Management Thesis on CAUSES AND REMEDIES OF ABSENTEEISM In LUMAX INDUSTRIES. LTD.

PLOT-6 DHARUHERA(REWARI)

BY : Anamika Yadav

Enroll. No:-

MANAGEMENT THESIS `ON (CAUSES AND REMEDIES OF ABSENTEEISM IN LUMAX INDUSTRIES. LTD.)

Submitted To:

Submitted By: ANAMIKA YADAV MBA (2011-13) A Report Submitted in partial fulfillment of the requirements of THE MBA PROGRAM

(The class of 2012) ACKNOWLEDGEMENT

I take this opportunity to express my gratitude to all the people who have guided and helped me directly or indirectly in the course of completion of my project. I would also thankful to my Faculty Guide Mr. RAKESH YADAV for his constant support and guidance. who has given me an opportunity to do my Management Thesis on CAUSES AND REMEDIES OF ABSENTEEISM IN LUMAX INDUSTRIES. LTD. His valuable suggestions and helping hands has helped me to complete my project successfully.

I am also very thankful to all people of Lumax (Dharuhera) who helped me to fill up my questionnaire for their cooperation in providing me all the necessary information for doing this project in Automobile Industry.

ANAMIKA YADAV 8NBGG028 IIPM GURGAON

TABLE OF CONTENTS
Cover page Title page Acknowledgements Introduction Objective Research Methodology Description of the problem Data collection tool Sample Design Data Analysis Review of Literature Data analysis and Interpretation Findings and Conclusion Recommendations for further study Limitations of the study Annexure

Bibiliography/Webliography

INTRODUCTION TO ABSENTEEISM

Absenteeism has always been a problem for industrial establishments in India. The problem of Absenteeism exists in every industrial establishment either government or private. It disturbs production process, harms the goodwill of company and prevents it from reaching the objectives. Absenteeism means a situation when a person fails to report at work when he is schedule to work. Due to its universality in organizations, it has become a subject of continuous study and analysis. It is a common phenomenon among industries and it demands proper curing efforts. It is a high time to explore the ways of tacking the problem of absenteeism because the competition is getting intensive and if we want to raise ourselves to world class manufacturing, the manpower must be used effectively. The business Olympiad is on process and various teams are ready to fight the competition. So, n organization can be winner and achieve gold medal only by optimizing its resources generally and manpower specially. The basic principle of success exists in regularity and every thing should be done just in time. Fr achievement of this goal the presence of employees of in an organization becomes most important and desirable. There is a distinction between absenteeism and absence. The term absenteeism means unauthorized absence while the term absence is something of which previous intimation had been given. Absenteeism has been defined to mean the practice of absenting oneself from duty, station or estate while Absence may be defined as failure of a worker to report for work when he is scheduled to work. One is supposed to work when work is available for him. While authorized absence is included, absence due to strike, lock-out or lay-off is excluded. The absence of a worker affects group efficiency. It interfere the schedule of work and diminishes the work performance of whole group. Team spirit and uniformity among efforts

can be achieved only through participation of all workers. And for participation the presence at work place is must. Higher morale creates attachments to work and workplace. It improves productivity also. Absenteeism creates financial losses to the employer because he has to pay overtime wages or other incentives to the person substituting the absentee. The absentee is not paid for his non-presence at workplace. It causes financial shortage and that consequently causes labour unrest. So, the absenteeism is axis of many industrial problems.

AIMS & OBJECTIVE OF THE STUDY

To study the causes of absenteeism in the company. To study the employees view points on absenteeism. To study, whether absenteeism may affect the productivity.
To find out whether absenteeism affects the goodwill of the company. To find out the remedies of absenteeism.

To find out the measure how to motivate workers to work properly.

RESEARCH METHODOLOGY

Properly conducted study is a valuable tool for the top management in making some decisions. Good study reduces the uncertainty. Effective research methodology leads to good research.

Research methodology is a way to systematically achieve the objectives of the study.

To know about the causes of absenteeism, the QUESTIONNAIRE, INTERVIEW method has been used.

This questionnaire has 15 questions, which are aimed to achieve the objectives of the study. All the questions are close ended with options.

For the purpose of analysis, various tables and charts were prepared with numbers and percentages of the employees in different choices.

