A

Project Report on
“Causes, Effects and control of Absenteeism of workers in April-
June”

WITH REFERENCE TO
“Plastiblends India Limited”
“Kadaiya, Daman Manufacturing Division”

SUBMITTED TO
Department of Management Studies, Bhimtal

In Partial Fulfillment for the requirement of the degree of

MASTERS OF BUSINESS ADMINISTRATION

Submitted by
Joshi Mohit Nandkishor
Roll No- 1664610009

Under the Guidance of

Mr. Vilas Bhalerao
V.P H.R- Plastiblends India Ltd.

Through The HOD

Department of Management Studies
Kumaun University, Bhimtal Campus-Uttarakhand

PDF processed with CutePDF evaluation edition www.CutePDF.com

 DECLARATION

I, Joshi Mohit Nandkishor, hereby declare that this project work

entitled “Causes, Effects and control of Absenteeism of workers in April-June”
is a result of my own work & indebtedness to other work/ publications, if any,
have been duly acknowledged.

This Research work has not been submitted for the award of any other
Degree, Diploma, Fellowship or other similar title at Kumaun University or
any other University.

I understand that any such copying will be punishable by the University

Authorities.

Date: -

Place:-Daman Joshi Mohit Nandkishor

 ACKNOWLEDGEMENT

The satisfaction and euphoria that accompany the successful

completion of any task would be incomplete without the mention of the
people who made it possible, whose constant guidance and encouragement
crowned with success.

This Endeavour would not have been possible without help of the
following individuals. Every person we mention plays a piece of the puzzle to
make picture complete, some pieces are bigger than others, but without any
one piece, the picture would not be complete.

I sincerely thank Department of Management Studies,

Bhimtal, for providing me with this opportunity to improve our knowledge
by giving an opportunity to work on this project.

I thank Prof. P.C Kavidayal, HOD, DMS Bhimtal for providing

me with the necessary facilities for doing the project. And external guide Mr.
Vilas Bhalerao- V.P Human Resource and Mr. Uday Bhandari- Sr.
Executive Human Resource. Without whose help project is not possible.

I sincerely thank Plastiblends India Limited, Daman, for

providing me with this opportunity to improve my knowledge by giving an
opportunity to work on this project.

Joshi Mohit Nandkishor

 TABLE OF CONTENTS
CHAPTER PARTICULARS PAGE
NO. NO.
1-5
1. RESEARCH DESIGN AND METHODOLOGY
1.1 Introduction 1
1.2 Objectives of Study 1
1.3 Problem Statement 1
1.4 Scope of Study 2
1.5 Research Methodology 2
1.6 Limitations to the study 4
1.7 Future Scope 5
6-10
2. COMPANY PROFILE
2.1 Introduction Details & History 6

2.2 Introduction to the Company 7

2.3 Product Details of the Company 9
2.4 Certificates and Recognitions 10
11-15
3. THEORETICAL BACKGROUND
3.1 Introduction to HRM 11
3.2 Abstract of Absenteeism 12
3.3 Meaning of Absenteeism 12
3.4 Various calculations to measure absenteeism 13
3.5 Literature review on absenteeism 13
3.6 Strategies to curb Absenteeism 15
4. DATA PRESENTATION AND ANALYSIS 16-22
5. FINDINGS, SUGGESTIONS AND CONCLUSIONS 23-26
BIBLIOGRAPHY
ANNEXURE
 EXECUTIVE SUMMARY

The Researcher has carried out the project for a period of 6 weeks in a
well reputed company “Plastiblends India Ltd.” On the topic “Causes, Effects
and control of Absenteeism of workers in April-June”, which is the subject
covered under the main project.

The Researcher framed a set of Questionnaire and conducted various

interviews with employees of Plastiblends India Limited. The response
towards the questionnaire was quite good. The Researcher carried out an
analysis of the survey questionnaire and interviews from which the results
were made visible after the completion of the analysis.

The objective of the project undertaken was to examine the real cause
that give rise to absenteeism, thereafter to evaluate and control the negative
impact of absenteeism on the organization. The Researcher has found various
experiments which will be useful to minimize absenteeism in peak months.
 Chapter 1

Research Design
And
Methodology
 Kumaun University, Nainital

Chapter 1: Research Design and Methodology

1.1 Introduction:-
The Researcher Mr. Joshi Mohit Nandkishor is pursuing MBA in Human Resource
Management from Department of Management Studies- Bhimtal, Uttarakhand. As a part of
the curriculum, researcher has undergone his summer internship at Plastiblends India Limited
Manufacturing Division Located at Kadaiya Village, Daman (Daman & Diu). Project titled as
“Causes, Effects and control of Absenteeism of workers in April-June at Plastiblends India
Limited – Kadaiya, Daman Manufacturing Division”.
The researcher has completed B.C.A in Computer Applications from SSR college of Arts,
Commerce and Science (Affiliated to University of Pune) Silvassa.

