Meaning and Definition:

Human Resource Management (HRM) is a management function that helps managers recruit, select, train and develops members for an organisation obviously; HRM is concerned with then peoples dimensions in organisation. HRM involves the applications of management and principals are applied to ac uisitioning, developing, maintaining and remunerating employees in organisation. HRM is concerned with the people dimensions in the management since every organisation is made up of people ac uiring their services, developing their s!ills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organisation or the "ssen ional to achieving organisational ob#ective this true regardless of the type of organisation$ government, business, education health, recreation or social action. HR management is the planning, organising, directing and controlling of the procurement, development, compensation, and the end that individual, organisational and social ob#ectives ae accomplished.

SCOPE OF HRM:
%he scope of HRM is includes vast. &ll ma#or activities in the wor!ing life of a wor!er form the time of his or her entry into an organisation until he or she leaves come under the purview of HRM. %he HRM activities includes are HR planning #ob analysis and design, recruitment and selection, orientation and placement, training and development, performance appraisal and #ob evaluation, employee and e'ecutive remuneration motivation and communications welfare, safety and health, industrial relations.

OBJECTIVES OF HRM
%he primary ob#ective of HRM is to ensure the availability of a competent and willing wor! force to an organisation. Human resource ob#ectives are four fold $

1. Societal ob ecti!e" #. O$gani"ational ob ecti!e" %. F&nctional ob ecti!e" '. Pe$"onal ob ecti!e" (. Societal ob ecti!e"
%o be ethically and socially responsible to the society while minimising the negative impact of such demands upon the organisation the failure of organisations to us their resources for the societys benefit in ethical ways may lead to restrictions.

O$gani"ational ob ecti!e"
%o recognise the role of HRM in bringing about organisational effectiveness. HRM is not an end in it self. (t is only a means to assist. %he organisation with its primary ob#ectives. )imply stated the departments e'ist to serve the rest of the organisation.

F&nctional ob ecti!e"
)o maintain the departments contribution at the level appropriate to the organisations needs resources are wasted when HRM is either more or less sophisticated to suit the organisations demands. %he departments level of service must be tailored to fit the organisation it serves.

Pe$"onal ob ecti!e"
)o assist employees in achieving their personal goals at least insofar as these goals enhance the individuals contribution to the organisation to meet if wor!ers are to be maintained, retained, and motivated. *therwise, employees performance and satisfaction may decline and employees may leave the organisation.

ME)*I*+ OF THE )BSE*TEEISM

&bsenteeism is the habit of being an absent without leave. &bsentee is one who habitually stays away. (n other words it signifies the absences of an employee from wor! when he is scheduled to be wor!; it is unauthorised, une'plained and will full absence from wor!. %he phenomenon of (ndian wor!ers is that they are obtaining from wor!. %hough the phenomenon &bsenteeism is universal, its magnitude is relatively more in (ndia. *ne can easily understand that the problem of absenteeism is prevailing in schools, colleges, institutions, government offices, factories+etc the absents problem has its greatest effect on industrial establishment when compared to the other bodies. (n any industry absenteeism results in the loss of productive hours, misunderstanding, conflicts and even at times the entire production process has topped because of a single absentee. & recent study in ,.-. indicates that absenteeism is hundred times worse than stri!es. &s per .ebsters dictionary absenteeism is the practice or the habit of being an /absenteeism is one who habitually stays away. %he labour bureau of shimla defines absenteeism as 0the total man shifts scheduled to wor!. (n other words it signifies the absences of an employee from wor! when he is scheduled to be wor!; it is unauthorised, une'plained and wilful absence from wor!.

1or calculating the rate of absenteeism two facts are ta!en into consideration. %he number of person scheduled to wor! when the employer has no reason to e'pect, well in advance, that the employee will not be available for wor! at the specialised time. &ny employee may stay away from if he is has ta!en leave to which he is entitled, or on the ground of sic!ness or some accident, or without any previous sanction of leave. %hus the absence may be un$authorised or authorised, wilful or caused by circumstances beyond ones control. %he rate of inde' of absenteeism may be e'pressed on the following formula; &bsenteeism 2 (Man shifts lost in hours) &ccording to the fre uency rate any absence of an employee of wor!men over a continuous period of days is ta!en as one absence. &n employee who is absent for a number of successive days in a given period will be ta!en and absent once against another employee who remains absent for the same number of days in total but through out the period rather than the succession. %he problem of absenteeism is more serious in the second case than in the first one and, therefore, fre uent rate is regarded as the better yardstic! than the severity rate. &bsenteeism on the other hand has many other conse uences on the coo$wor!ers also. 1re uent problem of beings absent de$motives the other employees and they too lose interest in their #obs. 3ecause of absenteeism, the number of additional employees re uired to !eep the production process running has to be increased and hence the cost of labour increases significantly. %he management will have to face series problems by a fluctuating man power. (t loses confidence on the wor!ers and as a whole the industries survival will be at a sta!e.

3ecause of all the before said problems there is serious study going on the identify the cause and to reduce this malady to the ma'imum possible e'tent. %he problem of absenteeism was studied early in 4564 by the Royal commission on labour and since then the problem has been investigated or study various committees. %he study of absenteeism can be usefully studied at the macro level. &s study of absenteeism at the plant level, society level, national level and so on helps to identify the various causes of absenteeism under different conditions. &ll the causes may be clubbed in and suggestions for reducing absenteeism may be chal!ed outs

T,eo$etical bac-g$o&nd
&ccording to the encyclopaedia of social science, absenteeism is the /time lost in industrial establishment by the unavoidable or absence of employees. %hus absence of an employee may be wilful or caused by circumstances beyond ones control. &ccording t another definition, on the initiative of the wor!er, when his presence is e'pected thus an employee who reports for duty even for a day or shift is. %he phenomenon of absenteeism is almost universal; though its incidence or magnitude is very high in industrial organisation where its fre uency is often a great

handicap to both employees and the management the peculiar features of absenteeism have been revealed by certain micro studies underta!en in different parts of the country. %hey may be as follows %he rate of absenteeism is lowest on pay day7 it increases considerably on the days following the payment of wages and bonus. 0%he level of absenteeism is comparatively high immediately after pay day, when wor!ers either feel li!e having a good time or in some other cases return their village to ma!e purchases

for the family and to meet them.8 &lso the incidence of absenteeism, both before and after a holiday has been found to be higher than that on normal days. (t is high among wor!ers below 9: years of age and those above ;<8 the younger employees are not regular and punctual, presumably because of the employment people are not able to withstand the strenuous wor!. %he rate of absenteeism varies from department to department within a unit or a company. .here only a few wor!ers are employed and physical conditions are better, the rate of absent goes up. %his difference in the rate of management, the composition of the labour force and the culture of the organisation. %he percentage of absenteeism is much high percentage of absenteeism is due to the engagement of labourers in the fields, marriages and festivals which together are estimated to account for about =:> of the cases of withdrawals, drun!enness, rela'ations or sic!ness. &bsenteeism in (ndia is seasonal in characteristics. (t is the highest during march ?&pril$may, when the land has to be prepared for monsoon sowing and also in the harvest season()eptember$*ctober), when the rate goes as high as ;<> . %he rate of absenteeism calculated monthly or annually in various industries, places or companies range generally between 5 to 6< or in some cases even to around ;<> if the wor! force.

Rea"on" fo$ ab"enteei".

%he phenomenon of absenteeism has been e'plained in various ways. &ccording to one line of thought, absenteeism is due to a lac! of 0commitment 0one the part of the wor! force. @lar! -err and h Ais associates are of the opinion that since 0the degree of

@ommitment varies with the degree of a countries industrial growth or maturity, absenteeism is inversely related to the industrial development. %he wor!er in the early process of stage on industrialisation is more prone to absenteeism, prolonged a sporadic withdrawal from industrial wor!, wildcat stoppages, na!ed violence and destruction of machines and property. &bsenteeism is due to the factors that influence a wor!ers commitment. &s per Hone, 0absenteeism is related to new values and norms which are developing among the wor!force as result of technological developments. %he wor!er now cherishes wor! and leisure. &nd thus he wants to en#oy along with the monitory benefits he gets for his services. %he economic considerations therefore, decide whether one would li!e to be absent from wor!8. %he management of any company as such, contribute a lot to absenteeism. & traditional management treats wor!ers as hireling, while an enlighten management treats them as human beings. %his difference is behaviour leads, in the former situation to high absenteeism and in the latter situation close affinity with the organisation, the result being lower absenteeism.