Along with primary data collected through questionnaire-interview, I also have used secondary data, which include theory part.

The survey was conducted on sampling method. Efforts have been made to get representing units. Various steps of a scientific research are as follows:Defining and Formulating problem Collecting necessary information and data

Analysis and interpretation of data Drawing conclusions

DESCRIPTION OF THE PROBLEM

Whenever we start any work, problems come into our way, but with our strength we avoid and try to overcome these problems. 1. Data collection is not 100%. 2. Time constraint. 3. I cannot judge quantitatively employee satisfaction.

DATA COLLECTION TOOL

This includes the primary and secondary sources of Data collection.

Primary Data: - Data Collected from the employees through questionnaire. Secondary Data: -Data collected from companys website

SAMPLE DESIGN
For collecting and appropriate information, 100 workers were interviewed. They were given a questionnaire and asked about their opinion. The observation was done personally. Representative sample will be such which will give a true and unbiased picture of the population. Utmost care will be taken to make sure that there is insignificant sampling error and the results of the sample study can be applied, in general, for the universe with a reasonable level of confidence.

DATA ANALYSIS
Data analysis will be done using suitable statistical techniques and by using sampling method etc. Data will be depicted in the form of tables, charts and graph.

LITERATURE REVIEW
Eleni Stavrou, Stelios Spiliotis, Chris Charalambous (May,2009) in their article Flexible working arrangements in context: An empirical investigation through self-organizing maps this is one of the first studies to utilize Kohonen's self-organizing maps on flexible work arrangements (FWAs), employee turnover and absenteeism within different national contexts and an array of organizational factors. While the majority of FWAs did not reduce significantly employee turnover or absenteeism, country and industry were significant contextual variables in FWA use: we deciphered six main country regions, where service and manufacturing organizations were important to FWA preferences. We found a curvilinear relationship between turnover and shift-work among manufacturing firms regardless of country: turnover decreases at low levels and increases at high levels of shift-work. We also found strong positive relationships between weekend work and turnover among manufacturing firms regardless of country and firms in the region comprising of Germany, Austria, Sweden, Finland, Denmark, Czech Republic and Belgium. Finally, we found consistently high concentration of organizations with low absenteeism throughout certain industries and countries: noteworthy are service organizations in the Netherlands and manufacturing organizations in Australia. The results demonstrate the contextuality of FWA use across countries and industries, and the usefulness of SOMs for research within human resource management.
1 .European Journal of Operational Research. Amsterdam: May 1, 2010. Vol. 202, Iss. 3; pg. 893

Gh R Ghassemi, Gh H Ahmadzadeh, A R Usefy (Dec 2009)in their article What Are the Predictors of Work Impairment in Iranian Patients with Depressive Disorders The purpose of this study is to estimate the predictors of working ability in depressed patients. Two hundred and twenty-six patients with depression consecutively admitted on outpatient basis from March 2003 to May 2006 were classified into working and non working groups. Severity of depression was measured by the Beck Depression Inventory and their occupational adjustment 2 months prior to the last episode was determined by Occupational Adjustment Scale, a subscale of Social Adjustment Scale. The groups were almost similar in terms of age, sex, education, and marital status. There were significant differences between them in terms of family history of depression, episodes of depression, history of suicide attempts, duration of illness and severity of depression (P < 0.01). The working depressed group differed significantly from the impaired depressed group in terms of work experience, job turnover, and overall occupational adjustment (P < 0.01). History of suicide attempt, family history of depression, time lost, severity of depression, pre-morbid occupational adjustment, age, and illness duration emerged as the most important predictors, explaining

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64% of the patients' working ability. Our observations are on line with robust literature across the globe.
2. Community Mental Health Journal. New York: Dec 2009. Vol. 45, Iss. 6; pg. 453

Frank Kuzmits, Art Adams(June 2008) in their study Improving Employee Attendance with No-fault Absenteeism examined that the impact of a no-fault absenteeism control program was assessed in a large international chemical company. Because of excessive incidental absenteeism experienced under the previous personnel policy, no-fault absenteeism policies were implemented in 2007, and evaluated after a year's worth of data had been collected. Absence measures included absenteeism occurrences (an absence of any length), full-day absences, tardies and leaves early. Results showed that all absence measures per employee, when compared to one years' absenteeism data prior to the implementation of no-fault, declined significantly in the year following the introduction of the program.
3. The Business Review, Cambridge. Hollywood: Dec 2009. Vol. 14, Iss. 1; pg. 280, 6 pgs