1.2 Objectives of the Study:-

The objectives concerned with the study were to understand organization which
includes:-
1. To observe &understand the area of Human Resource Management of the
Organization.
2. To examine the cause that gives rise to Absenteeism in April-June.
3. To evaluate the effect of Absenteeism on Manufacturing Operations.
4. To Analyse the Effectiveness in order to cater with Absenteeism.
5. To find out the possible and practical experiments to reduce Absenteeism in April-
June

1.3 Problem Statement:-

Researcher found the opportunity of improvement in the area of making the best use
of available manpower through availing the benefits of efficient labours who seemed to be
not available in the month of April-June. Also to check in which stage management is lacking
to use optimum labour force in the month of April-June? The problem is not that, workers
take leave, main problem occurs while maximum number of workers take leaves in the month
of April-June which cause a heavy loss to organization. The major issue in Plastiblends India
Ltd is, in the month of April-June, the number of leave opting workers are increasing year on

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year. This issue is continuously showing its drastic effect on overall operational activity in an
organization.
Thus, the topic for research was “Causes, Effects and control of Absenteeism of
workers in April-June at Plastiblends India Limited – Kadaiya, Daman Manufacturing
Division”.

1.4 Scope of the Study:-

The Development of any Organization depends on the regularity of Employees whenever

required.
The study is conducted to study and analyse the reason for absenteeism between
April-June in two units of Plastiblends India Limited at Daman.
This study is conducted with an intend to understand the attitude of Superior and
Subordinates in context of absenteeism in April-June month.
By looking it one can adopt requires steps to decrease irregularities and take proper
CAPA(Corrective Actions and Preventive Actions)in the organization, leads to
organizational growth.
This study can be very help full in labour oriented organizations where managing
workers is supposed to be a very tough task.

1.5 Research Methodology:-

Research is a scientific and systematic search for pertinent information on a specific
topic. In fact, research is an art of scientific investigation. In short, the search for knowledge
through objectives and systematic method of finding solution to a problem is research.
Research Methodology: - A system of model, procedure and techniques used to find the
result of a research problem is called research methodology

Formulation of research design:-

Research design:-
Definition:-
A plan outlining how information is to be gathered for an assessment or evaluation
that includes identifying the data gathering method(s), the instruments to be used/created,

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how the instruments will be administered, and how the information will be organized and
analysed.

Sampling Design:-
A sample design is a definite plan determined before any data are actually collected
for obtaining a sample from a given population.
The total workers in the organization are 451.
Sampling: -
Sampling is the art and science of controlling and measuring the reliability of useful
statistical information through the theory of probability.

Sample Size:-
Researcher has decided to take sample size 131, out of which 120 respondents from
workers and 11 respondents from officers and senior executives of Management.

Sampling Method:-
Convenience Sampling is being used to carry out the survey.

Data Collection:-

There are various ways to collect the data. The data can be collected through
observation, questionnaire, Interview etc. In this research, Researcher has used multiple ways
to collect primary data which includes mix of Questionnaire and structured interviewing
technique for workers and unstructured interview technique for Officers and senior executive.
Researcher collects the data through questionnaire and interview which consists of 18
questions. Researcher questionnaire consists of different question:-
Multiple - Choice Question.
Open and Close ended Questions

Selection of Sources of Data:-

There are two types of data used in research:
1. Primary Data
2. Secondary Data

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Secondary Data:-
The secondary data are those which have already been collected by someone else and
which have already been passed through the statistical process.
The methodology applied for collection of data was both primary and secondary data.

Primary Data:-
The Primary data are those which are collected afresh and for the first time, and thus
happen to be original in character.

Secondary Data Collection:-

The project is mainly related to the study of Human Resource Management Practices.
For the purpose of analysis, the data is collected from various past records and various Policy
Statements and Reports. The elements in these statements are properly studied and learned to
make proper interpretations.
Primary Data Collection:-
The information collected from Formal discussions with Company Guides, staff
members etc. By preparing Questionnaires and consulting with various experts and Human
Resource Consultants. And an informal discussion the Manager and HR staff of the company.
Analysis of Data:-
Analysis of data involves a number of closely related operations which are performed
with the purpose of summarizing of collected data and organizing these in such a manner that
they answer the research questions.
After collection of data, researcher analyses the data. The researcher analyses the
collected data by using statistical measures bar chart.

1.6 Limitations:-
The research was conducted in one of the plant of Plastiblends India Ltd.
The researcher was unable to collect all the necessary data because of data privacy
policy of the firm.
The data may not be 100 % accurate because data was collected during duty hours,
therefore there may be chance of unconscientious responses.
Due to hectic schedule, the researcher could only gather data from 120 workers and
11 Managerial Executives respondents.

