CHAPTER-I INTRODUCTION AND DESIGN OF THE STUDY 1.

1 INTRODUCTION: 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. 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) Low morale and general dissatisfaction from other staff, particularly if the absence is perceived as unwarranted.

Effects of absenteeism on Industry Absenteeism

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Affects production targets Increases the work load of inexperienced & less experienced Leads to rejection of finished products Increases the cost of production Lowers the Profit margin Affects Industrial growth Effects of absenteeism on the employees Absenteeism Reduces his earnings Adds his indebtedness Decreases the Purchasing power Leads to family problems Increases mental stress Leads to inefficiency in his job Loss of employment Following are the drawbacks of excessive absenteeism, 1. ON INDUSTRY:

Absenteeism in industry stops machines, disrupts processes, creates production bottlenecks, 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. 2. ON WORKERS: 1. Absenteeism reduces workers earnings and ads 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 is 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 worker who joins after a long period of absence would 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: On the basis of micro studies undertaken in different parts of the country, certain observations may be made.
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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 percentage of absenteeism is much higher in coal and 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.

1.2 STATEMENT OF THE PROBLEM: TVS is a company with 200 employees and it is a developing company getting a new reputation in the field of e-publishing. So it is very essential for the company to concentrate in the employees commitment towards the work assessed for him. It is Also easier to find the employees satisfaction towards his job by conducting a study
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on employee absenteeism which thereby helps the company to retain its employee, since it is found that there is a low rate of labor turnover I n this company. So, this study will help the company to adopt measures to reduce absenteeism and to increase the employees commitment towards his job by knowing the factors which remains as a hindrance for the employee to be punctual towards his job.

1.3 REVIEW OF LITERATURE: Absenteeism is a habitual pattern of absence from a duty or obligation. An absence refers to time an employee is not on the job during scheduled working hours, except for a granted leave of absence, holiday, or vacation time. However, employee absenteeism is not just an employee issue it is an organizational problem and therefore becomes everyone's responsibility. FRANCES DAVIES
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Absenteeism can have an enormous effect on the productivity of an organization. The average American worker takes six days sick leave a year, and although this is significantly less than in places such as Europe it is still having a big impact on US staffing resources and productivity. The loss of productivity due to short/long-term illness, disability is therefore proving to be a major headache for companies. Effective absence management programs can be the best remedy for reducing absenteeism. Every time an employee is absent from work there is a loss of productivity to the organization, explains Sharon Kaleta, President and CEO of the Disability Management Employers Coalition (DMEC). One person absent from work may not create a problem, but several people absent for one or more days can have a significant financial impact to the organization.

IMPACT OF ABSENTEEISM There are many forms of absenteeism, ranging from short-term illness, long-term illness, unauthorized absence and persistent lateness, to other authorized absences such as annual leave, paternity leave, time off to care for dependents and compassionate leave. Other causes might also include low morale, stress and poor working conditions, many of which are preventable. The effect absenteeism can have on a business can be wide-ranging, but particularly affects those employees left to pick up the pieces. According to Wayne Wendling, Senior Director of Research at the International Foundation of Employee Benefit Plans. The workings of a company have changed and employees are now much more interconnected than previously and, as a result, organizations are much more dependent on their employees. When someone is absent, the entire web of interaction among employees can be disturbed in terms of workflows and the availability of information, he explains. Part of that is overcome as more files are now open to people who can fill in and help with the tasks that the individual may have been performing. However, there is a definite ripple effect through the organization when someone is unexpectedly ill. The productivity of others is also being impacted.

WORKING WELL

There are many measures that an employer can take to help mitigate the rippling effects of absenteeism on the workforce. Sometimes it really is the little things that make the most difference. Allowing employees to visit doctors and dentists, health surveillance, health education and stress management interventions are all good examples. Once they are measuring absence and then reducing it, they will find that a fitter workforce will perform better and productivity will increase giving them a competitive edge in any business environment, enthuses Baw den. One of the most effective ways to combat absenteeism, however, is to maintain a happy working environment where people actually enjoy coming to work. Have a workplace that people love to come to work in and they feel they are doing something meaningful, Wendling recommends. Although not always preventable, absenteeism is something that can be mitigated to a certain degree, and absence management programs can definitely help. Fostering a caring working environment where workers are supported during any illness or disability can only work in the favor of the company and ensures that work isnt something for employees to be sick of. Report Author: ANNE COUGHLAN Senior Research Executive, IBEC Research and Information Service

