CHAPTER I

INTRODUCTION
1.1 ABOUT THE TOPIC
There is a famous saying the theory without practical is lame and practical
without Theory is blind
Absenteeism is a serious workplace problem and an expensive occurrence for both employers and
employee seemingly unpredictable in nature Human resources is an important part of any
business and managing them is an important task
Absenteeism is a habitual pattern of absence from a duty or obligation. Traditionally, absenteeism
has been viewed as an indicator of poor individual performance, as well as a breach of an implicit
contract between employee and employer; it was seen as a management problem, and framed in
economic or quasi-economic terms. More recent research seeks to understand absenteeism as an
indicator of psychological, medical, or social adjustment to work (winkler, 1980).
every time an employee is absent from work there is a loss of productivity to the
organization explain sharon kaleta , president and ceo

of the disability management

employers coalition (dmec) one person absent from work may not create a problem but
several people absent for one or more days can have a significant financial impact to the
organization.
An employee is a person hired by an employer to do a specific set of jobs. In most modern
economy, the term employee refers to a specific defined relationship between an individual and a
corporation, which differs from those of customer or client.
According to a chartered institute o f personnel development (cipd) UK survey conducted in2004,
sickness absence averages 9.1 working days per year and costs 588 sterling per employee. The
situation in the UK is comparable to Ireland, where absenteeism, which typically runs at 4% in
ireland, results in 12 million working days lost per year. According to statistics from the iris
business and employers confederation (ibec) (2004) absenteeism costs Irish industry over350
million Euros per year. Subsequently absence or more specifically, absence management is
increasingly becoming an essential function within human resources. A review of available

literature has presented arguments supporting the case for reducing absence by adopting various
management interventions such as absence management policies, use o f disciplinary action and
Ability o f family friendly initiatives. Working in the field of human resources, the researcher
was keen to challenge this thinking in a practical situation.
Employee attendance should not be viewed in isolation from the workplace or the work
environment. Collateral workplace indicators, such as employee turnover, workers compensation
claims rate and industrial disputation, can assist in forming a comprehensive picture.
Absenteeism, work delays and productivity decline are often the first signs of something wrong in
the workplace, and may precede events such accidents and injury. These first signs should receive
more attention by occupational health and safety professionals and management.
Absenteeism is one of the major threats to Indian industry. Absenteeism causing poor utilization
of plant India is facing unemployment problem on one side and the other side abnormal
absenteeism in industries if our absenteeism can be reduced. We can improve our gross national
product without any investment. Absenteeism not only causes production loss but also causes
reduction of gross national income when the gross income of workmen reduces naturally his
buying capacity also reduces if he could not manage the primary and secondary needs of timely
and properly. He has to face problems like poor family harmony poor health more mental and
physical tiredness which will again lead to absenting from work.

It is the intent of this document to take a broad view of the causes and associations of workplace
absenteeism, and to describe various facets of its assessment and management. It is intended to
provide both an overview of models and systems and then progress to exploring solutions and
detailed discussion and is structured in sequence to take the reader through from concepts to
management options.
Whenever absenteeism is discussed, polarized views on causes and management is frequent the
media has elevated absenteeism by alluding to it as a national sport, a great australianpas time
or the sickie. There is nothing uniquely Australian about work absence, with rates broadly
comparable to many industrialized economies
2

The present study on absenteeism of employee s in GB Engineering Enterprise Private

Limited the survey has been conducted from employee in order to find out the absenteeism of
GB Engineering Enterprise Private Limited, and the sample size chosen for the study was 50
employee .the collect data were analyzed by applying suitable statistical tools .
The findings and suggestions are given for further development and maintain employee
absenteeism of the organization .

OBJECTIVE OF THE STUDY

Primary objective of the study is
Identifying the causes and prevention of employee absenteeism and to analyze the same and to
give feedback and suggestions to the organization for reducing the employee absenteeism in the
organization with special reference to GB Industry.
Secondary objectives

To find the reason for absenteeism.

To suggest controlling tools to reduce absenteeism.
To find out the reason for avoidable and unavoidable absenteeism.
To know the types of facilities and welfare activities for the employees benefited.

SCOPE OF THE STUDY

An absent employee means idle machines or unoccupied work space, with the consequent
direct loss and an indirect reduction in the tempo of production.
Productive efficiency of a plant is adversely affected by absenteeism which causes
disorganization in work.
Hence the scope of the study throws light on various reasons of absenteeism among the
employees.
Only the employees' perception falls under the area of the study.
This study will serve as a base for further study on employee absenteeism

LIMITATION OF THE STUDY

 The present study on the employee absenteeism is confirmed to a single study unit.
The sample employees selected for the present day to 50 workers, because of constraints in
terms of limited time.
The process of filling up of questionnaire has taken up so much time as most of the workers
were not aware of the concepts and terms.
The respondents were reluctant to express their views frankly. So the response was biased
at an extent. This may affect the findings to certain level.

RESERCH METHODOLOGY
RESEARCH
Research is a process in which the researcher wishes to find out the end result for a
give problem and thus the solutions helps in future course of action .the research has been
4

defined as a careful investigation or enquiry especially through search for new fact in any
branch of knowledge .

RESEARCH METHODOLOGY
The procedure using ,which researchers go about their work of describing explaining
and predicting phenomena is called methodology . Methods compromise the procedure s used
for generating ,collecting , and

evaluating data .methods

are the ways of obtaining

information useful for assessing explanation .

TYPES OF RESEARCH
The type of research used in this project is descriptive in nature . Descriptive
research is essentially a

fact finding

related

largely

to the present, abstracting

generations by cross sectional study of the current situation .the descriptive method are
extensively used in the physical and natural science , for instance when physics measurers ,
biology classifies zoology dissects and geology studies the rock .but its use in social science
is more common , as in socio economic surveys and job and activity analysis

DESCRIPTIVE RESEARCH AIMS

To portray the characteristics of a particular individual situation or group

[with or without specific initial hypothesis about the nature of this characteristics ]
To determine the frequency with which something occurs or with which it is
associated with something else [ usually , but not always , with a specific initial
hypotheses ]

DESIGN OF DESCRIPTIVE
Descriptive studies aim at portraying accurately the characteristics of a particular group or
solution. One may undertake a descriptive study about the work in the factory ,health and

welfare . A descriptive study may be concerned with the right to strike , capital punishment
. Prohibition etc.
A descriptive study involves the following steps
1.
2.
3.
4.
5.

Formulating the objectives of the study .

Defining the population and selecting the sample .
Designing the method of data collection .
Analysis of the data .
Conclusion and recommendations for further improvement in the practices .

RESEARCH DESIGN
Research design is the specification of the methods and procedure for acquiring the
information needed to solve the problem.
The research design followed for this research study is descriptive research design
where we find a solution to an existing problems .the problems of the study is to find the
present gb engineering enterprise private limited

SAMPLING
NON PROBABILITY
non-probability sampling is a sampling technique where the samples are gathered
in a process that does not give all the individual in the population equal chances of being selected
CONVENIENCE SAMPLING
convenience sample is one of the main type of non-probability sampling
methods. A convenience sample is made up of people who are easy to reach. Consider the
following example. A pollster interviews shoppers at a local mall.

