Employee Absenteesim

SUMMER TRAINING REPORT
ON
“ABSENTEEISM OF EMPLOYEES
IN
COOPERATIVE BANK,KHANNA”
Submitted to A.S. Group of Institutions Khanna
In partial fulfillment of the requirement
Of the degree of
BACHELOR OF BUSINESS ADMINISTRATION (2012-15)
By
Shivangi
(UNIVERSITY ROLL NO: 1205102)
A.S. GROUP OF INSTITUTIONS, KHANNA
AFFILIATED TO:
PUNJAB TECHNICAL UNIVERSITY, JALANDHAR
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Acknowledgement
It has been great honor and privileges to undergo training at cooperative bank, khanna. I would like to
take opportunity to express my humble gratitude and special thanks to ‘Rupinder Singh Bhatti’ under
whom I executed this project. His constant guidance and willingness to share his vast knowledge made
me understand this project and also helped us to complete the assigned tasks.
I am highly thankful to my project internal guide Mr. Harpreet singh and Mrs.Jagjit kaur whose valuable
guidance, remedial encouragement; timely suggestions helped me to understand the project better.
Although there may be many who remain unacknowledged in the humble note of gratitude there are
none who remain unappreciated.
Last but not the least, I thank my friends and well wisher for their good cooperation while I am doing my
project.
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Candidate’s Declaration
I hereby certify that work which is being presented in the project “Absenteeism of
Employees” In fulfillment of the requirement for the award of the degree of bachelor of
Business Administration & submitted in Punjab Technical University, Jalandhar, is an authentic
record of my own work carried out during a period of 5th semester under the supervision of
‘Jagjit kaur’
Shivangi
1205102
This is to certify that above statement made by the candidate is correct to the best of our
knowledge.
Jagjit kaur
(Supervisor)
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INDEX
Title Page Number
Chapter 1 Introduction
Company Profile
Introduction of Topic
Chapter 2 Review of Literature
Chapter 3 Research Methodology
objectives
Chapter 4 Data analysis and Interpretation
Chapter 5 Findings and Suggestions
Conclusion
Bibliography
Annexure
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Chapter 1
INTRODUCTION
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:
A bank is a financial intermediary that accepts deposits and channels those deposits
into lending activities, either directly by loaning or indirectly through capital markets. A bank
links customers that have capital deficits and customers with capital surpluses.
Due to their importance in the financial system and influence on national economies, banks
are highly regulated in most countries. Most nations have institutionalized a system known
as fractional reserve banking, under which banks hold liquid assets equal to only a portion of
their current liabilities. In addition to other regulations intended to ensure liquidity, banks are
generally subject to minimum capital requirements based on an international set of capital
standards, known as the Basel Accords.
 "banking business" means the business of receiving money on current or deposit account,
paying and collecting cheques drawn by or paid in by customers, the making of advances to
customers, and includes such other business as the Authority may prescribe for the purposes
of this Act; (Banking Act (Singapore), Section 2, Interpretation).
 "banking business" means the business of either or both of the following:
1. receiving from the general public money on current, deposit, savings or other similar
account repayable on demand or within less than [3 months] ... or with a period of call or
notice of less than that period;
2. Paying or collecting checks drawn by or paid in by customers.
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Types of banking:
There are various types of banks. The necessity for the variety among these banks is
because each bank is specialized in their own field. Each bank has its own principles
and policies. Different rates of interests are also noted among these banks. All these
banks are listed as below:
1. Savings Banks – These banks are suited for employees with a monthly salary. Low
waged people may open an account in the savings bank.
2. Commercial Banks – These banks collects money from people in various sectors and
gives the same as a loan to business men and make profits in interests these business men
pay. Since the loan is large the interest rates are also high.
3. Industrial Development Bank – these banks are committed towards enhancing the
growth of industries by providing loans for a very long period of time. This is vital for the
long term growth of the industries.
4. Land Development’s Bank – these banks promote growth in the food sector, by giving
loans to farmer at a relatively lower interest rate. The loan is usually given on the basis of
land. If a farmer has lots of agricultural fields then the more will be the loan provided.
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5. Indigenous Banks – native banks. They are normal moneylenders; only this time,
handling huge amounts of money. They collect money from the community and provide
loans to business men and industrialists for a short amount of time.
6. Mortgage Banks – these banks are specialized in providing mortgage loans alone. In
order to sell loans they depend solely on the secondary market.
7. Spare Bank – these banks are present in Norway. They promote both savings and
commercial facilities to the both people and organizations in Norway.
8. Federal or National Banks – these banks control the principles and policies of other
banks across the country. These banks are managed and run by the government. This
bank provides benchmarks which other banks should follow.
9. Exchange Banks – these banks will be available in more than a single country. They
provide services for the buying and selling of gold and silver; transactions will be in
foreign currencies.
10. Consumer’s Bank – these are consumer friendly banks; they encourage the consumer in
buying commercial products and provide options for easy repay of the loan amount.
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1.1PROFILE OF THE COMPANY:-
INTRODUCTION TO CO-OPERATIVE
BANKING:-
DEFINATION:
“A Co-operative bank, as its name indicates is an institution consisting of a number of
individuals who join together to pool their surplus savings for the purpose of eliminating the
profits of the bankers or money lenders with a view to distributing the same amongst the
depositors and borrowers.” The Co-operative Banks Act, of 2007 (the Act) defines a co-
operative bank as a co-operative registered as a co-operative bank in terms of the Act.
Whose members –
1. Are of similar occupation or profession or who are employed by a common employer or who
are employed within the same business district; or
2. Have common membership in an association or organisation, including a business, religious,

social, co-operative, labour or educational group; or
3. Have common membership in an association or organisation, including a business, religious,