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1.7 Future Scope:-

The study can be conducted further by taking various sources and at various other
plants of the Plastiblends India Ltd and other Organizations too.
The practical experiments described in this study are according to ground reality of
manufacturing industry where operations and productions are directly proportionate to
workers availability in planned time period.
As the time period of April-June is considered as Peak for opting permanent leave in
any sector, this study can help a lot and can be further enhanced for 100% accuracy
for individual organization.
Psychological questions are very hard to get correct response from workers, this study
has also focused on these type of question with the help of mix data collection, which
can be further used for collecting data.
The format of questions in the survey, data collected, analysis made, result obtained
can be used as a secondary data to carry out survey for similar kind of topics in any
other Organization.

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Chapter 2

Company
Profile
 Kumaun University, Nainital

Chapter 2: Company Profile

2.1 Introduction Details & History:-

Plastiblends India Ltd. is a part of the well-known kolsite group of companies. It is India’s
largest manufacturer and exporter of Masterbatches, Additives and compounds for the plastic
processing industry.

Headquartered in Mumbai, It has world class product development and state of

manufacturing plants at two locations in Daman (Union Territory) and Roorkee
(Uttarakhand). Plastiblends exports to more than 30 countries worldwide and has a strong
foot-hold in global and domestic markets with wide spread distribution network across the
globe to cater the varying demands of the customers at any part of the world.

The brand Plastiblends represents a mark of quality, loyalty, and strength. Our success is
based on four pillars of Strength- Manufacturing, Distribution, Innovative Products and
Human Capital. These four pillars have made the company stand apart and succeed in today’s
highly competitive market.

World class quality has been cornerstone in our business strategy. The company has invested
extensively in product development and manufacturing facilities to maintain the international
quality standards. Our ability and focused approach towards the customer’s requirements has
given us clear edge in market place and stringent quality measures and competent
management system ensures that the finest products reach the customer consistently.

Plastiblends offer value, reliability and innovative products to all customers. As the largest
manufacturer and exporter in the Masterbatches in India we always believed in investing in
newer and more efficient technologies that focus on high quality and cost competitive
manufacturing.

Backed by years of experience we are able to offer optimum solutions to all our customers by
constantly monitoring market demands and customer changing needs. Whether developing a
new grade or conducting trials at the customers end our expert team is always available to
extend their expertise and knowledge to facilitate the customers’ business. Working closely
with our customers and dealers we aim to be a world class company with a sincere in the
success of our customers and flourishing their business.

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The Kolsite Group

We are a part of the dynamic and forward thinking Kolsite Group, which came into existence
over four decades ago. Each Group company is an avowed leader in its line of business with
unrivalled domain competence. The Group’s consistent commitment to develop and deliver
premium quality products has made the Kolsite brand synonymous with quality & reliability
and with excellence in customer service and care. Our focus is to meet customers’ needs in a
sustained manner by use of cutting edge technology and innovation. This Group is
Committed to the plastics industry.

2.2 Introduction to Company.

Vision
• Attain and Maintain leadership status in our chosen field of business
• Focusing all our actions towards Total Customer Satisfaction.
• Continuously striving to innovate our processes, products and services to generate
value for money in all our efforts – both internal and external.
• Making total employee involvement, sincerity of purpose and commitment to
objectives as the foundations of this vision.

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Mission
“Our mission is a statement of what we stand for. It touches our interactions, activities and
relationships with all our stakeholders. The way we do our business, our work culture, our
quality perspectives, our obsession with innovative technologies and our commitment to our
human resources are all singularly focused on enhancing and adding value.”

Quality Policy PLASTIBBATCHES AND COMPOUNDS WHICH ARE VITAL

Our leadership position is determined by continuously meeting our customers’
requirements/expectations by:
1. Design development and manufacture of high quality products to laid down
specifications, both internal and those specified by our customers.
2. Use of latest manufacturing technologies and methods.
3. Providing excellent services and support through a well-established network of
dealers and agents.
4. Well trained and motivated employees who consider customer service as their prime
responsibility. and motivated employees who con
Our sophisticated quality control facilities at Daman and Roorkee units, are comparable to the
best in the world. We have been awarded the prestigious ISO 9001 : 2008 Certification by
TUV SUD AMERICA INC. for adhering to stringent quality standards. TQM is followed at
every level as per ISO norms as part of the continuous efforts to maintain the highest quality
standards. All production batches are subjected to process ability tests for a wide range of
critical performance properties. These tests are done on standard processing equipment in the
laboratory, simulating actual processing.

Research and Development

Our well-equipped R&D facilities consistently deliver a broad spectrum of new and
customized solutions for tailor-made masterbatches with excellent price benefit ratios. This
technology and innovation centres which employs specialized polymer technologists is
focused on new product development and providing technological support to our customers.
Its role in optimizing and developing applications acts as a critical driver to increase our
competitiveness and market share.
We are professionally managed by our highly experienced promoters, who are technocrats
with strong leadership and entrepreneurial vision, ably assisted by an eminent Board of
Directors. We are run by highly motivated, technically qualified professional managers.