Ca&"e" of ab"enteei".
%here are a number of classifications made by different researches in different forms. .ithin this wor! classifications there can be some deeper causes for the high rate of absenteeism. )ome of the causes may be regained but others may not be so. %he general causes of absenteeism may be as follows7 P$obabl/ t,e .o"t i.0o$tant ca&"e of ab"enteei". : (n various (ndian industries has been the fre uent urge of rural e'odus. %he royal commission on labour had observed,8 %he village is an infinitely better place than the city for the

aged and the young, the sic!, the married and the e'hausted. %he employed and the unemployable8. 1o"" of t$aditional fo$." of "ocial "ec&$it/: (t may be stated as another impediment to the stabiliBation of the new wor!er in urban industrial enterprise and his assimilation in the new environment. Malad &"t.ent 2it, facto$/ condition"7 &s a wor!er continues to live in the city, urban life becomes distasteful to him of the in sanitary conditions prevailing there. He find himself caught within great factory walls, he is bewildered by heavy traffic, by #ostling , by strangers spea!ing different language , confused by different religions and tastes and he weary of the misery of slums and of tailoring for long hours. He will be under constant strain, which causes him serious distress and impairs his efficiency. &ll these factors persuade him to maintain his contacts with his village. Social and $eligio&" ce$e.onie": )ocial and religious wor!s divert wor!ers from wor! to social activates. (n many cases the proportion of absenteeism due to sic!ness, accident or maternity is not as high as it is due to some other causes including social and religious causes. (n all the plants, absenteeism is high during local festivals irrespective of whether the wor!ers are from rural areas or not. 3n,ealt,/ 2o$-ing condition": (rritating and intolerable wor!ing conditions e'ist in factories. Heat and moisture which rapidly e'haust the wor!ers, noise and vibrations in the factory that affect the hearing, bad$lighting conditions which cause eye$strain, dust, fumes and over crowding, smell of chemical , all these affect the wor!ers health causing him to remain absent for a long time.

 3n"ati"facto$/ ,o&"ing condition"7 %he wor!er who usually come to town usually find that are not wanted and they swell the number of unemployed and casual wor!ers. %hey also e'perience housing difficulties. Cot less than 5:> of the houses occupied by the industrial wor!ers in (ndia are unsatisfactory for healthful for habitation. %he housing of migrants combines worst characteristics of both rural and urban slums. Health conditions are usually bad, leading to high morbidity and conse uent ill health. %hey, therefore ma!e fre uent visits to their village homes to get relief from such in sanitary and unhealthy surroundings. )b"ence of ade4&ate 2elfa$e facilitie": absenteeism is also due to the inade uate welfare facilities available to wor!ers, for a vast ma#ority. (f industrialist in (ndian loo! upon welfare wor! as a barren liability rather than a wise investment. (t has been properly and ade uately provided. (n several cases, particularly in medium and small siBed units, the standards are distinctly poor. %he component s of welfare including sanitation, bathing and slashing facilities, first aid applications, ambulance rooms, drin!ing water, canteens, shelters, rest room and crDches, which strengthen the general impression that compliance with statutory welfare provisions is half hearted and inade uate. )lco,oli".7 %he habit of alcoholism among wor!ers is significant cause of absenteeism, which is high in the first wee! of each month, when wor!er receive their wages. %hey rush to li uor shops and drin! to forget their immediate worries. *nce indulged in drin!, the habit continues hangover the ne't day leads to absenteeism.

 Indebtedne"": (ndebtedness is a situation where in the person owes some money to another person, which he might have borrowed on some previous occasions. Most of the wor!ers suffer from a high degree of indebtedness. %here are scales where in a person has borrowed more than eleven times his ne't pay. (ndebted is a general cause in (ndia industry. .or!ers are always worried about financial matters. )uch wor!ers absent themselves or even resign to escape the money lenders. &s a result absenteeism is high. I.0$o0e$ and &n$eali"tic 0e$"onnel 0olicie"7 (n most cases, uns!illed untrained illiterate and ine'perience wor!ers are recruited who fail to cope with and adopt themselves to their #obs and to their industrial environment, favouritism and nepotism are rampant. %hese factors are generating a frustration in the minds old wor!ers, which result in low efficiency low efficiency low productivity and unfavourable employee employer relationship which result in turn to long period of absenteeism. Inade4&ate lea!e facilitie"7 Cegligence on the part of the employer to provide ade uate leave facilities compels the wor!ers to fall bac! on ")( leave. ,nder ")( scheme, they are entitled to :E days leave in a year on half pay, instead of going without pay. %he wor!ers avail themselves of this ")( facility. )upervisors with a wor! oriented rather than main$oriented approach also a factor which compels wor!ers to absent themselves on an ")( certificate rather than avail of leave on bonfire grounds.

EFFECTS OF )BSE*TEEISM *C EMP1O5EE OR+)*IS)TIO* SOCIET5 )*D *)TIO*.

.hen an employee becomes absent, he ma!es the machine idle or !eeps the wor!space unoccupied and conse uently it directly or indirectly reduces the amount of production. %he loss in production is the loss on the community at large. &n early as in 45;E, the labour investigation committee pointed out that loss due to absenteeism is low fold. 1irstly, there is distinct loss to wor!ers, because the irregularity in attendance reduces their income, when 0no wor!, no pay 0is get general rule. %he loss to the employer is still greater as both discipline and efficiency suffer. Moreover, either an additional complement has to be maintained throughout the year to meet his emergency or the industries have to depend solely on wor!ers who present an e'tra complement of wor!ers leads to serious emotions and evils. 1or e'ample7 it provides a #ustification to the employer to sufficient wor! to the substitute wor!ers and forces some of the e'isting wor!ers compulsory leave. %his was happening in some of the industrial centres. 3ut, this presented by the wor!ers feel that the employers maintain e'tra labour bands the wor!ers to ta!e they have no option but to maintain e'tra labour , in view of absenteeism among wor!ers. %hus, absenteeism adversely affects about the wor!s and wor!ers, and gives rise to many industrial labour and social problems. (t affects the attitude of the wor!ers towards industrial relations life. (t is evil for both the wor!er and the employee. (t affects industrial relations adversely. .e can thus the adverse affects of absenteeism under two broad categories7 &bsenteeism in industry stops machines, disrupts process, creates production bottle nec!s, hampers smooth flow or continuity of wor!, upsets production targets, results in

production losses, increases direct overhead costs, increases wor!load of the ine'perienced, less e'perience of substandard wor!ers as substitutes, this in turn creating problems for recruiting, training, #ob ad#ustment, morale and attitudes. Man power planning is rendered impossible. @ausal employees increase machine down time, re#ection and conse uent idle machine hours. &bsenteeism on the other hand directly contributes to the rise in the production costs while on the other hand it deprives the industry of its hard earned reputation "ffects of wor!ers7 absenteeism affects the economy of the wor!er by reducing his indebtedness, decreases his purchasing power, ma!es it difficult for him to meet the necessities of life, leading of personal problems of attitude and morale, and in many cases loss of employment and resultant disaster for his dependents. 0&bsenteeism is a serious problem for a management because it involves heavy additional e'penses. Reserves and understudies are !ept in readiness to ta!e the place of absentees, falling which the overhead cost of idle e uipment has to face. (ndustrial employees do not usually as! for leave of absence in advance or even give notice during their absence as to how long they would be away. %he management is generally uncertain about the probable duration of an employees absence and cannot ta!e appropriate measures to fill the gap8. &s regards measures to be adopted to remedy the situation, the labour investigation committee, 45;E, was of he opinion that 0proper conditions of wor! in the factory, ade uate wages, protection from accidents and sic!ness, and facilities for obtaining leave for rest and recreation constitute the most effective means of reducing absenteeism 0. %he "ncyclopaedia of )ocial )ciences suggests the following measures to reduce the rate of absenteeism.

