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Questionnaire Format For Absenteeism of Employees
Questionnaire Format For Absenteeism of Employees
Questionnaire Format For Absenteeism of Employees
Below is the questionnaire format to find out the reasons of absenteeism of employees at
Agron Remedies Pvt. Ltd.
Personal Information
Age…………………………. Sex………………………..……
1) For how many years you are working with AGRON REMEDIES Pvt. Ltd.?
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Abstract: This project on Employee Absenteeism reveals that one of the major problems is absenteeism
in our industry. Absenteeism is the practice or habit of being an absentee and an absentee is one who
habitually stays away from work. Employees Absenteeism is a serious problem for management because
it involves heavy additional expenses. Absenteeism hinders planning, production, efficiency and
functioning of the organization. In fact high rates of absenteeism affect an organisation state of health and
also supervisory and managerial effectiveness.
“Absenteeism of Employees”
at
DIPLOMA IN MANAGEMENT)
COLLEGE ADDRESS
http://freembaprojects.com/hr-project-on-employee-absenteeism/
CERTIFICATE FROM THE FACULTY GUIDE
This is to certify that the project work entitled “CORPORATE SOCIAL RESPONSIBILITY IN EMERGING
MARKETS”, is a bonafide work carried out by Mr.C.SANKAR GANESH for the MBA (2012-2014) of
TAMINL NADU OPEN UNIVERSITY, approved by AICTE under my guidance and direction.
PREFACE
There is a famous saying “The theory without practical is lame and practical without theory is blind.”
Absenteeism is a serious workplace problem and an expensive occurrence for both employers and
employees seemingly unpredictable in nature. Human resource is an important part of any business and
Our institution has come forward with the opportunity to bridge the gap by imparting modern scientific
management principle underlying the concept of the future prospective managers. To the emphasis on
practical aspect of management education the faculty of TAMIL NADU OPEN UNIVERSITY has with a
modern system of practical training of repute and following management technique to the student as
integral part of PGDM in accordance with the above obligation under going project in “SURYA GROUP OF
Employee” Certainly this analysis explores my abilities and strength to its fullest extent for the
C.SANKAR GANESH
“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 surya group of
institutions, vikiravandy, villupuram, Tamil nadu. No amount of written expression is sufficient to show
my deepest sense of gratitude to them. I am extremely thankful and pay my gratitude to our Chairman
Dr. Gowtham Sigamani and my faculty guide GUIDANCE NAME COLLEGE NAME for their valuable
guidance and support on completion of this project in its presently. I am very thankful NAME (Marketing
Manager) for their everlasting support and guidance on the ground of which I have acquired a new field
of knowledge. A special appreciative “Thank you” in accorded to all staff of “Agron Remedies Private
Limited, Kashipur (Moradabad) for their positive support. I also acknowledge with a deep sense of
reverence, my gratitude towards my parents and member of my family, who has always supported me
morally as well as At last but not least gratitude goes to all of my friends who directly or indirectlyhelped
ANNEXURE ..................................................................................................................... 48
CHAPTER -1
ABOUT COMPANY
1.1 COMPANY PROFILE
Surya engineering college is a well established ISO 9001:2000 Certified College started in the year 2008e
1985, having a state of the art manufacturing plant. At present they are manufacturing uncoated
Tablets, Sugar and Film coated Tablets, Capsules, Betalactum Capsules, Dry Syrup and Liquid orals.
The plant is situated at KASHIPUR which is an industrial town of Uttranchal. Several very popular
manufacturing companies like Surya Roshani Ltd., India Glycol Ltd., SRF Ltd., Pashupati Acrylon Ltd. And
many other are based at Kashipur. Our plant is situated in lush green and very healthy environment of
Uttranchal, away from any kind of pollution.
AGRON belong to a very highly reputed group of KASHIPUR who always believe in high ideals and ethics.
Our main emphasis is on quality and our motto is “Quality is our business‟ for which we never
compromise. We always believe in long term relationship and we are sure that once our business
contacts are established with you the same will continue for a very long time.
Our unit is exempted from Central Excise Duty and applicable C.S.T is 1% instead of 4%.
DETAILS
Gst road,
Website : www.
