, such as:

Enthusiasm get out of life (and work) what you put in.

Self-motivation Carpe Diem seize the day

Can-do attitude a problem is an opportunity and a challenge.

Team-player together we can achieve this

Commitment follow it through to the end.

Innovation and creativity from small acorns Problem-solving and decision making right first time

Resilience we all learn through our experiences-good and bad.

Flexibility where there is a will, there is a way.

Communication getting the (right) message across either verbally or in writing

Sense of humour working can be fun-and very effective

Commitment to continuous learning create your own capacity for future development.

Introduction

ABSENTEEISM

DEFINITION OF ABSENTEEISM

Absenteeism is referred to as failure of employees to report for work when they are scheduled to work. The state of chronic absence from work is regarded as chronic absenteeism. Absenteeism is usually addressed through progressively stricter disciplinary measures that can result in the termination of the individuals employment.

Absenteeism in employment law is the state of not being present that occurs when an employee is absent or not present at work during a normally scheduled work period Absenteeism can be defined as a constant absence from work. It can lead to suspension

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

In India data on Absenteeism is collected and compiled by 2 agencies; The labour bureau shimla The annual survey of industries(ASI)

Absenses from work due to authorized vacation & privilege leave, strikes, lockouts and layoff are not regarded as absenteeism. However leaves due to accident, sickness and casual leave is considered as absenteeism.

MEANING OF ABSENTEEISM

The philosophical attitude of being so wrapped up in thinking about past or future events that one completely forgets to inhabit the present moment, and consequently is in serious danger of falling out of existence altogether.

Absenteeism is the precise opposite of philosophical presentism, which denies the reality of past and future events on the grounds that nobody has ever seen one, except insofar as they occur in the present moment, and so when all is said and done, that must be the only thing that really exists. According to the presentist, any memories or premonitions that you may actually experience from time to time are simply manifestations of the casusal consequences or potentialities of other non-existent events that just happen to be floating around the universe, or else are the delusions of an overactive imagination brought on by watching too much daytime television.

Whilst presentism is a perfectly healthy, life-affirming attitude that encourages one to inhabit the present with concern and respect for all the other things and beings that can be found in it, absenteeism encourages a total lack of awareness about oneself, other people and ultimately life itself. Extended periods of absenteeism may reportedly lead to the subject disappearing from the present moment altogether and materializing in a parallel universe in which they are permanently located some two feet left of themselves, although the truth of such reports have yet to be substantiated.

Absences may be scheduled or unscheduled.

* Scheduled: Absences are scheduled in advance for such events as vacation, medical appointments, military service, family activities, jury duty, funerals, and other happenings which cannot be scheduled outside of regular work hours. * Unscheduled: Absences and tardies are considered unscheduled for such events as illness, family emergencies, transportation emergencies, family member illness and/or death, and household emergencies such as flooding.

Absences are excused, unexcused, or no-fault.

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

such events as vacation, medical appointments, military service, family activities, jury duty, funerals, and other happenings which cannot be scheduled outside of regular work hours. * Unexcused: Absences are not discussed and excused in advance, by the supervisor, for such events as illness, family emergencies, transportation emergencies, family member illness and/or death, and household emergencies such as flooding. * No-fault: Absences are considered "no-fault." No attempt to classify an absence as excused or unexcused is attempted. Each employee is allowed a certain number of days off from work, at their discretion. Progressive discipline is used when the employee exceeds the number of allowed absences.

Absences are compensated and uncompensated.

* Compensated: Absences are generally compensated when their frequency and rationale fall within the guidelines established in the organization's attendance policy. These compensated absences may depend upon certain required employee actions such as seeking permission for scheduled absences from work in advance, or calling in to report an unscheduled absence within organization timelines and expectations. * Uncompensated: Absences are generally uncompensated when they number in excess of the allowed absences stated in the organization's attendance policy. Excessive absenteeism is governed by the policies of the individual school system, institution, or employer, which vary by entity. Some schools are required to develop procedures for dealing with excessive absenteeism. The following is an Costs:

Costs are related to the disruption of the process in which the absent person is normally involved. So the cost is really a function of what process is disrupted and the duration . Loss of process can cause loss of a customer (s) which is a profit loss. It can also harm the company image in the eyes of potential customers if there is a flagrant pattern of missing scheduled production dates which are influenced by absenteeism or any other cause for that matter. if someone is available and trained to handle the absentee's work function, then the cost effect can be minimized, but don't neglect the cost to train the fill in person adn the fact that the fill in person may be an extra employee who would not be otherwise required.