SAMPLE SIZE :
From the total population we have collect about 50 samples

DATA COLLECTION METHODS

6

Survey methods is considered the best methods for data collection and the tools
used for data collection are questionnaire. Private individual s , research workers, private and
public organization and even government are adopting it . In this methods a questionnaires
is collected

through personal interview . A questionnaires

consists of

a number of

questions involves both specific and general question related to customers relationship in
banking sectors .

QUESTIONNAIRES CONSTRUCTIONS
Questionnaires were constructed based on the following types

Open ended questions

Close ended questions
Multiple choice question

SOURCE OF DATA
The two source of data collection are namely primary & secondary

PRIMARY DATA
Primary data are fresh data collection through survey from the employees using
questionnaire
SECONDARY DATA
Secondary data are collecting from books , internet and various journal s, magazines
etc .

SATATISTICAL TOOLS USED

1.Percentage analysis
2. chi- square
3.Correlation
PERCENTAGE METHOD
Percentage refers to a special kind of ratio. It is used to make comparison between two or
more series of data. They can be used to compare the relative items, the distribution of two or
more series of data, since the percentage reduces everything to a common base and there by allow
meaningful comparisons to be made.

Number of respondents
Formula =

------------------------------- x 100
Total respondent

STATEMENT OF THE PROBLEM

Absenteeism has become a major problem in almost all the industrial sectors. Excessive
absenteeism constitutes a considerable cost to the industry even when the absent employee
receives no pay. Because of disorganization of work, work schedules are upset and delayed,
resulting in the management failure to meet delivery dates. When sick pay is authorized, the
Employee of absenteeism mounds up more rapidly. It is, therefore, desirable that measures are
effectively implemented to minimize the cost of absenteeism as for as possible. In the light of
various factors promoting excessive rate of absenteeism in the units concerned, measures will
have to be taken by the management. Generally speaking, proper conditions of work in the
factory, adequate wages leave for rest and recuperation constitute the most effective means of
minimizing cost of absenteeism. Provision of suitable housing facilities in industrial towns would
also go a long way in improving attendance. Unless working and living conditions are improved
and necessary commitment of labour force in the place of work is promoted and stabilized, the
problem of absenteeism cannot be effectively solved.

CHAPTER - II
COMPANY PROFILE
INTRODUCTION:
GB Engineering Enterprises Private Limited, incorporated in India, established in 1980, having its
headquarters in Tiruchirappalli, Tamil Nadu state, India, has made a defined Financial Growth
over the years. GB has always strived to achieve Customer confidence in all its endeavors.
8

Testimony to this is proven by its receiving of continuous-repeat orders from most of its clients.
The Partial Customer List demonstrates the Quality conscious work-style of the Organization
GB has three workshops, all located in Tiruchirappalli within a radius of 15 km. Gaining
confidence through Strategic Alliances and Partnerships, GB has always focused on Customer
Satisfaction.
ICRA has reaffirmed the long term rating assigned to the Rs 24.00 crore (enhanced from Rs 23.00
crore) fund based working capital facilities of G B Engineering Enterprises Private Limited
(GBEEPL) at [ICRA]B- (pronounced as ICRA B Minus). ICRA has also reaffirmed the short term
rating assigned to the Rs 22.62 crore non-fund based bank limits (enhanced from Rs 22.28 crore)
of GBEEPL at [ICRA]A4 (pronounced as ICRA A four). Further, ICRA has also reaffirmed
ratings of [ICRA]B- and [ICRA]A4 for the Rs 38.38 crore (reduced from Rs 39.72 crore)
proposed bank facilities of GBEEPL.
The rating reaffirmation takes into account the modest financial profile of GBEEPL which
continues to be impacted by the high working capital intensity, resulting from long manufacturing
lead time and deferment of off-take by customers, the resultant tight liquidity position and high
utilization of fund based working capital credit facilities. Moreover, due to the start-up nature of
operations of GBEEPLs JV company, the losses incurred by the JV and its debt servicing
obligations may necessitate additional funding support from GBEEPL, which has extended
corporate guarantees to the JV's bank facilities. GBEEPL is also exposed to raw material price
risk as most of the supply contracts are fixed price in nature.
Nonetheless, the ratings favorably consider the long track record of the promoters in the industry
and established profile of GBEEPL in the boiler pressure components segment, with diversified
customer base consisting of reputed boiler manufacturers with repeat orders from them. As on
April 2014, GBEEPL had a modest order book of Rs 50.7 crore, which provides modest visibility
on revenues for the near term.
COMPANY PROFILE
G B Engineering Enterprises Private Limited (GBEEPL) GBEEPL is engaged in the fabrication of
high pressure application parts for heavy boilers, pressure vessels, heat exchangers, etc. The
company commenced operations in 1980 as a fabricator of structural engineering parts to Bharat
Heavy Electricals Limited (BHEL), Trichy, and diversified into pressure parts for boilers over a
period of time. The company specialises in the manufacture of critical pressure parts and
9

components. GBEEPL has an established customer base that includes various established
domestic and overseas boiler manufacturers. GBEEPL is an ISO 9001 certified and American
Society for Mechanical Engineers (ASME) Code authorized company.
GBEEPL was established in the year 1980 as a partnership firm by Mr. B. Pattabhiraman and his
associates. It was subsequently converted into a private limited company in 1987. In 2005-06,
GBEEPL became part of the Resurgent Group of companies, with its entire shares being
transferred to the groups holding company, Resurgent Investments Private Limited (RIPL).
During 2011-12, RIPL divested its entire stake in favors of the original promoters of GBEEPL.
GBEEPL has also formed two joint venture companies, the details of which are given below.
Ansaldocaldaie - GB Engineering Private Limited (ACB-GB) is a 50:50 JV with Ansaldo Caldaie
Boilers India Private Limited (ACB India). This company will manufacture boiler parts for orders
undertaken by ACB India. It was formed by hiving of the Pudukudy factory of GBEEPL, as
consideration for which the latter received Rs 40 crore in cash and Rs 20 crore of
For FY 2014, as per unaudited provisional results, the company has reported an operating income
of Rs. 51.7 crore and Profit After Tax (PAT) of Rs. 0.4 crore. SBS and GB Saline Water
Specialists Private Limited is a 50:50 JV with SWS Saline Water Specialists, an Italian company.
This company provides technical and engineering solutions in the water desalination space. It
currently has limited operations and has an authorized share capital of Rs 50 lakhs. equity
shearing ACB-GB. ACB-GB has commenced operations from FY 2011-12 and reported net
losses of Rs. 6.0 crore in FY 2012-13.

FACILITIES The Facilities available in GB make it capable of producing Pressure parts for
Steam Generating systems to the tune of 10,000 MT per annum including Non-destructive testing
requirements. The storage of raw materials, the issue control, Process planning and control,
Quality assurance and control during Production process all ensure Delivery and Quality of the
final product to the Customer

10

MANUFACTURING CAPABILITIES
GB has works at 3 locations, with a total covered area of 350,000 sq. Ft. The AC-GB Works has
been established as a Joint Venture company with Ansaldo Caldaie Boilers India Private Limited
and capable of manufacturing Steam Generators of up to Super-critical range under Benson Oncethrough license of Siemens.
Sl

Works
Name

Area

Covered

Available(Sq.Feed

Area

Max
Handling
Capacity
(MT)

Manhour
available
per

Annual
Tonnage
Capacity

1.

