Chapter-I Introduction: Department of Bba-Pesu Jan-Apr-2018

Employee absenteeism in Big Bazaar with respect to operational level employees
Chapter- I INTRODUCTION
1.1 Definitions for Absenteeism
1) Absenteeism refers to absence of employees from their scheduled work (Gibson, 1966 john, 1978)
2) An individual’s lack of physical presence at a given location and time when there is a social
expectation for him or her to be there. (Martocchio & Harrison, 1993)
1.2 INTRODUCTION TO THE STUDY
Absenteeism is one of the major problems now-a-days which is existing in most of the
organizations. Non-attendance of an employee from Work is called Absenteeism. An acceptable
level of presence is important for the accomplishment of objectives and targets by a division. It is
a major issue which is being faced by almost all employers in today’s times. Work is suffering
because of the non-attendance of the employees. Absenteeism of employees from work prompts
excesses, heaping of work and in this way work delay.
There are two types of absenteeism-
1) Innocence absenteeism - It is a type of Absenteeism in which worker or an employee is absent

from work due to some genuine cause. It may be because of his illness or personal family problem
or some other real or genuine reason
2) Culpable absenteeism – It is a type of absenteeism in which worker or an employee is absent from

work without any genuine cause. He/she may pretend to be sick or might just want a vacation and
stay at home.
1.3 Importance of the study
The study aims at absenteeism causes of employees in BIG BAZAAR. Currently organizations in
our country are taking 0genuine enthusiasm for controlling non-attendance or absenteeism of the
employees. Measures to forestall strikes have been given far and more noteworthy attention. One
purpose for this situation might be because strikes and lockouts are more loud and obvious while
absenteeism is noiseless and unnoticeable.
DEPARTMENT OF BBA-PESU Jan-Apr-2018 pg. 1
The significance of the study is that the organization is confronting a major problem of high rate of
absenteeism and hope that this study will help in finding out the reason for it and consequently the
association can take successful measures for checking the non-attendance.
1.4 Factors Influencing Absenteeism
1) Salary: -There is a very famous saying “you get what you pay for” salary is not at all a motivator
and still, at the end of the day it should be paid genuinely else it will prompt disappointment among
workers, frustrated employees will not give their best to the organization. So, salary is an important
factor affecting the non-appearance of employees.
2) Working condition: - The environment in which people work has an enormous effect on the level
of dignity for themselves and for the work they are doing. We must to do everything that will
ultimately prompt the development of the workplace and better the earth, better will be the general
working condition. A general employee will feel fulfilled and therefore take less leave.
3) Work Itself: - It is an important factor affecting absenteeism. How an employee/worker is

perceiving his/her function and what amount of outcome is he providing for the organization. If an
employee is relishing his/her work, the reason for nonattendance will finally be finished.
4) Acknowledgement: - Acknowledgement is one of the vital factors affecting absenteeism.

Individual at all levels of an organization need to be perceived for their achievement at work. Their
triumphs don't need to be monumental before they merit acknowledgment, however your praise
ought to be genuine.
5) Responsibility: - The employees will feel propelled if equal work obligation is doled out to
employees. They will feel motivated if they have responsibility of their work. This requires giving
the worker sufficient opportunity and energy to do their work with the goal that they believe they
own the outcomes.
All these are the major factor influencing absenteeism which regulates how frequently a person is
absent or present.
1.5 Effects of absenteeism on Industry

1) Production targets are affected.
2) Expands the workload of experienced and less experienced.
3) Leads to denial of finished products.
4) Production cost increases
5) Profit margin is lowered.
6) Industrial growth is impacted
1.6 Effects of absenteeism on Employees

1) Earnings of the employee is reduced.
2) Adds to his liability.
3) Purchasing power of an employee is decreased.
4) Leads to problems affecting his family.
5) Increase in mental pressure.
6) Leads to inadequacy in Job.
7) Unemployment.
1.7) Some Peculiar characteristics of absenteeism

1) The rate of absenteeism is most minimal on pay day. It increases quite significantly when
following the payments of wages and perks.
2) Absenteeism is generally high among workers who are less than 25 years of age. The younger
workers are not regular and prompt, probably because of employment of substantial members of
newcomers among the younger age groups.
3) In India absenteeism is periodical in character. It is highest amid March-April-May when a land
must be set up for monsoon saving and furthermore in the harvest season, when the rate goes high
as up to 40%.
4) The level of absenteeism is normally higher in day shifts.

Chapter- 2 LITERATURE REVIEW
1) Ramos, Amelita (2017) Absenteeism is a developing issue in health care workforce. This thesis
tries to understand some of the variables which may affect hospital employee absenteeism in the
Health Care Corporation of St. John’s. The study analyzed how workload, workgroup behavior
Sand past workgroup non-appearance pattern impact individual absence taking practices. This study
also found that the peer work group affected absenteeism. This study also contributes to the
comprehension of absenteeism in the health-care workforce. It provides important bits of
knowledge into factors that adds to employee absenteeism and can be utilized to create useful
strategies to reduce absence.
2) Harun Yıldız , Bora Yıldız , Cemal Zehir , Mustafa Aykaç (2015) In this study the impact of the
impacts of working time match and productivity demands on presenteeism and sickness
absenteeism was explored regarding Turkish culture. Compared with the Finnish studies this study
has similar results in the Turkish culture. We find that working time match between desired and
genuine hours diminishes presenteeism. One of the reasons of this outcome is that employees give
more attention to their health when working time balance is proper. At the end of the day, it supports
employees’ health.
3) Mary L. Marzec, Andrew Scibelli, Dee Edington (2015) This paper recommends that
organizations should focus on emotional health and physical well-being at the same time and not
storehouse people into programs that emphasis on one or the other. This examination additionally
strengthens conclusions of others that benefits in productivity measures are identified with keeping
up people in favourable health status and improving health for those with less favourable status,
particularly if different comorbidities exist.
4) Fedrica Cuccheilla, Massimo Gastaldi (2014) prepared this research paper with a main aim to
provide a broad perspective of the causes of workplace absenteeism in the Hera Group, an Italian
multiutility pioneer in ecological, water and energy services, and to portray different aspects of its
assessment and administration. It is proposed to give both a review of absenteeism information and
afterward advance to exploring solutions and discussions on absenteeism issues, associating
strategic objectives with human asset related issues.

