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CHAPTER - 1

INTRODUCTION

Introduction of the study It refers to workers absence from their regular task when he is normally schedule to work. The according to Websters dictionary Absenteeism is the practice or habit of being an absentee and an absentee is one who habitually stays away from work. According to Labour Bureau of Shimla: - Absenteeism is the total man shifts lost because of absence as percentage of total number of man shifts scheduled to work . In other words, it signifies the absence of an employee from work when he is scheduled to be at work. Any employee may stay away from work if he has taken leave to which he is entitled or on ground of sickness or some accident or without any previous sanction of leave. Thus absence may be authorized or unauthorized, willful or caused by circumstances beyond ones control. 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. It is commonly expected that low pay, poor benefits and high workloads will be the major causes. Many human resources specialists have found that repetitive, boring jobs coupled with uncaring supervisors and/or physically unpleasant workplaces are likely to lead workers to make up excuses for not coming to work. One way to determine the causes of absenteeism is to question your supervisors about excessive absenteeism, including what causes it and how to reduce it. Of course, if your supervisors have made no efforts to get to know the team members in their respective departments, they may not be able to provide reasons.

Once a manager finds the real reasons for absenteeism there is another important step. Through open communication, you need to change the team members way of reacting and responding to discontent. Various Definitions for Absenteeism: According to employment law Absenteeism is the state of not being present that occurs when an employee is absent or not present at work during a normally scheduled work period. Absenteeism is the term used to describe the fact of individuals missing his or her regular daily activity. Absenteeism is non-attendance of employees for scheduled work when they are expected to work. Absenteeism The state of chronic absence from work Absenteeism State of not being present Absenteeism The Practice of regularly staying away from work with good reason. According to Labor bureau, Govt. of India Absenteeism is defined as the failure of a worker to report for work when he is scheduled to work. A worker is considered scheduled to work when the employer has available for him and the worker is aware of it. Authorized absence is also treated as absence while presence even for a part of the shift is treated as presence for whole shift.

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 find out of absence rate method.

For Example: a) b) c) d) e) Average number of employees in work force : 100 Number of available workdays during period : 20 Total number of available workdays (a x b) : 2,000

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

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 in the day shift. This is so because workers in the night shift experience great discomfort and uneasiness in the course of their work than they do during day time. d) Absenteeism in India is seasonal in character. It is the highest during March -AprilMay, when land has to be prepared for monsoon, sowing and also in harvest season (Sept-Oct) when the rate goes as high as 40%.

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 labor relations context this means that it cannot be remedied or treated by disciplinary measures. 2. Culpable Absenteeism Culpable absenteeism refers to employees who are absent without authorization for reasons which are within their control. For instance, an employee who is on sick leave even though he/she is not sick, and it can be proven that the employee was not sick, is guilty of culpable absenteeism. To be culpable is to be blameworthy. In a labor 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 counseling and treatment, the majority of employees will overcome their problems and return to an acceptable level of regular attendance. 3. Counseling 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 agai nst the employee's right to be sick. There is a point at which the employer's right to expect the employee to attend regularly and fulfill the employment contract will outweigh the

employee's right to be sick. At such a point the termination of the employe e may be justified, as will be discussed. The procedure an employer may take for innocent absenteeism is as follows: 1. 2. 3. 4. Initial counseling(s) Written counseling(s) Reduction(s) of hours and/or job reclassification Discharge

Corrective Action for Culpable Absenteeism As already indicated, culpable absenteeism consists of absences where it can be demonstrated that the employee is not actually ill and is able to improve his/her attendance. Presuming you have communicated attendance expectations generally, have identified the employee as a problem, have met with him/her as part of your attendance program, made your concerns on his specific absenteeism known and have offered counseling as appropriate, with no improvement despite your positive efforts, discipl inary procedures may be appropriate. The procedures for corrective/progressive discipline for culpable absenteeism are generally the same as for other progressive discipline problems. The discipline should not be prejudicial in any way. The general procedure is as follows: [Utilizing counseling memorandum] 1. 2. 3. 4. Initial Warning(s) Written Warning(s) Suspension(s) Discharge

