1

Overview of the organization

ABOUT THE COMPANY :Paras Pharmaceuticals Limited is one of the Indias leading company with household brands in the Healthcare & Personal care space. We have over four decades of experience and a series of successful brand launches. The innovative nature of our products have gained wide acceptance beyond national boundaries. Paras is known for developing new categories and are widely respected for its category creation ability. As a result, we have one super brand in pain management and we are market leaders in at least two other healthcare categories. As a corporate we believe in providing innovative solutions to everyday health & personal care problems and have an entrepreneurial culture to build categories and brands. In Indian scenario Paras has 2 manufacturing plants, 1 Central warehouse, 5 Zonal Office, 1800 Distributors, 6000 wholesalers, 10,00,000 outlets reach (Direct+ Indirect).

PARAS BELIEF:Insights, Innovations and Inspirations.

GLOBALISED PARAS:Paras products are touching lives of people in more than 45 nations worldwide including: Kuwait, Oman, Saudi Arabia, Malaysia, Maldives, Kenya, Singapore, Myanmar, Ukraine, Panama, West Indies, UAE, and Australia. Thus Paras Network is operating at a global level.

PARAS PHARMA MILESTONE:-

In 1960 : Radiant Pharmaceuticals-manufactures Liquid Doses. In 1965 : Paras Pharmaceuticals (small scale) at Sambalpur (Orissa)Manufactures Tablets, Liquids and Capsule. In 1980 : Paras Pharmaceuticals Pvt. Ltd. at Kalol. In 1996 : Todays Paras Pharmaceuticals Ltd.Development and formulation of all products.

BRAND HISTORY :1. STOPACHE TABLET- 1966 2. MOOV CREAM- 1984 3. KRACK SR CREAM- 1993 4. BOROSOFT CREAM- 1996 5. STOPACHE CREAM BALM- 1997 6. WINTER SHIELD CREAM- 1998 7. ITCH GUARD CREAM- 1998 8. RING GUARD CREAM- 1998 9. DCOLD-LIGHT AND TOTAL TABLETS- 1998 10. ITCH GUARD DERMICOOL PRICKLY HEAT POWDER- 1998.

MANUFACTURING LOCATIONS :Manufacturing Units: 1. Paras Pharmaceuticals Ltd. P.O.Kalol, Distt. Ahmedabaad, Mehsaana Highway North Gujarat, India.

2. World Class Manufacturing Unit :(C.U.S, F.D.A, G.M.P. Certification) Paras Pharmaceuticals Ltd. P.O Baddi, Distt.Solan-173205 Himachal Pradesh,India.

CORE VALUES AT PARAS :1.SKILL 2.SYSTEM 3.STYLE 4.SPEED 5.FOCUS on current trend and young generation. 6.EMPOWERING Employees, Enrich, Excel 7.COMPETENCE BUILDING. 8.ADAPTABILITY TO NEW ENVIRONMENT 9.RESPECT HUMAN VALUES.

PARAS AIMS AT :Serving people with value added products. Not just cosmetics makeovers also to create Healthy new products categories. To create paras as a reliable and favored name amongst the masses.

AT PARAS :OUR BELIEF OUR CULTURE OUR VISION OUR MANTRA : :I : : Possibilities. Ideas in Action. Solutions for better living. Insight, Innovation, Inspiration. Building Brands, Winning Trust.

OUR SPECIALITY :

PRODUCTS AT PARAS :-

DERMICOOL ITCHGUARD KRACK LIVON RECOVA RING GUARD STOPACHE

: : : : : : :

Thanda raho thanda socho. Active Life Ka Saathi. Ediyaan Banaye Soft,Rakhe Soft. Baalon Ka Rakshak. The science of beautiful skin. Daad Ka Kaam Tamaam. Sab Dardon Ki Ek Dava.

2.1

INTRODUCTION
Absence may be authorized or unauthorized caused by circumstances

beyond one's control. Absenteeism has been variously defined by different authorities. According to Webster's Dictionary "absenteeism is the practice or habit of being an "absentee,' and an 'absentee' is one who habitually stays away," According to Labor Bureau, Shimla, "absenteeism is the total man shift because of absences as a percentage of the total number of man shifts scheduled to work. Absenteeism is said to be there when an employee fails to come to work when he is scheduled to work. Excessive absenteeism involves a considerable loss to the enterprise because work scheduled are upset and delayed, and has to give overtime wages to meet the delivery dates, the rates of overtime wages are double than the normal rates of wages. The absence of a foreman or Supervisor leads to dislocation of work and indiscipline hands leads to a great loss in. The absence of trained production as well as to breakage in machines and this has its repercussions on many other workers and sections of the factory. Not only do absenteeism and turnover, leads to wastage or breakage, the cost of breakage and time spent are also important factors. Absenteeism and labor turnover are related phenomena and most often, they go side by side. Usually, a person who remain absent in most of the cases though not always leave the job. Absenteeism and labor turnover related, the factors related to them are the same.

Workers remain absent from regular work due to hard nature of jobs, monotony in work and personal reason. This leads to absenteeism. It is normal and natural tendency among factory workers absenteeism has been vigorously defined by different authorities. According to Websters dictionary absenteeism is the practice or habits of being absentee and an absentee is one who habitually is a total no. of shifts scheduled to work. In other word it signifies the absence employee from work when he is scheduled to be at work it is unauthorized unexplained the rate of absenteeism two factors are taken into consideration. The number of persons scheduled to work and number of persons actually present. A worker who reports for any part of shift is to be considered present. An employer is considered to be scheduled to work when the employer has work available and the employee is aware of it and when the employer has no reason to expect. Well in advance that the employee may stay away from work if he has taken leave to which he is entitled or on ground or some accident or without any previous sanction of level. This absence may be authorized or un-authorized or caused by circumstances beyond ones control.

2.2

FEATURES

Following are the features of absenteeism: a) b) c) d) age. The day before and after holidays are liable to have high rate of The rate of absenteeism is lowest on pay day. Women are absent more often than men. Absenteeism is generally high among workers below 25 years of absenteeism.

