Sree Shalini Project Report

A STUDY ON EMPLOYEE ABSENTEESIM WITH
SPECIAL REFERENCE TO ANNAM EDUCATION
THOOTHUKUDI
A Project Report
Submitted By
SREE SHALINI S
951021631049
In partial fulfillment of the requirements

For the award of the Degree of Master of Business
Administration of the Anna University
Under the guidance of

XXXXXXXXXXX
DEPARTMENT OF MANAGEMENT STUDIES

ANNA UNIVERSITY: CHENNAI 6000 025
JULY 2023
DEPARTMENT OF MANAGEMENT STUDIES
BONAFIDE CERTIFICATE
This is to certify that the project work entitled “A STUDY ON EMPLOYEE ABSENTEESIM
WITH SPECIAL REFERENCE TO ANNAM EDUCATION, THOOTHUKUDI” is the
bonafide work of SREE SHALINI S (951021631049) who carried out the work under my
supervision. Certified further that, to the best of my knowledge the work reported herein does not
from part of any other report or dissertation on the basis of which a degree or award was
conferred on an earlier occasion on this or any other candidates.
XXXXXXXX XXXXXXXX
Faculty Guide HOD
Dept. of Management Studies Dept. of Management Studies
IJCE, Keela Vallanadu IJCE, Keela Vallanadu
Thoothukudi Thoothukudi
Place: Keela Vallanadu, Thoothukudi

Date:
DECLARATION
I, SREE SHALINI. S hereby declare that the project report, entitled “A STUDY ON
EMPLOYEE ABSENTEESIM WITH SPECIAL REFERENCE TO ANNAM
EDUCATION, THOOTHUKUDI”, submitted to the Anna University, Chennai in partial
fulfilment of the requirements for the award of the degree of MASTER OF BUSINESS
ADMINISTRATION is a record of original work done by me, under the guidance of
xxxxxxxxxxx, INFANT JESUS COLLEGE OF ENGINEERING; during the period of
--------- on ANNAM EDUCATIONS, THOOTHUKUDI.
Place: Thoothukudi Signature
Date: SREE SHALINI S

CERTIFICATE OF VIVA-VOCE EXAMINATION
This is to certify that, Ms. SREE SHALINI. S (951021631049) has been subjected to Viva-voce
examination on --------- 2023 at Infant Jesus College of Engineering, Keela Vallanadu,
Thoothukudi.
Internal Examiner External Examiner

ACKNOWLEDGEMENT
Thanks to LORD ALMIGHTY who kept me strong with his blessings throughout this project.
I take this opportunity to express my deep-felt gratitude and respect to our Principal
xxxxxxxxxxxxxx Infant Jesus College of Engineering, Thoothukudi for the opportunity given
to us throughout the course.
I would like to express my gratitude to, xxxxxxxxxxx, Head, Management Studies

Department, IJCE, Thoothukudi, for his maximum support.
I profoundly express my indelible indebtedness to, Dr.R. Dhaneesh, Assistant Professor, IJCE
who through his immense knowledge has greatly guided me to successfully complete this study.
I am also indebted to all the teaching and non- teaching staff of the department of Management
Studies for their cooperation and suggestions, which is the spirit behind this report.
Finally, I would like to show my immense pleasure and gratitude to my Parents, and also my
friends and the respondents who wanted me to complete this project successfully.
SREE SHALINI. S
ABSTRACT
The purpose of this paper is to review the literature on employee absenteeism as a form of
withdrawal behavior apart from turnover. Studies examining the psychometric properties of
absence measures are reviewed, along with the relationship between absenteeism and personal,
attitudinal, and organizational variables. Studies exploring the reasons for absenteeism are
examined according to the unit of analysis studied in the research. Programmatic efforts to
reduce employee absenteeism are also reviewed. Throughout the paper emphasis is placed on the
indices used by investigators to measure absenteeism, and the problems that have arisen in the
literature through the use of multiple indicators of absenteeism. The review concludes with
suggestions for research that are of both theoretical and practical concern.
TABLE OF CONTENT
CHAPTER DESCRIPTION PAGE
NO NO.
1 INTRODUCTION 1
1.1 EMPLOYEE ABSENTEESIM 2
1.2 INDUSTRY PROFILE 9
1.3 ORGANIZATION PROFILE 12
2 LITERATURE REVIEW 15
3 RESEARCH METHODOLOGY 20
3.1 TITLE OF THE PROJECT 21
3.2 PROBLEM STATEMENT 21
3.3 NEED & IMPORTANCE OF THE STUDY 21
3.4 OBJECTIVES OF THE STUDY 22
3.5 SCOPE OF THE STUDY 22
3.6 RESEARCH METHODDOLOGY 22
3.7 METHOD OF DATA COLLECTION 24
3.8 SAMPLE PLAN 24
3.9 TOOL FOR ANALYSIS 25
3.10 PERIOD OF STUDY 27
3.11 LIMITATION OF THE STUDY 27
4 DATA ANALYSIS & INTERPRETATION 28
4.1 INTRODUCTION 29
4.2 PERCENTAGE ANALYSIS 30
4.3 CHI-SQUARE ANALYSIS 53
5 FINDINGS, SUGGESTIONS & CONCLUSION 66
5.1 FINDINGS 67
5.2 SUGGESTIONS 70
5.3 CONCLUSION 71
BIBLIOGRAPHY 72
LIST OF TABLES
TABLE DESCRIPTION PAGE
NO NO.
4.2.1 GENDER 30
4.2.2 AGE 31
4.2.3 EDUCATIONAL QUALIFICATION 32
4.2.4 MARITAL STATUS 33
4.2.5 MONTHLY INCOME 34
4.2.6 JOB EXPERIENCE 35
4.2.7 COMFORTABLE AND SUPPORTIVE WORKING 36
ENVIRONMENT FOR CAREER GROWTH
4.2.8 NEED TO WORK OVERTIME FOR COMPLETION OF TASK 37
4.2.9 PROVISION OF WELFARE FACILITY IS SATISFACTORY 38
4.2.10 WELFARE MEASURE OF THE COMPANY IS SATISFACTORY 39
4.2.11 SATISFIED WITH THE PRESENT LEAVE FACILITY 40
4.2.12 CONTINUOUS ABSENTEEISM IMPACT PRODUCTIVITY 41
4.2.13 RELATIONSHIP WITH SUPERVISOR 42
4.2.14 RELATIONSHIP WITH THE CO-WORKER 43
4.2.15 STEPS TAKEN TO REDUCE EMPLOYEE ABSENTEEISM 44
4.2.16 SCHEMES TO REDUCE EMPLOYEE ABSENTEEISM 45
4.2.17 DISCIPLINARY ACTION AGAINST CHRONIC ABSENTEEISM 46
4.2.18 ENOUGH REWARD ACCORDING TO THE PERFORMANCE 47
4.2.19.1 JOB FACTOR 48
4.2.19.2 SALARY FACTOR 49
4.2.19.3 CANTEEN FACTOR 50
4.2.19.4 TRANSPORT FACTOR 51
4.2.19.5 MEDICAL FACTOR 52
4.3.1 OBSERVED FREQUENCY OF AGE AND COMFORTABLE & 53
SUPPORTIVE WORKING ENVIRONMENT
4.3.1.1 EXPECTED FREQUENCY OF AGE AND COMFORTABLE & 54
SUPPORTIVE WORKING ENVIRONMENT
4.3.2 OBSERVED FREQUENCY OF EDUCATION QUALIFICATION 56
AND EMPLOYEE WORKING OVERTIME FOR THE
COMPLETION OF TASK
4.3.2.1 EXPECTED FREQUENCY OF EDUCATION QUALIFICATION 57
AND EMPLOYEE WORKING OVERTIME FOR THE
COMPLETION OF TASK
4.3.3 OBSERVED FREQUENCY OF JOB EXPERIENCE AND 59
ABSENTEEISM OF PERSONNEL IMPACT PRODUCTIVITY
4.3.3.1 EXPECTED FREQUENCY OF JOB EXPERIENCE AND 60
ABSENTEEISM OF PERSONNEL IMPACT PRODUCTIVITY
4.3.4 OBSERVED FREQUENCY OF MARITAL STATUS WITH THE 62
DISCIPLINARY ACTION AGAINST CHRONIC ABSENTEEISM
4.3.4.1 EXPECTED FREQUENCY OF MARITAL STATUS WITH THE 63
DISCIPLINARY ACTION AGAINST CHRONIC ABSENTEEISM
LIST OF FIGURES
FIGURE NO DESCRIPTION PAGE
NO.
4.2.1 GENDER 30
4.2.2 AGE 31
4.2.3 EDUCATIONAL QUALIFICATION 32
4.2.4 MARITAL STATUS 33
4.2.5 MONTHLY INCOME 34
4.2.6 JOB EXPERIENCE 35
4.2.7 COMFORTABLE AND SUPPORTIVE WORKING 36
ENVIRONMENT FOR CAREER GROWTH
4.2.8 NEED TO WORK OVERTIME FOR COMPLETION OF 37

TASK
4.2.9 PROVISION OF WELFARE FACILITY IS SATISFACTORY 38

4.2.10 WELFARE MEASURE OF THE COMPANY 39
IS SATISFACTORY
4.2.11 SATISFIED WITH THE PRESENT LEAVE FACILITY 40

4.2.12 CONTINUOUS ABSENTEEISM IMPACT PRODUCTIVITY 41
4.2.13 RELATIONSHIP WITH SUPERVISOR 42
4.2.14 RELATIONSHIP WITH THE CO-WORKER 43
4.2.15 STEPS TAKEN TO REDUCE EMPLOYEE ABSENTEEISM 44
4.2.16 SCHEMES TO REDUCE EMPLOYEE ABSENTEEISM 45
4.2.17 DISCIPLINARY ACTION AGAINST CHRONIC 46
ABSENTEEISM
4.2.18 ENOUGH REWARD ACCORDING TO THE 47