social, co-operative, labour or educational group; or
4. Reside within the same defined community or geographical area.
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CO-OPERTIVE BANKING - AN INTRODUCTION:
Co-operative bank, in a nutshell, provides financial assistance to the people with small means to
protect them from the debt trap of the moneylenders. It is a part of vast and powerful structure of
co-operative institutions which are engaged in tasks of production, processing, marketing,
distribution, servicing and banking in India. A co-operative bank is a financial entity which
belongs to its members, who are at the same time the owners and the customers of their bank.
Co-operative banks are often created by persons belonging to the same local or professional
community or sharing a common interest. These banks generally provide their members
With a wide range of banking and financial services (loans, deposits, banking accounts) Co-
operative banks differ from stockholder banks by their organization, their goals, their Values and
their governance. The Co-operative Banking System in India is characterized by a relatively
comprehensive network to the grass root level. This sector mainly focuses on the local
population and micro- banking among middle and low income strata of the society. These banks
operate mainly for the benefit of rural areas, particularly the agricultural sector.
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ORIGIN OF CO-OPERATIVE BANKING:
The beginning co-operative banking in India dates back to about 1904, when official efforts were
made to create a new type of institution based on principles of co-operative organization &
management, which were considered to be suitable for solving the problems peculiar to Indian
Conditions. The philosophy of equality, equity and self help gave way to the thoughts of self
responsibility and self administration which resulted in giving birth of co-operative. The origin
on co-operative movement was one such event-arising out of a situation of crisis, exploitation
and sufferings. Co-operative banks in India came into existence with the enactment of
The Agricultural Credit Co-operative Societies Act in 1904. Co-operative bank form an integral
part of banking system in India. Under the act of 1904, a number of co-operative credit societies
were started. Owing to the increasing demand of co-operative credit, anew act was passed in
1912, which was provided for establishment of co-operative central banks by a union of primary
credit societies and individuals. Co-operative Banks in India are registered under the Co-
operative Societies Act. The cooperative bank is also regulated by the RBI. They are governed
by the Banking Regulations Act 1949 and Banking Laws (Cooperative Societies) Act, 1965.
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HISTORY OF CO-OPERATIVE BANKING:
The origins of the cooperative banking movement in India can be traced to the close of
nineteenth century when, inspired by the success of the experiments related to the cooperative
movement in Britain and the cooperative credit movement in Germany, such societies were set
up in India. Now, Co-operative movement is quite well established in India. The first legislation
on co-operation was passed in 1904. In 1914 the Maclagen committee envisaged a three tier
structure for co-operative banking viz. Primary Agricultural Credit Societies (PACs) at the grass
root level, Central Co-operative Banks at the district level and State Co-operative Banks at
State level or Apex Level. In the beginning of 20th century, availability of credit in India, more
particularly in rural areas, was almost absent. Agricultural and related activities were starved of
organised, institutional credit. The rural folk had to depend entirely on the money lenders, who
lent often at usurious rates of interest.
The co-operative banks arrived in India in the beginning of 20th Century as an official effort to
create a new type of institution based on the principles of co-operative organisation and
management, suitable for problems peculiar to Indian conditions. These banks were conceived as
Substitutes for money lenders, to provide timely and adequate short-term and long-term
institutional credit at reasonable rates of interest. The Anyonya Co-operative Bank in India is
considered to have been the first co-operative bank in Asia which was formed nearly 100 years
back in Baroda. It was established in 1889 with the name Anyonya Sahayakari
Mandali Co-operative Bank Limited, with a primary objective of providing an alternative to
exploitation by moneylenders for Baroda's residents. In the formative stage Co-operative Banks
were Urban Co-operative Societies run on community basis and their lending activities were
restricted to meeting the credit requirements of their members. The concept of Urban
Co-operative Bank was first spelt out by Mehta Bhansali Committee in 1939 which defined on
Urban Co-operative Bank. Provisions of Section 5 (CCV) of Banking Regulation Act, 1949 (as
applicable to Co-operative Societies) defined an Urban Co-operative Bank as a Primary Co-
operative Bank other than a Primary Co-operative Society was made applicable in 1966.
With gradual growth and also given Philip with the economic boom, urban banking sector
received tremendous boost and started diversifying its credit portfolio. Besides giving traditional
lending activity meeting the credit requirements of their customers they started catering to
various sorts of customers viz.self-employed, small businessmen / industries, house finance,
Consumer finance, personal finance etc.
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FEATURES OF CO-OPERATIVE BANKING:
1. Co-operative Banks are organized and managed on the principal of cooperation, self-help, and
mutual help.
.
2. Co-operative bank performs all the main banking functions of deposit mobilisation, supply of
credit and provision of remittance facilities.
3. Co-operative Banks provide limited banking products and are functionally specialists in
agriculture related products. However, co-operative banks now provide housing loans also.
4. Co-operative banks are perhaps the first government sponsored, government-supported, and
government-subsidised financial agency in India. They get financial and other help from the
Reserve Bank of India, NABARD, central government and state governments.
5. Co-operative Banks belong to the money market as well as to the capital market. Primary
agricultural credit societies provide short term and medium term loans.
6. Co-operative banks are financial intermediaries only partially.