10

e) f) g)

Operative employees are absent more frequently than there Percentage of absenteeism is generally higher in the night shift Bad weather increases absenteeism, especially among employees

supervisor. than in the day shift. who live at distant places. Absenteeism in Indian industry is not a new phenomenon. The Royal Commission on labour reported that high absenteeism prevails among industrial labour mainly due to their rural orientation. Since then number of individual researchers have pointed out that absenteeism is higher in mines and it is higher in northern India than in southern India.

2.3

CAUSES The causes of absenteeism may broadly be divided into following three

categories: (I) (II) (III) In-plant Causes Community and Social Causes Personal Causes

I. In-plant Causes a) Working Conditions Poor working condition affect the workers health adversely. He may be tired of working environment and thus may remain away from work without any notice to employer.

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b)

Nature of Work When work is though monotonous in nature, the workers get tired

physically and mentally. So he frequently remains absent without information to employer. c) Absence of regular leave arrangements Every worker requires at last 15 to 20 days leave in a year for his personal work. The employer should arrange leave to all workers. However, in many factories workers are not given any intimation to the employer. Thus, absences of regular arrangement led to absenteeism. d) Maladjustment at workplace When a skilled worker is absent from his job then a new worker is to be appointed in his place who might not be so skilled in that job. So this creates more burden for the new workers because he has to taken care of his own job and also the new work. e) Night Shift Due to inappropriate night timings, lack of transportation facility at night and some domestic reasons, the worker are not able to attend the night shifts. f) Frustration Due to wrong placement, lack of encouragement or promotion opportunities frustrated workers do not enjoy attending his work regularly there by resulting in absenteeism. 12

II.

Community and Social Causes

a)

Absence of transport facilities Many factories are located away from city limits. Naturally, workers

have to travel long distances. In case of any disturbance in transport system, workers are unable to reach place of work at proper time and they have to remain absent. Thus, transport facilities leads to absenteeism.

b) Accidents Industrial Accidents and occupational diseases bring about absenteeism. Depending upon the nature of the process and machinery used rick of accident can be more or less.

III.

Personal Causes

a)

Bad Habits and Social Evil A no of workers in city are used to drinking; gambling; and other

bad habits. Such workers are unable to attend duties regularly due to such bad habits.

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b) Lack of Interest Lack of interest and lack of feeling of responsibility are fundamental causes of absenteeism. Thinking of mind caused by environmental and sociological factors may lead to development of feeling of responsibility in the mind of worker about the work. c) Personal Problems Due to some personal problem in the house or at workplace they cannot concentrate on the job well and thus remains absent from work.

2.4

CONSEQUENCES a) Reduces the efficiency Absenteeism effect the efficiency of the workers. The workers who join after the long period of absence would normally be much less efficient.

b)

Creates the indiscipline The absentees effects the discipline of the workers adversely the

worker who is attending to his work irregularly may not care much for the indiscipline. c) Loss of Job When a worker remains absent for more days so without informing the employer then his name is cut out and is out of job. It causes bad effect on both employer and employ. 14

d)

Both quality and quantity are effected If more number of workers are absent then total output is affected.

If alternative arrangement is made by employing casual workers who do not posses adequate experience the quality goods produced is affected. e) Indebtedness When person remain more absent from work then for that holidays wages are deducted, with few salary the family activities can be done for then they have to borrow from others and this borrowing increases and increases. The worker gets indebted in this and it is very difficult for them to come out of this indebtedness. f) Family Suffering Due to absent from work the wages are deducted. The families have to suffer due to this deduction because these days it is very difficult to cope up with small salary. g) Loss of self respect Due to more absenteeism the workers loss his self respect in organization, society and family. h) Reduction of financial resources Absenteeism causes instability in ones carrier due to more holidays from workplace the employ is out from his present job and has to go to another place for work, this causes bad effect on his career.

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2.5

EFFECT Absenteeism is social evil, rather concern for an organization which

hampers production and has ill effect on the management, administration and family of the workers. However, absenteeism has the following effect on the organization. Effect on the organization a) b) The company has to pay bonus to the worker, which is double the When a worker is absent, his work has to be shard by other normal amount hence there is, a loss of finance to the organization. workers thus increasing the additional responsibility of the co-worker, if such worker are given to work frequently. c) If the work of absentee is entrusted to a co-worker, he may not be able to do that job he being not belong to that work thus could not be completed which will have bad effect on the workshop production. d) When a worker is absent particularly in number, it is a big headache for the administration for regularization of leave or to proceed further in taking disciplinary action against them. Lot of paper work and extra burden to the administration is involved apart from stress and strain. e) The habitual absences have strange relation with his supervisors, management as well as with a co-worker who has perfected do his work. Effect on Individual Absent workers are deprived of economic loss to workers, leave traveling allowance and privilege leave. 16

a) b)

They will loss pay and allowances for the period of absence. The absence period is not counted for bonus.

The habitual absentees became offender due to one reason or the other and make them mentally upset which is ultimately have bad effect on social and domestic life. This will lead the absent worker to indebtedness. This will lead him to bad vices. This will become a social stigma and will also.

2.6

MODELS OF ATTENDANCE AND ABSENCE BEHAVIOUR Models represent an attempt to formulate known causative and

moderating factors into an interpretable framework. These are useful in understanding some of these interrelationships but do have a number of limiting factors. There are two competing, though not dissimilar theories for absenteeism: the psychological and economic theories of workplace attendance. These attempts to rationalise absenteeism, a multi-dimensional construct, to simple important determinants. Both of these models highlight the importance of work and non-work factors in absenteeism. They demonstrate that factors in addition to illness and direct incapacity account for a proportion of workplace absenteeism. This leaves open the opportunity for management interventions to encourage and facilitate attendance by factors that may fall into their control. However, they down play the role of illness and disease and ignore the possible contribution that interventions at this level may make. Psychological Model 17

Much of the psychological model is based upon work by Steers and Rhodes, who advance a dichotomous causal model. Employee attendance is conceptualized as largely a function of two variables: the ability to attend and the motivation to attend. The model seeks to emphasis as its workplace determinants such job situational variables as reutilization, job stress, job satisfaction, work involvement, leadership and co-worker support. The melding of the joint influences of job satisfaction and pressures to attend result in attendance or absence. Research attempts to differentiate between voluntary and involuntary absence as separate valid constructs. Hackett defines voluntary absences as being under workers control, being typically short term, casual and illegitimate. The decision to attend work is based upon motivational factors to attend. Involuntary absences are typically beyond the control of the worker and tend to be longer term, are thought to result more often from illness or family responsibilities, and may be based on the workers ability to attend work. These constructs are distinctly, differentially and significantly related to subsets of organizational, personal and attitudinal variables. Being older, having longer organizational employment record, organization commitment and a higher job level are positive factors. It is intuitively attractive to form a hypothesis that those who are less satisfied with work are more likely to be absent. In a review of a number of metaanalyses researching the relationship between job satisfaction and employee absence77 a weak relationship between job satisfaction and absence frequency of -0.2 was consistently evident. (i.e. job satisfaction accounted for 20% of the variance of workplace absenteeism).