IBEC WORKPLACE ABSENCE SURVEY 2004 The report contains data from the IBEC WORKPLACE ABSENCE SURVEY 2004,

which was based on responses received from 557 private sector companies employing 147,000 employees. Absence affects more than just the person who is absent. The absent employees themselves and their dependants may have a reduced income as a result of absence, besides incurring possible additional medical expenses. Employers are affected by direct costs such as sick pay, overtime and staff replacement costs, plus the indirect costs associated with the effects of absence on, for example, production and quality, management time and the potential loss of customers. The co-workers of an absent employee may have to work under increased pressure, in order to meet deadlines. Many organizations appear to accept a certain level of absence i.e. where a proportion of their employees are away on any particular day. The recent IBEC study found that
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over half of the respondents did not consider they had a problem with absence. However, more than four out of ten companies in the survey considered their absence levels to be a cause for concern. As only a portion of absence days are subject to organization control it is important to determine what portion of employee absence is avoidable. Employees can feel they have been treated unfairly when they perceive other absent employees as getting away with it. Absence can also be a symptom of a more serious underlying problem, such as bullying and/or harassment, communication breakdown, stress, etc., which could, if not investigated, lead to significant costs to the organization, as well as causing long-term damage to the employee. A recent IBEC survey showed that personal problems were cited as a cause of absence in a significant number of companies, for both males and females. Nowadays, apart from sickness, employees can be absent from work for any one of a number of reasons, either under statutory leave entitlement (such as annual leave, maternity or adoptive leave, parental leave), or under arrangements agreed at an individual company level (such as compassionate or bereavement leave, study and/or exam leave, marriage leave, training, etc.).

HOW TO DEAL WITH EMPLOYEE ABSENTEEISM For Supervisors/Managers: Recently, I was asked by a manager how he should deal with the fact that on any given day 10% of his employees are absent from work. I informed the manager that the problem of employee absenteeism is a problem best resolved by taking the following four positive interventions versus taking a negative or punitive approach.
Change Management Style:

We are all aware of the fact that when employees call in ill, it does not mean they are truly too physically ill to work. One reason, outside of illness, that employees are absent is stress, and the number one reason employees are stressed has to do with their relationship with their manager/supervisor.

Management styles that are too authoritarian tend to promote high levels of absenteeism among employees. Authoritarian managers are managers who have poor listening skills, set unreachable goals, have poor communication skills, and are inflexible. In other words, they yell too much, blame others for problems, and make others feel that it must be their way or the "highway." Authoritarian managers tend to produce high absenteeism rates. By identifying managers who use an authoritarian style, and providing them with management training, you will be taking a positive step not only toward reducing absenteeism, but also reducing turnover, job burnout, and employee health problems such as backaches and headaches.
Change Working Conditions:

The employees in your company probably work in a well-lighted climate controlled building. The working conditions I am referring to relate to coworker relationships. Not only does relationship stress occur between the employee and manager, but it also exists between employees. Frequently I hear employees say they did not go to work because they are fearful of or angry with another employee. These employees usually report they just could not deal with "so and so" today, so they called in ill. Companies that adopted policies and values that promote employee respect and professionalism, and promote an internal conflict resolution procedure, are companies that reduce employee stress. A reduction in employee stress reduces employee absenteeism.
Provide Incentives:

Giving employees incentives for reduced absenteeism is not the same as rewarding or giving employees bonuses for reduced absenteeism. An incentive provides an employee with a boost to their motivation to avoid unnecessary absenteeism. It simply helps the employee decide to go to work versus staying home and watching Jerry Springer. The types of incentive programs used by companies are numerous. Some companies allow employees to cash-in unused sick days at the end of every quarter, others give an employee two hours of bonus pay for every month of perfect attendance; and still others provide employees with a buffet lunch, a certificate of achievement, or even a scratch-off card concealing prizes. The type of incentive program that your company uses should be one created especially for your

company. You can create an incentive program tailored to your unique company by allowing employees to help you develop the incentive program. The duration of the incentive program is also very important. Some companies find that they can simply reward employees with perfect attendance once a year, while others decide once a month is best, and still others decide once a week works best.
Develop an Attendance Policy:

Every company should have an attendance policy. An attendance policy allows a manager to intervene with an employee who is frequently absent. Besides stress as a primary reason for employee absenteeism, other causes relate to alcoholism, domestic violence, and family problems. If you confront an employee about his or her frequent absenteeism, and they inform you it is due to personal problems, consider referring the employee to an Employee Assistance Program (EAP). If the employee's absenteeism relates to a medical problem or a family member with a medical problem, you may have to consider allowing the employee to use the benefits allowed to them under the American's with Disability Act (ADA) or the Family and Medical Leave Act (FMLA). Early identification of these employees will get them back to work as fast as possible. Lastly, make sure that you have an attorney review your attendance policy to make sure it does not violate any State or Federal labor laws. By incorporating the above four strategies into your company you will not only reduce absenteeism you will reduce employee burnout, turnover, poor morale, and workplace negativism. By GARY VIKESLAND, MA LP CEAP
For Employees Who Are Frequently Absent

One of the most important steps you can take if you are frequently absent is to keep your employer informed. Employees who are frequently absent without good cause are generally absent due to numerous frivolous reasons. Employees who are absent for good cause have legitimate reasons, e.g. sickness or family member illness, and the employee needs time off to resolve their personal problems. Most employers generally understand the need to be gone from

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work due to a legitimate reason; therefore, it is important to communicate clearly and accurately so your employer does not assume you are out for frivolous reasons. As an employee you are allowed to take up to 12 weeks of unpaid leave under the federal Family and Medical Leave Act (FMLA). The 12 weeks of leave may be taken continuous or intermittently, thereby allowing the employee to work on a less than full-time schedule. FMLA can be used for the care of a child after birth, adoption, or foster care placement. FMLA is available to care for an immediate family member (spouse, child, and parent) who has a serious health condition. FMLA can be used for your own serious health concerns. It does not cover for the common cold, flu, ear aches, upset stomach, common headache, or routine dental care. In order to be covered by FMLA you must be considered an "eligible" employee. An eligible employee must have 12 months (1,250 hours) of employment, and your employer must employ 50 or more employees within 75 miles of the worksite. Employees must provide 30 days of advance notice for foreseeable events. There are different exemptions present for both school teachers and state/local government employees. If you are an eligible employee, your employer must maintain your benefits, allow you to return to the same or equivalent position, and not decrease your pay or benefits at the conclusion of 12 weeks. If you believe you are eligible for FMLA, inform your supervisor or HR department that you are requesting FMLA coverage. Your employer is required to provide you with written notice, within two business days, informing you if you are eligible or not. ABSENTEEISM Information regarding absenteeism among workers in an industrial establishment on account of reasons other than strikes, lockouts, lay-off, weekly rest or suspension, provide a sound database for gauging the employees morale, commitment and level of job satisfaction which have a direct bearing on productivity of the establishment. It is one of the indicators to monitor and evaluate various labor welfare programs and labor policies. Instill enthusiasm to curb absenteeism, the Hindu

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EVERY organization, irrespective of size and composition, is plagued by the problem of absenteeism. Managers know that employees are not always genuinely sick when they fail to turn up for work, yet they cannot stop them from calling in sick or saying that they have to attend to some personal work. There could be hordes of reasons for absenteeism. Sometimes an employee may not simply turn up for work because his morale is low or he is just not motivated to work. It is observed that if employees were happy doing their work, they would be less inclined to take even a day off. Many employers think that paying their workers handsomely or providing better working conditions or improving job security can reduce absenteeism. But such benefits do not guarantee a reduction in employee absenteeism. The solution actually lies in understanding and meeting the emotional needs of workers and trying to find out what really motivates them to come to work and give their best. A wise manager would endeavor to understand the needs of workers at the recruiting stage itself. The manager can try and choose the right person for the right job. Getting to know the applicant well by focusing on the human side rather than on their qualifications and experience can do this. Efforts should be made to find out the kind of work and responsibilities that make an employee happy, the enthusiasm for work and ability to get along with other people. The manager must ascertain that the job suits the candidate. The next step would be to build employee's trust. As an employer if you have taken efforts to choose the right candidates for the job, then it is equally important that you believe in them and trust them to do their job. This trust, though, has to be communicated to the employees. If the employer believes that the employees cannot do their jobs well, cannot take decisions on their own and do not do a fair day's work then this is what they will actually do. On the contrary, if the manager's perception of employees is that they are efficient workers, independent thinkers and able decision makers, then they will go to any extent to prove it. The most important step to counter absenteeism is for the manager to constantly give the employees feedback and motivate them to perform better. But most are woefully lacking in this ability, they simply are not comfortable telling their staff about their performance. So it is important that managers provide feedback to employees on a regular basis on what they are doing well and the areas of improvement. If you notice something that requires