The sources of their funds (resources) are:
(a) Central and state government,
(b) The Reserve Bank of India and NABARD,
(c) Other co-operative institutions,
(d) Ownership funds and,
(e) Deposits or debenture issues.
7. Some co-operative bank are scheduled banks, while others are non scheduled
Banks. Co-operative Banks are subject to CRR and liquidity requirements as other scheduled and
non-scheduled banks are. However, their requirements are less than commercial banks.
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8. As said earlier, co-operative banks accept current, saving, and fixed or time deposits from
individuals and institutions including banks.
9. In the recent past, the RBI has introduced changes in interest rates of cooperative banks also,
along with changes in interest rates of commercial banks. The interest rates structure of co-
operative banks is quite complex. The rates charged by them depend upon the type of bank, the
type of loans and vary from state to state.
10. Since 1966 the lending and deposit rate of commercial banks have been directly regulated by
the Reserve Bank of India. Although the Reserve Bank of India had power to regulate the rate
co-operative bank but this have been exercised only after 1979 in respect of non-agricultural
advances they were free to charge any rates at their discretion.
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TYPES OF CO-OPERATIVE BANK:
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CLASSIFICATION OF CO-PERATIVE BANKS:
The Co-operative banking structure in India comprises of:

1. Urban Co-operative Banks
2. Rural Co-operatives
1. Urban Co-operative Banks:
Urban Co-operative Banks is also referred as Primary Co-operative banks by the Reserve Bank
of India. Among the non-agricultural credit societies urban co-operative banks occupy an
important place. This bank is started in India with the object of catering to the banking and credit
Requirements of the urban middle classes. The RBI defines Urban Co-operative banks as “small
sized cooperatively organized banking units which operate in metropolitan, urban and semi-
urban centres to cater mainly to the needs of small borrowers, viz. owners of small scale
industrial units, retail traders, and professional and salaries classes.”
2. Rural Co-operatives:
Rural Cooperative Banking plays an important role in meeting the growing credit needs of rural
population of India. It provides institutional credit to the agricultural and rural sector. The
inadequacy of rural credit engaged the attention of RBI and Government throughout the 1950s
and 1960s. One important feature of providing agriculture credit in India has been the existence
of a widespread network of rural financial institutions. The rural credit structure consists of many
types of financial institutions as large scale branch expansion was undertaken to create a strong
institution based in rural area. It has served as an important instrument of credit
delivery in rural and agricultural areas. The separate structure of rural Cooperative sector for
long-term and short-term loans has enabled these institutions to develop a specialized institution
for rural credit delivery. The volume of credit flowing through these institutions has increased.
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Importance of cooperative banks:
It has uses for both rural and urban areas which are given below:-
The Co-operative banks in rural areas mainly finance agricultural based activities like:
 Farming
 Cattle
 Milk
 Hatchery
 Personal finance
The Co-operative banks in urban areas finance in activities like:
 Self-employment
 Industries
 Small scale units
 Home finance
 Consumer finance
 Personal finance
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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.” 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. 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.
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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? 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.
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 reacting
and responding to discontent.
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MEASUREMENT OF ABSENTEEISM:
For calculating the rate of absenteeism we require the number of people scheduled to
work and number of people actually present. Absenteeism can be finding out of
absence rate method.
For Example:
a) Average number of employees in work force : 100
b) Number of available workdays during period : 20
c) Total number of available workdays (a x b) : 2,000
d) Total number of lost days due to absences during the period : 93
e) Absenteeism percent (d [divided by] c) x 100 : 4.65%
Since absenteeism is a major barometer of employee morale, absenteeism above 5

percent has to be considered as very serious (across most industries 3 percent is
considered standard).
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PECULIAR FEATURES OF ABSENTEEISM:
On the basis of studies undertaken certain observations may be made:
a) The rate of absenteeism is lowest on payday; it increases considerably on the 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 nature of the work.
c) The percentage of absenteeism is higher in the night shift than i n 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 -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%.
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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 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) MAL ADJUSTMENT WITH FACTORY
In factory the worker finds caught within factory walls, he is bewildered by heavy
traffic, by strangers speaking different and subjected to strict discipline and is ordered
by complete strangers to do things which he cannot understand. As a result 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.
2) SOCIAL AND RELIGIOUS CEREMONIES
Social and religious ceremonies divert workers from workers to social activities. In
large number of cases incidence of absenteeism due to religious ceremonies is more
than due to any other reason.
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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.
5) UNHEALTY WORKING CONDITION
Irritating and intolerable working conditions exist in a factory. Heat, moisture, noise,
vibration, bad lighting, dust fumes and overcrowding all these affect the workers
health causing him to remain absent from work a long time.
6) ABSENCE OF ADEQUATE WELFARE ACTIVITIES
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.
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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 ab sent
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) IMPROPER & UNREALISTIC PERSONNEL POLICIES
Due to favouritism and nepotism which are in the industry the workers generally
become frustrated. This also results in low efficiency, low productivity, unfavourable
relationship between employee and supervisor, which in turn leads to long period of
absenteeism.
10) INADEQUATE LEAVE FACILITIES
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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 going
without pay the worker avail them of ESI facility.
EFFECTS OF ABSENTEEISM ON INDUSTRIAL PROGRESS:

It is quite evident that absenteeism is a common feature of industrial labour in India. It
hinders industrial growth and its effect in two fold.
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 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 forc e is also maintain by
the industries. 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 worke rs and the
employers and ultimately it adversely affects the production of industries.
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ANALYSIS OF CAUSES:
1) FAMILY ORIENTED & RESPONSIBILITES
It was observed that about 40% case absenteeism is family oriented and more
responsibilities of workers. It increases in harvesting season.
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.
4) SICKNESS AND ACCIDENT
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 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 worki ng condition, because they
work in standing position which causes to remain absence for relaxation.
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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 that
it is blameless. In a labour relations context this means that it cannot be remedied o r
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.
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COUNSELLING INNOCENT ABSENTEEISM:
Innocent absenteeism is not blameworthy and therefore disciplinary action is not

justified. It is obviously unfair to punish someone for conduct which is beyond 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 fulfil 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. Reduction(s) of hours and/or job reclassification
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.)
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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 fo rmal meeting.
This letter would be stronger worded in that it would warn the employee that unless
attendance improves, termination may be necessary.
3. Reduction(S) of Hours and or Job Reclassification
In between the first and second letters the employee ma y be given the option to reduce
his/her hours to better fit his/her personal circumstances. This option must be
voluntarily accepted by the employee and cannot be offered as an ultimatum, as a
reduction in hours is a reduction in pay and therefore can be l ooked upon as discipline.
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 in nocent absenteeism dismissal
case.
a) Has the employee done everything possible to regain their health and return to
work?
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?
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Following are the measures to control absenteeism:-
1) ADOPTION OF A 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.
2) PROVISION OF HEALTHFUL AND HYGENIC WORKING 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.
3) PROVISION OF REASONABLE WAGES AND ALLOWANCE AND JOB