Verbal Warning Formally meet with the employee and explain that income protection is to be used only when an employee is legitimately ill. Advice the employee that his/her attendance record must improve and be maintained at an improved level or further disciplinary action will result. Offer any counseling or guidance as is appropriate. Give further verbal warnings as required. Review the employee's income protection records at regular intervals. Where a marked improvement has been shown, commend the employee. Where there is no improvement a written warning should be issued. Written Warning Interview the employee again. Show him/her the statistics and point out that there has been no noticeable (or sufficient) improvement. Listen to the employee to see if there is a valid reason and offer any assistance you can. If no satisfactory explanation is given, advise the employee that he/she will be given a written warning. Be specific in your discussion with him/her and in the counseling memorandum as to the type of action to be taken and when it will be taken if the record does not improve. As soon as possible after this meeting provide the employee personally with the written warning and place a copy of his/her file. The written warning should identify any noticeable pattern If the amount and/or pattern continue, the next step in progressive discipline may be a second, stronger written warning. Your decision to provide a second written warning as an alternative to proceeding to a higher level of discipline (i.e. suspension) will depend on a number of factors. Such factors are, the severity of the problem, the credibility of the employee's explanations, the employee's general work performance and length of service. Suspension (only after consultation with the appropriate superiors) If the problem of culpable absenteeism persists, following the next interview period and immediately following an absence, the employee should be interviewed and advised that he/she is to be suspended. The length of the suspension will depend ag ain on the severity of the problem, the credibility of the employee's explanation, the
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employee's general work performance and length of service. Subsequent suspensions are optional depending on the above condition. Dismissal (only after consultation with the appropriate superiors)

Dismissals should only be considered when all of the above conditions and procedures have been met. The employee, upon displaying no satisfactory improvement, would be dismissed on the grounds of his/her unwillingness to cor rect his/her absence record. CAUSES OF ABSENTEEISM 1) Nature of workA Worker is likely to be frequently absent when the job is tough and monotonous in nature. In such a job, the worker gets tired physically and mentally. 2) Poor Working ConditionsWhen the work environment is unsatisfactory, workers are likely to be frequently absent. Insanitation, lack of drinking water and canteen facilities, absence of medical aid, poor relations with co- workers and supervisor make the work environment unpleasant and create absenteeism. 3)SicknessSickness is a major cause of absenteeism in India. Lack of balanced diet makes the Indian worker an easy prey to diseases and epidemics.

4) AccidentsIndustrial and load accidents lead to physical and mental injuries. As result workers remain absent for several days. 5)Lack of InterestSome workers has little interest in their job and no sense of responsibility. They remain absent for petty reasons. 6) Absence of Housing and Transport facilitiesHousing is a major problem in cities and in the absence of company houses, workers either stay alone or great distances. Quite often workers have to travel long distances to reach the

workplace. Without company buses, they are often unable to reach in time. Thus housing and transport problems result in absenteeism.. 7) StressDue to fast technological changes, the pace and pressure of life has increased. The need for a behavioral adjustment to this changing life and work style produces stress. Stress out of the work refers to a physical or psychological deviation from the normal human state of mind as a result of work environment. External pressures on day- to- day life also effects the individual reaction to the work for instance, a conflict with a co-worker or supervisor may result in job stress. Many studies have indicated that stress disorders result in increased rate of absenteeism.

8)Desire for Money, Status and PowerSome workers desire money, status and power, but are unwilling to work for their achievement. The discrepancy between their aspirations and abilities invariably results in withdraws or make believe situations. Work is a frustrating experience and they seek to avoid it as much as possible. This is another desire for absenteeism.

9)Age EffectIndustrial production depends on workers and their age is generally in between 18 -25 years. Mostly, too young workers are not so accountable and responsible 10)Lack of Communication Communication within an organization does indeed have an affect job satisfaction. This is important to take note of, because in turn, job satisfaction has also been known to be a predictor and moderator of other matters, such as absenteeism. Job dissatisfaction is consistently associated with higher levels of labor turnover; workers who are most dissatisfied exhibit a higher frequency of absence.

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EFFECTS OF ABSENTEEISM ON INDUSTRIAL PROGRESS It is quite evident from the above figures that absenteeism is a common feature of industrial labor 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 workers income is reduced to a large extent. It is because there is a general principle of no work no pay. Thus the time lost in terms of absenteeism is a loss of income to workers 2) Loss to Employers On other hand, the employer has to suffer a greater loss due to absentees. It disturbs the efficiency and discipline of industries consequently, industrial production is reduced. In order to meet the emergency and strikes, an additional labor force is also maintain by the industries. On certain occasions, those workers are employed who present themselves at factory gates. During strikes they are adjusted in place of absent workers. Their adjustment brings serious complications because such workers do not generally prove themselves up to work. Higher absenteeism is an evil both for workers and the employers and ultimately it adversely affects the production of industries.