Peter Done. Professional Broking (Dec2008) in their abstract Checking up on sick leave says that question on how to combat long-term absence is answered. There are a few options open. When you suspect that a sickness is not genuine, you can consider dismissing an employee for fraud although you will need to show that you have carried out a proper investigation and have reasonable grounds for believing that their actions are false. This can be difficult and costly, involving independent medical practitioners. If the medical evidence supports that they will be incapable of work for the foreseeable future, that no suitable alternative work is available and that you have a genuine need to replace the employee on a permanent basis then you should be in a position to give notice of termination on the grounds of capability.
4. Journal of Applied Psychology. Washington: Jul 2009. Vol. 94, Iss. 4; pg.

Jeff Casale (Sep 2008) in his study Employers face worker presenteeism says that nearly half of US workers were absent from work at least once in the past six months, but a trend of greater concern was the number of ill or otherwise distracted workers going to work and not being able to perform up to expectations, according to a recent survey by CIGNA Corp. The survey results highlight that stress that many American workers feel, which not only affects their performance on the job, but over the long term can also affect their mental health and overall sense of well-being.
5. Business Insurance. Chicago: Sep 8, 2008. Vol. 42, Iss. 36; pg. 35, 1 pgs

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Wayne N. Burton, Alyssa B. Schultz, Chin-Yu Chen, Dee W. Edington (2007) in their article The association of worker productivity and mental health examined that Depression and other mental health disorders have a large impact on the quality of life and productivity of millions of individuals worldwide. For employers, mental health disorders are associated with increased health care costs as well as productivity losses in the form of absenteeism, short-term disability absences and reduced on-the-job productivity-known as presenteeism. The purpose of this paper is to review the association of worker productivity and mental health. This review summarizes the literature on the prevalence of mental health conditions among working adults, and the association between these disorders and productivity. Finally, the impact of interventions or workplace policies on the productivity of those suffering with mental health conditions is covered and recommendations for employers are suggested. Depressive disorders are relatively common in most workforces compared to other mental health conditions. The majority of studies on mental health and productivity have been conducted as part of nationwide surveys or in patient populations rather than worksites. The majority of studies show associations between mental health conditions and absenteeism (particularly short-term disability absences). When presenteeism is measured by a validated questionnaire, results show that depression significantly impacts on-the-job productivity (presenteeism). Studies also indicate that the treatment expenditures for employees with depression may be offset by reductions in absenteeism, disability and on the job productivity losses. Workplace policies and benefits which support employees suffering with mental health disorders and provide access to evidenced-based care adhering to best practice guidelines may improve the quality of life of employees and lead to reduced absenteeism, disability and lost productivity.
6. International Journal of Workplace Health Management. Bingley: 2008. Vol. 1, Iss. 2; pg. 78

Darr, Wendy A. Ph.D (2005) in their article Examining the relationship between stress and absenteeism explains Work stress and stress-related illness have been touted as significant causes of absenteeism in the popular press. Yet, solid research evidence for a stress-absence connection is currently lacking. Methodological variation across primary studies and multiple theoretical viewpoints preclude a comprehensive understanding of the association between these two variables. The purpose of this research was to synthesize and meta-analyze accumulated findings on the topic. The theory of causation was used to explore and build hypotheses about the nature of the stress-absence relationship, including mediating processes and moderating influences. Findings from 137 studies and 275 effects provide support for a positive causal relationship between stress and absenteeism, and confirm the operation of illness mediating processes. In addition, there is evidence suggesting that absenteeism might have the potential to play a maintenance role in regulating subsequent levels of stress and illness. Little support was obtained for the underlying voluntaryinvoluntary distinction between frequency and time lost measures of absenteeism. Among the
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individual-level moderators, the influence of attribution and disposition were confirmed, while the macro social context was the only contextual moderator to receive support. Findings shed light on many theoretical viewpoints, and provide a comprehensive understanding of work stress and absenteeism.
7. Concordia University (Canada), 2005 , 191 pages; AAT NR04066