SECURITY TO WOTRKERS
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.
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4) MOTIVATORS WELFARE AND SOCIAL MEASURES
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 f or social
security is concern, the provision of Provident Fund, SBI facilities, Gratuity and
Pension, all those need to be improved.
5) IMPROVED COMMUNICATION AND PROMPT REDRESSAL OF

GRIEVANCES
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 avoide d 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 mad e.
6) LIBERAL GRANT OF LEAVE
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 w ay of dealing with absenteeism
is to liberalise leave rules.
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THE BRADFORD FACTOR & 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 more
disruptive than longer absences.
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.
The formula for the Bradford Factor is:
E x E x D = Bradford Factor Score
Where E is the number of episodes of absence and D is the total number of days absent in a
rolling 52 week period.
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:
One absence episode of 10 days is 10 points (i.e. 1 x 1 x 10)
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)
35
How do organizations use the Bradford Factor?
There are no set rules for using the Bradford Factor; it is down to each organization to determine
the ways in which it uses the score.
However, used effectively, the Bradford Factor can reduce absenteeism dramatically, serving as
a deterrent and a method for tackling persistent absenteeism.
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, the UK
Prison Service has used the following triggers:
 51 points – verbal warning.

 201 points – written warning
 401 points – final warning
 601 points – dismissal
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, resulted in the
Prison Service reducing absenteeism by 18%.
By implementing mandatory procedures for tackling absenteeism across an organization led by

the Bradford Factor, an organization can remove the potential for differences across teams and
36
management and remove the difficulties and reluctance that line managers often face when
having to discipline a close staff member.
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 identify and tackle
persistent absenteeism.
Implementing the Bradford Factor:
Calculating the Bradford Factor for one member of staff over a given period is not a difficult
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 in
calculation can result in a wide variance of an employee’s Bradford Factor score.
For example: For an employee who has had 10 days off in a year in total, on two separate
occasions:
2 X 2 X 10 = 40 {which does not trigger a warning – fewer than 50}
However, if their absence is either not recorded correctly, or is calculated wrong by just one day:
3 X 3 X 10= 90 {which does trigger a warning – over 50}
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:
10 X 10 X 2 = 200 {which would trigger disciplinary proceedings – over 200}
If an organization wants to tackle absenteeism effectively, using the Bradford Factor, including
using an employee’s Bradford Factor score in potential disciplinary proceedings, then the
process for calculating the Bradford Factor has to be full proof, consistent and equal.
37
To achieve this, an organization will need to ensure:
 Absence reporting and monitoring is consistent, equal and accurate both over time and
across the whole organization.
 The calculation of an employee’s Bradford Factor score is based on these accurate, equal
and updated absence records.
 Management and staff have access to updated Bradford Factor scores.
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 to the same,
indisputable criteria.
38
Chapter 2
Review of literature
39
Review of literature:
Absence behaviour is discussed in terms of theories on absences such as the notion of the
informal contract, perceived inequity, and withdrawal from stressful work situations, dynamic
conflict, social exchange, withdrawal, non-attendance, organizationally excused vs.
organizationally unexcused, involuntary vs. voluntary and lastly a four-category taxonomy.
 Informal Contract: Gibsson (1966) attempted to explain some of the main features of
absence behaviour by means of the notion of an informal contract. The contract is viewed
as being made between the individual and the organisation. Gibsson (1966) was
especially interested in absences that were not long enough to activate formal legitimising
(certification) procedures. He used the concept of valence, referring to a person’s positive
or negative relationships to a work situation and pointed out that if the combined valences
of a work situation are weak, it will be easier for people to legitimise their absences to
themselves.
 Resolving Perceived Inequity: Adams (1965), Hill and Trist (1953) and Patchen (1960)
have made notable theoretical contributions towards the study of absenteeism. No recent
literature has been identified which has built on this perspective. Adams (1965) suggested
that absences may be a means of resolving perceived inequity; the probability of absence
behaviour will increase with the magnitude of inequity and if other means of reducing
inequity are not available. Patchen (1960) had tested this kind of hypothesis; producing
evidence of a relationship between absences and perceived fairness of pay, that is,
employees’ feelings about how fairly they had been treated in regard to their pay levels
and promotions.
40
 Withdrawal from the Stress of Work Situations: In their study on absence, Hill and
Trist (1953; 1962) contributed a theory of absence as being the withdrawal from the stress
of work situations. Withdrawal is the central explanatory concept; thus, individuals
experiencing conflicts of satisfaction and obligations tend to express them through labour
turnover, accidents, and unsanctioned absences (this is, absences without formal
permission).In addition to the views of Hill and Trist (1962), Hanisch and Hulin (1991)
theorised that absenteeism and other withdrawal behaviours reflect invisible attitudes such
as job dissatisfaction, low level of organisational commitment, or an intention to quit.
According to this view, an employee who is absent from work is consciously or
unconsciously expressing negative attachment to the organisation.
 Dynamic Conflict: The ‘withdrawal’ explanation offered by Hill and Trist (1962) had
some subsequent influence on theoretical discussions by Ås (1962) and Knox (1961).
Gadourek (1965) described the latter as ‘dynamic conflict’ theories. The conflict is
located within the individual, and whether a person stays or withdraws is the result of a
complex in incentives and stresses.
 Social Exchange: Chadwick-Jones(1982) presented a case for the theory of absenteeism