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Our human resources talent pool is well trained, skilled and performance driven. It includes
highly qualified Polymer Engineers with the latest technical know-how and innovative
abilities. These are the vital assets that have helped us to reach and maintain our leadership
status.

2.3 Product Details of Company:-

We provide thousands of black, white and colour masterbatches grades, including those
having high pigment loadings, temperature resistance, UV resistance and electrical
conductivity.
Plastiblends India Limited produces a large range of standard colours suitable for all major
processing methods and compatible with Polyolefins like PE, PP, EVA. We also supply
universal master batches compatible with various plastics like HIPS, ABS, Filled PP.
Our Range includes:
White masterbatches, Black, Standard Colours, Fluorescent Colours, Pearlescent Colours,
Metallic Effect, and Special Ceramic Effect Masterbatches.
Tailor made combinations of colour and additives to meet a variety of special customer
needs, can also be manufactured.

Our Range of Additive Masterbatches include:

Slip Additives, Antioxidants, Antiblocking Agents, Antistatic Agents, Antifibrillation
Agents, Ultraviolet Absorbers, Blowing Agents, Nucleating Agents, Optical Brightner and
Special Additives.
We also offer biodegradable masterbatches for film applications. Our masterbatches are
suitable for extrusion, moulding and blow moulding applications.
Plastiblends Bunch of colour range contains speciality masterbatches such as:
Aesthetic solid shades & Pastel colours Masterbatches
Metallic Masterbatches
Marble effect Masterbatches
Phosphorescent Masterbatches

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2.4 Certificates and Recognitions

We are the First Masterbatches Company to be accorded the status of an Export

House by Government of India.

Our shares are listed in the Bombay Stock Exchange and National Stock Exchange -
the two premier bourses of India.

Awarded the highest recognition for exports, the prestigious Certificate as Largest
Exporter of Masterbatches from India for three consecutive years : 2003-04, 2004-05,
2005-06, by The Plastics Export Promotion Council, India.

Our Research & Development facility is recognised by Department of Scientific &

Industrial Research (DSIR) as “In-house R&D Unit ".

Blending
Science with Commerce

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Chapter 3

Theoretical
Background
 Kumaun University, Nainital

Chapter 3: Theoretical Background

3.1 Introduction to HRM:-

The main purpose of Human Resource Management and its importance and to
describe how HRM functions helps companies to meet the challenges of global competition
in today’s world. Human Resource is a crucial sub-system in the process of management. The
term human resource is quite popular in India with the institution of ‘Ministry of Human
Resource Development’ being the Union Cabinet.
Human Resource Management central concern is the efficient utilisation of HRs.
Human Resource Management is the process of managing the people of an
organisation with a human approach. HR approach to man power enables the manager
to view his people as an important resource.
Human Resource Management is the staff activity requiring special knowledge and
skill in understanding and predicting individual behaviour, interpersonal behaviour,
group behaviour and organisation behaviour.

Definition of HRM:-
Human Resource Management is a responsibility of all those who manage people as
well as being a description of the work of personnel who are employed as specialists. It is that
part of management which is concerned with people at work and their relationships within an
enterprise. It applies not only to industrial and commerce but to all the fields of employment.

Institution of Personnel Management in UK:-

Human Resource Management is the Planning, Organising, Directing and Controlling
of the procurement, Development, Compensation, Integration and Maintenance of people for
the purpose of contributing to the organisational, individual and social goals.

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3.2 Absenteeism:-

Abstract:
Absenteeism in Indian industries is not a new phenomenon. It is the manifestation of a
decision by employees not to present themselves at their place of work, at a time when it is
planned by the management that they should be in attendance. Many research reports reveal
that there has been a phenomenal increase in absenteeism in some industrial sectors. The
absenteeism becomes a problem to organizational management particularly when employees
absent from their work environment without giving sufficient notice and by justifying their
stand by furnishing fake reasons. The reasons for absenteeism are many. The factors
contributing to absenteeism from work includes individual and environmental factors. These
consists of sickness, accidents, occupational diseases, poor production planning (flow of
work), bad working conditions and inadequate welfare conditions, lack of trained laborers,
insecurity in employment, collective bargaining process, rigid control system, lack of
supervisory support, lack of interest, lack of cohesive and cordial culture and so on. The
individual reasons may vary from organization to organization depending upon the
organizational climate, employee's attitude and influence of external organizational factors
(market forces, social activities that influence the industrial culture prevailing in geographical
zone etc.). High rate of absenteeism is neither desirable to employers nor good for the
employees. The levels of absenteeism and reasons for its occurrence are dependent on many
variables in an organizational environment. This research highlights the ways to reduce the
absenteeism of the employees in the Indian Industry.