Addae, Helena M., Ph.D. (May2003) in his article Dimensions, antecedents and consequences of absence legitimacy: From theory to empirical evidence in a nine-nation study says that this study was conducted in three main phases. In the first phase, absence legitimacy was conceptualized as the extent to which individuals perceive absenteeism as a legitimate work behavior, and enacted within the social context in which the behavior occurs. Furthermore, the construct was operationalized as a multi-dimensional construct. It was proposed that work centrality, locus of control, time orientation, gender role differentiation, and social support would antecede perceptions of legitimacy. In turn, legitimacy was expected to influence employee's absence behavior. As such, legitimacy was presented as a mediator between the antecedent factors and absenteeism. In the second phase, since legitimacy is a new construct an instrument was developed and validated using respondents from Trinidad and Canada. The results of the studies demonstrated acceptable psychometric properties for absence legitimacy.
8. Concordia University (Canada), 2003 , 316 pages; AAT NQ7861

Kottraba,Carin,Ph.D.(2003) in his article The relationship between organizational justice, employee absenteeism, and role stress examined a wide range of research has explored organizational outcomes of employee fairness perceptions. Results from previous studies have revealed correlations between organizational justice and job satisfaction, organizational commitment, organizational citizenship behavior, and productivity (Colquitt, Conlon, Wesson, Porter, & Ng, 2001). However, there is limited research that correlates employee wellness characteristics such as role stress levels and absenteeism rates with organizational justice. Therefore, the current study examined the relationship between organizational justice, employee role stress levels, and absenteeism rates. It was hypothesized that, as levels of organizational justice increased, role stress and absenteeism would decrease. Employees from different organizations across industries were used to test the hypotheses in this study. Participants were surveyed online. Two hundred thirty-three subjects were included in the final data set. 9. Alliant International University, San Diego, 2003 , 111 pages; AAT 3079940

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Dirk van Dierendonck, Pascale M Le Blanc, Wim van Breukelen (2002) in their abstract of Supervisory behavior, reciprocity and subordinate absenteeism this study among 242 professionals working in a lung clinic and nursing home was designed to test a model that links supervisory behavior (i.e. leader member exchange (LMX) behavior and conflict management behavior) and reciprocity in the supervisor/subordinate relationship to objectively registered subordinate absenteeism. With respect to LMX-behavior, a distinction was made between consideration and coaching of a subordinate by the supervisor and filling an assistant role by a subordinate. With respect to conflict management behavior, a distinction was made between openness, distribution, and control. It was hypothesized that subordinates' feelings of reciprocity with respect to the relationship with their direct supervisor mediate the relation between supervisory behavior and subordinate absenteeism. Results of structural equation modeling showed that this was indeed the case for the relation between LMX-behavior and subordinate absenteeism.
10. Leadership & Organization Development Journal. Bradford: 2002. Vol. 23, Iss. 1/2; pg. 84, 9 pgs

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DATA ANALYSIS AND INTERPRETATION

Question No.1

Q:-Whether you belong to:-

(1) Locality (2) Other Distt. (3) Other State

Opinion Sample of 100 persons:-

Conclusion:-

This table shows that out of 100 persons, 62 persons belong to other states, 8 persons belong to other distt. So it is very simple to point out that most of worker belong to distant places as a result they remain absent.

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Locality Oter District Other State

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Question No.2 . Q:-How do you come to the company? (1) On foot (2) By bicycle (3) By bus

Opinion Sample of 100 persons:-

Mode of coming On foot By Bicycle By Bus

Respondents

Sample Size 100

53 39 08 100 100

% age of sample

53% 39% 08%

Conclusion:This table shows that 53% person come on foot. 39% persons come by bicycle. Only 08% persons come by bus. It means that most of workers live near the company premises. They can reach in time. So, the mode of traveling is not a remarkable factor of absenteeism.

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On foot By Bicycle By Bus

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Question No.3 Q:-How much your residence away from the company? (1) 1-3km (2) 4-6km (3) 7-10km (4) 11-14km (5) Above

Opinion Sample of 100 persons:-

Distance from Company 1-3km 4-6km 7-10km Above

Respondent s

Sample Size

20 20 35 25

100 100 100 100

% age of sample

20% 20% 35% 25%

Conclusion:The table clearly shows that 20% workers live 1-3 km from mill. 20% workers live with in 46 km from mill. Only 25% workers live more than 14 kms from the mill. It also affects the rate of absenteeism up to some extent.