GB Main

5,22,720

1,60,000

40

4,000

(MT)
5,300

2.

GB Tubular

2,17,800

40,000

40

2,000

1,100

3.

AC-GB Works

30,49,200

1,50,000

20

2,400

5,000

37,89,720

3,50,000

8,400

13,400

Total

GB Main Works (Unit I),GB Tubular Works (Unit II),AC-GB Works

Handling
E.o.t. 40 t (2 no.), 30 t (1 no.), 15 t(1 no.), 10 t, 5 t

Mobile crane 10 t (2 nos.), 30 t (1 no.)

Height of fabrication facility 6.5 m to 8 m

Storage

Indoor 20,000 sq. Ft

Outdoor 50,000 sq. Ft.

Material preparation
Gas flame cutting thickness 150 mm (max)
Plasma arc cutting thickness 25 mm (max)

Profile gas cutting thickness 100 mm (max) [w/optical tracing mechanism]

Band saws and hack saw

11

Forming

Plate bending (3-roll) thick 63 x width 2500 w/top roll dia. 460mm

Thick 32 x width 2500 w/top roll dia. 330 mm

Hydraulic press 100 metric tonnes

Tube bending (cold) tube dia. 3 max

Tube bending (hot) tube dia. 3 max with r/d=0.52

(squeezing & sizing)

Pipe bending pipe dia. 168 mm (max)

Tube expansion tube dia. 51 mm (max)

Tube swaging dia. 76 mm & below

Tube sleeving dia. 76 mm (max)

Welding

Shielded metal arc welding (smaw) 60 sets

Gas tungsten arc welding (gtaw) 100 sets

Gas metal arc welding (gmaw) 80 sets

Submerged arc welding (saw) 2 sets

Automatic gmaw tube panel welder 3 sets

Gantry welding machine 1 set

12

Stud welding (dia. 12 mm studs (max)) 3 sets

Machining

Centre Lathes 6 nos. (max. 9 meter b/w centers)

Drilling 6 nos. (max Dia. 63 mm)

Jig Borer 1 no.

Horizontal Floor type Boring M/c 1 no.

160 Spindle Diameter

HEAT TREATMENT

Stress Relieving and Annealing

3800 (W) x 9300 (L) x 3300 (H) [Gas Fired Furnace] Max. Temperature 1250oC

Solution Annealing

500 (W) x 500 (L) x 500 (H) [Electric Furnace]

SURFACE PREPARATION

Shot Blasting (Tubes & Flats)

Sand Blasting

NON DESTRUCTIVE TESTING

Radiographic Testing Gamma ray Iridium 192 Upto 50 curie (thk. 70mm max)

Ultrasonic Testing Upto 120 mm

13

Magnetic Particle Testing Upto depth of 5 mm

Dye Penetrant Testing Nil

Hydro-static test Upto 350 Kg/cm2

CERTIFICATE
Asme s stamp authorization
asme u stamp authorization
Product Range
Products made by GB include Boilers and Boiler components to various industries including
Power, Paper, Sugar, non-ferrous, Carbon black and many more Process industries having Steam
Generation; Combined Cycle Power plants;
Quality Policy
To satisfy our Customers requirements through continually improving our products, services, and
business processes meeting statutory and regulatory provisions with the involvement of all the
employees
Facilities
The Facilities available in GB make it capable of producing Pressure parts for Steam Generating
systems to the tune of 10,000 MT per annum including Non-destructive testing requirements.
Latest Projects
View More Projects
Deaerators Vessels & Exchangers
Multiple Effect Distillation / Thermo- Vapor Compression Desalination

14

Partial Customers List

ANSALDO CALENDAR S.P.A

BHL

DOOSAN

NTPC

KCP

TO ACHIEVE

The Customers agreed requirement. In Quality and Delivery of Products, Meeting Statutory and
Regulatory requirements Through Continual Improvements inQuality Management Systems with
the Involvement of all employees

Products
Products made by GB include Boilers and Boiler components to various industries including Power, Paper,
Sugar, non-ferrous, Carbon black and many more Process industries having Steam Generation; Combined
Cycle Power plants; De-salination systems, to national / international standards, meeting Statutory or
Regulatory provisions, be it IBR, ASME, equipments to PED provisions with CE marking GB specializes
in Mechanical Design, Manufacture & Supply of

Fired Boilers
Atmospheric Fluidized Bed Boilers (AFBC)
Circulating Fluidized Bed Boilers (CFBC)
Blast Furnace Gas Fired Boilers (BFG / COG)
15

 Pulverized Coal Fired Boilers (PF)

Oil Fired Boilers
Bio-mass Fired Boilers
Bagasse Fired Boilers
Chemical Recovery Boilers
Waste Heat Recovery Boilers (WHR)
Heat Recovery Steam Generators (HRSG)
Waste Incinerators
Boiler Components (spares)
Pressure Vessels & Heat Exchangers
Deaerators and Desalination Plants
Structural

MDs Message
GB Engineering Enterprises Private Limited was founded in 1980 and has been specializing in
boilers, pressure vessels, heat exchangers, deaerators, desalination plants etc., for power and
process industries. GB has served prestigious customers in Indian market as well as global
market.
GB is an ISO 9001:2008 certified company and has approval by American Society of Mechanical
Engineers (ASME) for use of S and U stamps.

16

On the engineering / project management and construction management front, GB has developed
and consolidated an enduring relationship with leading engineering and construction companies.
These companies are specialized in their own activities and have a good track record developed
over nearly two decades.
The products and services specialized by GB, engineering and the project management strengths
of Enmas and the construction management strengths of Engenius Erectors together has the
capability to offer total services comprising basic engineering, detailed engineering, manufacture,
procurement, quality control and assurance, construction, commissioning and O&M services or
any combination of these activities.GB has formed a Joint Venture company with Ansaldo Caldaie
SpA., for the manufacture of Large sized boilers and Super Crircal boilers. Also, GB has formed a
Joint venture company with SWS (Saline Water Specialists SpA), Italy for Manufacture of
Deaerators and De- salination plants. GB also hold a license for manufacture of Heat Recovery
Steam Generators (HRSG) for combined cycle power plants under Macchi, Italy.

17

CHAPTER III
REVIEW OF LITERATURE
CONCEPT OF ABSENTEEISM
Employee Absenteeism can be defined as stress that leads to work exhaustion. Sadly, it is the most
gifted and committed employees that tend to burnout first. Because of their high standards and
tendency towards perfectionism, these employees end up burning the candle at both ends.
It refers to workers absence from their regular task when he is normally schedule to work.
According to Websters dictionary, Absenteeism is the practice or habit of being an absentee and
an absentee is one who habitually stays away formwork.
According to Labour Bureau of Shimla: - Absenteeism is the total man shifts lost because of
absence as percentage of total number of man shifts scheduled to work.
In other words, it signifies the absence of an employee from work when he is scheduled to be at
work. Any employee may stay away from work if he has taken leave to which he is entitled or on
ground of sickness or some accident or without any previous sanction of leave

About Absenteeism:
Hone, (1968) emphasized on lack of commitment and felt that absenteeism is related to new
values and norms which are developing among the work force as result of technological
developments. Work and leisure are now cherished by the worker, and these he wants to enjoy
along with monetary benefits he gets for his services. Economic consideration, therefore, decides
whether one would like to be absent from work.
Nisam (2010) stated that stress among employees, health problems; loneliness at workplace, noncooperation of colleagues causes absenteeism at workplace.