18

This lack of strength may be in part attributable to the effect of unavoidable absences where motivation may not be a factor, external factors, which attract absence from the workplace, the influence of organizational policies and workgroup norms. Another consistent finding was increased relationship strength with reduced absence duration. Implying shorter absences were more likely to occur in association with relative job dissatisfaction. These theories try to describe voluntary absence propensity as a function of a behavioral tendency akin to absence proneness, relative work dissatisfaction competing with the attractiveness of other settings, mounded by social culture and norms, and influenced by past individual adaptations. It predicts that absence will be reduced by improving job satisfaction and employee relations and alludes to the significance of an absence culture. Steers and Rhodes refer to a diagnostic model of attendance, which includes consideration of: major influences on attendance motivation; major influences on perceived ability to attend and actual attendance; and role of societal context and reciprocal relationships.

Economic Theory of Labour Absence Alternatively, there is the economic theory of labour absence. The traditionalist economic perspective sees the need to work competing with other

19

alternatives as commodities within the same market. Much as weights on either side of a balance scale with a potential advantage for the worker occurring where standard hours of work exceed a workers preferred hours. (so called opportunity cost of taking sick leave) Economists have primarily focused on the effects of incentives, unionization, wages, sick pay provisions and availability, employment climate and demographic traits. It emphasizes the flattening of organizational structures and the establishment of discretionary power at work as potential solutions. There are considerable overlaps between the above two models. It is argued that the economic model is perhaps more predictive for the effects of flexible work places, the effects of changing norms and the presence of external factors and sees the effect of trade-offs between income and leisure and the influence of award provisions, task oriented work groups and the provision of opportunities for employees to have a say in the workplace. Rather than seeing these models as competing alternatives, more insight into voluntary absence may be gained in viewing them as complementary perspectives. Both of these models highlight the importance of work and non-work factors in absenteeism. Both models attempt to view absenteeism as a rational choice between competing variables. The models imply linear or additive relationships between factors; however studies of workplaces show a more idiosyncratic action and interaction of factors with marked inconsistency of variables as a cause, outcome or moderator. Whilst absence is usually considered to be the outcome variable, some research suggests that absence can have a causative relationship in lowering job satisfaction, supervisory support, performance and job achievement.

20

Job satisfaction, in its relationship with absenteeism, can be moderated by other factors such as promotion opportunity, attendance ability or attendance pressure. Associations between dependent workplace variables such as job satisfaction and non-work satisfaction suggest the interplay of external factors. More work needs to be done in understanding the moderators and mediators of these relationships. In the end, these models are trying to explain work absence with constructs, which are relatively difficult to define or measure. With no absolute standard the surrogates who are used must be subject to misclassification and misinterpretation. These models demonstrate that factors in addition to illness and direct incapacity account for a proportion of workplace absenteeism. This leaves open the opportunity for management interventions to encourage and facilitate attendance by factors that may fall into their control.

2.7

GENERAL CONDITIONS FOR GRANT OF LEAVE IN GOVERNMENT ORGANISATIONS a) Leave cannot be claimed as a matter of right. b) The Leave Sanctioning Authority can refuse or revoke leave of any kind if exigency arises. c) It is not open to the leave Sanctioning Authority to alter the kind of leave due and applied for. d) No leave of any kind can be granted for a continuous period exceeding five years except with the sanction of the President.

21

e) An official on leave should not take up any service or employment without obtaining prior explicit sanction of the Competent Authority. f) Gazetted Government Servant should produce Medical Certificate from Authorised Medical Attendant and Non-Gazetted Government Servant from AMA or RMP for leave on medical grounds. Second medical opinion, if necessary may be obtained by the leave Sanctioning Authority. g) A Government servant on leave on medical grounds will be permitted to return to duty only on production of medical certificate of fitness. h) Over-stayal of leave without proper sanction will be debited against HPL Account of the employee to the extent of HPL is due and the excess treated as EOL. i) Period of over-stayal will not count as a service for increment or pension.

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23

3.1

REVIEW OF LITERATURE
An attempt has been made to review the literature pertaining to various

aspects of Human Resource Management in the Government as well as private sector industry. The review of studies provides proper prospective about the research problem and helped to formulate a suitable methodology of the study. A few of the major researches in the area have been explained below.

Rick D. Hackett (1990) in his research titled Age, Tenure, and Employee Absenteeism revealed that two demographic/personal characteristics in the Steers and Rhodes' (1978, 1984) process model of employee attendance, and on which considerable research has accumulated in the absenteeism literature, are age and tenure. Recent narrative reviews of this research show that the results are quite mixed and likely to depend upon sex of the sample and absence type. A meta-analysis (Hunter, Schmidt, & Jackson, 1982) of this literature revealed that age (but not tenure) had a modest (p = -.23) relationship with avoidable absences, neither age nor tenure was associated with unavoidable absences, and sex of sample was identified as a moderator. Implications of these findings for the Steers and Rhodes' model are discussed in light of possible directions for future research. Mark John Somers (1995) in his study titled A test of the relationship between affective and continuance commitment using non-recursive models concluded that affective commitment emerged as the most consistent predictor of these outcome variables and was the only view of commitment related to 24