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1-3km 4-6km 7-10km

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Question No.4

Q:-Opinion about job security? (1) Good (2) Agreed (3) No Security

Opinion Sample of 100 persons:-

Opinion Good Agreed No Security

Respondent s 53 37 10

Size of sample 100 100 100

% age of sample 53 37 10

Conclusion:-

53% workers do not have any danger to their job, they are fully satisfied. 37% workers consider their job as secure. They sway that as long as they are working, they have no job insecurity. This attitude should be studied and analyzed.

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Good Agreed NO Security

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Question No.5

Q:-What do you think about your working condition? (1) Good (2) Normal (3) Bad

Opinion Sample of 100 persons:-

Opinion Good Normal Bad

Respondent s 20 57 23

Size of sample sampleSampl e 100 100 100

%age of sample 20% 57% 23%

Conclusion:This table shows that 20% workers consider working conditions to be good. 57% workers consider that satisfactory. 23% workers consider the working conditions bad. They want some improvement in working conditions. So, we can say that unhealthy working conditions may be a causes of absenteeism.

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GOOD NORMAL BAD

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Question No.6

Q:-Do you take wine?

(1) Yes (2) No

Opinion Sample of 100 persons:-

Opinion Yes No

Respondents 15 85

% age of sample 100 100

% age of sample 15% 85%

Conclusion:-

It is clear from the table that 85% workers do not drink. It is liable cause of absenteeism because due to over drink they remain absent.

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Yes

No

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Question No.7

Q:-Is Industrial fatigue a reason of absenteeism?

(1) Yes (2) No

Opinion Sample of 100 persons:-

Sr. No 1 2

Opinion Yes No

Respondent s 76 24

Rating 76% 24%

Conclusion:-

It is clear from above table that 76% workers feel fatigue at work. 24% workers do not feel any type of fatigue. This clearly shoes that most of workers confess fatigue as a cause behind absenteeism.

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YES

NO

Question No.8
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Q:-Absenteeism is according to seasonal situations? (1) Crops (2) Marriage (3) Summer (4) Rainy Season (5) Family Problem

Opinion Sample of 100 persons:-

Sr. No 1 2 3 4 4

Reason Crops Marriage Summer Rainy Season Family Problem

Respondent s 13 31 0 01 55

Rating 13 31 0 01 55

Conclusion:-

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It is clear from the table that 55% workers remain absent due to family problems. 31% workers remain absent due to marriage or any other social activity. 13% workers remain absent in season of crops.

CROPS MARRIEGE SUMMER FAMILY PROBLEMS

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Question No9

Q:-What is your opinion about work load?

(1) More (2) Right

Opinion Sample of 100 persons:-

Sr. No 1 2
Conclusion:-

Opinion Yes No

Respondent s 71 29

Rating 71% 29%

It is clear from the table that 71% workers do not consider work load justified. 29%workers do not consider work load as a problem. They say that more work load is not very often and they work with normal load is not very often and they work normal load most of time. So , it may be cause behind absenteeism.

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MORE

RIGHT

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Question No.10

Q:-What do you think about behavior of your supervisor?

(1) Good (2) Normal (3) Mixed (4) Dont know (5) Bad

Opinion Sample of 100 persons:-

Sr. No 1 2 3 4 5

Opinion Good Normal Mixed Dont know Bad

Respondent s 22 59 6 0 13

Rating 22% 59% 06% 00 13

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Conclusion:-

The table states that 22% workers consider behavior of supervisor as good, 59% satisfactory. 13%workers consider their behavior to be bad. So behavior supervisor bring down morale of workers and they remain more absent as their defense.

GOOD NORMAL MIXED BAD

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FINDINGS AND CONCLUSION

CAUSES OF ABSENTEEISM To minimize absenteeism, it is necessary to determine its extent and causes. For this purpose, every department regarding absenteeism should keep proper records. It is impossible to give the list of exact reason of absenteeism but the related to absenteeism show come common reason behind absenteeism. Some of the reasons are given below:-

1.

Sickness:Sickness is a responsible factor for absenteeism. The low vitality of workers due to housing problems, combined with bed housing and unsanitary conditions of living, makes them sick. This illness prevents them from coming to work.