PERFORMANCE
4.2.19.1 JOB FACTOR 48

4.2.19.2 SALARY FACTOR 49
4.2.19.3 CANTEEN FACTOR 50
4.2.19.4 TRANSPORT FACTOR 51
4.2.19.5 MEDICAL FACTOR 52
4.3 CHI SQUARE DISTRIBUTION TABLE 65
CHAPTER 1
INTRODUCTION
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1.1 EMPLOYEE ABSENTEEISM
Absenteeism refers to non-attendance from work that extends beyond what would be
considered reasonable and customary due to vacation, personal time, or occasional illness. In
these days when the needs of the country need greater emphasis on the increase of
productivity and the economic and rational utilization of time and materials at our disposal, it
is necessary to minimize absenteeism to the maximum probable extent. Absenteeism is
higher among women workers and the workers who live away from the work place. It is a
common pattern of absence from work or obligation. Absenteeism is a major obstacle to any
type of organization because of its effect on organizational growth. Absenteeism not only
impairs work progress and staff organization, but also reduces organizational efficiency.
Absenteeism is the failure of employees to stay physically active when they are scheduled to
work. Off-duty employees on public holidays, holidays, official holidays, or authorized
vacancies will not be included. It is a major problem facing almost every employer today.
Absenteeism mainly results to the employee turnover, increase labor costs for replacement,
hiring costs, training cost etc. The per cent of absenteeism is higher in the night shifts than in
the day shifts. This is because workers in the night shift experience greater discomfort to
restlessness in the course of their work then they do during day time. Employee absenteeism
leads to loss in productivity and lower the morale of employee. Employee absenteeism
increase the workforce of other employee in the organization. Lead to workplace
dissatisfaction and other related issue in the organization. Absenteeism is an outline of
missing work by an employee who is frequently absent from work. According to the Indian
Factories Act, 1948, “Absence is the failure of an employee to report for work on duty when
he is scheduled to work on his duty. An employee is to be considered as scheduled to work
when the employer has work available” for him and the employee is aware of it.
 Absenteeism refers to an employee's habitual absence from work—usually intentional

and without any good reason. Some of the main reasons for absenteeism include
workplace harassment, family-related issues, illness, and job hunting. Absenteeism
can result in higher costs for employers.
 According to Labour Bureau, Simla, “Absenteeism is the total man-shifts lost because
of absence as a percentage of the total number of man-shifts scheduled to work”.
 According to Filippo “Absenteeism as a condition that exists when a person fails to
come to work when he is properly scheduled to work”.
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1.1.1 TYPES OF EMPLOYEES ABSENTEEISM
Human Resources professionals suggest that there are two kinds of absenteeism,
a) Culpable absenteeism
b) Non-culpable absenteeism
 Culpable absenteeism is absenteeism when the employee doesn't provide a
legitimate reason for missing work.
 Non-culpable absenteeism is absenteeism when the employee does give a legitimate
reason for missing work.
1.1.2 MAJOR FACTORS AFFECTING EMPLOYEE’S ABSENTEEISM
I. Organizational Factors:
1. Dullness, monotony and mundaneness of work cause an employee to lose interest in

work. It makes him physically and mentally tired.
2. Leniency towards absenteeism causes high rate of absenteeism.
3. Appointment of temporary or causal worker leads to high absenteeism.
4. Militant attitudes of trade unions also cause high absenteeism as workers become
frustrated because of their attitude.
5. Ineffective and defective selection and placement procedure fuel absenteeism.
6. Heavy workload leads to excessive fatigue and industrial accidents.
7. Poor illumination, ventilation, lack of housing, canteen refreshment, dangerous work
methods, lack of safety devices cause low morale among employees. Dissatisfaction
leads to dislike of work. Absenteeism and turnover become obvious consequences.
8. Poor and bossy supervisors cause discontentment, unrest, conflict and tension causing
absenteeism.
9. Overstaffing, irregular flow of production, ineffective use of skills, inadequate
training, inadequate incentive system, ineffective grievance procedure, low morale
and lack of job satisfaction trigger absenteeism.
10.Lower pay is one of the reasons for absenteeism since workers absent themselves
to supplement their income by working elsewhere.
II. Social Factors:
1. Migratory nature of labour force in India does not engender a sense of

belonging to the workplace. Hence there is frequent absence.
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2. Inadequate housing and transport facilities keep workers away from work.
3. Lack of hospital facilities for treatment also leads to absenteeism.
4. Seasonal causes like cultivation season, marriage season, amusement,
religious festivals, lead to absenteeism
III. Personal Factors:
1. The rate of absence is high in the case of unskilled and young workers because of
their personal problems.
2. Women workers are more prone to absenteeism because of their personal and family
problems.
3. Alcoholic and drug addicts show higher tendency of absenteeism.
4. Indebtedness of workers causes absenteeism.
5. Inferiority complex, maladjustment, job dissatisfaction, neglect by family members,
etc., cause workers to lose interest in the job. This triggers absenteeism.
1.1.3 FEATURES OF EMPLOYEE ABSENTEEISM
On the basis of micro studies undertaken in different parts of the country these are some of
the peculiar features of employee absenteeism:
 The rate of absenteeism is the lowest on pay day; it increases considerably on the days
following the payment of wages to bonus. The level of absenteeism is comparatively
high immediately after pay day; when workers either feels like having a good time or
in some other cases return home to their village to make purchases for the family or to
meet them. The incidence of absenteeism, both before and after a Holiday, has also
been found to be higher than that on normal days.
 The per cent of absenteeism is generally higher in the night shifts than in the day
shifts. This is so because workers in the night shift experience greater discomfort to
uneasiness in the course of their work then they do during day time.
 The percentage of absenteeism is much higher in coal and mining industries than in
organized industries. This high percentage of absenteeism is due to the engagement of
laborers in the fields, marriages or festivals, which together are estimated to account
for about 75 per cent of the cases of withdrawals, drunkenness, relaxation or sickness.
 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 the harvest season
(Sept. - Oct.) when the rate goes as high as 40 per cent.
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1.1.4 REASONS FOR EMPLOYEE ABSENTEEISM
1. Low Employee Engagement
Employee engagement is a vital part of the 21st-century work culture. In the shorter
term, corporations follow the practice to bring employees closer to their workplace.
Employees who feel connected to their workplace are more likely to perform better than
others who are not. Having low or no employee engagement at work is one of the key reasons
behind an employees' unscheduled absences.
2. Time Theft
Absenteeism doesn't always mean being absent for a whole day or two at the
workplace. Employees taking unnecessary long breaks, coming late, and leaving too early
also implies absenteeism. This also raises questions on employees' dedication towards their
work, leaving a wrong impression about them.
3. Lack of a Flexible Work Schedule
Flexible working has become a necessity rather than a privilege for professionals
across businesses. Employees have their own social and personal commitments that they need
to abide by to enjoy a sound work-life balance. In such a case, the lack of a flexible working
schedule can cause the employee to miss out on work to follow up on their responsibilities.
4. Workplace Burnout
Burnout is one of the major reasons for ill-performance displayed by the employees.
This mostly occurs when employees are subjected to rigorous and unscheduled working
conditions. Most of the time, the issue of workplace burnout goes overlooked. A good HR
practitioner knows how important it is for the employees to find some time for themselves to
rejuvenate. However, in most cases, employees are overexposed to work, sparing them no
time for themselves. And in the long run, this leads to the degradation of their interest in their
workplace.
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5. Substance Abuse
This is something that is widely spoken but less discussed. Often employees succumb
to unethical means of rejuvenation. Here, one of the most common examples would be
alcoholism.
Employees lose track when they begin practicing substance abuse to let go of their
stress. It breaks down the employees both physically and mentally by hampering their motor
functions and their ability to think. Therefore, leaving them with no capacity to perform their
duties willfully.
6. Misuse of Seniority
When employees have been a part of the organization for a long time, they get
accustomed to its operations. Being senior employees, they often do not feel the need to
inform their counterparts about their absence. And this also counts as a mark of absenteeism
from work. Therefore, as an employer, you must keep a check on such impromptu leaves.
7. Workplace Harassment
Workplace harassment is a preeminent issue faced by workplaces around the globe.

Harassment can be either in verbal or physical form. Such problems hurt employees'
emotional state and their mental health. This also causes a decline in the employees'
interest in their work leading to absenteeism.
8. Mental Health Issues
All the reasons that I said above ultimately lead to mental health issues. Having sound
mental health is one of the most important factors that help employees to showcase unbiased
performance at work.
1.1.5 EFFECTS OF EMPLOYEE ABSENTEEISM
 Regular flow of work in the factory/office is disturbed.
 Production schedules are delayed, so the orders cannot be executed in time
 Overall production declines.
 Overtime bill increases considerably.
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 Quality of work suffers because the casual workers employed to maintain work
schedules are not properly trained.
 Work pressure on available and present employee’s increases.
 Repairs and maintenance costs increase due to frequent breakdown of machinery by

inexperienced workers.
 Incidence of industrial accidents increase.
 Workers lose wages for unauthorized absence from duty.
 Reduction in earnings increases indebtedness of workers which is further a cause of

absenteeism.
 Workers who are habitually absent may be removed from service causing hardships to
them and their family members.
1.1.6 CALCULATION OF EMPLOYEE ABSENTEEISM RATE
Absenteeism can be calculated with the help of the following formula-
 Absenteeism Rate
𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝑴𝒂𝒏 − 𝒅𝒂𝒚𝒔 𝒍𝒐𝒔𝒕

𝑨𝒃𝒔𝒆𝒏𝒕𝒆𝒆𝒊𝒔𝒎 𝑹𝒂𝒕𝒆 = × 𝟏𝟎𝟎
𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒎𝒂𝒏 − 𝒅𝒂𝒚𝒔 𝑺𝒄𝒉𝒆𝒅𝒖𝒍𝒆𝒅 𝒕𝒐
𝑾𝒐𝒓𝒌
Absenteeism rate can be calculated for different employees and for different time periods like
month and year.
The frequency rate reflects the incidence of absence and is usually expressed as the number
of separate absences in a given period, irrespective of length of absences. The frequency rate
represents the average number of absences per worker in a given period.
 Frequency Rate
𝑭𝒓𝒆𝒒𝒖𝒆𝒏𝒄𝒚 𝑹𝒂𝒕𝒆
𝑻𝒐𝒕𝒂𝒍 𝒏𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒕𝒊𝒎𝒆𝒔 𝒊𝒏 𝒘𝒉𝒊𝒄𝒉 𝒕𝒉𝒆 𝒍𝒆𝒂𝒗𝒆 𝒘𝒂𝒔
𝒂𝒗𝒂𝒊𝒍𝒆𝒅 × 𝟏𝟎𝟎
=
𝑻𝒐𝒕𝒂𝒍 𝒏𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝑴𝒐𝒏𝒅𝒂𝒚𝒔 𝒔𝒄𝒉𝒆𝒅𝒖𝒍𝒆𝒅 𝒕𝒐 𝒘𝒐𝒓𝒌
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 Severity Rate:
Severity rate is the average length of time lost per absence and is calculated by using the
following formula-
𝑻𝒐𝒕𝒂𝒍 𝒏𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒅𝒂𝒚𝒔 𝒂𝒃𝒔𝒆𝒏𝒕 𝒅𝒖𝒓𝒊𝒏𝒈 𝒂 𝒑𝒆𝒓𝒊𝒐𝒅