Stats about Absenteeism According to the labour force survey, absenteeism has risen extensively in the past years. It was estimated that 700,000 of full time employees, which is about 7% of the total market, were absent for any given week. The absence of these employees was due to illness, disabilities or family obligations. On average about 8.5 days were lost to absenteeism. In the past years it was only 7 days.

CAUSES OF ABSENTEEISM

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

ILLNESS

WORKLOAD

POOR WORKING CONDITION

INADEQUATE LEADERSHIP

The industrial society report Maximizing Attendance also highlights a divergence of opinion between what managers think are the top 5 causes of absence and what employees say themselves:

How employees report absence Cold/flu Stomach upset/food poisoning

In managers own opinion cold/flu Stress/emotional problems/personal problems

Back problems Headaches/migraines

Low morale/boring jobs Monday morning blues/extending the weekends

Stress/emotional problems/personal problems

Children care problems/family sickness

If managers are correct as seeing the reason in the left hand column as often being code for some of the reasons they list, in pinpoints areas where employers could take positive action to reduce absenteeism.

The Cost of Absenteeism.

Cost of Absenteeism

Decrease in Productivity

Financial Costs

Administrative Costs

DECREASE IN PRODUCTIVITY

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

FINANCIAL COSTS Payment of overtime may result Cost of self insured income protection plans must be borne + the wage costs of replacement employees Premium cost may rise for insured plans

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

ABSENCE RATE: It is the sum total of time loss due to all authorized and unauthorized leaves. It is calculated by using the following formula:

Absence rate = persons not working due to authorized + un authorized absence * 100 Absence rate might reflect HR practices shuch as leave -----------------------------------------------------------------------------------------Man shifts actually worked

Absence rate might reflect HR practices such as leaves rules, vacations, etc. it enables a company to examine and modify its HR policy. Cost to the Employer Administrative costs associated with rescheduling staff or hiring staff. Payroll costs for temporary staff. Training costs associated with introducing temporary staff to the organisation. Reduced productivity - managers may have to shut down departments or reduce operations to compensate for a reduction in staffing levels. Overtime may have to be scheduled to fill positions left by absent staff.

Added cost of training supervisors in the cost of absenteeism. Many organization average the total number of absent days and schedule extra staff to cover overstaffing to compensate for the lost productivity. Insurance claims and legal fees associated with absent employees as a result of an accident at work. Cost of time - how much does it cost the company every time an employee is away from their desk due to dentist / doctor appointments. Costs associated with statutory sick pay and the increasing administrative work faced by payroll drive up costs.

Managing the costs of absenteeism It is unlikely that in any organisation absenteeism can be completely eradicated and employers should therefore make financial provision for payment of sickness benefit. Group income protection schemes (also known as permanent health insurance) insure against the variable but potentially huge cost of supporting staff who suffer long term disability through regular premiums. They can be a cost effective way of providing cover; all members of the scheme can be insured up to a certain level of cover, known as the 'free cover' level, without the need for medical evidence, irrespective of their state of health. These schemes may also benefit employee relations and staff morale and may help attract and retain staff. The cost of the cover is not a benefit in kind for the employee and does not appear on a P11d. And premiums usually attract corporation tax relief for the employer. How do income protection schemes work? By providing a regular payment of a proportion of an employee's earnings during a period of extended absence through sickness, injury or accident, they ensure there remains an incentive to return to work.

Cover continues until the employee's recovery, death or on termination of the insured period (normally retirement age), whichever occurs first. About half of income protection claims cease within three years and two-thirds within five years. Traditionally most income protection schemes are written with an unlimited claim period, however reducing this to say 5 years dramatically reduces costs whilst providing cover for a sufficient period.

UNDERSTANDING ABSENTEEISM

The definition is Absenteeism, its causes, its effects on productivity, and its costs in terms of finances administrative effectiveness are quite clear. What is not a clear is how to take affirmative action to control Absenteeism in such a way as not to create mistrust, costly administration and system avoidance (game players). Every employee who takes off in defiance of companys regulations has reasons right or wrong, which justify to themselves the legitimacy of their actions. Unless a management attendance program identified and addresses the causes of employee absenteeism. It will b ineffective and unfair traditional disciplinary programmes alone can, at best, give the illusion of control. It is no secret that there are ways to beat even the best systems. The fear of discipline often only increases the desire to avoid management system.