 %he personal management should encourage notification, especially in cases of sic!ness when the duration of absences is li!ely to long. (n case of personnel and family circumstances, e.g., illness of children in the case of married women employees which ma!e absences unavoidable, leave should be granted liberally. %o reduce unavoidable absence due to sic!ness and industrial accidents, programs of industrial hygiene and safety should be strengthened. Regularity in attendance can be encouraged to some e'tent by the offer of a bonus and other pecuniary inducements. )b"enteei". i" 0$obabl/ a natural human reaction to the routine of modern factory life. %here is malad#ustment between mans instance and desires and the regular wor!ing habits that are imposed upon him. %his routine can be rela'ed or modified by grant of leave with pay, by shortening or redistributing scheduled hours, by having employees living nearer to their places of wor!, and by ad#usting the physical condition of the plant, especially noise and ventilation. (t should be noted no single measure can be effective in controlling absenteeism; but a s!ilful combination of various measure would definitely lead to desired results. )do0tion of 2ell defined $ec$&it.ent 0$oced&$e: %he selection of employees on the basis of communal, linguistic and family consideration should be prospective employees and should not easily yield to pressure or personal li!es and disli!es. &pplication ban!s should be used for preliminary selection and as tools for interviews. %he personnel officer should play a more effective role as a co$ordinate of information, provided that he has ac uired #ob !nowledge in the function of selection. "mployees development their reliance, therefore, on intermediaries for the recruitment of employees should be entirely done away with. %hey should as far as possible rely on employment e'change.

 P$o!i"ion of ,ealt,f&l and ,/gienic 2o$-ing condition": (n (ndia, where there climate is warm and most of the wor! involves manual labour, it is essential that wor!ers should be provided with proper and healthy wor!ing conditions, the facilities of drin!ing water, canteens, rest rooms, lighting and ventilation need to be improved.

REVIE6 OF 1ITER)T3RE
PREVIO3S REVIE6
).-.3hatia and F.-.Galecha,8empirical study on absenteeism,8 (ndian management, (n their study on absenteeism in a large manufacturing plant conclude that chronic absenteeism have greater indebtedness and are found more among those in the high age (having longer length of service, and in the uns!illed and semi s!illed wor! force.) ).@ Myres, and &.Monappa and M.).sau#adain, personnel Management Myres is of the view that absenteeism is encouraged owning to the lenient polices of their. H. paris,8absenteeism is the cotton te'tile industry in 3ombay, (ndian Habour & study of pays of the cotton te'tile industry in 3ombay on absenteeism shows that there are a large number of badly forces in their industries and this factor contributes, to the high rate of absenteeism in the industry. Fovernment of (ndian, (ndian Habour y, Ministry of Habour, 96(6) March 45I9. %he number of man days is lost due to industrial disputes in (ndian during,

Jr.-.C. Gaid classifies chronic absences into : categories7 a. "ntrepreneurs. b. )tatus see!ers c. "picureans d. 1amily oriented and e. %he sic! and the old a. %he entrepreneurs are those absentees who condsider their #obs to be very small for their interest. %hey are simultaneously engaged in serial economic and social activities. %he motive force behind all such activities in the desire for money, status power and the satisfaction arising out of achievement and social recognition. Jissatisfied with the status uo and gifted with an energetic spirit and originality of thought, they are ever ready assuming ris!s; underta!e the tas! management and co$ordination of processor that are for the improvement of the e'isting conditions. b. %he status absentees are those who en#oy or perceive a higher ascribed social status and are !een on maintaining it. %he shop floor status achieved by them is much lower then the one they en#oy outside. %he discrepancy between the ascribed and achieved status us the primary causes of deviant wor! behaviour. &ttitudinally, they draw satisfaction from their identification with need oriented social groups. %heir goal is to remain or to become and appear as men of status. %hey ma!e up for the loss old status arising from wor!ing in mill of status by intensifying activities, which help them to regain it. .or! #ob money are no doubt important them; but they are significant only to the e'tent, which they help them to achieve goal.

c. %he epicureans are discipline to underta!e activities, which call for initiative, responsibility and physical discomfort. %hey desire money, status and power, but unwilling to wor! for their aspirations and their concomitant abilities invariably ( belly$ etc. d. Has, withdrawals, or ma!e believe. %heirfor an ambivalent attitude towards their #ob. %hey strive to organiBe their pecuniary activities and social roles in a manner, which brings them un$avoidable. .or! is a frustration e'perience and they see! to avoid it the ma'imum possible e'tent. e. %he family oriented becomes chronic absentees because of their over identification with family affairs. %he lac! of balance between family involvement and #ob responsibility is the principal cause of their deviant wor! behaviour. @hronic illness of one or another family members, litigation delin uency wor!ing wife etc+, impels them to be absent from wor!. f. %he sic! and old type absent from wor! by reason of ill health, wea! constitution and chronic disease or old age.

PRESE*T REVIE6

Stage 1: Co&n"eling Inte$!ie2

%he immediate supervisor should advise the employee of his concern over the absences, try to establish the reasons for the sic!ness and determine what needs to be done to improve attendance. (f any medical condition is identified at this stage, and is li!ely to have an effect on #ob suitability, the supervisor should arrange an appointment with a company$approved doctor. %his should be confirmed to the employee in writing within five wor!ing days. (f, from the discussion, the problem does not appear to be due to an underlying unfitness for wor!, the supervisor should advise the employee that, while the recorded ailments may be genuine, a sustained improvement in attendance is e'pected or the ne't stage in the procedure will be ta!en. & review of the attendance will automatically be made each month for the ne't si' months.

Stage #: Fi$"t Fo$.al Re!ie2 7Ve$bal 6a$ning Stage8

(f the employees absences continue to worsen following analysis and regular monitoring, he should be invited to attend a formal review meeting with the supervisor. %he absence record should be detailed in a letter inviting the employee for this interview. %he employee should be advised that she is entitled to be represented by a union representative or a colleague as appropriate. .here medical attention is warranted, action must be ta!en immediately. %he meeting is therefore only ad#ourned to allow this part of the process to be completed. .ithin five wor!ing days, the employee must receive medical advice. %he meeting is then reconvened with HR and the doctors opinion is discussed. (f the doctor confirms fitness for wor!, the employee should be warned about the conse uences of continued absence.

Stage %: Second Fo$.al Re!ie2 76$itten 6a$ning Stage8

.here regular monitoring indicates that no improvement in the absence pattern has occurred, a second formal meeting will be arranged with HR. %he letter inviting the employee to the meeting will include the absence record and, again, advice on representation. &ny new information given at the meeting regarding ill health or a change in the nature of sic!ness may need to be assessed by a company$approved doctor. %he employee should be given the opportunity to e'plain his or her absence record. (f appropriate, the supervisor should inform the employee that a formal written warning is being issued and that this warning will remain in the employees file for a specified period. & copy of the warning should be issued to the employee and to hisKher representative. %he employee should be informed that failure to comply with the companys attendance e'pectations, and to improve on the present unacceptable record of absence, will result in the termination of the employees employment. .here fitness for wor! is in doubt, proceed with redeployment options according to the guidance received by the doctor. @onsult with the employees union representative (if applicable) on the redeployment process and options.

Stage ': Te.0o$a$/ S&"0en"ion F$o. 6o$(f, following the implementation of the previous stages of the disciplinary process, no improvement in attendance occurs, management may proceed with a temporary suspension without pay. %he intention to suspend should be confirmed in writing with details of start and end dates. & copy of the letter of suspension should be sent to the employees representative (if applicable).

Stage (: Te$.ination of E.0lo/.ent

%his is the final stage in the disciplinary process whereby the employee is dismissed for inability to comply with the companys re uirements for attendance at wor!. Jismissal can only ta!e place with the written authoriBation of a senior manager and HR. %he letter calling the employee in will, again, include advice on representation and will outline the absence record. %he employee should be advised that, as a result of the interview, he or she may be dismissed for incapability to perform wor! duties. &gain, the company doctor may have to be consulted if any new information is forthcoming in regard to the employees health or capacity for wor!. .here redeployment is not possible, or appropriate, consider proceeding with dismissal for reasons of capability. "ligibility for disability benefit will depend on the circumstances of each case. (f a decision is made to dismiss on the basis of capability, a copy of the letter of dismissal should be sent to the employees representative (if appropriate). %he employee may have the right to appeal against dismissal. %he appeal should be in line with the companys disciplinary procedures.

