The Format For Projects:

1. Introduction (Methodology) 2. Review Of Literature 3.Company Profile 4.Data Analysis & Interview 5.Findings 6.Questionnaire 7.Sample Size 8.Limitations 9. Sugestions 10. Conclusion 11.Bibliography 11. Appendix

1. Introduction (Methodology)

1. Introduction (Methodology) INTRODUCTION TO THE STUDY Absenteeism is a serious workplace problem and an expensive occurrence for both employers and employees seemingly unpredictable in nature. A satisfactory level of attendance by employees at work is necessary to allow the achievement of objectives and targets by a department. Employee Absenteeism is the absence of an employee from work.

It is a major problem faced by almost all employers of today. Employees are absent from work and thus the work suffers. Absenteeism of employees from work leads to back logs, piling of work and thus work delay. Absenteeism is of two types 1. Innocent absenteeism - Is one in which the employee is absent from work due to genuine cause or reason. It may be due to his illness or personal family problem or any other real reason 2. Culpable Absenteeism - is one in which a person is absent from work without any genuine reason or cause. He may be pretending to be ill or just wanted a holiday and stay at home. Many employees will, on occasions, need a few days off work because of illness, however, when absences become more frequent or long term and reach an unacceptable level, action by management is necessary. Absence from work can be expensive in both monetary and human terms.
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The costs incurred when an employee is absent from work may include: (i) Replacing the employee or requiring other staff to cover the absence; (ii) Inability to provide services, or achieve section and departmental objectives; (iii) Low morale and general dissatisfaction from other staff, particularly if the absence is perceived as unwarranted

Review Of Literature

Review Of Literature

LITERATURE SURVEY AND THEORETICAL BACKGROUND DEFINITIONS OF ABSENTEEISM i. Absents constitutes a single day of missed work(Martocchio & Jimeno 2003) ii. Absence occurs whenever a person chooses to allocate time to activities that compete with scheduled work either to satisfy the waxing and warning of underlying motivational rhythms(Fichman 1984) or to maximise personal utility(Chelius 1981) iii. An individuals 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) iv. Absenteeism refers to Non-attendance of employee for sheduled work( Gibson, 1966 john, 1978) v. Absenteeism is defined as a failure of an employee to report to work when he or she is sheduled to do so.

ABSENTEEISM CONCEPT OF ABSENTEEISM It refers to workers absence from their regular task when he is normally schedule to work. The according to Websters dictionary Absenteeism is the practice or habit of being an absentee and an absentee is one who habitually stays away from work. According to National HRD Network : - Absenteeism is the total man shifts lost because of absence as percentage of total number of man shifts scheduled to work. In other words, it signifies the absence of an employee from work when he is scheduled to be at work. Any employee may stay away from work if he has taken leave to which he is entitled or on ground of sickness or some accident or without any previous sanction of leave. Thus absence may be authorised or unauthorised, wilful or caused by circumstances beyond ones control. Maybe even worse than absenteeism, it is obvious that people such as malingerers and those unwilling to play their part in the workplace can also have a decidedly negative impact. Such team members need individual attention from frontline supervisors and management. Indeed, as prevention is better than cure, where such a problem occurs, it is always important to review recruitment procedures to identify how such individuals came to be employed in the first place.
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For any business owner or manager, to cure excessive absenteeism, it is essential to find and then eliminate the causes of discontent among team members. If they find their supervisor or job unpleasant - really unpleasant - they look for legitimate excuses to stay home and find them with things such as upset stomachs or splitting headaches. Any effective absentee control program has to locate the causes of discontent and modify those causes or eliminate them entirely. In other words, if we deal with the real reasons team members stay home it can become unnecessary for them to stay away. Any investigation into absenteeism needs to look at the real reasons for it. Sometimes team members call in sick when they really do not want to go to work. They would not call you up and say, Im not coming in today because my supervisor abuses me. Or, Im not coming in today because my chair is uncomfortable. Or, Im not coming in today because the bathrooms are so filthy, it makes me sick to walk into them. There are a few essential questions to consider at the outset if you want to make a measurable improvement to your absenteeism figures. Why is your present absenteeism policy ineffective?
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Where and when is excessive absenteeism occurring? In many cases, under- trained supervisors could be a contributing factor. What are the real causes for absences? It is commonly expected that low pay, poor benefits and high workloads will be the major causes. However, in numerous employee surveys absenteeism generally has been identified as a symptom of low job satisfaction, substandard working conditions and consistent negative and unfair treatment received by first-line supervisors. How much formal training have your supervisors received on absenteeism containment and reduction? If your answer is none or very little, maybe you have found the solution. As with every other element within your organization, you cannot ask a person to do a job he or she has never been trained to do. Many human resources specialists have found that repetitive, boring jobs coupled with uncaring supervisors and/or physically unpleasant workplaces are likely to lead workers to make up excuses for not coming to work. If your team members perceive that your company is indifferent to their needs, they are less likely to be motivated, or even to clock on at all.
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One way to determine the causes of absenteeism is to question your supervisors about excessive absenteeism, including what causes it and how to reduce it. Of course, if your supervisors have made no efforts to get to know the team members in their respective departments, they may not be able to provide reasons. However, just the act of questioning may get the ball rolling and signal to your supervisors that their involvement is important. Once a manager finds the real reasons for absenteeism there is another important step. Through open communication, you need to change the team members way of reacting and responding to discontent. Other problems will no doubt arise in the future. If the way of responding has not been reviewed, then the same cycle is likely to start all over again. So often absenteeism problems can be sheeted back to the supervisor level and to unsatisfactory working conditions. Without improvement in these areas, you can expect your high rate of absenteeism to continue.

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TYPES OF ABSENTEEISM There are two types of absenteeism, each of which requires a different type of approach. 1. Innocent Absenteeism Innocent absenteeism refers to employees who are absent for reasons beyond their control; like sickness and injury. Innocent absenteeism is not culpable which means that it is blameless. In a labour relations context this means that it cannot be remedied or treated by disciplinary measures. 2. Culpable Absenteeism Culpable absenteeism refers to employees who are absent without authorization for reasons which are within their control. For instance, an employee who is on sick leave even though he/she is not sick, and it can be proven that the employee was not sick, is guilty of culpable absenteeism. Counselling I nnocent Abenteeism Innocent absenteeism is not blameworthy and therefore disciplinary action is not justified. It is obviously unfair to punish someone for conduct which is beyond his/her control. Absenteeism, no matter what the cause, imposes losses on the employer who is also not at fault. The damage suffered by the employer must be weighed against the employee's right to be sick. There is a point at which the employer's right to expect the employee to attend regularly and fulfill the employment contract will outweigh the employee's right to be sick. At such a point the termination of the employee may be justified, as will be discussed. The procedure an employer may take for innocent absenteeism is as follows: Initial counselling(s) Written counselling(s)

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Reduction(s) of hours and/or job reclassification Discharge Initial Counseling Presuming you have communicated attendance expectations generally and have already identified an employee as a problem, you will have met with him or her as part of your attendance program and you should now continue to monitor the effect of these efforts on his or her attendance. If the absences are intermittent, meet with the employee each time he/she returns to work. If absence is prolonged, keep in touch with the employee regularly and stay updated on the status of his/her condition. (Indicate your willingness to assist.) You may require the employee to provide you with regular medical assessments. This will enable you to judge whether or not there is any likelihood of the employee providing regular attendance in future. Regular medical assessments will also give you an idea of what steps the employee is taking to seek medical or other assistance. Formal meetings in which verbal warnings are given should be given as appropriate and documented. If no improvement occurs written warning may be necessary. Written Counselling If the absences persist, you should meet with the employee formally and provide him/her with a letter of concern. If the absenteeism still continues to persist then the employee should be given a second letter of concern during another formal meeting. This letter would be stronger worded in that it would warn the employee that unless attendance improves, termination may be necessary. Reduction(s) of hours and or job reclassification In between the first and second letters the employee may be given the option to reduce his/her hours to better fit his/her personal circumstances. This option must be voluntarily accepted by the employee and cannot be offered as an ultimatum, as a reduction in hours is a reduction in pay and therefore can be looked upon as discipline. If the nature of the illness or injury is such that the employee is unable to fulfill the requirements
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of his/her job, but could for example benefit from modified work, counsel he employee to bid on jobs of such type if they become available. Discharge Only when all the previously noted needs and conditions have been met and everything has been done to accommodate the employee can termination be considered. An Arbitrator would consider the following in ruling on an innocent absenteeism dismissal case. Has the employee done everything possible to regain their health and return to work? Has the employer provided every assistance possible? (i.e. counselling, support, time off.) Has the employer informed the employee of the unworkable situation resulting from their sickness? Has the employer attempted to accommodate the employee by offering a more suitable position (if available) or a reduction of hours? Has enough time elapsed to allow for every possible chance of recovery? Has the employer treated the employee prejudicially in any way? As is evident, a great deal of time and effort must elapse before dismissal can take place. These points would be used to substantiate or disprove the following two fold test. The absences must be shown to be clearly excessive. It must be proven that the employee will be unable to attend work on a regular basis in the future. Corrective Action f or C ulpable Absenteeism As already indicated, culpable absenteeism consists of absences where it can be demonstrated that the employee is not actually ill and is able to improve his/her attendance. Presuming you have communicated attendance expectations generally, have identified the employee as a problem, have met with him/her as part of your attendance program, made your concerns on his specific absenteeism known and have offered counselling as appropriate, with no improvement despite your positive efforts, disciplinary procedures may be appropriate.

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The procedures for corrective/progressive discipline for culpable absenteeism are generally thesame as for other progressive discipline problems. The discipline should not be prejudicial in any

way. The general procedure is as follows: [Utilizing counselling memorandum] Initial Warning(s) Written Warning(s) Suspension(s) Discharge Verbal Warning Formally meet with the employee and explain that income protection is to be used only when an employee is legitimately ill. Advise the employee that his/her attendance record m ust improve and be maintained at an improved level or further disciplinary action will result. Offer any counselling or guidance as is appropriate. Give further verbal warnings as required. Review the employee's income protection records at regular intervals. Where a marked improvement has been shown, commend the employee. Where there is no improvement a written warning should be issued. Written Warning Interview the employee again. Show him/her the statistics and point out that there has been no noticeable (or sufficient) improvement. Listen to the employee to see if there is a valid reason and offer any assistance you can. If no satisfactoryexplanation is given, advise the employee that he/she will be given a written warning. Be specific in your discussion with him/her and in the counselling memorandum as to the type of action to be taken and when it will be taken if the record does not improve. As soon as possible after this meeting provide the employee personally with the written warning and place a copy of his/her file. The written warning should identify any noticeable pattern

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If the amount and/or pattern continues, the next step in progressive discipline may be a second, stronger written warning. Your decision to provide a second written warning as an alternative to proceeding to a higher level of discipline (i.e. suspension) will depend on a number of factors.Such factors are, the severity of the problem, the credibility of the employee's explanations, the employee's general work performance and length of service. Suspension [only after consultation with the appropriate superiors] If the problem of culpable absenteeism persists, following the next interview period and immediately following an absence, the employee should be interviewed and advised that he/she is to be suspended. The length of the suspension will depend again on the severity of the problem, the credibility of the employee's explanation, the employee's general work performance and length of service. Subsequent suspensions are optional depending on the above condition. Dismissal [only after consultation with the appropriate superiors] Dismissals should only be considered when all of the above conditions and procedures have been met. The employee, upon displaying no satisfactory improvement, would be dismissed on the grounds of his/her unwillingness to correct his/her absence record. `

