A PROJECT WORK ON THE ABSENTEEISM OF EMPLOYEES AT THE SERVICE CO-OPERATIVE BANK LTD, UDHAYANAPURAM P.

O,VAIKOM
A project report submitted to Amrita Vishwa Vidyapeetham in partial fulfillment of the award of degree of

Bachelor of Business Management

Submitted by

Arjun Remanan AM.AR.U3BBM10148

Under the guidance of

Sri. Vinod Kallada Amrita School of Arts & Science

Sri. Rameshan P.P Senior Clerk

Department of Commerce and Management Amrita Vishwa Vidyapeetham Amritapuri, Kollam June 2012

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TABLE OF CONTENT
CHAPTER I ii iii iv v vi vii I TITLE CERTIFICATE OF THE MENTOR DECLARATION ACKNOWLEDGEMENT LIST OF TABLES LIST OF FIGURES PAGE NO

INTRODUCTION

1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8

Introduction to the study Literature review Statement of the problem Objectives of the study Reason for selection of the topic Scope of the study Research methodology Limitations of the study

II

CHAPTER 2

1.1 Profile of the study

III IV V VI VII VIII Theoretical perspectives ANALYSIS AND INTERPRETATION FINDINGS COCLUSION SUGGESTIONS AND RECOMMENDATIONS LIMITATIONS OF THE STUDY SCOPE FOR THE FUTHER STUDY APPENDICES

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LIST OF TABLES
Sino 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 TABLE NAME Table showing respondents age level Table showing Educational Qualification of the Respondents Table showing respondents experience Table showing number of working days Table showing leave taken in a month Table showing respondents number of working years Table showing respondents on their work load Table showing respondents working hours Table showing respondents management policy Table showing respondents working environment Table showing respondents relationship with supervisor Table showing respondents their leave will affect bank out put Table showing respondents employees skill Table showing respondents salary Table showing respondents compensation provided Table showing respondent existing job Table showing respondent facilities provided by the bank Table showing respondent flexibility and independence Table showing respondent procedure for taking leave Table showing respondent reason for taking leave Table showing respondent absent due to transportation problem Page No

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ACKNOWLEDGEMENT
I would like to thank Sri. Arun.k, Academic Coordinator, Amrita School of Arts & Science, who was guiding the spirit for this project. I use it as it privilege to thank Sri. Rameshan P.P, senior clerk, The Service Employees Co-operative Bank Ltd for giving me an opportunity and guidance to do this project in the organization. I express my heart full thanks all staff and employees who helped me to do the project work in The Service Employees Co-operative Bank Ltd.

I would like to express my sincere thanks to do this project under the guidance of Mr. Vinod Kallada (Faculty Guide) Amrita School of Arts & Sciences. I express my sincere thanks to all the persons who kindly responded to my survey. I would like to express my heartful thanks to my Parents and friends without their support, Encouragement and suggestion this project will not become successful.

Above all and thankful to the God almighty who enabled me to complete the work successfully.

Arjun Remanan

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DECLARATION
I do here by declare that this project work entitled Absenteeism of employees in The Service Co-operative Bank Ltd submitted by me for the partial fulfillment of the requirement for the award of Bachelor of Business Management (BBM) is a record of my own research work under the guidance of Sri. Rameshan P.P (Senior clerk) and Project Mentor Sri. Vinod Kallada, Lecturer, Amrita School of Arts and Science. I certify that the project is my own work and has not been submitted earlier for the award of any degree or diploma to any institute or university.