C,allenge" in Managing )b"enteei".

(t is important to try to ta!e the sub#ectivity out of managing absenteeism and to ensure that all employees are treated the same. (t is essential to be consistent, persistent, and fair to all. .hen absence is not addressed or addressed in an inconsistent manner, lower morale can result. "mployees can feel they have been treated unfairly when they perceive other absent employees are 0getting away with it.8 %he ma#ority of employees will appreciate policies and programs that are facilitative, rather than punitive. )tringent or punitive measures that force employees to come to wor! can result in employees that then become, Labsent while at wor!.L

I*TROD3CTIO*

Research in com parlance refers to search for !nowledge once can also define research as a scientific and systematic search for pertinent in formation on specific topic in fact research is an art of scientific investigation. %he advanced learners dictionary of current lays down the meaning of research as careful investigation or in uiry especially through search for new facts in any branch of !nowledge Redman and Mary defines 0research as an effort to gain new !nowledge8 )ome people considered research as a movement from the !now to the un!nown it is actually a voyage of discovery.

Ob ecti!e"
%he purpose of research it to discover a to uestions though the application of scientific procedure. %he main aim of research is to find out the truth which is hidden and which has not been discovered as yet. %o gain familiarity with a phenomenon or to achieve new insights into it (stud is with this ob#ect in view are termed as e'ploratory or formulative research studies. %o partly accurately the characteristics of a particular individual situation or a group studies with this ob#ect in view are !now as descriptive research studies. %o determine the fre uency with some thing occurs or with which it associated with something else. %o test a hypothesis of a causal relationship between variables.

ST)TEME*T OF THE PROB1EM

 &bsenteeism and labour turnover are the two main problems that are hindering human resource planning and affecting the functioning of the organiBation... 1re uent problem of beings absent de$motives the other employees and they too lose interest in their #obs. %he phenomenon of absenteeism is universal; its magnitude is relatively more in (ndia. *ne can easily understand that the problem of absenteeism is prevailing in schools, colleges, institutions, government factories etc.

Ob ecti!e" of t,e "t&d/

%o find out the employee absenteeism and its effect on . (n depth study of various factors causing employees absenteeism. %o suggest feasible ways and means to reduce the absenteeism.

I.0o$tance9 need of t,e "t&d/

%he purpose for the study is to study the aim causes for absenteeism and to suggest measures for reducing absenteeism to the ma'imum possible. May organisation as such will have a set of goals or ob#ective to achieve during a period of time. %he human resources are the greatest assets of an organisation without which the other recourse become void. Hence these sources have to be made attentive regular to their wor! so that valuable area of wor! will not be lost, resulting in the increasing of overhead costs. %he wor!ers who are made regular to their wor! can increase their efficiency and thus the production or service of any organisation improves considerably. %his study is mainly oriented on absenteeism among the wor!men because the senior cadre or e'ecutive e'hibited a negligible amount of absence rate that compared the wor!men cadre.

Sco0e of t,e "t&d/

%he study will help to !now the absenteeism in the 3%MH. &bsenteeism may prescribe theoretical standards. %he study helps us in how the organisation will control the absenteeism .Mresent study is confined to the wor!man and covering the period of :years.

RESE)RCH METHODO1O+5
Research design provides the glue that holds the research pro#ect together. & design used to structure the research, to show how all of the ma#or parts of the research pro#ect$ the sample or groups, measure, treatments or programs and method of assignment ?wor! together to address the central research uestion.

S)MP1I*+ )*D S)MP1I*+ DESI+*

)tratified random sampling @luster sampling

Sa.0ling 0$oced&$e
&ll items of any field of in uiry constitute a 0universe8 or 0population8. & complete enumeration of all items in the 0population8 is !nown as a census in uiry. & sample is a portion of people drawn from a large population. (t will be representative of the population only if it has same basic characteristics of the population from which it is drawn.

T/0e" of "a.0ling
%here are 9 types in sampling such as7 Mrobability )ampling Con$probability )ampling

METHODS OF D)T) CO11ECTIO*

%he tas! of data collection beings after a research problem has been defined and research design, while deciding about the method of data collection to be used for the study. %he data may be collected through the following method. %hey are; a) Mrimary Jata b) )econdary Jata

a8 P$i.a$/ Data
%he primary data collection is one of the !ey tools used by the researcher for data collection. (t is the first hand information collected by the researcher from the respondents directly. Here the information is collected only through )econdary Jata.

b8 Seconda$/ Data
%he secondary data is another form of data collection, where the data is collected from the e'isting records, company manual and form previously carried out research wor! and also through internet.

TOO1S OF D)T) CO11ECTIO*

%he tools of data methods are collected in three ways7

Ob"e$!ation Met,od: (n observation we can get more information that we can

not get in this two methods that is uestionnaire and interview .1or eg7$Jrun!ers

:&e"tionnai$e": (n uestionnaires we can get information in two ways that is

personal information and information related to #ob.

Inte$!ie2 Met,od: we can find the information about the absenteeism related
to absent interview method in face to face %he researcher opted (nterview )chedule and Nuestionnaire as the tool of data collection because the respondents in the investigators study are a mi'ture of both educated and uneducated with May having a problem in reading, writing and spea!ing "nglish. 1ew of the respondents needed guidance to fill the uestions, the from the were recorder by the investigator. & structure direct interview was adopted to collect data.

Seconda$/ data
%he secondary sources of data is collected from boo!, websites, libraries, magaBines, newspaper+etc. %he researcher has collected data from which has helped the researcher in his study to !now the sub#ect and precisely move in the right direction. %he secondary data helps in giving information. (t is used as a bench mar! against which the findings of a research may be tested. (t is the sole source.

1i.itation" of t,e "t&d/

%he time constraint was assumed to be a ma#or limitation to ta!e data from all employees. &bsenteeism is of infinite dimension so it is difficult to specify all the reason in the interview. Many persons replied with reservations and hence there might be some bias in their replies or answers. %he presence of co$wor!ers and superiors at the time of uestioning may have biased the answers

HISTOR5 OF THE COMP)*5

3harat sil! is one of the oldest sil! manufacturing and e'porting companies and employing over 4I<< people. %his company was established in 45=I with corporate office at 3angalore. &s professional entrepreneurs 3harat sil!s holds a ma#or sta!e in the sil! mar!et across the globe for over two decades. %he uality of product is unsurpassed; and certainly en#oying a cut above the rest in terms of uality. %he company is producing a wide and varied range of fashion and furnishing fabrics, which includes embroidery, upholstery and made ups (such as bedspreads cushion covers and curtains). .hat ma!es 3harat sil!s so successfulO (t lies in the managements focus for innovation and constant uality up gradation. & consistent emphasis on uality and

meeting re uirements of our partners and clients has been our driving force. %hey not only believe in manufacturing the best uality products but also ensure that they do so while meeting customer re uirements in time. &s a catalyst to their prolific growth in business, they have private full$fledged manufacturing unit with state of the art technology machinery. %heir e'pansion plans includes a proposal to set up their own retail chain of megastores that will cater to the local garments and home accessory segments. &lso in the pipeline are plans to e'pand their garments and fabric supporting units, which in turn, will increase profitability of the products and helps in identifying their niche mar!et segments. & 3harat sil! is a leading manufacturer and e'porter of high uality sil! fabrics in global fashion mar!et. )et up in 45=I at 3angalore (ndia by Mr. )hyam )under Foen!a who was a farsighted business visionionery, and his constant innovation and dedication has established it as a mar!et leader in apparel and furnishing industry globally.

(nnovation at 3harat sil!s means creating innovative designs to augur and blend with the cultural and fantasies of womens fashion re uirement and furnishing worldwide. %he relentless desire to innovate thrives on the success of putting 5<> of new products in the mar!et annually; whereas I:> of their sale is through products that are less than one year old. %his proves as a testimony for the efforts of uality innovation.