KINDS OF ABSENTEEISM

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

 Innocent absenteeism Culpable absenteeism 1. innocent absenteeism: Refers to es who are absent for reasons beyond their control like sickness and injury. 2. Culpable absenteeism: It refers to employees who are absent without authorization for reasons which are within their control for instance, an employee who is on the sick leave even though he or she is not sick, and it can be proven that the employee were not sick, if guilty of culpable absenteeism.

KINDS OF CHRONIC ABSENTEEISM

KINDS OF CHRONIC ABSENTEES

ENTREPRENEURS

STATUS SEEKERS

EPICURIANS

FAMILY ORIENTED

SICK AND OLD

HOW TO DEAL WITH EMPLOYEE ABSENTEEISM

(a). Tackling absence positively

leaving aside surveillance, interrogation and other more draconian approaches, which no doubt some employers might favour there are preventive measures which employers could take. family friendly policies, flexible hours to work place crches to help employes cope up with childcare problems. Providing more varied/interesting/responsible work to combat low morale/boring job syndrome Compressed working week option to cater positively for those who may need longer weekends Mentoring, counseling, fitness programmes, on site manage etc to help people through stress, emotional/personal problems, plus careful monitoring of work load.

(b).Positive intervention.

PROVIDE INCENTIVE

CHANGE MANAGEMENT STYLE POSITIVE INTERVENTIONS

DEVELOP AN ATTENDENCE POLICY

CHANGE WORKING CONDITIONS

Redefining Absence

An alternative approach is to alter the nature of absences, so that absence from the work place does not mean that no work is done at all. When people are absent unless an agreed appointment with the doctor or dentist-it is usually for a whole day at a time. But people who may not feel up to the commute journey and 8 hours of continuous work able and willing to put in a few hours of work.

EXCESSIVE ABSENTISM This is a touchy issue. If the employee has abused sick leave recently, and those absences have nothing to do with the injury to his knee, then it is likely that he can be terminated. Suppose your company permits 5 absences per year. He has racked up 10, and the last 3 have been for a cold or the flu. You could legitimately terminate the employee. Ideally, you would have given him a written warning for excessive absenteeism at least two or three times, with a final warning resulting in termination. The US Department of Labor enforces the FMLA or Family and Medical Leave Act. As you know, this law permits an employee to take up to 12 weeks of unpaid, job-protected leave for a serious health condition. An injury requiring surgery is almost always a serious health condition. Unfortunately, if the employee has not been disciplined in the past, he probably cannot be now. The question the US Department of Labor is likely to ask is: If this employee\s absenteeism in the past has been such a problem, why hasnt he been disciplined or terminated for it already? FMLA permits the employee to take time off intermittently to go to doctors appointments, etc. At a minimum, he should fill out the FMLA papers now, so that every hour he is missing from work counts as part of his accumulated 12 weeks of leave. For both FMLA and unemployment benefits, only the most recent absence counts. Suppose this employee has totally abused sick leave by taking off work to go fishing, at least 5 times in the past. Suppose that you can even prove this, because you have witnesses who went fishing with him. As far as the US Department of Labor is concerned, that is irrelevant. The employees past abuse of the company sick leave policy doesnt change his rights under FMLA. He is entitled to FMLA leave regardless of his past performance. (The US Department of Labor would say that

you could have fired the employee at the time. But since you did not, he is now entitled to FMLA leave.) This is a frustrating situation for any employer, because the most recent absence is just the straw that broke the camels back. The FMLA absence would not be a problem, if this employees attendance had been good to begin with. Unfortunately, the employer probably cannot take action under these circumstances. You are justified in firing this employee if you have a clear paper trail of written warnings, and if the absence is unrelated to his knee injury. Otherwise, the best course of action is to give him FMLA leave. When he returns, there is a good chance that he will soon be up to his old tricks, taking too many (nonFMLA) days off work. At that point, you will have cause to write him up for excessive absenteeism and eventually terminate

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

1. First offense - written counseling and warning that continued excessive absenteeism will lead to subsequent disciplinary action. 2. Second offense - written counseling session and warning that continued excessive absenteeism will lead to termination. 3. Third offense - termination."

Costs:

Costs are related to the disruption of the process in which the absent person is normally involved. So the cost is really a function of what process is disrupted and the duration.

Loss of process can cause loss of a customer (s) which is a profit loss. It can also harm the company image in the eyes of potential customers if there is a flagrant pattern of missing scheduled production dates which are influenced by absenteeism or any other cause for that matter.