turnover and to absenteeism. A three component model of organizational commitment was used to study job withdrawal intentions, turnover and absenteeism. In contrast, normative commitment was related only to withdrawal intentions while no direct effects for continuance commitment were observed. Continuance commitment, however, interacted with affective commitment in predicting job withdrawal intentions and absenteeism. The form of the interaction was such that high sunk costs tempered relationships between affective commitment and the relevant outcome variables. Andrew A. L. and Ian R. Gellatly (1996) in their study on Exit-voice and employee absenteeism: A critique of the industrial relations literature examined the effects of collective voice on employee absenteeism through traditional exit-voice analyses suffers from a number of important theoretical and empirical limitations. The research is limited theoretically in that the framework used cannot discretely classify absenteeism as a form of either exit or voice. This inability reflects a larger problem with the exit-voice frameworks lack of adequate attention to the conditions under which collective voice mechanisms fail and the consequences of such failure for the behavior of industrial relations actors. Absences were regarded as voluntary or involuntary based on the reasons provided by the employees or supervisors in his study on Employee Absenteeism, Organizational Commitment, and Job Satisfaction: Another Look by Sagie A.(1998). it was hypothesized that voluntary as opposed to involuntary absenteeism can be predicted by organizational commitment, job satisfaction, and their interactive effect. Intention to quit was expected to predict voluntary absenteeism as well. Subjects were 140 clerks in an Israeli municipality (average age was 41). Moderated multiple regression analyses of attitudes and objective (personnel records) or subjective (self-reported) absence data yielded support for the first hypothesis. Nonetheless, the intention to quit was not significantly related

25

to either type of absence. Theoretical and methodological considerations were discussed and implications for continued research were outlined. Easton, Fred F. and John C. Goodale (2002) in their study on Labor scheduling with employee turnover and absenteeism concluded that most labor staffing and scheduling models presume that all employees scheduled for duty reliably report for work at the beginning of their shift. For industries with even moderate turnover or absenteeism, this assumption may be quite costly. The study present a profit-oriented labor scheduling model that accounts for the dayto-day flux of employees and capacity induced by voluntary resignations, new hires, experience curves, and absenteeism. The proposed model also anticipates revenue losses due to reneging by customers whose patience decays exponentially with queue time. The computational studies suggest that firms with comparatively high transaction volumes, long transaction times, and/or relatively tight profit margins may experience significant benefit from this approach. Compared with conventional labor scheduling models, the proposed method boosts average expected profits by more than 10 percent in certain operating environments. Diane R. Sktun and John D.S. (2004), in their paper on The Impact of Turnout on Turning Up: the Complementarity of Attendance among Co-Workers studied the effects of complementarities in work attendance on absenteeism. It investigates the case where workers, who turn up for work, cover the workload of absent colleagues. Thus, externalities arise from workers being absent from work. The effort workers exert in the workplace is negatively related to worker turnout. Attendance levels of workers are strategic complements, as workers are more likely to turn up when turnout is high. Firms increase wages and improve working conditions in response. In contrast to the more standard shirking literature, the firm sets employment levels higher. Workers may benefit from draconian firing rules. 26

Jinhee Kim, Benoit Sorhaindo and E. Thomas Garman (2006) researched on Relationship between Financial Stress and Workplace Absenteeism of Credit Counseling Clients. The researchers examined how financial stress was associated with absenteeism of credit counseling clients. Data were collected by a national non-profit credit counseling organization, from consumers who telephoned seeking assistance in debt management. The results indicate credit counseling clients financial stress affects their absenteeism at work. Clients with high levels of financial stress are more likely to experience higher levels of absenteeism; thus spending work hours handling personal finances, which decreases the time they are at work. The results suggest some insight into providing financial education and assistance for employees with financial strains as productivity loss might influence their pay. After going through the work of various researches and surveys done, it has been found that most of the researchers have used secondary data alone as a base of their study. The present study has used data collected from the primary sources in addition to secondary data. Study of employees absenteeism in a Punjab based IT company not only for the purpose of evaluation but for the better job satisfaction of the employees and better performance of the company has also failed to attract attention of any researcher.

Thus, most of the studies covered topics related to absenteeism in non-IT industries. There appears enough scope for carrying out the study and making an analysis of employees absenteeism and its effectiveness in IT sector based in Punjab which is far behind the neighboring States as far as growth of IT sector is concerned.

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28

RESEARCH METHODOLOGY
This chapter describes the methodology in terms of the research design involving sampling, tools, questionnaire design, methods of collecting data and its analysis. The questionnaire, its validity and reliability and the techniques used for analysis of the final data are outlined. The methodology of the pilot and the main study is explained. Both primary as well as secondary data has been used for the study. Primary data has been collected by using a questionnaire comprising of 15 questions and getting it filled by employees of the company.

4.1

PLAN ADOPTED FOR RESEARCH STUDY The research methodology adopted for the study is summarized in a

flowchart (see Figure 1.0) 4.2 DESIGNING OF A QUESTIONNAIRE The success of the questionnaire method for collecting information depends largely on the proper designing of the questionnaire. The designing of a questionnaire is a highly specialize job and requires a great deal of skill and experience. It is difficult to lay down any hard and fast rules to be followed in this connection. Most of what is known about making questionnaire is based on experience. Neither a basic theory nor a fully systemized approach to the problem has been developed. Never the less the extensive experience of many researchers and limited number of organized experiments have let to a considerable understanding of the problem. These are definitely help a beginner

29

researcher to avoid pitfalls, but they can not be substituted for creating imagination in designing the questionnaire procedures.

FORMULATION OF RESEARCH PROBLEM

EXTENSIVE SURVEY OF LITERATURE AND REVIEW & IDENTIFICATION OF GAPS

CONCEPTUAL FRAMEWORK

DESIGN OF QUESTIONNAIRES

PRE-TESTING OF THE QUESTIONNAIRES MODIFICATIONS AND REFINEMENT

MAIN STUDY

DATA COLLECTION

DATA ANALYSIS AND INTERPRETATION Use of statistical techniques and graphical representation

DISCUSSION OF THE FINDINGS FROM THE STUDY RECOMMENDATIONS

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Figure 1.0 Flow-chart of Methodology 4.3 SCOPE OF THE STUDY In view of the objectives of this study the respondents were chosen from five different departments including Finance, Human Resource, Marketing, Working classe (Technical) Department. During the present study, the researcher also held informal discussions with experts in HRM from industry to know their views regarding factors contributing towards effectiveness of an employees absenteeism reduction system. The present study makes use of primary data for critically examining the effectiveness of attendance system prevailing in the company.

