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A STUDY ON ABSENTEEISM

RANE (MADRAS) LTD.,

Introduction of the Study


Absenteeism is a universal problem and the extent of the absenteeism may differ from industry place to place and occupation to occupation. One of the most serious problems with which our industries are confronted is that of absenteeism. Absenteeism codes the potentiality, credibility and productivity of any company or organization. Absenteeism will create a distance between the employees on the management.

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A STUDY ON ABSENTEEISM

RANE (MADRAS) LTD.,

Objectives of the Study


Primary Objective: To examine the personal causes that give rise to absenteeism. To bring out the factors which affect the working atmosphere of the

employees that drives them to absenteeism.

Secondary Objective: To evaluate the internal and external reasons affecting the absenteeism

in the organization.

To find out the possible ways to reduce the rate of absenteeism.

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A STUDY ON ABSENTEEISM

RANE (MADRAS) LTD.,

Scope of the Study


To study and analyze the reason for absenteeism in all the Seven

production modules in Rane (Madras) Limited at Chennai. i. ii. To understand the relationship between employees attitude and moral. To find the absenteeism ratio and suggesting the management. To retain absenteeism ratio, if it is low or minimal. To reduce the absenteeism level, if it is more.

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A STUDY ON ABSENTEEISM

RANE (MADRAS) LTD.,

Limitations of the Study


1. The study is limited to only workers in various departments at Rane

(Madras) Limited. 2. Time is an important limitation in this project work. 3. The lack of co-operation from some of the respondents.
4. Some of the respondents are not interested in giving much information due

to their bias/busy work schedule.

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RANE (MADRAS) LTD.,

RANE (MADRAS) LTD


MISSION, VISION & VALUE STATEMENTS VISION To sustain market leadership and Retain tier I Supplier status through

Customer responsiveness, agility, innovation & Technology. MISSION & VALUE Provide superior products and services to our customers and maintain

market leadership.

Evolve as an institution that serves the best interests of all stakeholders. Pursue excellence through total quality management. Ensure the highest standards of ethics and integrity in all our actions.

OUR MOTTO : Customer Delight through Total Quality

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RANE (MADRAS) LTD.,

RANE HISTORY

Founded as Rane Private Limited in 1929, started as a trading house,

trading in automobiles and parts. Represented General Motors, Renault, American Motors etc.

Founded by Mr. T.R.Ganapathy Iyer, Rane started as a Trading House

for automobiles and parts. The history of Rane is, growing from this reputed Trading House into a major manufacturer of vital components for the Automotive Industry.

As first diversification from trading, in 1959 Engine Valves Limited was

established for manufacturing IC engine valves.

In 1960 Rane (Madras) limited commenced manufacture of Steering

Linkages (Tie rod ends).

Rane Brake Linings Limited was established in 1964 for manufacturing

friction materials.

In 1965 Rane Madras Limited discontinued with its trading activities. In 1975 Rane (Madras) Limited started manufacturing of Steering Gears. Rane Power Steering Limited was established in 1987 for manufacturing

Power Steering Systems (since 1997 Rane TRW Steering Systems Limited).

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Acquired Engine Components Limited in 1989 to manufacture tappets &

camshafts and chilled iron castings.


o

Two new JV companies formed in 1995 TRW Rane Occupant Restraints Limited Rane Nastech Limited In 1997, Rane TRW Steering Systems Limited was set up to

o
o

manufacture Power Steering Systems.

In the same year Engine Valves Ltd. Signed technology agreement with

TRW for Engine Valves.

In 1998 manufacturing of Engine Valves, guides, camshafts & tappets

were brought under one company viz. Rane Engine Valves Limited.

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RANE (MADRAS) LTD.,

ABOUT THE COMPANY


Rane has been an integral part of the Indian Automotive Industry since 1929. Seeking world-class technology, and adapting it perfectly to Indian conditions, RANE has been a key support system in the growth of the automotive industry. Today, the Rane group, under the leadership of Mr. L. Ganesh, Chairman, has in its fold manpower strength of 4500 people, and a sales turnover in excess of Rs.600 crores. The company enjoys total confidence of all the automotive manufacturers and users in India. This reputation has been built up, as a result of anticipating needs, and manufacturing products of international quality and reliability. The group has access to world-class technology through strong alliances - TRW Inc., USA, Nastech Ltd, Japan, TMD, UK, Unisia JKC, Japan etc. Rane in the area of Quality & Technology has to its credit four companies.

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Certified to ISO9000, three companies certified to QS9000. It offers global Products through Joint Ventures and has launched TQM as a major initiative. Ranes major customers in India are Ashok Leyland, Hyundai, Fiat, Maruti Udyog Ltd., Hindustan Motors, M&M, Hero Honda, TELCO, Eicher, TAFE, TVS Suzuki, Escorts, Indian Railways etc. To talk about Ranes international presence, its products reach over a hundred customers across the globe in 19 countries: Australia, Dubai, Italy, Japan, Singapore, USA, and UK, South Korea. Rane's prestigious customers include - AGCO Limited - Deutz AG - Hino Motors - Nissan Diesel, Japan - TRW Today at RANE, adopting new disciplines and new paradigms is a continuous process and this is translated into an ongoing process of modernization and upgradation, both of technical skills and product. A zeal for perfection is a part of the vision and values of the RANE Group. This is shared by every RANE employee.