18

Martocchio & Jimeno (2003) stated that We propose a model of the personality types that have
a higher likelihood of using absenteeism to their benefit(i.e.to recharge and change negative
affect) and therefore have the absence be functional (i.e., positive affect and higher productivity
upon returning to the job) rather than dysfunctional (i.e., negative affect and person is still
unproductive or has less productivity than before the absence event). We conclude by
emphasizing the theoretical contributions that this model makes and by suggesting ways in which
the model could be tested.
Ruchi Sinha(2010) in her study reveals that there only 4% employees remain away from their
work and that too due to personal reasons. There is very high level of job satisfaction among the
employees.
K.A.Hari Kumar (2012) stated that the rate of absenteeism in Madura Coats is very high.
Jacobson (1989) has investigated a direct relationship between monetary incentives and work
floor attendance.
French

Man, Absence occurs whenever a person chooses to allocate time to activities that

compete with scheduled work either to satisfy the waxing and warning of underlying motivational
rhythms.
Absenteeism can be defined as Failure of employees to report for work when they are schedule
to work .
Martocchio & Harrison, Lack of an individual physical presence at given location and time
when there is a social expectation for him or her to be there
Gibbons, 1966: Johns/1978: Jones, 1971, he non-attendance of employees for scheduled work,
it distinguishes absenteeism from other forms of non-attendance that are arranged in advanced
and specifically avoids judgments of legitimacy associated with absent events that are implied by
as sick

19

UK Medical Pfizer Ltd Absenteeism Survey 2011

As one of the worlds leading research based pharmaceutical companies and as a major globalem
ployer, it gives us great pleasure to work with the CBI in delivering this report. Given the nature
of our business, we have a direct interest in understanding the drivers of absence, and in
understanding
how we can help to maximize wellness and minimi seill ness. By drawing together data on both
absence Trendsand management strategies, this report provides use full information for both
businesses and policy makers. The survey shows that minor illnesses remain the most common
cause of absence. And while short-term absence continues to account for the majority of absence,
long-term absence accounts for nearly one-third (32%)of lost working time. Stress, anxiety and
depression remain the main causes of long-term absence, with
almost three-quarters (72%) of responding employers comprehensive analysis of policies and
programmers data on trends in absence rates, but also provides a drive action to improve the
health and wealth of identified cause of long-term absence for manual impact on staff productivity
levels Importantly, the survey also shows that illness is not only most widespread drag on
employee productivity, with
Musculoskeletal disorders the second most commonly pain (42%).reporting that non-work related
ill health had an adverse survey is not only an authoritative source of long-ter
The CBIs annual absence and workplace health the major driver of absence, but that illness is
also the the nation. we remain committed to such partnership initiatives that which promote
wellness and prevent ill health. At Pfizer workers (44%) closely followed by chronic back

Definition:
The labour bureau (1962) define absenteeism the total shifts lost because as
percentage of the total number of man shifts scheduled to work . Similarly of social science
observes that absenteeism as the time lost in industrial establishments by avoidable or
unavoidable

absence of employee. The lost by the strikes or by lateness amounting to an

hours or 2 is not usually included.

20

Steers and Rhodes (1978) suggest in their model of absenteeism, that job satisfaction and
pressure to attend work interact to determine attendance and motivation. Actual attendance will
depend on both motivation and ability to attend; pressure to attend could come from the fear of
losing their job. There are of course other influences on why people go absent. The nature other
jobs, the opportunities they provide for satisfaction and involvement, are all key factors. The rules
in the workplace may be strict or lenient, even travel difficulties may affect the ability to attend.
Lack of physical exercise
Smoking or drinking.
Overweight or obese.
.

MEANING ABSENTEEISM
Absence

measurement is essential in order for management to compare between individual

absences and departmental absences. Measuring absence is critical to identify the different
patterns of employee absence and target the variables affecting
There are essentially two kinds of absences: culpable and innocent/non-culpable. Regardless of
whether an employee's absences are culpable or innocent, it is important to have a proactive
program in place for addressing and managing absenteeism.

CAUSES OF ABSENTEEISM
In general, the absence rate indicates ascertain cost to a given company, because employees
simply cannot produce as much annually when absent rates are high. Any absence weakens the
companys goals and productivity; so in order to strengthen the companys performance,
absenteeism should be controlled.

The causes of absenteeism are many and include:

serious accidents and illness
low morale
poor working conditions
boredom on the job
lack of job satisfaction
inadequate leadership and poor supervision
21

Personal problems (financial, marital, substance abuse, childcare eldercare etc.)

poor physical fitness
inadequate nutrition
transportation problems
the availability of income protection plans
stress
excessive workload
employee discontent

CALCULATION OF ABSENTEEISM RATE:

Total number of times in which the leave was availed

Frequency =

x 100
Total number of man days scheduled to work

Some of the common causes of employees absenteeism that create barrier to retail sector
organization success. According to study I found that most of the employees in retail sector are
very young mostly 18 to 30 year old people.
Bullying and harassment Employees who are bullied or harassed by coworkers and/or bosses
are more likely to call in sick to avoid the situation.
Burnout, stress and low morale Heavy workloads, stressful meetings/presentations and
feelings of being unappreciated can cause employees to avoid going into work. Personal stress
(outside of work) can lead to absenteeism.
Childcare and eldercare Employees may be forced to miss work in order to stay home and
take care of a child/elder when normal arrangements have fallen through or if a child/elder is sick.
Depression Depression can lead to substance abuse if people turn to drugs or alcohol to selfmedicate their pain or anxiety.

Disengagement Employees who are not committed to their jobs, coworkers and/or the

company are more likely to miss work simply because they have no motivation to go.

22

 Illness Injuries, illness and medical appointments are the most commonly reported reasons for
missing work (though not always the actual reason). Not surprisingly, each year during the cold
and flu season, there is a dramatic spike in absenteeism rates for both full-time
And part-time employees.
Injuries Accidents can occur on the job or outside of work, resulting in absences. In addition
to acute injuries, chronic injuries such as back and neck problems are a common cause of
absenteeism.
Job hunting Employees may call in sick to attend a job interview, visit with a headhunter or
work on their resumes/cvs.
Partial shifts Arriving late, leaving early and taking longer breaks than allowed are considered
forms of absenteeism and can affect productivity and workplace
Religious and local festivals - In India different cultures persons are present and they work
together and due to any special religious festivals employees are absent.