𝑺𝒆𝒗𝒆𝒓𝒊𝒕𝒚 𝑹𝒂𝒕𝒆 = × 𝟏𝟎𝟎
𝑻𝒐𝒕𝒂𝒍 𝒏𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒕𝒊𝒎𝒆𝒔 𝒂𝒃𝒔𝒆𝒏𝒕 𝒅𝒖𝒓𝒊𝒏𝒈 𝒕𝒉𝒂𝒕
𝒑𝒆𝒓𝒊𝒐𝒅
A high severity rate indicates that the employee is absent for longer durations each time.
High frequency and severity rates indicate that the employee is absent more frequently and
for longer durations each time resulting in high absenteeism even in absolute terms.
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1.2 INDUSTRY PROFILE
1.2.1 Education Industry:
The Education Industry comprises establishments whose primary objective is to provide

education. These establishments can be public, non-profit, or for-profit institutions. They
include elementary schools, secondary schools, community colleges, universities, and
ministries or departments of education.
Other constituents of a modern education system include charter schools, online academies,
vocational centers, and corporate educational support services. Elementary school teachers
work with children at the kindergarten level through to sixth-grade level. Secondary teachers
instruct students at both junior and senior high school levels. At the college and university
level, lecturers and professors instruct undergraduate, graduate, and postgraduate students.
In vocational centers, Instructors teach students technical skills that have direct application in
the job market. The education industry plays a major role in the economic development of
both developed and developing countries. Among the many resources that play a part in the
growth of a country's economy, human capital is perhaps the most important. Educational
institutions contribute, in a major way, in the development of this resource. They are tasked
with providing the talent pool for other industries, and this is critical when competing in a
global economy. The Education Industry also generates large scale revenues and
employment. For instance, the revenue generated from higher education alone in the US is
over $400 billion. In addition, about $5.6 trillion a year is spent education and training
globally if you put into account the money governments, private sector, families, and
individuals put in education. On matters employment, education employs about 5% of the
global labor force. Undeniably, education plays a crucial role in reducing poverty and
inequality and laying a foundation for sustained economic growth. Governments are expected
to develop and implement strategies that promote education and enrollment of students in
higher education. High-enrollment in higher education can translate into more skilled labor,
which can provide a positive impact on a country’s GDP. Moreover, a bigger number of
enrolled students results in a greater number of job opportunities for educators.
However, this is not the case in many developing countries around the world as governments
fall short of these expectations. Educational institutions there struggle to deliver required
skills for its workforce. This may be attributed to limited resources, few schools, poor
infrastructure, poor management, etc.
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All in all, the future of the education industry is promising. Stakeholders have started to
realize that the ‘one size fits all’ approach is no longer feasible; those students excel at
different things and can be grouped by intelligence and potential rather than age. The
education system of the future will focus on mastery learning where students can learn at
their own time and pace. Success will be measured by mastery of key concepts rather than
passing standardized tests. Technology is also being integrated into every sector the
education industry. Educators can now use other modes of delivery to teach and communicate
with students apart from the classroom. With digital technologies such as live streaming and
video conferencing, students can now earn certificates through online academies. Universities
are also offering online courses that are delivered and completed over the internet. Other
players in the education industry should now embrace digital technologies as this is what will
shape the future of education.
1.2.2 Key Segments of Education Industry
 The Consumers:
Students can be thought of as the consumers of the education industry. They need the support
of dedicated educators to achieve their educational goals and obtain the knowledge and skills
they need. With each passing year, students are rallying for technology-based learning
models, better education outcomes, and an appropriate ROI. All other industries can be
considered as consumers of the education industry for they depend on its skilled labor.
 The Institutions:
They include the various public and private schools, colleges, and universities. Vocational
education centers also provide job-oriented education through the apprenticeship. Other
institutions include ancillary education services such as charter schools, special schools, and
educational content suppliers. These institutions should utilize such information as financial
and student data to plan, evaluate, and implement strategies that can improve student’s
learning outcomes.
 The Workers:
Workers in education industry include administrators, teachers, librarians, lecturers,

professors, sports coaches, counselors, etc. Textbook publishers and assessment providers
also play important roles in the education industry. All workers in this industry are tasked
with helping students achieve all their educational goals. Teaching and instructing can be a
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challenging task
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but successful teachers/instructors believe in and use the power of education to transform
their students’ lives. They should always strive to make efficient use of available resources to
improve enrolment numbers, student learning outcomes, and operational efficiency.
1.2.3 Key Trends in Education Industry:
 The rise of online academies:
Online academies are becoming popular because of the real-time and interactive atmosphere
which they provide. While leveraging available interactive multimedia technologies like live-
streaming and video-conferencing, students can now complete their courses entirely online.
Students and teachers/lecturers interact and hold discussions in a classroom-like environment
over the internet. Universities aren’t being left behind and more and more online programs
and distance learning models are being established. They are even offering online courses to
foreign students, right in their home countries. Lecturers are offering customized courses and
students can learn and take exams entirely online. In this digital world, global competition
amongst universities and now online academies will continue to increase.
 The use of Augmented Reality and Virtual Reality:
Augmented Reality technology is now being utilized to enhance learning by displaying

virtual 3D models on 2D spaces. Educators, especially those in science and engineering, can
now make interactive presentations and models without the tedious work of creating physical
models. By use of Virtual Reality, simulations which would have been run only on computers
can now be run in a Virtual Reality space. This allows users to experience the exact
conditions as they would in a real-world setting, which is a big stride in educational research
and training.
 The rise of textbook rentals and open-source textbooks:
The billion-dollar textbook industry is now being challenged by the emergence of alternatives
like cheap rentals and open-access textbooks. Startups like Chegg and Campus Book Rentals
have developed businesses from renting out textbooks to students at affordable rates. Their
selling points are instant access to online books, savings, and other unique features. Renting
college textbooks is now cheaper than buying and then reselling the used books. This has
seen the amount the average student spends on course materials god own. Educators are also
developing and making customized educational materials and offering them as free digital
textbooks. Students can then access and read these e-textbooks on their smartphones and
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tablets.
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1.3 ORGANIZATION PROFILE
Annam Education aims at identifying the right candidates and recommending their
candidature to the apt employer. Also, it aims at identifying the students with hidden talents
and to remove the cobwebs of hallucination so that they will develop the burning desire for
success.
Annam Education believes that there are no good and bad personnel, but there are trained and
untrained personnel. Annam Education aims at assisting the deserving, training the needy and
honing the skilled people to enrich their talents and to help the organizations in achieving
their objectives.
It is the fervent hope of the Annam Education that the three segments namely the students,
institutions and corporate will encourage its initiative and support it in its endeavors.
Gone are the days of unemployment and trained manpower is the need of the hour. Today's
corporate world requires employees with uncompromising talents and skills. Students of
various disciplines are enthusiastic enough to take up challenging assignments. The industries
are also keen in encouraging such budding talents. The institutions are struggling to make
their students employable. Though there is a thrust among the students, institutions and the
corporate, still there is a big gap between the industry and institutional practices. To bridge
the gap between these segments, Annam Education has set its foot on, towards the goal of
fulfillment.
Vision
Annam Education to be a platform to create and share intellectual capital by providing

leadership and exemplary educational and related services to improve the lives of individuals
in a changing and complex global society in the process to nurture the skills and ensure
adoption of best practices.
Mission
Annam Education to become a center of excellence in education and training and services to
facilitate industry to be referred in global business for its best practices.
Services:
 Education & Training
 Advisory and Consultancy

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1.3.1 Education & Training:
Quality Education is a journey where in one tread upon varied terrain with a landscape which
remains a puzzle to the "human scape". The Corporate sector abounds with employment
opportunity which appears unreachable to students who stand on the other side of the bridge.
Educators wonder how to narrow the gap and Annam Amass has emerged as a guiding light
to help young hands to hold the stars. We are here to break boundaries and ensure
employability status to students who are already undergoing UG & PG courses in any
institution. We help them realize their dreams and make them a reality with corporate careers
which enable them to live their lives in the most positive and perfect way. We provide
academic assistance in all subjects to the standard of corporate expectation. Quality
Education is a journey wherein one treads upon varied terrain with a landscape which
remains a puzzle to the “human scape”. The Corporate sector abounds with employment
opportunity which appears unreachable to students who stand on the other side of the bridge.
Educators wonder how to narrow the gap and Annam Amass has emerged as a guiding light
to help young hands to hold the stars.
Survival of the fittest has always been the formula to success, and brain power coupled with
manpower will definitely scale great distances. Let us lead the nation to new heights and
contribute our might to the development of this wonderful country which great statesmen and
scholars like Gandhi and Kalam dreamt of United we stand and let us arrives and “awake and
stop not till the goal is reached”.
Our Training Workshop Series is focused on career and senior level professionals. This
addresses the needs of mid-level and supervisory-level professionals, as well as those seeking
to refresh their knowledge of specific domains, and for veterans seeking to commercialize
their skills. When designing our programs, we are continuously aware of the fine balance
between theory and practice. The theory component must support and compliment practice.
The process of providing delegates with just the right amount of theory carefully balanced
with just the right number of practical skills is what determines our training workshop
ultimate success.
List of Services
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 Faculty Development Programs (Leadership, Communication, Professionalism,
Teaching Methodologies, Team work, Time Management, Attitude, Goal Setting etc.)
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/ Students Development Workshops (Leadership, Goal Setting, Career Guidance,
Cracking Exams, Communication etc.)
 Competitive Exams Training (Banking, TNPSC, IELTS, Proficiency in English, For