5) DR. Jyoti Sharma, Irbha Magotra (2013) It has been found from the analysis that socio-economic
determinants of workers have positive impact on absenteeism of workers whereas organization
allied determinants have negative impact on their absenteeism. Since socio-economic determinants
are individual oriented i.e. particular to individual employee organizations should be beware of
these elements while choosing an employee.
6) A.J. Epstein,P.W. Groeneveld, M. Harhay, F. Yang, D. Polsky (2012) The objective behind this
paper was to look at the effect of standard versus minimally intrusive surgery on health plan
spending and work environment absenteeism for 6 types of surgery . The net effect of minimally
intrusive surgery over the 6 sorts of surgery examined was to bring down both health care spending
and worker absenteeism.
7) Dr. Renuka Rathod, Basavanth Reddy (2012) The conclusion drawn from this paper was there
are several explanations behind employee absenteeism in this specific organization, For example-
domestic problems, lack of co-ordination among sub-ordinates and others. However, the
absenteeism can be controlled and reduced by actualizing great working condition, and so on.
Henceforth, it can be concluded that people are the assets in any organization and absenteeism is
the practice of being absent and therefore the organization has to conquer such habitual stays.
8) Jan F. Ybema, Peter G.W. Smulders, Paulien M. Bongers (2010) inspected the inter-relationship
between registered employee absenteeism, work fulfillment and burnout in a longitudinal plan with
four yearly waves of information. The members were 844 laborers in 34 organizations in The
Netherlands. In accordance with the predictions, a complementary connection between work
fulfillment and absence recurrence was found. Lower job satisfaction expanded nonattendance
frequency in the next year, though higher nonappearance frequency brought down subsequent work
fulfillment. As opposed to the forecast, additional time lost because of nonappearance expanded
employment fulfillment in the next year. Moreover, it was found that higher burnout upgraded
future time lost because of nonattendance and brought down future employment fulfillment.
9) Jacqueline Mayfield, Milton Mayfield (2009) explored the relationship between strategic leader
language (as personified in Motivating Language Theory) and employee non-attendance. Results
propose that the leader language does have a positive association with work attendance through the
mediation outcome of worker attending attitude.

10) Wolter H.J. Hassink and Pirre Koning (2009) This paper explores the effectiveness of a lottery-
based reward bonus reward system in diminishing worker absenteeism. Beginning in June 2002, a
Dutch assembling firm held a month to month lottery for workers who had not taken any sick leave
in the past three months and had not earlier won the lottery. In a given lottery, every one of seven
challengers whose names were haphazardly drawn received 75 Euros.
11) James N. MacGregor, J. Barton Cunningham and Natasha Caverley (2008) The main reas,lon
for this paper is to examine the relationship stressful life events and health-related events with
sickness absenteeism and presenteeism (joining work while sickness or injured). The discoveries
show that stressful life events were altogether connected with both presenteeism and absenteeism,
to the similar degree.
12) Georges Dionne, Benoit Dostie (2007) This paper provided new indications on the factors affecting
absenteeism using linked employer-employee data. It has for quite some time been perceived that a
person's choice to skip work may be inﬂuenced by highlights of the company’s personnel policies
or hierarchical structure (Frankel 1921). Linked data therefore gives an unique chance to deal with
the distinctive causes for absenteeism.
13) John H. Kerr , Marjolein C. H. Vos (2007) Increasingly, organizations in Europe are
developing fitness programs for the employee in the assumptions that doing so will enhance the
health, wellbeing and work execution of workers. The study concentrated on conceivable changes
in absenteeism, general well-being, self-confidence and detected physical condition among EFP
(employee fitness programs) members and non-members over a one-year time frame.
14) Chris Navarro, Cara Bass (2006) Employees leaves of absence contain many different sorts of
leave and, without a firm hold on scheduled and unscheduled employees absenteeism, organizations
were unable to track the related expenses and get an enterprise-wide view to reveal bigger issues
and pick up control of employee absenteeism.
15) PETER Bamberger, Michael Biron (2006) From a theoretical point of view , findings recommend
that the value of social influence theories as providing critical frameworks to managing research
on the "how" and "why" of absence culture.
From a methodological point of view, our discoveries propose that organizational analyses
grounded on social comparison may have much to gain by breaking past the formal organizational
structure and concentrating on individuals' informal relations with referent companions, especially
when trying to clarify when and why organizational members embrace patterns of behaviour to
counter to the interests of management.
16) Robert W. Boyce, Michael A. Perko, Glenn R. Jones, Ann H. Hiatt and Edward L. Boone
(2006) The purpose of this paper is to analyze cop non-smoker and smoker physical wellness,
absenteeism rates and laborers' pay claims.
17) Claire M. Mason, Mark A. Griffin (2003) Like organizational absenteeism, group
absenteeism shows critical inconstancy after some time. The group level variability in
absenteeism clearly mirrors the impacts of unexpected factors in comparison to organizational
level variability, since each gathering encounters the same hierarchical conditions but shows the
exceptional example of progress after some time.
18) J Vahtera, M Kivimäki, J Pentti (2001) The biggest takeaway from this study was that
employees were assumed to broaden their weekends by voluntary absenteeism , however it has
not been known to what degree number of sickness absences is attributable to such potentially
reversible behavior . The conclusion taken away from this study was that extended weekends
appear to contribute just barely to the days lost because of sickness absenteeism.
19) Roderick D. Iverson, Stephen J Derry (2001) The examination explored the positive
affectivity (PA) and negative affectivity (NA) ON Employee Tardiness, Early Departure, and
Absenteeism, controlling for statistic, work related and environmental factors. The LISREL
analysis was created on a sample of 362 blue-collar employees from a multinational automotive
manufacturer. The outcomes indicate that people high in PA were related with expanded
tardiness and early take-off but however diminished non-appearance. Individuals high in NA
were associated with increased early departure.
20) Steven G. Aldana, Nicolaas P. Pronk (2001) The literature review exhibits that health risks
and failure of employees to participate in health and fitness promotions programs are related
with higher rates of employee absenteeism. When deciding how to oversee absenteeism,
employers should carefully contemplate the influence that health promotion programs can have
on rates of absenteeism and other employee-related costs.