23

CHAPTER-IV
DATA ANALYSIS & INTERRPRETATION
TABLE 4.1
AGE OF RESPONDENTS

S.NO Age of employees

No. of
Respondents

Percentage

21-30

23

46

31-40

17

34

41-50

04

08

Above 50

06

12

50

100

TOTAL

Sources: Primary data

Inference:
From the above table it has been inferred, that 46% of employees are working in
the age group of 21-30, 34% of employees are working in the age group of 31-40, and 8%
of employees are working in the age group of 41-50, 12%. Of employees are working in
the age group of above 50.

24

CHART- 4.1
AGE OF RESPONDENTS

50
45
40
35
30
25
20
15
10
5
0

21-30

31-40

41-50

Above 50

25

TABLE - 4.2
GENDER OF RESPONDENTS

S.NO

Category

No. of
Respondents

Percentage
(%)

Male

33

66

Female

17

34

50

100

TOTAL

Sources: primary data

Inference:
From the above table it has been inferred, that 66% of employees are male, and 34% of
employees are female.

26

CHART - 4.2
GENDER OF RESPONDENTS

Female

Male

10

20

30

40

50

60

70

27

TABLE - 5.3
QUALIFICATION OF EMPLOYEES

S.No

Qualifications of
employees

No. of
Respondents

Percentag
e

Below SSLC

13

26

HSC

06

12

Diploma/Degree

23

46

PG

08

16

50

100

TOTAL

Sources: Primary data

Inference:
From the above table it is inferred, that 26% of employees are qualified below SSLC level,
12% of the employees are H.S.C qualified 46% of the employees are diploma/degree holders
16%. Of the employees are post graduates.

28

CHART 5.3
QUALIFICATION OF EMPLOYEES

50
45
40
35
30
25
20
15
10
5
0
below SSLC

HSC

Diploma /Degree

PG

29

TABLE - 4.4

MARTIAL STATUS

S.NO

Marital status

No. of Respondents

Percentage

Married

29

58

Unmarried

21

42

50

100

TOTAL

Sources: primary data

Inference:
From the above table it has been inferred, that 58% of respondents are married, and 42%
of respondents are unmarried.

30

CHART- 4.4
MARTIAL STATUS

60
50
40
30
20
10
0

Married

UnMarried

31

TABLE - 4.5

EXPERIENCE OF THE RESPONDENTS

S.NO

Years

No. Of
Respondents

Percentage
(%)

5 years and below

10

2O

5-10

11

22

10-15

17

34

12

24

50

100

15-20
TOTAL

Sources: primary data

Inference:
From the above table it has been inferred, that 20% of employees are having less then 5years of
experience, 22% of employees are having 5-10years of experience, 34% of employees are having
10-15 years of experience, and 24% of employees are having 15-20 years.

32

CHART- 4.5
EXPERIENCE OF THE RESPONDENTS

35
30
25
20
15
10
5
15
-2
0

ye
ar
s
10
-1
5

ye
ar
s
510

an
d

be
lo
w

5y
ea
rs

Axis Title

33

TABLE - 4.6
MONTHLY INCOME OF EMPLOYEES

S.NO

Monthly Income

NO. of
Respondents

Percentage
(%)

Below RS20,000

23

46

RS21,000-30,000

08

16

RS 31,000-40,000

05

10

RS 41,000-50,000

10

20

Above 50,000

04

50

100

Total

Sources: primary data

Inference:
From the above table it has been inferred, that 46% of employees are earning below
20,000, 16% of employees earning RS 21,000-30,000, and 10% of employees are earning RS
31,000-40,000, 20% of employees are earning RS 41,000-50,000and 8% of employees are
earning above 50,000.

34

CHART- 4.6
MONTHLY INCOME OF EMPLOYEES

Above 50,000
RS 41,000 50,000
RS.31, 000 40,000
RS 21,000 30,000
RS 20,000 and Below
0

10

15

20

25

30

35

40

45

50

35

TABLE - 4.7

ABSENCE IN MONTH APPROXIMATELY

S.NO

Absence in month

No. Of
Respondents

Percentage

Nil

Once

Twice

27

54

<Twice

17

34

50

100

1
2
3
4

TOTAL
Sources: Primary data
Inference:

From the above table it status that , 8% of employees are no leave , 4% of employees say that
they avail leave once in a month , 54% of employees mentions they takes leave twice in a
month , 34% of employees opinioned that avail leave more than < twice in a month ,

36

CHART- 4.7
ABSENCE IN MONTH APPROXIMATELY

54

34

8
4

Nil

Once

Twice

<Twice

37

TABLE - 4.8
THE CASUAL LEAVE IN CALENDAR YEAR

S.NO

Casual leave

No. of Respondents

Percentage

YES

29

58

NO

21

42

50

100

Total

Sources: primary data

Inference:
From the above table it mention, 58% of employees use the casual leave and 42% of employees
says that they wont avail the casual leave facility

38

CHART- 4.8

THE CASUAL LEAVE IN CALENDAR YEAR

60
50
40
30
20
10
0

yes

no

39

TABLE - 4.9

REASON FOR TAKE LEAVE DURING WORK DAYS

Reason for take leave

NO. of
Respondents

Percentage
(%)

Sickness

Lack of interest in job

06

12

Personal reasons

33

66

Long Working hours

16

50

100

S.NO

Total

Sources: primary data

Inference:
From the above table it has been inferred, that 6% of employees take leave due to
Sickness, 12% of employees take leave due to Lack of interest, 66% of employees avail leave due
to Personal reasons, 16% of employees are absent due to Long Working hours .
.

40

CHART- 4.9
REASON FOR TAKE LEAVE DURING WORKDAYS

Long Working hours

Personal reasons

Lack of interest in job

Sickness
0

10

20

30

40

50

60

70

41

TABLE - 4.10

LEAVE IN MONTH
S.NO

Absence in month

No. Of
Respondents

Percentage

21

42

15

14

6 10

22

44

50

100

1
2
3

TOTAL
Sources: Primary data
Inference:

From the above table it has been inferred that, 42% of the employees dont avail any
leave, 14% of the employees avail 1 5 days of leave an every month, and 44 % of the
employees avail 6 10 days of leave an every month.

42

CHART- 4.10
LEAVE IN MONTH

45
40
35
30
25
20
15
10
5
0
0 Month

1-5 Month

6-10 Month

43

TABLE - 4.11
SICKNESS MAKES YOU ABSENT FROM WORK
S.NO
1
2
3
4

No. Of
Respondents

Percentage

19

38

Sometimes

17

34

Very Seldom

16

No

12

50

100

Absent from work

Very often

TOTAL
Sources: Primary data
Inference:

From the above table it has been inferred that, 38% of employees are opinion that sickness makes
you absent from work Very often leave in month, 34% of employees are opinion that sickness
makes you absent from work Sometimes leave in a month, 16% of employees are opinion that
sickness makes you absent from work Very Seldom leave take in a month, 12% of employees
opinion that leave sickness makes you absent from work No leave in a month,

44

CHART- 4.11
SICKNESS MAKES YOU ABSENT FROM WORK

40
35
30
25
20
15
10
5
0
Very often

Sometimes

Very Seldom

No

45

TABLE - 4.12

WORKING ENVIRONMENT
S.NO

work
environment

No. Of
Respondents

Percentage

Excellent

12

24

good

22

44

Fair

Poor

13

26

50

100

2
3
4
TOTAL
Sources: Primary data
Inference:

From the above table it has been state that, 24% of employees felt that the working
environment excellent in G.B industry , 44% of employees felt that the working environment
good in G.B industry, 6% of employees a felt that the working environment fair in G.B industry,
26% of employees felt that the working environment poor in G.B industry .
46

CHART- 4.12

WORKING ENVIRONMENT

Poor

Fair

good

Excellent
0

10

15

20

25

30

35

40

45

47

TABLE - 4.13
STRESS IS PART OF WORK LIFE
S.NO

1
2
3

Stress is part of
work life

No. Of
Respondent
s

Percentage

strongly agree

20

40

agree

10

20

neutral

14

28

50

100

disagree

strongly disagree

TOTAL
Sources: Primary data
Inference:

48

From the above table it has been sates that 40%of the respondents strongly agree that Stress is
part of work life , 20% of the respondents agree that Stress is part of work life , and 28% of
the respondents mention neutral sates about work Stress ,4% of the respondents sates they
disagree with work Stress and 8% of the respondents sates they strongly disagree with work
Stress.
.

CHART- 4.13

STRESS IS PART OF WORK LIFE

percentage

di
sa
gr
ee
St
ro
ng
ly

ne
ut
ra
l

st
ro
ng
ly

ag
re
e

40
35
30
25
20
15
10
5
0

49

TABLE 4.14
FEEL ABOUT THE FACILITIES PROVIDE BY INDUSTRY
S.NO
1
2
3

Facilities

No. Of
Respondents

Percentage

Highly satisfied

10

20

satisfied

11

22

neutral

14

10

20

12

24

50

100

dissatisfied

Highly dissatisfied

TOTAL
Sources: Primary data

50

Inference:
From the above table it has been inferred, that 20% of the employee felt about your
facility Highly satisfied in the company , 22% of the employee felt about facility satisfied in the
company, 14% of the employee facilities neutral by the company,20% of the employee felt the
facilities are dissatisfied by the company and 24 % of the employee felt about your facilities
are Highly dissatisfied in the company.

CHART- 4.14
FEEL ABOUT YOUR FACILITIES PROVIDE BY INDUSTRY

25
20
15
10
5

at
is
fe
d

H
ig
hl
y

di
ss

at
is
fe
d

eu
tr
al
N

sa
tis
fe
d

di
ss

H
ig
hl
y

sa
tis
fe
d

51

TABLE - 4.15
SATISFIED THE PRESENT PROMOTIONAL POLICY

S.NO
1
2
3

Promotional policy

No. Of
Percentage
Respondents

Highly satisfied

satisfied

16

neutral

11

22

18

19

38

50

100

dissatisfied

Highly dissatisfied

TOTAL
Sources: Primary data

52

Inference:
From the above table it has been inferred, that 6% of respondents Highly satisfied
about the promotional policy, 16% of respondents felt satisfied the present promotional policy,
22% of respondents felt neutral the present promotional policy,18% of respondents felt
dissatisfied the present promotional policy and 38% of respondents felt Highly dissatisfied the
present promotional policy.

CHART- 4.15
SATISFIED THE PRESENT PROMOTIONAL POLICY

di
ss
at
is
fe
d

H
ig
hl
y

at
is
fe
d

eu
tr
al
N

sa
tis
fe
d

di
ss

H
ig
hl
y

sa
tis
fe
d

40
35
30
25
20
15
10
5
0

53

TABLE - 4.16
THE PROCEDURE FOR TAKING LEAVE IN YOUR ORGANIZATION

No. Of
Respondents

Percentag
e

giving a leave letter

16

32

Not giving a leave letter

18

36

asking a permission

14

Asking a permission mail

18

50

100

Procedure for leave

S.NO
1
2
3
4

TOTAL
Sources: Primary data
Inference:

54

From the above table it is to inferred that, 32% of the employees are use the procedure for leave
in giving a leave letter by the company ,36% of the employees are not procedure for use leave
letter by the company , 14% of the employees are procedure for a permission leave ,18% of the
employees are use the procedure for a permission for mail leave by company.

CHART- 4.16
THE PROCEDURE FOR TAKING LEAVE IN YOUR ORGANIZATION

Asking a permission mail

asking a permission

Not giving a leave letter

giving a leave letter

0

10

15

20

25

30

35

40

55

TABLE - 4.17
REASON FOR ABSENTS

S.NO

Reason for take

absent

NO. of
Respondents

Percentage
(%)

Personal problem

14

28

Health problem

03

Financial problem

Working environment

27

54

Others

50

100

Total

56

Sources: primary data

Inference:
From the above table it has been inferred, that 28% of the respondents due to Personal
problem in absenteeism, 6% of the respondents due to Health problem in absenteeism, and 4% of
the respondents due to employees are Financial problem in absent, 54% of the respondents due to
employees are Working facilities in absent 8% of the respondents due to employees are Others in
absent.
.

CHART- 4.17
REASON FOR ABSENTS

60
50
40
30
20
10
O
th
er
s

Fin
an
ci
al
pr
ob
le
m
W
or
ki
ng
en
vi
ro
nm
en
t

pr
ob
le
m
H
ea
lth

Pe
rs
on
al

pr
ob
le
m

57

TABLE - 4.18
AFFECTED BY INFECTIOUS DISEASES

S.NO

Affected by
infectious
diseases

No. of
Respondents

Percentage

YES

17

58

NO

23

42

50

100

Total

Sources: primary data

Inference:

58

From the above table it has been inferred, that 58% of the employees are affected
by infectious diseases and 42% of the employees are not affected by any infectious
diseases.

CHART- 4.18
AFFECTED BY INFECTIOUS DISEASES

59

no; 42%
yes; 58%

TABLE - 4.19
EMPLOYEE DEVELOPMENT TRAINING PROGRAM WILL HELP
REDUCING ABSENTEEISM RATE
Absenteeism rate
S.NO

No. Of
Respondent

Percentage

60

s
1
2
3

strongly agree

10

20

agree

10

neutral

15

30

18

36

50

100

disagree

strongly disagree

TOTAL
Sources: Primary data
Inference:

From the above table it has been inferred, that 20% of the employee strongly agree
that the training and development activities will reduce absenteeism in work place ,it is
mentioned that 10% of the employee says that they agree EDT will reduce absenteeism in work
place, state 30% of the employee says that they are in a neutral,36% of the employee says that
they disagree EDT will reduce absenteeism in work place and 4% of the employee says that
they strongly disagree EDT will reduce absenteeism in work place.

CHART- 4.19

61

EMPLOYEE DEVELOPMENT TRAINING PROGRAM WILL HELP

REDUCING ABSENTEEISM RATE

ne
ut
ra
l

di
sa
gr
ee
St
ro
ng
ly

st
ro
ng
ly

ag
re
e

40
35
30
25
20
15
10
5
0

62

TABLE - 4.20
WORK ASSIGNMENT ARE DISTRIBUTED ARE FAIRLY
S.NO
1

Work assignment

No. Of
Respondents

Percentage

strongly agree

23

46

agree

11

22

neutral

14

12

50

100

2
3
4

disagree

strongly disagree

TOTAL
Sources: Primary data
Inference

From the above table it is inferred, that 46% of the respondents strongly agree that the work
assignment are distributed are fairly in work place, 22% of the respondents says that they agree
work assignment are distributed are fairly in work place , 14% of the respondents say that they in
a neutral,12% of the respondents says that the disagree work assignment are distributed are fairly
and 6% of the respondents say that the y strongly disagree work assignment are distributed are
fairly employees in work place .