+RO3P OF COMP)*IES
%he 3harat sil!s group comprises of four companies. B,a$at "il-" (3)), B,a$at Ti""&e P!t. 1td (3%MH), B,a$at Ho.e )cce""o$ie" (3H&) and B,a$at fa",ion and )cce""o$ie" (31&). "ach caters to different products needs and different mar!et segments worldwide. 3harat sil!s and 3harat %issus Mrivate Htd have different product profiles, principally because 3harat sil!s caters to primarily #ob wor!s and duplons where as 3harat %issus caters to processed fabrics.

1. B,a$at Sil-"
1rom its humble beginning as a trading co. in 45=I, 3harat sil!s has grown to be one of the leading manufacturers and e'porters of sil! 1abrics and allied products from (ndia. 3harat sil!s ma!es woven fabrics in traditions looms and has a long history of over two decades in the business of sil! products.

9. B,a$at Ti""&e" P$i!ate ltd

3%MH was set up in 455: as an "*, ("'port *riented ,nit) to ta!e advantage of the free trade import and e'port benefits that the government provides. 3%MH ma!es woven and processed fabrics in modern looms.

%. B,a$at Ho.e )cce""o$ie"

)et up in 45I<, 3harat Home &ccessories caters to the Home 1urnishings and made ups mar!et. Mroduction infrastructure facilities include7 a. b. c. d. Parn %wisting ,nit Jyeing ,nit Mrinting ,nit )titching ,nit (southern sales and services)

'. B,a$at Fa",ion )cce""o$ie"31& caters to the garment mar!et. 1ormed in

the year 9<<9 with a total carpet area of about 4<<< s .ft it boasts of the latest machinery and technical !now$how that ran!s amongst the best in the world.

VISIO*; MISSIO* )*D V)13ES OF BTP1

Vi"ion
the people %o innovate modern technology %o be the most admired production house for sil! products in (ndia through 3%MH will have corporate visions. %hey are as follows.

%o become truly global mar!et leader in the te'tile and apparel with the help of

innovation and uality services. %o achieve higher profit margins by giving good services to customers. Maintaining good customer relations Jeveloping new designs to satisfy customer needs

Mi""ion
%he missions are as follows. %o realiBe sta!e holders ob#ectives of growth and profitability through e'cellent sil!, services at competitive price, and achieve customer delight. %o create a wealth learning and value for the entire sta!eholders of the company, team members, vendors, clients and society. *ur mission is to motivate employees to thin! and act globally.

Val&e"
%he values of the 3%MH are; 3e fair in all business dealings. Have professional integrity. Respect individual and build a winning team. (mbibe and adopt principles and practices of corporate governance.

P$od&ct 0$ofile

1abric7 4<<> sil!s, sil!s blends, wild sil! and cottons, Nualities7 Parn dyed 7 soilids, chec!s, stripes in dupion, taffetas Qac uards, chiffons satins Miece dyed7 chiffons, yarn dyed chiffons, georgettes, crepes, satins, dupions and voiles, %ussahs R Mat!as. Mrinted 7 chiffon, georgette, crepes, satins, dupions and voiles, "mbroidered fabric and trimmings 7 computer, machine R hand embroiders etc Made ups

 @ushion covers7 cushion covers with piping, borders, buttons, bead wor!, embroidery etc @urtains7 curtains with tap top , pencil pleated etc -itchen accessories7 over gloves, potholders, -itchen towels, &pron etc. %able cover7 %able runners, 3read 3as!ets, %able Mats, %able Cap!in etc 3ed cover 7 bed covers, pillow covers, uilts covers etc

Farments7 S4<<> sil!s) )il!s, )il!s 3lends, .ild )il!s, @otton, Parn Jyed, Miece Jyed, printed, embroideries Jresses, )!irts )hirts, %ops and Mants etc.

F&t&$e 0lan"
%he future plans of 3%MH are as follows %o achieve the fold growth in revenue aspect, with in the ne't five year

 %he 3%MH will have plan to venture in to mar!eting in (ndia and all over world %he 3%MH will e'pand the product line, with various fibres and also choose other plants of diversification to enable in grow e'ponentially. %he company is incorporating two garment units with employee strength of 6<<<, and as part of our @)R(@orporate )ocial Responsibility), we plan to give employment to people in and around us %he 3%MH setting up yet another office abroad i.e. in ",R*M"

3ni4&e "t$ateg/ of BTP1 COMP)*5

& J J " J G & H , "

@ustomiBed product development Jesign and development of customiBed energy systems

&dapting e'isting energy system hard$and software

4. %able ;.4 showing the gender wise distribution of respondents. SI *O SE< *O.OF RESPO*DE*TS 1
#

PERCE*T)+E

Male
Fe.ale Total

'1
? (@

=#>
1=> 1@@>

.e are living in a patriarcle, male dominated society; women in this society have fever opportunities. (t is only due to some legislation and the women get few chances to develop themselves. (n most society very few women find representation to develop themselves in the wor! forces. %he table reflects that I9> of the respondents are male and 4I> of the respondents are females. &s researcher observes that in this organisation male employees are more, when compared to female employees because lady conductors and lady drivers #obs are newly introduced in the corporation.

PERCENTAGE 120% 100% 80% 60% 40% 20% 0% Male Female Total Female
PERCENT

Total Male

9. %able ;.9 showing the age of the respondents.

SI *O

)+E

*O.OF RESPO*DE*TS

PERCE*T)+E

1 # % ' (

#@A#( #BA%@ %1A%B %BA'@ )bo!e '@ Total

1 % 1@ #% 1% (@

#> B> #@> 'B> #B> 1@@>

&ccording to the, 0world boo! dictionary8 age is defined as the level of persons development mentally, educationally, emotionally or other wise, it is the length of life from birth to death8 %he table showing that ;E> of the respondents fall in the age group of 6E$;<, 9E> of the respondents falls in the age group of ;< and above, 9<> of the respondents falls in the age group of 64$6:, E> of the respondents falls in the age group of 9E$6< and only 9> of the respondents falls in the age group of 9<$9:. %he table shoes that ma#ority of the respondents are belongs to 6E$;< age group it shows that company have more e'perienced and wor!men and also they #oined to wor!, when they start recruit the employees to 3%MH

PERCENTAGE 2% 6% 20% 20-25 26-30 31-36 100% 26% 46% 36-40 Above 40 Total

6. %able ;.6 showing the marital states of the respondents.

SI *O M)RIT)1 ST)TES 1 # % ' Ma$$ied 3n.a$$ied 6ido2e$ Di!o$ce Total *O.OF RESPO*DE*TS %1 1' # % (@ B#> #=> '> B> 1@@> PERCE*T)+E

&ccording to &.C.)harma 0marriage is a sacrament in which women and men are bound in a permanent physical social bound in a permanent physical social purpose for se'ual pleasure.
PERCENTAGE %he table shows that E9> of the respondents are married 9I> of the respondents are

unmarried ;> of the respondents widowers and E> of the respondents are divorce. &s researcher observes that ma#ority of the respondents are married because their age
62% Marr e! $ !o%er & vor'e Total 28% 6%4%

is between 9:$6< and other respondents are unmarried because of their age below the 9: years "#marr e!
100%

;. %able ;.; showing the education ualification of the respondents.

SI *O ED3C)TIO*)1 :3)1IFIC)TIO* 1 # % ' Hig, "c,ool P&c Cdeg$ee Po"t g$ad&ation Ot,e$ Total *O.OF RESPO*DE*TS B #? 11 ' (@ 1#> (=> ##> => 1@@> PERCE*T)+E

&ccording to the chambers concise dictionary. 0"ducation is defined as the system if schooling college of university or to give !nowledge or understanding of particular sub#ect to some one. %he table shows that :I> of the respondents are belongs to Muc$degree, 99>of the respondents belongs to post graduation, 49> of the respondents are belongs to high school, ;> of the respondents are belongs to other educational ualification

&s researcher observes that ma#ority of the respondents education ualification is puc$degree because pac!ing and supervisor #ob ualification is puc.

PERCENTAGE 120% 100% 80% 60% 40% 20% 0%

-! e) re e o# +' *o ol Po +t )r a! ,a t . t* er To ta l

100%

58% 22% 8%

PERCENTAGE

12%

)*

:. %able ;.: showing the department of the respondents.