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mention tell the employee about it and tell it immediately lest the significance of the feedback should be lost. If you postpone your feedback on things the employee is not doing right then it will be assumed what is being done is right or that you do not notice such things or you do not care. Some more tips on giving the right kind of feedback: Do it in private, on a one-to one basis Focus your feedback on one or two things Do not personally attack the employee Be honest and prompt with feedback Reducing employee absenteeism is in the employer's hands. If the staff has to be motivated enough to think twice about taking a day off, their work has to be made interesting. In short, they need regular feedback and be made to feel that they play an important part in the business. This can be done by giving the employees greater responsibility, training and developing their skills and focusing on what they are doing right. Involving employees both formally and informally in the aspects of the business will create a sense of belonging. These measures make employees feel good about what they are doing and thus increase job satisfaction. Organizations would be prudent if they tackle absenteeism before it becomes a contagion. Title: LABOUR ABSENTEEISM Author(s): Michael J. Peel, Nick Wilson Journal: International Journal of Manpower Year: 1990 Publisher: MCB UP Ltd

Abstract: Using a random sample of 49 UK engineering companies, the influence of profit sharing, share-option schemes and the perceived degree of employee participation in decision making on inter-firm lab our absenteeism rates are investigated. After controlling for a number
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of firm-specific factors, suggested as theoretically appropriate in the extant literature, the key empirical results indicated that firms which had adopted sharing schemes appeared to experience significantly lower absenteeism rates than their non-sharing counterparts.

1.4OBJECTIVES OF THE STUDY: 1. To find out the various cause for absenteeism 2. To study the various measures adopted by the organization 3. To provide suggestions in the form of solutions to reduce the rate of absenteeism

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1.5 NEED FOR THE STUDY: The study aims at the causes of absenteeism of employees in TVS Motors. At present, organizations in India take real interest in controlling absenteeism. Measures to prevent strikes and lockouts have received far and greater attention. One reason for this situation may be that strikes and lockouts are more noisy and visible while absenteeism is silent and unnoticeable. The relevance of the study is that, now the company is facing a major issue of high rate of absenteeism and hope that the study will reveal the reason for it and thereby the organization can take effective measures for checking the absenteeism.

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1.6 RESEARCH METHODOLOGY: Research methodology is a way to systematically solve the research problem. It deals with the objective of a research study, the method of defining the research problem, the type of hypothesis formulated, the type of data collected, method used for data collecting and analyzing the data etc. The methodology includes collection of primary and secondary data. TYPE OF RESEARCH: DESCRIPTIVE RESEARCH: The study follows descriptive research method. Descriptive studies aims at portraying accurately the characteristics of a particular group or situation. Descriptive research is concerned with describing the characteristics of a particular individual or a group. Here the researcher attempts to present the existing facts by collecting data. RESEARCH DESIGN: A research design is a basis of framework, which provides guidelines for the rest of research process. It is the map of blueprint according to which, the research is to be conducted. The research design specifies the method of study. Research design is prepared after formulating the research problem. SOURCES OF DATA: Data are the raw materials in which marketing research works. The task of data collection begins after research problem has been defined and research design chalked out. Data collected are classified into primary data and secondary data PRIMARY DATA Questionnaires were used for collecting primary data
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 SECONDARY DATA Secondary data were collected from the companys annual publications, memorandums of settlements, newspapers, journals, websites, and from library books

SAMPLE SIZE: The sample size taken for this study is 60. TOOLS FOR ANALYSIS: Statistical tools are to obtain findings and average information in logical sequence from the data collected, after tabulation of the data the researcher used following quantitative techniques. Percentage analysis is used, 1. Chart: Bar chart and pie chart are used to get a clear look at the tabulated value. 2. Percentage analysis: The percentage analysis refers to special kind of ratio; percentages are used in making comparisons between two or more series of data. Percentage relates the data figure with the base figure studied.