CHAPTER-3 COMPANY PROFILE (BIG BAZAAR)
3.1 ABOUT THE INDUSTRY
The Indian Retail Industry is the largest among all the industries, accounting for over 10 per
cent of the country’s GDP and around 8 per cent of the employment. The Retail Industry in India has
come forth as one of the most dynamic and fast paced industries with several players entering the
market.
Retailing in India is gradually inching its way toward becoming the next boom industry. The
whole concept of shopping has altered in terms of format and consumer buying behaviour, ushering
in a revolution in shopping in India. Modern retail has entered India as seen in sprawling shopping
centers, multi-storied malls and huge complexes offer shopping, entertainment and food all under one
roof. The Indian retailing sector is at an inflexion point where the growth of organized retailing and
growth in the consumption by the Indian population is going to take a higher growth trajectory. The
Indian population is witnessing a significant change in its demographics.
Retail and real estate are the two booming sectors of India in the present times. And if industry
experts are to be believed, the prospects of both the sectors are mutually dependent on each other.
Retail, one of India’s largest industries, has presently emerged as one of the most dynamic and fast
paced industries of our times with several players entering the market.
Some Key Facts:
• Retail is India’s largest industry accounting for over 10 percent of the country’s GDP and
around 8 percent of the employment
• The market size of Indian retail industry is about US $312 billion.
Industry of retail in India which has become modern can be seen from the fact that there are multi-
stored malls, huge shopping centres, and sprawling complexes which offer food, shopping, and
entertainment all under the same roof.
Retail industry in India is expected to rise 25% yearly being driven by strong income growth,
changing lifestyles, and favourable demographic patterns.

3.2 TYPES OF RETAILING
There are several types we can see in Retailing. They are like:
Specialty Store:
Narrow product line with deep assortment, viz apparel stores, book stores etc. A clothing store
would be a single line store, men's clothing store would be limited line store &men's custom-shirt
store would be a super specialty store.
Example: The limited, The Body Shop.
Departmental Store:
Several products lines-typically clothing, household goods, home furnishings- with each line
operated as a separate department managed by specialist buyers or merchandisers.
Example: Sears, Bloomingdale's.
Supermarkets:
Relatively large, low-cost, low-margin, high volume, self-service operation designed to serve total
needs for food, laundry & household maintenance products.
Example: Kroger, Safeway.
Convenience Stores:
Relatively small store located near residential area, open long hours, seven days a week and carrying
a limited line of high-turnover convenience products at slightly higher prices.
Example: 7-Eleven, Circle K.
Discount Store:
Standard merchandise sold at lower prices with lower margins and higher volumes. True discount
stores regularly sell merchandise at lower prices and offer mostly national brands.
Example: Wal-Mart, Kmart.
Food Retailers: They cater food products that is purchased by customers and off premise. It deals
with food items like fruits, vegetables etc. It can be either perishable or non-perishable.

3.3 ABOUT BIG BAZAAR
We have a store opening virtually every fortnight; I have lost count now of how many I have
opened."
- Kishore Biyani
“ISSE SASTA AUR ACCHA KAHIN NAHI” Big Bazaar is a chain of department stores in India
currently with 100 outlets. It is owned by Pantaloon Retail India Ltd, Future Group. It works on the
same economy model as Wal-Mart and has been successful in many Indian cities and small towns.
The idea was pioneered by entrepreneur Mr. Kishore Biyani, the CEO of Future Group. Currently
Big Bazaar stores are located only in India. It is the fastest growing chain of department stores and
aims at having 350 stores by 2010.
Big Bazaar has democratized shopping in India and is so much more than a hypermarket. Here you
will find over 170,000 products under one roof that cater to every need of a family, making Big
Bazaar India’s favourite shopping destination.
At Big Bazaar, you will get the best products at the best prices—this is our guarantee. From apparel
to general merchandise like plastics, home furnishings, utensils, crockery, cutlery, sports goods, car
accessories, books and music, computer accessories and many more. Big Bazaar is the destination
where you get products available at prices lower than the MRP, setting a new level of standard in
price, convenience and quality.
If you are a fashion conscious buyer who wants great clothes at great prices, Big Bazaar is the place
to be. Leveraging on the company’s inherent strength of fashion, Big Bazaar has created a strong
value-for-money proposition for its customers. This highlights the uniqueness of Big Bazaar as
compared to traditional supermarkets, which principally revolve around food, groceries and general
merchandise.
Big Bazaar has clearly emerged as the favorite shopping destination for millions of its customers,
across the country, its success is a true testament to the emotional bonding it has established with
the Indian customer, on account of its value offerings, inspirational appeal and service levels. We
believe Big Bazaar is a true pan-Indian model that can enter into most towns in India and
democratize shopping everywhere.