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ANALYSIS OF CAUSES

1)

Family Oriented & Responsibilities

It was observed that about 25% case absenteeism is family oriented and more responsibilities of workers. It increases in harvesting season.

2)

Housing Facility

In about 15 % cases, the workers remain absent because there is no housing facilit ies and the workers stay alone and great distance from factory.

3)

Sickness and Accident

In 70% case the workers remain absent due to ill health and disease and in 15% cases workers remain absent due to accident.

4)

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.

5)

Welfare Facilities

In 13% cases, the workers are not satisfied with welfare facilities.

6)

Working Conditions

In 20 % cases, the workers feel that there is not good working condition, because they work in standing position which causes to remain absence for relaxation.

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REASONS FOR ABSENTEEISM IN ALL UNITS

From the study and above data, we come to know that: 1. From 100% , there is 45% absenteeism due to Sickness Family problem Lack of motivation 2. There is 55% absenteeism due to long days absents: Long sickness Continuous absent because he/ she wants to leave , so it takes some time to put hold on their card number.

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Impact on Absenteeism: Absenteeism is a human capital risk. A key goal of any organization is to be a good employer. If employees feel that they can exploit loopholes within an organization, they do not turn up for work; this impacts on their self-worth and has a detrimental effect on the organization. Excessive absenteeism is harmful to both employees and workers and for organization in the following ways : Regular flow of work in the factory / office is disturbed Order cannot be executed in time as production schedules are upset or delayed Overall production declines There is considerable increase in overtime bill Quality of work suffer because casual workers employed to maintain work schedules are not properly trained Work pressure on present employee increases. So there is chance that organization may lose its potential employees due to work overload. Repair and maintenance cost increases due to frequent breakdown of machinery by inexperienced worker. Worker loses wages for unauthorized absence from duty. Reduction in earnings increases indebtedness of workers. Incremental in mental stress of workers. Do not complete responsibility on time. Incidence of industrial accidents increases. Workers who are habitually absent may be removed from services causing a great hardship to them and their families.

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IMPORTANCE OF REDUCE ABSENTEEISM IN RECENT YEARS As we know modern world is full of competition and the vision of each and every company is to achieve its goal that is top most position among its comp etitors So to gain this highest rate of progress, absenteeism is such a term which should be curdled secondly absenteeism among labors may cause irregularity and can also decrease the production. It may also destroy the market position of the industry . So from these we can conclude that, if we do not bring down the rate of absenteeism then how would achieve our target?

Reduce Wastage

Fulfill man Needs Reduce complaint s

Enhance Morale

Importance Of Reducing Absenteeism

Reduce turnover
Turnover

Improve performance
Performance

Increase Productivity

Promotion easily gets

Figure1 Importance of Reducing Absenteeism

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SUGGESTIONS AND RECOMMENDATIONS Absenteeism is a serious problem for management because it involves heavy additional expenses. The management should take the following measures to reduce the rate of absenteeism:1) Provide Incentives with Recognition An incentive provides an employee with a boost to their motivation and avoid unnecessary absenteeism. Incentives like two hours of bonus pay for every month of perfect attendance can improve a lot. It means , there is also need of recognition. Good workers may be honored on annual functions, anniversaries etc. 2) Employee Assistance ProgramIf you confront an employee about his or her frequent absenteeism and you find out that it is due to personal problems refer them to eap. 3) Sickness Reporting Tell employees that they must phone in as early as possible to advise why they are unable to make it to work and when they expect to return. 4) Return to Work Interview When an employee returns to work then ensure that they have a return to work interview . 5) Periodic Counseling and Appraisal InterviewsIndividuals should receive periodic reports on their overall performance and they should be called for periodic counseling and appraisal interviews, during which the supervisors help workers evaluate their progress and i dentify problems. Supervisors should also be counseled to change their attitude according to change in the work environment and necessities of their juniors. 6) Need of Entertaining ActivitiesWorkers work for long and continuous hours. Everyone need some entertaining time with work to make work enjoyable. So, there may be an arrangement of some enjoyable activities of some enjoyable activities.

