Professional Documents
Culture Documents
Human Resource
Human Resource
I Joy Noor Lugun PGDM Sec -B hereby declare that the work entitled ABSENTEESIM OF
EMPLYOES AT ARGON REMEDIES PRIVATE LTD is my original work. I have not copied
from any other students work or from any other sources except where due reference or
acknowledgement is made explicitly in the text, nor has any part been written for me by another
person
This is to certify that the project work entitled ABSENTEESIM OF EMPLYOES AT ARGON
REMEDIES PRIVATE LTD, is a bonafide work carried out byMR.JOY NOOR LUGUN,
candidate for the PGDM (2014-2016) of JAGANNATH INTERNATIONAL MANAGEMENT
SCHOOL, approved by AICTE under my guidance and direction of faculty and teacher
MRS.TANVI GUPTA
ACKNOWLEDGEMENT
Acknowledgement is an art, one can write glib stanzas without meaning a word, on the other
hand one can make a simple expression of gratitude
I take the opportunity to express my gratitude to all of them who in some or other way
helped me to accomplish this challenging project in
TABLE OF CONTENT
INDE
X
1
TOPIC
PAGE
ACKNOWLEGEMENT
CHAPTER 1
COMPANY PROFILE
CHAPTER 2
CHAPTER 3-
CHAPTER 4
INTRODUCTION OF TOPIC
RESEARCH METHODOLOGY
ANALYSIS AND INTERPRETATION
7
CHAPTER 5
CONCLUSION AND SUGGESTIONS
CHAPTER 6
SUGGESTION
9
10
CHAPTER 7
BIBLIOGRAPHY
11
CHAPTER 8
At present they are manufacturing uncoated Tablets, Sugar and Film coated Tablets, Capsules,
Betalactum Capsules, Dry Syrup and Liquid orals.
Their
product
range
comprises
Antibiotics,
Analgesics,
Tonics,
Antidiarrhoeals,
DETAILS
Company Name :
Address :
Level of Office :
Phone No :
Head Office
05947 275279
09837 041989
Website :
Industry :
City :
State :
Company Type :
No. of Employees :
Sector :
09837 050929
www.agronremedies.com
Pharmaceuticals/ BioTech/ Research
Kashipur (Moradabad)
Uttaranchal
Industry Best
100
Private
generics business strategy will provide the company with a sustainable model to move
up the value chain.
Agron Remedies Private Limited generic drug development meets the speed and quality
attributes, as all the elements of research have been conducted within the campus.
Backward integration through in-house API development and front-end efficient
marketing/distribution of products would provide the desired impetus to the generics
program from lab scale development to commercialization.
Agron Remedies Private Limited has committed a substantial amount of its resources to
the development of Novel Drug Delivery Systems and this shall be the key element in
providing momentum to consolidate its objective of value addition.
Agron Remedies Private Limited has an aspiration to make pioneer within the area of
drug discovery, sometime in the recent future, and is looking into various models and
therapeutic segments to carve out a meaningful space in the arena of medical needs that
are not fulfilled. Agron Remedies has in-licensed a number of novel products for the
domestic market, form overseas collaborators, and continue to do so to provide the most
advanced therapy avenues to the Indian patients.
Agron Remedies Private Limited is progressing with leaps and bounds in the
Nutraceutical segment of healthcare and wellness. Nutraceutical R&D efforts are mainly
directed towards providing low fat and low calorie nutritional products for the better
management of health. Commendable success has been achieved in this area of research
and development. Agron Remedies is building its future upon appropriate and timely
protection of its R&D efforts. A number of patent applications are emerging from the inhouse innovations which have gone on to be filed.
Agron Remedies Private Limited has state of the art manufacturing facility located
Kashipur (Moradabad) to carry out most advance research. Agron Remedies - R&D has
inherent strength in analytical chemistry and specialization in creating high quality
formulations as per the required specifications.
OTHER INFORMATION
DEPARTMENTS
1)
Distribution Department
2)
Finance Department
3)
H.R Department
4)
CHAPTER- 3 INTRODUCTION
CONCEPT OF ABSENTEEISM
It refers to workers absence from their regular task when he is normally schedule to
work. The 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.
According to Labour Bureau of Shimla: Absenteeism is defined as the total man shifts
lost because of absence as percentage of total number of man shifts scheduled to work
In other words, it signifies the absence of an employee from work when he is scheduled
to be at 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, wilful or caused by
circumstances beyond ones control.