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

can be minimized, but don't neglect the cost to train the fill in person adn the fact that the fill in person may be an extra employee who would not be otherwise required.

Prevention:What you can do to prevent absenteeism-related problems: Adopting a systematic approach. Creating and coordinating project team. Administering clear tasks and responsibilities. Ensuring the support of senior and line management. Involving employees actively. Involving the personnel department, company medical service or external guidance.

Steps to take when dealing with absenteeism Initial Warning

 Written Warning Suspension Discharge

Verbal Warning Meet with the employee face to face and talk to them about the problem. Advise the employee that his/her attendance record must improve and be maintained at an improved level. Then let them know that further disciplinary action will be the result. Offer any counselling or guidance that an employee may need only to certain circumstances. Give further verbal warnings as required. Do checks on the employees attendance and make note of noticeable changes. If absenteeism continues then proceed to a written warning. Written Warning Meet with the employee again. Show the employee the record that you have been keeping track of, that there has been no noticeable (or sufficient) improvement. Give the employee a chance to give their reason for the lack of improvement. If you do not like the reasoning then issue a written warning. Insure the employee is aware of why this warning was given. Then have to copies made, one will go to the employee and the other will go into the employees files. If warnings are not good enough then you may proceed to suspension. Suspension (only after consulting with the appropriate supervisors) If the absenteeism persists, after the next interview period and immediately following an absence, the employee should be interviewed and advised that he/she is to be suspended. The length of the suspension will depend on how server the problem has become and the explanation of the employee. the final step which should only be the resort is dismissal. Dismissal (only after consulting with the appropriate supervisors) Dismissals should only be considered when all of the above steps and procedures have been met. The employee, upon displaying no satisfactory improvement, would be dismissed on the grounds of his/her unwillingness to correct his/her absence rec Reducing absenteeism

Employers can take a number of steps to reduce absenteeism, such as: giving responsibility for absence management to senior or HR managers rather than line managers * introducing return to work interviews * introducing discipline procedures * formal notification procedures * occupational health services * employee assistance plans. Occupational health services are now widely recognised as a method of managing absence and employer liability claims. The aim is to reduce the frequency and duration of absence, including planned absence due to operations or hospital procedures and manage the costs of long term disability payments and group income protection cover by limiting claims and returning employees to work more quickly. Usually these services will provide support for employees returning to work, advice for managers and HR departments on managing absenteeism and on minimising the risk of claims due to accidents at work and work related illness.

Absence Control and Work/Life Programs Most companies must nip the situation at the bud if they want this developing problem to be curbed. According to the survey, nearly 66 percent of survey respondents offer flu shot programs to employees. This number has risen from 2006 (64%). Another option being offered by many firms are health maintenance programs, which include proper fitness, diet and hygiene classes. These are offered separately or as part of a wellness program or an employee assistance program.

Gorovsky suggested these tips for controlling absenteeism and presenteeism:

Use absence control programs, such as paid leave banks (paid time off). This eliminates the differentiation between absence types, such as vacation, illness or personal leave. This also provides employees with more discretion, flexibility and control. The survey findings revealed that 69 percent of employers use paid leave banks or paid time off to control presenteeism.

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

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

Employers must also make sure their managers and supervisors are sensitive to their employees illnesses and personal issues. To help, employers can provide health and wellness programs and childcare services.

Reducing stress in the workplace The HSE advises managers to carry out a risk assessment to find out if they are placing undue demands on their workforce. Support from the employer may include * being approachable and open to discussing problems

* avoiding encouraging people to work excessively long hours * prioritising tasks and cutting out any unnecessary work * giving warning of urgent or important work * providing training * increasing the variety of work tasks * ensuring workplace hazards such as noise, harmful substances or abuse are controlled.

DATA ANALYSIS AND PRESENTATION

Presentation and analysis

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

Years of experience

No. of workers

0-10 10-20 20-30 30-40 40-50

0 3 8 16 3

0 3 3 8 16
0to10 10to20 20to30 30to40 40to50

From the above diagram it is visible that maximum no. of workers have working experience in 1000METRES.COM Limited in 30-40 range. The mean 31.33 years also suggests that. This suggests the workforce of the company is very old and therefore, health problems related to old age is one of the reasons for absenteeism and late coming.