25, 26 and 27 January, 2010... India’s Sabse Sasta Din
The acceptance and loyalty that Big Bazaar has garnered over the years was well evident on 26
January 2010. On the day India celebrates its Republic Day; the company honoured the consumer
by calling it the ‘Maha Savings Day’. Shoppers at all Big Bazaar and Food Bazaar outlets across
the country were offered products at prices never heard before in the history of shopping.
The offers were spread across categories from electronics to utensils, from apparel to furniture and
food. This event received tremendous response from the regular and an entirely new set of shoppers,
which resulted in nearly 2 million people visiting the stores on that day. And most stores were able
to post record sales for a single day.
THINGS YOU DIDN’T KNOW ABOUT BIG BAZAAR
 2 million customer’s walk-in each week into Big Bazaar stores

 Collectively, Big Bazaar stores cover nearly 4 Million square feet of space
 In three days between January 25 and January 27 2008, Big Bazaar sold over 100,000 pairs of Jeans
and 200,000 shirts
 Big Bazaar has a base of over 1 million loyalty Card members
 More than 160,000 products are sold at Big Bazaar store.
COMPANY HISTORY
Major Milestones
1987 Company incorporated as Manz Wear Private Limited. Launch of Pantaloons

trouser, India’s first formal trouser brand.
1991 Launch of BARE, the Indian jeans brand.
1992 Initial public offer (IPO) was made in the month of May.
1994 The Pantaloon Shoppe – exclusive menswear store in franchisee format launched
across the nation. The company starts the distribution of branded garments through
multi-brand retail outlets across the nation.
1995 John Miller – Formal shirt brand launched.

1997 Company enters modern retail with the launch of the first 8000 square feet store,
Pantaloons in Kolkata.
2001 Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore
and Hyderabad.
2002 Food Bazaar, the supermarket chain is launched.
2004 Central - India’s first seamless mall is launched in Bangalore.
2005 Group moves beyond retail, acquires stakes in Galaxy Entertainment, Indus League
Clothing and Planet Retail.
Sets up India’s first real estate investment fund Kshitij to build a chain of shopping
malls
2006 Future Capital Holdings, the company’s financial is formed to manage over $1.5
billion in real estate, private equity and retail infrastructure funds.
Plans forays into retailing of consumer finance products. Home Town, a home
building and improvement products retail chain is launched along with consumer
durables format, Ezone and furniture chain, Furniture Bazaar.
Future Group enters into joint venture agreements to launch insurance products
agreements to launch insurance products with Italian insurance major, Generali.
Forms joint ventures with US office stationery retailer, Staples.
2007 Future Group crosses $1 billion turnover mark.

Specialised companies in retail media, logistics, IPR and brand development and
retail-led services technology becomes optional.
Pantaloon Retail wins the International Retailer of the Year at US-based National
Retail Federation convention in New York and Emerging Retailer of the Year award
At the world retail congress held in Barcelona.
Futurebazaar.com becomes India’s most popular shopping portal.

GROUP VISION
Future Group shall deliver Everything, Everywhere, Every time for Every Indian Consumer in the
most profitable manner.
GROUP MISSION
We share the vision and belief that our customers and stakeholders shall be served only by creating
and executing future scenarios in the consumption space leading to economic development.
We will be the trendsetters in evolving delivery formats, creating retail realty, making consumption
affordable for all customer segments – for classes and for masses.
We shall infuse Indian brands with confidence and renewed ambition.
We shall be efficient, cost- conscious and committed to quality in whatever we do.
We shall ensure that our positive attitude, sincerity, humility and united determination shall be
the driving force to make us successful.
CORE VALUES
 Indianness: confidence in ourselves.
 Leadership: to be a leader, both in thought and business.
 Respect & Humility: to respect every individual and be humble in our conduct.
 Introspection: leading to purposeful thinking.
 Openness: to be open and receptive to new ideas, knowledge and information.
 Valuing and Nurturing Relationships: to build long term relationships.
 Simplicity & Positivity: Simplicity and positivity in our thought, business and action
 Adaptability: to be flexible and adaptable, to meet challenges.

Types of Products available at BIG BAZAAR
Apparel and Accessories for Men, Women and Children.
Baby Accessories.
Cosmetics
Crockery
Dress Materials Suiting & Shirting
Electronics
Home Needs
Household Appliances
Household Plastics
Hardware
Home Decor Luggage
Sarees
Stationery
Utensils & Utilities
Promotion Techniques of BIG BAZAAR
 The main idea behind every effort is to make a bulk purchase

 “Saal ke sabse saste 3 din”
 Hafte ka sabse sasta din “Wednesday bazaar”
 Exchange Offers “Junk swap offer”
 Advertisement (print ad, TV ad, radio)
 Brand endorsement by M.S Dhoni
 Point of purchase promotion
 Faida Zones
Chapter-4 Research Design
4.1 Problem Statement
An organization is as good as its employees. The absenteeism rate is an everlasting problem in a

large-scale organization. Hence, it is an essential role of any HR personnel to improve the
performance of the organization. The study will focus on various variables of Employees
Absenteeism and to eliminate or minimize the rate of absenteeism along with an analysis of various
factors.
4.2 Need for the Study

