A Study On Absenteeism Amoung The Employee in The Bpo

A STUDY ON ABSENTEEISM AMOUNG THE EMPLOYEE IN THE BPO SECTOR
Submitted in partial fulfillment of the requirements for the award of the degree of
Bachelor of Business Administration (Computer Aided Management) Semester-III (Paper Code-BBACAM 213) To Guru Gobind Singh Indraprastha University, Delhi
Guide: Name of Guide: Ms.
Submitted by: Name of Student: ROOP KISHOR Roll No: 03390301910
Institute of Innovation in Technology & Management, New Delhi 110058 Batch (2010-2013)
Certificate
I, Mr.ROOP KISHOR, Roll No. 0339030191 certify that the Minor Project Report (Paper Code-BBA (CAM 213) entitled _A STUDY ON ABSENTEEISM AMOUNG THE EMPLOYEE IN THE BPO SECTOR is completed by me by collecting the material from the referenced sources. The matter embodied in this has not been submitted earlier for the award of any degree or diploma to the best of my knowledge and belief.
Signature of the Student: Date: Certified that the Minor Project Report (Paper Code-BBA (CAM-213) entitled A STUDY ON ABSENTEEISM AMOUNG IN THE BPO SECTOR done by Mr.ROOP KISHOR, Roll No. 03390301910, is completed under my guidance.
Signature of the Guide Name of the Guide: Designation: Date:
Countersigned Director/Project Coordinator
ACKNOWLEDGEMENT
CONTENTS
S.NO 1 2 3 CHAPTER-1
TOPIC CERTIFICATE ACKNOWLEDGEMENT PROFILE OF THE COMPANEY
PAGE NO
1-3 4-12 13-21
INTRODUCTION TO VERTEX PVT LTD THE ORGANISATIONAL STRUCTURE OF VERTEX THE COMERCIAL SCENARIO OF VERTEX 4 5 6 7 8 CHAPTER-2 CONCEPT OF BPO CHAPTER-3 CONCEPT OF ABSENTEEISM CHAPTER-4 RESEARCH METHODOLOGY
22-27 28-42 43-56 57-60
CHAPTER-5 ANNALYSIS INTERPERATATION OF THE 61-79 STUDY CHARTER-6 FINDING 80-81 IMPRESSION 82-83 SUGGESTION OF THE STUDY 84-85 CHAPTER-7 BIBLOGRAPHY QUITIONYEAR 86-87 88-93
List Of Figures
TABLE NO
TITLE
MANAGARIAL SECTIONS
THE MANAGER TAKE LEAVE THE FINANCIAL PROFILE OF EMPLOYEE THE ADUCATION PROFILE OF EMPLOYEE THE AGE FACTOR THE MANAGER OF SUBORDINATE IN CASE OF LEAVE THE REGULARTY OF SUBORDINATE FROM MANAGER THE ACKNOWLEDGEMENT OF ABSENCE RECORD OF EMPLOYEE ANALTSIS AND INTERPRETATION CONCERN ABOUT MEASURE
PAG E NO
62 63 64 65 66 67 68 69
1 2 3 4 5 6 7 8
NON- MANAGARIAL SECTIONS

9 10 11 12 13 14 15 16 17 18 THE AGE FACTOR OF RESPONDENT EDUCATION PROFILE OF THE COMPANEY FINANCIAL STATUS OF THE COMPANEY EMPLOYEE FULL UNDER THE CATEGOREY OF ABSENTEEISM WORKER BEING ABSENT FROM THEIR WORK DISCIPLINORY ACTION FACED BY THE WORKER APPLICATION OF LEAVE FRAMED BY THE WORKER AN ABSENTEEISM OR NOT NON ABSENTEE EMPLOYEE EMPLOYEE TO WARD ABSENTEEISM
70 71 72 73 74 75 76 77 78 79
List Of Symbols
S. No
1 2 3 4 5 % * = &
Symbol
Nomenclature & Meaning

PERCENTAGE MULTIPLE EQUEL LAMDA AND
List Of Abbreviations
S. No.
1 2 3 4 5 6 7 NO AVG MBA MCA UK BPO IT
Abbreviated name
Full Name
NUMBER AVERAGE MASTER OF BUSINESS ADMINISTRATION MASTER OF COMPUTER ADMINISTRATION UNITED KINGDOM BUSINESS PROCESS OUTSOURCING INFORMATION TECNOLOGEY
VERTEX GROUP OF COMPANIES
RATIONALE BEHIND THE STUDY

Industrial progress is an outcome of mainly of the human and physical resources of the production. Sufficient progress has been made in the sphere of physical input such as capital and technology. Despite rapid development in technology the desired level of economic development and social welfare are yet to be achieved! One of the main causes of failure has been underutilization of human resources in the country. Unfortunately the rate of progress in our country has not been commensurate with our potential on account of lack of appropriate work culture. Employer and employed are still looked upon as adversaries rather than as partners. In the joined endeavors frequent strikes, lockouts and other forms of industrial unrest are symptoms of prevailing environment in industry. In this project the main purpose of the study was to have a thorough understanding of the theoretical concept and their practical application by being placed in the actual work environment To understand their relevance and find the extent to which they are actually being applied in the work situation; To have an in-depth knowledge of the function of the organization through actual work experience.
OBJECTIVES OF THE STUDY

The project apart from a brief overall review of the organization studies the level of absenteeism rate in the organization, referring the general staff of both the managerial and non-managerial level of employees. The main issue of concern was related with the employees presence rate and how often they find themselves failing in reporting to work, at the same time analyzing different causes and other incentives regarding salaries and welfare packages offered to them as well as judging the satisfaction level with their compensation package, which surely creates a reason for determining their dedication towards the work. This project has also been undertaken to gather the details of employees turn over as well as examining the general trend within an organization enabling to find an exact reason behind the increasing absenteeism rate in the organization. Hence, the major objectives of this study were: To identify the prevalence level of the absentees in VERTEX Ltd. To identify the major causes of the absenteeism at VERTEX Ltd. To Asses the after effects of absenteeism in VERTEX Ltd.
SCOPE OF THE STUDY

Every employee who takes off in defiance of organization regulation has reasons, right or wrong which justify themselves the legitimacy of their actions. Unless a management attendance program identifies and addresses the causes of employee absenteeism it will be ineffective and unfair. Traditional disciplinary programs alone can, at best, give the illusion of control. It is no secret that there are ways to beat even the best systems. The fear of discipline often only increases the desire to avoid management systems. If absenteeism is to be controlled the physical and the emotional needs of employees must be addressed. In a 1985 study on Rates of absence among Nurses it was found that 50% of absenteeism could be controlled through attending employees physical and emotional needs.
CONSTRAINTS OF THE STUDY

My project is entitled as: A study on absenteeism among the employee in the BPO sector, at VERTEX GROUP OF COMPANIES Ltd. (A study conducted at ELECTRONIC PANNEL Plant Greater Noida, UP, with special reference to managerial and non-managerial categories of employees) My project being based on the primary data, I have undergone a session of interaction through questionnaire with both the managerial and non-managerial group of employees as per the requirement of my project. Now, while undergoing the interview process I found certain constraints existing thereby in VGCL: Hiding of some true facts by the respondents due to fear of the management. Some of the responses given by the respondents vague i.e. not legible and clear. Few of them showed disinterest as they all have a notion that such an investigation is futile and that they will gain no benefit from it. Few of them remained quiet when asked about what suggestions they would like to give for future developments and success of VGCL. Besides all these constraints I have been impressed by the ingenuity, cooperation, confidence and efficiency which were reflected through their knowledge and experience and still find my journey of interviewing, interesting and people at VGCL amiable and thus at least I successfully interacted to more than 10 employees in VERTEX GROUP OF COMPANIES pvt Ltd.
ORIGIN OF Vertex Group of Companies VERTEX GROUP
LTD. UNDER
VERTEX GROUP OF COMPANIES provides complete solutions right from the Sales, Engineering, Consultation, System Integration, Designing, Erection, Installation etc. for various industries. Being an expert of high level automation including Robotics, Motion, Power, Utilities & other Process Applications, they are deliver solutions from Shop Floor of the Plant to the Enterprise Level also involving transmission of data through various layers & real time energy monitoring system. Company team members include Managers, Engineers, Designers, Executives, Accountants, Programmers, Technician, Supervisors, and others. Company also has our floating associates who are engaged with us on project to project basis. Vertex Group of Companies Delegates its Services through two of its Entities :

Vertex Automation System Pvt. Ltd. Vertex Power Controls Pvt. Ltd. Vision
To lead the global market in automation and power control by offering innovative, technologically advanced and cost effective solution to our esteemed customers.
Mission
To set a vertex in World Class System Integration, In-house Electrical Panel Manufacturing & off Site Turnkey Projects.
Success
Production of innovative, high quality retail branded beverages combined with world-class packaging. Driven by a management team with a relentless focus on achieving superior customer service, driving earnings improvement and increasing shareholder value.
Their People
At Vertex Group they are creating an environment where our employees enjoy a greater degree of empowerment both individually and in their work teams. Their employees are equipped with the necessary tools, training and management backup for strong performance and accountability, as well as in an environment of open communication and involvement.
Values
In an association with our clients want to achieve excellent results through honest and open relationship. Treating each other respectfully, Company want to offer mutually beneficial business relationship to clients. Competence : Ideas, knowledge, energy, resources and risk taking ability are the drivers,
which push us towards excellence.
Dynamic Development : Innovation i.e. coming up with new ideas and thoughts to better our products and in turn maintains our long term relationship with our clients. Respect : Company always value diversity and treat people as Company would like to be treated ourselves
Asset
COMPANEY has a new Factory located at F-16, Site-C, Surajpur Industrial Area, Greater Noida. The factory area is of 800 sq mtrs. The factory is now under construction. Currently Company is having our factory & office located in Sector-2, Noida.
Panel Manufacturing Division is ISO-9000-2001 Certified. Our factory is well equipped with all the machinery as required.
QualityAssurance
As a part of company quality assurance program our panel has been certified as per IS standard .Company have stood up to the rigorous requirement & have been completed the following test at CPRI Bhopal :
IS:8623 (Part-1) 1993 Short Circuit Test 105KAP/50KA
Infrastructure
Vertex Group of Companies boasts of a cutting-edge infrastructure that is well equipped with latest and sophisticated equipment with an ISO-9000-2001 certified Panel Manufacturing Division. Employee base consists of remarkably accomplished and skilled professionals who believe in working with the primary goal of customer satisfaction in mind.
VERTEX GROUP OWNED BUSINEES IN INDIA AND WORLDWIDE
COMPANY PROFILE WORLDWIDE

COMPANY VISION
To become truly global company, by continuing to build a competitive and profitable worldwide refreshment Vertex business.
Electrical LT Panels INTERNATIONALS STRATEGY

Target core Brand Focus on business growth. Satisfy market priorities Focus on franchising with building core of company owner. Vertex Group of Companies specializes in wide array of Industrial Automation & Electrical Panels that are popular in domestic as well as foreign markets because of advanced technology and glitch free Operations. As part of Electrical LT Panels product range, Company offer Automation Systems, Instrumentation Panels, ACB Panels, AMF Panels, ATS Panels, Capacitor Panels, Control Desks, DG Synchronization Panels, Electrical Bus Ducts, Electrical Rising Mains, MCC Panels, Outdoor Panels, PCC Panels, Power Distribution Panels and many others. Apart from this, companey also offer reliable and trustworthy TurnKey Solutions & Wastewater Treatment Services to our clients. Our Expertise :
Robotics: Company is quenching thirst of several industries in the field of

Robotics Cell Automation. Company is playing major roles in MIG Welding, Spot Welding, Pick & Place, Material Handling, and Loader & Unloaded Robotics Application. One of our engineering division segments is individually dedicated for Programming, Installation, and Teaching & Interfacing of various Robotics applications. DG Synchronization: Company has expert hands on DG Synchronization, load sharing & AMF, Energy Monitoring, SCADA Interfacing etc. Company has provided Fully Automatic, Semi-Automatic (Auto/ Manual) Solutions in this application to various clients. Water Treatment Plant Automation: Water Treatment Plant Automation is one of our Major Application Area. Company have played an important role with expert team in Demilitarized Plant, Effluent Treatment Plant Automation. Company is also involved with Delhi Jal Board, Maruti Udyog Ltd, Ion Exchange for their Water Treatment Plant automation Project. EOT Crane Control: Designing, Manufacturing, Programming & Installation of VFD or Contactor Operated Panel for various crane control Operations like Hoist Application, Cross traverse, Longitudinal Traverse, Auxiliary Hoist etc. Cut to length Application : Cut to length is one of the major examples of Motion Control Application. Cut to length Application include Metallic Sheet Cutting, Paper Cutting, Glass Cutting, Tube Cutting etc. Company also employ Servo option to achieve great degree of accuracy in this application.
Copper Plating Machine Automation: Copper plating is done on

cylinders for engraving Purpose
COMPANY PROFILE SCENARIO

Vertex comprises of a group of experienced and professionally managed engineers working in the field of Industrial Automation, Electrical Panel Manufacturing & Projects on Turnkey Basis. Company is one of the well established Electrical Panel suppliers located in India. Company is managed by young technocrats with the field experience of 13 years. Company have designed and commissioned a number of systems for a wide range of Industries & Applications. Company also possess mild experience in export of Electrical Panels. Vertex Group employs a thoroughly professional approach at every step. Background The foundation stone of the company was laid down in 2004, under the able guidance of our honorable CEO Mr. Ashish Srivastava. Name of CEO Establishment Year Nature of Business Number of Employees Annual Sales Market Covered : Mr. Ashish Srivastava : 2004 : Manufacturer, Exporter, Supplier & Service Provider : Above 75 : Rs. 6.5 crore : Domestic
2003
Vertex signs large contract to provide a range of customer management services on behalf of telecommunications giant Orange.
2004