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1.7 LIMITATIONS OF THE STUDY: Due to time constraints and busy schedules of the nurses it was difficult to interact with them completely. The sample size was limited to 60 The responses may be influenced by personal bias. Generally do not provide in-depth understanding of underlying issues, reasons or behavior patterns. Incorrectly designed surveys may produce invalid and misleading results.

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CHAPTER-II 2.1 INDUSTRY PROFILE: TVS Motor Company Limited is the flagship company of TVS Group, the USD 2.2 billion group. The Group is the third largest two-wheeler manufacturer in India and globally among the top ten, with an annual turnover of over USD 650 million. Currently, the group has more than 30 companies and employs over 40,000 people worldwide. With steady growth, expansion and diversification, it commands a strong presence in the manufacturing of two-wheelers, auto components and computer peripherals. They also have vibrant businesses in the distribution of heavy commercial vehicles (HCV) passenger cars, finance and insurance.1980 is the red letter year for TVS when India's first two-seater moped rolled out. It ushered in an era of affordable personal transportation. Globally, TVS Motor Company is the first two-wheeler manufacturer to be honored with the hallmark of Japanese Quality - The Deming Prize for Total Quality Management. The company follows a functional organizational structure. There are the functions or activities the company performs to carry on its activities. It is created by grouping the activities on the basis of functions required for the achievement or organizational objectives. For this purpose, all the functions required are classified into basic, secondary, and supporting function according to their nature and importance. The basic or major functions are those which are essential for the organization. In a manufacturing organization like TVS Industries basic functions are production and marketing. May be subdivided into marketing research, advertising, and sale and so on. Thus the process of functional differentiation may continue through successive levels in the organization. If a manager feels that his span of management is too wide to manage effectively, which invariably happens in large organization, several department are created on the basis of dividing a basic function into sub-function. For example, marketing

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Apart from basic and secondary functions, departments are also created to take advantages of specialization and to support basic and secondary activities. Such department may be finance accounting personnel, industrial relations etc. These departments may be created and placed according to their role in the organization. Founder Country Year of Establishment Industry Business Group T V Sundaram Iyengar India August 1980 (TVS Group in 1911) Manufacturing of two-wheelers and auto components TVS Group NSE TVS - Suzuki Ltd: TVSSUZUKI TVS Motor Company Limited: TVSMOTOR Listings & its codes TVS Motor Company Limited: TVS-SUZUKI BSE TVS Motor Company Ltd.: 532343

TVS Motor Company Jayalakshmi Estates V Floor 8, Haddows Road, Chennai - 600006 Head Office Tel.: +(91)-(44)-28272233 Fax: +(91)-(44)-28257121

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Segment and Brands:

TVS Apache TVS Apache RTR FI 160 TVS Centra TVS Fiero FX TVS Flame TVS Scooty TVS Star TVS Victor TVS Victor GLX 125 TVS XL Super TVS 180 RTR Menace new TVS Jive new TVS Apache RTR 220 new TVS Rockz new TVS Velocity 160 new

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1980 1984

India's first 2 seater 50cc Moped TVS 50, launched in Aug. First Indian Company to introduce 100cc Indo-Japanese motorcycles in Sept.

1994 1996

Launched first indigenous Scooterette (sub-100 cc variomatic scooters), TVS

Scooty in June. Introduced first catalytic converter enabled motorcycle, the 110cc Shogun in Dec. 1997 2000 Launched TVS Fiero, India's first 150 cc, 4 stroke motorcycle in April. 2001 Launched TVS Victor, 4-stroke 110 cc motorcycle, in August, India's first fully indigenously designed and manufactured motorcycle. 2004

Launched India's first 5-speed motorcycle, the Shaolin in Oct.

Launched TVS Centra in January, a world-class 4-stroke 100 cc motorcycle with the revolutionary VT-i Engines for best-in-class mileage. Launched TVS Star in Sept, a 100 cc motorcycle which is ideal for rough terrain.

2.2 COMPANY PROFILE:

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CHAPTER-III ANALYSIS AND INTERPRETATION OF DATA

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TABLE: 3.1 THE TABLE SHOWING AGE GROUP Parameters 20-30 30-40 40-50 More than 50 Total No: of Respondents 9 18 18 15 60 Percentage 15 30 30 25 100

INFERENCE: It has been inferred that 30% of the employees who participated in the survey are of age group between 30-40 , 30% again come under the category between 40-50 age group and the rest of them belong to more than 50 (25%) and 20-30(15%) types.