Industry : educational
City : vikiravandy
Sector : Private
1.2 RESEARCH & DEVELOPMENT
Agron Remedies Private Limited has reinforced its focus on R&D and has substantially scaled up on its
investments to build its capabilities in all the areas of generic research as a short to medium term
strategy. Generic drug development encompasses both small and large molecules. Agron Remedies
Private Limited strongly believes that there are attractive opportunities in the highly competitive global
generic space, not only in vanilla generics but also in value added and difficult to develop complex
generics. The business focus is backed with the building up of captive manufacturing operations and of
complying with the regulatory standards of the advanced markets. Focus on the 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 in-house 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.
1.3 OTHER INFORMATION
1) ENGINEERING DEPARTMENTS
2) SCHOOL OF PHARMACY
3) SCHOOL OF ARCHITECTURE
4) MBA.
RESEARCH METHODOLOGY
2.1 RESEARCH METHODOLOGY
The research reveals that one of the major problems is absenteeism in our industry. Absenteeism
hinders planning, production, efficiency and functioning of the organisation. In fact high rates of
absenteeism affect an organisation state of health and also supervisory and managerial effectiveness.
1) OBJECTIVES OF RESEARCH
The population for the study comprised of absentees for current year, the total
sample 50 workers.
The sources of data for the purpose of study were both primary and secondary.
Primary data was collected through questionnaire which was mainly close -ended
questionnaire and discussion with workers whereas secondary data was collected
from records maintained by personal department and time office. Percentage method
is used for the analysis of data and bar graphs are used to present that data.
2.2 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. Mariajosé 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:
3. Morten Nordberg and Knut Røed 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.
(i) 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.
CHAPTER- 3
INTRODUCTION
3.1 REASONS TO CHOOSE THE PROJECT
In my PGDM I had studied a subject Industrial Relation. In this subject I studied about Absenteeism.
After studying this topic I want to gain some practical knowledge on this and try to find out the causes of
Absenteeism. Initially it appeared to me quite a simple project, but as I started working on it only then I
understood its real significance.
It is often easier for the organizations to make arrangement to cover staffs, which are going to be off for
long periods. However, employees taking odd days off here and this become more problematic, can
have an immediate impact.
If remain unchecked, this type of absence can send out the wrong signals to colleagues 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.
3.2 ABSENTEEISM
CONCEPT OF ABSENTEEISM
It refers to workers absence from their regular task when he is normally schedule to work. The according
to Webster‟s 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 one‟s 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. 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 t hem 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, “I‟m not
coming in today because my supervisor abuses me.”Or, “I‟m not coming in today because my chair is
uncomfortable.” Or, “I‟m 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.
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
Once a manager finds the real reasons for absenteeism there is another important
step. Through open communication, you need to change the team member‟s way of
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
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
For Example:
days following the payment of wages and bonus. The level of absenteeism is
comparatively high immediately after payday. When worker either feel like
having 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
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.
The Royal Commission Labour observed that high absenteeism among Indian
labour is due to rural orientation and their frequent urge for rural exodus.
industrial fatigue, mal nutrition and bad working conditions aggravate that feeling
for change among industrial worker and some time impel them to visit their village
In factory the worker finds caught within factory walls, he is bewildered by heavy
he is under constant strain, which cause him serious distress and impairs his
efficiency. All these factors tend to persuade him to maintain his contacts with
village.
Social and religious ceremonies divert workers from workers to social activities. In
3) HOUSING CONDITIONS
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.
noise, vibration, bad lighting, dust fumes and overcrowding all these affect the
workers health causing him to remain absent from work a long time.
High rate absenteeism is also due to lack of adequate welfare facilities Welfare
activities include clean drinking water, canteen, room shelter, rest rooms, washing
Some of the habitual drunkards spend whole of the ir salary during first week of
each month for drinking purpose. Therefore 2 or 3 weeks after getting their salary
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.
Due to favouritism and nepotism which are in the industry the workers generally
Negligence on part of the employee to provide leave facility compel the worker to
fall back on ESI leave. They are entitled to 50 days leave on half on pay. Instead of
INDUSTRIAL PROGRESS
1) LOSS TO WORKER
Firstly due to the habit of being absenting frequently worker‟s income is reduced to
a large extent. It is because there is a general principle of “no work – no pay”. Thus
2) LOSS TO EMPLOYERS
On other hand, the employer has to suffer a greater loss due to absentees. It disturbs
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.
It was observed that about 40% case absenteeism is family oriented and more
2) SOCIAL CEREMONIES
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.
In 20% case the workers remain absent due to ill health and disease and in 15%
cases workers remain absent due to accident.