Vertex & Westminster City Council awarded 'Best Business Process Outsourcing Deal' at the first National Outsourcing Association (NOA) awards. 15-year, 427m strategic partnership deal announced with Thurrock Council.
2005

Acquisition of Marlborough Stirling announced the market leading provider of software and services to the financial services sector. Vertex and Westminster Council strategic partnership awarded 'Best Outsource Relationship' at European Call Centre Awards 2005.
2006

Acquisition of 1st Software Group Limited, who develop, market and support back office software for independent financial advisors. Vertex ranked 22nd by the International Association of Outsourcing Professionals (IAOP) in the first ever ranking of the worlds top outsourcing providers - The Global Outsourcing 100.
2007

Vertex named as the biggest mid-market private company in Britain, according to The Sunday Times HSBC Top Track 250 league table. Sir Peter Gershon CBE, former CEO of the Office of Government Commerce appointed non-executive Chairman of Vertex investor board. Acquisition of Indianapolis-based IEI Financial Services LLC announced. Vertex acquired from United Utilities PLC by a private equity consortium. Vertex ranked No.1 energy & utility outsourcing provider in the Black Book of Outsourcings "Top 50 Best Managed Global Outsourcing Vendors" report.
2008
Vertex announces agreement with Alliance Data Systems Corporation to acquire the companys Utility Services business. Alliance Datas Utility Services provides billing systems, professional services and process outsourcing to utilities in the U.S. and Canada. Vertex signs seven year, 40 million ($75.5 million) contract with Merrillville, Ind., based energy provider NiSource Inc. (NYSE: NI) to provide Customer Contact Center services in the United States. 10-year, large-scale contract secured with SouthStar Energy Services LLC in Atlanta, Georgia.
2009

Vertex wins 5 year contract with Oncor to provide customer management outsourcing services through two contact centers in the State of Texas. Vertex ranked as the number one Utilities BPO provider globally by the respected "The Black Book of Outsourcing" (a Datamonitor Group Company). Vertex secures new contract with Home Delivery Network Limited. Vertex signs 5 year Pacific Northern Gas extension. Vertex wins contract with bmibaby to handle inbound sales calls, internet queries and changes to existing bookings. Vertex unveils new brand identity.
2010
Vertex expands Indian footprint by launching joint venture with domestic major Shell Transource, one of Indias largest integrated domestic BPO. Vertex extends global Customer Management Outsourcing reach by acquiring Australian provider, PCI
2011
Vertex sells its UK Private Sector business to the Capita Group Plc for a cash consideration of 40.5 million.
ABOUT ORGANIZATION AND ITS OBJECTIVES

By the word organization Company generally mean, a structural framework of duties and responsibilities required of a personnel in achieving the predetermined goals. An organization of vertex is a simple yet complex in terms of the different designations provided to its employees. Companys overall view of organization can be successfully dealt as follows: The people at EVG reflect the Companys emphasis on superior sales capability and service. In North America, more than one-half of EVG employees work in sales, followed by nearly one-third in operation. Their organizational structure, based on a general management model, reflects the same priorities. The Vice President/General Managers of EVGs market units lead marketing and sales efforts in contiguous geographic areas with common major customers. They designed their organization to give their market units the autonomy to serve the needs of individual customers, develop market-specific strategies, and respond to local marketplace dynamics. From the General Manager to the frontline customer representative, the entire EVG sales force competes on a local level to serve existing customers and to win new accounts. Their aims are:
Company competes Small in big/small Visible community Mindset of an Know/Service every customer
locally. company leadership entrepreneur
Sense of urgency There is no tomorrow. Fix it today. Our success is built upon passion.
Every front-line job has targets. Reinforce goals, plan performance Prioritize, focus, simplify Clear accountability for results No excuses.
Treat everyone fairly, and with Operate with integrity and Every individual is important.
dignity. justice.
OTHER INFORMATIONS ABOUT VERTEX

Aboutus Vertex is a leading BPO and Customer Management Outsourcer. It operates across a wide range of market sectors and geographies delivering exceptional customer experiences and winning outcomes for clients. Employees 11,000 GlobalReach 80+ offices and operations in the UK, USA, Canada, India and Australia. Ownership Vertex is owned by Vertex Group Ltd and backed by private investors. Clients Vertex's clients span a wide range of market sectors and include brands and companies such as Westminster City Council, Hydro One, Southstar Energy and Oncor. IndustryExpertise Our industry focus is utilities, public sector, financial services, telecommunications and retail/distribution industries where Company provide rewarding customer experiences and valuable client outcomes in the areas of:

BPO and Customer Management Outsourcing - Managed business and customer care processes/services. IT Applications and Services - Broad solution set of applications, software solutions, products and professional services. Consulting and Transformation - Advisory services that leverage Vertexs deep sector-specific knowledge. Decision Sciences - Expertise to support clients through all stages of the analytics lifecycle.
Associations
1. North America American Gas Association.
American Public Power Association. American Teleservices Association. American Water
Work
Association
United Kingdom Confederation of British Industry (CBI). Contact Centre Association (CCA). White hall and Industry Group (WIG). New Local Government Network 3. India National Association (NASSCOM).
(NLGN)
of
Software
and
Services
Companies
Awards
At Vertex, Company pride ourselves on a culture of innovation and providing deep operational expertise to our clients. In recognition of our leadership and accomplishments, Company have received numerous awards and accolades: BestAgentinWales Cheryl Bennett was crowned 'Agent of the Year' at the 2010 Welsh Contact Centre Awards. Double Success in the North West Contact Centre Awards Vertex won two awards at the 2010 North West Call Centre Awards. Our work with National Trust won the 'Outsource Partnership of the Year' award while Shelley Lawton walked away with 'Contact Centre Manager of the Year'.
Corporate Social Responsibility

Company recognize the impact Company have on the environment and Company strive to operate ethically. Our business principles outline our commitment to operating responsibly:

Treat individuals with respect, recognizing the diverse nature of our stakeholders and to always act with honesty and integrity Follow the highest standards of business practice and ethical conduct in the countries in which Company operate Deliver our promises and commitments Continually improve our environmental performance and supporting our customers in achieving their environmental goals.
MACHINE &TOOLS COMPANIES

Fabrication :
Hydraulic Bending Machine Shearing Machine Sheet Cutter Angle Cutter Welding Machine
ARE
USED
INVERTEX
Drill Machine Grinder Sander Die & Tools
Powder Coating & Painting : Compressor Spray Gun Painting Booth Oven Assembly : Hot Air Gun Bus Bar Cutter Die & Tools Wiring : Computerised Ferrule Printing machine Crimping Tools Wire Cutter Cable Cutter Master Tool Box Testing :
High Voltage Tester Megger Tester Multimeter Clamp Meter Secondary Injection Tester Primary Injection Tester (4000 Amp) Universal Testing Bench
Programming : Lap-Top & PC

Communication Cable PLC Programming Software Drive Programming Software Protocol Scanner Facilities Availabl
Motion : Multiple axis packaging. Single axis linear/circular motion
Single axis motion solution Multi robots interfacing installation. Machine Tools :
Horizontal Machining Centre Vertical Machining Centre Pin Grinders SPMS for Welding . Press Die Casting Industrial Washing Industrial Test Rigs
Water Treatment :
DM CW MWP WTP Tandem Press Automation Blanking Press Automation VFD/PLC Controlled Press
Power Presses :
Material Handling : Ash Handling Coal Handling Belt Conveyors Electroplating Plants Paint Shops Plastics : Plastic Injection Moulding Machines Blow Moulding Extrusion SheetLine Lamination etc. Packaging : FFS Auger Filling Coil Wrapping Machine Food : Biscuit Making Lines Ovens Utilities : DG Sets Compressors Pumps Operation Control
Chillers Operation Control Boiler Operation Control Energy Monitoring & Control TRAINING AND DEVELOPMENT On Job Training Program In House Training Program Out door Training Program WELFARE ACTIVITIES
Company provides welfare activities to its employees like: Uniform Transportation facilities Canteen Annual meet etc.
MARKETS RESPONSE OF VERTEX GROUPE

1 Retail
Company will build upon your success and deliver better: Brand experiences Customer loyalty and retention Business efficiencies Channel optimization. 2 Financial Services In a time when the financial services market is under increased scrutiny to be more efficient and treat customers fairly, Vertex can be your proven and trusted partner in developing and implementing innovative customer management solutions. Delivering benefits to you and your customers Contact us to learn how Company is helping one insurance company improve policy sales by 40%. Download the esure case study to learn more.
3 Travel & Leisure

Ranked in the global top 10 for the travel industry Companies in the travel and leisure industry must manage fragmentation of customer demand, overhead cost pressures, highmaintenance contact centers, and increasing online bookings. At Vertex, our travel industry lifecycle management solutions can help you handle these unique challenges.
4 Media & Telecom

Our portfolio of customer management solutions include:

Churn reduction Win-back Front and back office integration Credit management Sales through service Outbound cross-sell and up-sell White labeling
5 Public & Citizen Services

Vertex can be your proven and trusted partner that helps you achieve greater efficiencies while improving the quality of customer interactions through customer management outsourcing. Company have the tools and the culture to respond to public service needs through:
Multi-channel service delivery A suite of shared services Advanced analytics and insight Employing lean process techniques for maximum client advantage Delivering improved performance management.
Delivering for local government Contact us to learn how Company have helped Thurrock Council in the UK deliver these results:

90% of customer inquiries resolved first time Average time to process benefits claims reduced from 98 to 28 days 2.5 million in procurement savings.
6 Logistics & Transportation

Working with the leading transport and logistics companies who deliver millions of parcels every year, Vertex provides transformational customer management services to help them achieve their business goals.
PRODUCTION SETUP AT GR.NOIDA BRANCH OF VERTEX

Gr.Noida plant in VERTEX plant is a dedicated plant for major products.:
QUALITY POLICY
The best delivery. The best product in the market place The highest quality The best testing.
Vertexgroup.com Categories
Vertexgroup.com SmartViper Website Analysis
AN OVERVIEW BRANDS
OF
ALL
ELECTRONIC
PANNEL
Our Major Clients