that is social, not individual in emphasis. As a first step Chadwick-Jones (1982) assumed
the interdependency of members of work organisations. It seems obvious that individuals
do have some mutual obligations to peers, subordinates, and superiors (as well as other
relationships outside the work situation). In this context the rights and duties of
individuals are both subject to, and representative of, a set of rules about activities in the
work situation. What individuals do is therefore likely to be in answer to, on behalf of, in
defence of, as well as achieving a compromise with the rules of the group.
41
 Withdrawal: According to Chadwick-Jones (1982), absence from work, where work is
defined by the employee’s presence at a particular location (office or workshop) for a fixed
period each day, can be interpreted as an individual act of choice between alternative activities; as
withdrawal or escape from surveillance; as individual or group resistance to an inflexible system.
Thus, absence may also be viewed as a stratagem in inter-group relations, as a defensive or
aggressive act in inter-group conflict (Chadwick-Jones et al., 1982). For the purpose of this
research this theory has relevance, as the reasons for absence behaviour could be related to a
choice of alternative activities instead of attending work.
 Non-attendance: Another definition of absenteeism refers to the non-attendance of

employees for scheduled work (Gibons, 1966; Johns, 1978; Jones, 1971). The definition
distinguishes absenteeism from other forms of non-attendance that are arranged in
advanced (e.g. vacations) and specifically avoids judgements of legitimacy associated
with absent events that are implied by as sick leave. This definitional emphasis seeks to
focus on the key organisational consequences of unscheduled non-attendance – instability
in the supply of labour to the organisation resulting in the disruption of scheduled work
processes and the loss of under utilisation of productive capacity (Allen, 1981; Jones,
1971, Nicholson, 1977). For this research this definition will be applicable, as the
researcher will not take into account absences due to vacation leave and sick leave taken
over more than three days.
 Organisationally excused vs. organisationally unexcused: In terms of distinguishing

among types of absence, one simple distinction that previous studies (Blau, 1985; Cheloha
& Farr, 1980; Firzgibbons & Moch, 1980) made is between organisationally excused
versus organisationally unexcused absences. Based on these studies, it seems that
organisations operationalise excused absence to include (within defined limits) categories
such as personal sickness, jury duty, religious holidays, funeral leave, and transportation
problems. However, as Johns and Nicholson (1982) noted, absence behaviour can have a
variety of meanings for individuals. This research will focus on the organisationally
unexcused type of absenteeism.
42
 Involuntary vs. voluntary: March and Simon (1958) on the other hand, distinguished
between two basic types of absences: involuntary (e.g. certified sickness, funeral
attendance) and voluntary (e.g. vocation, uncertified sickness). Voluntary absences are
under the direct control of the employee and are frequently utilized for personal aims.
Conversely, involuntary absences are beyond the employee’s immediate control. Hence,
voluntary rather than involuntary absences from work may reflect job dissatisfaction and
lack of commitment to the organization.
 A four-category taxonomy: Blau and Boal (1987) presented a four-category taxonomy

describing the meanings of absence. These categories are medical, career enhancing,
normative and calculative. In the medical category , absence is viewed as a response to
various infrequent and uncontrollable events (illness, injury, fatigue, and family demands).
If such an absence (medical) occurred, it probably would be operationalised as a
sporadically occurring excused absence (Blau & Boal, 1987). In the career-enhancing
category , absence is depicted as a mechanism that gives the employee a further choice to
pursue task- and career-related goals.
43
Chapter 3
44
OBJECTIVES OF THE STUDY
1. To identify the rate of absenteeism of worker.

2. To identify the cause of absenteeism.
3. To suggest measures to reduce absenteeism.
45
RESEARCH
METHODOLOGY
46
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It deals with the
objective of a research study, the method of defining the research problem, the type of
hypothesis formulated, the type of data collected, method used for data collecting and analyzing
the data etc. The methodology includes collection of primary and secondary data.
 TYPE OF RESEARCH:
DESCRIPTIVE RESEARCH
The study follows descriptive research method. Descriptive studies aims at portraying accurately
the characteristics of a particular group or situation. Descriptive research is concerned with
describing the characteristics of a particular individual or a group. Here the researcher attempts
to present the existing facts by collecting data.
 RESEARCH DESIGN:
A research design is a basis of framework, which provides guidelines for the rest of research
process. It is the map of blueprint according to which, the research is to be conducted. The
research design specifies the method of study. Research design is prepared after formulating the
research problem.
47
 SOURCES OF DATA:
Data are the raw materials in which marketing research works. The task of data collection begins
after research problem has been defined and research design chalked out. Data collected are
classified into primary data and secondary data
 PRIMARY DATA
Questionnaires were used for collecting primary data
 SECONDARY DATA
Secondary data were collected from the company’s annual publications, memorandums
of settlements, newspapers, journals, websites, and from library books
 SAMPLING METHOD: Sampling technique used in this study is ‘Random

sampling’. The selected sample size is 60.
 SAMPLE SIZE:
The sample size taken for this study is 60.
 TOOLS FOR ANALYSIS:
Percentage analysis is used
48
Chapter 5
DATA ANALYSIS
&
INTERPRETATION
49
1. Age:
Parameters No: of Respondents Percentage

20-30 9 15
30-40 18 30
40-50 18 30
More than 50 15 25
Total 60 100
AGE GROUP
No: of Respondents Percentage
30 30
25
18 18
15 15
20-30 30-40 40-50 More than 50
50
 INFERENCE:
It has been inferred that 30% of the employees are of age group between 30-40 , 30% again
come under the category between 40-50 age group and the rest of them belong to more than 50
(25%) and 20-30(15%) types.
2. Sex:
Male 42 70
Female 18 30
Total 60 100
51
SEX
70
42
30
18
male Female
 INFERENCE:
It has been inferred that 70% of the employees are male and the remaining come under the
female category.
3. MARITAL STATUS:

Single 9 15
Married 42 70
Divorced 3 5
Separated 0 0
Widow(er) 6 10
Total 60 100
52
MARITAL STATUS
70
42
15
9 10
5 6
3
0 0
Single Maried Divorced Separated Widow(er)
 INFERENCE:
It has been inferred that 70% of the employees who participated in the survey are married and
15% of respondents are bachelors. Rest of them are categorized under the category of widow and
divorce cases.
4 . Employee able to communicate their feelings for others:

Always 6 10
Very often 15 25
Often 20 33.33
Rarely 10 16.67
Never 9 15
Total 60 100
53
EMPLOYEE ABLE TO COMMUNICATE
THEIR FEELINGS
33.33
25
20
16.67
15 15
10 10 9
6
always Very often Often Rarely Never
 INFERENCE:
It has been inferred that 33% of employees have an opinion that they can communicate their
feelings to others often, 25% feels it very often. Also we can infer that 17% of the employees’
rate it as rarely and 15% of them never had any such feelings, but 10% of them feel always free
enough to communicate with others.
5. Employees - forthright, frank and willingness to stand up for his rights:

Always 12 20
Frequently 27 45
Occasionally 13 21.67
Rarely 5 8.33
Never 3 5
Total 60 100
54
FRANKNESS AND WILLINGNESS TO
STAND UP FOR THEIR RIGHTS
45
27
20 21.67
12 13
8.33
5 3 5
always Frequently Occasionaly Rarely Never
 INFERENCE:
It has been inferred that 45% of respondents frequently stand up for their rights, 21% stands for
it occasionally. Also we can infer that 20% of the employees always stand up for their rights
and 8% of them are rare, but 5% of them ignore such views.
6. Employee satisfaction at work:

Highly Satisfied 4 6.67
Satisfied 12 20
Neutral 23 38.33
Dissatisfied 18 30
Highly Dissatisfied 3 5
Total 60 100
55
EMPLOYEE SATISFACTION AT WORK
38.33
30
23
20
18
12
6.67
4 5
3
Highly Satisfied Neutral Dissatisfied Highly

Satisfied Dissatisfied
 INFERENCE:
It has been inferred that 38% of employees have neutral opinion on job satisfaction, 30% are
dissatisfied. Also we can infer that 20% of the employees are satisfied and 7% of them are
highly satisfied, but 5% of them experience high level of dissatisfaction.
7. Stress as a part of work life for employees:

Strongly Agree 10 16.67
Agree 30 50
Neutral 14 23.33
Disagree 5 8.33
Strongly Disagree 1 1.67
Total 60 100
56
EMPLOYEES VIEW ON STRESS
No: of Respondents Perentage
50
30
23.33
16.67
14
10 8.33
5
1 1.67
Strongly Agree Agree Neutral Disagree Strongly

Disagree
 INFERENCE:
It has been inferred that 50% of respondents agree that stress is part of their work life, 23% of
them view it to be neutral. Also we can infer that, 16% of the employees strongly agree and 8%
of them disagree but 2% of them strongly disagree.
8. Work is heavy and tiresome:

Strongly Agree 16 26.67
Agree 26 43.33
Neutral 12 20
Disagree 5 8.33
Total 60 100
57
WORK IS HEAVY AND TIRE SOME
43.33
26.67 26
20
16
12
8.33
5
1 1.67

Disagree
 INFERENCE:
It has been inferred that, 43.33% feel that their work is heavy and tiresome and 26.67% strongly
agree that their work is heavy or tiresome, 20%of their view is neutral,8% disagree and 2%
strongly disagree.
9. Loneliness while working with others:
parameters No: of Respondents Percentage

always 7 11.67
Frequently 23 38.33
Sometimes 19 31.67
Rarely 9 15
Never 2 3.33
Total 60 100
58
LONELINESS WHILE WORKING WITH
OTHERS
38.33
31.67
23
19
15
11.67
9
7
2 3.33
always Frequently Sometimes Rarely Never
 INFERENCE:
It has been inferred that 38% of respondents frequently feel lonesome while working with others,
32% feel it sometimes and also we can infer that 15% of them feel it rarely, 12%always and 3%
never felt so.
10. Boredom in their routine work:

Strongly Agree 9 15
Agree 23 38.33
Neutral 16 26.67
Disagree 10 16.67
Total 60 100
59
BOREDOM IN ROUTINE WORK
38.33
26.67
23
16 16.67
15
9 10
2 3.33

Disagree
 INFERENCE:
It has been inferred that 38% of respondents agree that they feel bored when engaged in their
routine work, 27% of their view is neutral and also we can infer that 17% disagree, 15%strongly
agree and 3% strongly disagree.
11. Satisfaction with the existing working conditions:

Highly Satisfied 2 3.33
Satisfied 21 35
Neutral 21 35
Dissatisfied 10 16.67
Highly Dissatisfied 6 10
Total 60 100
60
SATISFACTION WITH EXISTING
WORKING CONDITION
35 35
21 21
16.67
10 10
6
2 3.33

 INFERENCE:
It has been inferred that 35% of respondents are satisfied with the existing working condition,
35% seems to be neutral. Also we can infer that 17% are dissatisfied and 10%are highly
dissatisfied. Only 3% are highly satisfied employees.
12. Time for personal activities:

Always 6 10
Frequently 18 30
Sometimes 11 18.33
Rarely 12 20
Never 13 21.67
Total 60 100
61
TIME FOR PERSONAL ACTIVITIES
30
21.67
20
18 18.33
12 13
10 11
always Frequently Sometimes Rarely Never
 INFERENCE:
It has been inferred that 30% of respondents frequently get time to do things that are really
important for them, 22% don’t agree with this. Also we can infer that 20% who agree are rare
cases and 18% only sometimes. 10% have enough time to deviate for their personal activities.
13. Satisfied with the welfare measures:
Parameter No: of Respondents Percentage

Highly Satisfied 3 5
Satisfied 15 25
Neutral 13 21.67
Dissatisfied 24 40
Highly Dissatisfied 5 8.33
Total 60 100
62
SATISFIED WITH THE WELFARE
MEASURES
40
25 24
21.67
15
13
8.33
5 5
3

 INFERENCE:
It has been inferred that 40% of respondents are dissatisfied with the welfare measures adopted
by the company, 25% are satisfied and also we can infer that 22%seems to be neutral, 8% are
highly dissatisfied and 5% are highly satisfied.
14. Health problems leading to absenteeism?