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

Responses 1. More than 5 days

No. of responses 8

2. Less than 5 days 3. Not absent at all

10 12

0
8 12

1 2 3

10

The maximum no. of responses were in the category of less than 5days, also nearing it are responses in the category of being not absent at all during the previous month. Through this data, the discussion in the payroll department and the various observation made by the trainee it can be said that inspite of persistent problem of absenteeism no single workers takes leave for many no. of days ,this can also be analyzed through question.4.

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

Responses 1.1st working days of the week

No. of responses 5

2. 1st working dayafter holiday 3. Any other day than the above two 4.Not Applicable

10 5 10

1 2 3 4

Through the above figure it can be observed that a large no. of workers prefer to extend their holidays. The probable reason can be that since during festivals workers go to their native places and take more time to return , thus ,making themselves absent. The company can devise a attractive in cash or kind reward for all those who report to the duty on time after a long holidays, this can create an attractive for the workers to report timely to their duty.

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

Responses 1.Casual Leave

No. of Responses 5

2.Sick leave 3.Others 4.Both 1&2 5.Not applicable

11 0 3 11

1 2 3 4th Qtr 5

It can be seen from the diagram that the workers take only authorized leaves,i.e, sick leave or casual leave,as they dont want to loose their wages and rarely take leave without pay. Therefpr, no disciplinary action can solve this problem rather it can be resolved only through informal ways, striving toward attitudes change of the workers.

5.Do you give application after availing leave?

Responses

No. of Responses

1. Yes, Always 2. Sometimes 3. No 4. Not applicable

12 11 1 6

1 2 3 4

From the above data it is clear that a large proportion of responses are in the category of giving the leave application after availing the leave. This happens inspite of the fact that in the SOR of the company it is written clearly that a prior written permission from the personnel department is essential. Therefore ,it is suggested that the rules mentioned in theSOR should be strictly enforced otherwise they loose their significance and purpose.

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

Responses 1. Always late

No. of Responses 3

2. Occasionally 3. Rarely 4. Never

9 1 17

1 2 3 4

It is rather astonishing to find out that workers do not admit that they come or were absent for many days, as reflected from the above data. This was contradicted by the very fact of late that the trainee did observe the large number of late warning issued on any day.

7. If you were late, generally by how much time?

Responses 1. More than 30 mins 2. Less than 30 mins 3. Around 10 mins 4. around 5 mins 5. Not applicable

No. of Responses 2 1 2 9 16

1 2 3 4 5

This is another contradicting data. The maximum no. of respondents said that x

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

Responses 1. Train was late 2. business commitment 3. Family requrement 4. Alcohol intake 5. Ill health 6. Any other

No. of Responses 7 2 11 0 4 6

1 2 3 4 5 6

9.Is it responsibility of worker to plan his or her journey to reach on time in case train is Late Responses 1.Strongly Agree 2.Slightly Agree 3.strongly disagree 4.slightly disagree 5.cant say No. of Responses 24 0 0 2 4

Positive intervention it was found that workers do have sense of responsibility as majority of workers respondend that it is responsibility of workers to be on time.

10. how absenteeism affects production and productivity ?

Responses 1.Strongly Agree 2.Slightly Agree 3.strongly disagree 4.slightly disagree 5.cant say

No. of responses 13 0 12 2 3

1 2 3 4 5

This distribution clearly shows that the workers need to workers need to be made aware about the affects of absenteeism on production in broader perspective.

11. Absenteeism increases cost and should be controlled ?

Responses 1.Strongly Agree 2.Slightly Agree 3.strongly disagree 4.slightly disagree 5.cant say

No of responses 14 5 4 3 4

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

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

Responses 1.Strongly Agree

No of Responses 20

2.Slightly Agree 3.strongly disagree 4.slightly disagree 5.cant say

0 4 6 0

1st Qtr 2 3 4 5

It was found that workers strongly feel that controlling problem of absenteeism should be responsibility of both management and workers

13. a) problem of absenteeism can be solved if, Responses 1.workers with full felicitated to present role model for others No of responses 6

2. workers, who are not availing all their leaves are rewareded

3. management comes out to find out problem

1 2 3 4

b) the kinds of rewards suggested by the worker

Responses 1. leaves should be added 2. full wages should be given

No of responses 5

19

1 2

INTERPRETATION
Through this survey it has been found that almost all the male workers want that they should be paid full wages in lieu of authourised leaves not availed by them. Many female workers want that their unavailed leaves should be carried forward to next month as add on. It is through this survey it has been found that almost all the male workers want that they should be paid full wages( D.A. + Basic ) in lieu of authorized leaves not availed by them.