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7) Harmonious Relationship between Employer and EmployeeThere should be harmonious relationship between employee and employee. So that they can take interest in their work. 8) Give AssignmentsA frequent absent may be given the responsibility of reporting on daily basis. The absenteeism of other 4-5 individuals. This may inculcate accountability. 9) Maintain Records FairlyIf daily attendance report is recorded properly and wages are given on fair basis. Then it helps to increase perfect attendance because on perfect attendance, company gives incentives. The following are the gateways to reduce absenteeism: Interpersonal trust Effective listening Proper feedback Non- directive counseling

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INTRODUCTION TO COMPANY
Vardhman Group is a leading textile conglomerate in India having a turnover of $700 mn. Spanning over 24 manufacturing facilities in five states across India, the Group business portfolio includes Yarn, Greige and Processed Fabric, Sewing Thread, Acrylic Fibre and Alloy Steel. Vardhman Group manufacturing facilities include over 8,00,000 spindles, 65 tons per day yarn and fibre dyeing, 900 shuttleless looms, 90 mn meters per annum processed fabric, 33 tons per day sewing thread, 18000 metric tons per annum acrylic fibre and 100,000 tons per annum special and alloy steel. Vardhman has evolved through history from a small beginning in 1965 into a modern textile major under the dynamic leadership of its chairman, S.P.Oswal. His vision and insight has given Vardhman an enviable position in the textile industry. Under his leadership, Vardhman is efficiently using resources to innovate, diversify, integrate and build its diverse operations into a dynamic modern enterprise.

H IS TO RY
The industrial city of Ludhiana, located in the fertile Malwa region of Central Punjab is otherwise known as the "Manchester of India". Within the precincts of this city is located the Corporate headquarters of the Vardhman Group, a household name in Northern India. The Vardhman Group, born in 1965, under the entrepreneurship of Late Lala Rattan Chand Oswal has today blossomed into one of the largest Textile Business houses in India. At its inception, Vardhman had an installed capacity of 14,000 spindles, today; its capacity has increased multifold to over 8 lacs spindles. In 1982 the Group entered the sewing thread market in the country which was a forward integration of the business. Today Vardhman Threads is the second largest producer of sewing thread in India. In 1990, it undertook yet another diversification - this time into the weaving business. The grey fabric weaving unit at Baddi (HP), commissioned in 1990 with a capacity of 20,000 meters per day, has already made its mark as a quality producer of Grey poplin, sheeting, shirting in the domestic as well as foreign market. This was followed by entry into fabric processing by setting up Auro Textiles at Baddi and Vardhman Fabric at Budhni, Madhya Pradesh. Today the group has shuttleless looms and has processing capacity of 90mn meters fabrics/annum.
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In the year 1999 the Group has added yet another feather to its cap with the setting up of Vardhman Acrylics Ltd., Bharuch (Gujarat) which is a joint venture in Acrylic Fibre production undertaken with Marubeni and Exlan of Japan. The company also has a strong presence in the markets of Japan, Hong Kong, Korea, UK and EU in addition to the domestic market. Adherence to systems and a true dedication to quality has resulted in obtaining the coveted ISO 9002/ ISO 14002 quality award which is the first in Textile industry in India and yet another laurel to its credit.

P O RT F O LI O
The group portfolio includes Yarn, Fabrics, Sewing Thread, Fibre and Alloy Steel .

Yarns Yarn Manufacturing is the major activity of the group accounting for 65 percent of the group turnover. Vardhman is virtually a supermarket of yarns, producing the widest range of cotton, synthetics and blended, Grey and Dyed yarns and Hand Knitting Yarns, in which Vardhman is the market leader in India. The group has nine production plants with a total capacity of over 5.5 lacs spindles, spread all over the country. In many of the yarn market segments, Vardhman holds the largest market share. Vardhman is also the largest exporters of yarn from India, exporting yarns worth more than USD 90 million.

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Sewing Thread Vardhman is the second largest producer of sewing thread in the country. The sewing thread manufacturing capacity is being expanded from present 17 tons per day to 22 tons per day in its sewing thread plants located at Hoshiarpur, Baddi and Ludhiana. Sewing threads contributes 12 percent of the group turnover. Fabrics The group has created state-of-the-art fabric weaving and processing facilities in its plant at Baddi, Northern India. The group has installed 208 shuttle less looms and a fabric processing capacity of 30 million meters per annum in collaboration of Tokai Senko of Japan. Fabrics business contributes 8 percent to the group turnover. Fibre The group has recently set up an Acrylic Staple Fibre plant at Bharuch in Gujarat in collaboration with Marubeni and Japan Exlan of Japan. The plant has annual capacity of 18000 tons per annum. Fibre contributes 8 percent to the total turnover of the group. Steel The Group is also present in upper-end of the steel industry. The group has manufacturing capacity of 100000 tons of special and alloy steel. The group supplies its steel products to some of the most stringent quality steel buyers like Maruti and Telco. It contributes 6 percent to the total turnover of the group

H OL DING S
1. 2. 3. 4. Vardhman Holding Limited Vardhman Textiles Limited Vardhman Acrylic Limited VMT Spinning Company Limited

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P ERF OR MA NC E
During the last 5 years, Vardhman Group has recorded 10 percent top line growth rate, which is higher than the industry average growth rate. The Group turnover has grown from Rs 723 crores in 1995 to Rs 3186.32 crores (about USD 700 million) in 2008-09. The exports has grown from negligible level in early nineties to Rs 689 crores (USD 150 million) in 2008-09.