63

CHART- 4.20
WORK ASSIGNMENT ARE DISTRIBUTED ARE FAIRLY

Strongly disagree
disagree
neutral
agree
strongly agree
0

10

15

20

25

30

35

40

45

50

64

TABLE - 4.21
TO REDUCE ABSENTEEISM WHICH SHIFTS DO YOU PREFER IF IS
ADOPTED
S.NO

Reduce absenteeism

No. Of
Respondents

Percentage

General shifts

12

Fist shifts

16

Seconds shifts

19

38

Relay pattern (3 shifts)

17

34

50

100

1
2
3
4

TOTAL
Sources: Primary data
Inference:

From the above table it has been inferred that, 12% of the employees refried general
shifts will reduce absenteeism , 16% of the employees states that fist shifts will to reduce
absenteeism ,38% of the employees states that seconds shift will to reduce absenteeism ,
34%of the employees felt that relay pattern (3 shifts) will to reduce absenteeism

CHART- 4.21
65

TO REDUCE ABSENTEEISM WHICH SHIFTS DO YOU PREFER IF IS

ADOPTED

re
la
y

pa
tt
er
n

[3
sh
ift
s

sh
ift
s
se
co
nd
s

sh
ift
s
fr
st

ge
ne
ra
ls

hi
fts

40
35
30
25
20
15
10
5
0

TABLE - 4.22

66

FOLLOWING FACTORS WHICH HAS TO BE IMPROVED GB

INDUSTRY
Factors which has to be
S.NO improved GB industry

Drinking water

20

40

Sanitary conditions

18

36

Proper lighting

18

Ventilation / Safety

50

100

1
2

No. Of
Percentag
Respondent
e
s

3
4

TOTAL
Sources: Primary data

Inference: From the above table it has been inferred that, 40% of the employees felt drinking
water facility should be improved, 36% of the employees felt sanitary conditions must be
improved, 18% of the employees felt lighting facility has to be improved, and 6% of the
employees felt ventilation safety facility should be improved.

67

CHART- 4.22
FOLLOWING FACTORS WHICH HAS TO BE IMPROVED GB
INDUSTRY

ventilation / safety

proper lighting

sanitary conditions

Drinking water
0

10

15

20

25

30

35

40

68

TABLE - 4.23
TYPE OF MOTIVATION TECHNIQUES ADOPTED FOR EMPLOYEE
REGULAR TO THE WORK

S.NO

No. Of
Respondent
s

Percentage

Incentive

17

34

Bonus

13

26

Allowances

20

40

50

100

Motivation techniques

1
2
3

TOTAL
Sources: Primary data

Inference: From the above table it is inferred that, 34% of the respondents felt that hike in
incentive will motivate the employees, 26% of the respondents felt that bonus will be a
motivating factors , and 40of the respondents felt that allowances will be a motivating
factors.

69

CHART- 4.23
TYPE OF MOTIVATION TECHNIQUES ADOPTED FOR EMPLOYEE
REGULAR TO THE WORK

3
40
1
34
2
26

incentive

bonus

allowances

1. CORRELATION
70

1. Department Vs sickness makes you absent from work

sickness (y)

Department (x)
26
12
46
16
Total

38
34
16
12

xy
988
408
736
192
2324

x2
676
144
2116
256
3192

y2
1444
1156
256
144
3000

Correlation=xy/x2y2
*Correlation=232431923000
Correlation=0.033
There is significant relationship between Occupation Vs sickness makes you
absent from work

2.Experience Vs procedure for taking leave in your organization

Experience (x)

procedure for taking

xy

x2

y2

640
792

400
484

1024
1296

leave (y)

2O
22

32
36

71

34
24
TOTAL

14
18

476
432
2340

1156
576
2616

196
324
2840

Correlation=xy/x2y2
Correlation=234026162840
Correlation=0.517
There is significant relationship between Experience / Vs procedure for
taking leave in your organization

CHI SQUARE TABLE

How many days do you take leave in a month VS what type of motivation
techniques adopted for employee regular to the work
Observed Frequency
leave (o)

42

14

44

100
72

Regular (O)

34

26

40

100

Total

76/2

40/2

84/2

200

38

20

42

Expected frequency
O
42
34
14
26

E
32
32
20
20

O-E
10
-2
-6
-6

(O-E)2
100
4
36
36

(O-E)2/E
3.125
0.125
1.8
1.8

44

42

0.095

40

42

2
7.04

0.095

LEVEL OF SIGNIFICANT =(R-1)*(C-1)

= (3-1)*(3-1)
=2*2=4
Table value

CV Value

= 9.88Cv >7.04
Null Hypothesis; It state that, the calculated value is greater than table value.
ALTERNATION Hypothesis: so null hypotheses are rejected and alternatives hypotheses
accepted .

There is significant relationship between how many days do you take leave in a month

vs. what type of motivation techniques adopted for employee regular to the work
73

74

CHAPTER V
FINDINGS, SUGGESTION & CONCLUSION
FINDINGS OF THE STUDY
1. The some of the respondents 46% of employees is working under the age limit of 21-30
2. The Majority of the respondents66% of employees is male
3.The some of the respondents46% of employees is working under the Diploma/Degree
4.The Majority of the respondents58% of employees is married
5.The some of the respondents34% of employees is having 10-15 years of experience,
6.The some of the respondent46% of employees are earning below 20,000
7.The Majority of the respondents54% of employees is opinion that leave take in a month is
Twice
8.The Majority of the respondent58% of employees says yes the casual leave in calendar year
9.The some of the respondent48% of employees is Personal reasons Reason for take leave work
10.The Majority of the respondent44% of employees is opinion that leave take in a 6 10 month
11.The some of the respondent38% of employees is opinion that sickness makes you absent from
work Very often leave in month
12.The some of the respondent44% of employees is opinion good in working environment

75

13.The Majority of the respondent40% of employees are strongly agree Stress is part of work
life
14. The Majority of the respondent38% satisfied the present promotional policy of employees
is highly dissatisfied
15.The Majority of the respondent36% of employees is opinion that the procedure for taking
leave in your organization Not giving a leave letter

leave in a month

16.The Majority of the respondent54% of employees are Working environment in absent

17.The Majority of the respondent58% of employees says yes Affected by infectious diseases
18.The Majority of the respondent36% of employee development training program will help
reducing absenteeism rate disagree and
19.The Majority of the respondent46% of employee work assignment are distributed are fairly
strongly agree,
20.The some of the respondent38% of employees are to reduce absenteeism which shifts do
you prefer if is adopted seconds shifts
21.The Majority of the respondent40% of employees is to a factor which has to be improved
drinking water
22.The Majority of the responden40% of employees is opinion that motivation techniques
adopted for employee regular to the work allowance