Maybe even worse than absenteeism, it is obvious that people such as malingerers and
those unwilling to play their part in the workplace can also have a decidedly negative
impact.
Such team members need individual attention from frontline supervisors and
management.
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.
10
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.
There are a few essential questions to consider at the outset if you want to make a
measurable improvement to your absenteeism figures.
Why is your present absenteeism policy ineffective?
Where and when is excessive absenteeism occurring? In many cases, under- trained
supervisors could be a contributing factor.
What are the real causes for absences?
It is commonly expected that low pay, poor benefits and high workloads will be the
major causes.
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.
How much formal training have your supervisors received on absenteeism containment
and reduction? If your answer is none or very little, may be you have found the
solution.
11
As with every other element within your organization, you cannot ask a person to do a
job he or she has never been trained to do.
Many human resources specialists have found that repetitive, boring jobs coupled with
uncaring 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 indifferent 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 absenteeism problems can be sheeted back to the supervisor level and to
unsatisfactory working conditions. Without improvement in these areas, you can
expect your high rate of absenteeism to continue.
MEASUREMENT OF ABSENTEEISM
12
For calculating the rate of absenteeism we require the number of people scheduled to
work and number of people actually present. Absenteeism can be find out of absence
rate method.
For Example:
a)
b)
c)
d)
e)
: 2,000
: 4.65%
a good time or in some other cases return home to their villages family and after a
holiday, has also been found to be higher than that on normal days.
b) Absenteeism is generally high workers below 25 years of age and those above 40.
The younger employees are not regular and punctual. Presumably because of the
employment of a large no. of new comers among the younger age groups, while
the older people are not able to withstand the strenuous nature of the work.
c) The percentage of absenteeism is higher in the night shift than in the day shift.
This is so because workers in the night shift experience great discomfort and
uneasiness in the course of their work than they do during day time.
d) Absenteeism in India is seasonal in character. It is the highest during March-AprilMay, when land has to be prepared for monsoon, sowing and also in harvest season
(Sept-Oct) when the rate goes as high as 40%.
CAUSES OF ABSENTEEISM
The Royal Commission Labour observed that high absenteeism among Indian labour is
due to rural orientation and their frequent urge for rural exodus. According to Acharaya
In modern industrial establishment the incidence of industrial fatigue, mal nutrition
and bad working conditions aggravate that feeling for change among industrial worker
14
and some time impel them to visit their village home frequently for rest and
relaxation.
The general cause of absenteeism may be summarised as below:1)
2)
3)
HOUSING CONDITIONS
Workers also experience housing difficulties. Around 95% of housing occupied by
industrial workers in India is unsatisfactory for healthful habitations. This leads to
loss the interest in work.
4)
INDUSTRIAL FATIGUE
Low wages compel a worker to seek some part time job to earn some side income.
This often result inconstant fatigue, which compels to remain absent for next day.
15
High rate absenteeism is also due to lack of adequate welfare facilities Welfare
activities include clean drinking water, canteen, room shelter, rest rooms, washing and
bathing facilities, first aid appliances etc.
7)
ALCOHOLISM
Some of the habitual drunkards spend whole of their salary during first week of each
month for drinking purpose. Therefore 2 or 3 weeks after getting their salary absent
themselves from their work.
8)
INDEBTNESS
All those workers who undergo financial hardships usually borrow money lenders at
interest rate which are very high, which often cumulates to more than 11 12 times
their actual salaries. To avoid the moneylenders they usually absent themselves from
work because they are unable to return the money in stipulated time.
9)
16
Firstly due to the habit of being absenting frequently workers income is reduced to a
large extent. It is because there is a general principle of no work no pay. Thus the
time lost in terms of absenteeism is a loss of income to workers
2) LOSS TO EMPLOYERS
On other hand, the employer has to suffer a greater loss due to absentees. It disturbs the
efficiency and discipline of industries consequently, industrial production is reduced. In
order to meet the emergency and strikes, an additional labour force is also maintain by
the industries. On certain occasions, those workers are employed who present
themselves at factory gates. During strikes they are adjusted in place of absent workers.
Their adjustment brings serious complications because such workers do not generally
prove themselves up to work. Higher absenteeism is an evil both for workers and the
employers and ultimately it adversely affects the production of industries.
ANALYSIS OF CAUSES
1)
2)
SOCIAL CEREMONIES
17
In 20 % cases it was found that social and religious functions divert worker from
work.
3)
HOUSING FACILITY
In about 30% cases, the workers remain absent because there is no housing facilities
and the workers stay alone and great distance from factory.