A CH IE VE M EN T S
It's an overwhelming feeling when the efforts and hard work put in are recognized and felicitated. A feeling that galvanizes the group into believing in more, in itself and reaffirming its commitment to offer products that invoke trust and reliability. The Vardhman Group became India's first textile company to be awarded ICO9002/ ISO 14002 Certification. It is the largest producer and exporter of yarns and Grey woven fabrics from India. Vardhman is also the largest producer of tyercord yarns and the second largest producer of sewing threads in India. The Vardhman Group vision of excellence is matched by a dedication and sincerity to be the best and excel in every industry it has a presence. It's an overwhelming feeling when the efforts and hard work put in are recognized and felicitated. A feeling that galvanizes the group into believing in more, in itself and reaffirming its commitment to offer products that invoke trust and reliability. The Vardhman Group became India's first textile company to be awarded ICO9002/ ISO 14002 Certification. It is the largest producer and exporter of yarns and Grey woven fabrics from India. Vardhman is also the largest producer of tyercord yarns and the second largest producer of sewing threads in India. The Vardhman Group vision of excellence is matched by a dedication and sincerity to be the best and excel in every industry it has a presence. Programme also found mention in the President's address to the nation on the eve of India's 56th Republic day. The President of India was gracious to bless one of the participating Villages 'Gehri Buttar' (District - Bathinda) by his presence on December 10th 2005.

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CHAPTER 2

REVIEW OF LITERATURE

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REVIEW OF LITERATURE Corville and Smith, (1995) state that Despite the long history of concern over student attendance, the issue has received relatively little attention from educational researchers. Instead of focusing on student attendance, researchers have mainly focused on students who drop out of high school before receiving their high school diploma. Even though a great deal of research exits on students dropping out of school more so than on truancy, research on students who dropout points to early detection of truancy in their lives before they drop out of school. Dropping out of school, although defined by a single event reflects a long process of disengagement and withdrawal from schooling and educational institutions, (Finn, 1989, Newman, Wehlage, & Lamborn, 1992). In order to understand and reduce the problem of students dropping out of school researchers should first investigate the early warning signs in students behavior before it escalates to students actually leaving school. Studies of students who dropout of school shows long-term patterns of students who may be having difficulties at home and or in school at a very early age. Research has shown that students who eventually drop out of school are absent more often than other students beginning as early as the first grade. As the student gets older their patterns of being absent from school increases. So efforts to decrease students from dropping out of high school might be better spent on identifying early warning signs of truancy at the elementary and middle school level. It is a fact that poor attendance predicts dropping out of school; chronic absenteeism can have a negative impact on the student and school. Students who are not in school are not learning and are not being adequately prepared to be successful in school and in life. Research on truancy and absenteeism suggests that students with better attendance score higher on achievement tests than their more frequently absent peers (Lamdin, 1998). If schools across the
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nation are being met with the challenge of making adequate yearly progress, which is a state mandate, then more programs need to be funded in schools to address the issue of truancy. To deal with the issue of truancy at the James P. Timilty Middle School students have been identified with five or more absences. The identified students prior and current standardized test scores will be reviewed. Forty-one six, seventh and eighth grade students were identified with attendance concerns. A conference will be held to inform students of scores and attendance concerns. A contract will be made with the forty-one students and weekly positive rewards will be discussed with students for coming to school everyday on time. The conference

will be followed by a phone call/letter to parents to talk about the attendance concerns. The students attendance will be monitored on a daily basis with weekly scheduled student check- ins to talk about attendance. Violators of the contract will be informed of consequences of being absent from school and a yellow card will be filed which will alert the attendance officer. In the past my buildings response to filing yellow attendance cards has been slow, causing many students with attendance issues to go unnoticed. It is my hope that the process can be handled expeditiously with students being monitored and frequent phone calls home to alert and inform parents of a students absence from school. Corville-Smith, (1995) and Hoyle (1998) state that Truant and chronically absent students were considered deviants. Frequently schools did not contact families until the problem was so severe that the student was failing their courses. Also research shows that the learning environment of an entire school can be affected by an individual students attendance problem.