Company have attracted a huge amount of clients spread all across the country. some of our major clients are as follow : Mahanadi Coal Field Ltd. Orissa Power Generation Corporation G. Surgiwear Ltd. Ltd. Yamuna International VXL Technologies Ltd. Amit Plast Machines Pvt. Ltd. Maruti Udyog Ltd. Schneider Electric India Ltd. Everready Industries India Ltd. Gabriel India Ltd. Honda Motrorcycle & Scooter India Eicher Tractor Ltd. Pvt. Ltd. Qamar Associates Hindalco Industries Ltd. Grasim Industries Ltd. Tata Refactories Ltd. JPC Ltd. Jai Bharat Maruti Ltd. Sigma Corporation Ltd. Neel Metal Kehin-Fie Pvt. Ltd. Hero Honda Motors Ltd. Amtek Sicardi Ltd. Oriental Structure Eng.(p) Ltd. Indian Railway Diesel Locomotive HCL Ltd.-Rudrapur Works Honda Siel Power Products Ltd. Reydunn Lables Pvt. Ltd. Vinay Wires & Poly Products Pvt. Riba Textiles Ltd. Ltd. Suzuki Motorcycle India Pvt. Ltd. Unipack Pvt. Ltd. Chadha Paper Mills Ltd. GSC Toughened Glass Pvt. Ltd. Euro Aircon International Tractvell Eengineering & Cons. Pvt. Idea Celluler Ltd. Ltd. Sushima Laboratory Ltd. Orient Ceramic Ltd. Rexor India Ltd. EMCO Press Master Ltd. Subros Ltd. Allied Nippun Pvt. Ltd. Hero Cycle Pvt. Ltd.
OVERVIEW OF PRODUCTION FROM 2003-2011
VBL LTD Production from 2003-2011
90 80 70 60 50 40 30 20 10 0 2003200420052006 2004 62007 2008200920102011
East West North
CALL CENTER IS A PART OF BPO INDUSTRY. IT IS ALSO KNOWS AS CONTACT CENTERS. ORIGINS OF THE CALLCENTER INDUSTRY
AROUND 30 YEARS AGE IN THE USA, THE TRAVEL AND HOSPITALITY INDUSTRY BEGAN TO CENTRALIZE THEIR RESERVATION CENTERS INTO WHAT WE WOULD RECOGNIZE NOW AS HUGE CALL CENTER.THIS HAPPENED AT AROUND THE TIME THE FIRST LARGE SCALE HIGH VOLUME PREMISE BASED TELEPHONE SWITCHES BECAME AVAILABLE. BANKS HAVE ALSO USED THEM SINCE THE 1970S AT LEAST AND LATER IN THAT DECADE WITH THE RISE OF THE CATELOGUE SHOPPPING MOVEMENT AND OUTBOUND TELEMARKETING,CALL CENTER BECAME A STAPLE WITHIN MANY INDUSTRIES.EACH INDUSTRY ,HOWEVER,HAD ITS own way of operating centers its own standards for quality and its own preferred technology. This trend per sister until early in the 1990s when call center managers became more recognized as having a consistent set of skills and an operation knowledge Technologically speaking call center have advanced in the last ten years. Earlier it was just a labor intensive department trying to handle some customer queries.now; it is supposed to be a vital link in the entire process of marketing and improving customer interaction. Unlike an airline reservation where the queries are generally simple and handle requirements of a technology customer support are different and need technical knowledge. A pre requisite for any call handling person is extremely good customer relationship skills and command over language accent India has woken up to the call of business process outsourcing and is fast paving its way to become the largest hub of call centers in the world. Taking leverage from this growing phenomenon, call center in India has devised a clear and competent business strategy wherein you post in your quart and we act as an intermediary, forwarding your requirement to our concerned call center service provider. In this manner, our motive of providing complete support to our customer in term of answering any of their queries remain fulfilled. Call center in India is a leading India customer care organization, having alliances with leading bpo in India who ensure fast and prompt service. We offer a range of blended customer care services including inbound and outbound voice services-mail management, telemarketing services, data conversion, claim processing, real-time web-based chat services to global clientele and the like. A call center is traditionally defined as a physical location where calls are placed or received in high volume. This may be for the purpose of sales, marketing, customer service, telemarketing, technical support, or other specialized business activities
DEFINITION
Call center is a centralized in many industries offering customer service. Many organizations use call center to solicit clients or customer for new sales or donation and contributions. They can also be used to accomplish surveys of customer satisfaction or public opinion. call center also knows as contact centers.
Call centers can be any of the following:

Huge telemarketing centers Fund-raising and collection organization Help desk, both internal and external Outsourcers (better known as service bureaus) that use their large capacity to serve lots of companies Reservation centers for airlines and hotel
Catalogue retailer E-tailing center and e-commerce transaction center that dont handle calls so much as automated interactions
BPO BUSINESS PROCESS OUTSOURCEING

BPO has been the latest mantra in India today .as the certain sources of revenue face slower growth; software companies are trying new way to increase their revenue. BPO is top on their list today .it services companies are making a quick entry into the BPO space on the strength of their existing set of client. We hope to address all issues related to bpo in India on this postal. Business process outsourcing is the fastest growing segment in the outsourcing market as of now and involves out sourcing back office operation and other business process like customer relationship management, customer call center, telemarketing, payroll maintenance, finance/accounting management among other to off shore destinations. By outsourcing their business processes services, best companies can increase their productivity ,cut operational costs, provide better customer service, beat competition and in turn concentrate on their main operation by shifting their back office operation to offshore destinations. These are the reasons that companies no matter hoe big or small they are prefer to out source their operation and in a frantic pace they have turned this normal phenomena into a major type. The business process out sourcing industry is opening up and paper are beginning to realize that outsourcing is a win-win situation for everyone and a trend that is as unavoidable as globalization it self. 1. The basic or traditional type of outsourcing services. It is to cur tile costs, such as hardware and software maintenance and operation costs. 2. Outsourcing help lower indirect cost and archive efficiencies in area related to business processes this is termed business process outsourcing.
3. The business transformation outsourcing. In todays world bpo has changed from definition to buzzword. Bpo today directly mean to the second type of outsource that his outsourcing the lower indirect cost. now a days companies prefer to outsource their services .it is a new concept. call center are the Bpos that out sources only the customer care. In simple language the bpo or business process outsourcing is the delegation of one or more business processes to an external service provide who in turn provide service for the selected process based on certain define and measurable performance criteria specified by an organization. This generally involves an organizations non core processes. Bpo companies are the companies who extend the services to the outsourcing companies. Companies believe assigning lower cost business processes to the BPOs will provide superior service more responsively at lower cost. As costumer care is a low cost and clumsy Business process, companies prefer to assign it to out sources to the bpo companies. BANK OFFICE OUTSOURCING-it includes internal business function such as billing or purchasing. FRONT OFFICE OUTSOURCING- it include customer related services such as marketing or tech support
The endless opportunities IT provides, stimulated bpo activities.bpo that is contracted outside a companys own country is sometime called offshore outsourcing. BPO that is contracted to a companys neighboring country is sometimes called near shore outsourcing. Use of a bpo as opposed to an application service (asp) usually also mean that a certain amount of risk is transferred to the company that is running the process element on behalf of the outsourcer .bpo include he software ,the process management, and the people to operate the service, while atypical ASP model includes only the provision of access to functionalities and features provided or served through the use of software, usually via web browser to the customer.BPO is a part of the outsourcing industry. It is dependent on information technology; hence it is also referred to as information technology enabled services or ITES. Knowledge process outsourcing and legal process outsourcing are some of the subsets of business process outsourcing. Companies are moving their non core business processes to outsource providers i.e. call center .if a bank shifts work of a 1000 people from US TO INDIA it can save about $18 million a year due to lower costs in India
KPO (KNOWLEDGE PROCESS OUTSOURCING)

KPO, knowledge processing outsourcing It is essentially an offshoot of bpo .it is the high end activity of the BPO industry and is estimated to have a magnificent growth in the coming year. it is awake that has lashed the Indian shore sand aims to tap the Indian talent in the field that required expert use and enhanced knowledge. In short, KPO involves off shoring
of knowledge intensive business processes that require specialized domain expertise
Indias intellectual potential

Indias intellectual potential is the key factor for India being the favored destination for KPO industry. India has large pool of knowledge worker in various sectors and their talent is being discovered and tapped by leading businesses across the globe. Cost savings, operational efficiencies, access to a highly talented work force and improved quality are all underlying exportations in off shoring high-end processes to India.
Kpo services outsourced to India

India is a good outsourcing location. There are several services that can be outsourced to India: Research & development Business and technical analysis Learning Solutions Animation &design Business & market research Pharmaceuticals and Biotechnology Medical services Writing& content development Legal services Intellectual property(IP) research Data analytics Network management Training & consultancy
Challenges in KPO
KPO is an outsourcing industry that delivers high value to organizations in terms of domain Based processes and business expertise. The industry demands advanced analytical and specialized skill of knowledge workers and therefore faces several challenges. The major challenges faced by kpo are: Maintaining higher quality standards Investment in infrastructure
Requirement of higher level of control Lack of talent pool Enhanced risk management
Types of call center

Call center may be divided into various types according to their functions and areas of operation. Most commonly call center are divided into inbound call center and outbound call center. In an inbound call center, agents receive calls from customers who need to obtain information or report a mal function. In an outbound call center, agents initiate a call to a customer mostly to sell a product or a service. Types of call center 1 Customer Relationship Management
Customer Relationship Management (CRM) is specific software that allows a company to measure and control contacts with customers. CRM can be used for controlling contacts with a customer either by phone, fax, mail and e-mail. The data collected can be used for research and analysis of the customer relationship. The Customer Relationship Management is the procedure that is crucial for every business. As the customer is the most important part of the business, the CRM is the procedure that analyzes the contact with the customers in a call center for example. There are four important characteristics that CRM system may offer you: 1. First it will track and report every interaction with a customer, describing the customer's purchase, interest or demand. It will report also the changing needs of the customer and the way your business reacts effectively to them. 2. Furthermore, the CRM will be a universal instrument for collecting data about the service requests, order entry, satisfaction and billing. 3. Third, the CRM will be able to measure the performance of the business on the basis of internal benchmarks. 4. Last the CRM will facilitate the working processes by emphasizing on the positive and exclude the negative practices in your customer relations center.
Outbound call center

An outbound call center is one in which call center agents make outbound calls to customers on behalf of a business or client. Calls made from the center can include telemarketing, sales or fund-raising calls, as well as calls for contact list updating, surveys or verification services. Outbound calls - A call center agent or representative contacts the customer
Services of outbound call center: Market intelligence Database selling Direct mail follow-up Seminar population Product promotion Debt collection Information and literature fulfillment Appointment scheduling Decision maker contacts Up sell/cross sell campaigns Surveys Customer
satisfaction
Inbound call center

An inbound call center is one that exclusively or predominately handles inbound calls (calls initiated by the customer) rather than outbound calls. A call center may handle either only inbound or outbound calls or might deal with a combination of the two. Voice: A term used in business to describe the process of capturing a customer's requirements. Specifically, the Voice of the Customer is a market research technique that produces a detailed set of customer wants and needs Non voice: Act of imparting or interchanging thoughts, opinions, or information without the use of spoken words. Nonverbal communication is used in marketing research as a key variable to determine consumers' attitudes, values, and beliefs regarding a certain product or service. Inbound calls - A call center agent or representative takes calls coming into the contact center. INBOUND CALL CENTER OFER Skilled,professional,customer support and technical service representation Improved market coverage Faster ramp-up ,launch, and roll-out of new campaigns Experience with programs similar to yours Rapid response to market conditions Account management expertise Market testing capabilities Enhanced reporting capabilities
PHONE CALL CENTER

This section of our technical library presents information and documentation relating to Call Center technology and Best Practices plus software and products. Since the Company's inception in 1978, DSC has specialized in the development of communications software and systems. Beginning with our CRM and call center applications, DSC has developed computer telephony integration software and PC based phone systems. These products have been developed to run on a wide variety of telecom computer systems and environments. A contact center (also referred to as a customer
interaction center or e-contact center) is a central point in an enterprise from which all customer contacts are managed. The contact center typically includes one or more online call center but may include other types of customer contact as well, including e-mail newsletters, postal mail catalogs, Web site inquiries and chats, and the collection of information from customers during in-store purchasing. A contact center is generally part of an enterprise's overall customer relationship management
INTERACTIVE CALL CENTER

INTERACTIVE CALL center is a center point in an enterprise from which all customer contact are managed. These include one or more online call center. More companies are turning to interactive providers to outsource everything from lead generation and survey calls to order processing. They provide great opportunity to improve customer service levels, increase productivity and save money Interactive Voice Response (IVR) is an automated telephony system that interacts with callers, gathers information and routes calls to the appropriate recipient. An IVR system (IVRS) accepts a combination of voice telephone input and touch-tone keypad selection and provides appropriate responses in the form of voice, fax, callback, e-mail and perhaps other media. An IVR system consists of telephony equipment, software applications, a database and a supporting infrastructure. Common IVR applications include:

Bank and stock account balances and transfers Surveys and polls Office call routing Call center forwarding Simple order entry transactions Selective information lookup (movie schedules, etc.)
Telemarketing call center

A telemarketing call center is an advanced call center that is able to manage inbound and outbound telemarketing campaigns for clients. The client has two options, they can provide their own prospect list or use the call centers prospect call list. Charges for this service are normally based on a nominal setup charge combined with a per minute charge for operator time. Clients can set a dollar cap to not exceed in minutes spent on the phone per day (i.e. the customer tells the call center how much they wish to spend on their campaign per day/week/month and we organize their campaign accordingly).Specialty Answering Service manages customers needing telemarketing applications within out Web site Receptionist service. The charges for this application are on a per minute basis, and due to the varying complexity of these applications, may not include a two week free trial. Specialty is able to accommodate your needs by organizing and implementing your campaigns, following your script, up-selling or cross-selling your product, and entering information into your on-line database. The call center is staffed24*7 and 365 days and they totally concentrate on using the tactical skills and effective processes during inbound/outbound call process
Virtual call center

Virtual call center is a call center in which the organizations representative are geographically dispersed. these people are not situated at work station; they rather work from their homes or in small number of groups. People in small groups may open small center to work. it provides the ability to extend the CSR desktop and telephony support to any place on the planet. Virtual call center is simply defined as an approached to enterprise wide call center management that treats several geography dispersed call center as one .these call center are largely inbound in function and are gaining popularity as companies look for alternatives to running a traditional, in-house call center or using an offshore outsourcers.
Web enabled call center