Vaikom

Arjun Remanan AM.AR.U3BBM10148

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CHAPTER 1 INTRODUCTION
1.1 INTRODUCTION TO THE STUDY
According to Websters dictionary Absenteeism is the practice or habit of being an absentee and an absentee is one who habitually stays away from work. Any employee may stay away from work if he has taken leave to which he is entitled or on ground of sickness or some accident or without any previous sanction of leave. Thus absence may be authorised or unauthorised, willful or caused by circumstances beyond ones control. Indeed, as prevention is better than cure, where such a problem occurs, it is always important to review recruitment procedures to identify how such individuals came to be employed in the first place. For any business owner or manager, to cure excessive absenteeism ,it is essential to find and then eliminate the causes of discontent among team members. If they find their supervisor or job unpleasant - really unpleasant -they look for legitimate excuses to stay home and find them with things such as upset stomachs or splitting headaches. Any effective absentee control program has to locate the causes of discontent and modify those causes or eliminate them entirely. In other words, if we deal with the real reasons team members stay home it can become unnecessary for them to stay away. Any investigation into absenteeism needs to look at the real reasons for it. Sometimes team members call in sick when they really do not want to go to work. They would not call you up and say, Im not coming in today because my supervisor abuses me.Or, Im not coming in today because my chair is uncomfortable.Or, Im not coming in today because the bathrooms are so filthy, it makes me sick to walk into them. It is commonly expected that low pay, poor benefits and highworkloads will be the major causes of absence. However, in numerous employee surveys absenteeism generally has

been identified as a symptom of low job satisfaction, sub- standard working conditions and consistent negative and unfair treatment received by first-line supervisors. Many human resources specialists have found that repetitive, boring jobs coupled with uncaring

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supervisors and/or physically unpleasant workplaces are likely to lead workers to make up excuses for not coming to work. If your team members perceive that your company is in different to their needs, they are less likely to be motivated, or even to clock on at all. One way to determine the causes of absenteeism is to question your supervisors about excessive absenteeism, including what causes it and how to reduce it. Of course, if your supervisors have made no efforts to get to know the team members in their respective departments, they may not be able to provide reasons. However, just the act of questioning may get the ball rolling and signal to your supervisors that their involvement is important. Once a manager finds the real reasons for absenteeism there is another important step. Through open communication, you need to change the team members way of reacting and responding to discontent. Other problems will no doubt arise in the future. If the way of responding has not been reviewed, then the same cycle is likely to start all over again. So often sheeted back to the supervisor absenteeism problems can be

level and to unsatisfactory working conditions. Without

improvement in these areas, you can expect your high rate of absenteeism to continue.

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1.2 REVIEW OF LITERATURE

Absenteeism is a habitual pattern of absence from a duty or obligation. An absence refers to time an employee is not on the job during scheduled working hours, except for a granted leave of absence, holiday, or vacation time. However, employee absenteeism is not just an employee issue it is an organizational problem and therefore becomes everyone's responsibility.

According to Frances Davies absenteeism can have an enormous effect on the productivity of an organization. The average American worker takes six days sick leave a year, and although this is significantly less than in places such as Europe it is still having a big impact on US staffing resources and productivity. The loss of productivity due to short/long-term illness, disability is therefore proving to be a major headache for banks. Effective absence management programs can be the best remedy for reducing absenteeism. 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.

1.2.1 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.

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The workings of a bank 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.

1.2.2 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. Although not always preventable, absenteeism is something that can be mitigated to a certain degree, and absence management programs can definitely help. Fostering a caring working environment where workers are supported during any illness or disability can only work in the favor of the bank and ensures that work isnt something for employees to be sick of. Report Author: ANNE COUGHLAN Senior Research Executive, IBEC Research and Information Service

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1.2.3 IBEC WORKPLACE ABSENCE SURVEY 2004

The report contains data from the IBEC WORKPLACE ABSENCE SURVEY 2004, which was based on responses received from 557 private sector banks employing 147,000 employees.

Absence affects more than just the person who is absent. The absent employees themselves and their dependants may have a reduced income as a result of absence, besides incurring possible additional medical expenses. Employers are affected by direct costs such as sick pay, overtime and staff replacement costs, plus the indirect costs associated with the effects of absence on, for example, production and quality, management time and the potential loss of customers. The co-workers of an absent employee may have to work under increased pressure, in order to meet deadlines.

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 banks 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.