76

SUGGESTIONS OF THE STUDY

The respondents were asked to give suggestions to reduce absenteeism. On the basis of their
response, following major suggestions can be helpful in reducing absenteeism in the GB
Engineering Enterprise Private limited.
Their personal problems should be solved through counseling in employees and family in help
to organization
Providing them good working condition is very essential to employee
Employee welfare facilities should be improved in GB Engineering Enterprise Private limited
and Salary should be increased in reducing employee absenteeism .
Supervisors behavior should be modified and Present working conditions should be improved
in GB Engineering Enterprise Private limited. improved medical facilities should be to the
employees
Recreation facility should be improved in the organization
Motivational training should be given to the employees at regular period of time. Skilled and
semi-skilled labors should be treated as same. But their benefits should be different GB
Engineering Enterprise Private limited.
Promotions have to be given to the employees for their excellent performance.
They should be paid equally which is equal to the other company employees in same industry.
The work load given to them should be minimized
The company should provide proper transport facility.
Most of The employees felt that second shift will be very much conducive for them
The company should provide proper drinking water and sanitation facility to the employee.

CONCLUSION
The management must first have a positive attitude towards absenteeism. Even though it not
possible to eliminate absenteeism completely. The provision of various facilities to reduce
absenteeism bound to involve substantial financial commitment for the management. The major
causes for absenteeism in the organization are the activities and policies of the organization. So
77

absenteeism visible but proves fatal for the industry. So reduction in absenteeism will helpful in
improving the productivity.
There are six factors which do not affect to the employee absenteeism. Those factors are
supervisor support, work overload, age of worker, salary, incentives and employee job fit. Among
these factors, salary and incentives are two special factors. Usually these two factors are most
recognized factors to motivate employees . In addition to above six factors targets of the given
time period becomes a less significant factor on employee absenteeism. All other variables are
averagely affecting factors on employee absenteeism. There is no any significant factor among
these eighteen factors considered by the researchers.

This study shows that is GB engineering industry a growing concept in todays scenario.
Employees absenteeism is Low level

for organization. However, the absenteeism can be

controlled and minimized by implementing good working condition, etc. Hence, it can be
concluded that people are the assets in any organization and absenteeism is the practice or habit of
being absence therefore the organization has to overcome with that for organization

78

CHAPTER-VII
A STUDY ON EMPLOYEES OF ABSENTEEISM IN GB ENGINEERING
ENTERPRISE PRIVATE LIMATED AT TIRUCHIRAPPALLI
Dear sir /madam,
We are final year student of MBA in Annai College of Arts and Science ,
kumbakonam.asa part of curriculum in fulfillment of our graduation as a part of
academic project work , in this regard questionnaire has been provided to you
work place to the employees .
Thank you.
OUESTIONNAIRE
1.

Name

Department

3.

Age

: [ ] 30 years and below

[ ] 41-5 0years

[ ]

31-40 year

[ ]

above 5O years

4.

Gender

: [ ] Male

[ ]

Female

Qualification

: [ ] Below SSLC

[ ]

HSC

[ ]

PG

[ ]

Unmarried

[ ] Diploma/Degree

6.

Marital Status

: [ ] Married

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7. How many years Experience you have

(a).5 years and below [ ]
(c). 11 15 Years

(b). 6 10 years

[]

[ ]

(d). Above 15 years [ ]

8. Employees salary
(a). RS 20,000 and Below [ ] ( b.) RS 21,000 30,000 [ ]
( c). RS.31, 000 40,000

[ ] (d). RS 41,000 50,000

(e). Above 50,000

[ ]

[]

9. Your absent in a month approximately

(a).Nil [ ]

(b).Once [ ] (c) Twice [ ] (d). <Twice [ ]

10. You avail all the casual leave in calendar years

(a).Yes [ ]

(b). NO [ ]

11. For what reason you take leave GB industry

(a). Sickness [ ] (b) Lack of interest in job [ ] (c). Personal reasons [ ]
(d). Long Working hours [ ]

(e). Others place specify [ ]

12. How many days do you take leave in a month

a).0 [ ]

(b). 1 5

[ ] (c). 6 10 [ ]

13. Does sickness makes you absent from work

(a).Very often [ ]

(b)Sometimes [ ] (c) Very Seldom [ ] (d). No [ ]

14. Your opinion regarding work environment

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a).Excellent [ ]

(b) good

[ ]

(c) Fair [ ] (d). Poor [ ]

15. Stress is a part of work life

a).strongly agree [ ]

(b)agree [ ]

(c).neutral [ ] (d). Strongly disagree

[]

16.How do you feel about your facilities provide by the GB industry

a). Highly satisfied [ ]

b). Satisfied [ ]

c).Neutral [ ]

d). Dissatisfied [ ]

e).Highly dissatisfied [ ]
17. You satisfied with the present promotional policies
a). Highly satisfied [ ]

b). Satisfied [ ]

c).Neutral [ ]

d) Dissatisfied [ ]

e).Highly dissatisfied [ ]
18. What is the procedure for taking leave in your organization?
a).giving a leave letter [ ]
(c). asking a permission [ ]

(b). Not giving a leave letter

[ ]

(d). Asking a permission mail [ ]

19. Reason for taking leave employee

a).Personal problem [ ]
c).Financial problem [ ]

b).Health problem [ ]
d).Working environment [ ]

e).Others [ ]
20. Are you affected by infectious diseases?
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(a).Yes [ ]

(b). NO [ ]

21. Employee development

absenteeism rate
a).strongly agree [ ]
e) strongly disagree

training

programs

(b)agree [ ]

will

help

reducing

(c).neutral [ ] (d).disagree

[]

22. Work assignment are distributed fairly

a).strongly agree [ ]
e)strongly disagree

(b)agree [ ]

(c).neutral [ ] (d).disagree

[]

23.To reduce absenteeism which shifts do you prefer if is adopted

a).General shifts[ ]

b).Fist shifts[ ]

c).Seconds shifts[ ]

d).Relay pattern (3 shifts)[ ]

24 .Among following factors which has to be improved GB industry

a).Drinking water[ ] b).Sanitary conditions [ ]
c).Proper lighting [ ] d ).Ventilation / Safety [ ]
25. What type of motivation techniques adopted for employee regular to the
work
a).Incentive [ ]
b).Bonus [ ]
c).Allowances [ ]
26. Any Suggestions : ______________________

BIBLIOGRAPHY
82

1.
2.
3.
4.
5.
6.

Arnold, J., Cooper, C., Robertson, I. 1995. Work Psychology: Understanding human
behaviour in the workplace. 2nd Edition. London: Pitman Publishing
Bell, J. 1999. Doing your Research Project. 3rd Edition. Bucks: Open University Press
Bennet, H. 2002. Employee Commitment: the key to absence management in local
government?. Leadership and Organisational Development Journal, Vol 23, Issue 8.
Bevan, S. and Hayday, S. 1998 . Attendance management: A review of good practice.

7. Journal of Managerial Psychology, Report 353 (December 1998).

WEBSITES:
www.google.com
www.yahoo.com
www.wikipedia.com

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