THEORIES OF ABSENTEEISM Absence behaviour is discussed in terms of theories on absences such as the notion of the informal contract, perceived inequity, and withdrawal from stressful work situations, dynamic conflict, social exchange, withdrawal, non-attendance, organizationally excused vs. organizationally unexcused, involuntary vs. voluntary and lastly a four-category taxonomy. Informal Contract Gibsson (1966) attempted to explain some of the main features of absence behaviour by means of the notion of an informal contract. The contract is viewed as being made between the individual and the organisation. Gibsson (1966) was especially interested in absences that were not long enough to activate formal legitimising (certification) procedures. He used the concept of valence, referring to a persons positive or negative relationships to a work situation and pointed out that if the combined valences of a work situation are weak, it will be easier for people to legitimise their absences to themselves.
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Gibsson (1966) remarks that a plausible idea relating to the size of the organisation influences absence rates; in larger organisations, since there is greater division of labour, there is also more concealment of the contributions of individuals, thus permitting latitude for absence from work. He also mentions the importance of the employees identification with the organisation, as in the case of longer-service employees, and argues for the importance of the authenticity of the work contract (Gibsson, 1966). In other words, the organisation should be seen to offer a fair deal to the individual, whose feelings of obligation would thus be strengthened. In this research Gibssons (1966) concept of valence, referring to an individuals positive and negative relationship toward a work situation has relevance, as the aim of this research is to determine whether workrelated attitudes (Job Involvement and Organisational Commitment) predict employee absenteeism. It is hypothesised that employees with low job involvement and organizational commitment (negative relationship to the work situations) will have higher levels of absenteeism. Resolving Perceived Inequity Adams (1965), Hill and Trist (1953) and Patchen (1960) have made notable theoretical contributions towards the study of absenteeism. No recent literature has been identified which has built on this perspective. Adams (1965) suggested that absences may be a means of resolving perceived inequity; the probability of absence behaviour will increase with the magnitude of inequity and if other means of reducing inequity are not available. Patchen (1960) had tested this kind of hypothesis; producing evidence of a relationship between absences and perceived fairness of pay, that is, employees feelings about how fairly they had been treated in regard to their pay levels and promotions. Withdrawal from the Stress of Work Situations In their study on absence, Hill and Trist (1953; 1962) contributed a theory of absence as being the withdrawal from the stress of work situations. Withdrawal is the central explanatory concept; thus, individuals experiencing conflicts of satisfaction and obligations tend to express them through labour turnover, accidents, and unsanctioned absences (this is, absences without formal permission). In addition to the views of Hill and Trist (1962), Hanisch and Hulin (1991) theorised that absenteeism and other withdrawal behaviours reflect invisible attitudes such as job dissatisfaction, low level of organisational commitment, or an
16

intention to quit. According to this view, an employee who is absent from work is consciously or unconsciously expressing negative attachment to the organisation.

Dynamic Conflict The withdrawal explanation offered by Hill and Trist (1962) had some subsequent influence on theoretical discussions by s (1962) and Knox (1961). Gadourek (1965) described the latter as dynamic conflict theories. The conflict is located within the individual, and whether a person stays or withdraws is the result of a complex in incentives and stresses. Social Exchange Chadwick-Jones(1982) presented a case for the theory of absenteeism that is social, not individual in emphasis. As a first step Chadwick-Jones (1982) assumed the interdependency of members of work organisations. It seems obvious that individuals do have some mutual obligations to peers, subordinates, and superiors (as well as other relationships outside the work situation). In this context the rights and duties of individuals are both subject to, and representative of, a set of rules about activities in the work situation. What individuals do is therefore likely to be in answer to, on behalf of, in defence of, as well as achieving a compromise with the rules of the group. The second assumption made by Chadwick-Jones (1982), is that under the employment contract, some form of social exchange is taking place between employers and employees. Whatever they exchange in this situation whether it be their time, effort, or skill or money, security, congenial friends, or anything else- it will be only what is possible for employees in the organisation. Exchanges may be conceived as between individuals and work groups, or between work groups and management, but it would not be realistic to conceive of the exchange between the individual and the organisation while disregarding the social conditions and rules.
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Chadwick-Jones think of social exchange between employees and employers as developing in, or as revealed by, a pattern of behaviour in the work situation that includes absences with all the other factors that constitute the contract, formal and informal, between employers and employees. Formal factors include pay, hours, disciplinary rules, job duties, and promotion lines. Informal ones include supervisory styles, peer group relations, and salient to their analysis absence from work. Chadwick-Jones (1982) however, do point out that absences may not enter into the exchange at all, insofar as some employees or employee groups, especially those with higher status supervisors in factories, managers in banks are absent very little or hardly at all. It is quite possible, however, that managers possess greater control over the allocation of their working time and may take periods of time out that are not recorded.

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Company Profile

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HONEYPOT IT CONSULTING PRIVATE LIMITED.

Company Profile Honeypot IT Consulting is internationally established software Technology Company with offices in USA and India. The Indian offshore centre is located in a state-of-art facility in the heart of Hyderabad City. Honeypot IT initialized its unique opportunity project / product development and enterprise service offerings to deliver value for money results to our customers / clients. Honeypot IT strongly believes to partner with leading technology companies worldwide to ensure technology focus that helps it provide solutions in line with the emerging technologies. Our technology understanding ahead of the market place and our domain experts and business development team is constantly updated. This ensures our technical team upgrades its skill sets all the time converting them into our most powerful assets. Honeypot IT offers its clients a dedicated coordinated two-pronged approach to their technical requirements.
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Our offshore development centre in India is well structured in terms of resources, with senior project managers to deliver best of breed technology solutions tailored to customer requirements. Honeypot's onsite team is a smaller team, however, top-notch technical people led by well experienced project manager, works at client site to ensure the effective and efficient delivery and deployment exceeding the client's expectations.

Our Vision Our vision statement underlies our aspirations to establish the Honeypot as the benchmark reference for the provision of software ser vices and even further, in line with the increased needs of our customers operating across the globe.

Our Mission To imagine, conceive, create and deploy creative and effective products and services that can help our clients meet their objectives. OUR CORPORATE VALUES
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Integrity Our commitment to the highest standards of business ethics and our alertness in the protection of the necessary trust required of a financial institution. Customer Centric The assurance of quick, dedicated & unrivalled ser vices to our valuable customers. Teamwork Our approach towards synergistic potential among our people & between the companies of the Group alongside leveraging individual skills & competencies. Innovation A long-standing in-house tradition of proactively seeking for

opportunities at the technological, operational & managerial levels - a long string of market firsts testifies to this. Knowledge A strong commitment to nurture our human capital through lifelong
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development & learning towards achieving our vision. Excellence Our ability to constantly rethink ourselves and reflecting our effort to instill, collectively & individually, behaviors tuned to outstanding performance. Our Corporate Code of Conduct We strive to develop our own technologies and supply products and services that are valuable to customers. We incorporate customer feedback into the way we conduct our business and strive to improve customer satisfaction. We place top priority on the quality and safety of our products and services through a quality assurance system based on our Group Quality Guidelines. To create new value that our customers will support and trust, we are actively developing technologies that can be applied in every stage of the production process, from development to production, distribution, and sales. We provide accurate information to our customers and deliver a sense of security and reliability along with our products and services. We respond promptly, sincerely, and politely to customer complaints by quickly confirming the facts of the situation, identifying the causes of the
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problem, and taking appropriate measures to achieve a solution. Quality Honeypot is committed to assure quality deliverables to its customers. Our quality program is the prime vehicle by which we ensure that our philosophy of agility, expertise and capability is consistently delivered to provide business value to customers. Quality System covers Design, Development, Marketing, Support and Maintenance of Application Software covering Projects, Products and Software Tools. This integrated quality system, which is implemented in SRA, ensures that quality is built into the software during the various stages of the Software Development Life Cycle. Honeypot's Offshore Development Center has well established with best practices, processes and procedures. The quality system is designed for continuous improvement and for tailoring. We realize that processes have to be customized based on the nature of tasks and the need to work seamlessly with our customers' quality systems. We have a defined process that outlines the following:

Core Processes
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Project Management Requirements Methodology Design Methodology Development Methodology Testing Methodology Acceptance Release Maintenance Supporting Processes Configuration Management Measurement Review Audit Corrective Action Defect Prevention The quality methodology at Honeypot has been both reductionistic and holistic. We give close attention to the quality of components built upon various platforms and sources and at the same time, give broad attention to the emergent proper ties of the whole assembled system, in terms of its overall fit to business requirements. All our methodologies and processes are in line with the quality expectations of both internal and external clients. Many leading inter
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national clients have assigned their QA activities and testing services to Honeypot - thanks to the reliable and agile Quality Processes that have been built over the years. The Team With Honeypot's Team network in place, your offshore team will seem like they are sitting next door. You get the best of both worlds - high quality, reliability and expertise at lower costs. Also, you can avail reliable management assistance, state-of-the-art infrastructure support and the option of leveraging compliant software processes for no additional cost. Our agile team, which is intrinsically capable to ramp up in short notices can perform a variety of roles and possesses a wide variety of skills. Team comprises of providing a dedicated team that will work alongside your IT team. The Team Lead will be the technical liaison for you to ensure the smooth completion of the project on time. The Team network Model shows the various members involved in a typical IT Services offering. The core of the team consists of the Team Lead and the members of the team. The Team Lead co-ordinates with members and is your primary point of contact. You would have access to individual team members as well, if required. The difference in time zones between the US and India is used to advantage with overlapping work hours between the US and India.
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Honeypot Team - A virtual technology that works closer to you ensures that Support Services are provided 24x7. Technical Competency Microsoft Technologies Honeypot's agility in Microsoft technologies - both in project development and product development should result in the setting up of a Microsoft .Net Center of Excellence. It is exclusively dedicated to development work on .Net Technologies. Services provided Product Initiatives: Port existing products of Honeypot and build new

products on .Net platform. Project Initiatives: Provide clients timely, cost-effective, end-to-end solutions coupled with high standards of service and support in .Net related projects. Consultancy Initiatives: Address the gap in the supply of quality professionals who are required to help customers realize their .Net vision. The .Net Center of Excellence delivers focused skills transfer,

application design & architectural assistance and software development mentoring. This allows rapid learning and application of new development
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skills to define business and technology problems. We have a strong background in Web and Interactive Media, as well as PHP, MYSQL, AJAX, Frame works, ZEND , ZENCART, OSCOMMERCE, SMARTY TEMPLATE INTIGRATION, GOOGLE MAP INTIGRATIONS, YAHOO MAP INTEGARTIONS, GOOGLE XPATH INTEGRTAIONS, CRE etc. We have an excellent Reporting , website design team with creativity , Graphic designers , Multimedia Developers who together create some of the most innovative, attractive and intelligent web pages. Human Resources at Honeypot Honeypot has highly charged technical whiz kids, with an eye for future technology, working towards shaping Technology of the Future. The objective of this group is to deliver software

services, solutions and products, using emerging technologies, through innovation and creativity, with the highest standards of quality and integrity. The ambit of the Human Resource management team at Honeypot goes beyond the number game into the subtler areas of employee attitude, behavior and commitment. The tasks constantly before the HR team include:
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Encouraging employees to be creative, generating fresh ideas and innovative practices that enhance the company's ability to compete with competitors and accept new Responsibilities and participate in activities aimed at making systems more efficient, and processes more streamlined, effective and valuable. Developing and maintaining an environment that promotes a cohesive, inclusive, and diverse community, affirming the inherent worth of all individuals and underscoring the importance of teamwork, trust, and open communication to create a positive living and learning environment. The HR policies at Honeypot are centered on how we treat people, how we operate, what we deliver, how we feel and how we think. Similarly the recruitment policy at Honeypot is tailored around what we have, new skill sets required to accomplish the pre-set goals and how we fit in with the plans of the professionals. Honeypot believes in recruiting professionals with not merely the right skill set and without expertise but with the right attitude to fit into its industry, Honeypot is flexible same can be said of its quality. The environment. Like any startup in the IT compromising recruitment policy. The HRD team believes that great companies are made, not born. The secret behind it is in hiring the right people. This is, of course, easier said than done. Statistically, half of all employment situations result in mis-hire, i.e., hiring the wrong person for the job. For building a team of
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professionals to hold various responsible positions, to carry out the activities, the HRD team takes utmost care to ensure the inflow and management of the right skill into the organization at the right time. The HRD team believes in re-inventing relationships and building a shared vision with its employees. It helps the organization by framing policies and procedures for the company and ensuring that these are implemented and the employees are educated on the need to heed these policies and procedure.