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1.3 PROBLEM STATEMENT

Important characteristics of Indian workers are that, they are in the habit of abstaining from work compared to workers of other countries. The main reasons for absenteeism are sickness, accidents or transportation . Absenteeism in India is seasonal in character. It is the highest during March-April-May, when land has to be prepared for monsoon, sowing and also in harvest season (Sept-Oct) when the rate goes as high as 40%. Absenteeism directly effects the progress of the country and as such the companies are facing a downward trend due to recession and all that are involved in the process are to be looked into. So I have selected this work at THE SERVICE CO-OPERATIVE BANK LTD, UDHAYANAPURAM to identify the level of employee absenteeism and to facilitate the company to move in this direction and find some progressive results. Naturally organizations has to look into these aspects and need to find suitable remedial measures so that qualitative and quantitative progress can be achieved. In this present study Employee Absenteeism is analyzed in depth.

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1.4 OBJECTIVES OF THE STUDY

The main objective of the study is to find the various studies on absenteeism of man hour and suggestion to reduce absenteeism.

1. To analyze the master attendance and to find the rate of absenteeism. 2. To improve the production level by reducing absenteeism. 3. To find the reason for major absenteeism in particular department. 4. To suggest controlling tools to reduce absenteeism. 5. To find out the reason for avoidable and unavoidable absenteeism. 6. To know the types of facilities and welfare activities for the employees benefit.

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1.5 REASONS TO CHOOSE THE PROJECT

When I joined the service co-operative bank ltd , I was allotted the project of absenteeism of employees . Initially it appeared to me quite a simple project, but as I started working on it then I understood its real significance. It is often easier for the organizations to make arrangements to cover staffs, which are going to be off for long periods. However, employees taking odd days off here and there and there are more problematic ,can have an immediate impact .If remain unchecked, this type of absence can send out the wrong signals to colleges who, in some jobs, are likely to have to cover for those absent .If employers fail to take action, a buggins turn mentality may emerge. Frequent absence may have serious repercussions where staff are employed in customer-facing roles or employed on production lines. The impact of absence may be most directly felt and the need to arrange cover at short notice may be paramount.

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1.6 Scope of the study

The development of any organization depends on the regularity of employees. The study is conducted to know the various levels and reasons for absence of employees in an organization. By looking it, one can adopt corrective measures to decrease irregularities in the organization, leads to grown.

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1.7 RESEARCH METHODOLOGY

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 from writing the hypothesis and its operational implication to the final analysis of data. To conduct any research a scientific method must be followed. The universe of study is very large in which it is difficult to correct information from all the employees. So, the sampling method has been followed for the study. The analysis is based on primary as well as secondary 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.

Sample size : 50

1.7.1 TYPES OF DATA COLLECTED

i) 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. Nearly 30 questions were asked to the employees to check the reason for their absence.

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ii) Secondary Data

Secondary data was collected from Internets, various books, Journals, and Bank Records.

iii) Method of analysis

Percentage analysis with the help of Pie charts.

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1.8 LIMITATIONS OF THE STUDY

Even though the studies have conducted properly more there are some limitation occurring more over bank i. ii. iii. Time constrain was a major limitation of the study Some of the respondent are not co- operative to fill the answer for the questions. The study is based upon small population like 50 sample.