Higher Education etc.)
 CA, CMA, CS Exams Coaching
 Consultancy & Events
1.3.2 Advisory and Consultancy
Annam Education provides Advice and Expertise to Organizations and individuals to help
them improve their Business Performance in terms of Operations, Profitability, Management,
Structure and Strategies. Our services include variety of areas such as Management Strategy,
IT, Finance, Marketing, HR and Supply Chain Management.
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CHAPTER 2
LITERATURE REVIEW
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1. Tamara Singh Et.tal (2016):
The purpose of this study is to investigate the impact of absenteeism and the degree
that negatively affects the organization’s performance. The study focused on understanding
the negative impact of absenteeism on the job and sought to provide insight into the causes of
absenteeism. The researcher also suggested strategies that could be used by management to
reduce absenteeism and encourage commute to work.
2. Habeebur Rahman (2016):
This paper focuses on writing as a major obstacle in the retail industry and how it
provides a growing effect on the growth and development of an organization. In this study the
researcher identified the impact and causes of absenteeism on Retail Shop employees. This
study confirms that organizational performance brings positive results during a full staff
presence
3. Gethsi Beulah, Dr. Venkatrama Raju D (2014):
This article discusses the absenteeism of random workers in the BPO industry. This
study addresses factors that contribute to employee absenteeism, performance appraisal and
measures to improve absenteeism. This resulting benefit also financially affects the business
due to the costs associated with acquisition and permanent replacement.
4. Dr. Abhinav Patel, Sanjay Thakkar (2014):
Absenteeism is one of the most common problems in the pharmaceutical industry. In

this study we are exploring the various factors that lead to enrollment in the pharmaceutical
industry. Aspects of absenteeism include social issues such as alcoholism, family conflicts,
lack of proper motivation, work problems, health problem, transportation problems, religious
aspect and age etc.
5.M. Prabhu (2013):
This study aims to identify the factors that lead to employee recruitment in an
organization, which can help a company manager develop and identify employees’ attitudes
toward reducing absenteeism. The results showed a demand response to staff performance.
Good relationships between people for good organization should be maintained. High
unemployment rates may indicate poor labor relations and low productivity.
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6. Barkha Gupta (2013):
This research paper states how absenteeism is a major barrier to a marketing

organization and how it provides the opposite effect on the growth and development of an
organization. The retail sector has grown today, a situation that recognizes that the number of
employees in the retail industry is declining sharply than in other industries. Absenteeism is
an obstacle to the growth of the retail industry. This study states that the Retail sector is
growing in concept in today’s world. Absenteeism is a major organizational problem;
However, absenteeism can be controlled and reduced through good working conditions
7. Dr. Renuka Rathod, Mr. Basavanth Reddy (2012):
This study was conducted with concern to identify problems, causes and remedial
measures related to absenteeism. This research helps the organization to know its current
policies regarding reducing absenteeism in the Titan industry. It has promoted measures to
improve business performance and resulted in organizational development by reducing staff
absenteeism.
8. Hone, (1968)
Emphasized the lack of commitment and felt that “absenteeism is linked to new
values and practices that are developing among employees as a result of technological
advances. Employment and recreation are now valued by the employee, and the benefits and
benefits he or she receives from his or her services. Therefore, economic considerations
determine whether a person would like to be unemployed
9. Paul M Muchinsky (1977)
Reviewed staff absenteeism letters as a non-profit withdrawal behavior. Studies

examining the psychometric features of absentee measures are reviewed, as well as the
relationship between absenteeism and personal, psychological and organizational variability.
Studies that examine the relationship between absenteeism and benefits are evaluated in
terms of the analysis unit studied in the study.
10. Daniel G. Spence and Richard M. Steers
The article introduces a study that examined the related influence of personal
characteristics and employee knowledge through employee fluctuations and absenteeism.
According to research findings, employee turnover and absenteeism are independent of job
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knowledge and personal characteristics. The study also found that absenteeism was more
accurately predicted by personal factors than work experience. The author notes that personal
characteristics show a high correlation with absenteeism and profitability.
11. M. Karthikeyan, Dr.P. Sivakami, (1996)
Absenteeism is one of the biggest threats in the Indian industry. Absenteeism resulting
from the misuse of the Indian crop faces the problem of unemployment on the one hand and
on the other hand the absenteeism that is rare in industry if our absenteeism is not reduced.
We can improve the quality of our national product without investment. Absenteeism not
only causes productivity losses but also causes a decrease in national income, while the total
income of employees naturally reduces their purchasing power which also decreases if they
are not able to manage basic and secondary needs on time and efficiently. He has to deal with
problems such as family conflicts, health problems, and mental and physical fatigue that will
also lead to him not going to work.
12. Luz J, Green MS (1997)
Guaranteed absence of health (absenteeism caused by illness and accident) is an

important and simple indicator of employee health and mood. It is also a very large part of
unemployment. Depending on the country and industry and the characteristics of the
population, 60-70% sick leave accounts, and other injuries of 7-20%. The balance is defined
as "health- unemployment", taken with or without prior permission or reason for posting. It is
a sign of the first and last phase pf the employee's history in the company; either before he
has a full-time employee or adapts to the local "unemployment culture". ", Or if he is
considering leaving
13. Muchinsky, (1997)
Conducted research in the same field on the basis of literature reviews of employee
absenteeism and concluded that employees' behavior to withdraw without benefit. Studies
examining the psychometric features of absentee measures are reviewed, as well as the
relationship between absenteeism and personal, mental and organizational variables that are
not in the four categories such as; businessmen, aspirants, family-oriented and sick and
elderly
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14. Martocchio & Jimeno (2003)
“We propose a model of personality types with a high probability of using

absenteeism in their work profit (i.e., re-charging and reversing a negative impact) and as a
result there is an ineffective (i.e., positive impact and high productivity when you return to
work) rather than inactive (i.e., negative impacts and the person is less productive or less
productive than before absence). We conclude by emphasizing the theoretical contributions
made by this model and suggesting ways in which the model can be tested.”
15. GomeroCaudra, Raul; Llap Yesan, Carlos; Calizaya De IaSota, Livia;

SilveraVallejos, Ramon (2005),
Studies that all companies make plans to avoid or reduce workplace accidents.
However, there is a negative technical knowledge related to the spread and cost of loss of
employment, which is difficult to analyze the problem. Objectives: Evaluate clinical trials for
employees of our hazardous mining operations camp.
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CHAPTER 3
RESEARCH METHODOLOGY
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3.1 TITLE OF THE PROJECT:
 “A STUDY ON EMPLOYEE ABSENTEESIM WITH SPECIAL REFERENCE

TO ANNAM EDUCATION, THOOTHUKUDI”
3.2 PROBLEM STATEMENT:
Absenteeism has become a major problem in almost all the industrial sectors especially in
private education sector. Excessive absenteeism may constitute a considerable cost to the
industry even when the absent employee receives no pay. Because of disorganization of
work, work schedules become delayed, resulting in the improper schedule of class. When
sick pay is authorized, the cost of absenteeism knolls up more rapidly. It is, therefore,
desirable that measures are effectively implemented to minimize the cost of absenteeism as
far as possible. As far education sector is considered absenteeism is a major drawback.
Absenteeism of one particular teaching faculty will adversely affect the entire class. As far as
non-teaching faculty is considered absenteeism of a particular affects each and every function
of the organization. Generally speaking, proper conditions of working environment, adequate
salary, leave for rest and other benefits constitute the most effective means of minimizing
cost of absenteeism. Unless the working and living condition of labour is improved and
stabilized in the work place, the problem of absenteeism cannot be solved effectively.
3.3 NEED AND IMPORTANCE OF THE STUDY:
Absenteeism is one of the major labor problems. This will have an impact in the near future.
When the skilled employees absent themselves from the organization for a long time due to
personal factors, work environment, home conditions and economic factor, like nature of
work,
shift arrangements, management attitudes, personnel policies, supervisory quality, leave

facilities, fringe benefits etc. and social factors, like religion, community obligations,
customer, festivals, marriages, deaths and funerals in the above circumstances the
productivity and efficiency of the workers are wasted. When the human resources are
unnecessarily wasted the entire growth of the organization will be wasted. This is very
important to overcome all those difficulties by taking effective measures to avoid the
problem. But all of a sudden, this problem of absenteeism cannot be solved. However, by
taking effective remedies we can curtail the problem to some extent.
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3.4 OBJECTIVES OF THE STUDY:
 To study the existing absenteeism rate in Annam Education

 To identify the reason for absenteeism’
 To identify the steps required to reduce absenteeism level
 To find the association between the employees’ absenteeism with demographic
variables.
 To give suggestion based on findings.
3.5 SCOPE OF THE STUDY:
 The development of any organization depends upon the regularity of the employees.
The study is conducted to know the various levels and reasons of absence of
employees in the organization. By looking at it one can adopt corrective measures to
decrease irregularities in the organization which will lead to organizational growth.
3.6 RESEARCH METHODOLOGY
3.6.1 Meaning of Methodology:
The methodology of study explains the systematic way of finding the answers to the
predetermined questions. More over this provide the close path to accomplish and achieve the
clear solution for the problem stated. The reliability, strength and accuracy of the study
mainly depend upon the methodology. It explains why research has undertaken, in what way
and why the hypothesis has been how to calculate various statistical measure, how to apply a
particular research technique, which of the various research method is more relevant and so
on.
3.6.2 Research Design:
The research design is simply a specific presentation of the various steps in the process of
research. Design means adopting the type of techniques of research, which is, most suited for
research and of the problem. Research designs is the conceptual structure with in which
research is conducted. It constitutes the blue print for the collection, measurement and
analysis of the data. The type of research design used for the study is descriptive research
design.
3.6.3 Research Approach:
For gathering primary data, the researcher used survey approach, which is widely used
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method for data collection and best suited for quantitated descriptive type of research has
used closed
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ended questionnaire, which is the most common instrument used to collect the primary data.
A questionnaire consists of a set of questions presented to the respondents for gathering
appropriate responses.
3.6.4 Type of Research:
3.6.4.1 Descriptive Vs Analytical:
Descriptive research includes Surveys or fact-finding enquiries of different kinds. The major
purpose of descriptive research description of the state of affairs as it exists at present. The
main characteristic of this method is that the researcher has no control over the variables; He
can only report what has happened or what is happening.
In Analytical research, on the other hand the researcher has to use facts or information
already available & analyses this to make a critical evaluation, of the material.
3.6.4.2 Applied Vs Fundamental:
Research can either be applied (or action) research fundamental (or pure) Research Applied
Research aims at finding a solution for an immediate problem facing a society or an
organization whereas Fundamental Research is mainly concerned with Generalization and
with the formulation of a theory, gathering knowledge for knowledge’ is termed pure
research. Research studies concerning natural phenomenon, human behavior etc. are
examples of Fundamental Research. But Research aims at certain conclusion facing a
concrete social problem is an example of applied Research.
3.6.4.3 Qualitative V’s Quantitative:
Quantitative Research is based on the measurement of quantity or amount. It is Applicable to

a phenomenon that is phenomenon relating to or involving quality or kind. Qualitative
Research is especially important in the behavioral sciences where the aim is to discover the
underlying motives of human behavior.
3.6.5 Source of data:
There are three common data sources:
3.6.5.1 Crowd-Sourced Data:
Crowd-sourced data comes from online surveys. Pay Scale administers the largest real-time
salary survey in the world and we use a rigorous validation process to ensure you have access
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to accurate, valid data. By collecting data in real-time, we offer the most up-to-date data in
the market to help you stay ahead of the curve.
3.6.5.2 Company Sourced Data:
This type of data helps ensure aggregated data is specific to your market (city and industry).
Pay Scale Company Sourced Data leverages HRIS aggregated data to Create an employer
sourced dataset which can be used just like a traditional market survey. We blend a modern
methodology with a traditional dataset by using smart algorithms and data science to improve
mundane compensation tasks such as job matching and survey participation.
3.6.5.3 Third-Party Market Data:
Larger organizations tend to participate in these surveys by submitting data to a consulting