Infrastructure With the Internet expanding rapidly across every corporate network, businesses are making huge investments in complex mission critical network infrastructure. This increases the challenges of managing and administering them. Honeypot has certified engineers on SUN, CISCO, Oracle, IBM, and Microsoft among other platforms. Honeypot, with its extensive experience in building and managing data centers and IP networks, is well positioned to assist its clients with all aspects of managed services. Honeypot provides services such as System Administration, Network Management, Messaging Solutions, Database Administration, Data Center Support and Help Desk.

Our Services
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Corporate Design Services Corporate Website Design Website Re-design

E-Business Solutions Knowledge Management Enterprise Internet Application Development E-Business Integration with legacy systems Customer Management Solutions

IT Consulting IT Planning IS Management Policy formation Strategic Outsourcing Quality Integration Project Management and Design Consulting E-Business Strategy Consulting Customer Relationship Management Consulting and Change Management

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Software Solutions Client-server Application Development Distributed Application Development Overseas Branches: Michigan Office: 304, Candlewyck dr, #1422 Kalamazoo, Michigan 49001. Ph: 001 2694644647. California Office: 730 E, Evelyn Avenue. # 221, Sunnyvale, California 94086. Ph: 001 7632133507.

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Managing Director Mr.Ramesh Parsa

Admin Accounts HR

IT Dept Project Manager Team Lead Software Engineers

Trainees

Sales Sales Manager Sales Executives Trainees

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HR Policy EMPLOYMENT WITH THE ORGANIZATION RECRUITMENT: Recruitment will be by Honeypot under the following purposes: To Fulfill the requirements in the client place Expansion into new areas To fill a vacancy created in an existing position Vacancies will be made known internally and externally. The CEO announces all vacancies in accordance with the approved Annual Plan & Budget or after approval of the Managing Committee of Honeypot. Some employments with Honeypot may be on contractual basis depending on the requirement. Sources of Recruitment: Word-of-Mouth/Networks/Website/ other Job Placement Websites
Database with Honeypot

Campus Recruitment

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Selection process: The whole process of selection would take place in two stages. Internal Recruitment Technical Round HR Round Appointment Induction External Recruitment Written Test Voice & Accent Round JAM Session HR Round

HOURS OF WORK: Working hours in Honeypot will be between 10.00 a.m. to 6:00 p.m., Monday to Friday with a lunch interval from 1:00 p.m. to 2:00 p.m. In case of staff requiring leaving office early or late to office, sanction may be taken from the CEO/Director Operations. A total of three late comings of one hour each are allowed per month and subsequent late comings will be treated as half a day casual leave. CEO will have discretion to waive this clause under exceptional circumstances. LEAVE POLICY: Staff with Honeypot will be entitled for Leaves and Holidays which will be in accordance with the calendar year.
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HOLIDAYS: The CEO will declare the official list of Holidays at the beginning of the calendar year after reviewing the Government Holiday list. A maximum of 15 days holidays per annum.

CASUAL LEAVE: Staff is eligible for casual leave of 8 days per annum. Unused casual leave cannot be accumulated. It can not be combined with sick leave. Staff can not avail more than three casual leaves at a time. SICK LEAVE: Staff shall be eligible for 12 days sick leave per annum. Unused sick leave can be accumulated for a maximum of 120 days, and is not encashable. MATERNITY LEAVE: The maternity leave entitlement is as per the provisions of the Maternity Benefit Act, 1981 or any such Act that be in force from time to time.

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PATERNITY LEAVE: Male Staff, within the first month of becoming a father, are entitled for a paternity leave of 6 days. LOSS OF PAY LEAVE: Staff on leave without the same being approved by the concerned authority will be considered or treated as being on Leave with Loss of Pay. Continuous absence for more than ten days without consent will result in disciplinary action including dismissal. PROCEDURE FOR APPLYING LEAVE: Step 1: Employee sends an e-mail to M.D(CC: To HR) with clear reasons and type of leave required. Excepting unavoidable or emergent situations, all leaves must have prior sanction. Step 2: If leave is sanctioned, the application will be forwarded to employee leave records. If leave is not HR Department for up-dating accordingly. GENERAL RULES: Prior Approval: No leave is sanctioned, if an employee avails of leave without getting it sanctioned and also he is not allowed to regularise it on the date of resuming duty excepting reasons
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sanctioned. The employee concerned may be advised/counseled

which are of

emergency or unavoidable nature. This will be decided by HOD concerned. If this attitude is repeated, HOD may discuss with Personnel /HR Dept to take appropriate action against erring employees. the leave sanctioned and only then, he may proceed on leave. Over Staying: Employees are not allowed to extend their leave except in the reasons/Situations which are beyond the control. If this attitude is repeated, concerned HOD may take up the matter with Personnel Manager to take appropriate action against erring employees. ABSENCE: If an employee is absent continuously more than 7 days, without any Valid reasons, his name will be removed from the rolls of the Company and Suitable disciplinary action will be taken against the faulty employees. Just applying leave does not mean that he got the sanction. He must get

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SUGGESTED SALARY STRUCTURE: 1. Basic Pay 2. HRA 3. Conveyance 4. 6. City Compensatory Allowance Special Allowance 5. Medical Reimbursement 50% of Gross Pay 40% of basic pay 800 of basic pay 8% of basic pay Balance 8.33% of basic pay

ANNUAL INCREMENT The professional/staff of the Honeypot may be eligible for a performance based annual increment. Staff will be eligible for an Annual Increment in Basic Pay as applicable to their respective level. STAFF WILL GET:
30% hike , if he/she had been completed one year of service.

A proper Performance Appraisal system shall be put in place which shall have provision to assess the average, good and excellent performance of staff during the year.

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Public Holidays -2010 # 1. 2. 3. Holiday Muharram Republic Day Maha Shivratri (Optional) 4. Milad-un-Nabi (Birthday of Prophet Mohd) (Optional) 5. 6. 7. Good Friday Holi Ram Navami (Optional) 8. Mahavir Jayanti (Optional) 9. Buddha Purnima (Optional) 10. 11. 12. Independence Day Mahatma Gandhi Birthday IdulFitr (Optional) 13. Dussera (Vijaya October 9
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Date January 19 January 26 March 6

Day Saturday Saturday Thursday

March 21

Friday

March 21 March 22 April 14

Friday Saturday Monday

April 18

Friday

May 20

Tuesday

August 15 October 2 October 2

Friday Thursday Thursday

Thursday

Dashami)

14. 15.

Diwali (Deepawali) October 28 Guru Nanak Birthday (Optional) November 13

Tuesday Thursday

16.

Idul Juha (Bakrid) (Optional)

December 9

Tuesday

17.

Christmas day (Optional)

December 25 Thursday

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Data Analysis & Interview

42

Why We Analyze Data Analysing absence data is important for two reasons: The process enables an organization to determine whether or not it has an absence problem It can help the organization to understand what is driving Absence Incident An absence incident is any continuous absence from commencement until return to work e.g. a 1 day absence is 1 incident. Likewise, a consecutive 12-day absence is also one incident. Absence incidence is related to: Psychosocial factors Job satisfaction Workplace factors Organizational factors Health risk factors .

43

44

MEASUREMENT OF ABSENTEEISM For calculating the rate of absenteeism we require the number of people scheduled to work and number of people actually present. Absenteeism can be find out of absence rate method.

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

Total number of lost days due to absences during the period : 93 Absenteeism percent (d [divided by] c) x 100 : 4.65%

Since absenteeism is a major barometer of employee morale, absenteeism above 5 percent has to be considered as very serious (across most industries 3 percent is considered standard).

45

Why We Analyze Data Analysing absence data is important for two reasons: The process enables an organization to determine whether or not it has an absence problem It can help the organization to understand what is driving

46

ABSENTEEISM RATE AT HONEYPOT IT CONSULTING PRIVATE LIMITED .

1.8 1.6 1.4 1.2 1 0.8 0.6 0.4 0.2 0 jan feb mar apr may jun july aug sept oct nov dec 2008 2009

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PECULIAR FEATURES OF ABSENTEEISM On the basis of studies undertaken certain observations may be made: a) The rate of absenteeism is lowest on payday; it increases considerably on the days following the payment of wages and bonus. The level of absenteeism is comparatively high immediately after payday. When worker either feel like having a good time or in some other cases return home to their villages family and after a holiday, has also been found to be higher than that on normal days. b) Absenteeism is generally high workers below 25 years of age and those above 40. The younger employees are not regular and punctual. Presumably because of the employment of a large no. of new comers among the younger age groups, while the older people are not able to withstand the strenuous nature of the work. c) The percentage of absenteeism is higher in the night shift than in the day shift. This is so because workers in the night shift experience great discomfort and uneasiness in the course of their work than they do during day time. d) Absenteeism in India is seasonal in character. It is the highest during March-April-May, when land has to be prepared for
48

monsoon, sowing and also in harvest season (Sept-Oct) when the rate goes as high as 40%.

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CAUSES OF ABSENTEEISM The Royal Commission Labour observed that high absenteeism among Indian labour is due to rural orientation and their frequent urge for rural exodus. According to Acharaya In modern industrial establishment the incidence of industrial fatigue, mal nutrition and bad working conditions aggravate that feeling for change among industrial worker and some time impel them to visit their village home frequently for rest and relaxation. The general cause of absenteeism may be summarised as below:1) MALADJUSTMENT WITH FACTORY In factory the worker finds caught within factory walls, he is bewildered by heavy traffic, by strangers speaking different and subjected to strict discipline and is ordered by complete strangers to do things which he cannot understand. As a result he is under constant strain, which cause him serious distress and impairs his efficiency. All these factors tend to persuade him to maintain his contacts with village. 2) SOCIAL AND RELIGIOUS CEREMONIES Social and religious ceremonies divert workers from workers to social activities. In large number of cases incidence of absenteeism due to religious ceremonies is more than due to any other reason.
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3)

HOUSING CONDITIONS Workers also experience housing difficulties. Around 95% of housing occupied by industrial workers in India is unsatisfactory for healthful habitations. This leads to loss the interest in work.

4)

INDUSTRIAL FATIGUE Low wages compel a worker to seek some part time job to earn some side income. This often result inconstant fatigue, which compels to remain absent for next day.

5)

UNHEALTY WORKING CONDITION Irritating and intolerable working conditions exist in a factory. Heat, moisture, noise, vibration, bad lighting, dust fumes and overcrowding all these affect the workers health causing him to remain absent from work a long time.

6)

ABSENCE OF ADEQUATE WELFARE ACTIVITIES High rate absenteeism is also due to lack of adequate welfare facilities Welfare activities include clean drinking water, canteen, room shelter, rest rooms, washing and bathing facilities, first aid appliances etc.