4)
5)
TRANSPORTATION
Most of the workers have to travel long distance to reach the work place. Most of the
workers are not satisfied with transport facilities.
6)
WELFARE FACILITES
In 13% cases, the workers are not satisfied with welfare facilities.
7)
WORKING CONDITIONS
In 21% cases, the workers feel that there is not good working condition, because they
work in standing position which causes to remain absence for relaxation.
8)
MANAGEMENT SYSTEM
Near about 34% people are dissatisfied with management system because they feel
that their work is not being recognised and promotions are biased.
There are two types of absenteeism, each of which requires a different type of approach.
1. INNOCENT ABSENTEEISM
18
Innocent absenteeism refers to employees who are absent for reasons beyond their
control; like sickness and injury. Innocent absenteeism is not culpable which means that
it is blameless. In a labour relations context this means that it cannot be remedied or
treated by disciplinary measures.
2. CULPABLE ABSENTEEISM
Culpable absenteeism refers to employees who are absent without authorization for
reasons which are within their control. For instance, an employee who is on sick leave
even though he/she is not sick, and it can be proven that the employee was not sick, is
guilty of culpable absenteeism. To be culpable is to be blameworthy. In a labour
relations context this means that progressive discipline can be applied.
For the large majority of employees, absenteeism is legitimate, innocent absenteeism
which occurs infrequently. Procedures for disciplinary action apply only to culpable
absenteeism. Many organizations take the view that through the process of individual
absentee counselling and treatment, the majority of employees will overcome their
problems and return to an acceptable level of regular attendance.
control. Absenteeism, no matter what the cause, imposes losses on the employer who is
also not at fault. The damage suffered by the employer must be weighed against the
employee's right to be sick. There is a point at which the employer's right to expect the
employee to attend regularly and fulfill the employment contract will outweigh the
employee's right to be sick. At such a point the termination of the employee may be
justified, as will be discussed.
The procedure an employer may take for innocent absenteeism is as follows:
1.
Initial counselling(s)
2.
Written counselling(s)
3.
4.
Discharge
1. Initial Counselling
Presuming you have communicated attendance expectations generally and have already
identified an employee as a problem, you will have met with him or her as part of your
attendance program and you should now continue to monitor the effect of these efforts
on his or her attendance.
If the absences are intermittent, meet with the employee each time he/she returns to
work. If absence is prolonged, keep in touch with the employee regularly and stay
updated on the status of his/her condition. (Indicate your willingness to assist.)
You may require the employee to provide you with regular medical assessments. This
will enable you to judge whether or not there is any likelihood of the employee
providing regular attendance in future. Regular medical assessments will also give you
an idea of what steps the employee is taking to seek medical or other assistance. Formal
meetings in which verbal warnings are given should be given as appropriate and
documented. If no improvement occurs written warning may be necessary.
20
2. Written Counselling
If the absences persist, you should meet with the employee formally and provide
him/her with a letter of concern. If the absenteeism still continues to persist then the
employee should be given a second letter of concern during another formal meeting.
This letter would be stronger worded in that it would warn the employee that unless
attendance improves, termination may be necessary.
4. Discharge
Only when all the previously noted needs and conditions have been met and everything
has been done to accommodate the employee can termination be considered. An
Arbitrator would consider the following in ruling on an innocent absenteeism dismissal
case.
a) Has the employee done everything possible to regain their health and return to
work?
21
b) Has the employer provided every assistance possible? (i.e. counselling, support,
time off.)
c) Has the employer informed the employee of the unworkable situation resulting
from their sickness?
d) Has the employer attempted to accommodate the employee by offering a more
suitable position (if available) or a reduction of hours?
e) Has enough time elapsed to allow for every possible chance of recovery?
f) Has the employer treated the employee prejudicially in any way?
As is evident, a great deal of time and effort must elapse before dismissal can take
place.
These points would be used to substantiate or disprove the following two fold test.
1.
2.
It must be proven that the employee will be unable to attend work on a regular
basis in the future.
22
Initial Warning(s)
2.
Written Warning(s)
3.
Suspension(s)
4.
Discharge
1. Verbal Warning
Formally meet with the employee and explain that income protection is to be used only
when an employee is legitimately ill. Advice the employee that his/her attendance
record must improve and be maintained at an improved level or further disciplinary
action will result. Offer any counselling or guidance as is appropriate. Give further
verbal warnings as required. Review the employee's income protection records at
regular intervals. Where a marked improvement has been shown, commend the
employee. Where there is no improvement a written warning should be issued.