firm, which then verifies that data and provides insights back to participants. Our survey
management products support your choice of survey data. We also have a partnership with
Mercer that can integrate market data from Mercer seamlessly with other data sources for
more robust results.
3.7 METHOD OF DATA COLLECTION
3.7.1 Primary Data:
The primary data are those which are collected for the first time. For the study, structured
questionnaire through direct personal interview method was used to collect data from users.
The data are collected from the employees of the organization by administering Interview
schedule ad also through observation, discussions with the trainers, head of the Department
and management teams. Questionnaire method of data collection is applied.
3.7.2 Secondary Data:
The Secondary data are being collected from the Textbook, Records, Articles. Academic
Report and also from the Internet.
3.8 SAMPLE PLAN
3.8.1 Sampling techniques:
It was quite difficult to conduct census study in terms of covering all employees at Annam
Education, so I have relied upon Sample Study by selecting samples through Convenience
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Sampling Method from Management Level acting as a representative of census population.
Sample Size Selected is 60 Employees from Annam Education.
3.8.2 Sample unit:
To collect the primary data from the employees in Annam Education. There are 120 workers
working in the unit.
3.8.3 Sample size:
 60 respondents
3.8.4 Questionnaire type:
The Questions are taken in the form of Likert-type scale.
Likert scale is a psychometric scale used in research that employs questionnaires

approach to scaling responses in survey research. This scale is used for measure variations
such as quality, frequency, importance, and likelihood, etc.
The format of a five-level Likert Scale is
1. Highly Satisfied
2. Satisfied
3. Neutral
4. Dissatisfied
5. Highly Dissatisfied
3.9 TOOLS FOR ANALYSIS
The various analytic tools that are used in this research are:
 Percentage Analysis
 Chi Square Technique
3.9.1 Percentage Analysis
Percentage analysis is that the method to represent raw streams of knowledge as a

percentage (a part in 100-percent) for better understanding of collected data. Percentage
Analysis is applied to make a contingency table from the distribution and represent the
collected data for better understanding. Percentage analysis is that the technique to represent
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raw streams Information of knowledge of information) as a share (a half in a hundred-
percent) for higher understanding of collected data.
Percentages are a powerful way to compare samples with different numbers of observations.
By standardizing measures using a scale of 0 to 100, samples can be compared quickly and
easily. Any graph of the data, however, must include the full range of 0 to 100 to ensure that
false impressions are not created.
Percentages also put data into context, making it easier to be communicated, including in the
context of performance.
𝑷𝒆𝒓𝒄𝒆𝒏𝒕𝒂𝒈𝒆 𝒐𝒇 𝒓𝒆𝒔𝒑𝒐𝒏𝒅𝒆𝒏𝒕𝒔
𝑵𝒐. 𝒐𝒇 𝒓𝒆𝒔𝒑𝒐𝒏𝒅𝒆𝒏𝒕 ∗ 𝑻𝒐𝒕𝒂𝒍 𝒏𝒐 𝒐𝒇 𝒆𝒎𝒑𝒍𝒐𝒚𝒆𝒆
=
𝟏𝟎𝟎
3.9.2 Chi Square Analysis
The Chi-Square in non-parametric statistical technique used to determine if

distribution observed frequency differs from the theoretical expected to frequencies, chi
statistical use Nominal (categorical) or ordinal level data.
The chi-squared statistic is a single number that tells you how much difference exists between
your observed counts and the counts you would expect if there were no relationship at all in
the population.
The Chi Square in denoted by 𝜓2 and the formula is:
(𝑶 − 𝑬)𝟐
𝝍 =∑
𝟐
𝑬
Where,
O = Observed Frequency
E = expected Frequency
Ʃ = Summation
𝝍𝟐 = Chi Square Value
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3.10 PERIOD OF STUDY
The period of study is from ------ to -------- in Annam Education under various phases like
identification and development of the topic, finding background information including
literature reviews, collecting primary and secondary data from various resources, conducting
interviews with employees, data collection through questionnaires and analysis.
3.11 LIMITATION OF THE STUDY:
 Lack of interest to fill in the questionnaire by the respondents.
 Few respondents just filled in the questionnaire for name’s sake.
 Some of the respondents were blindly answering for two or more options convincing
them and getting the right answer was highly difficult.
 Time allocated to meet the respondents was very minimal
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CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
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4.1 INTRODUCTION TO DATA ANALYSIS AND INTERPRETATION
Data which is gathered by administering questionnaires was processed in Simple manner to