4.4

SAMPLING PLAN

4.4.1 Sample Size

The sample comprised of employees from each of the identified department in Paras Pharmaceuticals. Total of 200 employees were covered for collection of data.

4.5

Data Collection Primary data collected for the present study was restricted to sample

departments mentioned in section 5.3 Selection of the sample was purposive and based on the judgment.

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4.5.1 Primary Data A) Respondents

All the major departments of the company were identified and employees selected on random basis were covered for collection of data. B) Tools Separate pre-tested questionnaires were designed for employees. The questionnaires were pre-tested for clarity on six respondents (three from the HR department and three from other than HR). Improved questionnaires were used for final collection of data. 4.6 DATA ANALYSIS The primary data received through questionnaires from employees of different departments of the company was classified and tabulated. Quantitative and Qualitative analysis was done and inferences were drawn in line with objective of the study.

Techniques The data was classified and tabulated. Statistical techniques were applied. Number and percentages were calculated and Chi-Square test was applied to see the difference between different variables and correlations between different variables.

32

Crosstabs with Chi-Square Test. Chi-Square Test was applied for crosstabs tables to check whether two variables are independent of each other or not. This chapter delineates the methodology in terms of the research design, sampling design, questionnaire design, methods of data collection and the analysis of data. The research design described the conceptual framework within which the research study has been conducted. The pre-testing of the questionnaires, their validity and the techniques used for analysis of the final data are outlined. The chapter explained the methodology of the pilot and the main study and also highlights the methods and techniques used for the analysis of data.

4.7

OBJECTIVES OF THE STUDY

1.

To understand the meaning and concept of various terms used in

the study. 2. To study the concept and theory of attendance and absence

behavior at workplace in general and its application in PARAS PHARAMCEUTICALS LTD. BADDI. 33

3.

To study employees opinion and satisfaction level towards existing

leave policy. 4. To study the overall impact of absenteeism on organizational

performance. 5. work. 6. To recommend some preventive measures to reduce the rate of To find the reasons why the employees remain absent from their

absenteeism.

4.8 1.

LIMITATIONS OF THE STUDY In the era of corporate confidential environment, employees do not provide the complete information that may harm the research conclusion. 2. The information given by the low level employees may be bias as they usually remain under the essence of hallo effect of the researches and are scared being pointed out in the future as later assumes that the researcher sometimes may have in groups with the top level managers. 3. Time and cost are the general barriers that affect the efficiency and validity of the research.

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35

GOVERNMENT GUIDELINES FOR ABSENTEEISM CONTROL

The Government has framed law under labor department to control absenteeism in the factories and government establishments. 5.1 TYPES OF ABSENTEEISM There are two types of absenteeism, each of which requires a different type of approach. 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. 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 is not sick and it can be proved 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 36

process of individual absentee counseling and treatment, the majority of employees will overcome their problems and return to an acceptable level of regular attendance.

5.2

Identifying Excessive Absenteeism Attendance records should be reviewed regularly to be sure that an

employee's sick-leave 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.

37

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 non-threatening 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 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 counseling 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 38

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: 1. 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. 2. When such intrusion is justified it should be strictly limited to the degree of intrusion necessitated by the employer's interests. 3. 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. 4. 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 interest of the employer in having this information outweighs the individual employee's right to privacy. 5. An employer rule requiring proof for every absence is unreasonable if an absenteeism problem does not exist. 6. A mere assertion by the person claiming to be sick is not satisfactory proof.

39

7. The obligation to prove sickness, where the employer requires proof, rests with the employee. 8. 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.). Non-production of a required medical certificate could result in loss of pay until the certificate is produced. 9. 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. 10. 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. 11. 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.

40

After the Initial Interview If after the initial interview, enough time and counseling 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. Determining whether counseling 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. Counseling 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 counseling(s) 2. Written counseling(s) 3. Reduction(s) of hours and/or job reclassification 41

4. 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 Counseling 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.

42

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 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. 1. Has the employee done everything possible to regain their health and return to work? 2. Has the employer provided all assistance possible? (i.e. counseling, support, time off.) 3. Has the employer informed the employee of the unworkable situation resulting from their sickness?

43

4. Has the employer attempted to accommodate the employee by offering a more suitable position (if available) or a reduction of hours? 5. Has enough time elapsed to allow for every possible chance of recovery? 6. 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. 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.

5.3

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 counseling 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 44

discipline should not be prejudicial in any way. The general procedure is as follows: [Utilizing counseling memorandum] 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 counseling 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 counseling 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

45

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 continue, 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.

46

47

DATA ANALYSIS AND INTERPRETATION

This chapter is devoted to in-depth study and analysis of primary data collected from the employees of the various departments of the company. Responses received from respondents in respect of each question of the questionnaire have been tabulated, analyzed below to arrive at an interpretation. Out of 200 employees to whom the questionnaire was given, 128 have responded and submitted the questionnaire duly filled-up.

Response Data The sample size is of 200 and out of these 128 has responded and 72 people have either ignored to respond or have not given the required information.

Sample Size 200

Responses 128

Percentage response 64

of

48

QUESTION NO. 01 Respondents Working Place. Table 6.01 Scales HR Marketing Finance Working class Question Number 01 Number of Respondents 23 42 08 55 17.97 32.82 6.25 42.96 Percentage

Division-wise Respondents Respondents 60 50 40 30 20 10 0 HR Mkt Divisons Fin Wc 55 42 23 8

Interpretation Majority of the sample employees were engaged in either Working class (43%) or Marketing (33%) activities. Employees from the Finance division comprised only 6% of the total respondents.

49

QUESTION NO. 02 Marital Status Table 6.02 Scales Married Unmarried Question Number 02 Number of Respondents 40 88 31.25 68.75 Percentage

Marrital Status

40 Married Unmarried 88

Interpretation The present study shows that about two third of the employees are unmarried in the organization. The result shows that majority of the employees are free from family responsibilities and hence can contribute more time at workplace.