A web enable call center improves the e-commerce initiatives by offering high quality customer service. Various features offered by web enabled call center are: Web pop that automatically provides CSRS with a pop-up screen of clients website, intranet or web script. Web callback that helps the visitors of the clients website request a call back from the CSRS by simply clicking and entering their name, telephone information and time for call Web push allows CSRS to assist clients website visitor to find out information through guided browsing.
VERTEX CALL CENTER TECHNOLOGY

1. ANSWERING SERVICE SOFTWARE o o o o o o o o o o o o Automatic call distribution Call center PBX Call recording and call monitoring solution Call track software Communication software Computer telephony integration Contact management software CRM solutions Digital call recording E-CRM Emergency alert systems Help desk software
2 interactive voice response (IVR) technology Open IVR software Phone system auto dialers Predictive dialing Programmable / soft switches Remote access software Soft phone Telecommuting software Text to speech(TTS) software Voice messaging Voice recognition VOIP Windows over web
ANSWERING SERVICE SOFTWARE

Answering service software is software that provides answering service system to customer
Telephone answering service application includes Account status Locator services IVR outsourcing service Shipment tracking Employee testing/studies Customer surveys& loyalty programs Market research Payroll service 800 services voice mail Claim reporting Emergency notification Credit collection Mortgage marketing Charitable contributions
VERTEX CALL CENTER MANAGEMENT

CALL CENTER MANAGEMENT IS AN increasingly important skill as the use
of call centers becomes a popular method of centralizing information services, streamlining order taking and proving valuable customer support. These skills require managing everything from staff recruitment and personnel management to technical understanding and other important customer relationship management.
As call centers become more complex the important of having the right staff and supporting resources in the right places at the right time becomes ever more crucial to success. Several steps have been taken in order to improve the performance of any call center.
There is several software made in order to improve performance in a call center:

Workforce management software: workforce management software automates
scheduling in the contact center by evaluating call volume patterns, setting employee shift and tracking customer service reps performance
Call center management software: it is software designed to improve

understanding and addressing all key issues of a call center .it provides an outstanding framework for the management.
Benefits of vertex call center management

Improve planning Enhance performance Streamline task Integrate data
Performance appraisal of employees

Performance measurements are usually tied to exportation and standard. These are about as many different sets of performance measurement and standards as there are contact centers. There are three different types commonly used in assessing individual performance call per hour, adherence and qualitative measurements. Calls per hour have been an almost universal productivity measurement. Adherence factor, or signed on time, is a measurement of how much time an individual is available to handle calls versus the time he or she was scheduled to handle calls qualitative criteria focuses on knowledge of products services, customer service. As part of the recruitments process for the post of contact attendance or agents, many contact center are now shifting to stricter and tough tests. it means that now contact centers assess the employees be various tests. Some of such tests are given below
Name of test
Listening and keyboard skills Verbal ability Spoken English Comprehension ability and
Competencies assessed
Accent understanding,listening,keyboard skills Grammar, sentence construction Voice clarity, fluency, vocabulary,grammar,sentence construction,accent,situation comprehension
writing Message clarity, comprehension Ms office tools, browsing Numerical ability, logical reasoning, comprehension Process adherence, attention for detail
Office software use Numerical and analytical Concentration and accuracy
CHALLENGES VERTEX CALL CENTER THE MAJOR CHALLENGES FACED BY VERTEX CALL CENTER INDUSTRY ARE: MARKET MATURITY:
India is one of the longest-serving markets for offshore contact center services. Because of this, western investors are ewer of its capabilities and many have already established operation there .thus the relatively slow growth is reflective of Indians mature positioning on the offshore product life cycle.
Increased competition
Philippines, South Africa, centraland Eastern Europe and North Africa are continuously making effort to increase the market value of their call center industry.
HR ISSUES:
The call center industry currently employe more than 171.000professionals compared to a 25000 in 1999.however, India is running out of the supply of good quality managerial talent.
INFRASTRUCTURE:
Most cities still face power outages and water shortages, and are heavily dependent on backup supplies.
INCREASING LABOUR COSTS:

Overall salary levels have gone up by 20-25% in the last 12-18 months in major contact center clusters across India.
MARGINS UNDER PRESSURE:

With increasing competition and subsequent price dips, the margins these companies have come under tremendous pressure.
ATTRITION:
Indian bpo attrition rates are far too high, with level over 50% p.a. this inevitably impacts service levels and impedes on going improvements.
HEALTH CONCERNS:
One has to sacrifice social life time and health. the odd working hours is a major issue. As health problems, arising from tampering with the biological clock of the employees, become more pronounced the lure of BPO and IT enabled services will go away.
NECESSITY BILINGUALISM:
A part from English, most Indian contact centers are unable to service other languages like Spanish, French, mandarin and Canton
VERTEX BPO & Customer Management Outsourcing

Vertex offers a broad range of BPO and Customer Management Outsourcing solutions to serve the dynamically changing needs of our clients. Company can manage discrete processes or full customer management outsourcing solutions that range from customer acquisition to credit and collections. Company have expertise across many industries including utilities, retailing, financial services, travel and leisure, media and telecommunications, and technology products and services. Company also serve the public sector. To meet the diverse needs of our global client base, Company can deliver domestically by region or offshore.
A Capacity on Demand
Vertex's proven Capacity on Demand solution provides operational flexibility and scalability that handles all levels of call traffic efficiently. Our solution doesnt require high capital investment and is available in a wide choice of commercial models to suit your business requirements. Our Capacity on Demand solution includes:

Purpose-built contact center accommodation Recruitment and management of specially trained employees Provision of a flexible IT infrastructure capable of integrating seamlessly into any application - a virtual extension to client contact centers Expert contact center management processes and capability Detailed management information and performance reporting Unparalleled adaptability and scalability via a flexible network that can create a nationwide virtual contact center At times of peak load, advanced technologies (such as skills-based routing) will access additional capacity in other Vertex centers The introduction of further efficiencies by aligning your operation with complementary call profiles.
B Collections and Special Servicing Collections: Our rich heritage results in our ability to implement best practices and
provide quality reporting strategies, ironclad credit and collection processes, and innovative training programs. Company will manage your debt portfolio so that you can focus on your core business. Our receivables management strategy is designed to help you:

Reduce delinquencies Minimize costly disconnects Improve profitability and competitive positioning
Retain satisfied customers Control bad debt charge-offs Increase cash flow and reduce operating costs.
Special Servicing (UK)Vertex Special Servicing (VSS) offers best in class debt
management services specifically designed for the mortgage securities industry. Company deliver the highest levels of rehabilitation and reductions in collection costs through our experience and knowledge of analytics, customer segmentation capabilities and tailored treatment strategies.
C Contact Plus
Contact Plus is Vertexs unique quality and service improvement framework that helps us to understand and act upon whats most important to your customers when they contact customer service. Helping clients to increase revenue & reduce costs Contact Plus is used by many of our clients across a wide range of industry sectors and delivers business benefits for back-office operations as well as traditional contact canters and the evolving home working environment. D Customer Management Outsourcing Vertex helps you turn your customer interactions into insight, addressing three key areas in customer experience management: resolving customer contacts to create real value, analyzing transactions that dont add value, and continually improving service effectiveness and efficiency. Customer acquisitionThrough decision sciences and analytics, Company identify the potential customers that will be most profitable and likely to buy your product or service, as well as which channels are likely to be most effective. Leveraging our expertise, well contact the right customers, at the right time through the right channels.. Customer retentionThe cost of retaining customers is far less than the cost of finding new ones. However, managing customer retention issues requires a deep understanding of the customer experience and its impact on the way your business operates. To understand the true picture, Company conduct an analysis of: customer interactions, customer journey, customer experience, and customer history. Leveraging this insight, Company develop strategies to effectively manage customer retention.
E Document & Payment Management Bill: Print Your statement should be more than just a bill - it should provide
opportunities to cross-sell, send promotions, and realize savings by having to print fewer inserts. Personalize messages on every bill to reach more customers, more effectively. Company can provide design services and enable you to streamline inbound and outbound mail distribution. Electronic Bill Presentment and Payment (EBPP) EBPP is an effective way to lower operating costs while offering added customer convenience. With EBPP services from Vertex, your customers will have instant access to the information they need. They can view their statement, make payment via funds transfer or credit card, and adjust services as they choose. These secure, robust solutions integrate with your website or billing system, lowering transaction costs and improving funds availability. Remittance Processing Lower your operating costs with remittance processing services that improve overall efficiencies. Company use the latest equipment and software to ensure quality and reliability, from high-speed extraction to image-based processing and end-point sorting. Company offer large economies of scale, backed by years of experience. Our remittance processing services allow you to improve cash flow and receive lower bank fees. Payment Processing Improve customer service and convenience by offering a wider variety of payment options. Vertex can handle the receipt, processing, reconciliation and financial control of payments to suit all your business needs. Company utilize accredited technologies, software and standards in the handling of all payment transaction types..
F Energy Efficiency and Demand Response Programs

Company help utilities with transformational change and the redesign of customer care processes to support smart meter deployments, demand response and energy efficiency programs:

Smart Centers - Specialized centers to provide customer support surrounding smart meter deployments Energy Efficiency and Demand Response Centers - Dedicated centers with the skill sets, processes, and metrics needed to reach, educate, enroll, and provide the customer support services needed Multi-Channel Communications - Leveraging smart meters and related programs, a variety of customer interaction options offer meaningful information about energy usage and how it can be managed.
G Finance & Administration At Vertex, Company offer a wide range of

Finance and Administration products and services so you can upgrade, replace or enhance existing financial or customer management systems. These applications include:

ERP systems Microsoft Dynamics, Oracle and SAP CRM systems Microsoft, Oracle, Lagan and Siebel Purchase-to-pay Basware Billing systems stand-alone or customer-integrated Payment processing Debt management and collections services Business intelligence Partial or full management of IT systems, networks and facilities.
H Home Working
The core Vertex ViaHome differentiator is our operational expertise driven by innovation and excellence. This expertise is derived from our proprietary operational methodologies and tools including: OutPerformPlus health checks for continuous improvements LEAD learning, education, and development in a virtual training environment ContactPlus quality framework, customer satisfaction and analytics PerformancePlus standardized coaching models which drive performance
Various reasons for absenteeism in vertex groupe:1) The question of Job Security among the employees can be the reason(as prevelant in BPOs) 2) The Promotion or the productivity less in the employee(in other sense low employee productivity). 3) The Salary of the employee at that particular level may be less as compared to that level in the market. 4) the Company's working environment and its policy and attitude towards its employees 5) Also you can go through the Employee Satisfaction Survey in your company to find out the main cause or root for high rate of attrition/absenteeism/turnover in your company.
ABSENTEEISM IN THE VERTEX INDUSTRY