One of the major issues of any organization is absenteeism. Absenteeism is not only an individual
issue but also social as well as economic issue of our country. When absenteeism turns out into a
routine, it not only lowers morale but also results in loss and decline of skill and efficiency. This
may lead an organization to reach reduced productivity. Decrease in production also impacts
company’s profits.
Therefore, there is a great requirement for the research and analysis on absenteeism in
the organization.
4.3 Scope of the Study
1) The study focuses on Employee Absenteeism at Big Bazaar.
2) The study tries to study the efficiency and employee's individual view about the reasons for the
absenteeism.
3) The study intends to work on the feedback given by the employees and come up with important
recommendations for the improvement of absenteeism.
4.4 Objectives of the Research
1) To understand various factors affecting the absenteeism of employees working in the organization
at the floor level.
2) To know the corrective measures to be taken by the company to reduce the problem of
absenteeism.
3) To provide suggestions which can help in reducing absenteeism.
4.5 Limitations of the Research
1) Some people would be hesitant to open up about the problems existing in the organization leading
to their increase in absenteeism, because of their fear of management.
2) Sometimes the researcher would think that the data collected from the respondent is factual but
that may not be true.
3) The study may not cover all aspects of absenteeism.
4) There might be a language problem between the researcher and the employees.
5) The present research is limited to BIG BAZAAR of KATHRIGUPPE region only.
4.6 Research Methodology

Research methodology is a way of systematically solving the research problem. It deals with the
purpose of a research study, the method of defining the research problem, the type of hypothesis
formulated, the type of information gathered, technique adopted for data collecting and analyzing
the data etc. The methodology involves collecting the primary and secondary data.
Type of research
DESCRIPTIVE RESEARCH- A descriptive study is one in which information is not manipulated
when collected. Descriptive research is concerned with describing the characteristics of a particular
individual or a group.
After analysing various studies on the topic of employee absenteeism it has been noted as the
suitable type of study.
Sources of Data
PRIMARY DATA- For collecting Primary Data, questionnaires were used.
SECONDARY DATA- For gathering Secondary Data, company’s yearly publications,
memorandums of settlements, newspapers, journals, websites, and library books.
Sample Size- 100
Sampling unit- The sampling unit for this study will focus and consists of employees working at
the operational level in Big Bazaar.
Sampling Method- Sampling technique used in this study is SIMPLE RANDOM SAMPLING.
SIMPLE RANDOM SAMPLING- It is one in which each element of the population has an
equal and independent chance of being included in the sample.
Tools for Analysis- Percentage analysis method is used. It helps us in knowing the accurate
percentages we take and it is easy to graph out the percentages.

CHAPTER-5 DATA PROCESSING AND ANALYSIS
5.1 Age
Sl no Variable Category frequency percentage

1 Age 20-25 42 42%
25-30 38 38%
30-35 17 17%
more than 35 3 3%
TOTAL 100 100%
Analysis
From the Table 5.1 it has been found that 42% of the employees fall within the age bracket of 20-
25 years, 38% employees within 25-30 years, 17% employees within 30-35 years, 3% employees
are more than 35 years of Age.
17 3
42
38
1 age 20-25 1 age 25-30 1 age 30-35 1 age more than 35
Interpretation
After the survey of the employees it has been observed that the highest percentage of employees
(42%) fall within the age bracket of 20-25 years.

5.2 GENDER
2 Gender male 57 57%

female 43 43%
TOTAL 100 100%
Analysis
From the table 5.2 it has been found that 57% of employees are male while 43% employees are
female.
43%
57%
2 Gender male 2 Gender female
Interpretation
After the survey of the employees it has been observed that highest percentage of employees
working in an organization (57%) are male employees.

5.3 Experience
3 Experience 0-1 year 28 28%

2-4 years 25 25%
5-7 years 20 20%
more than 7 years 27 27%
TOTAL 100 100%
Analysis
From the table 5.3 it has been found that 28% employees working in an organization are fresher
who have 0-1 years of experience, 25% of Employees have 2-4 years of experience, 20% of
employees have 5-7 years of experience, 27% employees have more than 7 years of experience.
27 28
20
25
0-1 year 2-4 years 5-7 years more than 7 years
Interpretation
After the survey of the employees it has been observed that highest number of employees (28%)
working there in the organization have 0-1 years of work experience.

5.4 Getting satisfactory leave reduces Absenteeism
4 getting satisfactory amount strongly disagree 5 5%

of leaves reduces disagree 24 24%
absenteeism neutral 8 8%
agree 63 63%
strongly agree 0 0%
TOTAL 100 100%
Analysis
From the table 5.4 it has been found that 5% employees strongly disagree that getting satisfactory
amount of leaves reduces absenteeism, 24% employees disagree, 8% employees neither agree nor
disagree, 63% employees agree and none of the employees strongly agree.
0
5
24
63 8
4 getting satisfactory leaves reduces absenteeism strongly disagree

4 getting satisfactory leaves reduces absenteeism disagree
4 getting satisfactory leaves reduces absenteeism neutral
4 getting satisfactory leaves reduces absenteeism agree
4 getting satisfactory leaves reduces absenteeism strongly agree
Interpretation
After the survey of the employees it has been observed that highest percentage of employees (63%)
agree that getting satisfactory amount of leaves reduces absenteeism.