2.

Bad working conditions:The working conditions exert its effect on the workers so the physiological strain, to which, he is subjected, is substantially greater. This reduces the capacity of worker and there by causes absenteeism.

3.

Inadequate safety measures:Inadequate of safety measures causes accidents. More will be the rate of absenteeism. So proper and sufficient safety measures, if not available, there will be a fear always in kind of worker about his safety. This fear brings down his morale and rate absenteeism will increase.

4.

Fatigue:The incidence of fatigue due to poor working conditions can be harmful for a worker physically and mentally both. An industrial fatigue makes a worker less interested towards the work. Therefore, providing fatigue and reduce absenteeism.

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5.

Lack of trained workforce:There should be adequate training about work to the worker. Lack of knowledge about work makes away from work. He tries to avoid work because he does no know about properly. So if the workers are not trained they remain more absent.

6. Insecurity of employment:When the worker works, he has always a worry about security of his job. Feeling of insecurity at job causes a great tension in workers mind. He always keeps on thinking about his future.

7.

Frustration:In certain areas frustration occurs among workers due to improper behavior of supervisor or workload. It may be due to lack of encouragement or promotion opportunities. Frustrated worker do not enjoy attending his work regularly, resulting in absenteeism.

8. Excessive workload:Excessive workload also causes a great deal of absenteeism. The worker when finds the workload more then his capacity, he wants to avoid it. Some workers are not physically strong enough to work at any level of workload. As a result they start keeping themselves away from work.

9. Non availability of leave even on genuine reason:Some times it is found that the workers want to go on urgent leave but not permitted by their supervisor. The reason may very from one to another person as result workers remain absent.

10.Distance of workplace and native place:-

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The observation says that most of workers are from other states. They go to their native place at least to one time in a year. At that time they go proper procedure and take live to go their, But when the time of arrival comes. They often get late due to transport problem of financial problem or due to any other reason.

11. Behavior of supervisor:The behaviors of supervisor please also a factory in absenteeism. If the behavior is rough and he is always keeping an scolding workers, it will create a filling of insecurity o job in workers. It will bring down their morale and they will be absent.

12. Personal Problems:(a) Burden of responsibility:The earning member have a lot of responsibilities towards the family and the organization. The observation says that most of person working in mill are married. Their family depends upon them completely. For all purpose thy have to go themselves. As a result they remain absent.

(b) Social religious ceremonies:It is due to social and religious ceremonies that the worker remains absent. Whenever there is any urgent work at home or marriage or any other reason, the worker has to go immediately. As a result sometimes they have not enough time to go through proper procedure and get leave. Hence, they remain absent.

EFFECTS OF ABSENTEEISM

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The figures clearly show that absenteeism is very common in organized industries in our country. The loss due to absenteeism is two fold. First of all, there is a distinct loss to workers because irregularly in attendance reduces their income. This causes loss also to the employer because discipline and efficiency both are effected by increased absenteeism. Am employer suffers from loss to production. Moreover, an additional complement has to be maintained through out the year to meet the emergency or the industry has to depend upon workers who present themselves at the gates and who are generally not up to mark.

It leads to serious complications and evils. In particular, it provides a justification to the employer to provide sufficient work to substitute workers and as for e.g In some industries the management has to lay off workers and force some of them to take compulsory leave which is resented by the workers who feel that the employer maintain extra labor force compulsory leave in order to have a second line of defence in case of any strike etc. On the hand, the employers say that they have no option but to maintain extra labor due to seriousness of absenteeism. It is difficult to anticipate precise requirement of labor in certain departments day to day. Hence, absenteeism is a social evil both for the employees and employers. It also reflects a reaction of the worker to the industrial life and leads to serious production delay and increased cost.

HAZARDS OF ABSENTEEISM

1. (a) (b) (c) (d) (e) (f)

Increased cost:Loss to manpower is the worst effect of absenteeism. Financial burden to company because of over time to those who are substituting absentees. Optimum utilization of plant capacity is not possible without proper availability of manpower. Increase in direct overheads and increased cost of administration in finding substitutes. Additional workload on those, who are present. It disturbs the manpower planning.