QUESTION NO. 03 50

Employees Age Group Table 6.03 Scales Above 25 years 25-40 years More than 40 years Question Number 03 Number of Respondents 38 65 25 29.68 50.78 19.54 Percentage

Age Group

25

38 Above 25 25-40 yrs > 40 yrs 65

Interpretation The study revealed that more than 50% of the sample employees were from age group 25-40 years. More than 40 years old were as low as 19%. The result found that Paras Pharmaceuticals is a young organization with dynamic workforce. QUESTION NO. 04 Leave Procedure Table 6.04 Scales Yes No Question Number 04 Number of 51 Respondents 77 51 Percentage 60.15 39.85

Simplifies Procedure

51 Yes 77 No

Interpretation Seventy Seven (60.15%) out of 128 employees selected for the present study in Paras agree that the existing procedure for availing leave by the employees is quite simplified. However, 40% of the respondents feel that the procedure need to be further simplified. The results of the study demand that the company need to further simplify its Procedure for leave. QUESTION NO. 05 Problems while processing leave applications Table 6.05 Scales Yes No Question Number 05 Number of Respondents 58 70 45.32 54.68 Percentage

52

Problem While Processing leave Aplication

58 70

Yes No

Interpretation The study found that majority (55%) of the sample employees does not face any problem while processing their leave applications. 45% however, feel a need for improvements. QUESTION NO. 06 Employees Leave Entitlement Table 6.06 Scales Yes No
80 70 60 50 40 30 20 10 0

Question Number 06

Leave Entitlement

Number of

Percentage
74

Respondents
54

Respondents

54 74

42.18 57.82

Yes

53
Response

No

Interpretation Majority of the sample employees are of the view that present leave entitlement in a year is not sufficient to meet their requirements. During the present study, it was found that leave entitlements of the employees was fixed more than five years back. Therefore, it need a review.

QUESTION NO. 07 Reasons for Taking Leave Table 6.07 Scales Professional Stress Personal or family sickness 50 43 Social Cause 40 Further studies 30
Respondents 20 10 0 Professional Personal or Stress family 54 sickness Social Cause Further studies

Question Number 07 Number of Respondents Reasons for Taking Leave

39

Percentage 43 39 15 31 31 33.59 30.47 11.72 24.22

15

Reasons

Interpretation The study has revealed that major reason for taking leave by the employees has been the professional stress (34%) while personal or family sickness is equally consuming their leave stocks. Further, the present study found that up-gradation of knowledge also need leaves. The company needs to take necessary measures to reduce mental stress. As up-gradation of knowledge by the employees will help them to better perform at workplace and hence benefit is passed on to the company incentive scheme need to be introduced. QUESTION NO. 08 Discrimination in Leave Sanction Table 6.08 Scales Yes No Question Number 08 Number of Respondents
Discrimination in Leave Sanction 77

Percentage 51 39.84 60.16

51 Yes No 77

55

Interpretation It was found that seventy seven (60%) of the total 128 sample employees strongly believe that there is discrimination in leave sanction by superiors. The results suggest that the company need to device a procedure to minimize discrimination. Faith of employees with their superiors is must for a healthy work environment.

QUESTION NO. 09 Motivational Leave Culture Table 6.09 Scales Yes No

Motivational Leave Culture

Question Number 09 Number of Respondents 93 35 72.66 27.34 Percentage

No Response

Yes

20

56 40

60

80

100

Respondents

Interpretation Most of the sample employees consider that a motivational leave culture exists in the company. The study has also found that majority of the employees are taking leave due to reason of professional stress. Therefore, a minimum leave must be availed by all the employees for a balanced performance. QUESTION NO. 10 Sharing of Personal Problems with Superiors Table 6.10 Scales Yes No Question Number 10 Number of Respondents 39 89
Sharing of Personal Problems with Superiors

Percentage 30.47 69.53

39 Yes No 89

57

Interpretation The study has indicated that 89 of the total 128 respondents (69.5%) do not share their problems with the superiors. Only 30.4% like to share them with others. Finding of the study indicate that the relation between subordinates and superiors need to be improved for better productivity in the working. QUESTION NO. 11 Working Conditions Table 6.11 Scales Yes No Question Number 11 Number of Respondents 93 35 72.66 27.34 Percentage

Working Conditions

35 Yes No 93

58

Interpretation Study found that most of the employees in the organization are happy with the working conditions at workplace. This result shows a healthy sign which need to be continued by the company for a better productivity.

QUESTION NO. 12 Relation with Immediate Boss Table 6.12 Scales Good Bad Question Number 12 Number of Respondents 116 12 Percentage 90.63 9.37

Relation With Boss

12 Good Bad 116

59

Interpretation Almost all the sample employees (90.6%) have good relations with their bosses. This result supports previous results of the study in regards to a good working environment in the company. QUESTION NO. 13 Medical & Transport Facilities Table 6.13 Scales Yes No Question Number 13 Number of Respondents 85 43 66.41 33.59 Percentage

Medical and Transport Facilities

100 80
R espondents

85

60 40 20 0 Yes Responses S1 43

60

No

Interpretation The study has further revealed that one third of the respondent employees feels that sufficient medical and transport facilities are being provided by the company to them. A better medical and transport facility inspire the employees to come to work even in hard days which reduce absenteeism to a large extent. QUESTION NO. 14 Prior permission before proceeding on Leave Table 6.14 Scales Yes No Question Number 14 Number of Respondents 83 45 64.84 35.16 Percentage

Prior Permission for Leave

45 Yes No 83

61

Interpretation The present study has recorded that most of the employees in the organization proceed on leave with prior permission from their bosses. The result indicate that the bosses i.e. management of the company is in a better position for a planned working to generate better results due to employees not going on leave without knowledge of their bosses. QUESTION NO. 15 Distance from Residence to Workplace Table 6.15 Scales 00 05 kms 05 10 Kms 10-15 kms Above 15 Kms Question Number 15 Number of Respondents 15 70 31 12 11.72 54.68 24.22 9.38 Percentage