23
2. Written Warning
Interview the employee again. Show him/her the statistics and point out that there has
been no noticeable (or sufficient) improvement. Listen to the employee to see if there is
a valid reason and offer any assistance you can. If no satisfactory explanation is given,
advise the employee that he/she will be given a written warning. Be specific in your
discussion with him/her and in the counselling memorandum as to the type of action to
be taken and when it will be taken if the record does not improve. As soon as possible
after this meeting provide the employee personally with the written warning and place a
copy of his/her file. The written warning should identify any noticeable pattern
If the amount and/or pattern continues, the next step in progressive discipline may be a
second, stronger written warning. Your decision to provide a second written warning as
an alternative to proceeding to a higher level of discipline (i.e. suspension) will depend
on a number of factors. Such factors are, the severity of the problem, the credibility of
the employee's explanations, the employee's general work performance and length of
service.
3. Suspension (only after consultation with the appropriate superiors)
If the problem of culpable absenteeism persists, following 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 again on the
severity of the problem, the credibility of the employee's explanation, the employee's
general work performance and length of service. Subsequent suspensions are optional
depending on the above condition.
4. Dismissal (only after consultation with the appropriate superiors)
24
Dismissals should only be considered when all of the above conditions and procedures
have been met. The employee, upon displaying no satisfactory improvement, would be
dismissed on the grounds of his/her unwillingness to correct his/her absence record.
25
research reveals that the rate of absenteeism is almost equally distributed throughout
your factory, you will need to investigate other possible causes.
26
1)
ADOPTION
OF
WELL
DEFINED
RECRUITMENT
PROCEDURE
The selection of employees on the basis of command, linguistic and family
consideration should be avoided. The management should look for aptitude and ability
in the prospective employees and should not easily yield or pressure of personal likes
and dislikes. Application blanks should invariably be used for a preliminary selection
and tools for interviews. The personal officer should play more effective role as
coordinator of information, provided that he has acquired job knowledge in the function
of selection. Employers should also take into account the fact that selection should be
for employees development, their reliance. They should as far as possible rely on
employment exchange.
2)
3)
The wages of an employee determine his as well as his family standard of living. This
single factor is important for him than other. The management should, therefore pay
reasonable wages and allowances, taking into account the capacity of the industry to
pay.
4)
5)
6)
7)
vanity, etc and such material factorizes unguarded machinery and explosives, defective
equipment and hand tools. Safe methods of operation should be taught. In addition
consistent and timely safely instruction, written instructions (manual) in the regional
language of the area should be given to the work force.
8) CORDIAL
RELATIONS
BETWEEN
SUPERVISORS
AND
WORKERS
The supervisor should be recognise that industrial work is a groups task and cannot be
properly done unless discipline is enforced and maintained. Cordial relations between
the supervisors and these workers are therefore essential for without them, discipline
cannot be increased. One of the consequences of unhealthy relations between
supervisors and subordinates is absenteeism.
9)
29
absence
episodes
of two
days
each
is
250
points
Ten absence episodes of one day each is 1,000 points (i.e. 10 x 10 x 10)
30
(i.e.
5 x
5 x
10)
31
32
Absence reporting and monitoring is consistent, equal and accurate both over time
and across the whole organization.
Without these processes in place the calculation of the Bradford Factor is extremely difficult and
time consuming. In addition to this; unequal processes for reporting and calculating the Bradford
Factor could be discriminatory; everyones Bradford Factor score should be subject to the same,
indisputable criteria.
33
iii.
2)
3)
34
LITERATUER REVIEW
1. Ernest B. Akyeampong has written a research paper Trends and seasonality in
Absenteeism. In this paper the author focus on that at which time period the employees
are more absent.
In this paper he said that illness-related absences are highly seasonal, reaching a peak during the
winter months (December to February) and a trough during the summer (June to August). The
high incidence in winter is likely related to the prevalence of communicable diseases at that time,
especially colds and influenza. The low incidence during the summer may be partly because
many employees take their vacation during these months. Because of survey design, those who
fall ill during vacation will likely report vacation rather than sickness or disability as the main
reason for being away from work.
Compared with the annual average, part-week absences are roughly 30% more prevalent in the
winter months and almost 20% less so during the summer months. Seasonality is much less
evident in full-week absences.
2.