CHART: 3.1 THE CHART SHOWING AGE GROUP

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TABLE: 3.2 THE TABLE SHOWING SEX LEVEL Parameters Male Female Total No: of Respondents 42 18 60 Percentage 70 30 100

INFERENCE: It has been inferred that 70% of the employees participated in the survey are male and the remaining come under the female category.

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CHART: 3.2 THE CHART SHOWING SEX LEVEL

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TABLE: 3.3 THE TABLE SHOWING MARITAL STATUS Parameters Married Unmarried Total No: of Respondents 9 42 60 Percentage 15 70 100

INFERENCE: It has been inferred that 70% of the employees who participated in the survey are unmarried and 15% of respondents are married.

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CHART: 3.3 THE CHART SHOWING MARITAL STATUS

TABLE: 3.4 THE TABLE SHOWING EMPLOYEE ABLE TO COMMUNICATE THEIR FEELINGS
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Parameters Always Very often Often Rarely Never Total

No: of Respondents 6 15 20 10 9 60

Percentage 10 25 33.33 16.67 15 100

INFERENCE: It has been inferred that 33% of employees have an opinion that they can communicate their feelings to others often, 25% feels it very often. Also we can infer that 17% of the employees rate it as rarely and 15% of them never had any such feelings, but 10% of them feel always free enough to communicate with others.

CHART: 3.4 THE CHART SHOWING EMPLOYEE ABLE TO COMMUNICATE THEIR FEELINGS

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TABLE: 3.5 THE TABLE SHOWING FRANKNESS AND WILLINGNESS TO STAND UP FOR THEIR RIGHTS Parameters Always Frequently Occasionally Rarely Never Total No: of Respondents 12 27 13 5 3 60 Percentage 20 45 21.67 8.33 5 100

INFERENCE:

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It has been inferred that 45% of respondents frequently stand up for their rights, 21% stands for it occasionally. Also we can infer that 20% of the employees always stand up for their rights and 8% of them are rare, but 5% of them ignore such views.

CHART: 3.5 THE CHART SHOWING FRANKNESS AND WILLINGNESS TO STAND UP FOR THEIR RIGHTS

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TABLE: 3.6 THE TABLE SHOWING EMPLOYEE SATISFACTION OF WORK Parameters Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied Total No: of Respondents 4 12 23 18 3 60 Percentage 6.67 20 38.33 30 5 100

INFERENCE: It has been inferred that 38% of employees have neutral opinion on job satisfaction, 30% are dissatisfied. Also we can infer that 20% of the employees are satisfied and 7% of them are highly satisfied, but 5% of them experience high level of dissatisfaction.

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CHART: 3.6 THE CHART SHOWING EMPLOYEE SATISFACTION OF WORK

TABLE: 3.7 THE TABLE SHOWING EMPLOYEES VIEWS ON STRESS Parameters Strongly Agree No: of Respondents 10
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Percentage 16.67

Agree Neutral Disagree Strongly Disagree Total

30 14 5 1 60

50 23.33 8.33 1.67 100

INFERENCE: It has been inferred that 50% of respondents agree that stress is part of their work life, 23% of them view it to be neutral. Also we can infer that, 16% of the employees strongly agree and 8% of them disagree but 2% of them strongly disagree.

CHART: 3.7 THE CHART SHOWING EMPLOYEES VIEWS ON STRESS

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TABLE: 3.8 THE TABLE SHOWING WORK IS HEAVY AND TIRE SOME Parameters Strongly Agree Agree Neutral Disagree Strongly Disagree Total No: of Respondents 16 26 12 5 1 60 Percentage 26.67 43.33 20 8.33 1.67 100

INFERENCE: It has been inferred that, 43.33% feel that their work is heavy and tiresome and 26.67% strongly agree that their work is heavy or tiresome, 20% of their view is neutral,8% disagree and 2% strongly disagree.
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CHART: 3.8 THE CHART SHOWING WORK IS HEAVY AND TIRE SOME

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TABLE: 3.9 THE TABLE SHOWING LONELINESS WHILE WORKING WITH OTHERS parameters always Frequently Sometimes Rarely Never Total No: of Respondents 7 23 19 9 2 60 Percentage 11.67 38.33 31.67 15 3.33 100

INFERENCE: It has been inferred that 38% of respondents frequently feel lonesome while working with others, 32% feel it sometimes and also we can infer that 15% of them feel it rarely, 12%always and 3% never felt so.