7)

ALCOHOLISM

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Some of the habitual drunkards spend whole of their salary during first week of each month for drinking purpose. Therefore 2 or 3 weeks after getting their salary absent themselves from their work. 8) INDEBTNESS All those workers who undergo financial hardships usually borrow money lenders at interest rate which are very high, which often cumulates to more than 11 12 times their actual salaries. To avoid the moneylenders they usually absent themselves from work because they are unable to return the money in stipulated time. 9) IMPROPER & UNREALISTIC PERSONNEL POLICIES Due to favouritism and nepotism which are in the industry the workers generally become frustrated. This also results in low efficiency, low productivity, unfavourable relationship between employee and supervisor, which in turn leads to long period of absenteeism. 10) INADEQUATE LEAVE FACILITIES Negligence on part of the employee to provide leave facility compel the worker to fall back on ESI leave. They are entitled to 50 days leave on half on pay. Instead of going without pay the worker avail themselves of ESI facility

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EFFECTS OF ABSENTEEISM ON INDUSTRIAL PROGRESS It is quite evident from the above figures that absenteeism is a common feature of industrial labour in India. It hinders industrial growth and its effect in two fold. 1) LOSS TO WORKER Firstly due to the habit of being absenting frequently workers income is reduced to a large extent. It is because there is a general principle of no work no pay. Thus the time lost in terms of absenteeism is a loss of income to workers 2) LOSS TO EMPLOYERS On other hand, the employer has to suffer a greater loss due to absentees. It disturbs the efficiency and discipline of industries consequently, industrial production is reduced. In order to meet the emergency and strikes, an additional labour force is also maintain by the industries. On certain occasions, those workers are employed who present themselves at factory gates. During strikes they are adjusted in place of absent workers. Their adjustment brings serious complications because such workers do not generally prove themselves up to work. Higher absenteeism is an evil both for workers and the employers and ultimately it adversely affects the production of industries.
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ANALYSIS OF CAUSES

1)

FAMILY ORIENTED & RESPONSIBILITES It was observed that about 40% case absenteeism is family oriented and more responsibilities of workers. It increases in harvesting season.

2)

SOCIAL CEREMONIES In 20 % cases it was found that social and religious functions divert worker from work.

3)

HOUSING FACILITY In about 30% cases, the workers remain absent because there is no housing facilities and the workers stay alone and great distance from factory.

4)

SICKNESS AND ACCIDENT In 20% case the workers remain absent due to ill health and disease and in 15% cases workers remain absent due to accident.

5)

TRANSPORTATION Most of the workers have to travel long distance to reach the work place. Most of the workers are not satisfied with transport facilities.
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6)

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

7)

WORKING CONDITIONS In 21% cases, the workers feel that there is not good working condition, because they work in standing position which causes to remain absence for relaxation.

8)

MANAGEMENT SYSTEM Near about 34% people are dissatisfied with management system because they feel that their work is not being recognised and promotions are biased.

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EFFECTS OF ABSENTEEISM Following are the drawbacks of excessive absenteeism 1.ON INDUSTRY Absenteeism in industry stops machines, disrupts processes, creates production bottle-necks, hampers smooth flow or continuity of work, upsets production targets, result in production losses, increases direct overhead costs , increase work load of the inexperienced , less experienced or sub standard workers as substitutes, this in turn creating problems of recruitment , training, job adjustments, morale and attitudes of the employees.

ON WORKERS 1. Absenteeism reduces workers earnings and adds to his indebtedness, decrease his purchasing power. Makes it difficult for him to meet necessities of life, leading to personal problems, and in many cases loss of employment and resultant disaster for his dependents. 2. It affects both quantity and quality of production. If more number of workers are absent the total output is affected. If alternative arrangement is made by employing casual workers who do not posses adequate experience the quality of goods produced is affected. 3. It affects the efficiency of workers. The workers who joins after a long period of absencewould normally be much less efficient. 4. It affects the discipline of the workers adversely. The worker who is attending to his work irregularly may not care much about the discipline. Peculiar Features of absenteeism
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On the basis of micro studies undertaken in different parts of the country, certain observations may be made. a. The rate of absenteeism is the lowest on pay day, it increases considerably on the days following the payments of wages and bonus. b. Absenteeism is generally high among workers below 15 years of age and those above 40.The younger employees are not regular and punctual, presumably because of the employment of a large number of newcomers among the younger age groups.While the older people are not able to withstand the strenuous nature of the work. c. The rate of absenteeism varies from department to department within a unit. As the size of the group increases, the rate of absenteeism goes up. This difference in the rate of absenteeism is believed to be due to the peculiar style and practices of management, the composition of the laboue force and the culture of the organization. d. The percentage of absenteeism is generally higher in the day shifts. e. The percentege of abasenteeism is much higher in coal ans mining industries than in organized industries. f. Absenteeism in India is seasonal in character. g. It is the highest during March-April-may, when a land has to be prepared for monsoon saving, and also in the harvest season, when the rate goes as high as 40 percent.

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Absenteeism and Human Relations

Absenteeism is a phenomenon that management lives with on a daily basis. So are the problems of lateness and of employees leaving their work stations without authorization. Most experts agree that fewer and fewer people are taking pride in their attendance or on-time records. Why? Those close to the scene have come up with many answers why work absenteeism is increasing. Here are four reasons that are frequently cited: (1) people do not commit themselves to a career or company as much these days (partially because organizations no longer value loyalty as much as they did in the past), so employees do not feel as much pressure to live up to the rules; (2) schools and colleges are so relaxed that the adjustment to the discipline of business is more difficult than it was in the past; (3) many people no longer feel obligated to live up to attendance standards or rules imposed on them by organizations; and (4) people allow personal problems to spill over into their work environment more than in the past.

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Absenteeism Policy What is the basic policy that most business and government organizations have toward absenteeism and reporting to work late? What is acceptable and what is not? What is management's attitude toward the problem, and what action does it take with those who consistently violate their policies? Most professional managers in business and government endorse and try to get their employees to live within the framework and spirit of the following policy: Employees should not come to work when one of the following conditions exist: 1. when it might endanger their own health or that of their co-workers; 2. when the employee is in a psychological or emotional state that could hurt on-the-job productivity and possibly create an unsafe condition; or 3. when a serious personal or family emergency exists.

If none of the above conditions exists, employees should be on the job and, except in special cases, they should be there on time. This basic absenteeism policy might sound harsh and autocratic, but organizations have had years of experience with the problem; and they feel that unless they take a firm stand, they will be misinterpreted by some and taken advantage of by others.

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Need for a Policy In order to make a profit and stay in business, most organizations must operate under tight production and service schedules. These schedules are built around employees. An assembly line from which a few workers are absent is no longer an assembly line. When a customer wants to buy something in a retail store and there is no one available to help, a sale can be lost. A customer goes to a restaurant and if the waitperson is doing the work of two because another waitperson didn't show up, the customer may never return. Management has learned that when an employee or supervisor doesn't show up for work as scheduled, immediate and costly adjustments are necessary if production is to continue and customers are to be kept happy. Sometimes, but not always, the other employees can pitch in and fill the gap. But most of the time, the company pays at least a small price in loss of efficiency, loss of sales, or loss of customer faith. In short, the absence of an employee usually costs the company money in one way or another. If the absence is necessary, no one complains. But if the absence is unnecessary, then management must become concerned and involved. Chronic lateness by an employee, although not usually as serious or expensive for the company as absenteeism, is still a problem. A late employee can delay the changing of shifts. An employee who is constantly late can upset a conscientious supervisor and make her (or him) more difficult for others to work with for the rest of the day. Most serious of all is the negative influence the consistently late employee has on the productivity
60

of others. The supervisor who takes a soft approach to such an employee stands the chance of losing the respect of other, more reliable employees. Employee Challenges But absenteeism, lateness, and unauthorized time away from work are not only management problems. They should also be viewed as problems and challenges to the employee. That is primarily what this chapter addresses. How should you look at these problems? How will they influence your future? Supervisors and workers who fail to build a good record in these areas will almost always pay a very high price in terms of their relationships with others. Here is why. A poor attendance record will keep you from building good horizontal working relationships with your co-workers. Your co-workers may deeply resent having to carry an extra load when you are absent. Few kinds of behavior will destroy a relationship more quickly than being frequently absent and causing co-workers to "carry" you in your own department. A poor record will strain the vertical working relationship with your supervisor. It will make more work for her (or him) personally, it will cause her department to be less efficient, and it will put her on the spot with other employees. Most experts agree that it is almost impossible for an employee who is guilty of chronic absenteeism to maintain a healthy relationship with an immediate supervisor.

In addition to the preceding two basic reasons, the following four reasons should receive consideration.
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1. Excessive absenteeism and lateness will build a credibility gap between you and management. A credibility gap can seriously hurt your future because those who cannot be depended upon are seldom promoted. It should also be pointed out that, right or wrong, some management people feel there is a moral aspect to the problem. If an individual accepts employment, he (or she) agrees to abide by the rules, within reason. Absence without sufficient cause is interpreted by management as moral failure. 2. Records that reflect heavy absenteeism and lateness are permanent and can be forwarded upon request to other organizations. The record you are building now could help or hurt you should you decide to move elsewhere. 3. If you have a good record, a request to be absent for personal and nonemergency reasons will seem more acceptable. 4. In case of layoffs, cutbacks, and reassignments, those people with poor records are usually the first to be terminated or reassigned.

Most organizations want to be understanding about employees' problems. They realize that there are exceptions to the rules, and they are willing to listen and make adjustments. Employees who consistently abuse the rules are usually counseled and given adequate warning. Those who play it straight with their companies usually receive fair and just treatment in return.

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Attendance Record Tips Here are a few tips that will help you be a conscientious employee who does not abuse the company policy on absenteeism and lateness. 1. Stay home under the following conditions: (a) when you are honestly sick and feel it would hurt your health or that of others if you reported to work, (b) when your emotional or mental condition is such that you know you could not contribute to the productivity of the department and might endanger the safety of others, and (c) when you have a family emergency and are urgently needed. 2. Notify the company at once of your decision to be away from work. Tell your supervisor in an honest and straightforward way why you can't make it. Talk to your supervisor, not to a co-worker. 3. If you stay at home for more than a single day because of illness, it is wise to provide a daily progress report on your condition. Also, estimate when you will be able to return.

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4. Save your authorized sick-leave time for real emergencies. It is a cushion that might come in handy. If you never use it, you should assume the attitude that you were lucky you didn't have to do so. 5. Always give yourself a little lead time when getting ready to report to work. Do not put yourself in a position where a small delay will make you late. It is better to be ten minutes early than one minute late. On those rare occasions when you are late, give management a real reason for it. 6. Take your allotted breaks, but don't be absent from your work station longer than the specified time. People who always stretch their coffee breaks are not appreciated by their co-workers or supervisor. When emergencies do come up and you must forgo or delay a scheduled break, don't nurse the feeling that you have been cheated and that you need an extra-long break to make up for it. 7. Don't be absent from your work station for long, unless you work it out in advance with your supervisor. Also, let your co-workers and/or your supervisor know where you will be when you are away. The best way to keep a supervisor from breathing down your neck is to earn your freedom by keeping him (or her) adequately informed. 8. When you have a special reason for being absent from work, such as a family wedding, funeral, or court appearance, work it out with your supervisor as far in advance as possible. 9. In planning for a pregnancy leave or seeking a leave of absence to act as a care provider for a family member, work out the details with your superior or the department of human resources as far in advance as possible. Make appropriate plans for a competent temporary
64

replacement to be located and trained, so that productivity levels will not suffer during your absence.

A good attendance record shows management that you are sensitive to the needs of others. It shows them that you are a motivated rather than a reluctant worker. It shows them that you are ready for better opportunities.