SI *O DEP)RTM)E*TS *O.OF RESPO*DE*TS 1 # % 5a$n t2i"ting 6ea!ing H&.an $e"o&$ce" 1@ #@ 1@ #@> '@> #@> PERCE*T)+E

P, '

'

Fab$ic in"0ection Total

1@ (@

#@> 1@@>

&ccording to o'ford dictionary a division of a large agnation of building dealing with a specific area of activity is called department. Researcher gain great respondents from weaving that is ;<>, also gain e ual respondents from yarn twisting, human resources, fabric inspection department. %he table reflects that ma#ority of the respondents are weaving

PERCENTAGE

10% /ar# t% +t #) 20% 50% $eav #) (,ma# re+o,r'e+ Fabr ' #+0e't o# 10% 10% Total

E. %able ;.E showing the service in the organiBation.

SI *O 1 # % ' 1e"" t,an # /ea$" %A( /ea$" BA1@ /ea$" )bo!e 1@ /ea$" SERVICE *O.OF RESPO*DE*TS ' 1@ 1D 1? => #@> %'> %=> PERCE*T)+E

Total

(@

1@@>

&ccording to new "nglish dictionary service means 0&ct of serving of wor! done for an author or wor! by servants and years of service constitute number of years wor! done. %he table shows that 6I> of the respondents service is above 4< years, 6;> of the respondents e'perience is between E$4<years, 9<> of the respondents e'perience is between 6$: years and only I> of the respondents is less than 9 years e'perience. &s researcher observes that ma#ority of the respondents have above 4< years e'perience in the organiBation and also the wor!.
PERCENTAGE 120% 100% 80% 60% 40% 20% 0% 1e++ t*a# 3-5 2ear+ 6-10 2ear+ Above 10 2 2ear+ 2ear+ Total 20% 8% 34% 38% PERCENTAGE 100%

=. %able ;.= showing the nature of #obs.

SI *O *O.OF RESPO*DE*TS 1 # % S-illed 3n"-illed Se.i "-illed Total %= = ' (@ DB> 1B> => 1@@> PERCE*T)+E

&ccording to new method of "nglish dictionary nature means, character of a thing and wor! in act of doing thing for a employment or unemployment, hence the nature of wor! means the character of thing done for a payment or employment. %he table shows that =E> of the respondents are s!illed, 4E> of the respondents are uns!illed, and I> of the respondents are semi s!illed.

PERCENTAGE

Total

100%

4em +5 lle!

8% PERCENTAGE

"#+5 lle!

16%

45 lle! 0% 20% 40% 60%

36% 80% 100% 120%

I. %able ;.I showing the incoming group respondents.

SI *O I*COME +RO3P 1 # % ' 1@@@A'@@@ '@@1A=@@@ =@@1A1#@@@ 1#@@@abo!e Total *O.OF RESPO*DE*TS % %# 1# % (@ B> B'> #'> B> 1@@> PERCE*T)+E

%he table shows that E;> of the respondents monthly income is Rs. ;<<4$I<<<, 9;> of the respondents monthly income is Rs. I<<4$49<<<, and E> of the respondents monthly income is Rs.4<<<$;<<< and E> of the respondents montly income is Rs. 49<<<above. &s researcher observes that ma#ority of the respondents family monthly income is below I<<< and above ;<<<, this shows that they lly not stronger and also their monthly salary is very low.

PERCENTAGE

6%

64% 100%

1000-4000 4001-8000 8001-12000 12000above Total

6%

24%

5. %able ;.5 showing the previous year absenteeism of the respondents.

SI *O D)5S )BSE*T 1 # % ' (A1@ da/" 11A1( da/" 1BA#@ da/" )bo!e #@ da/" Total OF *O.OF RESPO*DE*TS %% 1' # 1 (@ BB> #=> '> #> 1@@> PERCE*T)+E

%he table shows that EE> of the respondents are absent in previous year upto : to 4< days , 9I> of the respondent are absent in previous year is 44$ 4: days , ;> of the respondent are absent in previous year is 4E$9< and only 9> of the respondents are absent above 9< years Ma#ority of the respondents are absents :$4< days in last year and 9I> of the respondents are absent 44$4: days this indicates that they are very irregular for wor!.

PERCENTAGE 100% 60% 80% 30% 60% 50% 40% 30% 20% 10% 0% 100%

66%

PERCENTAGE 28% 4% 5-10 !a2+ 11-15 !a2+ 16-20 !a2+

2% Above 20 !a2+ Total

4<. %able ;.4< showing travelling distance to the wor! place of respondents.
SI *O DIST)*CE *O.OF RESPO*DE*TS 1 # % ' 1 to ( -." BA1@ -." 11 to 1( -." 1( and abo!e -." Total (@ 1@@> 1= = #% 1 PERCE*T )+E %B> 1B> (B> #>

%ravelling means man from place to another place travelling distance refers to how many !ms respondents are coming to #ob. %he table :E> of respondents is travelled from 44 to 4: !ms, 6E> of respondents travelled from 4 to : !ms, 4E> of respondents travelled from E to 4<!ms and 9> of respondents travelled from 4: and above !ms.

%he ma#ority of respondent are travelled from 44$4: !ms, 4E> of respondents travelled from E$4< !ms and 9> of respondents travelled from 44$4:!ms. 3ecause they are living in different places. )o their travelling distance in naturally for from the depot.
PERCENTAGE

36% 100% 16%

1 to 5 5m+ 6-10 5m+ 11 to 15 5m+ 15 a#! above 5m+ Total

2%

56%

44. %able ;.44 showing the respondents absent immediately the ne't day after receiving salary.
SI *O OPTIO*S *O.OF RESPO*DE*TS 1 # % 3"&all/ So.eti.e *ot at all Total @ 1@ '@ (@ @> #@> =@> 1@@> PERCE*T)+E

&verage K salary is the remuneration paid for the service of labour in production, periodically to an employeesK wor!er. %he table shows that I<> of the respondents not at all absent after receiving the salary and remaining 9<> of the respondents are absent sometimes immediately the ne't

day after receiving their salary. &s researcher observes that 3%MH employees are not absent immediately the ne't day after receiving their salary.

PERCENTAGE

0%

20%

"+,all2 100% 80% 4omet me Not at all Total

49. %able ;.49 showing the respondents habituated

SI *O H)BITS *O.OF RESPO*DE*TS 1 # % ' S.o-ing )lco,ol +a.bling *o Total 1= 1B D ? (@ %B> %#> 1'> 1=> 1@@> PERCE*T)+E

%he table shows that ma#ority of the respondents habituated to smo!ing that is 6E> , 69> of the respondents are habituated alcohol and 4;> of the respondents to gambling and #ust 4I> of respondents are not habituated to any time.

Research observes that ma#ority of the respondents are habituated to smo!ing alcohol , because of wor! stress or wor! is very tiring , 4I> of respondents are not habituated to because they are all women.
PERCENTAGE

36% 4mo5 #) Al'o*ol 100% 32% Gambl #) No Total 14% 18%

46. %able ;.46 showing the reasons of absent

SI *O 1 # On acco&nt of illne"" D&e to ill ,ealt, of fa.il/ .e.be$" % To attend d&tie" Total (@ 1@@> ,o&"e ,old" %# B'> RE)SO*S *O.OF RESPO*DE*TS ( 11 1@> ##> PERCE*T)+E

&ccording to .ebsters dictionary, 0&bsenteeism is the practice of or habit of being absenteeism and absenteeism is one who habitually stays away.

%able shows that E;> of the respondents are absent due to attend house hold duties,4<> of the respondents are absent due to the an account of illness, 99> of the respondents absent due to other reasons. &s researcher observes that ma#ority of the respondents are absent for attend house hold duties because our society is male dominant society so naturally they are absent for their house hold duties.
PERCENTAGE

10% 22% .# a''o,#t o7 ll#e++ &,e to ll *ealt* o7 7am l2 member+ 64% To atte#! *o,+e *ol!+ !,t e+ Total

100%

4;. %able ;.4; showing the stress is the reason for absenteeism.
SI *O OPTIO*S *O.OF RESPO*DE*TS 1 # % 3"&all/ So.eti.e *ot at all Total % %B = (@ B> D=> 1B> 1@@> PERCE*T)+E

)tress is defined as, 0an adoptive response of an e'ternal situation that result in physical, psychological and behavioural dilutions of for organisational participants.