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CHART: 3.9 THE CHART SHOWING LONELINESS WHILE WORKING WITH OTHERS

TABLE: 3.10 THE TABLE SHOWING BOREDOM IN ROUTINE WORK parameters Strongly Agree Agree Neutral Disagree Strongly Disagree No: of Respondents 9 23 16 10 2
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Percentage 15 38.33 26.67 16.67 3.33

Total

60

100

INFERENCE: It has been inferred that 38% of respondents agree that they feel bored when engaged in their routine work, 27% of their view is neutral and also we can infer that 17% disagree, 15%strongly agree and 3% strongly disagree.

CHART: 3.10 THE CHART SHOWING BOREDOM IN ROUTINE WORK

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TABLE: 3.11 THE TABLE SHOWING SATISFACTION WITH EXISTING WORKING CONDITION parameters Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied Total No: of Respondents 2 21 21 10 6 60 Percentage 3.33 35 35 16.67 10 100

INFERENCE: It has been inferred that 35% of respondents are satisfied with the existing working condition, 35% seems to be neutral. Also we can infer that 17% are dissatisfied and 10% are highly dissatisfied. Only 3% are highly satisfied employees.

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CHART: 3.11 THE CHART SHOWING SATISFACTION WITH EXISTING WORKING CONDITION

TABLE: 3.12
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THE TABLE SHOWING TIME FOR PERSONAL ACTIVITIES Parameters Always Frequently Sometimes Rarely Never Total No: of Respondents 6 18 11 12 13 60 Percentage 10 30 18.33 20 21.67 100

INFERENCE: It has been inferred that 30% of respondents frequently get time to do things that are really important for them, 22% dont agree with this. Also we can infer that 20% who agree are rare cases and 18% only sometimes. 10% have enough time to deviate for their personal activities.

CHART: 3.12 THE CHART SHOWING TIME FOR PERSONAL ACTIVITIES

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TABLE: 3.13 THE TABLE SHOWING SATISFIED WITH THE WELFARE MEASURES Parameter Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied Total No: of Respondents 3 15 13 24 5 60 Percentage 5 25 21.67 40 8.33 100

INFERENCE:

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It has been inferred that 40% of respondents are dissatisfied with the welfare measures adopted by the company, 25% are satisfied and also we can infer that 22% seems to be neutral, 8% are highly dissatisfied and 5% are highly satisfied.

CHART: 3.13 THE CHART SHOWING SATISFIED WITH THE WELFARE MEASURES

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TABLE: 3.14 THE TABLE SHOWING HEALTH PROBLEM LEADING IN EMPLOYEES Parameter Very Often Sometimes Rarely No Total No: of Respondents 3 18 31 8 60 Percentage 5 30 51.67 13.33 100

INFERENCE: It has been inferred that 52% of respondent have the opinion that sickness makes them absent from work rarely, 30% says from time to time and also we can infer that 22% says sickness alone does not make them absent from work. 5% very often are absent due to health problems.

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CHART: 3.14 THE CHART SHOWING HEALTH PROBLEM LEADING IN EMPLOYEES

TABLE: 3.15 THE TABLE SHOWING IMPACT OF POLITICAL OR SOCIAL ENGAGEMENT ON ABSENTEEISM
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Parameter Very Often Sometimes Rarely No Total

No: of Respondents 3 16 17 24 60

Percentage 5 26.67 28.33 40 100

INFERENCE: It has been inferred that 40% of respondents have an opinion that the political or social engagement force did not make them absent from work, 28% feel it to be rare and also we can infer that 27% are satisfied and 5% very often keep themselves absent due to political or social engagements.

CHART: 3.15 THE CHART SHOWING IMPACT OF POLITICAL OR SOCIAL ENGAGEMENT ON ABSENTEEISM

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TABLE: 3.16 THE TABLE SHOWING HABIT OF ALCOHOL CONSUMPTION MAKES THEM ABSET Parameter Often Very Often Sometimes Rarely No Total No: of Respondents 2 6 21 9 22 60 Percentage 3.33 10 35 15 36.67 100

INFERENCE: It has been inferred that 37% of respondents have an opinion that the habit of alcoholism did not make them absent from work. 35% says sometimes they are absent for work and also we

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can infer that 15 % come under rare cases, 10% are very often and 3% are often absent from work due to this bad habit.