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CHAPTER 2 INDUSTRY PROFILE

BANKING INDUSTRY
Banking in India originated in the last decades of the 18th century. The first banks were The General Bank of India, which started in 1786, and Bank of Hindustan, which started in 1770; both are now defunct. The oldest bank in existence in India is the State Bank of India, which originated in the Bank of Calcutta in June 1806, which almost immediately became the Bank of Bengal. This was one of the three presidency banks, the other two being the Bank of Bombay and the Bank of Madras, all three of which were established under charters from the British East India Bank. For many years the Presidency banks acted as quasi-central banks, as did their successors. The three banks merged in 1921 to form the Imperial Bank of India, which, upon India's independence, became the State Bank of India in 1955. Merchants in Calcutta established the Union Bank in 1839, but it failed in 1848 as a consequence of the economic crisis of 1848-49. The Allahabad Bank, established in 1865 and still functioning today, is the oldest Joint Stock bank in India.(Joint Stock Bank: A bank that issues stock and requires shareholders to be held liable for the bank's debt ) It was not the first though. That honor belongs to the Bank of Upper India, which was established in 1863, and which survived until 1913, when it failed, with some of its assets and liabilities being transferred to the Alliance Bank of Shimla. Foreign banks too started to app, particularly in Calcutta, in the 1860s. The Comptoire d'Escompte de Paris opened a branch in Calcutta in 1860, and another in Bombay in 1862; branches in Madras and Pondicherry, then a French colony, followed. HSBC established itself in Bengal in 1869. Calcutta was the most active trading port in India, mainly due to the trade of the British Empire, and so became a banking center. The first entirely Indian joint stock bank was the Oudh Commercial Bank, established in 1881 in Faizabad. It failed in 1958. The next was the Punjab National Bank, established in Lahore in 1895, which has survived to the present and is now one of the largest banks in India.

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Around the turn of the 20th Century, the Indian economy was passing through a relative period of stability. Around five decades had elapsed since the Indian Mutiny, and the social, industrial and other infrastructure had improved. Indians had established small banks, most of which served particular ethnic and religious communities. The presidency banks dominated banking in India but there were also some exchange banks and a number of Indian joint stock banks. All these banks operated in different segments of the economy. The exchange banks, mostly owned by Europeans, concentrated on financing foreign trade. Indian joint stock banks were generally undercapitalized and lacked the experience and maturity to compete with the presidency and exchange banks. The period between 1906 and 1911, saw the establishment of banks inspired by the Swadeshi movement. The Swadeshi movement inspired local businessmen and political figures to found banks of and for the Indian community. A number of banks established then have survived to the present such as Bank of India, Corporation Bank, Indian Bank, Bank of Baroda, Canara Bank and Central Bank of India. The fervor of Swadeshi movement lead to establishing of many private banks in Dakshina Kannada and Udupi district which were unified earlier and known by the name South Canara ( South Kanara ) district. Four nationalized banks started in this district and also a leading private sector bank. Hence undivided Dakshina Kannada district is known as "Cradle of Indian Banking". During the First World War (19141918) through the end of the Second World War (19391945), and two years thereafter until the independence of India were challenging for Indian banking. The years of the First World War were turbulent, and it took its toll with banks simply collapsing despite the Indian economy gaining indirect boost due to war-related economic activities.

COMPANY PROFILE
The Service Co-operative Bank Ltd. No.1321 is situated at Vaikom. The bank was established on 17-10-1966 and started functioning from 16-11-1966. The 1st president of this bank was Sri.C.S.Narayanan and Sri.K.Viswanathan Pillai was the secretary. The managing committee comprised of nine members including one govt, nominee. The bank was constituted with 25 members.

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CHAPTER 3 THEORETICAL PERSPECTIVES

Absenteeism is a habitual pattern of absence from a duty or obligation. Traditionally, absenteeism has been viewed as an indicator of poor individual performance, as well as a breach of an implicit contract between employee and employer; it was seen as a management problem, and framed in economic or quasi-economic terms. More recent scholarship seeks to understand absenteeism as an indicator of psychological, medical, or social adjustment to work. High absenteeism in the workplace may be indicative of poor morale, but absences can also be caused by workplace hazards or sick building syndrome. Many employers use statistics such as the Bradford factor that do not distinguish between genuine illness and absence for inappropriate reasons. As a result, many employees feel obliged to come to work while ill, and transmit communicable diseases to their co-workers. This leads to even greater absenteeism and reduced productivity among other workers who try to work while ill. Work forces often excuse absenteeism caused by medical reasons if the worker supplies a doctor's note or other form of documentation. Sometimes, people choose not to show up for work and do not call in advance, which businesses may find to be unprofessional and inconsiderate. This is called a "no call, no show". According to Nelson & Quick (2008) people who are dissatisfied with their jobs are absent more frequently. They went on to say that the type of dissatisfaction that most often leads employees to miss work is dissatisfaction with the work itself. The psychological model that discusses this is the "withdrawal model", which assumes that absenteeism represents individual withdrawal from dissatisfying working conditions. This finds empirical support in a negative association between absence and job satisfaction, especially satisfaction with the work itself. Medical-based understanding of absenteeism find support in research that links absenteeism with smoking, problem drinking, low back pain, and migraines. Absence ascribed to medical