Absenteeism in the construction industry is a little-researched phenomenon that plagues many construction projects, particularly the "super projects." Construction managers estimate absenteeism rates range from between 6-15% on large projects and may reach 20% at times. Absenteeism nationwide is estimated to cost $26 billion per year. The construction industries portion of that cost is approximately $7 billion each year. What research has been done on construction worker absenteeism, estimates a savings of 9% in construction costs is possible with reduced absenteeism and turnover
Crew
cohesion
The working crew's relationship with each other had the strongest influence on absenteeism. An environment that fostered the mutual respect of the crew members would reduce absenteeism because workers want to remain respected members of the crew and because peer pressure would be brought to bear in the event a worker resorted to absenteeism. Absenteeism is lowest when there is a strong "esprit de corps" in the crew. Because of this team spirit, workers will feel that they are important and vital members of the crew. This cohesion can be used to reduce absenteeism by maintaining consistency within the crew. Attempts should be made to develop crews which work well together and have an "esprit de corp." Every effort should be made to keep those crews together as much as possible.
Negative
Reinforcement
for
Absences
There is a direct correlation between negative reinforcement for absences and the rate of absenteeism on a project. Criticism of worker absenteeism by crew foreman reduces the incidence of absenteeism. Management plays a big roll in how an employee perceives absenteeism. If supervisors and foreman do not discuss absenteeism with abusers, workers will perceive that management does not consider absenteeism important. Most company's have policies toward absenteeism, these policies must be made known to all employees. Just like safety, absenteeism is a topic which can be discussed at lunch box meetings and during morning work assignments. Written policy should be posted in plain sight of all employees and management needs to enforce the policy.
Positive
Self-Image
The fact that crew cohesion is related to lower absenteeism rates, indicates that positive factors exist in the workplace which cause workers to want to be in attendance. These positive factors come from work that is perceived as challenging and mentally stimulating. High self-esteem, when derived from the work performed, reduces absenteeism. Supervisors and managers may look to rotate job assignments on routine tasks, solicit worker input on job accomplishment, or give workers the freedom to decide how certain tasks will be completed. Participative management is an excellent tool by which the ideas of workers can be given proper consideration. In fact, any form of recognition will be favorably received by the workers.
Job
Security
If a company has a strong policy towards absenteeism, i.e. dismissing abusers, the job security for absent-prone workers is reduced. This may be a strong influence in an area where construction jobs are in short supply. If construction is booming in the area or workers perceive that jobs are readily available this policy will have less influence.
Travel
Distance
to
Work
It appears intuitive that absenteeism would be greater for those workers traveling greater distances. A long commute can be fatiguing in itself, and it can reduce the enjoyment received from working. In addition, the effects of bad weather, may cause some workers to be absent in order to avoid the long drive to work. Management only has a limited amount of options available in this area. Travel distance can be considered when assigning workers to construction sites. Absenteeism was particularly low among workers who lived within ten miles of the construction site. Carpooling is another alternative available. Management can encourage workers to carpool by posting or publicizing names and telephone numbers of workers interested in carpooling from a given locale. Carpooling can also build a feeling of camaraderie among workers and dependence on each other, both of which can reduce absenteeism.
Turnover
Higher rates of absenteeism are present in work crews that have higher rates of turnover. High turnover rates may indicate that there are other problems in the work environment.
Management needs to investigate the cause of high turnover rates in an effort to reduce absenteeism.
Management
-caused
Delays
Job frustrations can be related to absenteeism. Employees want to feel productive, and factors that hinder this productivity will lead to frustrations and possibly absences. Such frustrations are of interest if management can reduce or eliminate them. Higher rates of absenteeism are reported where workers are subject to greater instances of management caused delays. Management must accept the responsibility for some of the problems in the workplace. Managers must systematically identify all areas where delays are being encountered and work to reduce avoidable delays. Analysis of the job cost records or delay surveys are an excellent place to start to identify delays.
DEFINING ABSENTEEISM
Absenteeism in short can be defined as a failure to report to work. It is likely a symptom of low moral and declining productivity or little involvement at work as demonstrated by the employees staying away from work. It refers to the failure on the part of employees to report to work through which they are scheduled to work. In other words an unauthorized absence constitutes absenteeism. It is referred to here in as failure of employees to report to work when they are scheduled to work.
UNDERSTANDING ABSENTEEISM ATTENDANCE MANAGEMENT
OR
INTRODUCTION
TO
The management of attendance is an important aspect of supervision. The cost of absenteeism is greater than the direct payment of wages and benefits made during the absence. Organization must also consider he indirect cost of staffing, scheduling, reframing, lost productivity, diminished moral, turn over, opportunity cost. The indirect cost often exceeds the direct cost of absenteeism. Effective supervisory efforts in attendance management will affect a relatively small percentage of employees but will generate substantial savings, increased productivity and moral.
TYPES OF ABSENTEEISM
INNOCENT ABSENTEEISM: There are two types of absenteeism, each of which requires a different type of approach-
a) INNOCENT ABSENTEEISM: - innocent absenteeism refers to employees

who are absent for reasons beyond their control sickness and injury. Innocent absenteeism is not culpable i.e. blameless. In a labor relations context this means that it cannot be remedied of or treated by disciplinary measures. b) CULPABLE ABSENTEEISM: - it 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 without being so and it can prove so; he/she is guilty of culpable absenteeism. To be culpable is to be blameworthy. In labor relation context this means that progressive action can be taken. 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 rake the view that through the process of individual absentee counseling and treatment, the majority of employees will overcome their problems and return to an acceptable level of regular attendance.
CALCULATION OF ABSENTEEISM
The rate of absenteeism is expressed as the percentage of man-days lost through absence to the total number of man days scheduled in a given period.
No. Of Employees Absent * 100 Absenteeism% = -----------------------------------No. Of Employees Present No. Of Employees Present = (Avg. No. of workers) *(No. of working days)
As Company know, employees are the 21st century organizations greatest assets. Accountants are even adding human capital to the balance sheet. Absenteeism is a universal problem in an industry. It becomes a problem when it exceeds 10% as it disturbs the production schedules and creates many problems. Personnel Research studies have further revealed that: The days before and after a holiday are liable to higher rate of absenteeism. Employees who belong to local area are absent more often than outsiders. Bad weather increases rate of absenteeism, especially among employees who live at distant places. Employees under the age of 25 years and above the age of 55 years are absent more often than those in the age group of 26 to 55 years. Operative employees are absent more frequently than the supervisors and managers.
FACTORS CAUSING ABSENTEEISM

The causes of absenteeism are many and include: Major accidents and illness Low morale Poor working conditions Boredom on the job Lack of job satisfaction Inadequate leadership and poor supervision Personal problems Poor physical fitness Inadequate nutrition Transportation problems The existence of income protection plans Stress Work load Employee discontent with a collective bargaining process and its results. Although both pschyiological and nonpschyiological factors contribute to it, the findings of Indian studies appear to have somewhat greater emphasis on nonpschyiological ones.
The workers in Indian industries found that chronic absenteeism was related to: 1. The extent of workers identification with the company. 2. Integration with work group. 3. Satisfaction with supervisors. 4. Belief in the future of the company. On the other hand there are few psychological factors as the major causes of absenteeism of Indian industrial workers. Such factors are poor health, transport difficulty, do chores, and indebtness etc.
STAGE
I STAGE (Early)
ABSENTEEISM
Tardiness, quits early (Absenteeism from situations) I drink to relieve tension
GENERAL BEHAVIOUR
Complaints from fellow employees for not doing his/her share. Overreaction complains of not feeling well, makes untrue statement
JOB PREFERENCE
Misses deadlines, commits error (Frequently low job profile)
Frequent days off for vague or implausible reasons. I feel guilty about sneaking drinks I have tremors. II STAGE (Middle) Frequent days off, several days at a time, does not return from lunch. I dont feel like eating Dont want to talk about it I like to drink alone Prolonged unpredictable absence My job interferes with my drinking III STAGE (Late middle)
Marked changes, undependable statements, avoid money from fellow employees, exaggerate work, and accompanies frequent hospitalization.
Aggressive and belligerent behavior domestic problems interfere with work, financial difficulties (garnishments and so on), and more frequent hospitalization, Resignation! Does not want to discuss problems. Problems with the law community.
Criticism from boss, general deterioration cant concentrate, occasional loss of memory, minor injuries on the job (repeatedly), warning from the boss. Far below expectations Punishable disciplinary actions.
Generally incompetent faces termination or hospitalization.
Drinking on the job (probably) completely undependable, repeated hospitalization, serious financial problems, serious family problems, divorce etc.
IV STAGE
(Approaching terminal stage)
Lets have a tabular evaluation of the: Observable Behavior pattern indicating possible alcohol related problems
HOW
ABSENTEEISM
CAN
BE
CONTROLLED
The definition of absenteeism, factors affecting and its causes are quite clear. What is not so clear is how to take affirmative actions to control it. Traditional methods of absenteeism control based only on disciplinary procedures have proven to be ineffective. It is almost impossible to create a fair disciplinary action because even well run disciplinary systems, which treat which treat similar actions in consistently similar ways are seen as unfair. The reason for this is discipline alone usually identifies the root cause of absenteeism. Every employee who takes time off in defiance of company regulations has reasons, right or wrong which justify to themselves the legitimacy of their actions. Unless the management attendance programme identifies and addresses the cause of employees absenteeism it will be ineffective and unfair. Now, if absenteeism is to be controlled the physical and physical and emotional needs of employees must be addressed. The purpose of attendance management is to develop a willingness on the part of all our employees to attend work regularly and to assist them in motivating their co-workers to attend work regularly. Now, this can be done by1. Addressing the physical and emotional needs of our employees. 2. Communicating the attendance goals of the organization so employees can understand and identify with them. 3. Dealing with cases of excessive absenteeism effectively and fairly so deterrence can occur. Successful administration of an attendance management program requires managers and supervisors to be aware of and create work environment in which the following can be actualized 1. The greater the extent to which individuals identify their goals with the goals of the organization the greater their motivation to be regular in attendance. 2. The more people find their jobs meaningful to them, the greater their motivation to be regular in attendance. 3. As employees workload increases due to the absence of a co-worker, peer pressure is exerted on the absent co=worker to attend work regularly. 4. The more people like working for the organization the higher their motivation to attend regularly. Recognition of good employee attendance helps improve attendance. 5. Employees will have a lower absence ratio if they fail they fail face to discuss their on the job problems with their supervisors. 6. Employees with a low absence ratio have attitudes of complaisance and team spirit. 7. Low absence ratio employee is more satisfied. Like employees turnover, there is avoidable and unavoidable absenteeism. Absenteeism is unavoidable when the employee himself falls sick, his dependants at home suddenly become unwell or there is an accident inside the plant. Unavoidable absenteeism is accepted by managers and is even sanctioned by labor laws. For insistence, one day of leave with wages for every 20 days of service is allowed by the factories act, 1948. Avoidable absenteeism arises because of night shift, opportunities for moonlighting and earning extra income ineptness, lack of job security, job satisfaction and unfriendly supervision. This absenteeism needs intervening by the management. Managers should
take steps to remove causes of absenteeism. On the positive side, managers must create a work environment which will make the employees realize that it make sense to work in the factory rather than stay at home and waste their time. Moreover, the management must have a safety plan, implement it and evaluate its effectiveness.
Guidelines for Absenteeism Control

There are two types of absenteeism, each of which requires a different type of approach.
1. Innocent Absenteeism
Innocent absenteeism refers to employees who are absent for reasons beyond their control; like sickness and injury. Innocent absenteeism is not culpable which means that it is blameless. In a labour relations context this means that it cannot be remedied or treated by disciplinary measures. The procedure an employer may take for innocent absenteeism is as follows: 1. 2. 3. 4. Initial counseling(s) Written counseling(s) Reduction(s) of hours and/or job reclassification Discharge
Initial Counseling Presuming you have communicated attendance expectations generally and have already identified an employee as a problem, you will have met with him or her as part of your attendance program and you should now continue to monitor the effect of these efforts on his or her attendance. If the absences are intermittent, meet with the employee each time he/she returns to work. If absence is prolonged, keep in touch with the employee regularly and stay updated on the status of his/her condition. (Indicate your willingness to assist.) You may require the employee to provide you with regular medical assessments. This will enable you to judge whether or not there is any likelihood of the employee providing regular attendance in future. Regular medical assessments will also give you an idea of what steps the employee is taking to seek medical or other assistance. Formal meetings in which verbal warnings are given should be given as appropriate and documented. If no improvement occurs written warning may be necessary. WrittenCounseling If the absences persist, you should meet with the employee formally and provide him/her with a letter of concern. If the absenteeism still continues to persist then the employee should be given a second letter of concern during another formal meeting. This letter would be stronger worded in that it would warn the employee that unless attendance improves, termination may be necessary. Reduction(s)of hours and or job reclassification In between the first and second letters the employee may be given the option to reduce his/her hours to better fit his/her personal circumstances. This option must be voluntarily accepted by the employee and cannot be offered as an ultimatum, as a reduction in hours is a reduction in pay and therefore can be looked upon as discipline. If the nature of the illness or injury is such that the employee is unable to fulfill the requirements 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 every assistance possible? (i.e. counseling, support, time off.) 3. Has the employer informed the employee of the unworkable situation resulting from their sickness? 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.
2. Culpable Absenteeism
Culpable absenteeism refers to employees who are absent without authorization for reasons which are within their control. For instance, an employee who is on sick leave even though he/she is not sick, and it can be proven that the employee was not sick, is guilty of culpable absenteeism. To be culpable is to be blameworthy. In a labor relations context this means that progressive discipline can be applied. The procedures for corrective/progressive discipline for culpable absenteeism are generally the same as for other progressive discipline problems. The discipline should not be prejudicial in any way. The general procedure is as follows: [Utilizing counseling memorandum] 1. 2. 3. 4. Initial Warning(s) Written Warning(s) Suspension(s) Discharge
Verbal Warning Formally meet with the employee and explain that income protection is to be used only when an employee is legitimately ill. Advise the employee that his/her attendance record must improve and be maintained at an improved level or further disciplinary action will result. Offer any counselling or guidance as is appropriate. Give further verbal warnings as required. Review the employee's income protection records at regular intervals. Where a marked improvement has been shown, commend the employee. Where there is no improvement a written warning should be issued.
Written Warning Interview the employee again. Show him/her the statistics and point out that there has been no noticeable (or sufficient) improvement. Listen to the employee to see if there is a valid reason and offer any assistance you can. If no satisfactory explanation is given, advise the employee that he/she will be given a written warning. Be specific in your discussion with him/her and in the counselling memorandum as to the type of action to be taken and when it will be taken if the record does not improve. As soon as possible after this meeting provide the employee personally with the written warning and place a copy of his/her file. The written warning should identify any noticeable pattern If the amount and/or pattern continues, the next step in progressive discipline may be a second, stronger written warning. Your decision to provide a second written warning as an alternative to proceeding to a higher level of discipline (i.e. suspension) will depend on a number of factors. Such factors are, the severity of the problem, the credibility of the employee's explanations, the employee's general work performance and length of service. Suspension (only after consultation with the appropriate superiors) If the problem of culpable absenteeism persists, following the next interview period and immediately following an absence, the employee should be interviewed and advised that he/she is to be suspended. The length of the suspension will depend again on the severity of the problem, the credibility of the employee's explanation, the employee's general work performance and length of service. Subsequent suspensions are optional depending on the above condition. 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.
EXAMPLES SHOWING ABSENTEEISM RATE IN CONTEXT OF VARIOUS INDUSTRIES