3.3 Meaning
Absenteeism is the term generally used to refer to unscheduled employee absences from the
workplace. Many causes of absenteeism are legitimate, for example personal illness or family
issues, but absenteeism also can often be traced to other factors such as a poor work
environment or workers who are not committed to their jobs. If such absences become
excessive, they can have a seriously adverse impact on a business's operations and,
ultimately, its profitability. The Labour Department in India defined the absenteeism rate as
the total man-shifts lost because of absences as a percentage of the total number of man-shifts
scheduled. So for calculation of the rate of the absenteeism we require the number of persons
scheduled to work and the number actually present.

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3.4 Various calculation to measure Absenteeism

The rate of absenteeism can be calculated by considering the number of persons scheduled to
work and the number actually present. Thus, the rate of absenteeism can be estimated in the
following way: Rate of Absenteeism =
a) Average number of Employees
b) No. of available work days
c) Total number of available working days = a*b
d) Total number of lost days due to absenteeism = a/c

The Bradford Factor or Bradford Formula is used in human resource management as a means
of measuring worker absenteeism. The theory is that short, frequent, and unplanned absences
are more disruptive than longer absences. According to the Chartered Institute of Personnel
and Development the term was first coined due to its supposed connection with research
undertaken by the Bradford University School of Management in the 1980s. It was developed
as a way of highlighting the disproportionate level of disruption of an organisation's
performance that can be caused by short-term absences compared to single instances of
prolonged absence.

It was originally designed for use as part of the overall investigation and management of
absenteeism. In contrast, if used as part of a very limited approach to address absence or by
setting unrealistically low trigger scores it was considered short-sighted, unlikely to be
successful and could lead to staff disaffection and grievances. The use of the Bradford Factor
often provokes heated debate.

The Bradford Factor is calculated as follows:

Where:

• B is the Bradford Factor score

• S is the total number of spells (instances) of absence of an individual over a set period
• D is the total number of days of absence of that individual over the same set period

The 'set period' is typically set as a rolling 52-week period.

For example, this is how 10 days absence could be shown:

• 1 instance of absence with a duration of ten days (1 × 1 × 10) = 10 points

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• 3 instances of absence; one of one, one of three and one of six days (3 × 3 × 10) = 90
points
• 5 instances of absence; each of two days (5 × 5 × 10) = 250 points
• 10 instances of absence; each of one day (10 × 10 × 10) = 1000 points

A score above 450 is generally categorised as "recommended dismissal" whilst a score

between 250 and 499 is categorised as "final written warning"

Note: Bradford Factor should be used when annual leave given is 28 days. Any other factors
such as Bank Holidays should not be used as annual leave.

The rate of the absenteeism in Indian industries is very high and cannot be dismissed. A
Statistical study of absenteeism of Indian Labour observed that, the basic cause of
absenteeism in India is that industrial worker is still part-time peasant. Thus the workers go to
find jobs at cities after the harvesting their crops. It means that when the transplanting season.
These workers consider to the modern industrialism is insecure. Thus, cause to high rate of
the absenteeism in the industrial sector. According to the Labour Investigation Committee
(1946), there were many reasons that caused the absenteeism of the industrial workers.

3.5 Literature Review

Sadri and Lewis (1995) classified workplace absenteeism into two types Type A and Type B.
Type A absenteeism can be defined as an absence from the workplace that is completely
unavoidable on the employees part. Type A absenteeism is viewed by the employer as a
genuine and legitimate absence. Common Type A absences include bereavement, jury duty
and illness Type B absenteeism is at the opposite end of the spectrum to Type A. Believed
that Type B absences are avoidable and they comprise of an individual choice of the
employee. It is believed that the key component of Type B absence is the lack of motivation
in an employee. Over the years the rates of absenteeism have varied in organisations
according to an absence management report published by CIPD in association with Simply
Health (2012), it was reported that following on from the recession the average level of
absenteeism has fallen to a record low since 2002 across the majority of sectors in Ireland and
the UK. It can be argued that the recession has led to a fall in absenteeism due to the
employees being concerned about job security

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Ricardo Mateo (Article · Jan 2008)

Absenteeism among manual workers is without doubt one of the most significant factors that
affect the functioning of assembly lines. It is a widely held view that high levels of
absenteeism have negative repercussions on the quality and costs of operations. According to
the scientific theory of work, workers who temporarily stand in for their absent colleagues
affect production quality levels because of a lack of work specialization and experience.
However, new and sophisticated automation can eliminate the effect of absenteeism on
assembly line production. This article gathered more than 960,000 products produced by
different levels of absenteeism. The effects of absenteeism on the quality of products in
assembly lines over the course of one year were analysed. In contrast to established thinking,
the empirical evidence presented here confirms that absenteeism does not always produce
problems in the quality of products. © 2007 Wiley Periodicals, Inc.