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RANE (MADRAS) LTD.,

RANE GROUP COMPANIES


Rane Madras Limited (RML)

Incorporated in the year 1936, the company manufactures Steering Gear

assemblies, Steering linkages, suspension joints and control arms. RML has three Units located at Chennai, Mysore and Pondicherry, with total manpower strength of 1212 employees. It is an ISO9000 certified company. Rane Engine Valves Limited (REVL) REVL started manufacturing IC Engine valves in 1959 in collaboration with Farnborough Engg.,Co. UK, .Today it has 4 units - located at Alandur (Chennai), Medchal (AP), Ponneri, Aziz Nagar (Hyderabad) with a total manpower strength of 1462 employees. REVL is the leading manufacturer of valve train components in India and is one of the earliest exporters of auto components. Its other products are non-valve train components viz. valve guides, tappets and camshafts, Crankshafts for Air conditioners & clutch Boosters. All its plants are QS9000 certified.

Rane Brake Linings Limited (RBL)

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Incorporated in the year 1964. Honoured with DEMING prize, Rane Brake Linings is today a leader in Friction Materials in India. The Company has three Units situated in Chennai, Hyderabad & Pondicherry with an employee strength of 828.The company manufactures Friction materials - Brake Lining, Clutch facings, Disc Pads & Railway Brake Blocks which has applications in HCV, LCV, Cars, Tractors, Trains, Earthmovers and Two Wheelers. The group has access to world class Technology through strong alliances Nisshinbo Ind., Japan & TMD, U.K. RBL is an ISO9000 certified company. Rane TRW Steering Systems Limited ( RTSSL ) Incorporated in the year 1987, RTSSL with a total manpower strength of 637 employees has one unit situated in Viralimalai (Trichy) producing Power Steering Gears, and two in Guduvancherry producing Power steering gears for passenger vehicles and Hydraulic vane pumps. The Products have Applications in Heavy Commercial Vehicles (HCV), medium / Light Commercial Vehicles, Multi Utility Vehicles (MUL), and Passenger Cars.

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TRW Rane Occupant Restraints Limited (TROR)

Incorporated in the year 1995, this is a 50:50 Joint Venture between TRW Inc., and Rane ( Madras ) Ltd. with a total strength of 63 employees. TRW Rane produces Safety Seat Belt Systems. The company is a Lead Supplier of Safety Seat Belt Systems to all OEMs. TROR is a QS9000 certified company. Rane Nastech Limited (RNL) Incorporated in the year 1995, RNL is a 50:50 joint venture of Rane group and NSK Ltd., Japan.NSK is one of the world leaders in Energy Absorbing Steering Columns & Precision Bearings.

Located at Vallanchery Village (Guduvancherry) and with a total strength of 98 people, RNL produces - Energy Absorbing Steering columns, solid steering columns, intermediate shafts and coupling assemblies. NSL has proved its engineering capability by successfully developing columns for Honda City, Ford Ikon, Toyota Qualis, Maruti Zen & Omni. NSL is a QS 9000 certified company.

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ASSOCIATE COMPANIES
Karmobile Limited Started in 1936 as an Electrical Distribution Company and subsequently in the year 1973 started manufacturing engine valves for locomotive engines and defense applications. Having two plants, plant I located at Peenya (Bangalore), and Plant II located at Hirehalli (Tumkur) with a manpower strength of 530 employees. JMA Rane Marketing Limited

Is a Joint Venture with JMA for distribution of auto components.

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SI. N O 1.

COMPANY

UNIT/LOCATION

PRODUCT LINE Engine Valves Engine Valves (100% EOU)

Kar Mobile Limited

Plant I Peenya, Bangalore Plant II

2.

Rane

Brake Linings limited (RBL)

Plant I Ambattur, Chennai Plant II- Pregnapur, Hyderabad Plant III Pondicherry

Disc Pads, Clutch Facings, Brake Linings, Railway Brake Blocks Brake Linings, Clutch Facings, Railway Brake Blocks Railway Brake Blocks , Chord Wound Clutch Facings, NonAsbestos Brake Linings Engine Valves - doValve Guides, Valve Tappets Engine Valves, Cam shafts, Crank Shafts Steering Gear Assembly, Steering Linkage, Suspension Joint - do- doEnergy Absorbing & Solid Steering Columns Power Steering Gear Pumps for power steering gear Power Steering Gear for Passenger Vehicles

3.

Rane Engine Valves Limited (REVL)

Plant I- Alandur, Chennai Plant II Medchal, Hyderabad Plant III Ponnery, Chennai Plant IV Aziz Nagar, Hyderabad

4.