determine the level of satisfaction among employees. Every response was assigned some
score board on this overall satisfaction level determined.
Data collected and tabulated and analyzed by using satisfaction methods and also various
graphs are used. It is considered as the vital part of any research to social sciences. By doing
these in-depth comparisons, the researcher can begin to identify the relationship and guide
towards better decisions. The step involved in data analysis is a function of type of
information collected, however returning to the purpose of the assessment and the assessment
question will provide a structure for the organization of the data and focus the analysis.
ANALYSIS
In order to do the work properly, an insight about the product, about the Organization, about
the employee was necessary, for this purpose a extensive study was initially done about the
employee satisfaction.
After the initial study, the survey was started in order to get the questionnaire filled by them.
On the basis on the information collection in the interviews from the Respondents and filled
in questionnaire from them, certain findings were made on that basis and some
recommendations too were given to the organization so as to improve the level of satisfaction
of their customers. These findings and recommendations would go a long way of satisfaction
and service in order to maintain its existing employees as well as to add 1-1 new employee to
its existing data base. They also point the aspect in which the organization lacking and need
to improvise upon as well as the aspect, which are its plus point and which can really help in
future.
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4.2 PERCENTAGE ANALYSIS
4.2.1 GENDER
GENDER NO OF RESPONDENTS PERCENTAGE
Male 38 63
Female 22 37
TOTAL 60 100
Table 4.2.1: Gender
Source: Primary Data
Figure 4.2.1: Gender
Interpretation:
The above table states that 63% of the respondent are Male and 37% of the respondent are
Female in the Organization.
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4.2.2 AGE
AGE NO OF RESPONDENTS PERCENTAGE
20-25 14 23
25-30 20 33
30-35 11 18
35 and above 15 25
TOTAL 60 100
Table 4.2.2: Age
Figure 4.2.2: Age
Interpretation:
The above table states that 33% of the respondent belong to the age group of 25 – 30; 25% of
the respondent belong to the age of 35 and above;23% of the respondent belong to the age of
20 – 25;18% of the respondent belong to the age of 30 – 35 in the Organization.
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4.2.3 EDUCATIONAL QUALIFICATION
Educational Qualification NO OF RESPONDENTS PERCENTAGE
SSLC 8 13
HSC 8 13
ITI 7 12
UG 18 30
PG 19 32
TOTAL 60 100
Table 4.2.3: Educational Qualification
NO OF RESPONDENTS
19
18
8 8
7
SSLC HSC ITI UG PG
Figure 4.2.3: Educational Qualification
Interpretation:
The above table states that 32% of the respondent are PG, 30% of the respondent are UG,
13% of the respondent are HSC, 13% are SSLC and 12% of the respondent are ITI in the
Organization.
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4.2.4 MARITAL STATUS
Marital Status NO OF RESPONDENTS PERCENTAGE
Single 26 43
Married 34 57
TOTAL 60 100
Table 4.2.4: Marital Status
Source: Primary
Data
Figure 4.2.4: Marital Status
Interpretation:
The above table states that 57% of the respondent are married and 43% of the respondent are
single in the Organization.
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4.2.5 MONTHLY INCOME
Monthly Income NO OF RESPONDENTS PERCENTAGE
Below Rs.5000 5 8
Rs.5000-Rs.8000 12 20
Rs.8000-Rs.10000 24 40
Rs.10000 and above 19 32
TOTAL 60 100
Table 4.2.5: Monthly Income
Source: Primary
Data
Figure 4.2.5: Monthly Income
Interpretation:
The above table states that 40% of the respondent has monthly income of Rs.8000 –
Rs.10000,32% of the respondent has monthly income of Rs.10000 and above,20% of the
respondent has monthly income of Rs.5000 – Rs.8000,8% of the respondent has monthly
income of Below of Rs.5000 in the Organization.
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4.2.6 JOB EXPERIENCE
Job Experience NO OF RESPONDENTS PERCENTAGE
Less than 5 years 28 47
5-10 years 20 33
10-20 years 5 8
20 years and above 7 12
TOTAL 60 100
Table 4.2.6: Job Experience
Source: Primary
Data
Figure 4.2.6: Job Experience
Interpretation:
The above table states that 47% of the respondent have a job experience of Less than 5 Years,
33% of the respondent have a job experience of 5 – 10 Years, 12% of the respondent have a
job experience of 20 Years and above,8% of the respondent have a job experience of 10 – 20
Years in the Organization.
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4.2.7 COMFORTABLE AND SUPPORTIVE WORKING ENVIRONMENT FOR
CAREER GROWTH
SATISFACTORY LEVEL NO OF RESPONDENTS PERCENTAGE
Highly Satisfied 18 30
Satisfied 22 37
Neutral 13 22
Dissatisfied 3 5
Highly Dissatisfied 4 7
TOTAL 60 100
Table 4.2.7: Comfortable and Supportive Working Environment for Career Growth
Figure 4.2.7: Comfortable and Supportive Working Environment for Career Growth
Interpretation:
The above table states that 37% of the respondent are Satisfied ,30% of the respondent are
Highly Satisfied,22% of the respondent are Neutral ,7% of the respondent are Highly
Dissatisfied and 5% of the respondent are Dissatisfied with the comfortable and supportive
working environment for career growth in the Organization.
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4.2.8 NEED TO WORK OVERTIME FOR COMPLETION OF TASK
Satisfied 21 35
Neutral 19 32
Dissatisfied 4 7
TOTAL 60 100
Table 4.2.8: Need to Work Overtime for Completion of Task
Figure 4.2.8: Need to Work Overtime for Completion of Task
Interpretation:
The above table states that 35% of the respondents are Satisfied ,32% of the respondent are
Neutral ,20% of the respondent are Highly Satisfied ,7% of the respondent are Dissatisfied
and & 7% of the respondent are Highly Dissatisfied with the need to work overtime for the
completion of task in the Organization.
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4.2.9 PROVISION OF WELFARE FACILITY IS SATISFACTORY
Satisfied 24 40
Neutral 18 30
Dissatisfied 4 7
TOTAL 60 100
Table 4.2.9: Provision of Welfare Facility Is Satisfactory
Figure 4.2.9: Provision of Welfare Facility Is Satisfactory
Interpretation:
Neutral,17% of the respondent are Highly Satisfied ,7% of the respondent are Highly
Dissatisfied and 7% of the respondent are Dissatisfied with the provision of welfare facility in
the Organization.
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4.2.10 WELFARE MEASURE OF THE COMPANY IS SATISFACTORY
Satisfied 19 32
Neutral 15 25
Dissatisfied 4 7
TOTAL 60 100
Table 4.2.10: Welfare Measure of the Company Is Satisfactory
Figure4.2.10: Welfare Measure of the Company Is Satisfactory
Interpretation:
Highly Satisfied,25% of the respondent are Neutral,7% of the respondent are Highly
Dissatisfied and 7% of the respondent are Dissatisfied with the welfare facilities in the
Organization.
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4.2.11 SATISFIED WITH THE PRESENT LEAVE FACILITY
Satisfied 22 37
Neutral 16 27
Dissatisfied 8 13
TOTAL 60 100
Table 4.2.11: Satisfied with The Present Leave Facility
Figure4.2.11: Satisfied with the Present Leave Facility
Interpretation:
Highly Satisfied,25% of the respondent are Neutral,7% of the respondent are Highly
Dissatisfied and 7% of the respondent are Dissatisfied with the present leave facilities in the
Organization.
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4.2.12 CONTINUOUS ABSENTEEISM IMPACT PRODUCTIVITY
Satisfied 22 37
Neutral 20 33
Dissatisfied 7 12
TOTAL 60 100
Table4.2.12: Continuous Absenteeism Impact Productivity
Figure4.2.12: Continuous Absenteeism Impact
Productivity Interpretation:
Neutral,12% of the respondent are Highly Satisfied ,12% of the respondent are Dissatisfied
and 7% of the respondent are Highly Dissatisfied with continuous absenteeism impact
productivity in the organization.
45 | P a g e
4.2.13 RELATIONSHIP WITH SUPERVISOR
Satisfied 22 37
Neutral 18 30
Dissatisfied 6 10
TOTAL 60 100
Table4.2.13: Relationship with Supervisor
Figure4.2.13: Relationship with Supervisor
Interpretation:
and 8% of the respondent are Highly Dissatisfied with the relationship with supervisor in the
Organization.
46 | P a g e
4.2.14 RELATIONSHIP WITH THE CO-WORKER
Satisfied 22 37
Neutral 16 27
Dissatisfied 4 7
TOTAL 60 100
Table 4.2.14: Relationship with the Co-Worker
Figure4.2.14: Relationship with the Co-Worker
Interpretation:
Dissatisfied and 7% of the respondent are Dissatisfied with the relationship with co-workers
in the Organization.
47 | P a g e
4.2.15 STEPS TAKEN TO REDUCE EMPLOYEE ABSENTEEISM
Satisfied 21 35
Neutral 18 30
Dissatisfied 4 7
TOTAL 60 100
Table4.2.15: Steps Taken to Reduce Employee Absenteeism
Figure4.2.15: Steps Taken to Reduce Employee Absenteeism
Interpretation:
Dissatisfied and 8% of the respondent are Dissatisfied with the steps take to reduce employee
absenteeism in the Organization.
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4.2.16 SCHEMES TO REDUCE EMPLOYEE ABSENTEEISM
Satisfied 23 38
Neutral 18 30
Dissatisfied 5 8
TOTAL 60 100
Table4.2.16: Schemes to Reduce Employee Absenteeism
Figure4.2.16: Schemes to Reduce Employee Absenteeism
Interpretation:
Dissatisfied and 8% of the respondent are Dissatisfied with the schemes to reduce employee
absenteeism in the organization.
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4.2.17 DISCIPLINARY ACTION AGAINST CHRONIC ABSENTEEISM
Satisfied 23 38
Neutral 15 25
Dissatisfied 7 12
TOTAL 60 100
Table4.2.17: Disciplinary Action against Chronic Absenteeism
Figure4.2.17: Disciplinary Action Against Chronic Absenteeism
Interpretation:
and 10% of the respondent are Highly Dissatisfied with the disciplinary action against
chronic absenteeism in the organization.
50 | P a g e
4.2.18 ENOUGH REWARD ACCORDING TO THE PERFORMANCE
Satisfied 24 40
Neutral 14 23
Dissatisfied 4 7
TOTAL 60 100
Table4.2.18: Enough Reward According to the Performance
Figure4.2.18: Enough Reward According to The
Performance Interpretation:
Dissatisfied and 7% of the respondent are Dissatisfied with the reward system according to
the performance in the organization.
51 | P a g e
4.2.19.1 JOB FACTOR
Satisfied 16 27
Neutral 10 17
Dissatisfied 3 5
TOTAL 60 100
Table4.2.19.1: Job Factor
Figure4.2.19.1: Job Factor
Interpretation:
The above table states that 45% of the respondent are Highly Satisfied, 27% of the
respondent are satisfied, 17% of the respondent are Neutral, 7% of the respondent are Highly
Dissatisfied and 5% of the respondent are dissatisfied with the job factor in the organization.
52 | P a g e
4.2.19.2 SALARY FACTOR
Satisfied 31 52
Neutral 12 20
Dissatisfied 3 5
TOTAL 60 100
Table 4.2.19.2: Salary Factor
Source: Primary
Data
Figure4.2.19.2: Salary Factor
Interpretation:
The above table states that 52% of the respondent are satisfied, 20% of the respondent are
Neutral, 15% of the respondent are Highly Satisfied, 8% of the respondent are Highly
Dissatisfied and 5% of the respondent are dissatisfied with the salary factor in the
organization.
53 | P a g e
4.2.19.3 CANTEEN FACTOR
Satisfied 22 37
Neutral 20 33
Dissatisfied 5 8
TOTAL 60 100
Table4.2.19.3: Canteen Factor
Source: Primary
Data
Figure4.2.19.3: Canteen Factor
Interpretation:
Dissatisfied and 8% of the respondent are dissatisfied with the canteen factor in the
organization.
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4.2.19.4 TRANSPORT FACTOR
Satisfied 27 45
Neutral 15 25
Dissatisfied 4 7
TOTAL 60 100
Table 4.2.19.4: Transport Factor
Source: Primary
Data
Figure 4.2.19.4: Transport Factor
Interpretation:
Dissatisfied and 7% of the respondent are dissatisfied with the transport factor in the
organization.
55 | P a g e
4.2.19.5 MEDICAL FACTOR
Satisfied 21 35
Neutral 18 30
Dissatisfied 7 12
TOTAL 60 100
Table 4.2.19.5: Medical Factor
Source: Primary
Data
Figure 4.2.19.5: Medical Factor
Interpretation:
Neutral, 13% of the respondent are Highly Satisfied, 12% of the respondent are dissatisfied
and 10% of the respondent are Highly Dissatisfied with the medical factor in the
organization.
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4.3 CHI-SQUARE TEST
4.3.1 AGE Vs COMFORTABLE AND SUPPORTIVE WORKING ENVIRONMENT
𝑯𝟎 = There is no association with the age of respondent with the comfortable and supportive
working environment.
𝑯𝟏 = There is association with the age of respondent with the comfortable and supportive
Age Highly Satisfied Neutral Dissatisfied Highly TOTAL

Satisfied Dissatisfied
20 – 25 7 6 1 1 0 15
25 – 30 5 7 4 2 1 19
30 – 35 3 5 1 1 1 11
35 & above 3 4 6 1 2 15
TOTAL 18 22 12 4 4 60
Table 4.3.1: Observed Frequency of Age and Comfortable & Supportive Working
Environment
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Observed Expected 𝑶−𝑬 (𝑶 − 𝑬)𝟐 (𝑶 − 𝑬)𝟐
∑
Frequency(O) Frequency(E) 𝑬
7 4.5 2.5 6.25 1.38

6 5.5 0.5 0.25 0.045
1 3 -2 4 1.33
1 1 0 0 0
0 1 -1 1 1
5 5.7 -0.7 0.49 0.085
7 6.96 0.04 0.0016 0.00022
4 3.8 0.2 0.04 0.010
2 1.26 0.74 0.5476 0.4346
1 1.26 -0.26 0.0676 0.0536
3 3.3 -0.3 0.09 0.0272
5 4.03 0.97 0.9409 0.2334
1 2.2 -1.2 1.44 0.6545
1 0.73 0.27 0.0729 0.0998
1 0.73 0.27 0.0729 0.0998
3 4.5 -1.5 2.25 0.5
4 5.5 -1.5 2.25 0.4090
6 3 3 9 3
1 1 0 0 0
2 1 1 1 1
(𝑶 − 𝑬)𝟐 10.360
∑
𝑬
Table: 4.3.1.1 Expected Frequency of Age and Comfortable & Supportive Working
Environment
58 | P a g e
Calculated Value = 10.360
In order to find the Table Value,
LOS (Level of Significance) = 5%
DOF (Degree of Freedom) = (Row – 1) × (Column – 1)
= (4-1) * (5-1) = 3*4
= 12
Thus,
Table Value = 21.026
Calculated Value < Table Value
Accept Null Hypothesis (𝑯𝟎)
Interpretation
From the above calculation calculated value is 10.360 and Table Value is 16.916. On
comparing both, the table value is greater than the calculated value therefore null hypothesis
is accepted and alternative hypothesis is rejected. Therefore, there is no association with the
age of respondent with the comfortable and supportive working environment
59 | P a g e
4.3.2 EDUCATIONAL QUALIFICATION Vs EMPLOYEE WORKING OVERTIME
FOR THE COMPLETION OF TASK
𝑯𝟎 = There is no association with educational qualification of respondents and the employee

working overtime for the completion of task in the organization.
𝑯𝟏 = There is association with educational qualification of respondents and the employee

working overtime for the completion of task in the organization.
Educational Highly Satisfied Neutral Dissatisfied Highly TOTAL