3.6 Various Strategies to curb absenteeism are:

1) High collaborative culture.
2) Be aware of problems that may affect employee attendance or performance
3) Develop open communication between managers, supervisors and employees.
4) Employees are encouraged to voice their concerns so their perceptions of the work place
are clear and can be dealt with.
5) Regularly scheduled department meetings are an excellent way not only to hear employee
perceptions and concerns but also to communicate organizational goals
6) An employee's relationship with their supervisor can greatly influence their feelings about
their work, their co-workers and thus their attendance at work
7) More openness and transparency on the part of management.
8) Official warnings.
9) Develop a comprehensive and collaborative continuous improvement program throughout
the department.
10) Counsel individual employees. Discuss with all employees problems of unjustifiable time
off.

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 Chapter 4

Data
Presentations
And
Analysis
 Kumaun University, Nainital

Chapter 4: Data Presentation and Analysis

For officers and Top Executives

Q-1 Have you faced high absenteeism rate in the period of April-June in your department?
If yes please specify in figures

Sr. No. Particulars No. of Respondent

1 YES 11
2 NO 0

12
11

10

0
0
Yes No

INTERPRETATION:

The survey states that according to the officers and Senior Executives of
Management; absenteeism rate in Production and Stores department in April-June
month is around 40-45%

These figures are rising question about how they manage these figures.

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Q-2 From last how many years you are facing this issue?

Sr. No. Particulars No. of Respondent

1 1-3 Years 0
2 3-5 Years 2
3 5-7 Years 1
4 <7Years 5

5
5

2
2

1
1

0
0
1-3 Years 3-5 Years 5-7 Years <7Years

INTERPRETATION:

As few of the respondents were new in organization, hence there response was not
recorded for this particular question.
While 6 respondents further added that, figures of unauthorised absenteeism in April-
June month is continuously increasing year on year.
Top executives in Production and Stores department are facing this issue from last
seven years.
As these figures are increasing year on year management every step to cater or stop
this problem is clearly seems to be ineffective.

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Q-3 Will you consider absenteeism under diseconomies of production? If yes upto what
extent?

S. No Particulars No. of Respondents

1 Yes 8
2 No 3

Opinion
9
Yes, 8
8
7
6
5
4
No, 3
3
2
1
0
Yes No

Opinion

INTERPRETATION:

Out of 11 officers & Executives, 8 employees straight away considered absenteeism

under diseconomies of scale and 3 employees who are at officers level does not
consider absenteeism under diseconomies of scale.

Executives at top level management accepted that on an average 20-25% production

is adversely affected because of absenteeism.

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Q-4 What are the major reasons of absenteeism in your department?

Sr. No Particular No. of Respondents

1 Sickness 0
2 Religious or social ceremony 11
3 Family Problems 4
4 Mal-adjustment with working 0
conditions or job demands

12
11

10

4
4

0 0
0
Sickness Religious or social Family Problems Mal-adjustment with
ceremony working conditions or job
demands

INTERPRETATION:

Multiple option selection was allowed for the above question.

The major reason behind absenteeism is Religious or social ceremony like. Marriages,
festivals
Along with Religious and social ceremony family problems are also plays a major
role in absenteeism.
Religious and social ceremonies may or may lead to absenteeism but family problems
like Death scenes, Maternity issues etc. definitely leads to authorised or unauthorised
absenteeism

DMS-Bhimtal Page 19
 Kumaun University, Nainital

For Workers

Is there any negative impact on production because of your Absenteeism?

Sr. No Particular No. of Respondents Percentage

1 Strongly Disagree 59 49.17%
2 Disagree 40 33.33%
3 Strongly Agree 12 10%
4 Agree 8 6.67%

70

59
60

50

40
40

30

20
12
10 8

0
Strongly Disagree Disagree Strongly Agree Agree

INTERPRETATION:

In the above question neutral option was not provided to find realistic responses.
In this study it can be easily interpreted that workers are not aware about individual
importance in organization.
Only 10% workers in the sample accepted that their absenteeism creates negative
impact on Operations or Production.
49.17 % workers are strongly disagree with this statement by responding:-
” मेरे रहने न रहने से कंपनी पर या फक पड़ता है.” “मेरे छु ी लेने से या काम के गा?”
33.33% workers somehow know about sole importance but not in operational field.
While 6.67% workers thinks that there might be production loss because of their
absenteeism.

DMS-Bhimtal Page 20
 Kumaun University, Nainital

Q-6 In which time period you opt for long leave and how many days?