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

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

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

4) The sample size is small for generalizing the responses for all the workers, nevertheless, the trainee has supplemented the data with the observations made & the understanding gained through various discussions made with the supervisors.

Conclusion:

1. It is rather astonishing to find out that workers do not admit that they are absent for many days, as reflected from the data collected. This was contradicted by the very fact the trainees did observe the large no of warnings issued on each day,

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

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

4. through this survey it has been found that almost all the male workers want that they should be paid full wages( D.A. + Basic ) in lieu of authorized leaves not availed by them. Many female workers want that their unavailed leaves should be carried forward to next month as add on.

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

RECOMMENDATIONS

1. Its recommended that in place of current system of payment of basic wages for unavailed leaves, workers should be given full wages, i.e., Basic + D.A. there should also be option of adding on unavailed leaves should be given for benefit of the female workers.

2. Through regular interaction with the workers rhey should be made aware about cost incurred due to absenteeism and late coming. 3. It is recommended that managerial staff in production should be made more accountable.

This can be done by weekly or fortnightly assessment of production manager and supervisory staff by workers in a fixed format. The 360 appraisal system can be placed for this purpose.

360 Superiors

90

Clients

Person to Be appraised

Peers

270 Subordinates

180

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

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

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

7.

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

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

9. Management should install suggestions and grievances box at various places in the factory premises so as to create direct channel of communication, through which workers can give their views without fear.

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

SUGGESTIONS

1) Counseling center It is managerial technique. Through counseling any problematic and helpless workers it may be formal or informal and done by qualified and managerial level authority. To sort out the solution of advice for solving the problems of the workers and also counseling service in the industry among the workers is needed for developing strong industrial relation.

2) Moral policy -

For managing and organization many people for the purpose of achieving organizational goal their is formal or informal policy but mutual response, honesty, organizational behavior, organizational culture and rules and regulations which are unwritten that is moral policy should be based on humanitarian and democratic philosophy. It is significant for maintaining amity relation between the trade union and management.

3) Training and development Learning is endless process during the training in working places. The job training of changes the attitude of the worker its learn to make able form of his job. The training is the way through which worker develop his potential skill, quality, personality etc. The training of the employees got stimulus direction, which is helpful for maintaining positive industrial relation in the industry.

4) Welfare facility The management should provide the welfare facilities to the workers such as good working environment, canteen facility (token money), transportation for workers in low fee those are residing quite far from the industry, also the medical facility, etc. Which reflects the high standard and moral boosting and also to build strong personality among the work forces.

Questionnaires

INTERVIEW SCHEDULE Section - A Name: .. Age: .. Sex: ... Section B 1. For how long you have been working with 1000METRES.COM Limited New Delhi ? Department:

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

a) More than 5 days b) Less than 5 days c) Not absent at all

3. Which kind of leave did you avail, when you are absent ? a) yes b) no

4. Do you give leave application after availing leave ?

5. What are the possible reasons for being absent ? a) Business commitment b) Ill health c) Family requirement d) Train was late e) Lack of information f) No job satisfaction g) Company does not take care of my need

6. Absenteeism affects both production and productivity ? a) strongly agree b) strongly disagree c) cant say d) slightly agree e) slightly disagree

7. Do you feel you are a valuable and in dispensable worker for smooth production ? a) strongly agree b) strongly disagree c) slightly agree d) slightly disagree

e) cant say 8. Absenteeism is responsibility of both management and union ? a) slightly agree b) slightly disagree c) strongly agree d) strongly disagree e) cant say 9. The systems placed in the company to check absenteeism are not functioning properly and are out dated ?

a) strongly agree b) strongly disagree c) cant say d) slightly agree e) slightly disagree

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

a) strongly agree b) strongly disagree c) cant say d) slightly agree e) slightly disagree 11. Problem of absenteeism can be solved if

a) Workers with full attendance are facilitated, to present a role model for others b) Workers who are not availing all their leaves are rewarded. If yes, which type of reward... c) Management comes out to find out problems of workers, who are absent and help them if their reasons sound genuine. d) Any other method(s) to encourage people to come to work

BIBLIOGRAPHY
Singh, Nirmal Human Resource Management

David Balkin Managing Human Resource

Vaid, K.N. Papers on Absenteeism

Flippo,Edwin.B Personnel Management

Google search engine, wikipedia encyclopedia Employer-employee.com

Robbins, stephens p, decenzo david a. Personnel/Human Resource Management Prentice Hall of India Pvt. Limited New Delhi, 2005