Distance from Residance to Workplace

80 70 60 50 40 30 20 10 0 00 05 kms 05 10 Kms 62 10-15 kms above 15 Kms

Respondents

Distance

Interpretation The present study has further revealed that more than half of the employees are staying at a reasonably short distance of 05-10 kms. Only 12 out of 128 respondents (9%) commute daily from places more than 15 kms distance from workplace. Short travels always help an employee to be record less absenteeism. Correlation between Q. 5 and Q.1 (Correlation between Problems while processing of Leave Applications & Functional Division) Crosstab
Q5 YES HR Count % within Q5 Count % within Q5 Count % within Q5 Count % within Q5 Count % within Q5 7 12.1% 15 25.9% 5 8.6% 31 53.4% 58 100.0% NO 16 22.9% 27 38.6% 3 4.3% 24 34.3% 70 100.0% Total 23 18.0% 42 32.8% 8 6.3% 55 43.0% 128 100.0%

Marketing Q1 Finance Working classs Total

63

Finding With the correlation between Problems while processing of Leave Applications & Functional Division the result shows that 58 employees face problem and 70 do not. The Chisquare test is applied and it is more than 0.05 so, it shows that different departments have difficulty in availing leave. The employees need to be provided regular break intervals while working Correlation between Q. 5 and Q.3 (Correlation between Problems while processing of Leave Applications & Age Group) Cross tab
S YES Above 25 YRS Count % within Q5 Count % within Q5 Count % within Q5 Count % within Q5 19 32.8% 30 51.7% 9 15.5% 58 Q5 NO 19 27.1% 36 51.4% 15 21.4% 70 Total 38 29.7% 66 51.6% 24 18.8% 128 100.0%

Q3

25-40 YRS

More Than 40 YRS

Total

100.0% 100.0%

64

Findings With the correlation between Age group of employees with the Problems while processing of Leave Applications the result shows that 58 employees face problems while 70 number employees do not report facing any problem. The Chisquare test is applied and level of significance is 0.629 which is more than 0.05 and therefore, it shows that different age group employees have difficulty in availing leave. However, lower age group employees of less than 25 years have more difficulty than the others and those in the age group of more than 40 years have minimum difficulty.

Correlation between Q. 5 and Q.7 (Correlation between Problems while processing of Leave Applications & Reasons for Taking Leave) Cross tab
Q5 YES PROFESSIONAL STRESS Count % within Q5 Count % within Q5 Count % within Q5 Count % within Q5 Count 21 36.2% 20 34.5% 7 12.1% 10 17.2% 58 NO 23 32.9% 19 27.1% 8 11.4% 20 28.6% 70 Total 44 34.4% 39 30.5% 15 11.7% 30 23.4% 128

PERSONAL OR F SICKNESS Q7 SOCIAL CAUSE

FURTHER STUDIES Total

65

% within Q5

100.0% 100.0%

100.0%

Findings With the correlation between the Problems while processing of Leave Applications with the reasons for taking leaves by the employees the result shows that 36.2% and 34,5% employees face problems due to professional stress and sickness respectively The Chisquare test is applied and level of significance is 0.491 which is more than 0.05 and therefore, it shows that the employees found difficulty in availing leaves for different reasons.

Correlation between Q. 5 and Q.11 (Correlation between Problems while processing of Leave Applications & Working Conditions) Cross tab

Q5 YES YES Q11 NO Count % within Q5 Count % within Q5 Count 47 81.0% 11 19.0% 58 NO 46 65.7% 24 34.3% 70

Total 93 72.7% 35 27.3% 128 100.0%

Total

% within Q5 100.0% 100.0%

Findings 66

With the correlation between the Working Conditions at the work place with the Problems while processing of Leave Applications the result shows that 81% employees face problems due to working conditions. The Chisquare test is applied and level of significance is 0.05 which is more than 0.05 and therefore, it shows that the employees do not found difficulty in availing leaves due to working conditions at work place.

Correlation between Q. 5 and Q.15 (Correlation between Problems while processing of Leave Applications & Distance from Residence to Workplace) Cross tab

Q5 YES 0 - 5 km Count % within Q5 Count % within Q5 Count % within Q5 Count % within Q5 Count % within Q5 5 8.6% 33 56.9% 16 27.6% 4 6.9% 58 NO 10 14.3% 37 52.9% 15 21.4% 8 11.4% 70 Total 15 11.7% 70 54.7% 31 24.2% 12 9.4% 128 100.0%

5 -10 km Q15 10-15 km

Above 15 km

Total

100.0% 100.0%

67

Findings The correlation results show that 56.9% employees face problems due to distance of 05-10 kms from their residence to the workplace. The Chisquare test is applied and level of significance is 0.541 which is more than 0.05 and therefore, it shows that the employees found difficulty in availing leaves due to the distance factor. Correlation between Q. 13 and Q.15 (Medical & transport Facilities and Distance from Residence to Workplace) Cross tabulation

Q15 UPTO 5 km 5.1-10 km 10.1-15 km YES Q13 NO Count % within Q15 Count % within Q15 Count % within Q15 12 60.0% 3 20.0% 15 100.0% 44 62.9% 26 37.1% 70 100.0% 20 64.5% 11 35.5% 31 >15 km 8 66.7% 4 33.3% 12 Total 84 65.6% 44 34.4% 128

Total

100.0% 100.0% 100.0%

Findings The correlation between the Transport and Medical facilities with the distance of residence of an employee to the workplace was established. In

68

maximum cases (66.7%) the Transport & Medical facilities have relation with the distance. More the distance there will be higher requirement for a transport facility. The Chisquare test is applied and level of significance is 0.652 which is more than 0.05 and therefore, it shows that the employees staying at far distances found more need for a better transport and medical facility.

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7.0

CONCLUSIONS AND RECOMMENDATIONS

Based on the findings of the present study by critically examining the

effectiveness of various systems including that for processing leave applications prevailing in the company to reduce absenteeism in the organization using primary data as well as informal discussions with experts in HRM from industry, conclusions were drawn and the following recommendations are made: 1. The present study shows that about two third of the employees are unmarried in the organization. The result shows that majority of the employees are free from family responsibilities and hence can contribute more time at workplace. The company may introduce a motivational scheme for more working hours and availing less leaves. 2. The study revealed that more than 50% of the sample employees were from age group 25-40 years. More than 40 years old were as low as 19%. The result found that Paras Pharmasuticals is a young organization with dynamic workforce who invest their energy in the company. The company needs to take measures for better utilization of energy of young workforce. 3. Seventy Seven (60.15%) out of 128 employees selected for the present study in Paras agree that the existing procedure for availing leave by the 70

employees is quite simplified. However, 40% of the respondents feel that the procedure need to be further simplified. The results of the study demand that the company need to further simplify its Procedure for leave. 4. Majority of the sample employees are of the view that present leave entitlement in a year is not sufficient to meet their requirements. During the present study, it was found that leave entitlements of the employees was fixed more than five years back. Therefore, it needs a review.