Absenteeism a major concern of HR Manager A period of returning to work after a prolonged period of sickness absence can be daunting for the employee AND their line manager - especially where the ill health revolved around a stress at work issue. Coming to terms with changes that have taken place during the employees absence and reestablishing team working practices will take effort and commitment from the manager and employee alike. Supportive and proactive interventions must be implemented to ensure a smooth transition back to the workplace. The employees perspective Returning to work following a long period of absence is daunting in itself, but with stress-related absence this is often so threatening that some individuals never make the transition back to full time employment. If the illness was brought about by stress at work or there are unresolved bullying or harassment issues, its likely that fear of a relapse, along with lack of confidence and low self-esteem, will inhibit rehabilitation. When work pressures only partially contributed to the illness, there may be a feeling of
65

guilt on the part of the employee that he or she had let their fellow workers down and put unnecessary pressure on others in the run-up to their illness The employers perspective The long-term absence of an employee naturally puts pressure on an organisation, both in terms of the costs of covering the absence and also in maintaining the morale of team workers. Achieving the smooth return to work of an employee who has been absent for some time requires early steps to be taken to establish a non-threatening rapport with the individual, and this should be undertaken with care and sensitivity. It should be the responsibility of the line manager or personnel officer to keep in contact with the employee as its important that the absent employee feels valued but not pressured into returning to work before they are completely recovered. Guidelines for rehabilitation back to work Each case has to be judged on its merits, and in cases of return to work after several months of illness it will be important to work in conjunction with an occupational physician. The importance of this process cannot be overstated. Once an employee has highlighted that they have had a stress-related illness, positive action must be taken to remove the stressors and/or give adequate training and support to the individual to enable them to cope with the demands of their job Key questions for consideration in ensuring successful rehabilitation of an employee back to work include: Has the individual been off work for the optimum recovery period?
66

Individuals may return to work too soon and without having had enough time to rest and recover and to rebuild their self-esteem and confidence. What are the factors that caused the original problem, and who needs to assume responsibility? Is it appropriate that the individual returns to exactly the same role? Where the individuals role needs to be changed, has this been communicated clearly, i.e. are the manager and individual clear about roles, responsibilities and expectations? What working practices need to be in place to support the returned worker and what can management do to facilitate this? Has the individual been given any advice on burnout prevention? The value of this cannot be overstated, particularly in relation to key areas including sleep, hygiene, energy management (through nutrition), and graded physical exercise programmes. Have procedures been established for the regular review of the situation? Progress should be continually monitored with regular communication between the Occupational Health department, manager and the individual. Motivation is the individual suited to the job? What do they want from their job? Serious stress-related illness, and in particular burnout, are conditions from which it is difficult to make a complete recovery. There is, unfortunately, a high risk of relapse should either the employer or the employee not have learnt the necessary lessons. It is for this reason that the employer must monitor the employees return to work and be alert to the early warning signs of reoccurring personal stress or any inability to cope with given tasks. Regular appraisal will identify further training needs, and provide a
67

discussion forum to enable both parties to raise issues that may be inhibiting a full return to work. Having said this, it is only reasonable to accept that whilst the employer can provide the structure and support mechanism for an employee to return to work, they cannot guarantee that the employee will necessarily slot back successfully into the original position that they formerly occupied. Managing absenteeism at work place According to the Institute of Psychiatry (April 2005), for the first time, stress, anxiety and depression have overtaken physical ailments as the most common cause of long-term absence from work. With sickness absence reportedly costing employers an average of 522 per employee per year (an average of 10 lost working days), there are good reasons to look closely at the root causes of absenteeism and, where possible, provide early intervention to support employees in regaining their health.

Short-term absence Short-term absence is usually defined as a period of absence of less than ten consecutive working days, and will usually be as a result of the employee suffering from a minor medical condition.

Persistent short-term sickness is one of the most common problems employers have to face. Arranging temporary cover when an employee is off sick may not always be viable, and is often both disruptive and costly. Many

68

employers therefore adopt the approach of persuading existing employees to cover for absentees on an ad hoc basis. While this may work in the short term, when applied over longer periods it puts pressure on existing staff, as they struggle to do their own work in addition to that of an absent colleague. The effect of this on staff morale can be damaging and counter-productive. Staff frequently feel resentful if required to do two jobs - often within the same timescale and for no extra remuneration. The situation may be further compounded when the absentee employee returns to work and is met with resentment from those who have had to cover for them during their absence. Long-term absence Long-term absence is defined as any period of absence in excess of ten consecutive working days. Such absence - particularly where it is stressrelated - presents a different problem for employers. In the short-term they may feel able to cover an absence internally, whereas in the longer term it may be necessary to recruit temporary staff who will normally require induction training and may not necessarily fit in well with existing teams. Temporary staff will also increase the salaries and wages bill, as well as involving the payment of costly agency fees. After a long-term absence, a phased return to work will most certainly be recommended, with possible training needed to support the employee back into work. Where rehabilitation is not an option, the costs of premature retirement due to ill-health will also need to be taken into account. Stress therefore has a quantifiable impact not only on health, safety and individual
69

well being, but on the operational and financial performance of the organisation as a whole. Attendance patterns The link between stress and absence is so well proven that statistics on nonattendance are often used as an indicator of stress hot spots within an organisation. These figures may also be used to measure the effectiveness of stress management interventions. In the analysis of attendance patterns, any extended periods of sick leave will immediately be apparent. Obviously, a stress-related illness or injury cannot be undone, but positive steps can still be taken by actively managing the return to work of the employee, and to minimise the risk of any identified stress reoccurring.

Of even more importance is the monitoring of short-term absences that may be the first sign of excessive pressure. Typically, absences that tend to fall into a pattern (e.g. if an employee is off sick every Monday), or are linked to particular operational requirements (such as reporting periods) are the most likely to be stress-related. Its therefore important to look initially at the pattern of absence, rather than the reasons given for it. Stress is typically under-reported as a reason for absence - especially in the early stages - with alternatives such as colds, back pain, migraine or general fatigue being given instead. This under-reporting can occur for a number of reasons. For example, it may be that the individual has not recognised that they might be suffering from stress, or they may be reluctant to admit, either
70

to others or themselves, that this is the real problem. There is often a stigma attached to stress, related to a perceived inadequacy or inability to cope. This exacerbates the problem by creating an artificial barrier to its identification and Absence management A successful absence management policy will ideally create a culture enabling any individual to admit to stress-related ill-health, without feeling that their future employment or career prospects may be damaged. Clearly, the earlier that specific sources of stress are identified, the sooner appropriate action can be taken to reduce the poor attendance that often ensues. In order to establish a level of control over sickness absence, and to implement an effective policy, its advisable to analyse employee data including The number of days lost per year. The number of employees taking leave of absence. The average length of absence per employee. The employees and department(s) with the worst - and best - record of absence. Are there any identifiable absence patterns? Is absence influenced, for example, by age, gender, the number of years in the job or seasonal variations?
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management.

the

following:

 How many employees take their maximum paid sickness entitlement in a year? Who takes the greater proportion of sick leave or other absence during the year workers, staff or management?

The reasons for the various types and frequency of absence should then be assessed, including the following: Is a particular job too stressful or too boring? Is the work dangerous or does it require too much physical effort? Is the working environment unsuitable? Is management weak or over-aggressive? Is morale poor? Is there a culture of taking days off at particular times? Do working practices lack organisational support? Is there a general lack of incentive and motivation?

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ABSENTEEISM - TYPES & THEIR CONTROL

There are two types of absenteeism, each of which requires a different type of approach. 1. INNOCENT ABSENTEEISM Innocent absenteeism refers to employees who are absent for reasons beyond their control; like sickness and injury. Innocent absenteeism is not culpable which means that it is blameless. In a labour relations context this means that it cannot be remedied or treated by disciplinary measures. 2. CULPABLE ABSENTEEISM Culpable absenteeism refers to employees who are absent without authorization for reasons which are within their control. For instance, an employee who is on sick leave even though he/she is not sick, and it can be proven that the employee was not sick, is guilty of culpable absenteeism. To be culpable is to be blameworthy. In a labour relations context this means that progressive discipline can be applied. For the large majority of employees, absenteeism is legitimate, innocent absenteeism which occurs infrequently. Procedures for disciplinary action apply only to culpable absenteeism. Many
73

organizations take the view that through the process of individual absentee counselling and treatment, the majority of employees will overcome their problems and return to an acceptable level of regular attendance.

COUNSELLING INNOCENT ABSENTEEISM Innocent absenteeism is not blameworthy and therefore disciplinary action is not justified. It is obviously unfair to punish someone for conduct which is beyond his/her control. Absenteeism, no matter what the cause, imposes losses on the employer who is also not at fault. The damage suffered by the employer must be weighed against the employee's right to be sick. There is a point at which the employer's right to expect the employee to attend regularly and fulfill the employment contract will outweigh the employee's right to be sick. At such a point the termination of the employee may be justified, as will be discussed. The procedure an employer may take for innocent absenteeism is as follows: 1. Initial counselling(s) 2. Written counselling(s) 3. Reduction(s) of hours and/or job reclassification 4. Discharge

74

Initial Counselling Presuming you have communicated attendance expectations generally and have already identified an employee as a problem, you will have met with him or her as part of your attendance program and you should now continue to monitor the effect of these efforts on his or her attendance. If the absences are intermittent, meet with the employee each time he/she returns to work. If absence is prolonged, keep in touch with the employee regularly and stay updated on the status of his/her condition. (Indicate your willingness to assist.) You may require the employee to provide you with regular medical assessments. This will enable you to judge whether or not there is any likelihood of the employee providing regular attendance in future. Regular medical assessments will also give you an idea of what steps the employee is taking to seek medical or other assistance. Formal meetings in which verbal warnings are given should be given as appropriate and documented. If no improvement occurs written warning may be necessary.

Written Counselling If the absences persist, you should meet with the employee formally and provide him/her with a letter of concern. If the absenteeism still continues to persist then the employee should be given a second letter
75

of concern during another formal meeting. This letter would be stronger worded in that it would warn the employee that unless attendance improves, termination may be necessary.

76

Reduction(S) of Hours and or Job Reclassification In between the first and second letters the employee may be given the option to reduce his/her hours to better fit his/her personal circumstances. This option must be voluntarily accepted by the employee and cannot be offered as an ultimatum, as a reduction in hours is a reduction in pay and therefore can be looked upon as discipline. If the nature of the illness or injury is such that the employee is unable to fulfil the requirements of his/her job, but could for example benefit from modified work, counsel the employee to bid on jobs of such type if they become available. (N.B. It is inadvisable to "build" a job around an employee's incapacitates particularly in a unionized environment. The onus should be on the employee to apply for an existing position within his/her capabilities.)

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Discharge

Only when all the previously noted needs and conditions have been met and everything has been done to accommodate the employee can termination be considered. An Arbitrator would consider the following in ruling on an innocent absenteeism dismissal case. a) Has the employee done everything possible to regain their health and return to work? b) Has the employer provided every assistance possible? (i.e. counselling, support, time off.) c) Has the employer informed the employee of the unworkable situation resulting from their sickness? d) Has the employer attempted to accommodate the employee by offering a more suitable position (if available) or a reduction of hours? e) Has enough time elapsed to allow for every possible chance of recovery? f) Has the employer treated the employee prejudicially in any way? As is evident, a great deal of time and effort must elapse before dismissal can take place.

78

These points would be used to substantiate or disprove the following two fold test. 1. The absences must be shown to be clearly excessive. 2. It must be proven that the employee will be unable to attend work on a regular basis in the future.

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

Verbal Warning Formally meet with the employee and explain that income protection is to be used only when an employee is legitimately ill. Advice the employee that his/her attendance record must improve and be maintained at an improved level or further disciplinary action will result. Offer any counselling or guidance as is appropriate. Give further verbal warnings as required. Review the employee's income protection records at regular intervals. Where a marked improvement has been shown, commend the employee. Where there is no improvement a written warning should be issued.

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Written Warning Interview the employee again. Show him/her the statistics and point out that there has been no noticeable (or sufficient) improvement. Listen to the employee to see if there is a valid reason and offer any assistance you can. If no satisfactory explanation is given, advise the employee that he/she will be given a written warning. Be specific in your discussion with him/her and in the counselling memorandum as to the type of action to be taken and when it will be taken if the record does not improve. As soon as possible after this meeting provide the employee personally with the written warning and place a copy of his/her file. The written warning should identify any noticeable pattern If the amount and/or pattern continues, the next step in progressive discipline may be a second, stronger written warning. Your decision to provide a second written warning as an alternative to proceeding to a higher level of discipline (i.e. suspension) will depend on a number of factors. Such factors are, the severity of the problem, the credibility of the employee's explanations, the employee's general work performance and length of service.