Absenteeism is computed and is expressed in terms of percentages. Table below shows absenteeism rate in selected industries: -
TABLE: - ABSENTEEISM IN SELECTED INDUSTRIES INDUSTRIES 1971 1976 1981 1983 1986 1987
COTTON TEXTILES
19.3
20.1
21.8
22.9
18.3
19.2
IRON & STEEL
11.0
14.9
15.9
16.8
13.9
15.6
CEMENT 13.1 MATCH MAKING 13.1 10.8 12.2 12.4 12.2
14.7
14.1
16.6
19.3
19.0
23.1
TELEGRAPH WORKSHOP
16.2
14.7
15.8
17.9
20.2
17.7
Absenteeism costs money to the organization besides reflecting employee dissatisfaction with the company.
EFFECT OF ABSENTEEISM ON AN ORGANIZATION
Levels of absenteeism beyond the normal range in any organization have a direct impact on that organization effectiveness and efficiency.
It is obviously difficult for an organization to operate smoothly and to achieve its goals if its employees fail to report to their jobs. The work plans is disrupted and often-important decisions are delayed. In organization that relies heavily on assembly- line production, absenteeism can be more than a disruption: it can result in the drastic decline in the output and in some cases it can bring about a complete shutdown of the production. But levels of absenteeism beyond the normal range in any organization have a direct impact on its efficiency. Apart from the above viewed fact the most important problem faced is related with that of the cost of absenteeism! Many organizations set aside approximately 3% of budget for absenteeism. This makes an average of about 8 days a year per employee. If absenteeism is above your budgeted figure or certain employee exceed the average in your organization then this indicates that you have an absenteeism problem. However, even if absenteeism is below it a focused effort will likely yield improved attendance. The cost of absenteeism leads to: -
Decrease in productivity1. 2. Employees may be carrying an extra workload or supporting new staff. Employees may be requires to attain and orientate new or replacement workers. 3. Staff morals and employee service may suffer.
Financial cost1. Payment of overtime may result. 2. Cost of self-insured income protection plans must be borne plus the ways cost replacement employees. 3. Premium cost may rise for insured plans.
Administrative cost1. Staff time is required to secure replacement employees. 2. Staff time is required to maintain and control absenteeism.
DO ABSENTEEISM IS REALLY BAD?

Although most absenteeism has a negative impact on the organization, Company can conceive of situations in which the organization may benefit by an employees voluntarily choosing not to come to work. For instance, illness, fatigue or excess stress can significantly decrease an employees productivity. In jobs in which an employee needs to be alert it may well be better for the organization if the employees does not report to work rather than show up and perform poorly. The cost of an accident in such jobs could be prohibitive. Even in the management jobs, where mistakes are less spectacular, performance may be improved. When managers are absent themselves from jobs rather than make a poor decision under stress. But these examples are clearly a typical for the most past, Company can assume that organization benefits when employee absenteeism is low
CONCLUSION
Recent surveys have shown: - The higher the rate of pays the greater the length of service of the employee, the fewer the absence. - As an organization grows, there is a tendency towards higher rate of absenteeism. - Women are absent more frequent than men. - Single employees are absent more frequently than married employees. - Younger employees are absent more frequently than older employees but the latter are absent for longer period of time. - Unionized organization has higher absenteeism rates than non-union organizations. - Logical outlook towards various problems was more prominent among regular attendees than absentees. - Emotionally surcharged statements were more frequent among absentees. - Absentee group was found to have indifferent attitude, whereas regular worker showed more critical thinking towards their work. Attendance improvement programs can work! What the employees want is commitment and support from all levels of management, an effective attendance record-keeping
system, consultation and open communication on the reasons for the attendance programs. Implementing and maintaining a work environment where open communication and team spirit can thrive will at first sometimes seem a mammoth and unrealistic task. If you need encouragement just consider some of the benefits; reduced absenteeism, open communication, team spirit, advanced grievances and greater employee satisfaction.
The duty of the employee to be at work.
The very basis of the employment contract (whether written or not) is that the employee has to:[a] come to work, and[b] be on time
In order to perform the duties which he/she has been hired to do, and he/she must remain at the workstation for the contracted number of hours per day in order to perform the requisite duties. If the employee does not do that, he/she cannot fulfill his/her contractual obligation, and is therefore in breach of contract. This obligation - to come to work and stay on the job whilst at work - does not only come out of the Employment Contract. It arises also from three other sources - Common Law, Statutes, and Company Rules and Regulations.
Common Law
Common Law is not laws that have been legislated by Parliament, but rather arise mainly from Court judgments and general practice and precedent. It is law that has developed over the years, and is what people have come to accept as recognized norms and standards, and which are enforced by our Courts. An employee has a number of obligations under common law which he/she must meet, and it should be noted that these obligations exist even if they are not specifically stated in the Contract of Employment: [a] to provide the employer with his labor - i.e. to be at work. [b] to obey reasonable and lawful instructions. [c] to act in good faith. [ to protect his employer's interests.] [d] not to misconduct himself/herself. [to behave properly according to the accepted norms of society] [e] to perform his duties.[to work in a satisfactory manner] For the purpose of this subject, the most important is the first Common Law rule - to provide the employer with his labour.
Statute Law
This differs from Common Law in that Statute Law is law that has been legislated by Parliament or some other law making body. Statute Law usually prescribes limits, sets levels and specifies minimum standards, and specifies contractual terms not covered by Common Law. The statutes which concern us are the Labour Relations Act, The Basic Conditions of Employment Act, the Employment Equity Act, the Skills Development Act and the Occupational Health and Safety Act, Wage Determinations, various Industrial Council Main Agreements, Collective Agreements and so.Statute Law is important when dealing with unauthorized absenteeism, because it specifies when an employee may legally
absent himself/herself from the workplace, irrespective of any condition contained in the Employment Contract or Company Rules and Regulations.
Company Policies, Procedures and Regulations.

This is a set of rules which apply to your own Company only, and may not conflict with the conditions of any Statute unless the Company rule is more favorable to the employee than the corresponding condition in the Statute. For example, the BCEA stipulates a minimum of 15 days paid leave per annum. The Company can give 20 days per annum if they wish, but they may not give only 10 days. Company do it using the tools at our disposal:
The Employment Contract - employers are petrified of issuing a written Employment Contract. ALL Employment Contracts should be in writing. It is the best way, the only way. The Labour Relations Act The Basic Conditions of Employment Act. Common Law.
Company Rules and Regulations.

There are some important rules to remember: [a] always record any interviews with offenders in writing. [b] the onus is on the employee to prove that the absence was justified. [c] the employee may produce reasons, and a reason may even be valid - but despite being valid, it can still be unacceptable. For example, if an employee is late every day for a week because the trains are late due to stolen cables, this may well be true - perhaps the cables were stolen, so the reason for being late is valid. But you do not have to accept it as justification for being late and thus excuse the late-coming. The rule is that the Company has certain working hours - how the employee gets to work is his/her problem, not yours.
Absence from Work.
Absence where the employee does not turn up for work at all can sometimes be the most difficult type of absenteeism to handle - simply because there can be a host of reasons for this, and you will have to sift out the truth from the B.S. before deciding what action to take. Remember though that the employee must justify the absence. This type of absence may be due to personal problems - sick wife, sick kids, urgent financial crisis, death in the family or death of a close relative, or some other domestic crisis that requires the employee to stay at home to handle it. Under such circumstances, the employee should notify you by telephone, by a message delivered with another employee, by a telephone call from a friend to you, by a runner with a cleft stick, or some means. It is very seldom that there is just no means whatsoever of notifying the employer of the absence - the usual excuse (totally unacceptable) is that "there was no telephone." This is nonsense, and must be rejected outright unless the employee lives in Borneo or on top of Mt. Everest.
Absence after permission has been refused.

This does happen - the employee requests to be excused from work the following day or on a particular day, and with very good reason the request is refused because the reason offered by the employee for requesting the absence is not valid. It may also be that it is vital that the employee be on the job at that time, or that the company may suffer some loss if the employee is not at work. Whatever the case, make absolutely certain that you explain very carefully to the employee why you are refusing his/her request, and use an interpreter if necessary. Then confirm the refusal in writing and place a copy in the employee's file, also recording that a meeting was held, that you explained the matter fully in the presence of xxxxxx witness and xxxxx interpreter.If the employee does absent himself after refusal (provided the refusal is fair and equitable) then it is a very serious offence which could even result in summary dismissal. The employee can in fact now be charged with unauthorized absenteeism, gross insubordination, and refusing to obey reasonable and lawful instructions. Whatever the case, remember that the employee must justify the absence and in addition, you must hear his story and check all the facts before you impose disciplinary action or sanction. Imagine the mess you will be in if the employee is able to prove, for example, that Company attendance records have been inaccurately kept, or are not up to date, or even worse - are not kept at all. What if the employee is able to show that he was unavoidably detained in hospital through no fault of his own?
Check the facts and listen to the other side - it is vital. Suspect ill health/sickness. Employee absence due to ill health or
sickness - same thing I suppose - is one of the most difficult types of
absenteeism to control - to do so requires very careful record keeping and careful & detailed disciplinary records. Every employee can take a full two days off work without having to produce a medical certificate, and what's more he can do this repeatedly. Therefore - in the case of the lead slinger - your record keeping of the number of days taken off, what day of the week is habitually taken, and how often advantage is taken of the 2 day provision by the employee is vital to assist you in imposing disciplinary action / sanction. For example, if the employee takes off more than twice during any 8 week period, you do not have to pay the employee for the third occasion off - this usually discourages a repeat performance, but it may not. If there is a pattern say always absent on a Friday or a Monday, or on payday, or regularly every 9 weeks (just outside the 8 week rule), then a disciplinary hearing is called for. The employee must be told straight out that his absence due to illness is no longer acceptable, and unless his/her health undergoes a vast improvement, dismissal may result. If handled properly, you can dismiss on grounds of incapacity due to ill health - so the employee's "sickness" will backfire against him/her.
Desertion.
A deserter is an employee who is absent from work for more than 3 days, without notifying you of the reason for the absence, and you can show that he/she has no intention of returning to work. Remember that the intention to desert - the intention not to return to work - must be present. Therefore you cannot dismiss for desertion an employee who has been off sick for 10 days without notification and who returns to work with a valid medical certificate. He had no intention to desert - he was sick. You must be able to prove that you have attempted to contact the absent employee, by telephone, or better still by means of a telegram sent to his last known address. If an employee does not report for duty without having been granted prior permission to be absent, you are entitled to remove him from the payroll after a reasonable period of time has elapsed. There is no statutory definition of "a reasonable time" but it is generally considered that 3 to 5 days fulfills the definition. Quite obviously, you must follow disciplinary procedures (in absentia if necessary) before dismissing the employee. Equally obviously, if he/she arrives suddenly say after even 3 months absence, he/she is entitled to put his/her case to you - however, you are not obliged to re-employ. Remember that this person is no longer an employee, but rather an ex-employee.
Absence from overtime work.
It happens that an employee does not pitch up to work previously agreed overtime. The employee states that because it is overtime, he/she does not have to work it if he/she does not want to, despite having agreed to work the overtime. This is incorrect - where an employee has specifically agreed to work a specific shift of overtime, then that employee is contractually bound to work the agreed overtime.Once the employee has agreed to work the overtime, it is then no longer voluntary, but becomes a contractual obligation. Disciplinary action is the same as for absence without permission or unauthorized absenteeism.
RESEARCH METHODOLOGY
Research in common parlance refers to a search for knowledge. One can also define research as a scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation. It is the pursuit of truth with the help of studies, observation, comparison and experiment. In short the search for knowledge through objective and systematic method of finding solution to a problem is research.
RESEARCH DESIGN
A research design is an arrangement of conditions for connections and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. Research design is a plan that specifies the sources and types of information relevant to the research problem. It is a strategy specifying which approach will be used for gathering and analyzing the data. In fact, it is the conceptual structure with which research is conducted; it constitutes the blue print for the collection, measurement and analysis of data. The plan is an outline to research scheme on which the researcher id to work. The structure of the research is
a more specific outline or the scheme. The strategy shows how the research will be carried out, specifying the method to be used in collecting data.
TYPES OF RESEARCH DESIGN
TYPES OF RESEARCH DESIGN
EXPLORATORY RESEARCH DESIGN
DESCRIPTIVE & DIAGNOSTIC RESEARCH DESIGN
EXPERIMENTA L RESEARCH DESIGN
Research design is mainly of three types: 1. Exploratory research 2. Descriptive research 3. Experimental research EXPLORATORY RESEARCH: - It is often the initial step in the series of
studies designed to supply information for decision-making. The main purpose of this research is for formulating the problem for more precise investigation or of developing a working hypothesis from an operational point of view. The major emphasis in such studies is on the discovery of ideas and insights.
DESCRIPTIVE RESEARCH: - It includes surveys and fact-finding

enquiries. The descriptive research is typically concerned with determining the frequencies with which something occurs or determining the degree to which variables is associated. It is guided by an initial hypothesis. EXPERIMENTAL RESEARCH: - In this some variables are manipulated to observe their effect on other variables. Experimentation is defined as a process where events occur in a setting at the discretion of the experiment and controls are used to identify the source of variants in the subject. Thus they are those where the researcher tests the hypothesis of the causal relationship between variables. The research undertaken by me in this project is a descriptive research The research methodology adopted for the project can be stated as follows An extensive study of the topic through various sources like internet, books and work done on some topics A questionnaire was prepared to analyze the level of absenteeism in vertex.
Collection of questionnaire took place after a couple of weeks to analyze data All the responses were studied and certain findings and recommendation were given. A detail and systematic report was prepared.
SAMPLING DESIGN
Sampling is used to collect primary data when the source of data is far too many to be exhausting handled. Sampling is the integral part of data collection process. The way of selecting a sample is known as sample design. It is the definite plan for obtaining a sample from a given population. It may as well lay down the number of items to be included in the sample i.e. the size of the sample. Sample design is determined before data are collected.
METHODS OF DATA COLLECTION