CHART: 3.16 THE CHART SHOWING HABIT OF ALCOHOL CONSUMPTION MAKES THEM ABSENT

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TABLE: 3.17 THE TABLE SHOWING HALPING HAND FROM THE COLLEAGUES Parameter Yes No To Some Extent Total No: of Respondents 6 36 18 60 Percentage 10 60 30 100

INFERENCE: It has been inferred that 60% of respondents have an opinion that their colleagues did not help them in case of personal problems, 30% says to some extent they had received some help and also we can infer that 10% agree that their colleagues help them in case of any personal problems.

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CHART: 3.17 THE CHART SHOWING HELPING HAND FROM THE COLLEAGUES

TABLE: 3.18 THE TABLE SHOWING OCCUPATIONAL HAZARDS WHICH PROMPT TO TAKE LEAVE Parameter No: of Respondents Percentage

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Yes No Total

8 52 60

13.33 86.67 100

INFERENCE: It has been inferred that 87% of respondents have an opinion that they are not afraid of any occupational hazards which prompts them to take leave, 13% show some kind of fear towards occupational hazards which prompt them to take leave.

CHART: 3.18 THE CHART SHOWING OCCUPATIONAL HAZARDS WHICH PROMPT TO TAKE LEAVE

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CHAPTER-IV FINDINGS AND SUGGESTION OF THE STUDY 4.1FINDINGS:

On analysing the response it is found that, 35% of the employees are dissatisfied with

their work. 50% of the employees have an opinion that stress is part of their work life. 43% agree and 27% strongly agree that their work is heavy. From this, it can be interpreted that the employees are having a hectic work schedule. A total of 70% of the employees feel lonely while working with others. 39% of workers feel bored in their routine work. 42% dont have time for their personal activities.
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 40% of the workers are not satisfied with the welfare measures adopted by the company. Health problems seem to be one of the causes of absenteeism for the work. It is also found that 35% of the employees are satisfied with working condition. It has been found that 40% of the respondents have an opinion that politics have no impact on the employee absenteeism. 60% of the employees feel that their colleagues did not help them in case of personal problems.

4.2SUGGESTIONS:

The management must intervene in the day to day activities of the employees. They should provide full-fledged support, guidance and encouragement. The management must provide training program to the employees at a frequent basis. This will help them to enhance their skill and improve their existing performance. The management must further, scrutinize the response of the employees after the implementation of the training program. Overloaded workaholic atmosphere must be avoided, as it may create a lot of stressrelated problems. Employees must be encouraged for their creativity and innovative outlook towards their job assigned.

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 Welfare measures of the employees should be improved so as to make the employees feel more satisfied and contended. A satisfied employee will be more committed to the organization. Medi-claim policies, weekly or monthly medical checkups etc should be provided to the employees in order to make them physically fit for the job. The employees should either be provided with transportation facility or housing facility so that they would have ample time for recreation in substitute for the time they spend in traveling. The management should take necessary action to strengthen the relationship between the employees.

4.3CONCLUTION: TVS Ltd. being one of the reputed motors manufacturing companies in India is also a victim of absenteeism, as one of the curse their organization is facing at present. The study tries to reveal the factors influencing the absenteeism of employees with some suggestions which will be of immense aid for the employees as well as the organization to reduce the absenteeism level. I earnestly desire that, the study might bring some descend in the number of absentees in the organization, if taken into consideration practically. To conclude, employees dissatisfaction towards job & welfare measures, hectic work schedule, stress, health problems are some of the major causes of absenteeism. This can be reduced by the management by implementing various employee satisfactory changes in the organization. People are the major assets of any organization and taking care of their welfare and satisfaction is their duty as a whole apart from earning profit. As work environment is becoming more challenging and complex, the management must also see through it that, it is capable of managing and bringing in changes at the same pace so as to survive in this competitive scenario.

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BIBLIOGRAPHY

BOOKS: K.ASWATHAPPA, Human resource and Personnel Management, Tata Mc Graw Hill, 2003. REDDY P.N and GULSHAN S.S, Principles Business Organizational Management, Eurasia Publishing House 1990. WEB SITES: http://www.unilecindia.com/ http://www.tau.ac.il http://etd.unisa.ac.za/ETD-db www.trainingspotting.com/

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