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causes is often still, at least in part, voluntary. Research shows that over one trillion dollars is lost annually due to productivity shortages as a result of medical-related absenteeism, and that increased focus on preventative wellness could reduce these costs. The line between psychological and medical causation is blurry, given that there are positive links between both work stress and depression and absenteeism. Depressive tendencies may lie behind some of the absence ascribed to poor physical health, as with adoption of a "culturally approved sick role". This places the adjective "sickness" before the word "absence", and carries a burden of more proof than is usually offered. Evidence indicates that absence is generally viewed as "mildly deviant workplace behavior". For example, people tend to hold negative stereotypes of absentees, under report their own absenteeism, and believe their own attendance record is better than that of their peers. Negative attributions about absence then bring about three outcomes: the behavior is open to social control, sensitive to social context, and is a potential source of workplace conflict. Thomas suggests that there tends to be a higher level of stress with people who work with or interact with a narcissist, which in turn increases absenteeism and staff turnover.

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CHAPTER-4 ANALYSIS AND INTREPRETATION

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4.1 ANALYSIS USING PERCENTAGE METHOD

TABLE 4.1.1 RESPONDENT BASED ON AGE LEVEL
Age 18-25 26-35 36-45 Above 45 Total No. of Respondents 04 18 22 06 50 Percentage 08 36 44 12 100

FIG 4.1.1

Respondent based on Age Level

12 4 18-25 36 26-35 36-45 44 Above 45

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.

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TABLE 4.1.3 RESPONDENTS BASED ON THEIR EXPERIENCE

S.No 1 2 3

Experience Below2years 3-5 years Above 5 years Total

No. of Respondents 11 07 32 50

Percentage 22 14 64 100

FIG-4.1.3

RESPONDENTS BASED ON THEIR EXPERIENCE

22 14 Below 2 yrs 3-5 yrs Above 5 yrs

64

Inference:
The above table infers that 22 % to below 2 years; 14 % belongs to 3-5years, 64 %belongs to above 5 years.

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TABLE 4.1.4 RESPONDENTS BASED ON THEIR NUMBER OF WORKING DAYS

S.No 1 2 Working Days 20-22 23 -25 No. of Respondents 10 15 Percentage 20 30

3 4 Total

25-28 29-31

22 03 50

44 06 100

FIG 4.1.4

RESPONDENTS BASED ON THEIR NUMBER OF WORKING DAYS

20

20-22 23-25

44 30

25-28 29-31

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.

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TABLE 4.1.5 Respondents Based On Their Leave In a Month

S.No Taken leave in month 1 2 3 4 5 Total 0 1 -5 6-10 10-15 16-20 No. of Respondents 10 23 04 10 03 50 Percentage 20 46 08 20 06 100

.FIG 4.1.5

Respondents Based On Their Leave In a Month

6 20

20

0 days 1-5 days 6-10 days

8 46

10-15 days 16-20 days

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 10-15days, and 06% belongs to 16-20 days.

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TABLE 4.1.6 RESPONDENTS BASED ON THEIR NUMBER OF WORKING YEARS IN THE BANK
S.No 1 2 3 Total WORKING YEARS <5YEARS <10 years >10 years No. of Respondents 16 30 04 50 Percentage 32 60 08 100

FIG 4.1.6

RESPONDENTS BASED ON THEIR NUMBER OF WORKING YEARS IN THE BANK

<5 yrs <10 yrs >10 yrs

Inference:
The above table infers that 32 % belongs to <5 years, 60 % belongs to <10years and 08 %belongs to >10 years.