Most schools receive funds by the population they have attending school on a regular basis. If Districts and school attendance rates are low, educational programs and resources are in jeopardy

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of being cut. Also, in some locations student attendance is used as an indicator of how well a school is functioning and requirements are set and monitored for rating Maryland State Department of Education, 1999 studies investigating family practice have suggested that not all parental involvement activities are associated with attendance (Lee, 1994) for example; parent involvement that requires checking homework and reading with a child is associated with improved report card grades, achievement scores, and subject-specific skills (Epstein 1991; Epstein, Simon, & Salinas, 1997; Muller, 1993). Other researchers have reported that specific family involvement practice such as parental monitoring, parent-child discussions, parent participation at the school PTA membership are linked to student attendance (Astone& McLanahan, 1991; Ducwork & Dejong, 199l Lee, 1994, McNeal, 1999). Research shows that some parent activities are more likely than others to affect attendance. Furthermore studies show that schools who want to increase daily attendance need to reach out and work with parents to encourage parental involvement in specific ways to address this problem. Innovative schools see the need to develop productive school-family community connections to address this growing epidemic of truancy. Kesler-Sklar and Baker (2000) reported that over 90% of the school districts they surveyed had at least one policy supporting parental involvement. Epstein and her colleagues have been working with schools, school districts, and the state department of education to develop programs of school, family and community partnerships (Epstein, Coates, Salinas, Sanders, & Simon, 1997; Sanders & Epstein, 2000). In conclusion, research reveals a lot of important information about student attendance. Identifying students early on who show signs of absenteeism is a predicator of warning signs of
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students dropping out. Even though truancy is a major issue in middle school and high school, perhaps students should be identified and monitored early on in elementary school. Educators need to continue to find innovative ways to bridge the gap between home and school to communicate with parents the need for a strong partnership so students can find success. Students need to know that coming to school on time, everyday is important. Educators, when faced with schools that have attendance problems may need to venture out beyond the wall of the school, into the community to involve families and work together.

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CHAPTER - 3

DATABASE AND METHODOLOGY

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Database and Methodology


3.1 Objectives of Research
i. ii. iii. To identify the rate of absenteeism of worker. To identify the causes of absenteeism. To suggest any measures to reduce the rate of absenteeism

3.2 Scope of the Study


i. Subject matter is related to absenteeism.

ii. Demographics include names, gender, age, occupation, location. 3.3 Research Methodology
The research reveals that one of the major problems is absenteeism in our industry. Absenteeism hinders planning, production, efficiency and functioning of the organization. In fact high rates of absenteeism affect an organization state of health and also supervisory and managerial effectiveness.

Sampling Technique:
The sampling technique used in this study is convenient sampling technique.

DATA COLLECTION:
Data has been collected both from primary as well as secondary sources as described below:

Primary Sources:
Primary data has been obtained through questionnaires filled by employees.

Secondary Sources:
The secondary sources of data has been taken from the various websites, articles etc.

Sampling Unit:
The sampling unit in this research is Employees of Vardhman company.

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Sample Size: 40 Data Processing:


Data is analyzed using graphical and tabulation techniques.

Analytical Tool:
After collection of data another work necessary for any data collector is to correctly analysis that data. So, statistical tools help us to correctly analysis the data.

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CHAPTER - 4

DATA ANALYSIS AND INTERPRETATION

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4.1 DATA ANALYSIS AND INTERPRETATION Table 4.1 What do you think about organization?
RESPONSE Excellent Good Fair Poor Source: Our own primary survey RESPONDENT(in percentage) 83 10 5 2

FIGURE 4.1
Excellent Good 2% 10% 5% Fair Poor

83%

InterpretationFigure 4.1 indicates that 83% workers are thinking excellent about organization. 10% workers are those who think good about organization. Fair and poor part exists minor in this figure.

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TABLE 4.2 For how many years you are working in company?
Response Less Than 1 year Between 1-2 year Between 2-5 year Above 5 year Source: Our own primary survey Respondent(in percentage) 60 30 7 3

FIGURE 4.2
Less than 1 year Between 1-2 years 3% 7% 30% 60% Between 2-5years Above the 5 years

InterpretationFigure 4.2 indicates that 60% of the workers at Vardhman company are working less than one year. Only 30% workers are working more than one and less than two year. Between two and five year only 7% workers are working. The workers highest percentage lies in less than one year because mostly workers are shift from one organization to another.