5.5 Are employees satisfied with the leave facility provided by the company
5 satisfied with the leave highly dissatisfied 3 3%

facility provided by the dissatisfied 45 45%
company neutral 14 14%
satisfied 38 38%
highly satisfied 0 0%
TOTAL 100 100%
Analysis
From the above table 5.5 it has been found that 3% employees are highly dissatisfied with the
leave facility provided by the company, 45% employees dissatisfied, 14% employees neither
satisfied nor dissatisfied, 38% employees satisfied and none of the employees highly satisfied.
0 3
38
45
14
5 satisfied with the leave facility provided by the company highly dissatisfied
5 satisfied with the leave facility provided by the company dissatisfied
5 satisfied with the leave facility provided by the company neutral
5 satisfied with the leave facility provided by the company satisfied
5 satisfied with the leave facility provided by the company highly satisfied
Interpretation
are dissatisfied with the leave facility provided by the company.

5.6 Having healthy and hygienic workplace reduces absenteeism
6 having healthy and hygienic strongly disagree 1 1%

workplace reduces disagree 39 39%
absenteeism neutral 16 16%
agree 42 42%
strongly agree 2 2%
TOTAL 100 100%
Analysis
From the above table 5.6 it has been found that 1% employees strongly disagree that having healthy
and hygienic workplace reduces absenteeism, 39% employees disagree, 16% employees neither
agree nor disagree, 42% employees agree, 2% employees strongly agree.
Chart Title 1
2
39
42
16
6 having healthy and hygeinic workplace reduces absenteeism strongly disagree

6 having healthy and hygeinic workplace reduces absenteeism disagree
6 having healthy and hygeinic workplace reduces absenteeism neutral
6 having healthy and hygeinic workplace reduces absenteeism agree
6 having healthy and hygeinic workplace reduces absenteeism strongly agree
Interpretation
(44%) employees agree that having healthy and hygienic workplace reduces absenteeism.

5.7 Are employees satisfied with the health and hygienic benefits provided by the company
7 satisfied with the health and highly dissatisfied 2 2%

hygienic benefits provided by dissatisfied 47 47%
the company neutral 15 15%
satisfied 34 34%
TOTAL 100 100%
Analysis
From the above table 5.7 it has been found that 2% employees are highly dissatisfied with the health
and hygienic benefits provided by the company, 47% employees are dissatisfied, 15% employees
are neither satisfied nor dissatisfied, 34% employees are satisfied, 2% employees are highly
satisfied.
2 2
34
47
15
7 satisfied with the health and hygeinic benefits provided by the company highly dissatisfied
7 satisfied with the health and hygeinic benefits provided by the company dissatisfied
7 satisfied with the health and hygeinic benefits provided by the company neutral
7 satisfied with the health and hygeinic benefits provided by the company satisfied
7 satisfied with the health and hygeinic benefits provided by the company highly satisfied
Interpretation
are dissatisfied with the health and hygienic benefits provided by the company.

8) Improper posting causes Absenteeism
8 improper posting causes strongly disagree 3 3%

absenteeism disagree 46 46%
neutral 12 12%
agree 38 38%
strongly agree 1 1%
TOTAL 100 100%
Analysis
From the above table 5.8 it has been found that 3% employees strongly agree that improper posting
causes absenteeism, 46% employees disagree, 12% employees neither agree nor disagree, 38%
employees agree, 1% employee strongly agree.
Chart Title 3
1
38
46
12
8 improper posting causes absenteeism strongly disagree 8 improper posting causes absenteeism disagree
8 improper posting causes absenteeism neutral 8 improper posting causes absenteeism agree
8 improper posting causes absenteeism strongly agree
Interpretation
disagree that improper posting causes absenteeism.

5.9 Are employees posted in suitable departments in the organization
9 are employees posted in strongly disagree 8 8%

suitable departments in the disagree 42 42%
company neutral 17 17%
agree 33 33%
strongly agree 0 0%
TOTAL 100 100%
Analysis
From the above table 5.9 it has been found that 8% employees strongly disagree that employees
are posted in suitable departments in the organization, 42% employees disagree, 17% employees
neither agree nor disagree, 33% employees agree and none of the employees strongly agree.
Chart Title
0
33 8
42
17
9 are employees posted in suitable departments in the company strongly disagree

9 are employees posted in suitable departments in the company disagree
9 are employees posted in suitable departments in the company neutral
9 are employees posted in suitable departments in the company agree
9 are employees posted in suitable departments in the company strongly agree
Interpretation
(50%) disagree that employees are posted in suitable departments in the organization.

5.10 Are employees satisfied with their relationship with supervisors and peers
10 satisfied with the highly dissatisfied 0 0%

relationship you have with dissatisfied 20 20%
your superior and peers neutral 4 4%
satisfied 72 72%
TOTAL 100 100%
Analysis
From the above table 5.10 it has been found that none of the employees are highly dissatisfied
with their relationship with their superiors and peers, 20% employees are dissatisfied, 4%
employees are neither satisfied nor dissatisfied, 72% employees are satisfied and 4% employees
are highly satisfied.
4 20
4
72
10 satisfied with the relationship you have with your superior and peers
highly dissatisfied
dissatisfied
neutral
satisfied
Interpretation
(76%) are satisfied with their relationship with supervisors and peers.