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2. (a) (b) (c) (d) (e) (f) 3. (a) (b) (c) (d) (e) (f) (g)

Loss in productivity:Loss to quality and quantity. Disturbed work schedule. Under utilization of machinery. Quality can not be matched. Non-attainment of international standards. Non-attainment of objectives of organization. Loss to workers:Decrease in skill and efficiency of worker. Non-attainment with work causes more accidents. Loss of earnings to workers due to principles of No work no wages. Disciplinary actions may result in loss of job of worker does not present at work even after proper warning. Reduced wages and incentives. When a worker remains more absent, other will also be inspired and there will be a raise in rate of absenteeism due to this factor. Instability of job.

MEASURES TO REMOVE ABSENTEEISM

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There is no doubt that the most effective way of dealing with absenteeism is to provide holidays and permit the workers to attend their private affairs occasionally and thus regularize absenteeism instead of merely taking disciplinary action for that provision of suitable housing facilities in industrial towns should also go a long way in improving attendance. Creating a sense of responsibility among the workers by proper education and organization by making them partners. Following are few corrective steps to check absenteeism in the organization:-

1. Fair recruitment procedure:Personnel department of the organization should ensure that recruitment must be based on the qualification and talent of the candidates. Right type of people is posted on right job. This system will help in recruiting talented people in the organization and thus check absenteeism.

2. Healthy working conditions:It is sorry to state of affairs that in a country like India very less stress in paid on the improvement of the working conditions. It is obligatory on the part o management to provide a vital facility like drinking water canteen, rest rooms, lightening & ventilation.

3. Reasonable wages and allowances:It is often seen that due to poor wages employees have to do some alternative employment. Due to simultaneous work employees generally remains absent. By providing fair wages and allowances to employees their interest can be inculcated in their job.

4. Motivation to workers:-

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The management should recognize the needs of workers and offer them adequate and cheap housing facilities free or subsidized food, free medical aid and transportation facilities to and from their residence, free education facilities for their children, and other monetary and non monetary benefits. The genuine difficulties for the employees should be solved sympathetically.

Some other point of collective measures: Improved communication and prompt redressed or grievance. Cordial relations between supervisors and workers. Liberal grant of leave. Workers education. Penalty to offenders. Rewards for efficient workers.

RECOMMENDATIONS

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Investigations about root cause of absenteeism and take proper action to remove it. Proper supervision may be helpful in reducing absenteeism. Prevention of accidents also helps in reducing absenteeism. Wage incentive schemes should be implemented. Supervision should be competent to reduce and control the increasing rate of absenteeism. Attendance allowance may be introduced to motive workers. The new employees should be inducted in such a way that their critical attitude is reduced as quickly as possible to avoid absenteeism from this source. Programs for the industrial hygiene and safety should be arranged to reduce causes of sickness which turns in to absenteeism. Management should analyze causes and try to remove them those are linked with absenteeism. The management should encourage notification, specially in case of sickness when the duration of absence is likely to be long. Proper housing accommodation near the mill should be given to workers. Special increments and promotion for extra ordinary work should be given to workers. There should be cordial relation between the supervisor and employees. Absenteeism can be reduced on the adoption of well defined recruitment procedure. The training should be provided to multiple scales to reduce absenteeism. Seminars should be arranged on absenteeism in company premises. Regular workers should be appreciated by the management.

Role of HR Department in controlling Absenteeism rate in industries:-

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The HR department plays an auxiliary role in controlling absenteeism. Some companies do, of course, give it the central role and there is nothing wrong with this, provided that the personnel staff is equipped for the job. Because the department maintains the attendance records and must still approve all disciplinary action ending in suspension or dismissal but if the supervisors were provided with the proper records and information. They could be more effective in controlling absenteeism than any members of a personnel department. Finally, equipping personnel department to deal effectively worth absenteeism should have required an increase in its staff that could easily be avoided b assigning this responsibility to the supervisors. The personnel department does, however, offer important services to the supervisors besides participating in the more serious disciplinary matters stemming from absenteeism, it investigates absences in a number of categories. No attempt is made to conceal the prime purpose of such an investigation to verify the employees story. The employees awareness of this procedure minimizes the likelihood of their giving false reasons for their absences. Of equal importance is information gathered through these checks, which may be used in encouraging employees to improve their attendance record or in disciplinary action.