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Table 4.3 What do you think about working conditions?


Response Excellent Good Fair Poor Source: Our own primary survey Respondent(in percentage) 75 12.5 7.5 5

FIGURE 4.3
Excellent Good Fair Poor

8% 12%

5%

75%

Interpretation
Figure 4.3 indicates that 75% workers are thinking excellent about the working conditions.12% workers are those who think good about working conditions. A minor part shows the percentage of fair and poor. It shows that works are satisfied with the working condition of Vardhman comapny.

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Table 4.4 Are you satisfied with your job?


Response Yes No Source: Our own primary survey Respondent(in percentage) 90 10

FIGURE 4.4
Yes No

10%

90%

InterpretationFigure 4.4 indicates that 80% of the workers are fully satisfied with their work whereas 10% workers are those who are not satisfied with their job.

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Table 4.5 Your relation with your superiors?


Response Excellent Good Fair Poor Source: Our own primary survey Respondent(in percentage) 82 15 3 -

FIGURE 4.5
Excellent Good 3% 15% Fair Poor

82%

InterpretationFigure 4.5 indicates that 82% have excellent relations with the superiors.15% workers are those who answered that they have good relations. In this figure there is also have 3% workers who have fair relations with their superiors.

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Table 4.6 Behavior of worker with each other?


Response Excellent Good Fair Poor Source: Our own primary survey Respondent(in percentage) 17 75 5 3

FIGURE 4.6
Excellent Good 3% 5% 17% Fair Poor

75%

InterpretationFigure 4.6 indicates that 75% workers have excellent relations with other workers.17% workers answered that they have good relations with each other. But there is also some workers who say that they have fair and poor relations with each other .

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Table 4.7 Your superiors behavior towards your problems?


Response Excellent Good Fair Poor Source: Our own primary survey Respondent 77 17 4 2

FIGURE 4.7
Excellent Good 4% 2% 17% Fair Poor

77%

InterpretationFigure 4.7 indicates that 77% workers think that their superiors behavior toward their problems is excellent & 14 % workers consider it as good. But some minor percentage also there who answered that superiors behavior toward their problems is fair and poor.

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Table 4.8 Your views regarding facilities provided ? Response Excellent Good Fair Poor
Source: Our own primary survey

Respondent 20 70 7.5 2.5

FIGURE 4.8
Excellent Good 3% 7% 20% Fair Poor

70%

Interpretation
Figure 4.8 indicates that 70% workers consider that facilities provided to them are good whereas 35% consider them as excellent. But there is also minor percentage who is not satisfied with the facilities which are given to them .

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Table 4.9 Do you aware about absenteeism?


Response Yes No Source: Our own primary survey Respondents
87 13

FIGURE 4.9
Yes No

13%

87%

Interpretation
Figure 4.9 indicates that 87% workers at Vardhman company are awared about the absenteeism. Only 13% workers who have little knowledge about absenteeism .

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Table 4.10 How often you remain absent in a month?


Response Nil Once Twice More than twice Source: Our own primary survey Respondents(in percentage) 18 55 20 2

FIGURE 4.10
Nil Once Twice 2% 21% 19% More than twice

58%

InterpretationFigure 4.10 indicates that 58% workers are those absent once in a month. And 21% workers absent twice. There is also 19% workers are those who are not absent during their job.2% workers are also exists who absent more than twice in a month.

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Table 4.11 What are the reasons of absenteeism?


Response Sickness Family Problem Overtime Lack of Interest Source: Our own primary survey Respondents(in percentage) 75 12 3 10

FIGURE 4.11
Sickness Family Problem 3% 10% 12% Overtime Lack of Interest

75%

InterpretationFigure4.11 indicates that 75% workers are absent due to reason of Sickness. 12% workers think that family problem can also be the reason. Some workers answered that overtime and lack of interest is also reason of absenteeism.

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Table 4.12 In which way employer motivates you to reduce absenteeism?


Response Counseling Bonus Increased wages No Motivate Source: Our own primary survey Respondents 80 15 5 -

FIGURE 4.12
Counseling Bonus Increased wages 0% 15% 5% No motivate

80%

Interpretation Figure 4.12 indicates that80% workers feel through counseling employer motivate them. 10% workers feel that employer motivate them by bonus and increased wages. These helps the management to reduce absenteeism in Vardhman company.