5.11 Unhealthy relationship with supervisors and peers causes absenteeism
11 unhealthy relationship strongly disagree 3 3%

with supervisor and peers
cause absenteeism Disagree 69 69%
neutral 5 5%
agree 23 23%
strongly agree 0 0%
TOTAL 100 100%
Analysis
From the above table 5.11 it has been found that 3% employees strongly disagree with the
statement that they have unhealthy relationship with supervisors and peers, 69% employees
disagree, 5% employees neither agree nor disagree, 23% employees agree and none of the
employees strongly agree.
Chart Title
0
3
23
69
11 unhealthy relationship with supervisor and peers cause absenteeism strongly disagree
11 unhealthy relationship with supervisor and peers cause absenteeism disagree
11 unhealthy relationship with supervisor and peers cause absenteeism neutral
11 unhealthy relationship with supervisor and peers cause absenteeism agree
11 unhealthy relationship with supervisor and peers cause absenteeism strongly agree
Interpretation
(72%) disagree that unhealthy relationship with supervisors and peers causes absenteeism.

5.12 Employees opinion regarding job satisfaction
12 opinion regarding job

satisfaction highly dissatisfied 2 2%
dissatisfied 30 30%
neutral 20 20%
satisfied 47 47%
TOTAL 100 100%
Analysis
From the above table 5.12 it has been found that 2% of the employees are highly dissatisfied with
their opinion regarding Job Satisfaction, 30% employees are dissatisfied, 20% employees are
neither satisfied nor dissatisfied, 47% employees are satisfied and 1% employees are highly
satisfied.
Chart Title
1 2
30
47
20
highly dissatisfied dissatisfied neutral satisfied highly satisfied
Interpretation
(48%) are satisfied with their opinion regarding Job Satisfaction.

13) Job Satisfaction plays a major role in causing absenteeism.
13 job satisfaction plays a major strongly disagree 2 2%

role in causing absenteeism of disagree 44 44%
employees
neutral 22 22%
agree 31 31%
strongly agree 1 1%
TOTAL 100 100%
Analysis
From the above table 5.13 it has been found that 2% employees strongly disagree that Job
satisfaction plays a major role in causing absenteeism, 44% employees disagree, 22% employees
neither agree nor disagree, 31% employees agree, 1% employees agree.
12
31 44
22
13 job satisfaction plays a major role in causing absenteeism of employees

strongly disagree
disagree
neutral
agree
strongly agree
Interpretation
(46%) disagree that Job Satisfaction plays a major role in causing absenteeism.

5.14 Working conditions effect the frequency of taking leaves
14 working conditions effect strongly disagree 6 6%

the frequency of taking Disagree 35 35%
leaves Neutral 6 6%
Agree 53 53%
strongly agree 0 0%
TOTAL 100 100%
Analysis
From the above table 5.14 it has been found that 6% employees strongly disagree that working
condition effect the frequency of taking leaves, 35% employees disagree, 6% employees neither
agree nor disagree, 53% employees agree and none of the employees strongly agree.
Chart Title
0
6
35
53
6
14 working conditions effect the frequency of taking leaves strongly disagree

14 working conditions effect the frequency of taking leaves disagree
14 working conditions effect the frequency of taking leaves neutral
14 working conditions effect the frequency of taking leaves agree
14 working conditions effect the frequency of taking leaves strongly agree
Interpretation
(53%) agree that working conditions effect the frequency of taking leaves.

5.15 Any improvements required in the working condition
15 any improvements yes 31 31%

required in the working no 69 69%
conditions
TOTAL 100 100%
Analysis
From the above table 5.15 it has been found that 31% employees say “Yes” when asked that are
there any improvements required in the working conditions while 69% employees say “No”
Chart Title
31
69
15 any improvements required in the working conditions yes 15 any improvements required in the working conditions no
Interpretation
(69%) don’t feel that there are any improvements required in the working condition.

5.16 Duration of total leaves taken by an employee in a month
16 duration of the leave taken 1 day 19 19%

by an employee in a month 2-3 days 49 49%
4-5 days 28 28%
more than 5 days 4 4%
TOTAL 100 100%
Analysis
From the above table 5.15 it has been found that 19% employees take leave for 1 day in a month,
49% employees take leaves for 2-3 days, 28% employees take leaves for 4-5 days and 4%
employees take leaves for more than 5 days in a month.
Chart Title
4 19
28
49
16 duration of the leave taken by an employee in a month 1 day

16 duration of the leave taken by an employee in a month 2-3 days
16 duration of the leave taken by an employee in a month 4-5 days
16 duration of the leave taken by an employee in a month more than 5 days
Interpretation
(49%) take leaves for 2-3 days in a month.

CHAPTER-6 FINDINGS
These are some of the major findings I got after doing the analysis: -
 On doing the analysis it is found that majority of employees (42%) working in BIG BAZAAR fall
within the age bracket of 20-25 years.
 It is found that out of 100 employees on which research study is conducted, 57% of employees out
of that are male employees while the remaining 43% employees are female employees.
 In terms of Experience, 28% of employees are freshers while 27% of employees have more than 7
years of work experience.
 There are 63% of employees who agree with the statement that getting satisfactory amount of leaves
reduces absenteeism.
 48% of employees are dissatisfied with the leave facility provided by the company, while 38% are
satisfied with it.
 44% of employees are found to agree with the statement that having healthy and hygienic workplace
reduces absenteeism.
 49% of employees are found to be dissatisfied with the benefits related to health and hygiene
provided by the company.
 49% of employees disagree with the notion that improper posting causes absenteeism.
 50% of employees disagree with the statement that they are posted in suitable departments in the
organization.
 76% of employees are satisfied with the relationship they share with their superiors and peers.
 72% of employees disagree with the notion that unhealthy relationship with supervisors and peers
negatively affects absenteeism.
 48% of the employees are satisfied with the job in the organization.
 46% of employees are there who disagree with the notion that Job Satisfaction plays a major role
in reducing absenteeism while 22% of employees are found to be neutral about this statement.
 53% employees agree that working conditions in the organization has an effect on the frequency of
taking leaves.
 69% of employees feel that there are no improvements required in the working condition in the
organization.
 Majority of employees (49%) take leaves for 2-3 days in a month in the company.