The key for useful systems is the selection of the method for collecting data and linking it to analysis and decision issue of the action to be taken. The accuracy of the collected data is of great importance for drawing correct and valid conclusion from detailed investigations. There are two types of data viz. primary and secondary.
PRIMARY DATA
The primary data are those, which are collected afresh and for the first time, and thus happen to be original in character. There are several methods of collecting primary data, particularly in survey and descriptive research. Some important ones are observation method, interview method, through questionnaire, through schedules etc.
SECONDARY DATA
Secondary data means, data that are already available that is they refer to the data which have already been collected and analyzed by someone else and which have already been passed through the statistical process. Secondary data may either be published data or unpublished data and can be gathered through Internet, books, magazines, manuals, journals etc. In this study I have used Structural Questionnaire for collecting primary data. I have also made frequent interaction with the management and the employees during my training at VERTEX GROUPE OF PVT Ltd.
My study was strictly based on the primary data collection method collected by means of questionnaire dealing and involving the overall sample of 70 people working in vertex groupe pvt Ltd., constituting 20 of manager level of employees and 50 of the nonmanagerial section! The data has been interpreted on the basis of tally marking and thus derive the percentage figure based on the answers given by the sample ingredients, represented below with the help of a pie-chart and percent (%) notation: -
ANALYSIS OF RESPONSES RECEIVED FROM THE MANAGERIAL SECTION

1. ANALYSIS OF QUESTION
The first question an effort is made to clarify the age factor of respondents of the total of 20.
20-30 30-40 40-50 50-60 AGE GROUP (in years) NO. OF EMPLOYEES % OF EMPLOYEES
2 10%
11 55%
5 25%
2 10%
The above data base structure shows that 10% of managers fall within the age category of (20-30) years, 55% are between (30-40) years, 25% are in (40-50) years and 10% are under (50-60) years of age. This shows that the young executives effectively run vertex group.
Company can represent the above data on the basis of below visual pie-diagram!
AGE GROUP
10%
10% 25%
55%
50-60
40-50
30-40
20-30
The second question under analysis and interpretation concerns the educational profile of employees.
GRADUATE EDUCATIONAL PROFILE NO.OF EMPLOYEES % OF EMPLOYEES
POSTGRADUATE
8 40%
12 60%
The above data base structure shows that40% of managers fall under the category of postgraduates and 60% of them fall within the category of postgraduates. This shows that in Vertex group most of the manager are Either MBA or MCA or possessing other equivalent degrees!
Company can represent the above data with the help of below visual pie-diagram: EDUCATIONAL PROFILE
40% 60%
GRADUATE
POSTGRADUATE
The third question concerns the financial profile of employees.
FINANCIAL PROFILE NO. EMPLOYEES % EMPLOYEES
UPTO 5000
50001000
100015000
1500020000
2000030000
3000040000
4000050000
OF . OF .
6 30%
8 40%
2 10%
.. 2 10%
2 10%
The above data base structure shows that none of the managers fall under the pay scale of Rs.5000, 30% of managers lie between (5000-0000), 40% between (10000-15000), 10% between (15000-20000), no employee between (20000-30000), 10% between (30000-40000) and 10% between (40000-50000). This shows that the salary of the managers in Vertex Ltd is moderate! Company can represent the data on the basis of below visual pie chart.
FINANCIAL PROFILE
10% 0% 10% 40% 10% 0% 30%
UPTO 5000 PER MONTH 10,000-15,000 20,000-30,000 40,000-50,000
5000-10,000 15,000-20,000 30,000-40,000
The fourth question is about the possible reasons for the managers to take leave.
POSSIBLE REASONS
MONOTONOUS WORK
OVERLOAD OF WORK
COMMUTING FROM HOME TO WORK PLACE IS CUMBERSOME
STRESS
OTHERS
NO OF 1 EMPLOYEES % OF 5% EMPLOYEES
..
.. ..
..
19
95%
The above data base structure shows that 5% of the managers suffer from monetary which is caused due to repetition of same type of work and thus to take leave while 95% of managers considers other factors like illness, indifferent situations, incorrigible problems etc as an obvious reason for taking leave from work. None of the managers complained of overload of work, stress and cumbersome situations, as they remained indifferent toward these facts for being a possible cause to leave. Company can represent the data through below visual pie chart.
POSSIBLE REASONS
0%0%0% 5%
MONOTONOUS WORK OVERLOAD OF WORK 95% COMMUTING FROM HOME TO WORK IS CUMBERSOME
The fifth question is about the directions the managers of Vertex communicate to their subordinates in case of leave.
DIRECTIONS
CARRY ON WITH THE PENDING WORK
DECLARE HOLIDAY OR THAT DAY
DIRECT THEM BEFORE OR ON THE SAME DAY
OTHERS
NO.OF EMPLOYEES 6 . . 8 6
% OF EMPLOYEES
30%
40%
30%
The above data base structure shows that 30% of the managers convey their subordinates to carry on with the pending work. No manager declares the holiday for their employees when they are on leave, 40% direct them before or on the same date concerning the task their subordinates have to perform while 30% adopt other factors like they appoint a leader to assist their employees or ask other departmental heads to take necessary action. Company can represent the following data with help of below visual piediagram! DIRECTIONS
30% 30%
0% 40%
CARRY ON THE PENDING WORK DECLARE HOLIDAY FOR THAT DAY DIRECT THEM BEFORE OR ON THE SAME DAY ORHERS
6. ANALYSIS OF OUESTION
The sixth question deals with the regularity of subordinates from managers point of view.
CONDITIONS
YES
NO
NO.OF EMPLOYEES
13
% OF EMPLOYEES
65%
35%
The above data shows that 65% of the managers confirmed that their employees are regular in the organization while 35% of managers complained about the irregularity of their employees due to obvious reasons like illness, anxiety, and in contingent situations. The below visual pie chart represent the above data-: CONDITION
35% 65%
YES
NO
The seventh question concern about the acknowledgement of absence records of employees.
METHODS
MAINTAIN ATTENDANC E REGISTER
PERSONA L WATCH
THROUG H OTHER MEMBERS
DO NOT MAINTAI N
OTHER S
NO.OF EMPLOYEE S
15
% OF EMPLOYEE S
75%
20%
5%
..
The above data base structure shows that 75% of managers maintain an attendance register. 20% go for a personal watch to check their employees, 5% come to know about the presence of their employees through other people in the plant. While none of the managers said that they do not maintain any record of their employees. Company can represent the above data on the basis of visual pie chart below-
METHODS
0% 5% 20% 75% 0%
MAINTAIN ATTENDANCE REGISTER PERSONAL WATCH THROUGH OTHER MEMBERS DO NOT MAINTAIN OTHERS
8.ANALYSIS OF QUESTION
The eight questions under analysis and interpretations concerns about the measures
That manager adopt for the decreasing the level of absenteeism in VBL.
MEASURES TRAINING AND DEVELOPMENTS RECREATION AND AMUSEMENTS 4 SALARY INCENTIVES PROVIDING PROPER LEAVE 5
NO. EMPLOYEES
OF
% OF EMPLOYEES
25%
20%
30%
25%
The above data shows that 25% of managers think that true training and development absenteeism can be reduced as than employees will become more efficient to perform their job well and thus will to love to work. 20% of managers think recreation and amusement facilities should be provided to employees and it will reduce their stress and thus they will file relaxed.30% think that salaries of employees should increase while 25% are of the view that employees should be provided enough leave show that they do not require any reason for the absent from work. The below mentioned visual Pie chart represents the above data
MEASURES
25% 25%
30%
20%
TRAINING AND DEVELOPMENT RECREATION AND AMUSEMENTS SALARY INCENTIVES PROVIDING PROPER LEAVE
ANALYSIS OF RESPONSES RECEIVED FROM THE NON-MANAGARIAL SECTIONS.
In the first question an effort has been made to classify the age factor of respondents of the total of 50respondents.
AGE GROUP 20-30 30-40 40-50 50-60
NO.OF EMPLOYEES
24
14
10
% OF EMPLOYEES
48%
28%
20%
4%
The above data based structure shows that 48% of employees fall within the age of category of (20-30) years, 28% between (3040) years, 20% between (40-50) years and only 4% fall between to (50-60) years. Company can represent the above data with the help of below visual Pie chart.
AGE GROUP
4% 20% 48%
28%
20-30
30-40
40-50
50-60
The second question concern to educational profile of the employees.

EDUCATIONA L PROFILE MATRICULAT E INTERMEDIAT E GRADUAT E POSTGRADUAT E
27 NO. OF EMPLOYEES % OF EMPLOYEES 54%
13
26%
18%
2%
The above data based structure shows that 54% employees are metric passed, 26% is intermediate, and 18% are graduate while only 2% are postgraduate. They show that for VGCL higher academic qualifications are not more important than efficiency and hard work Company can represent the above data with the help of below visual Pie chart.
EDUCATIONAL PROFILE
2% 18% 26% 54%
MATRICULATE GRADUATE
INTERMEDIATE POSTGRADUATE
Third questions concern with the financial status of employees. FINANCIAL UPTO 5000 5000-10000 PROFILE
10000-15000
NO.OF EMPLOYEES
36
12
% OF EMPLOYEES
72%
24%
4%
The above data based structure shows that 72% of employees of VBL earn up to Rs 5000/ per months, 24% of employees earn between (5000/-10000/) per months while only 4% of employees were having their monthly salary between (10000/-15000). Company can represent the above data from the basis of below Pie chart.
FINANCIAL PROFILE
4%
24% 72%
UPTO 5000
5000-10000
10000-15000
The fourth question deals with the rate with which employees fall under the category of an absentee in VBL. CRITERIA VERY FREQUENTLY FREQUENTLY RARELY NEVER
NO. OF EMPLOYEES % OF . EMPLOYEES
40
8%
80%
12%
The above data shows that 80% of people in VBL rarely take leave from the company, 12% said they never take leave, 8% said they due to reasons of illness and exhaustion frequently take leave from their work while everyone of them remained indifferent for frequently falling under the category of an absentee. Thus, the commitment of workers in VBL towards their job is very high. The below visual pie chart satisfy the above data! CRITERIA
0% 12%
8%
80%
VERY FREQUENTLY RARELY
FREQUENTLY NEVER
The fifth question concerns the contributing factors behind workers being absent from their work. FACTOR EFFECT ILLNESS UNFORES JOB S OF AND EEN DISSATISFAC INTOXCA INDISPOSI CONTING TION TION TION ENT SITUATIO NS 1 28 13 8 NO.OF EMPLOY EES % OF 2% EMPLOY EES 56% 26% 16%
The above data base structure shows that 2% of employees are affected due to intoxication and thus fall absent, 56% suffer from illness or injury and thus are committed to absenteeism, 26% consider some unforeseen contingent situations, which are beyond their control like, death in the family, marriages etc. and thus fall absent while 16% are not satisfied with their jobs hence dont want to report to work. The below visual pie chart outlays the above data!
FACTORS
16% 26% 2% 56%
EFFECT OF INTOXICATION ILLNESS AND INDISPOSITION UNFORESEEN CONTINGENT SITUATIONS JOB DISSATISFACTION
The sixth question concerns the disciplinary actions faced by the workers on being absent.
ACTIONS
DEDUCTI ON IN SALARY
STOPPAGE IN INCREME NT
REDUCTI ON IN LEAVES
STOPPAGE IN PROMOTI ON
NONREMUNARATI VE OVERTIME
NO.OF EMPLOYE ES
32
14
% OF 64% EMPLOYE ES
2%
28%
0%
6%
* The above data base structure shows that 64% of employees face
deduction in salary on being absent, 2% suffer stoppage in increment, 28% got their leaves reduced, 6% have to work for extra hours for which they are not paid, while none of the employees were charged for detention or stoppage in promotion. Company can represent the above data from the basis of below Pie chart ACTIONS
0% 6% 28% 64% 2%
DEDUCTION IN SALARY STOPPAGEIN INCREMENT REDUCTION IN LEAVES STOPPAGE IN PROMOTION NON-REMUNERATIVE OVERTIME
The seventh question concerns about the application of leave framed by the workers to their superiors.
CRITERIA
PRIOR BEING ABSENT
OF
THE NEXT DAY
ON THE SAME DAY
DO NOT INFORM
NO. OF 46 EMPLOYEES
% OF 92% EMPLOYEES
2%
4%
2%
The above data base structure shows that 92% of employees inform their boss prior of being absent, 2% inform the next day, 4% inform the same day from telephone or personally, while 2% do not inform at all as they consider it necessary. Company can represent the above data from the basis of below Pie chart CRITERIA
2%
4% 2%
92%
PRIOR OF BEING ABSENT ON THE SAME DAY
THE NEXT DAY DO NOT INFORM
The eight question concerns whether the employees want to be called as an absentee or not?
CONDITION NO. EMPLOYEES
YES OF 0
NO 50
% OF EMPLOYEES
0%
100%
The above data base structure shows that 100% of employees do not want to be called as an absentee. Company can represent the above data from the basis of below Pie chart
CONDITION
0%
100%
YES
NO
The ninth question concerns whether the employees want to convert themselves from an absentee employee to a non-absentee employee?
CONDITION
YES
NO
NO.OF EMPLOYEES % EMPLOYEES
49
OF 98%
2%
The above data base structure shows that 98% of employees want to convert themselves from an absentee employee to a non-absentee employee while remaining 2% remained indifferent of this view. Company can represent the above data from the basis of below Pie chart
CONDITION
2%
98%
YES
NO
10.ANALYSIS OF QUESTION.
The tenth question contains the view of employees towards absenteeism.
VIEWS NO.OF EMPLOYEES
HABITUAL PROBLEM
REGULAR PRACTICE
AN INCORREGIBLE PROBLEM
15
12
23
% OF 30% EMPLOYEES
24%
46%
The above data base structure shows that 30% of employees think absenteeism as habitual problem of employees, 24% consider it as a regular practice in any organization as it is found everywhere, remaining 46% treat it as an incorrigible problem as it is beyond their control and thus they cant avoid it. Company can represent the above data from the basis of below Pie chart
VIEWS
46%
30% 24%
HABITUAL PROBLEM REGULAR PRACTICE IN ANY ORGANIZATION AN INCORREGIBLE PROBLEM
FINDINGS OF THE STUDY