5) TRANSPORTATION
Most of the workers have to travel long distance to reach the work place . Most of
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.
3.8 ABSENTEEISM - TYPES & THEIR
CONTROL
There are two types of absenteeism, each of which requires a different type of
approach.
1. INNOCENT ABSENTEEISM
Innocent absenteeism refers to employees who are absent for reasons beyond their
control; like sickness and injury. Innocent absenteeism is not culpable which means
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.
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 emplo yees will
his/her 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
1. Initial counselling(s)
2. Written counselling(s)
1. Initial Counselling
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
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
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
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
reduce his/her hours to better fit his/her personal circumstances. This option must be
discipline.
If the nature of the illness or injury is such that the employee is unable to fulfil the
requirements of his/her job, but could for example benefit from modified work,
counsel the employee to bid on jobs of such type if they become available. (N.B. It
unionized environment. The onus should be on the employee to apply for an existing
4. Discharge
Only when all the previously noted needs and conditions have been met and
a) Has the employee done everything possible to regain their health and ret urn to
work?
e) Has enough time elapsed to allow for every possible chance of recovery?
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.
2. It must be proven that the employee will be unable to attend work on a regular
demonstrated that the employee is not actually ill and is able to improve his/her
attendance.
identified the employee as a problem, have met with him/her as part of your
attendance program, made your concerns on his specific absenteeism known and
generally the same as for other progressive discipline problems. The discipline
1. 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
Give further verbal warnings as required. Review the employee's income protection
issued.
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
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
suspension) will depend on a number of factors. Such factors are, the severity o f the
problem, the credibility of the employee's explanations, the employee's general work
If the problem of culpable absenteeism persists, following the next interview period
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,
Dismissals should only be considered when all of the above conditions and
CONTROL OF ABSNTEEISM
through the use of sound management practices. To cure excessive absenteeism, one
has to know the exact causes and then examine the available, workable and proven
To embark upon a successful absenteeism reduction program, you need to make sure
you have some basic information and facts about absenteeism in your company.
Consider the following four questions, which should help you further focus your
Numerous studies have concluded that under trained supervisors is one of the main
Given that this may be the case, you first should check the percentage of employee
your research reveals that the rate of absenteeism is almost equally distributed
throughout your factory, you will need to investigate other possible cause s.
mutual interest. These confidential worker surveys commonly ask for employee
In other words, employees revealed that repetitive, boring jobs coupled with
about their employees' excessive absenteeism, including what causes it and how to
reduce it.
If you find that your supervisors hesitate to provide meaningful answers to your
questions, then you're on the right track toward a solution. Ask yourself, "How much
and human resources skills?" If your answer is none or very little, your solution can't
be far behind. The fact of the matter is, you cannot ask a person to do a job he or she
PROCEDURE
consideration should be avoided. The management should look for aptit ude 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
knowledge in the function of selection. Employers should also take into account the
fact that selection should be for employee‟s development, their reliance. They
CONDITION
In India, where the climate is warm and most of the work involves manual labour, it
is essential that the workers should be provided with proper and healthy working
conditions. The facilities of drinking water, canteens, lavatories, rest rooms, lighting
and ventilation, need to be improved. Where any one of these facilities is not
available, it should be provided and all these help in keeping the employee cheerful
and increase productivity and the efficiency of operations throughout the plant .
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.
The management should consider the needs of workers and offer them adequate and
cheap housing facilities, free of subsidised food, free medical and transport
facilities, free education facilities for their children and other monetary benefits. As
for social security is concern, the provision of Provident Fund, SBI facilities,
Since a majority of the workers are illiterate or not highly educated bulletins and
written notices journals and booklets are not easily understood by them. Meetings
and concealing are called for written communication becomes meaningful only when
workers can readied understood them, too many notices should be avoided only the
essential ones should be put on the boards, which should be placed near the entrance
inside the canteen and in areas which are frequently visited by the workers so that
they are aware of the policies of the company and any sort changes being made.
The management‟s strict attitude in granting leave and holidays even when the need
for them is genuine, tempts workers to go on E.S.I. leave for under this scheme, they
can have 56 days leaves in years on half pay. An effective way of dealing with
Safety at work can be maintained and accidents can be prevented if the management
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
The supervisor should be recognise that industrial work is a groups task and cannot
between the supervisors and these workers are therefore essential for without them,
The system of worker‟s education should be so designed as to take into account their
educational needs as individuals for their personal evaluation, as operatives for their
efficiency and advancement, as citizens for happy integrated life in the community,
be to make a worker:-
c) Lead a calm, clean and health life, based on a firm ethical foundation.