Suspension (only after consultation with the appropriate superiors)

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If the problem of culpable absenteeism persists, following the next interview period and immediately following an absence, the employee should be interviewed and advised that he/she is to be suspended. The length of the suspension will depend again on the severity of the problem, the credibility of the employee's explanation, the employee's general work performance and length of service. Subsequent suspensions are optional depending on the above condition.

Dismissal (only after consultation with the appropriate superiors)

Dismissals should only be considered when all of the above conditions and procedures have been met. The employee, upon displaying no satisfactory improvement, would be dismissed on the grounds of his/her unwillingness to correct his/her absence record.

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GUIDELINES & MEASURES FOR CONTROL OF ABSNTEEISM Absenteeism is a disease that appears whenever a company fails to inoculate itself through the use of sound management practices. To cure excessive absenteeism, one has to know the exact causes and then examine the available, workable and proven solutions to apply against those causes. To embark upon a successful absenteeism reduction program, you need to make sure you have some basic information and facts about absenteeism in your company. Consider the following four questions, which should help you further focus your ideas and put a plan into action.

Q. Why is your present absenteeism policy ineffective? Absenteeism policies vary in effectiveness. Most ineffective policies I have reviewed have a common denominator: They allow "excused" absences, whereas those that do work are "no fault" policies.

Q. Where and when is excessive absenteeism occurring?

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Numerous studies have concluded that under trained supervisors is one of the main causes of absenteeism. Therefore, any company experiencing absenteeism of greater than 3 percent should consider supervisors as a potential contributor to the problem. Given that this may be the case, you first should check the percentage of employee absenteeism by supervisor to see if it is concentrated around one or two supervisors. If it is, you've begun to uncover the obvious--undertrained supervisors. If, however, your research reveals that the rate of absenteeism is almost equally distributed throughout your factory, you will need to investigate other possible causes.

Q. What are the real causes for absences? People-oriented companies are very sensitive to employee opinions. They often engage in formal mini-studies to solicit anonymous employee opinions on topics of mutual interest. These confidential worker surveys commonly ask for employee opinion regarding higher-than-normal absenteeism. In other words, employees revealed that repetitive, boring jobs coupled with uncaring supervisors and/or physically unpleasant workplaces led them to make up excuses for not coming to work, such as claiming to be sick.

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One way to determine the causes of absenteeism is to question your supervisors about their employees' excessive absenteeism, including what causes it and how to reduce it.

Q. How much formal training have your supervisors received on absenteeism containment and reduction? If you find that your supervisors hesitate to provide meaningful answers to your questions, then you're on the right track toward a solution. Ask yourself, "How much formal training have I given my supervisors in the areas of absenteeism reduction and human resources skills?" If your answer is none or very little, your solution can't be far behind. The fact of the matter is, you cannot ask a person to do a job he or she has never been trained to do.

Following are the measures to control absenteeism:1) ADOPTION OF A WELL DEFINED RECRUITMENT PROCEDURE The selection of employees on the basis of command, linguistic and family consideration should be avoided. The management should look for aptitude and ability in the prospective employees and should not easily yield or pressure of personal likes and dislikes. Application blanks should invariably be used for a preliminary selection and tools for interviews. The personal officer should play more effective role as
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coordinator of information, provided that he has acquired job knowledge in the function of selection. Employers should also take into account the fact that selection should be for employees development, their reliance. They should as far as possible rely on employment exchange. . 2) PROVISION OF HEALTHFUL AND HYGENIC WORKING CONDITION In India, where the climate is warm and most of the work involves manual labour, it is essential that the workers should be provided with proper and healthy working conditions. The facilities of drinking water, canteens, lavatories, rest rooms, lighting and ventilation, need to be improved. Where any one of these facilities is not available, it should be provided and all these help in keeping the employee cheerful and increase productivity and the efficiency of operations throughout the plant. 3) PROVISION OF REASONABLE WAGES AND

ALLOWANCE AND JOB SECURITY TO WOTRKERS The wages of an employee determine his as well as his family standard of living. This single factor is important for him than other. The management should, therefore pay reasonable wages and allowances, taking into account the capacity of the industry to pay.

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4)

MOTIVATORS WELFARE AND SOCIAL MEASURES The management should consider the needs of workers and offer them adequate and cheap housing facilities, free of subsidised food, free medical and transport facilities, free education facilities for their children and other monetary benefits. As for social security is concern, the provision of Provident Fund, SBI facilities, Gratuity and Pension, all those need to be improved.

5)

IMPROVED

COMMUNICATION

AND

PROMPT

REDRESSAL OF GRIEVANCES Since a majority of the workers are illiterate or not highly educated bulletins and written notices journals and booklets are not easily understood by them. Meetings and concealing are called for written communication becomes meaningful only when workers can readied understood them, too many notices should be avoided only the essential ones should be put on the boards, which should be placed near the entrance inside the canteen and in areas which are frequently visited by the workers so that they are aware of the policies of the company and any sort changes being made. 6) LIBERAL GRANT OF LEAVE The managements strict attitude in granting leave and holidays even when the need for them is genuine, tempts workers to go on E.S.I. leave for under this scheme, they can have 56 days leaves in years on half pay. An effective way of dealing with absenteeism is to liberalise leave rules.
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7)

SAFETY AND ACCIDENT PREVENTION Safety at work can be maintained and accidents can be prevented if the management tries to eliminate such personal factors as negligence, overconfidence, carelessness, vanity, etc and such material factorizes unguarded machinery and explosives, defective equipment and hand tools. Safe methods of operation should be taught. In addition consistent and timely safely instruction, written instructions (manual) in the regional language of the area should be given to the work force. 8) CORDIAL RELATIONS BETWEEN SUPERVISORS AND WORKERS The supervisor should be recognise that industrial work is a groups task and cannot be properly done unless discipline is enforced and maintained. Cordial relations between the supervisors and these workers are therefore essential for without them, discipline cannot be increased. One of the consequences of unhealthy relations between supervisors and subordinates is absenteeism.

9)

DEVELOPMENT OF WORKERS BY TRAINING The system of workers education should be so designed as to take into account their educational needs as individuals for their personal evaluation, as operatives for their efficiency and advancement, as citizens for happy integrated life in the community, as members of a trade union for the protection of their interests. The educational
88

programs according to their national commission on Labour should be to make a worker:a) A responsible, committed and disciplines operative. b) Aware of his rights and obligations. c) Lead a calm, clean and health life, based on a firm ethical foundation. d) A responsible and alter citizen.

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THE BRADFORD FACTOR & ABSENTEEISM

The Bradford Factor is a Human Resources tool used by many organizations to measure and identify areas of absenteeism. The theory is that short, frequent and unplanned absences are more disruptive than longer absences. It is based on the fact that it is normally easier to make arrangements to cover for staffs who are going to be off for long periods, and which are more likely to be suffering from a genuine illness. However, employees taking odd unplanned days off here and there actually cause more disruption to the business. If this pattern is repeated regularly, the employee will have a high Bradford Factor score; which may raise questions about how genuine the illness actually is. The formula for the Bradford Factor is: E x E x D = Bradford Factor Score Where E is the number of episodes of absence and D is the total number of days absent in a rolling 52 week period. So, for employees with a total of 10 days absence in one year, the Bradford Factor score can vary enormously, depending on the number of episodes of absence involved. For example:
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One absence episode of 10 days is 10 points (i.e. 1 x 1 x 10)

Five absence episodes of two days each is 250 points (i.e. 5 x 5 x 10) Ten absence episodes of one day each is 1,000 points (i.e. 10 x 10 x 10) How do organizations use the Bradford Factor? There are no set rules for using the Bradford Factor; it is down to each organization to determine the ways in which it uses the score. However, used effectively, the Bradford Factor can reduce absenteeism dramatically, serving as a deterrent and a method for tackling persistent absenteeism. Studies have shown that by educating staff about the Bradford Factor, and then showing them their score on a regular basis, absenteeism can be reduced by over 20%. This is largely down to staff understanding that taking the odd day off here and there will quickly multiply their Bradford Factor score. The Bradford Factor places a value on the absence which an employee can clearly see. Where the absence is not absolutely necessary, this can serve to deter absenteeism. When this is used in conjunction with a points system the Bradford Factor can be effectively utilized to deter unnecessary absenteeism. For example the Bradford Factor can be utilized by creating triggers whereby certain actions are taken when an employees Bradford score reaches a certain point. For example, the UK Prison Service has used the following triggers:
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51 points verbal warning. 201 points written warning 401 points final warning 601 points dismissal

Setting these triggers is entirely dependent on the organization using the Bradford Factor. It is usually advisable to use the Bradford Factor as one of a number of absence policies. However, setting these triggers and making staff aware of them, in addition to taking action, resulted in the Prison Service reducing absenteeism by 18%. By implementing mandatory procedures for tackling absenteeism across an organization led by the Bradford Factor, an organization can remove the potential for differences across teams and management and remove the difficulties and reluctance that line managers often face when having to discipline a close staff member. The Bradford Factor can provide organizations with a two pronged method for tackling absence: proactively deterring absence in the first place and utilizing a set procedure to identify and tackle persistent absenteeism. Implementing the Bradford Factor

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Calculating the Bradford Factor for one member of staff over a given period is not a difficult proposition. However, calculating the Bradford Factor over a rolling 52 week period, across multiple teams and locations and considering different types of absence is a very difficult task. As a result of the exponential nature of the formula {E x E x D}, even the slightest mistakes in calculation can result in a wide variance of an employees Bradford Factor score. For example: For an employee who has had 10 days off in a year in total, on two separate occasions: 2 X 2 X 10 = 40 {which does not trigger a warning fewer than 50} However, if their absence is either not recorded correctly, or is calculated wrong by just one day: 3 X 3 X 10= 90 {which does trigger a warning over 50} You can see that their score is more than double, despite the small mistake. Getting the formula the wrong way round can have even more significant results: 10 X 10 X 2 = 200 {which would trigger disciplinary proceedings over 200} If an organization wants to tackle absenteeism effectively, using the Bradford Factor, including using an employees Bradford Factor score in potential disciplinary proceedings, then the process for calculating the Bradford Factor has to be full proof, consistent and equal.
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To achieve this, an organization will need to ensure:

Absence reporting and monitoring is consistent, equal and accurate both over time and across the whole organization. The calculation of an employees Bradford Factor score is based on these accurate, equal and updated absence records. Management and staff have access to updated Bradford Factor scores.

Without these processes in place the calculation of the Bradford Factor is extremely difficult and time consuming. In addition to this; unequal processes for reporting and calculating the Bradford Factor could be discriminatory; everyones Bradford Factor score should be subject to the same, indisputable criteria.

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RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY The research reveals that one of the major problems is absenteeism in our industry. Absenteeism hinders planning, production, efficiency and functioning of the organisation. In fact high rates of absenteeism affect an organisation state of health and also supervisory and managerial effectiveness. 1) i. ii. iii. OBJECTIVES OF RESEARCH

To identify the rate of absenteeism of worker. To identify the causes of absenteeism. To suggest any measures to reduce the rate of absenteeism

2)

SAMPLE SELECTION AND SIZE The population for the study comprised of absentees for current year, the total sample 50 workers.

3)

DATE COLLECTION AND STATISTICAL TOOLS The sources of data for the purpose of study were both primary and secondary. Primary data was collected through questionnaire which was mainly close-ended questionnaire and discussion with workers whereas secondary data was collected from records maintained by

96

personal department and time office. Percentage method is used for the analysis of data and bar graphs are used to present that data. LIMITATION OF THE STUDY There are some limitations for research which are as follows:a) As it was not possible to visit each department the true picture of working condition could not be judged. b) The workers were busy with their work therefore they could not give enough time for the interview. c) The personal biases of the respondents might have entered into their response. d) Some of the respondents give no answer to the questions which may affect the analysis. e) Respondents were reluctant to disclose complete and correct information Because of a small period of time only small sample had to be considered which doesnt actually reflect and accurate and intact picture.