CHAPTER-7 RECOMMENDATIONS
These are some of the suggestions or recommendations which the company can implement so that
it can help them in reducing absenteeism.
1) As more than 45% of the employees are dissatisfied with the leave policy provided by the
company, it is suggested that the company takes necessary steps to rectify the problems in
the leave policy to satisfy the employees.
2) As more than 47% of the employees are dissatisfied with the health and hygiene benefits
provided by the company, it is suggested that the company must put efforts towards
maintaining satisfactory health and hygiene in the stores to satisfy the employees which will
help in reducing absenteeism.
3) Improper posting has a moderate negative impact on absenteeism. Therefore, it is suggested

to the organization to re-allocate its human resources accordingly.
4) It has been observed that peer-supervisor relationship does not have a significant impact on
absenteeism. So, it is suggested not to use the resources on peer-supervisor relationship for
reducing absenteeism.
5) It is observed that people with high Job Satisfaction and good working condition take fewer
leaves. The management is suggested to make necessary changes in distribution of roles and
responsibility for improving working conditions of the employees.

CHAPTER-8 CONCLUSION
At the conclusion of this report, I would just like to specify that project which was allocated to me
on “EMPLOYEE ABSENTEEISM” was of tremendous help in understanding the workplace
environment of an organization, thereby helping in providing first hand practical experience. In this
project while recognizing the reasons and factors causing absenteeism of employees of BIG
BAZAAR. I got an opportunity to connect with employees to observe their demeanour and their
attitude towards the organization and their work. In the end, I would also like to thank my peers and
supervisors at BIG BAZAAR who helped me to accomplish this project by boosting my confidence
and comprehending my efforts.

Chapter-I Introduction: Department of Bba-Pesu Jan-Apr-2018

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Employee absenteeism in Big Bazaar with respect to operational level employees

1.1 Definitions for Absenteeism

1.2 INTRODUCTION TO THE STUDY

There are two types of absenteeism-

1) Innocence absenteeism - It is a type of Absenteeism in which worker or an employee is absent

2) Culpable absenteeism – It is a type of absenteeism in which worker or an employee is absent from

1.3 Importance of the study

1.4 Factors Influencing Absenteeism

3) Work Itself: - It is an important factor affecting absenteeism. How an employee/worker is

4) Acknowledgement: - Acknowledgement is one of the vital factors affecting absenteeism.

1.5 Effects of absenteeism on Industry

1.6 Effects of absenteeism on Employees

1.7) Some Peculiar characteristics of absenteeism

DEPARTMENT OF BBA-PESU Jan-Apr-2018 pg. 3

DEPARTMENT OF BBA-PESU Jan-Apr-2018 pg. 4

DEPARTMENT OF BBA-PESU Jan-Apr-2018 pg. 5

DEPARTMENT OF BBA-PESU Jan-Apr-2018 pg. 7

3.1 ABOUT THE INDUSTRY

Some Key Facts:

• The market size of Indian retail industry is about US $312 billion.

DEPARTMENT OF BBA-PESU Jan-Apr-2018 pg. 8

DEPARTMENT OF BBA-PESU Jan-Apr-2018 pg. 9

3.3 ABOUT BIG BAZAAR

DEPARTMENT OF BBA-PESU Jan-Apr-2018 pg. 10

25, 26 and 27 January, 2010... India’s Sabse Sasta Din

THINGS YOU DIDN’T KNOW ABOUT BIG BAZAAR

 2 million customer’s walk-in each week into Big Bazaar stores

1987 Company incorporated as Manz Wear Private Limited. Launch of Pantaloons

1991 Launch of BARE, the Indian jeans brand.

1995 John Miller – Formal shirt brand launched.

DEPARTMENT OF BBA-PESU Jan-Apr-2018 pg. 11

2002 Food Bazaar, the supermarket chain is launched.

2004 Central - India’s first seamless mall is launched in Bangalore.

2007 Future Group crosses $1 billion turnover mark.

Futurebazaar.com becomes India’s most popular shopping portal.

DEPARTMENT OF BBA-PESU Jan-Apr-2018 pg. 12

We shall infuse Indian brands with confidence and renewed ambition.

We shall be efficient, cost- conscious and committed to quality in whatever we do.

 Indianness: confidence in ourselves.

 Leadership: to be a leader, both in thought and business.

 Introspection: leading to purposeful thinking.

 Openness: to be open and receptive to new ideas, knowledge and information.

 Valuing and Nurturing Relationships: to build long term relationships.

 Adaptability: to be flexible and adaptable, to meet challenges.

DEPARTMENT OF BBA-PESU Jan-Apr-2018 pg. 13

Apparel and Accessories for Men, Women and Children.

Dress Materials Suiting & Shirting

Home Decor Luggage

Utensils & Utilities

Promotion Techniques of BIG BAZAAR

 The main idea behind every effort is to make a bulk purchase

4.1 Problem Statement

An organization is as good as its employees. The absenteeism rate is an everlasting problem in a

4.2 Need for the Study

4.3 Scope of the Study

1) The study focuses on Employee Absenteeism at Big Bazaar.

4.4 Objectives of the Research

4.6 Research Methodology

DEPARTMENT OF BBA-PESU Jan-Apr-2018 pg. 16

Sl no Variable Category frequency percentage

1 age 20-25 1 age 25-30 1 age 30-35 1 age more than 35

DEPARTMENT OF BBA-PESU Jan-Apr-2018 pg. 17