LIMITATIONS OF THE STUDY

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The time limit is also one of the major constraints in conducting study. Biases may creep in the information given by the respondents. Main root of this research study was questionnaire & interview, which has its own limitations, for example we cant measure the reliability, enthusiasm dissonance etc. People did not have proper time to fulfill the question are.

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ANNEXTURE-1

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Lumax Industries Ltd.

Questionnaire (To be filled by Employee)

1.

Name of Respondent

_____________

2.

Fathers Name

_____________

3.

Employees Card No

_____________

4.

Department

_____________

5.

Total Experience

_____________

(a) Present Experience (b) Previous Experience

: :

__________ __________

6.

To what extent do you agree or disagree with following statements against Absenteeism by your organization. Please tick appropriately.

1. Do you have to take leave due to work at home?

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_ _ _____________________________

2. Have you taken leave due to family dispute & depression? _ _ _____________________________

3. Do you think that up to some extent transportation is responsible for absenteeism? _ _ _____________________________

4. How many times in a month you usually take leaves? _ _ ________________________

5.

How many times in a month you have to take half leave due to late coming. _ _ ______________________________

6. To what extent illness is the reason of your absenteeism. _ _ ______________________________ 7. How many times you take leaves in winter due to very cold climate.

- --------------------------------------------------------------------------------------

8.

How many days, you think is reasonable in case of

48

marriage of a close person. _________________________________

9.

In which month you go for long vacation. ________________ _________________

10. Do you think overtime is one of reason of absenteeism?

(a) Yes

(b) No

11. Do you think absenteeism is an act of indiscipline?

(a) Yes

(b) No

12. Do you think that there should be provision of reward? for regular employees? (a) Yes (b) No

13. Are you satisfied with the leave policy of the company?

(a) Yes

(b) No

49

14. Would you stay for overtime usually?

(a) Yes

(b) No

15. Do you give more preference to social activity like (Birthday , death , marriage etc.) than company work?

(a) Yes

(b) No

Any suggestion to remove the absenteeism.

________________________ ________________________ ________________________ ________________________ ________________________ ________________________ ________________________ ________________________

50

BIBLIOGRAPHY Argysis, C.and D.A.Schon.(1978).A theory of action persp;ective.Reading ,MA: addition Wesley. Litwin, G.H and R.A. Stringer (1968);Motivational Organizational Climate ,Cambridge ,MA:Haward University Press. Mehta, P.(1989).Participation and Organization development ; Jaipur:Rawat Sinha, D(1973a).Psychology and Problems of developing countries.A general overview.International Journal of applied Psychology,22(1):5-27 Monn.apa, Arun and Saiyadain S. Mirza, Personnal management, Tata McGrawHill Publishing Co., Ltd., New Delhi,1996. Kothari C.R, Research Methodology-Methods and Techniques, New Age International (P) Ltd., Publishers, New Delhi, Second Revised Edition2004.

Bhudhwar, Pawan Determination of HRM Policies and practices in India An empirical study, Global Business review, 1(2) 2000.

Khandwal, Anil K. HRD in banks some critical issues, in HRD in banking sector, Ed. Anil K. Khandwal, Oxford and IBH Publishing Co., New Delhi.,1998.

Journal of Applied Psychology. Jul 2009. Vol. 94, Iss. 4; pg. 913

International Journal of Public Administration. May 2009. Vol. 32, Iss. 6; pg. 461

51

 Public Personnel Management.Summer 2009. Vol. 38, Iss. 2; pg. 35, 14 pgs

Journal of Business Ethics. Feb 2009. Vol. 84, Iss. 3; pg. 297, 15 pgs British Journal of Management. Sep 2009. Vol. 20, Iss. 3; pg. 279 Journal of Leadership & Organizational Studies.Aug 2009. Vol. 16, Iss. 1; pg. 38 Journal of Compensation and Benefits.Sep/Oct 2009. Vol. 25, Iss. 5; pg. 13 Journal of Organizational Behavior. Jul 2009. Vol. 30, Iss. 5; pg. 665

WEBLIOGRAPHY
1. http://www.sappl.com 2. http://www.sitehr.com 3. www.careerindia.com

4. www.search.ebscohost.com
5. www.humanlinks.com 6. www.humancapitalonline.com 7. www.hrtools.com

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