Qualification Satisfied Dissatisfied
SSLC 1 3 2 1 1 8
HSC 0 4 3 1 0 8
ITI 2 2 2 0 1 7
UG 5 5 5 2 1 18
PG 4 7 7 0 1 19
TOTAL 12 21 19 4 4 60
Table 4.3.2: Observed frequency of Educational Qualification and employee working

overtime for the completion of task.
60 | P a g e
∑
1 1.6 -0.6 0.36 0.225
3 2.8 0.2 0.04 0.0142
2 2.53 -0.53 0.2809 0.1110
1 0.53 0.47 0.2209 0.4167
1 0.53 0.47 0.2209 0.4167
0 1.6 -1.6 2.56 1.6
4 2.8 1.2 1.44 0.5142
3 2.53 0.47 0.2209 0.0873
1 0.53 0.47 0.2209 0.4167
0 0.53 -0.53 0.2809 0.53
2 1.4 0.6 0.36 0.2571
2 2.45 -0.45 0.2025 0.0826
2 2.216 -0.216 0.0466 0.0210
0 0.46 -0.46 0.2116 0.46
1 0.46 0.54 0.2916 0.6339
5 3.6 1.4 1.96 0.544
5 6.3 -1.3 1.69 0.2682
5 5.7 -0.7 0.49 0.0859
2 1.2 0.8 0.64 0.533
1 1.2 -0.2 0.04 0.033
4 3.8 0.2 0.04 0.0105
7 6.65 0.35 0.1225 0.0184
7 6.016 0.984 0.9682 0.1609
0 1.26 -1.26 1.5876 1.26
1 1.26 -0.26 0.0676 0.0536
(𝑶 − 𝑬)𝟐 8.6939
∑
𝑬
Table 4.3.2.1: Expected frequency of Educational Qualification and employee working
overtime for the completion of task.
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= (5-1) * (4-1) = 4 * 3
= 12
Thus,
Interpretation
comparing both table value is greater than the calculated value. Thus, Null Hypothesis is
accepted and Alternative Hypothesis is rejected. Therefore, there is no association with
educational qualification of respondents and the employee working overtime for the
completion of task in the organization.
62 | P a g e
4.3.3 JOB EXPERIENCE Vs ABSENTEEISM OF PERSONNEL IMPACT
PRODUCTIVITY
𝑯𝟎 = There is no association with the job experience of respondents and the absenteeism of
employee impact productivity.
𝑯𝟏 = There is association with the job experience of respondents and the absenteeism of
employee impact productivity.
Job Highly Satisfied Neutral Dissatisfied Highly TOTAL

Experience Satisfied Dissatisfied
Less than 2 9 8 2 3 24
5 Years
5 – 10 3 7 8 3 1 22
Years
10 – 20 0 2 1 1 1 5
Years
20 Years 3 2 1 2 1 9
and Above
TOTAL 8 20 18 8 6 60
Table 4.3.3: Observed Frequency of Job Experience and Absenteeism of personal

impact productivity.
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∑
2 3.2 -1.2 1.44 0.45
9 8 1 1 0.125
8 7.2 0.8 0.64 0.088
2 3.2 -1.2 1.44 0.45
3 2.4 0.6 0.36 0.15
3 2.93 0.07 0.0049 0.0016
7 7.33 -0.33 0.1089 0.0148
8 6.6 1.4 1.96 0.2969
3 2.93 0.07 0.0049 0.00167
1 2.2 -1.2 1.44 0.06545
0 0.66 -0.66 0.4356 0.66
2 1.66 0.34 0.1156 1.7756
1 1.5 -0.5 0.25 0.1666
1 0.66 0.34 0.1156 0.1751
1 0.5 0.5 0.25 0.5
3 1.2 1.8 3.24 2.7
2 3 -1 1 0.333
1 2.7 -1.7 2.89 1.0703
2 1.2 0.8 0.64 0.5333
1 0.9 0.1 0.01 0.0111

(𝑶 − 𝑬)𝟐 10.157
∑
𝑬
Table 4.3.3.1: Expected Frequency of Job Experience and Absenteeism of personal

impact productivity.
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= (4-1) * (4-1) = 3 * 3
=9
Thus,
Interpretation
accepted and Alternative Hypothesis is rejected. Therefore, there is no association with the
job experience of respondents and the absenteeism of employee impact productivity
65 | P a g e
4.3.4 MARITAL STATUS VS DISCIPLINARY ACTION AGAINST CHRONIC
ABSENTEEISM
𝑯𝟎 = There is no association with the marital status of the respondent with the disciplinary
action against chronic absenteeism.
𝑯𝟏 = There is association with the marital status of the respondent with the disciplinary
action against chronic absenteeism
Marital Highly Satisfied Neutral Dissatisfied Highly TOTAL

Status Satisfied Dissatisfied
Single 5 9 6 4 3 27
Married 4 15 8 3 3 33
TOTAL 9 24 14 7 6 60
Table 4.3.4: Observed Frequency of Marital Status with the disciplinary action against
chronic absenteeism.
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∑
5 4.05 0.95 0.9025 0.222
9 10.8 -1.8 3.24 0.3
6 6.3 -0.3 0.09 0.0142
4 3.15 0.85 0.7225 0.2293
3 2.7 0.3 0.09 0.033
4 4.95 -0.95 0.9025 0.1823
15 13.2 1.8 3.24 0.2454
8 7.7 0.3 0.09 0.116
3 3.85 -0.85 0.7225 0.1876
3 3.3 -0.3 0.09 0.0272
(𝑶 − 𝑬)𝟐 1.4526
∑
𝑬
Table 4.3.4.1: Expected Frequency of Marital Status with the disciplinary action against
chronic absenteeism.
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= (2-1) * (5-1) = 1 * 4
=4
Thus,
Table Value = 9.488
Calculated Value < Table
Value Accept Null Hypothesis
(𝐻0)
Interpretation
accepted and Alternative Hypothesis is rejected. Therefore, there is no association with the
marital status of the respondent with the disciplinary action against chronic absenteeism.
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Figure 4.3: Chi-Square Distribution Table
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CHAPTER 5
FINDINGS, SUGGESTIONS &

CONCLUSION
70 | P a g e
5.1 FINDINGS:
 It is found that the majority (63%) of the respondents are male and minority (37%) of
the respondents are female.
 It is found that the majority (57%) of the respondents are married and minority (43%)
of the respondents are single.
 It is found that majority (33%) of the respondents belong to the age group of 25 – 30
years whereas the minority (18%) of the respondents belong to the age group of 30 –
35 years.
 It is found that majority (32%) of the respondents has completed PG whereas the
minority (12%) of the respondents has completed ITI.
 It is found that majority (40%) of the respondents has Monthly Income of Rs.8000 –
Rs.10000 whereas the minority (18%) of the respondents has Monthly Income below
Rs.5000
 It is found that majority (47%) of the respondents has Job Experience Less than years
whereas the minority (8%) of the respondents has Job Experience 10 – 20 Years
 It is found that majority (37%) of the respondents are satisfied with the comfortable
and supportive working environment where as minority (5%) of the respondents are
dissatisfied.
 It is found that majority (35%) of the respondents are satisfied with the need to work
overtime for the completion of task whereas minority (7%) of the respondents are
highly dissatisfied
 It is found that majority (40%) of the respondents are satisfied with the provision of
welfare facility whereas minority (7%) of the respondents are dissatisfied
 It is found that majority (37%) of the respondents are satisfied with the welfare
facilities whereas minority (7%) of the respondents are dissatisfied
 It is found that majority (32%) of the respondents are satisfied with the present leave
facility whereas minority (7%) of the respondents are highly dissatisfied
 It is found that majority (37%) of the respondents are satisfied with the continuous
absenteeism impact productivity whereas minority (7%) of the respondents are highly
dissatisfied
 It is found that majority (37%) of the respondents are satisfied with the relationship
with the supervisor whereas minority (8%) of the respondents are highly dissatisfied
71 | P a g e
 It is found that majority (37%) of the respondents are satisfied with the relationship
with co-workers whereas minority (7%) of the respondents are dissatisfied
 It is found that majority (35%) of the respondents are satisfied with the steps taken to
reduce employee absenteeism whereas minority (8%) of the respondents are
dissatisfied
 It is found that majority (38%) of the respondents are satisfied with reduce employee
absenteeism whereas minority (8%) of the respondents are dissatisfied
 It is found that majority (38%) of the respondents are satisfied with disciplinary action
against chronic absenteeism whereas minority (10%) of the respondents are highly
dissatisfied
 It is found that majority (40%) of the respondents are satisfied with the reward system
according to the performance whereas minority (7%) of the respondents are
dissatisfied
 It is found that majority (45%) of the respondents are highly satisfied with their job
whereas minority (5%) of the respondents are dissatisfied
 It is found that majority (52%) of the respondents are satisfied with their salary
whereas minority (5%) of the respondents are dissatisfied
 It is found that majority (37%) of the respondents are satisfied with the canteen
facility whereas minority (8%) of the respondents are dissatisfied
 It is found that majority (45%) of the respondents are satisfied with the transportation
facility whereas minority (7%) of the respondents are dissatisfied
 It is found that majority (25%) of the respondents are satisfied with the medical
facility whereas minority (10%) of the respondents are highly dissatisfied.
 Chi-Square test is conducted to find the association between age and comfortable and
supportive working environment, the table states that there is no association with the
age of respondent with the comfortable and supportive working environment.
 Chi-Square test is conducted to find the association between educational qualification
and employee working overtime for the completion of task, the table states that there
is no association with educational qualification of respondents and the employee
working overtime for the completion of task in the organization
 Chi-Square test is conducted to find the association between job experience and
absenteeism of personnel impact productivity, the table states that there is no
association with the job experience of respondents and the absenteeism of employee
impact productivity
72 | P a g e
 Chi-Square test is conducted to find the association between marital status and
disciplinary action against chronic absenteeism, the table states that there is no
association with the marital status of the respondent with the disciplinary action
against chronic absenteeism.
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5.2 SUGGESTIONS:
 Flexible working time should be provided.

 Proper Medical Check-up must be provided for the employees.
 Clear attendance system can be created.
 Employees without the act of absenteeism must be recognized accordingly.
 Adequate transport facility should be provided to employee located nearby.
 Mentors can be appointed to address the problem faced by employees within the
 Improve the work-life balance of employee.
 With the aim of ensuring the health and safety of employees a welfare officer can be
appointed.
 The cordial relationship must be maintained among the Employer – Employee as well
as to their peers.
74 | P a g e
5.3 CONCLUSION:
Productivity loss due to absenteeism is a serious and growing challenge. In India, the annual
cost to employers for time lost due to accidents is more, and other unscheduled worker
absence costs are even more. Absence management is a growing body of knowledge and
experience that managers apply to the control and reduce these costs. Many organizations are
struggling to find the ideal remedy for increased unscheduled employee absenteeism.
Absenteeism results most often from health and personal reasons, but the fact is that only
about a third of absenteeism is caused by personal illness. The survey shows that more than
half of unscheduled absenteeism is justified by family issues, personal needs, stress and an
entitlement mentality. Identifying the root of unscheduled absenteeism within an organization
is the first step in developing an integrated management and prevention plan. As most
employers are aware, that too much absenteeism and turnover can adversely affect labor
productivity. Finding ways to effectively deal with these problems is an immense challenge.
75 | P a g e
CHAPTER 6
BIBLIOGRAPHY
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REFERENCE:
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Outcomes: A literature Review.
2. Harish.K. Padmanabhan. 2019. A study on impact of employee absenteeism in selected

manufacturing industry. International Journal of Current Engineering and Scientific Research
(IJCESR). Volume-6, Issue-1.
3. A. Kamalakannan, Dr.V.P. Matheswaran. 2020. Employee Absenteeism with special

reference to Automobile Industry a Theoretical Study. International Journal for Innovative
Research Multidisciplinary Field (IJIRMF). Volume-6, Issue-1.
4. Mehmet C. Kocakulah, Ann Galligan Kelley, Krystal M. Mitchell, Margaret P. Ruggieri.