Mariajos Romero and Young-Sun Lee has written a research paper A National
Portrait of Chronic Absenteeism in the Early Grades. In this paper he focused on the
following points:
(i)
(ii)
(iii)
3. Morten Nordberg and Knut Red has written a research paper Absenteeism, Health
Insurance, and Business Cycles. In this he wants to evaluate how the economic
environment affects worker absenteeism and he also isolate the causal effects of business
cycle developments on work-resumption prospects for ongoing absence spells, by
conditioning on the state of the business cycle at the moment of entry into sickness
absence.
35
That business cycle improvements yield lower work-resumption rates for persons
who are absent, and higher relapse rates for persons who have already resumed
work.
(ii)
That absence sometimes represents a health investment, in the sense that longer
absence now reduces the subsequent relapse propensity.
(iii)
That the work-resumption rate increases when sickness benefits are exhausted,
but that work-resumptions at this point tend to be short-lived.
36
worker
20%
10%
0%
0-2 Years
2-5 Years
5-10 Years
>10 Years
Interpretation It can be seen that 56% of the workers at AGRON REMEDIES Pvt. Ltd.
are working for more than 10 years whereas 36% are working for more than 5 yrs.
50%
40%
30%
20%
10%
0%
nil
once
twice
37
>twice
Interpretation - It can be seen that 96% of the workers do not remain absent.
Q . According to you what are the main reasons for employees absent?
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
stress
working env
38
personal prob
working ccondit
Interpretation - According to 96% workers, personal problem is the reason for being
absent. 4% think that stress can also be the reason.
39
80%
70%
60%
50%
views regarding absenteeism policy
40%
30%
20%
10%
0%
excellent
good
fair
poor
Interpretation - It can be seen that 76% workers rate the present absenteeism policy as
good whereas 22% rate it as excellent.
Q. Are you clear about your work / job responsibilities?
40
100%
90%
80%
70%
60%
clarity regarding work
50%
40%
30%
20%
10%
0%
well clear
good
fairly clear
don't know
Interpretation - It can be seen that 94% of the workers at AGRON REMEDIES Pvt.
Ltd. are clear regarding their work responsibilities.
41
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
well satisfied
good
fair
not satisfied
Interpretation - 82% of the workers are fully satisfied with their work whereas 16%
workers think their work as good.
Q. Views regarding working environment of AGRON REMEDIES Pvt. Ltd.?
42
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
excellent
good
fair
poor
43
80%
70%
60%
50%
relations with superiors
40%
30%
20%
10%
0%
excellent
good
fair
poor
Interpretation - 76% workers have good relations with the superiors whereas 22% have
excellent relations with the superiors.
Q. Yours superiors behaviour towards your problem?
44
60%
50%
40%
30%
20%
10%
0%
excellent
good
fair
poor
Interpretation - 42% workers think that their superiors behaviour toward their
problems is excellent & 56% workers consider it as good.
45
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
excellent
good
fair
poor
Q.
Yours views regarding facilities provided AGRON REMEDIES Pvt. Ltd.?
Interpretation 86% workers consider that facilities provided to them are good
whereas 10% consider them as excellent.
46
CHAPTER-5 CONCLUSIONSUGGESTIONS
Finding and analysis reveals the following conclusion
1) Almost 56% of the workers at AGRON REMEDIES Pvt. Ltd. are working for
more than 10 years whereas 36% are working for more than 5 yrs.
2) Almost 96% of the workers do not remain absent.
3) According to 96% workers, personal problem is the reason for being absent. 4%
think that stress can also be the reason.
4) Almost 76% workers rate the present absenteeism policy as good whereas 22%
rate it as excellent.
5) Almost 94% of the workers at AGRON REMEDIES Pvt. Ltd. are clear regarding
their work responsibilities.
47
6) 82% of the workers are fully satisfied with their work whereas 16% workers
think their work as good.
7) 76 % workers have good relations with the superiors whereas 22% have excellent
relations with the superiors.
8) 42% workers think that their superiors behaviour towards their problems is
excellent & 56% workers consider it as good.
CHAPTER -6 SUGGESTIONS
48
49
CHAPTER 7-BIBLIOGRAPHY
1. Books
a. Industrial Relation-2007, Arun Monappa.
b. Industrial Relation, Trade Union and Labour Legislation-2009, P.R.N Sinha.
c. Industrial Relation and Labour Laws-2009, S.C Srivastava.
d. Dynamics of Industrial Relation-2008, C.B Mamoria.
e. Industrial Relation-2006, C.S VenkataRaman.
2. Research Papers
50
51