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TABLE 4.1.7 RESPONDENTS BASED ON THEIR WORK LOAD

S.No 1 2 3 4 5 Work load Highly satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied No. of Respondents 04 03 13 25 05 Percentage 08 06 26 50 10

Total

50

100

FIG 4.1.7

RESPONDENTS BASED ON THEIR WORK LOAD

10 8 6 Highly Satisfied Satisfied 26 50 Neutral Dissatisfied Highly Dissatisfied

Inference:
The above table infers that 08 % belongs to highly satisfied, 06 % belongs to satisfied26% belongs to neutral, 50 % belongs to dissatisfied and10% belongs to highly dissatisfied.

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TABLE 4.1.8 RESPONDENTS BASED ON THEIR WORKING HOURS

S.No 1 2 3 4 5 Total Working Hours Highly satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied No. of Respondents 10 12 05 13 10 50 Percentage 20 24 10 26 20 100

FIG 4.1.8

RESPONDENTS BASED ON THEIR WORKING HOURS

20 26 Highly satisfied Satisfied Neutral Dissatisfied 10 24

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.

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TABLE 4.1.9 RESPONDENTS BASED ON THEIR MANAGEMENT POLICY

S.No 1 2 3 4 5 Total Management policy Highly satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied No. of Respondents 20 10 05 10 05 50 Percentage 40 20 10 20 10 100

FIG 4.1.9

RESPONDENTS BASED ON THEIR MANAGEMENT POLICY

20 Highly satisfied 40 10 Satisfied Neutral Dissatisfied 20

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.

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TABLE 4.1.10 RESPONDENTS BASED ON THEIR WORKING ENVIRONMENT

S.No 1 2 3 4 5 Total Neutral Dissatisfied Highly Dissatisfied Working environment Highly satisfied Satisfied No. of Respondents 28 10 04 05 03 50 Percentage 56 20 08 10 06 100

FIG 4.1.10

RESPONDENTS BASED ON THEIR WORKING ENVIRONMENT

6 10 Highly satisfied 8 Satisfied Neutral 56 20 Dissatisfied Highly Dissatisfied

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.

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TABLE 4.1.11 RESPONDENTS BASED ON THEIR RELATIONSHIP WITH THEIR SUPERVISOR

S.No Relationship with their supervisor Highly satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied No. of Respondents Percentage

1 2 3 4 5 Total

02 05 10 20 13 50

04 10 20 40 26 100

FIG 4.1.11

RESPONDENTS BASED ON THEIR RELATIONSHIP WITH THEIR SUPERVISOR

4 26 10 Highly satisfied Satisfied 20 Neutral Dissatisfied 40 Highly Dissatisfied

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.

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TABLE 4.1.12 RESPONDENTS BASED ON THEIR LEAVE AFFECTING THEIR BANK OUTPUT
S.No 1 2 Total Leave affect bank Yes No No. of Respondents 39 11 50 Percentage 78 22 100

FIG 4.1.12

RESPONDENTS BASED ON THEIR LEAVE AFFECTING THEIR BANK OUTPUT

22

Yes No

78

Inference:
The above table infers that 78 % says yes, 22 % says no.

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TABLE 4.1.13 RESPONDENTS BASED ON THEIR EMPLOYEES SKILL

S.No 1 2 3 Total

Employee skill Good Fair Poor

No. of Respondents 35 10 05 50

Percentage 70 20 10 100

FIG 4.1.13

RESPONDENTS BASED ON THEIR EMPLOYEES SKILL

10 20 Good Fair Poor 70

Inference:
The above table infers that 70 % belongs to Good, 2 0%belongs to Fair and 10% belongs to Poor.

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TABLE 4.1.14 RESPONDENTS BASED ON THEIR SALARY PAID

S.No 1 2 3 4 Total Moderately Insufficient Salary paid Sufficient In sufficient Neutral No. of Respondents 20 10 05 15 50 Percentage 40 20 10 30 100

FIG 4.1.14

RESPONDENTS BASED ON THEIR SALARY PAID

30 40

Sufficient In sufficient Neutral

10 20

Moderately Insufficient

Inference:
The above table infers that 40 % belongs to Sufficient, 20 % belongs to Insufficient, 10%belongs to Neutral and 30% belongs to moderately insufficient.