Conducting a questionnaire based on the level of absenteeism and its causes at Vertex group of pvt Ltd. Of both the managers and the non-managers, facts that can be derived are: Youngsters are more privileged with job options in Vertex. Managers as well as the employees of Vertex are completely dedicated and devoted towards their sphere of activities. Both the managers and the workers consider absenteeism as an incorrigible problem, which is found more likely to be beyond their control. Most of the employees of vertex are educated and packed with complete knowledge of their work profile. Both the sections consider salary as an important incentive in curing increasing absenteeism rate and there in vertex they are facing problems with low salary. Non of the employees at vertex want to be called as an absentee and wants to contribute his maximum and pay their best efforts towards increasing the product ional activity as well as progress of electronic group. Thus, all our hypothesis namely: Absenteeism affects and reduces organizational productivity. Logical outlook towards various problems was more prominent among regular attendees than absentees. Older employees have greater commitment towards their work. Proved to be true and authentic!
IMPRESSIONS FROM THE STUDY

There was found to be a timely well-structured and well-administered organizational culture in vertex. The wages and salaries structure of the company was found to be strictly in accordance with the law. A duly and timely filing of all returns in relation to wages and salary administration was carried out. The awareness level among the employees regarding the various leaves and facilities being provided by the company were found to good. There was a general satisfaction amongst the people with regards to their salaries in relation to their merits. It was found that company did not provide any educational facilities to the employees. There was a general satisfaction amongst people with regards to canteen and other facilities. Also they are not completely satisfied by the welfare activities of company. There was found to be very low job security amongst employees. The salary of most of the people could satisfy either their basic needs only, or their needs as well as reserve requirements. Most of the people employed at electronic felt that their colleges possessing approximately equal qualifications and experiences working in other firms were drawing more salary than them. Frequent biases can be witnessed in the plant. There is a lack of technical knowledge among the workers of the company. A majority of the employees working at electronic pannel are satisfied with the leaves they are provided.
SUGGESTIONS
With all the theoretical knowledge I posses, I would like to suggest the following-: To increase the awareness level of employees working at electronic pannel with regards to various things like number of earned leaves. To improve upon their Grievance redresser programme should be conducted. To bring a sense of job security among the employees. They should be provided with welfare activities in absolute terms. Trainings and development program should be conducted more seriously. Rules and regulations of the enterprise or that of the plant should be made clearer to every employee working in vertex and it should be insured that they abide to the same.
ANNEXURES
1.Questionnaire based on the study of the level of absenteeism and its causes at vertex, (special reference to Managerial categories) 2.Questionnaire based on the study of the level of absenteeism and its causes at vertex (special reference to Non-managerial categories) 3.Comparison of the data of attendance record of 2009 with that of 2010 till the month of July, collected from the attendance register of Vertex.
BIBLIOGRAPHY
While undergoing the project for collecting various informations and details I have referred the following: -
BOOKS PUBLICATION
AUTHORS
STEPHEN ROBBINS TMH-
Organizational Behavior PEARSON
Organizational Behavior FRED LUTHANS 2005 Human Resource Management GARRY DESSLER Business today magazine
SITES
www.googlesearch.com www.answers.com www.yahoo.com www.vertexgroups.com
RECORDS
Attendance register of VERTEX. Oxford dictionary. Advertisement and banners of ELECTRICAL. Television advertisements.
MISCELLANEOUS
QUESTIONNAIRE
A STUDY ON ABSENTEEISM AMOUNG THE EMPLOYEE IN THE BPO SECTER ,AT VERTEX GROUP OF COMPANIE PVT LTD 1. Name: . . 2. Age.. 3. Gender: male Female 4.Designation 1) IN WHICH AGE GROUP DO YOU BELONG?
20-30 30-40 40-50 50-60
2) WHAT IS YOUR ADUCATION PROFILE?

POSTGRADUATE GRADUATE
3) WHAT ISYOUR FINANCIAL PROFILE?

UP TO 5000 5000-10000 10000-15000 15000-20000 20000-30000
40000-50000
4) WHAT ARE THE REASON FOR TAKING LEAVE?

MONOTONOUSE OF WORK OVERLOAD OF WORK COMMENTING FROM HOME TO WORKPLACE CUMBERSOME OTHER STRESS
5) WHAT ARE THE DIRECTION OF THE MANAGER OF COMMUNITION TO THEIR SUBORDINATE INCASE OF LEAVE.?
CARRYON WITH THE PENDING WORK DECLARE HOLIDAY OR THAT DAY DIRECT THEM BEFORE ON THE SAME DAY OTHER
6) THE REGULARITY OF SUBORDINATE FROM THE MANEGERS POINT OF VIEW.?

YES NO
7) THE

ACKNOWLEDGEMENT
OF
RECORDS
IS
MAINTAINED OF EMPLOYEES THROUGE.?

MAINTAIN ATTENDENCE REGISTER PERSONEL WATCH THROUGE OTHER MEMBER DO NOT MAINTAIN OTHER
8)THE MTHOD ADOPTED FOR THE DECREASING THE LEVEL OF ABSENTEEISM.?

TRINING AND DEVELOOPMENTS RECREATION AND AMUSEMENTS SALARY INCENTIVES PROVIDING PROPER LEAVE
ANALYSIS OF RESPONSES RECEIVED FROM THE NON MANAGARIAL SECTION

1) THE AGE RESPONDENTS.?
20-30 30-40 40-50 50-60
2) EDUCATION PROFILE OF THE EMPLOYEE.?

MATRICULATE INTERMEDIATE GRADUTE POSTGRADUATE
3) THE FINANCIAL STATUS OF EMPLOYEE.?

UP TO 5000 5000-10000 10000-15000 15000-20000
4) THE RATE AT WHICH EMPLOYEES FALL UNDER THE CATEGORY OF AN ABSENT?

FREQUENTLY RARELY NEVER VERY FREQUENT
5) THE FACTORS BEHIND BEING ABSENT FROM THE WORK.?

EFFECT OF INOXICATION ILLNESS AND INDISPOSITION UNFORESEEN CONTINGENT SITUATION JOB DISSATISFACTION
6) THE DISCIPLINARY ACTIONS FACED BY THE WORKERS ON BEING ABSENT.?

DEDUCTION IN SALARY STOPPAGE IN INCREMENT REDUCTION IN LEAVES STOPPAGE IN PROMOTION NON-REMUNERATIVE OVERTIME
7) THE APPLICATION OF LEAVE FRAMED BY THE WORKERS
TO THEIR SUPERIORS.?
PRIOR OF BEING ABSENT THE NEXT DAY ON THE SAME DAY DO NOT INFORM
8) WHETHER YOU WANT TO BE CALLED AS AN ABSENTEE OR NOT.?

YES NO
9) WHEATHER YOU WANT TO CONVERT THEMSELVES FROM AN

ABSENTEE
EMPLOYEE
TO
NON-ABSENTEE
EMPLOYEE.?
YES NO
10)

THE VIEW OF YOU TOWARD ABSENTEEISM.?

HABITUAL PROBLEM REGULAR PRACTICE AN INCORRIGIBLE PROBLEM

A Study On Absenteeism Amoung The Employee in The Bpo

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A STUDY ON ABSENTEEISM AMOUNG THE EMPLOYEE IN THE BPO SECTOR

Guide: Name of Guide: Ms.

Submitted by: Name of Student: ROOP KISHOR Roll No: 03390301910

Signature of the Guide Name of the Guide: Designation: Date:

Countersigned Director/Project Coordinator

TOPIC CERTIFICATE ACKNOWLEDGEMENT PROFILE OF THE COMPANEY

1-3 4-12 13-21

22-27 28-42 43-56 57-60

NON- MANAGARIAL SECTIONS

Nomenclature & Meaning

VERTEX GROUP OF COMPANIES

RATIONALE BEHIND THE STUDY

OBJECTIVES OF THE STUDY

SCOPE OF THE STUDY

CONSTRAINTS OF THE STUDY

VERTEX GROUP OF COMPANIES

ORIGIN OF Vertex Group of Companies VERTEX GROUP

which push us towards excellence.

IS:8623 (Part-1) 1993 Short Circuit Test 105KAP/50KA

VERTEX GROUP OWNED BUSINEES IN INDIA AND WORLDWIDE

COMPANY PROFILE WORLDWIDE

Electrical LT Panels INTERNATIONALS STRATEGY

Robotics: Company is quenching thirst of several industries in the field of

Copper Plating Machine Automation: Copper plating is done on

COMPANY PROFILE SCENARIO

VERTEX GROUP OF COMPANIES

ABOUT ORGANIZATION AND ITS OBJECTIVES

locally. company leadership entrepreneur

OTHER INFORMATIONS ABOUT VERTEX

American Public Power Association. American Teleservices Association. American Water

Corporate Social Responsibility

MACHINE &TOOLS COMPANIES

Drill Machine Grinder Sander Die & Tools

Programming : Lap-Top & PC

Motion : Multiple axis packaging. Single axis linear/circular motion

MARKETS RESPONSE OF VERTEX GROUPE

3 Travel & Leisure

4 Media & Telecom

5 Public & Citizen Services

6 Logistics & Transportation

VERTEX GROUP OF COMPANIES

PRODUCTION SETUP AT GR.NOIDA BRANCH OF VERTEX

Vertexgroup.com SmartViper Website Analysis

Our Major Clients

OVERVIEW OF PRODUCTION FROM 2003-2011

VBL LTD Production from 2003-2011

90 80 70 60 50 40 30 20 10 0 2003200420052006 2004 62007 2008200920102011

East West North

VERTEX GROUP OF COMPANIES

Call centers can be any of the following:

BPO BUSINESS PROCESS OUTSOURCEING

KPO (KNOWLEDGE PROCESS OUTSOURCING)

of knowledge intensive business processes that require specialized domain expertise

Indias intellectual potential

Kpo services outsourced to India

Types of call center

Outbound call center

Inbound call center

PHONE CALL CENTER

INTERACTIVE CALL CENTER

Telemarketing call center

Virtual call center

Web enabled call center