Very Often 3 5
Sometimes 18 30
Rarely 31 51.67
No 8 13.33
Total 60 100
63
HEALTH PROBLEMS
51.67
30 31
18
13.33
8
3 5
Very Often Sometimes Rarely No
 INFERENCE:
It has been inferred that 52% of respondent have the opinion that sickness makes them absent
from work rarely, 30% says from time to time and also we can infer that 22% says sickness alone
does not make them absent from work. 5% very often are absent due to health problems.
15. Impact of political or social engagement force them to be absent from

work:

Very Often 3 5
Sometimes 16 26.67
Rarely 17 28.33
No 24 40
Total 60 100
64
IMPACT OF POLITICAL OR SOCIAL
ENGAGEMENT ON ABSENTEEISM
40
28.33
26.67
24
16 17
5
3
Very Often Sometimes Rarely No
 INFERENCE:
It has been inferred that 40% of respondents have an opinion that the political or social
engagement force did not make them absent from work, 28% feel it to be rare and also we can
infer that 27% are satisfied and 5% very often keep themselves absent due to political or social
engagements.
16. Habit of alcohol consumption makes them absent:

Often 2 3.33
Very Often 6 10
Sometimes 21 35
Rarely 9 15
No 22 36.67
Total 60 100
65
HABIT OF ALCOHOL CONSUMPTION
MAKES THEM ABSENT
36.67
35
21 22
15
10 9
6
2 3.33
Often Very Often Sometimes Rarely No
 INFERENCE:
It has been inferred that 37% of respondents have an opinion that the habit of alcoholism did not
make them absent from work. 35% says sometimes they are absent for work and also we can
infer that 15 %come under rare cases, 10% are very often and 3% are often absent from work
due to this bad habit.
17. Helping hand from the colleagues:

Yes 6 10
No 36 60
To Some Extent 18 30
Total 60 100
66
HELPING HAND FROM THE
COLLEAGUES
60
36
30
18
10
6
Yes No To Some Extent
 INFERENCE:
It has been inferred that 60% of respondents have an opinion that their colleagues did not help
them in case of personal problems, 30% says to some extent they had received some help and
also we can infer that 10% agree that their colleagues help them in case of any personal
problems.
18. Any occupational hazards which prompt the employees to take leave:
Yes 8 13.33
No 52 86.67
Total 60 100
67
OCCUPATIONAL HAZARDS WHICH PROMPT TO
TAKE LEAVE
86.67
52
13.33
8
Yes No
 INFERENCE:
It has been inferred that 87% of respondents have an opinion that they are not afraid of any
occupational hazards which prompts them to take leave, 13% show some kind of fear towards
occupational hazards which prompt them to take leave.
68
Chapter 6
Findings, suggestions and
conclusions
FINDINGS
 On analysing the response it is found that, 35% of the employees are dissatisfied with
their work.
 50% of the employees have an opinion that stress is part of their work life.
 43% agree and 27% strongly agree that their work is heavy. From this, it can be
interpreted that the employees are having a hectic work schedule.
 A total of 70% of the employees feel lonely while working with others.
69
 39% of workers feel bored in their routine work.
 42% don’t have time for their personal activities.
 40% of the workers are not satisfied with the welfare measures adopted by the company.
 Health problems seem to be one of the causes of absenteeism for the work.
 It is also found that 35% of the employees are satisfied with working condition.
 It has been found that 40% of the respondents have an opinion that politics have no
impact on the employee absenteeism.
 60% of the employees feel that their colleagues did not help them in case of personal
problems.
SUGGESTIONS
 The management must intervene in the day to day activities of the employees. They
should provide full-fledged support, guidance and encouragement.
 The management must provide training programme to the employees at a frequent basis.
This will help them to enhance their skill and improve their existing performance. The
management must further, scrutinize the response of the employees after the
implementation of the training programme.
70
 Overloaded workaholic atmosphere must be avoided, as it may create a lot of stress-
related problems.
 Employees must be encouraged for their creativity and innovative outlook towards their
job assigned.
 Welfare measures of the employees should be improved so as to make the employees feel
more satisfied and contended. A satisfied employee will be more committed to the
organization.
 Medi-claim policies, weekly or monthly medical checkups etc should be provided to the
employees’ in order to make them physically fit for the job.
 The employees should either be provided with transportation facility or housing facility
so that they would have ample time for recreation in substitute for the time they spend in
traveling.
 The management should take necessary action to strengthen the relationship between the
employees.
CONCLUSION
Being one of the reputed baking in India is also a victim of absenteeism, as one of the curse their
organization is facing at present. The study tries to reveal the factors influencing the absenteeism
of employees with some suggestions which will be of immense aid for the employees as well as
the organization to reduce the absenteeism level .I earnestly desire that, the study might bring
some descend in the number of absentees in the organization, if taken into consideration
practically.
71
To conclude, employees’ dissatisfaction towards job & welfare measures, hectic
work schedule, stress, health problems are some of the major causes of absenteeism. This can be
reduced by the management by implementing various employee satisfactory changes in the
organization. People are the major assets of any organization and taking care of their welfare and
satisfaction is their duty as a whole apart from earning profit. As work environment is becoming
more challenging and complex, the management must also see through it that, it is capable of
managing and bringing in changes at the same pace so as to survive in this competitive scenario.
BIBLIOGRAPHY
1.Books :
a. Arun Monappa,Industrial Relation-2007,.
b. P.R.N Sinha,Industrial Relation, Trade Union and Labour Legislation -2009
c. S.C Srivastava, Industrial Relation and Labour Laws-2009.
d. C.B Mamoria,Dynamics of Industrial Relation-2008.
72
e. C.S Venkata Raman Industrial Relation-2006.
f. K.ASWATHAPPA, Human resource and Personnel Management, Tata Mc Graw Hilll,