Sr. No Particular No. of Respondents Percentage

1 April-June 80 66.67%
2 Others 25 20.83%
3 Uncertain 15 12.5%

90
80
80

70

60

50

40

30 25

20 15

10

0
April-June Other Months Uncertain

INTERPRETATION:

66.67% of workers opts time frame of April-June for Long leave

While only 20.83% workers opts other months for long leave
Local or nearby workers have uncertain leaves.
This interpretation alone reflecting the drastic effect of absenteeism on overall
operation, because around 66.67% workers takes leave in the month of April-June.
If data is analysed as per demographic or Tenure of working in company, the results
will be surprising. Few comparisons are as follows
According to sampling size, 60% of workers have working tenure of less than 7 years
(New Employees) and remaining 40% workers have tenure of more than 7 years (old
employees).84.16% workers are from U.P and Bihar and rest 15.83% are from other
states
While comparing working tenure with April-June period of Leave 68.75% of old
workers prefer April-June period for long leave and 65.23% of new employees are
opting leave in these months
Demographics says that 75.23% of workers of U.P and Bihar opt leave in the period
of April-June.

DMS-Bhimtal Page 21
 Kumaun University, Nainital

Q-7 It is observed that maximum number permanent leaves are in April-June, if yes can you
postpone your PL to other months?

Sr. No Particular No. of Respondents Percentage

1 Yes 11 9.17%
2 No 89 74.17%
3 Not responded(N/A) 19 15.83%

100
89
90

80

70

60

50

40

30
19
20
11
10

0
Yes No N/A

INTERPERTATION:

Only 9.17% of workers are ready to postpone their leaves to other months.

While 74.17% workers regretted to postpone their leaves to other months.

This interpretation shows workers flexibility according to organization need which

shows negative relation.

DMS-Bhimtal Page 22
 Chapter 5

Findings
And
Suggestions
 Kumaun University, Nainital

Chapter 5: Findings & Suggestions

5.1 Findings of Interview:-
Around 85-90% workers accepted that they take help of fake reasons for leave
approval, because they think that with real reasons they may not get their leave
approval.
Few workers accepted that in the month of April-June the working environment of
plant (Humid, heat) force them to opt for leave with fake reasons.
Maximum workers accepted that they never follow leave allotted period, (accepted
suspension), because of their personal reasons.

Findings with relevant Experiments or Suggestions

It has been found in this study that the workers are not aware about when to take leave
or when to stay in an organization.

They take leave on dual advantage basis when the season of marriage arrives, they
think that 2 works will be completed simultaneously with a companion.

There should be flexible arrangement for voluntarily leave, which can be rotated
internally.

________________________________________________________________________

We can take advantage of Worker’s internal harmony or worker’s brotherhood.

In this experiment we will allocate specific leave period to particular worker

according to company requirement or planning schedule, and this allocation will be
flexible for worker also.

Some worker’s also accepted this solution, to minimize company’s as well as their
credibility loss. This will surely decrease late comers to an extent.

__________________________________________________________________________

Maximum workers accepted that, if in a specific period if leave is not sanctioned, they
move without sanctioning the leave, the reason behind this was, Maximum workers
does not get any assurance from superior for future leave. Therefore they feel
uncertainty of leave in future also.

This can be improved with a small interaction with workers while sanctioning or
rejecting application.

It has been found in this study that the workers who have dependent work profile are
aware about operational loss of Organization due to their absenteeism, hence they
depend on other worker for leave approval.

DMS-Bhimtal Page 23
 Kumaun University, Nainital

But maximum numbers of workers are performing their task independently.

Some workers also accepted that dependency to be fixed in order to decrease negative
impact of absenteeism.

_______________________________________________________________________

It has been found in this study that the competent worker effects operations a lot as
compared to non-competent worker.

Few officers also accepted that 15% contract labor reduces only 5% operational loss,
because of unavailability of competent worker at a time.

Workers to be segregated on the basis of competency and skills and the leave
allotment of these worker to be adjusted internally by mutual consent.

_______________________________________________________________________

To reduce negative impact of absenteeism or to increase productivity of daily

Contract labor, Contract labor should be allotted at specified area only.(Strict
monitoring that the contract labor should not rotate in various department)

_______________________________________________________________________

It has been found in this study that on an average 80-90% workers does not comply
with leave allotted period.

Conservative Step Leave allotment should be done in front of co-workers with mutual
consent.(Focus on Leave Management)

Aggressive Step Strict action to be taken for late comers which will be useful as an
example for other workers.

DMS-Bhimtal Page 24
 Kumaun University, Nainital

Few Suggestions
Working environment (especially in the month of April to June) should be made
worker friendly, through various ventilation process in plant.

In past few years worker-superior meeting is conducted on half yearly basis for work
related training, but to make feel that they are important part of Organization,
MOTIVATIONAL training will help a lot.

There should be a return to Job- Interview by immediate superior.

Leave management to be started for giving credits to workers.

Reliable Labor contractors should be find out.

Workers enrichment program to be conducted.

Should try to recruit Diverse Work force.

There should be taken a strong step for workers health, considering workers as
intangible assets for long term.

For Unit-1, weekly off should be transferred to some other day except Sunday.