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TABLE 4.1.15 RESPONDENTS BASED ON THEIR COMPENSATION PROVIDED

S.No Compensation provided No. of Respondents Percentage

1 2 3 4 5 Total

Highly satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied

03 04 10 27 06 50

06 08 20 54 12 100

FIG 4.1.15

RESPONDENTS BASED ON THEIR COMPENSATION PROVIDED

12 6 8 Highly satisfied Satisfied 20 Neutral Dissatisfied 54 Highly Dissatisfied

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.

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TABLE 4.1.16 RESPONDENTS BASED ON THEIR EXISTING JOB

S.No 1 2 3 4 5 Total Existing job Highly satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied No. of Respondents 03 04 10 27 06 50 Percentage 06 08 20 54 12 100

FIG 4.1.16

RESPONDENTS BASED ON THEIR EXISTING JOB

12 6 8 Highly satisfied Satisfied 20 Neutral Dissatisfied Highly Dissatisfied 54

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.

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TABLE 4.1.17 RESPONDENTS BASED ON THEIR FACILITIES PROVIDED BY THE BANK

S.No 1 2 3 4 5 Total Facilities provide by the bank Highly satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied No. of Respondents 07 23 12 06 02 50 Percentage 14 46 24 12 04 100

FIG 4.1.17

RESPONDENTS BASED ON THEIR FACILITIES PROVIDED BY THE BANK

4 12 14 Highly satisfied Satisfied Neutral 24 46 Dissatisfied Highly Dissatisfied

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.

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TABLE 4.1.18 RESPONDENTS BASED ON THEIR FLEXIBILITY AND INDEPENDENCE

S.No 1 2 3 4 5 Total Flexibility & independence Highly satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied No. of Respondents 05 04 31 06 04 50 Percentage 10 08 62 12 08 100

FIG 4.1.18

RESPONDENTS BASED ON THEIR FLEXIBILITY AND INDEPENDENCE

10 8 Neutral Dissatisfied 12 62 Highly Dissatisfied Highly satisfied

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.

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TABLE 4.1.19 RESPONDENTS BASED ON THEIR PROCEDURE FOR TAKING LEAVE

S.No 1 2 3 4 Total Procedure for taking leave Giving a Leave Letter Not Giving a Leave Letter Asking Permission No Leave No. of Respondents 39 04 07 0 50 Percentage 78 08 14 0 100

FIG 4.1.19

RESPONDENTS BASED ON THEIR PROCEDURE FOR TAKING LEAVE

0 14 8 Giving a Leave Letter Not Giving a Leave Letter Asking Permission No Leave 78

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.

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TABLE 4.1.20 RESPONDENTS BASED ON THEIR REASON FOR TAKING LEAVE

S.No 1 2 3 4 5 Total Reason for taking leave Personal Problem Health Problem Finance Problem Working Environment Others No. of Respondents 15 20 07 04 04 50 Percentage 30 40 14 08 08 100

FIG 4.1.20

RESPONDENTS BASED ON THEIR REASON FOR TAKING LEAVE

8 8 14 30 Personal Problem Health Problem Finance Problem Working Environment Others 40

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.

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TABLE 4.1.21 RESPONDENTS BASED ON THEIR ABSENT DUE TO TRANSPORTATION PROBLEM

S.No Absent due to transportation No. of Respondents problem In Some cases Often Rare Not at All 23 05 12 10 50 Percentage

1 2 3 4 Total

46 10 24 20 100

FIG 4.1.21

RESPONDENTS BASED ON THEIR ABSENT DUE TO TRANSPORTATION PROBLEM

20 In Some cases 46 Often Rare 24 Not at All

10

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.