2003
g. .REDDY P.N and GULSHAN S.S, Principles Business Organizational Management,

Eurasia Publishing House 1990
2.Research Papers
a. Ernest B. Akyeampong, Trends and seasonality in Absenteeism.
b. Mariajosé Romero and Young-Sun Lee, A National Portrait of Chronic

Absenteeism in the Early Grades.
c. Morten Nordberg and Knut Røed, Absenteeism, Health Insurance, and Business
Cycles.
3. Web Sites
www.hrglossories.co m
www.hr-guide.com
Questionnaire
NAME :
1. Age
20-30 30-40 40-50 More Than
2. Sex :
Male Female
3. Marital status
73
Single MarriedDivorcedSeparated
Living together Widow(er)
4. Do you able to communicate my feelings to others?
Always Very often Often Rarely
Never
5are you straightforward, frank and willing to stand up for your rights
Always Frequently Occasionally
Rarely Never
6. Are you satisfied with your work?
Highly Satisfied Satisfied Neutral Dissatisfied
Highly Dissatisfied
7. Stress is a part of my work life
Strongly agree Agree Neutral
Disagree Strongly Disagree
8. Do you feel your work is heavy or tiresome?
9. Do you feel lonesome while working with others?
Always Frequently Sometimes Rarely Never
10. Do you feel boredom in your routine work?
11. Are you satisfied with the existing working condition?
74
Highly Dissatisfied
12. Do you have time to do things that are really important for you?
Always Frequently Sometimes Rarely Never
13. Are you satisfied with the welfare measures adopted by the company?
Highly Dissatisfied
14. Does sickness makes you absent from work?
Very often sometimes very seldom No
15. Does any of the political or social engagement force make you absent from work?
Very often sometimes very seldom No
16. Does the habit of alcoholism make you absent from work?
Often Very often sometimes Very seldom No
17. Do your colleagues help in case of personal problem?
Yes No To some extent
18. Are you afraid of any occupational hazards which prompt you to take leave?
Yes No
75

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SUMMER TRAINING REPORT

Submitted to A.S. Group of Institutions Khanna

In partial fulfillment of the requirement

BACHELOR OF BUSINESS ADMINISTRATION (2012-15)

(UNIVERSITY ROLL NO: 1205102)

A.S. GROUP OF INSTITUTIONS, KHANNA

PUNJAB TECHNICAL UNIVERSITY, JALANDHAR

Title Page Number

Chapter 2 Review of Literature

Chapter 3 Research Methodology

Chapter 4 Data analysis and Interpretation

Chapter 5 Findings and Suggestions

 "banking business" means the business of either or both of the following:

2. Have common membership in an association or organisation, including a business, religious,

3. Have common membership in an association or organisation, including a business, religious,

4. Reside within the same defined community or geographical area.

6. Co-operative banks are financial intermediaries only partially.

The Co-operative banking structure in India comprises of:

1. Urban Co-operative Banks:

The Co-operative banks in urban areas finance in activities like:

Why is your present absenteeism policy ineffective?

a) Average number of employees in work force : 100

b) Number of available workdays during period : 20

c) Total number of available workdays (a x b) : 2,000

d) Total number of lost days due to absences during the period : 93

e) Absenteeism percent (d [divided by] c) x 100 : 4.65%

Since absenteeism is a major barometer of employee morale, absenteeism above 5

On the basis of studies undertaken certain observations may be made:

a) The rate of absenteeism is lowest on payday; it increases considerably on the days

d) Absenteeism in India is seasonal in character. It is the highest during March -April-

The general cause of absenteeism may be summarised as below: -

1) MAL ADJUSTMENT WITH FACTORY

2) SOCIAL AND RELIGIOUS CEREMONIES

Workers also experience housing difficulties. Around 95% of housing occupied by

5) UNHEALTY WORKING CONDITION

6) ABSENCE OF ADEQUATE WELFARE ACTIVITIES

9) IMPROPER & UNREALISTIC PERSONNEL POLICIES

10) INADEQUATE LEAVE FACILITIES

EFFECTS OF ABSENTEEISM ON INDUSTRIAL PROGRESS:

1) FAMILY ORIENTED & RESPONSIBILITES

4) SICKNESS AND ACCIDENT

For the large majority of employees, absenteeism is legitimate, innocent absenteeism

Innocent absenteeism is not blameworthy and therefore disciplinary action is not

The procedure an employer may take for innocent absenteeism is as follows:

3. Reduction(S) of Hours and or Job Reclassification

1) ADOPTION OF A WELL DEFINED RECRUITMENT PROCEDURE

The selection of employees on the basis of command, linguistic and family

2) PROVISION OF HEALTHFUL AND HYGENIC WORKING CONDITION

3) PROVISION OF REASONABLE WAGES AND ALLOWANCE AND JOB

5) IMPROVED COMMUNICATION AND PROMPT REDRESSAL OF

6) LIBERAL GRANT OF LEAVE

The formula for the Bradford Factor is:

E x E x D = Bradford Factor Score

One absence episode of 10 days is 10 points (i.e. 1 x 1 x 10)

 51 points – verbal warning.

By implementing mandatory procedures for tackling absenteeism across an organization led by

Implementing the Bradford Factor:

2 X 2 X 10 = 40 {which does not trigger a warning – fewer than 50}

3 X 3 X 10= 90 {which does trigger a warning – over 50}

10 X 10 X 2 = 200 {which would trigger disciplinary proceedings – over 200}

 Social Exchange: Chadwick-Jones(1982) presented a case for the theory of absenteeism

 Non-attendance: Another definition of absenteeism refers to the non-attendance of

 Organisationally excused vs. organisationally unexcused: In terms of distinguishing