%he table shows that =I> of the respondents are absent because of wor! stress, 4E> of the respondents are not at all absent and only E> of the respondents are usually for wor! stress. %he table reflects that ma#ority of the respondents are not en#oyed their wor! and they not easy and comfortable with wor!, so they feel stress in the wor!.

PERCENTAGE

6%

"+,all2 100% 38% 4omet me Not at all Total

4
16%

4:. %able ;.4: )howing the respondents are interested in their #ob.
SI *O OPTIO*S *O.OF RESPO*DE*TS 1 # 5e" *o Total %? 11 (@ D=> ##> 1@@> PERCE*T)+E

Qob interest refers to the ones #ob an individual having towards ones conversely a attitude towards #ob, when people spea! of employees attitude they invariable refers to the #ob. %he table shows that =I> of the respondents feel #ob is very interesting and 99> of respondents are not interested in #ob. &s researcher observes that ma#ority of the respondents are interested in their wor! and at the same time they feel uneasy and uncomfortable with the wor!.

PERCENTAGE

36% /e+ No 50% Total

11%

4E. %able ;.4E showing the are satisfied the wor!ing conditions provide by them
)( C* *M%(*C) C*.*1 R")M*CJ"C%) 4 9 Much satisfied )atisfied 5 96 4I> ;E> M"R@"C%&F"

Cot satisfied %otal

4I :<

6E> 4<<>

&n organisation or company is defined as,8 the planned co$ordination of the activities of a number of people for the achievement of some common. "'plicit purpose or goal, through division of labour and function and through hierarchy of authority and respondents. %he table shows that ;E> of the respondents are satisfied with their wor!, 6E> of the respondents are not satisfied with their wor! and only 4I> of the respondents are much satisfied with their wor!. &s researcher observes that ma#ority of the respondents have satisfied with their wor!ing condition because they feel easy and comfortable with wor!. Rest of them is not satisfied because they feel uneasy and comfortable in wor!.

PERCENTAGE

18%

46% 100%

M,'* +at +7 e! 4at +7 e! Not +at +7 e! Total

36%

4=. %able ;.4= )howing the wor! is tiring

SI *O OPTIO*S *O.OF RESPO*DE*TS 1 # 5e" *o Total %( 1( (@ D@> %@> 1@@> PERCE*T)+E

&ccording to the concise o'ford dictionary wor! is an e'penditure of energy defines wor! as an Le'penditure of energy striving application of efforts to sometimes striving application effort to something. %he table shows that =<> of the respondents are absent feel tiring, and 6<> of the respondents not feel tiring. Most of the respondents are absent because of their nature of wor! is very tiring and also they travelled from E<$=<!ms.

PERCENTAGE 120% 100% 80% 60% 100% 40% 20% 0% /e+ No Total 30% 30% PERCENTAGE

4I. %able ;.4I showing the supervisors approach while respondents doing good #ob.
SI *O OPTIO*S *O.OF RESPO*DE*TS 1 # 5e" *o Total 1? %1 (@ %=> B#> 1@@> PERCE*T)+E

*nce the company has been selected for. %raining and motivated has been appraised for her performance. &pparition is the step where the management finds out effective it has been at hiring and placing. %he table shows that E9> of the respondents are not appreciate while wor!ers doing good #ob and 6I> of the respondents are appreciate the wor!ers. Researcher observes that ma#ority of the respondents opinion is supervisors not appriricating the wor!ers while they are doing good, it shows that supervisors are not aware about the motivation theories.

PERCENTAGE

38% /e+ No 100% 62% Total

45. %able ;.45 showing the wor!ers absent from with out prior permission.
SI *O OPTIO*S *O.OF RESPO*DE*TS 1 # % *ot at all Mo"tl/ So.e ti.e" Total @ %# 1= (@ @> B'> %B> 1@@> PERCE*T)+E

"mployees are some times failing to presence at the wor! place during the scheduled time, which is !now as absenteeism. %he table shows that E;> of the respondents are sometime absent to wor! without ta!ing prior permission and 6E> of the respondents are not at all absent without ta!ing permission. %he table reflects that wor!ers dissatisfaction about e'ertion leave facility, because company neither do nor give leave when the employees want, this is the reason employees are absent to wor! without ta!ing prior permission.

PERCENTAGE

0% 64% Not at all Mo+tl2 100% 36% 4ome t me+ Total

9<. %able ;.9< showing the wor!ing environment.

SI *O OPTIO*S *O.OF RESPO*DE*TS 1 # % ' Ve$/ good +ood )!e$age Poo$ Total D #@ 1( = (@ 1'> '@> %@> 1B> 1@@> PERCE*T)+E

%he success of every organisation lies on its ability to build on environment where the potential of the every employee is realised and actively applied in refastening business ob#ectives. %he table shows that ;<> of the respondents are rating wor!ing environment is very good, 6<> the respondents rating it is average 4E> of the respondents rating it is very poor. %he table reflects that ma#ority of the respondents have good opinion about 3%MH wor!ing condition because it is provided all the welfare facilities to employees.

PERCENTAGE

14% 40% 100%

8er2 )oo! Goo! Avera)e Poor Total

30% 16%

94. %able ;.94 shows the employees opinion for motivational class regarding absenteeism
SI *O OPTIO*S *O.OF RESPO*DE*TS 1 # 5e" *o Total %# 1= (@ B'> %B> 1@@> PERCE*T)+E

Motivation is a Hatin word, meaning /to move as 3urleson and )teiner state 0& motive is an inner state that energiBes an activates or moves and directs or channels behaviour towards goal. %he table shows that E;> of the respondents are wants motivational classes while 6E> of the respondents are dont want motivational classes. %he purpose of motivation is to create condition in which people an willing to wor! with Beal, so motivation is very important to controlling absenteeism.

PERCENTAGE

64% /e+ No 100% 36% Total

99. %able ;.99 showing the respondents opinion about e'isting leave facilities.
SI *O OPTIO*S *O.OF RESPO*DE*TS 1 # % Hig,l/ "ati"fied Sati"fied *ot "ati"fied Total ? %1 1@ (@ 1=> B#> #@> 1@@> PERCE*T)+E

%he table shows that E9> the respondents are satisfied with e'isting leave facilities 9< > of the respondents are not satisfied with e'isting leave facilities and only 4I> of the respondents are highly satisfied with e'isting leave facilities.

%he table reflects that the ma#ority of the respondents are satisfied with e'isting facilities, this shows 3%MH providing enough leave facilities to employees

PERCENTAGE

18%

( )*l2 +at +7 e! 100% 62% 4at +7 e! Not +at +7 e! Total

20%

96. %able ;.96 showing respondents satisfaction about pay scale

SI *O

OPTIO*S

*O.OF RESPO*DE*TS

PERCE*T)+E

1 #

5e" *o Total

#' #B (@

'=> (#> 1@@>

.age and salary administration refers to the establishment and implementation of sound policies and practise of employees compensation. )alary normally refers to the wee!ly or monthly rates paid to clerical administrative and professional employees.

%he table shows that :9> of the respondents are not satisfied with the wage which paid by the organisation and ;I> of the respondents are satisfied with wage %he table reflects that who are ta!ing about Rs4I<<. they are felt satisfied but who are getting below Rest. I<<< they are not satisfied.

PERCENTAGE

48% /e+ 100% No Total 52%

9;. %able showing the respondents awareness about the disciplinary action for absenting prior information.
SI *O OPTIO*S *O.OF RESPO*DE*TS 1 # 5e" *o Total %B 1' (@ D#> #=> 1@@> PERCE*T)+E

&ccording to )piegel,8 Jiscipline is the force that prompts on individual or a group of observe the rules and regulations and produces which an deemed to be necessary to the attainment of ambiguities it is force or fear of force which retains an individual or a group form dealing thing which an deemed to be destructive of group from dealing things which an deemed to be destructive group of ob#ectives it is also the e'ercise of retain or the enforcement of penalties for the violation of group regulation. %he table shows that =9> of the respondents are aware about disciplinary action and 9I> of the respondents are not aware about disciplinary action of the company.