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ANALYSIS & INTERPRETATION

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Q. 1)

For how many years you are working with Honeypot IT

Consulting Private Limited .?

Series1

12

10

0 (a) 0-1 yr (b) 1-2 yr (c) 2-3 yr (d) >3 yr

INTERPRETATION - It can be seen that major people working with company from startup.

99

Q. How often you remain absent in a month?

20 18 16 14 12 10 8 6 4 2 0 Series1 (a) Nil 12 (b) Once 20 (c)Twice 1 (d) < Twice 2

INTERPRETATION - According to this sample average employee will take at lest one day absent in month

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Q) According to you what is the main reason for employees absent

30 25 20 15 10 5 0

(a) Health problem / domestic 29

(b) Stress 1

(c)Work (d) Working dissatisfaction environment 4 1

Series1

INTERPRETATION - According to 90% workers, Health problem is the reason for being absent. 4% think that stress can also be the reason.

101

Q. Your views regarding present Absenteeism Policy of Honeypot IT Consulting Private Limited .?

20 18 16 14 12 10 8 6 4 2 0 Series1 (a) Excellent 9 (b) Good 20 (c) Fair 2 (d) Dont know 4

INTERPRETATION - It can be seen that 56% workers rate the present absenteeism policy as good whereas 25% rate it as excellent.

102

Q. Are you clear about your work / job responsibilities?

25

20

15

10

0 Series1

(a) Well clear 25

(b) Good 7

(c) Fairly clear 2

(d) Dont know 1

INTERPRETATION - It can be seen that 75% of the workers at Honeypot IT Consulting Private Limited . are clear regarding their work responsibilities.

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Q. Are you satisfied with your work?

30

25

20

15

10

(a) Well satisfied 28

(b) Good 5

(c) Fair 2

(d) Not satisfied 0

Series1

INTERPRETATION - 88% of the workers are fully satisfied with their work whereas 15% workers think their work as good.

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Q. Views regarding working environment of Honeypot IT Consulting Private Limited .?

30

25

20

15

10

0 Series1

(a) Excellent 30

(b) Good 5

(c) Fair 0

(d) Poor 0

INTERPRETATION - 85 % worker feel that the working environment at Honeypot IT Consulting Private Limited .is excellent and remaining said it is good

105

Q. How are your relations with your superiors?

20 18 16 14 12 10 8 6 4 2 0 Series1 (a) Excellent 20 (b) Good 11 (c) Fair 3 (d) Poor 1

INTERPRETATION - 57% workers have Excellent relations with the superiors whereas 31% have good relations with the superiors.

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Q. How are your relations with your Co-Workers ?

16 14 12 10 8 6 4 2 0 Series1

(a) Excellent 15

(b) Good 15

(c) Fair 5

(d) Poor 1

INTERPRETATION - 57% workers have Excellent relations with the superiors whereas 31% have good relations with the superiors.

107

Q. Yours superiors behavior towards your problem?

30

25

20

15

10

0 Series1

(a) Excellent 28

(b) Good 6

(c) Fair 1

(d) Poor 0

INTERPRETATION - 80% workers think that their superiors behaviour toward their problems is excellent & and no one said poor

108

Q. Yours views regarding facilities provided Honeypot IT Consulting Private Limited .?

20 18 16 14 12 10 8 6 4 2 0 Series1 (a) Excellent 20 (b) Good 10 (c) Fair 3 (d) Poor 2

INTERPRETATION 57% workers consider that facilities provided to them are excellent whereas 35% consider them as good

109

Q. How often do you take leave in a month ?

25

20

15

10

0 a) 1 days Series1 25 b) 2 days 5 c) 3 days 3

d) above 3 days 2

INTERPRETATION 71% workers consider that facilities provided to them are excellent whereas 14% consider them as good

110

Q)How do you rate your relationship with your superior ?

20 18 16 14 12 10 8 6 4 2 0 a) Satisfied Series1 20 b) Highly satisfied 10 c) Neither satisfied or Dis-satisfied 4 d) Dissatisfied 1

INTERPRETATION 71% workers consider that facilities provided to them are excellent whereas 14% consider them as good

111

Q)How does your organization manage absenteeism

10 9 8 7 6 5 4 3 2 1 0 a)Extra payment to work on 10 b)Have some c)Use over staff in reserve time in case / temporary of vacancy 5 10 d)Train employees in various 5

Series1

INTERPRETATION very few workers willing to outsource there work when they is vacancy

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16) In your opinion, how absenteeism can be controlled?

16 14 12 10 8 6 4 2 0 a )C h a n g e b )C h a n g e d )D e ve lo p a n c )P ro vid e m a n a g e m e n tw o rk in g attendanc e in c e n t ive s s t y le c o n d it io n s p o lic y 3 6 15 6

S e rie s 1

INTERPRETATION 40 % workers looking for Insintives for constolleing absenteeism , 17 % refered to develop attedence policy

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17) Which factor will motivate you to attend regularly?

10 9 8 7 6 5 4 3 2 1 0 a. Good employer relations 10 c. d. Incentives and Recognition of bonus provided work 8 9

b. Work environment 8

Series1

INTERPRETATION Majority people choose good employer Relations and many of them looking for Insintives for motivate

114

Conclusion & Suggestion

115

CONCLUSION Finding and analysis reveals the following conclusion

1) Almost 56% of the workers at Honeypot IT Consulting Private

Limited . are working for more than 3 years whereas 36% are working for more than 2 yrs. 2) Almost 96% of the workers do not remain absent.
3) According to 96% workers, personal problem is the reason for

being absent. 4% think that stress can also be the reason. 4) Almost 76% workers rate the present absenteeism policy as good whereas 22% rate it as excellent.
5) Almost 94% of the workers at Honeypot IT Consulting Private

Limited . are clear regarding their work responsibilities. 6) 82% of the workers are fully satisfied with their work whereas 16% workers think their work as good. 7) 76 % workers have good relations with the superiors whereas 22% have excellent relations with the superiors. 8) 42% workers think that their superiors behaviour towards their problems is excellent & 56% workers consider it as good.

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SUGGESTIONS AND RECOMMENDATIONS Absenteeism is a serious problem for management because it involves heavy additional expenses. The management should take the following measures to reduce the rate of absenteeism:1) Provide Incentives- An incentive provides an employee with a

boost to their motivation and avoid unnecessary absenteeism. Incentives like two hours of bonus pay for every month of perfect attendance can improve a lot.

2) Employee Assistance Program- If you confront an employee

about his or her frequent absenteeism and you find out that it is due to personal problems refer them to EAP.

3) Sickness Reporting Tell employees that they must phone in as

early as possible to advise why they are unable to make it to work and when they expect to return.

4) Return to Work Interview- When an employee returns to work

then ensure that they have a return to work interview.

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5) Bradford factor can also be used to identify and cure excessive

absenteeism.

In the end to conclude this report I would like to specify that the project allotted to me on ABSENTEEISM was of immense help to me in understanding the working environment of an organization, thereby providing a firsthand practical experience. In this project while identifying the reasons of absenteeism of the workers of Honeypot IT Consulting Private Limited I got an opportunity to interact with workers to observe their behavior and attitude. In the end I would once again like to thank the people of Honeypot IT Consulting Private Limited . who helped me in accomplishing this project and boosting my morale by appreciating and recognizing my efforts.

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QUESTIONNAIRE Personal Information Name .. Age. Job status.

1)

Sex..

For how many years you are working with Honeypot IT Consulting Private Limited .? (b) 1-2 yr (d) >3 yr

(a) 0-1 yr (c) 2-3 yr

2) How often you remain absent in a month? (a) Nil (c)Twice 3) (b) Once (d) < Twice

According to you what is the main reason for employees absent? (a) Health problem / domestic reasons (c)Work dissatisfaction environment (b) Stress (d) Working

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4)

Your views regarding the present Absenteeism Policy of Honeypot IT Consulting Private Limited .? (a) Excellent (c) Fair (b) Good (d) Dont know

5)

Are you clear about your work / job responsibilities? (a) Well clear (c) Fairly clear (b) Good (d) Dont know

6)

Are you satisfied with your work? (a) Well satisfied (c) Fair (b) Good (d) Not satisfied

7)

Your views regarding the working environment of Honeypot IT Consulting Private Limited . & work place? (a) Excellent (c) Fair (b) Good (d) Poor

8)

How are your relations with your superiors ? (a) Excellent (c) Fair (b) Good (d) Poor

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9)

How are your relations with your co-workers? (a) Excellent (c) Fair (b) Good (d) Poor

10)

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

11)

Your views regarding the facilities provided to you by Honeypot IT Consulting Private Limited .? (a) Excellent (c) Fair (b) Good (d) Poor

13) How often do you take leave in a month? a) 1 days c) 3 days b) 2 days d) above 3 days

14) How do you rate your relationship with your superior? a) Satisfied b) Highly satisfied c) Neither satisfied or Dis-satisfied d) Dis-satisfied
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15) How does your organization manage absenteeism? a) Extra payment to work on Sunday / festival holiday b) Have some staff in reserve / temporary staff c) Use over time in case of vacancy d) Train employees in various functions 16) In your opinion, how absenteeism can be controlled? a) Change management style b) Change working conditions c) Provide incentives d) Develop an attendance policy e) Others (specify) ____________________ 17) Which factor will motivate you to attend regularly? a. Good employer relations b. Work environment c. Future prospects d. Recognition of work e. Incentives and bonus provided based on performance.

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18 ) Age: a) 20-25 c) 26-30 19) Monthly Income: a) 15,000-20,000 b) 20,000-25,000 c) 25,000-30,000 d) 35,000-40,000 20 ) Marital status: a) Single b) married c) widower b) 31-35 d) 35-40

Any suggestions / Comments _____________________________________________________________ ___ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ __________________
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7.Sample Size 8.Limitations

124

9. Sugestions

The effect of absenteeism firstly reduces the income of the workmen on the principle of No work No Pay. Consequently the loss is also to the employer both in discipline and efficiency and thus the industry suffers due to loss of production and income. The absenteeism affects adversely both the employee and the worker and give rise to many industrial unrest and labor problem. It also affects the attitude of the workers towards industry and industrial life.

Important measures taken by the management are as follows: 125

Encouraging good attendance through incentives schemes. Award linked with attendance. Counseling. Social counseling. Psychological counseling. HRD Programmes Through circulars. Review of absenteeism Involvement of union representatives. Guidelines for punishments Motivating the employees Conducting workshops. Monthly analysis of absenteeism Adoption of chronic absenteeism by executives.

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Conclusion

Based on the findings reflecting the workers' views, reasons for absenteeism and turnover fall into two broad categories: 1. Controllable Relationship with the boss Unsafe working conditions Excessive rework Poor craft supervision Poor overall management Poor planning Excessive surveillance by owner Inadequate tools and equipment
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2. Uncontrollable Travel distance from the residence to the job Overtime availability on another

Appendix :
The causes of absenteeism are many and include serious accidents and illness low morale poor working conditions

128

boredom on the job lack of job satisfaction inadequate leadership and poor supervision personal problems (financial, marital, substance abuse, child care etc.) poor physical fitness inadequate nutrition transportation problems the existence of income protection plans (collective agreement provisions which continue income during periods of illness or accident.) stress workload employee discontent with a collective bargaining process and/or its results Guidelines for Absenteeism Control There are two types of absenteeism, each of which requires a different type of approach. 1. Innocent Absenteeism Innocent absenteeism refers to employees who are absent for reasons beyond their control; like sickness and injury. Innocent absenteeism is not culpable which means that it is blameless. In a labour relations context this means that it can not be remedied or treated by disciplinary measures. 2. Culpable Absenteeism Culpable absenteeism refers to employees who are absent without authorization for reasons which are within their control. For instance, an employee who is on sick leave even though he/she is not sick, and it can be proven that the employee was not sick, is guilty of culpable absenteeism. To be culpable is to be blameworthy. In a labour relations context this means that progressive discipline can be applied. For the large majority of employees, absenteeism is legitimate, innocent absenteeism which occurs infrequently. Procedures for disciplinary action apply only to culpable absenteeism. Many organizations take the view that through the process of individual absentee counselling and treatment, the majority of employees will overcome their problems and return to an acceptable level of regular attendance.