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4.2 FINDINGS
1. 83% workers think that organization is excellent while 10% consider it as good organization. 2. 60% of the workers are considered that their working condition is excellent and 25% workers are considered that their working condition is good. 3. On analyzing the response it is found that 90 % of the workers are satisfied with their work. 4. 15% of the employees have an opinion that stress is part of their work life. 5. Almost 90% of the workers are clear regarding their work / job responsibility. 6. 15% workers have good relations with superiors where as 82% have excellent relations with superiors. 7. 75 % workers think that their superiors behavior towards their problem is excellent. 8. 87% workers have knowledge about absenteeism. 9. According to 75% workers, sickness is the reason for being absent. 12% think that family problem can also be the reason. 10. According to 80% workers, employers motivate to reduce absenteeism by counseling. 11. We also find more absenteeism in three months that months are June, July and August.

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4.3 LIMITATIONS:
1. The sample size taken during project study may not represent the realistic picture hence there may be a margin of error. 2. Time constraint in the project. The survey was carried through questionnaire and the questions were based on perception. 3. There may be some interpretation error. 4. Complete data was not available due to company privacy and secrecy. 5. Since a smaller sample was chosen so it may not be a true representative of the population under study. 6. The possibility of the respondents responses being biased cannot be ruled out.

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CHAPTER - 5

CONCLUSION

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5.1CONCLUSION
I have concluded that survey on analytical of absenteeism in an organization. I have done both employer survey as well as employee survey at Vardhman Company . The data was collected with the help of structured questionnaire after collection implementation and analysis of the data, the result sorted out. It has been observed that rate of absenteeism was more in night shifts as compared to day shift. Absenteeism was lowest on pay day and highest immediately after the pay day . More absenteeism find during the summer season as compare to winter season. Due to cold and warm

environment inside premises reasons of absenteeism as pointed out by the workers include sickness, family problem, overtime and working condition. Conflict

management, grievance handling and motivation will help to reduce absenteeism. In the end to conclude this report I would like to specify that the project allotted to me on ABSENTEEISM was of immense help me in understanding the working environment of an organization, thereby providing a firsthand practical experience. In this project while identifying the reasons of absenteeism of the workers of Vardhman company . I got an opportunity to interact with workers to observe their behavior and attitude. I would once again like to thank the people of Vardhman company . Who helped me in accomplishing this project and boosting my morale by appreciating and recognizing my efforts?

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Bibliography

47

BIBLIOGRAPHY:
WEBSITES http:// www.google .com www.aartiinternational.com www.wikipedia.com BOOKS: Human Resource Development

- R.K SHARMA & SHASHI K. GUPTA Kalyani publishers Personnel Management -C.B Mamoria & S.V Gankar

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Annexure

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ANNXURE ABSENTEEISM OF EMPLOYEE

PERSONAL INFORMATION:

1. Name ____________________________________________

2. Gender:

Male [ ]

Female [ ]

3. Age:

20-30 years[ ]

31-40 years[ ]

41-50 years [ ]

50 above

[ ]

4. Current Job Designation_______________________________________

Q1. What do you think about organization? (a) Excellent ( (c) Fair ( ) ) (b) Good ( (D) Poor ( ) )

Q2. For how many years you are working in Vardhman Limited? (a) Less than 1 year ( (c) Between 2-5year ( ) ) (b) between 1-2year ( (d) above 5 years ( ) )

Q3. What do you think about working conditions? (a) Excellent ( (c) Fair ( ) ) (b) Good ( (d) Poor ( ) )

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Q.4 Are you satisfied with your job? (a) Yes ( ) (b) No ( )

Q.5 Your relation with your superiors? (a) Excellent ( (c) Fair ( ) ) (b) Good ( (d) Poor ( ) )

Q.6 Behavior of worker with each other? (a) Excellent ( (c) Fair ( ) ) (b) Good ( (d) Poor ( ) )

Q7. Your superiors behavior towards your problems? (a) Excellent ( (c) Fair ( ) ) (b) Good ( (d) Poor ( ) )

Q8. Your views regarding facilities provided? (a) Excellent ( (c) Fair ( ) ) (b) Good ( (d) Poor ( ) )

Q9. Do you aware about absenteeism? (a) Yes ( ) (b) No( )

Q.10 How often you remain absent in a month? (a) Nil ( (c) Twice ( ) ) (b) once ( ) )

(d) more than twice (

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Q11. What is the reason of absenteeism? (a) Sickness ( ) ) (b) Family problem ( (d) Overtime ( ) )

(c) Lack of interest (

Q12. In which way employer motivates you to reduce absenteeism? (a) Counseling ( ) ) (b) Bonus ( ) )

(c) Increased wages (

(d) No motivate (

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