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TABLE 4.1.22 RESPONDENTS BASED ON THEIR EXPECTED FACILITIES NEEDED

S.No Expected facilities needed No. of Respondents Percentage

Medical Facilities Transport Facilities Others Total

11

22

2 3

30 09 50

60 18 100

FIG 4.1.22

RESPONDENTS BASED ON THEIR EXPECTED FACILITIES NEEDED

18

22 Medical Facilities Transport Facilities Others

60

Inference:
The above table infers that 22 %belongs to medical facilities, 60 %t belongs to transport facilities and 18 %belongs to others.

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CHAPTER-5
FINDINGS OF THE STUDY
1. The age group of employees from group of 36-45years is 44%. 2. The Experience of the employee from above 5 years is 64%. 3. 44% of employees were present during 25-28 working days. 4. 45% of employees took 1-5 days leave in a month on an average. 5. The employees who worked for less than 10 years is 60%. 6. 50% employees responded that they are dissatisfied with the work load. 7. 26% of employees responded that they are dissatisfied with the working hours. 8. 40% of the employees are highly satisfied with management policy. 9. 46% of the employees are highly satisfied with the work environment. 10. About 40% are dissatisfied with their Supervisor. 11. The absenteeism will affect the bank output at 78%. 12. The employee skills in the work are good at 70%. 13. 40% were dissatisfied with compensation provided at the time of absent. 14. 34% employees are satisfied with their existing job. 15. 46% were satisfied with facilities provided by the bank. 16. The flexibility and independence of work is neutral to 62%. 17. 78% of the employees were giving a leave letter and taking a leave. 18. 40% of the employees are absent due to Health problems. 19. 46% were absent due to transportation problem. 20. 60% of the respondents say that they need transport facilities.

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CHAPTER 6 CONCLUSION
The study is carried out to determine the level of employees absenteeism in THE SERVICE CO- OPERATIVE BANK LTD; No1321 Even though bank is providing with sufficient facilities to the employees to an extent. The Bank may provide some more facilities like proper ventilation, medical facilities transport facilities and welfare actives which would reduce absenteeism and enhances the employees to work more efficiently and effectively for achieving the organizational objectives.

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CHAPTER 7 SUGGESTIONS AND RECOMMENDATION

i. In order to minimize the rate of absenteeism the bank could t ake care of employees health Introducing attendance management programme. ii. iii. iv. v. I suggest that by taking disciplinary action which will minimize absenteeism. Introducing medical facilities for employees and employees family member. Providing transport facilities for all employees Motivating the employee by monetary and non monetary awards for those who are completed 100% attendance. vi. To improve safety awareness among employee by educating them on health aspects conducting safety work shop and to reduce noise pollution in few department.

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BIBLIOGRAPHY
BOOKS: i) Kothari,C.R.Research Methodology-Methods and Techniques,New Age international (P) Ltd publishers,New Delhi, secound edition,2004. ii) Reddy and Rao Absenteeism in India,Deep publication New Delhi. iii) Aswathappa.K Human Resource and Personnel Management,Tata Mc Graw Hill,New Delhi,1999.

WEBSITES:

i. ii. iii.

www.google.com www.wikepidia.com www.absenteeism.com

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The fervor of Swadeshi movement lead to establishing of many private banks in Dakshina Kannada and Udupi district which were unified earlier and known by the name South Canara ( South Kanara ) district. Four nationalized banks started in this district and also a leading private sector bank. Hence undivided Dakshina Kannada district is known as "Cradle of Indian Banking". During the First World War (19141918) through the end of the Second World War (19391945), and two years thereafter until the independence of India were challenging for Indian banking. The years of the First World War were turbulent, and it took its toll with banks simply collapsing despite the Indian economy gaining indirect boost due to war-related economic activities.

COMPANY PROFILE

The Service Co-operative Bank Ltd. No.1321 is situated at Vaikom. The bank was established on 17-10-1966 and started functioning from 16-11-1966. The 1st president of this bank was Sri.C.S.Narayanan and Sri.K.Viswanathan Pillai was the secretary. The managing committee comprised of nine members including one govt, nominee. The bank was constituted with 25 members.

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