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Identifying Excessive Absenteeism Attendance records should be reviewed regularly to be sure that an employee's sickleave days are excessive compared to other employees. If a supervisor suspects that an employee is excessively absent, this can be confirmed through reviewing the attendance records. If all indications show that an employee is excessively absent, the next step is to gather as much information as possible in order to get a clearer picture of the situation. The employees' files should be reviewed and the employees immediate supervisor should document all available information on the particular employee's history. Individual Communication After all available information has been gathered, the administrator or supervisor should individually meet with each employee whom has been identified as having higher than average or questionable (or pattern) absences. This first meeting should be used to bring concerns regarding attendance to the employee's attention. It is also an opportunity to discuss with the employee, in some depth, the causes of his or her attendance problem and possible steps he or she can take to remedy or control the absences. Listen carefully to the employee's responses. The tone of the meeting should not be adversarial, but a major purpose of the interview is to let the employee know that management treats attendance as a very important component of overall work performance. Keep your comments nonthreatening and work-oriented. Stick to the facts (i.e. patters, profiles, rates etc.). The employee should be given a copy of there attendance report with absences highlighted for discussion. This interview will give you the opportunity to explore in depth with the employee the reasons for his or her absence. Gather facts - do not make any assumptions. Provide support and counselling and offer guidance as the occasion demands to assist the employee to deal with the specific cause of the absence. Often, after the initial meeting employees reduce their absenteeism. The meeting shows that you are concerned and that absenteeism is taken seriously. The employee's attendance should be closely monitored until it has been reduced to

130

acceptable levels. Appropriate counselling should take place as is thought necessary. If a marked improvement has been shown, commend the employee. The meeting should be documented and a copy placed in the employee's file. Proof of Illness Sometimes it is helpful in counselling employees with excessive innocent or culpable absenteeism to inquire or verify the nature and reasons of their absence. The extent to which an employer may inquire into the nature of and reasons for an employee's absence from the workplace is a delicate issue. The concepts of an employee's privacy and an employer's need for information affecting the workplace often come into conflict. Seldom is the conflict more difficult to resolve than where personal medical information is involved. Unions will often strongly object to any efforts by management to inquire more deeply into the nature of an employee's illness. You will need to consider the restraints of any language in collective agreements in relation to this issue. Generally speaking, however, the following "rules of thumb" can be derived from the existing jurisprudence: There is a prevailing right to privacy on the part of an employee unless the employer can demonstrate that its legitimate business interests necessitate some intrusion into the employee's personal affairs. When such intrusion is justified it should be strictly limited to the degree of intrusion necessitated by the employer's interests. An employee has a duty to notify his employer of an intended absence, the cause of the absence and its expected duration. This information is required by the employer to meet its legitimate concerns to have at its disposal facts which will enable it to schedule work and organize its operation. An absent employee has an obligation to provide his employer with information regarding any change to his condition or circumstances relating to it which may affect the employer's needs as described in item #3 above. As such, the interests of the employer in having this information outweighs the individual employee's right to privacy. An employer rule requiring proof for every absence is unreasonable if an

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absenteeism problem does not exist. A mere assertion by the person claiming to be sick is not satisfactory proof. The obligation to prove sickness, where the employer requires proof, rests with the employee. An employer is entitled upon reasonable and probable grounds to refuse to accept a physician's certificate until it contains sufficient information to satisfy the employer's reservations. (i.e. seen by physician, some indication of return to work, etc.). Nonproduction of a required medical certificate could result in loss of pay until the certificate is produced. Where a medical certificate is rejected by an employer (as in #8 above) the employer must state the grounds for rejection and must point out to the employee what it requires to satisfy the onus of proof. An employer may require an employee to prove fitness for work where it has reasonable grounds to do so. In a health care setting the nature of the employer's business gives it a reasonably irresistible interest in this personal information for the purpose of assessing fitness. Where any unusual circumstances raise reasonable suspicion that an employee might have committed an abuse of an income protection program an employer may require an employee to explain such circumstances. For example, an employer may require responses as to whether the illness confined an employee to his/her bed or home; whether an employee engaged in any outside activity and the reasons for the activity. In summary then, any intrusion into the employee's privacy must be shown to be reasonable, based on the individual circumstances and in relation to the operation of the employer's business. If income protection abuse is suspected the extent to which such intrusion is "reasonable" would be far greater than in the case where it is not. If you are not clear on whether an inquiry is legally justified it is advisable to consult your superior. After the Initial Interview If after the initial interview, enough time and counselling efforts, as appropriate, have passed and the employee's absenteeism has not improved, it may be necessary to take further action. Further action must be handled with extreme caution - a mistake in approach, timing or severity can be crippling from both an administration and labour relation's point of view.

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Determining whether counselling or disciplinary action is appropriate, depends on whether the employee's absences are innocent or culpable. If the employee's absenteeism is made up of both innocent and culpable absences, then each type must be dealt with as a separate issue. In a labour relation's context innocent absenteeism and culpable absenteeism are mutually exclusive. One in no way affects the other. Counselling Innocent Absenteeism Innocent absenteeism is not blameworthy and therefore disciplinary action is not justified. It is obviously unfair to punish someone for conduct which is beyond his/her control. Absenteeism, no matter what the cause, imposes losses on the employer who is also not at fault. The damage suffered by the employer must be weighed against the employee's right to be sick. There is a point at which the employer's right to expect the employee to attend regularly and fulfill the employment contract will outweigh the employee's right to be sick. At such a point the termination of the employee may be justified, as will be discussed. The procedure an employer may take for innocent absenteeism is as follows: Initial counselling(s) Written counselling(s) Reduction(s) of hours and/or job reclassification Discharge Initial Counselling Presuming you have communicated attendance expectations generally and have already identified an employee as a problem, you will have met with him or her as part of your attendance program and you should now continue to monitor the effect of these efforts on his or her attendance. If the absences are intermittent, meet with the employee each time he/she returns to work. If absence is prolonged, keep in touch with the employee regularly and stay updated on the status of his/her condition. (Indicate your willingness to assist.) You may require the employee to provide you with regular medical assessments. This will enable you to judge whether or not there is any likelihood of the employee

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providing regular attendance in future. Regular medical assessments will also give you an idea of what steps the employee is taking to seek medical or other assistance. Formal meetings in which verbal warnings are given should be given as appropriate and documented. If no improvement occurs written warning may be necessary. Written Counselling If the absences persist, you should meet with the employee formally and provide him/her with a letter of concern. If the absenteeism still continues to persist then the employee should be given a second letter of concern during another formal meeting. This letter would be stronger worded in that it would warn the employee that unless attendance improves, termination may be necessary. Reduction(s) of hours and or job reclassification In between the first and second letters the employee may be given the option to reduce his/her hours to better fit his/her personal circumstances. This option must be voluntarily accepted by the employee and can not be offered as an ultimatum, as a reduction in hours is a reduction in pay and therefore can be looked upon as discipline. If the nature of the illness or injury is such that the employee is unable to fulfill the requirements of his/her job, but could for example benefit from modified work, counsel the employee to bid on jobs of such type if they become available. (N.B. It is inadvisable to "build" a job around an employee's incapacitates particularly in a unionized environment. The onus should be on the employee to apply for an existing position within his/her capabilities.) Discharge Only when all the previously noted needs and conditions have been met and everything has been done to accommodate the employee can termination be considered. An Arbitrator would consider the following in ruling on an innocent absenteeism dismissal case. Has the employee done everything possible to regain their health and return to work? Has the employer provided every assistance possible? (i.e. counselling, support, time

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off.) Has the employer informed the employee of the unworkable situation resulting from their sickness? Has the employer attempted to accommodate the employee by offering a more suitable position (if available) or a reduction of hours? Has enough time elapsed to allow for every possible chance of recovery? Has the employer treated the employee prejudicially in any way? As is evident, a great deal of time and effort must elapse before dismissal can take place. These points would be used to substantiate or disprove the following two fold test. The absences must be shown to be clearly excessive. It must be proven that the employee will be unable to attend work on a regular basis in the future. Corrective Action for Culpable Absenteeism As already indicated, culpable absenteeism consists of absences where it can be demonstrated that the employee is not actually ill and is able to improve his/her attendance. Presuming you have communicated attendance expectations generally, have identified the employee as a problem, have met with him/her as part of your attendance program, made your concerns on his specific absenteeism known and have offered counselling as appropriate, with no improvement despite your positive efforts, disciplinary procedures may be appropriate. The procedures for corrective/progressive discipline for culpable absenteeism are generally the same as for other progressive discipline problems. The discipline should not be prejudicial in any way. The general procedure is as follows: [Utilizing counselling memorandum] Initial Warning(s) Written Warning(s) Suspension(s) Discharge

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

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Dismissal (only after consultation with the appropriate superiors) Dismissals should only be considered when all of the above conditions and procedures have been met. The employee, upon displaying no satisfactory improvement, would be dismissed on the grounds of his/her unwillingness to correct his/her absence record.

First letter in case of Absenteeism Without permission or intimation

Ref.No. To,

Date :

/ /

Mr. ______________ Token No. __________

Sub : Absence from duty without permission or intimation Dear Sir, On perusal of your attendance record it is noticed that you have been remain absent from ___________ without obtaining prior permission. You are aware that such absence is a breach of the factory discipline. You are requested to report on duty immediately, and to offer a satisfactory explanation for absence, failing which necessary action shall be taken against you.

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Yours Faithfully For Company Name.

HOD Name / Personnel Manager Designation

Chargesheet for absenteeism

Ref.No. PIR\ \ Mr. __________ Token No. _______

Date : / /

On perusal of your attendance record for the period _________ to _______, it is noticed that you are in the habit of remaining absent from duty unauthorisedly. During the said period, you remained unauthorisedly, absent, for ___ days and have not earned wages for the same. The details of your unauthorised absence is furnished below.

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MONTH TOTAL DAYS

UNAUTHORISED ABSENTEEISM DATES

JAN 2009
FEB 2009 MAR 2009 APR 2009 MAY 2009 JUNE 2009 JUL 2009 AUG 2009 SEP 2009

-2-

It is evident that you have become a habitual and chronic absentee and that your services are not available to the department on a regular basis. Your absenteeism has also caused severe disruption in

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work of your department. You also have violated the procedure of granting leave and thus remained absent without authorisation. Your above act of habitual unauthorised absence, is a severe misconduct under the Model Standing Orders applicable to you, warranting strict disciplinary action. Accordingly, the following charges have been levelled against you in accordance with the provisions of Model Standing Orders, which are reproduced below : 24 (f) Habitual absence without leave, or absence without leave for more than ten consecutive days or overstaying the sanctioned leave without sufficient grounds or proper satisfactory explanation. 24 (l) Commission of any act subversive of discipline or good behaviour on the premises of the establishment. For the above act of yours, you are hereby called upon to submit your written explanation within 48 hours of receipt of this letter as to why disciplinary action should not be initiated against you. If you fail to submit your written explanation within the stipulated time, it shall be construed that you have no explanation to offer and action as deemed fit shall be initiated against you. Please acknowledge. For

Honeypot IT Consulting Private Limited

Kasyap HR Manager

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