5. The study has revealed that major reason for taking leave by the employees has been the professional stress (34%) while personal or family sickness is equally consuming their leave stocks. Further, the present study found that up-gradation of knowledge also need leaves. The company needs to take necessary measures to reduce mental stress. As up-gradation of knowledge by the employees will help them to better perform at workplace and hence benefit is passed on to the company incentive scheme need to be introduced. 6. It was found that seventy seven (60%) of the total 128 sample employees strongly believe that there is discrimination in leave sanction by superiors. The company need to device a procedure to minimize discrimination. Faith of employees with their superiors is must for a healthy work environment. 7. The study has indicated that 89 of the total 128 respondents (69.5%) do not share their problems with the superiors. Only 30.4% like to share them with others. Finding of the study indicate that the relation between subordinates and superiors need to be improved for better productivity in the working. There can be more family get together organized by the company. 71

8. Study found that most of the employees in the organization are happy with the working conditions at workplace. This result shows a healthy sign which need to be continued by the company for a better productivity. 9. The study has further revealed that one third of the respondent employees feels that sufficient medical and transport facilities are being provided by the company to them. A better medical and transport facility inspire the employees to come to work even in hard days which reduce absenteeism to a large extent.

10. The present study has recorded that most of the employees in the organization proceed on leave with prior permission from their bosses. The result indicate that the bosses i.e. management of the company is in a better position for a planned working to generate better results due to employees not going on leave without knowledge of their bosses. 11. Company should work for encouragement and motivation of employees through dedicated or augmented training programmes for time management and other behavioural activities. Superior should play their part in making employees feel that their contribution to the working group and to the objectives of the firm is really valued. Employees recognition can reinforce appropriate attendance behaviour. Lack of concern or inattention can give rise to increased rates of leave taking. 12. Rewards, penalties or incentives have an important role in absence management and the creation of the attendance culture. Such devices can vary from unambiguous rewards such as financial gain, through to clear penalties such as dismissal or even prosecution for fraud. There is a tendency to underestimate the importance of acknowledgement and public 72

recognition as a form of reward and the use of relative disincentives including requirements to account for leave and provide direct information to superior of leave taken. 13. Grievances procedures have an important role in addressing workplace conflict. Workplace grievances appear to have a direct association with increased absenteeism particularly in the short term. Such grievances may generate sufficiently felt inquiry to concurrently generate grievance action and withdrawal in the form of absenteeism. Developing procedures to deal with disputes including consultative and participating mechanisms may intercede in this process. Opportunities should be developed to provide effective occupational health and safety committees or consultative committees with sufficient training and commitment to create open channels of communication.

73

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BIBLIOGRAPHY

Rick D. Hackett (1990), Age, Tenure, and Employee Absenteeism, McMaster University, Human Relations, Vol. 43, No. 7. Kothari, C.R. (1993), Research Methodology, Wiley Eastern Limited, New Delhi. Somers, M. (1995), A test of the relationship between affective and continuance commitment using non-recursive models, Journal of Occupational Psychology, No. 66, 185-192. Sagie, A. (1998), Employee Absenteeism, Organizational Commitment, and Job Satisfaction: Another Look, Journal of Vocational Behaviour, Vol. 52, No. 2. Easton, Fred F. and John C. Goodale (2002), Labor scheduling with employee turnover and absenteeism, Working paper, Syracuse University. Diane R. Sktun, and John D.S. (2004), The Impact of Turnout on Turning Up: the Complementarity of Attendance among Co-Workers. Gupta, Shashi K., and Joshi Rosy (2004),Human Resource Management, Kalyani Publishers, New Delhi.

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Jinhee Kim, Benoit Sorhaindo, and E. Thomas Garman (2006) Relationship between Financial Stress and Workplace Absenteeism of Credit Counseling Clients. Mohanty, Girishbala (2007), Industrial Psychology and Organizational

Behaviours, First Edition, Reprinted 2007, Kalyani Publishers, New Delhi. Paras Pharmasuticals, Balance Sheet of the Year 2006-07, Paras

Pharmasuticals Limited, Mohali. www.Parasbpo.com, Website of Paras Pharmasuticals Limited.

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77

Annexure I 9. Questionnaire for the Employees of Paras Pharmaceuticals to Assess Employee Absenteeism in the Company
Note: 1. The study is purely for the academic purpose and the findings will not be used for any other purpose. You may kindly give your frank views. 2. Please Tick mark the most appropriate answer. Questions 1. In which division are you working? 1) HR 2) Marketing What is your marital status? 1) Married What is your age group? 1) Above 25 2) 25-40 3) Finance 4) Working class 2) Unmarried 3) More than 40

2 3.

4 5.

Is the procedure simplified for availing leave? 1) Yes 2) No

Have you ever faced any problem while processing your leave applications? 1) Yes 2) No Do you think that the leave entitlement is sufficient to meet your general requirements in a year? 1) Yes 2) No

6.

78

7.

Due to which of the following reasons you take maximum leave? 1) Professional Stress 3) Social Cause 2) Personal or family 4) Further studies sickness Have you ever found any discrimination in leave sanction?. 1) Yes 2) No

8 9.

Does any motivational leave culture exists in your organization? 1) Yes 2) No

10. Do you share your personal problems with your superiors in the organization? 1) Yes 2) No 11. Are you satisfied with the working conditions? 1) Yes 2) No 12. How is your relation with your immediate boss? 1) Good 2) Bad 13. Are you satisfied with the medical & transport facilities? 1) Yes 2) No

14. Do you normally take prior permission from your boss before proceeding on leave? 1) Yes 2) No 15. How much is the distance you travel from residence to workplace? 1) 00 05 kms 3) 10-15 kms 2) 05 10 Kms. 4) above 15 Kms ___________________________________________________________________________ Name of Employee (Optional)_________________________________________ Designation (Optional)______________________________________________ Signature (Optional) ________________________________________________

79

80