PERCENTAGE

32% /e+ 100% No Total

28%

9:. %able ;.9: showing the awareness about disciplinary action.

SI *O 1 #
% '

OPTIO*S 6a$ning Pa/ off

De.otion Total "&"0en"ion

*O.OF RESPO*DE*TS #@ 1'

@ %

PERCE*T)+E '@> #=>

@> B>

*o action &nde$gone Total

1% (@

#B> 1@@>

&ccording to spiegal,8 Jiscipline is the force that promotes individual an a group to observe the rules and regulations and producers which an deemed to be necessary to attainment of an ob#ectives it is force of fear of force which retains an individual or a group from dealing thing which an deemed to be destructive of group from dealing things which an deemed to be destructive group of ob#ectives it is also the e'ercise of retain or the enforcement of penalties for the violation of group regulation. %he table shows that ;<> of the respondents getting warning 9I> of the respondents are cut pay off, 9E> of the respondents are no action under gone and only E> of the respondents getting suspension. &s researcher observes that ma#ority of the respondents got warning notice for their absenteeism, this shows that they are getting notice first time and 9I> of the respondents got pay off because they are habitual absentees.

PERCENTAGE

40%

$ar# #) Pa2 o77 &emot o#

100% 26%

28% 0% 6%

Total +,+0e#+ o# No a't o# ,#!er)o#e Total

FI*DI*+S
1or I9> of the respondents are male 1or ;E> of the respondents belongs to the age group of 6E$;< years. E9> of the respondents are married. :I> of the respondents educational ualification is puc$degree. ;<> of the respondents are wor!ing in weaving department. 6I> of the respondents have above 4< years e'perience persons =E> of the respondents are s!illed wor!ers.

 E;> of the respondents are Rs. ;<<4$I<<< income group. EE> of the respondents are absent for :$4< days. :E> of the respondents are travelling from 44 to 4:!ms I<> of the respondent opinion is that not all they will not absent for immediately ne't day after ta!ing salary. 6E> of the respondents are habituated to smo!ing. E;> of the respondents are absent due to the house hold duties. =I> of the respondents opinion is that sometimes they absent themselves due to stress at wor!. =I> of the respondent s feel #ob interesting ;E> of the respondents are satisfied with the wor!ing condition provided. =<> of the respondent feel wor! is tiring. E9> of the respondents opinion is that they will be no superiors approach

E;> of the respondents will mostly absent from with out prior permission

 ;<> of respondents opinion is that wor!ing environment is good. E;> of the respondents are need to motivational classes. E9> of the respondents are not satisfied with the e'isting leave policy. :9> of the respondents are not satisfied with the pay scale provided by company. =9> of the respondents are aware of the disciplinary action. ;<> of the respondents opinion is that they will get warning if they get absent without permission.

S3++ESTIO*S
&n attempt made in this chapter to present the various suggestions for the preventing the absenteeism in the company. %he suggestions here are based on the facts gathered during the study. 1rom the statistics, the researcher has gathered certain facts about various reasons for the preventing absenteeism in the company. Most of the employees are travelled by bus, and also they are travelled from E to 4< !ms and above, this is reason most of them are absent themselves due to the discomfort in travelling, so company considered this one and provide them to employees bus. Most of them are uncomfortable in the wor!ing environment li!e leave policy, disciplinary notice and also pay, so management should discuss with them and solving their problem. Most of the respondents are not aware about company policies, so management must provide them to training program relating to company policies. Most of the respondents are habituated to bad things li!e alcoholic, smo!ing... etc, so management must appointed counsellor for coping them from bad habits. Management provide motivational classes for employees. )upervisors are discuss their problem and try to solve their problem

 Heave policy may be modified and providing leave for genuine reasons li!e illness and other social problems. &de uate facility of rest rooms and fle'ible intervals can be provided to wor!ers under stress and suffering from illness. %hose who are absent themselves after receiving their salary, should be identified by the supervisor and they should ma!e an attempt to !now the problem if it is severe.

CO*C13SIO*
&n attempt is made in the study to present the various reasons for absenteeism in the company .& epilogue is based on for facts gathered during the study from above finding and suggestion. %he researcher concludes that absenteeism is not due to one fact or but multiple factors both personal and professional reasons. %he rate of absenteeism calculated monthly or annually in various industries, places or companies range generally between 5 to 6< or in some cases even to around ;<> of the wor! force. %o conclude the organisation can overcome its drawbac!s by reducing the absenteeism so that it can go for innovation and continuous improvement to stay in business for a long time

3(3H(*FR&MHP
Refe$ence Boo-"
S1*O BOOES )3THOR P3B1IC)TIO*

Human resources management

-.&swathappa %&%& McFraw H(HH

Human resources Management

M.)ubba Rao

Himalaya

Research methodology

@.R.-othari

Cew &ge (nternational

OTHERS

@ompany 3roachers 3usiness MagaBines

6EBSITE
222.b,a$at"il-".co. 222.b,a$atti""&e".co.

:3ESTIO**)IRES
P)RT A1 PERSO*)1 DET)I1S

4. Came

9. Fender a) Male b) 1emale

6. &ge a) 9< to 9: b) 9E to 6< c) 64 to 6: d) 6E to ;< e) above ;<

;. Marital status a) Married b) unmarried

:. "ducation ualification &) high school b) puc to degree c) p.g d) others

E.

%o which of the following income group do you belongO a) Rs. 4<<< to ;<<< b) Rs ;<<4 to I<<< c) Rs I<<4 to 49<<< d) Rs. 494<4 and above

=. &ny member wor!ing in your family other than youO a) Pes b) no

I. &re you habituated toO a) )mo!ing b) alcohol c) gambling d) others

5. Jo you have any family problemsO a) Pes b) no

P)RT II

JOB F)CTORS

4<.

Pou are wor!ing in which departmentO TTTTTTTTTTTTTTTTTTT

44.

)ervice in this organisation7 a) less than 9 year b) 6 to : years c) E to 4< years d) &bove 4< years

49.

Cature of #ob a) s!illed b) uns!illed c) semis!illed d) highly

46.

How many days you have been absent during the previous yearsO

a) : to 4< b) 44 to 4: c) 4E to 9< d) above 9<

4;. %ravelling distance to the wor! placeO a) 4 to : !ms b) E to 4< !ms c) 44 to 4: !ms d) 4: and above

4:.

Jo you have any other businessK wor! apart from this #obO a) Pes b) no

4E.

Jo you absent your self immediately the ne't day after receiving your salaryO a) ,sually b) sometimes c) not at all

4=.

Jo you absent yourselfO a) on account of illness b) due to ill health of family members c) to attend house hold duties d) other reason

4I.

Jo you absent yourself due to stress at wor! a) ,sually b) some times c) not at all

45.

Have you incurred debtsO a) Pes b) no

9<.

Jo you find your #ob interestingO a) Pes b) no

94.

&re you satisfied with wor!ing conditions provide to you a) Much satisfied b) satisfied c) not satisfied

99.

Jo you thin! your wor! is tiringO a) Pes b) Co

96.

Jid your supervisors appreciate you while doing good #obO a) Pes b) Co

9;.

@an you solve wor! related problems by discussing with supervisor or a) Pes b) Co

e'ecutivesO

9:.

(f leave is not available do you absent t from wor! with out prior permissionO a) Mostly b) sometimes c) not at all

9E.

How is the wor!ing environment in your factoryO a) Gery good b) good c) average d) poor

9=.

Jo your company wor!er co$operate with you all the timeO &) Mostly b) sometimes c) not at all

9I.

Jo you ta!e leave after doing over timeO a) @ompulsory b) in provide c) not at all

95.

Have you undergone any motivational classes K training for curtailing a) Pes b) no

absenteeismO

6<.

.hat do you thin! about the e'isting leave facilitiesO a) Highly satisfied b) satisfied c) not satisfied

64.

&re you satisfied with the pay scale provided by the companyO a) Pes b) no

69.

&re you aware of the disciplinary action with out prior informationO a) Pes b) no

66. wor!O

Have you been punished with any one of these disciplinary actions for absenting from

a) .arning b) pay off c) demotion d) suspension e) no action undergone.