DMS-Bhimtal Page 25
 Kumaun University, Nainital

Conclusion:-

It can be observed that absenteeism can be controlled and reduced to a great extent if the
workers are committed and are supported by all levels of management. An effective
attendance record-keeping system, consultation and open communication by the management
can create a healthy productive work environment in the company. This would reduce
grievances and give greater employee satisfaction. Only when the positive approach is
unsuccessful does the company need to use the remedial approach to deal with habitual
abusers or with excessive absentee cases. In all cases the company's actions must be fair and
reasonable and consistently applied. While tackling workplace absenteeism by direct action
may alleviate the problem in the short- term, addressing the cause of the problem will provide
long- term benefits.

DMS-Bhimtal Page 26
BIBLIOGRAPHY
 Bibliography:
Books:-
Research Methodology Methods and Techniques by C. R. Kothari
New Age International Publisher (P) Ltd., New Delhi.
(Second Revised Edition: 2004)

Human Resource Management by K. Aswathappa

Tata McGraw Hill Education Private Limited, New Delhi.
(Fifth Edition)

Webliograph:
http://www.plastiblendsindia.com
www.ijsr.net
https://en.wikipedia.org/wiki/Bradford_Factor
https://www.researchgate.net/publication/222952893_Employee_Absenteeism
_A_Review_of_the_Literature
https://www.slideshare.net/supabuoy/absenteeism-32671378?qid=18a4d445-
d25b-4a8d-9ed1-e14fe3fe6a91&v=&b=&from_search=1
ANNEXURE
 Questionnaire cum Interview on Absenteeism
1) Please specify your name_________________

2) Have you faced absenteeism in the period of April-June in your department? If

yes please specify in numbers or percentage.

a) Yes

b) No

3) From last how many years you are facing this issue?

a) 1-3 Years

b) 3-5 Years

c) 5-7 Years

d) <7 Years

4) Will you consider absenteeism under diseconomies of production? If yes upto

what extent?

a) Yes

b) No

5) What are the contingency plans for this issue? How you address this issue?

__________________________________________________________________
__________________________________________________________________

6) What are the major reasons of absenteeism in your department?

a) Sick

b) Religious or social ceremony

c) Family Problems

d) Mal adjustment with working conditions or Job demands

e) Others please Specify____________________

7) What measures you suggest to minimize absenteeism?

__________________________________________________________________
__________________________________________________________________
 Personal Discussion

1. आपका सुभ नाम या है ?_______________________

2. आप PBI म कब से काम कर रहे हो?______________
3. आप कोन से डपाटमट म हो और या काम करते हो ?
___________________________________________
4. आप कहाँ के रहने वाले हो और दमन म #कसके साथ रहते हो
___________________________________________
5. साल म #कतनी बार छु'ट( लेते हो और #कतने )दन?_______________
6. आपके छु'ट( लेने के म*
ु य कारण या है ?
a. ,यि तगत या एमेज12सी कारण__________________
b. कंपनी म दे र तक 4श6ट करना_______________
c. काम से आराम के 4लए______________________
d. कोई और _____________________
7. आप #कस समय के अंतराल म छु'ट( करते है और #कतने )दन?
a. जनवर( – माच____
b. अ>ैल- जून____
c. जुलाई – 4सतंबर____
d. अ टूबर – )दसCबर____
8. यह दे खा गया है कF Gयादातर छु')टया अ>ैल से जून के माह म होती है
अगर हाँ तो या आप इन छु')टयो को टाल सकते है ?
a. हाँ
b. ना
9. या आप ये सोचते है कF छु'ट( लेना एक आम बात है ?
a. हाँ
a. ना
10. कंपनी का नुकसान ना हI इसके 4लए या सुझाव है ।
_______________________________________________________
11. छु'ट( लेने से >ॉड शन का भार( नुकसान होता है । अपनी >#Mया द(िजये
a. पूण असहमती
b. असहमती
c. सहमती
d. पण
ू सहमती
12. या आप अपने आप को कंपनी का जNर( भाग मानते है ? हाँ / ना
Joshi Mohit N.
Department of Management Studies,
Kumaun University,
Nainital, Uttarakhand
joshimohitbca@gmail.com

12/08/2017

Respected, Mr. Vilas Bhalerao Sir,

I would like to take the opportunity to thank you for your guidance,
supervision and insightful experience during my summer internship. My
experience was very rewarding and I have gained valuable insight into the
Human Resource Department. It has been a wonderful experience for me
and I hope I was able to provide some value to you as well. I greatly value
your kindness and the time you took out of your busy schedule dedicated to
mentor me.

Giving me the opportunity to interact with Executives, officers and workers

provided me a depth of practical experience and ground realities of the
Human Resource which I would not have gained in university.

I want to thank you for the time you spent advising me on skills I should
develop in the future and giving me constructive criticism on my first
attempt on my HR Project.

Thank you, again, for making my internship a rewarding experience. I hope

to keep in touch with you and the rest of the team.

Warm regards,
Joshi Mohit N.