2016. Absenteeism Problems and Costs: Causes, Effects and Cures. International Business &
Economics Research Journal. Volume 15. Number 3.
5. Ms. J. Pavithra, Magdalene Peter. 2017. A Study on Employee Absenteeism. International

Journal of Pure and Applied Mathematics. Volume 116. No. 16.
6. T. Karibasappa1.2020. A Study on Employee Absenteeism in Garment Industries with

Special Reference to Bengaluru. Malaya Journal of Matematik. Vol. S. No. 2.
7. R. Kanakaraj & H. Aravind. 2019. A Study on Employee Absenteeism with Special

Reference to Tea Factory's, the Nilgiris District. Asian Journal of Applied Science and
Technology (AJAST). Volume 3. Issue 4. Pages 09-21.
8. Revathi Arunachalamurthy. 2014. A Study on Absenteeism among the Employees working

in the Manufacturing Unit in Coimbatore. International Journal of Science and Engineering
Research (IJ0SER). Vol 2 Issue 12
9. Dr. Pawan Kumar. 2015. WORKERS ABSENTEEISM CAUSES AND REMEDIES -A

STUDY OF ITC COMPANY. International Journal of Computing and Business Research
(IJCBR). Volume 6 Issue 2
10. Reuben Mokwena Badubi. 2017. A Critical Risk Analysis of Absenteeism in the Work
Place. Journal of International Business Research and Marketing. Volume 2, Issue 6
11. Hardiki Raja & Rashmi Gupta. 2019, THE IMPACT OF EMPLOYEE ABSENTEEISM
ON ORGANIZATIONAL PRODUCTIVITY WITH SPECIAL REFERENCE TO SERVICE
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SECTOR. IMPACT: International Journal of Research in Humanities, Arts and Literature
(IMPACT: IJRHAL). Vol 7, Issue 4.
12. Mahima Virmani Bansal. 2016. An Analysis on Employee Absenteeism at Bathinda

Chemicals Limited. INTERNATIONAL JOURNAL FOR INNOVATIVE RESEARCH IN
MULTIDISCIPLINARY FIELD. Volume - 2, Issue – 6.
13. Dr.C.K. Gomthy, Malapati Yashwanth, Medarametla Anand Bhupathi, Mogiligunta Nikhil
.2022. A STUDY ON EMPLOYEE ABSENTEEISM IN GARMET INDUSTRY. International
Journal of Scientific Research in Engineering and Management (IJSREM). Volume: 06 Issue:
04.
14. Habeebur Rahman. T. 2016. A Study on Causes of Absenteeism among Employees in

Retails Shops (With Special Reference to Textiles, T-Nagar Chennai.). ISBR Management
Journal. Volume1, Issue1.
15. Harriet Mukwevho, Alufheli Edgar Nesamvuni, Joseph Robert Roberson. 2020. Factors
Impacting Employee Absenteeism and the Managers’ Perception of its Causes in the Hotel
Industry. African Journal of Hospitality, Tourism and Leisure. Vol 9, No 5,
16. M. Prabhu. 2013. A Study in a Steel Organization on Employees Absenteeism. Indian

Journal of Economics and Development. Vol: 1 | Issue: 3
17. Shweta Saxena & Neelam Sharma. 2013. A Study on the Chronic Absenteeism.
International Journal of Engineering Research & Technology (IJERT). Vol. 2 Issue 1.
18. Barkha Gupta. 2013. Employees Absenteeism: Barrier for Retail Sector Organization
Success. International Journal of Engineering and Management Research. Volume-3, Issue-6
19. Prof. Sugandha Sinha, Reeyal Parmar, Pooja Kansay. 2022. A STUDY ON EMPLOYEE
ABSENTEEISM. International Research Journal of Modernization in Engineering
Technology and Science. Volume:04/Issue:03
20. Asst.Prof. Pinkal Doshi. 2020. A STUDY ON VARIOUS CAUSES OF EMPLOYEE

ABSENTEEISM IN INDIA. International Journal of Creative Research Thoughts (IJCRT).
Volume 8, Issue 5
78 | P a g e
BOOKS:
 Dwivedi R.S., Human Relations and Organizational Behavior, fifth edition,

published by Berifore Macmillan India Ltd., New Delhi.
 Biswajeet Patnayak, Human Resources Management, second edition,
published by Prentice Hall of India Pvt. Ltd., New Delhi.
 C.R Kothari, Research Methodology, revised second edition, new age
international publishers, New Delhi.
WEBSITES:
 www.businessballs.com
 www.datterconsultin.com
 www.managementstudy.com
 www.businessdictionary.com
 www.citehr.com
 www.scribd.com
 www.absenteeism.com
 www.managementhelp.org
 www.managementaradise.com
79 | P a g e
QUESTIONNAIRE
80 | P a g e
QUESTIONNAIRE ON EMPLOYEE ABSENTEEISM AT
ANNAM EDUCATION
1) Name:
2) Age:
a) 20-25
b) 25-30
c) 30-35
d) 35 and above
3) Educational Qualification:
a) SSLC
b) HSC
c) ITI
d) UG/PG
4) Marital Status:
a) Single
b) Married
5) Monthly Income:
a) Below Rs.5000
b) Rs.5000-Rs.8000
c) Rs.8000-Rs.10000
d) Rs.10000 and above
6) Job Experience:
a) Less than 5 years
b) 5-10 years
c) 10-20 years
d) 20 years and above
7) The working environment is very comfortable and supportive for the

career growth of employees.
a) Highly Satisfied
b) Satisfied
c) Neutral
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d) Dissatisfied
e) Highly Dissatisfied
8) The need for employees to work overtime for the completion of

tasks in the organization is
a) Highly Satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
9) The welfare facilities provided by the organization is satisfactory

a) Highly Satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
10) You are satisfied with the welfare measures of the company
a) Highly Satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
11) You are satisfied with the present leave facility

a) Highly Satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
12) Continues absenteeism of personnel’s make an impact on productivity

a) Highly Satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
82 | P a g e
13) The relationship with the supervisor can be rated as follows:
a) Highly Satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
14) The relationship with the co-worker can be rated as follows:

a) Highly Satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
15)The steps taken by the management to reduce

employees’ absenteeism in the organization is
a) Highly Satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
16)The schemes introduced to reduce employees’ absenteeism

is satisfactory
a) Highly Satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
17)Disciplinary actions taken against chronic absentees are

a) Highly Satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
83 | P a g e
18) The organization is giving enough rewards according to
your performance
a) Highly Satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
19) Rate the following factors:
Factors Highly Satisfied Average Dissatisfied Highly

satisfied dissatisfied
Job
Salary
Canteen
facilities
Transport
facilities
Medical
facilities
20) What is your suggestion to reduce absenteeism?
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A STUDY ON EMPLOYEE ABSENTEESIM WITH

SPECIAL REFERENCE TO ANNAM EDUCATION

In partial fulfillment of the requirements

Under the guidance of

DEPARTMENT OF MANAGEMENT STUDIES

Place: Keela Vallanadu, Thoothukudi

Place: Thoothukudi Signature

Date: SREE SHALINI S

Internal Examiner External Examiner

I would like to express my gratitude to, xxxxxxxxxxx, Head, Management Studies

4.2.8 NEED TO WORK OVERTIME FOR COMPLETION OF 37

4.2.9 PROVISION OF WELFARE FACILITY IS SATISFACTORY 38

4.2.11 SATISFIED WITH THE PRESENT LEAVE FACILITY 40

4.2.18 ENOUGH REWARD ACCORDING TO THE 47

4.2.19.1 JOB FACTOR 48

 Absenteeism refers to an employee's habitual absence from work—usually intentional

1.1.2 MAJOR FACTORS AFFECTING EMPLOYEE’S ABSENTEEISM

1. Dullness, monotony and mundaneness of work cause an employee to lose interest in

II. Social Factors:

1. Migratory nature of labour force in India does not engender a sense of

III. Personal Factors:

1.1.3 FEATURES OF EMPLOYEE ABSENTEEISM

1. Low Employee Engagement

3. Lack of a Flexible Work Schedule

Workplace harassment is a preeminent issue faced by workplaces around the globe.

8. Mental Health Issues

1.1.5 EFFECTS OF EMPLOYEE ABSENTEEISM

 Regular flow of work in the factory/office is disturbed.

 Production schedules are delayed, so the orders cannot be executed in time

 Overall production declines.

 Overtime bill increases considerably.

 Work pressure on available and present employee’s increases.

 Repairs and maintenance costs increase due to frequent breakdown of machinery by

 Incidence of industrial accidents increase.

 Workers lose wages for unauthorized absence from duty.

 Reduction in earnings increases indebtedness of workers which is further a cause of

1.1.6 CALCULATION OF EMPLOYEE ABSENTEEISM RATE

Absenteeism can be calculated with the help of the following formula-

𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝑴𝒂𝒏 − 𝒅𝒂𝒚𝒔 𝒍𝒐𝒔𝒕

𝑻𝒐𝒕𝒂𝒍 𝒏𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒅𝒂𝒚𝒔 𝒂𝒃𝒔𝒆𝒏𝒕 𝒅𝒖𝒓𝒊𝒏𝒈 𝒂 𝒑𝒆𝒓𝒊𝒐𝒅

1.2.1 Education Industry:

The Education Industry comprises establishments whose primary objective is to provide

1.2.2 Key Segments of Education Industry

Workers in education industry include administrators, teachers, librarians, lecturers,

1.2.3 Key Trends in Education Industry:

 The rise of online academies:

 The use of Augmented Reality and Virtual Reality:

Augmented Reality technology is now being utilized to enhance learning by displaying

 The rise of textbook rentals and open-source textbooks:

Annam Education to be a platform to create and share intellectual capital by providing

 Education & Training

 Advisory and Consultancy

 Competitive Exams Training (Banking, TNPSC, IELTS, Proficiency in English, For

 CA, CMA, CS Exams Coaching

 Consultancy & Events

1.3.2 Advisory and Consultancy

2. Habeebur Rahman (2016):