ABSENTEEISM
Bradford Factor is a Human Resources tool used by many organizations to measure and
identify areas of absenteeism. The theory is that short, frequent and unplanned absences are
It is based on the fact that it is normally easier to make arrangements to cover for staffs who
are going to be off for long periods, and which are more likely to be suffering from a genuine
illness.
However, employees taking odd unplanned days off here and there actually cause more
disruption to the business. If this pattern is repeated regularly, the employee will have a high
Bradford Factor score; which may raise questions about how genuine the illness actually is.
Where E is the number of episodes of absence and D is the total number of days absent in a
So, for employees with a total of 10 days absence in one year, the Bradford Factor score can
vary enormously, depending on the number of episodes of absence involved. For example:
Five absence episodes of two days each is 250 points (i.e. 5 x 5 x 10)
Ten absence episodes of one day each is 1,000 points (i.e. 10 x 10 x 10)
There are no set rules for using the Bradford Factor; it is down to each organization to
However, used effectively, the Bradford Factor can reduce absenteeism dramatically, serving
Studies have shown that by educating staff about the Bradford Factor, and then showing them
their score on a regular basis, absenteeism can be reduced by over 20%. This is largely down
to staff understanding that taking the odd day off here and there will quickly multiply their
Bradford Factor score. The Bradford Factor places a value on the absence which an employee
can clearly see. Where the absence is not absolutely necessary, this can serve to deter
absenteeism.
When this is used in conjunction with a points system the Bradford Factor can be effectively
utilized to deter unnecessary absenteeism.
For example the Bradford Factor can be utilized by creating “triggers” whereby certain
actions are taken when an employee‟s Bradford score reaches a certain point. For example,
Setting these triggers is entirely dependent on the organization using the Bradford Factor. It is
usually advisable to use the Bradford Factor as one of a number of absence policies.
However, setting these triggers and making staff aware of them, in addition to taking action,
by the Bradford Factor, an organization can remove the potential for differences across teams
and management and remove the difficulties and reluctance that line managers often face
The Bradford Factor can provide organizations with a two pronged method for tackling
absence: proactively deterring absence in the first place and utilizing a set procedure to
proposition. However, calculating the Bradford Factor over a rolling 52 week period, across
multiple teams and locations and considering different types of absence is a very difficult
task.
As a result of the exponential nature of the formula {E x E x D}, even the slightest mistakes
For example: For an employee who has had 10 days off in a year in total, on two separate
occasions:
However, if their absence is either not recorded correctly, or is calculated wrong by just one
day:
You can see that their score is more than double, despite the small mistake. Getting the
formula the wrong way round can have even more significant results:
then the process for calculating the Bradford Factor has to be full proof, consistent and equal.
To achieve this, an organization will need to ensure:
Absence reporting and monitoring is consistent, equal and accurate both over
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; everyone‟s Bradford Factor score should be subject
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CHAPTER-5
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.
3) According to 96% workers, personal problem is the reason for being absent.
4) Almost 76% workers rate the present absenteeism policy as good whereas
5) Almost 94% of the workers at AGRON REMEDIES Pvt. Ltd. are clear
7) 76 % workers have good relations with the superiors whereas 22% have
8) 42% workers think that their superior‟s behaviour towards their problems is
additional expenses. The management should take the following measures to reduce
bonus pay for every month of perfect attendance can improve a lot.
frequent absenteeism and you find out that it is due to personal problems refer
possible to advise why they are unable to make it to work and when they
In the end to conclude this report I would like to specify that the project allotted to
In the end I would once again like to thank the people of AGRON REMEDIES Pvt.
a) As it was not possible to visit each department the true picture of working
b) The workers were busy with their work therefore they could not give enough
c) The personal biases of the respondents might have entered into their response.
d) Some of the respondents give no answer to the questions which may affect the
analysis.
Because of a small period of time only small sample had to be considered which
doesn‟t actually reflect and accurate and intact picture.
BIBLIOGRAPHY
1. Books
2. Research Papers
Business Cycles.
3. Web Sites
a. www.agronremedies.com
b. www.hrglossories.com
ANNEXURE