Rane Madras Limited (RML)

Plant

I Chennai

Velachery,

Plant II Mysore Plant III Pondicherry 5. 6. Rane Nastech Limited ( RNL) Rane TRW Steering Systems Limited Vallancherry, Chennai Plant I- Viralimalai, Trichy Plant II Pump Division, Guduvancherry, Chennai Plant III Power Rack & Pinion Division, Guduvanchery, Chennai 7. TRW Rane Occupant Restraints Limited (TROR) Singaperumal Koil, Chennai

Seat Belts

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A STUDY ON ABSENTEEISM

RANE (MADRAS) LTD.,

Delhi
Regional Sales Office

Rane (M adras) Limited


Bo mba y Pune

Manufacturing Unit

Mysore Chennai

Bangalore

Pondichery

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RANE (MADRAS) LIMITED LOCATIONS


CHENNAI UNIT I (ALSO RML CORPORATE OFFICE) COMMENCED ON SEGMENT MANPOWER MYSORE UNIT II COMMENCED ON SEGMENT MANPOWER : 1985 : Tractor : 498 : 1960 : M & HCV, LCV, UV : 708

PONDICHERRY UNIT III COMMENCED ON SEGMENT MANPOWER : 1996 : PASSENGER CAR : 218

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RANE (MADRAS) LTD.,

ABOUT RANE (MADRAS) LIMITED

Rane (Madras) Limited is part of the Rane group. Incorporated in the year 1936, the company today is a market leader in India in Steering Gears and Linkages. The company enjoys the reputation of being a leading and most preferred supplier for all domestic Original Equipment Manufacturers (OEMs). RMLs well-organized manufacturing facilities are spread over three units.
Unit I in Chennai spread over an area of 6.45 acres of land caters to all the

segmaints of auto industry.

Unit II located at Mysore with an area of 22 acres of land caters to the tractor segment.

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To cater to the Car segment, Unit III was set up with an area of 18.39 acres, at Pondicherry, with exclusive manufacturing facilities to manufacture manual Rack & Pinion Steering gears and Ball joints.

To obtain technology from the worlds best sources to manufacture products designed with world class features, the company has gone for technical collaborations with Quintal Hazel Limited, UK, Ehrenreich & Co., Germany, Burman & Sons Ltd., UK, NSK, Japan, TRW SSL, UK, TRW, USA. This access to state-of-the-art technologies, through collaborations with world leaders in the field, has ensured that the company always remains contemporary. Innovative new product development program is made practical by a wellequipped R&D. Our quality slogan Customer delight through Total Quality coveys our message towards customers, and their needs. RML has manpower of 1212 employees. The Company draws on their capabilities and talents, and invests in the development of their skills. These skilled personnel spearhead RMLs thrust into the future.

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MAJOR MILESTONES OF RANE (MADRAS) LIMITED


1929 Founded as Rane Private Limited, took up trading in Automobiles & parts .Represented General Motors, Renault, America Motors etc.
1960 1965 1975 1981

Commenced manufacture of TIEROD ENDS (Steering Linkage). Shedding of its trading activities. RML started manufacturing of Steering Gears. RMLs second manufacturing Unit set up at Mysore to cater to the demands of tractor segment.

1984

Signed an agreement for technical Collaboration with TRW, Germany signed.

1995

Third unit (Rack & Pinion Steering Gear division) set up at Pondichery to cater to the needs of passenger car segment.

1995

TRW Rane Occupant Restraints Limited incorporated as a joint venture between Rane (Madras) Ltd. and TRW Inc.

1995

Rane Nastech was incorporated. 2007 Rane (Madras) Limited wins Deming Prize.

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UNIQUENESS OF THE COMPANY


Only manufacturer of Steering Gears and Linkages Market leader in both product groups Steering & Suspension linkages Steering Gears

RML manufacturers all ranges of Manual Steering gears Re-circulating Ball Rack & Pinion

RML manufactures all ranges of linkages With grease nipple Greaser less Serviceable

Only company to supply the entire range of Auto Industry M&HCV, LCV, UV, Tractors & Passenger cars.

Certified to ISO 9001 & now gearing towards ISO/TS16949 RML meets in excess of 50% of the demand generated in India alone

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EXPORTS
RANE (Madras) is presently meeting the Original Equipment Manufacture (OEM) requirements of a leading tractor manufacturer in the UK. The company is also a regular source of supply of Original Equipment Spares to tractor manufacturers in the U.K and U.S.A. Products from Rane (Madras) also cater to the requirements of the replacement market in Sri Lanka, Indonesia and Middle East.

RESEARCH & DEVELOPMENT

In order to bring in continuous improvement in the products manufactured in RML, to develop features that reflect latest technological features, to cater to customer delight and to excel in competition in terms of quality, features and price, RML has established its R&D department that functions with sophisticated, state-of-the-art and technologically superior infrastructure facilities. In other words RANE focuses on customer service, even before the product reaches the hands of the customer.

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QUALITY POLICY
Rane (Madras) Limited is committed to fulfill customer needs through adequate Quality System & Procedures.

QUALITY SYSTEMS

ISO 9001 certified since 1995 Pondichery plant - QS9000 certification obtained in March 2001 Chennai targeted for ISO/TS16949 by 2004.Mysore has been Certified

TS16949 in 2003.

Entire Company is gearing towards achieving Deming award.

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RML GOALS

To retain our market and technology leadership positions in steering

systems and linkages

To reduce the impact of unstable OE domestic market on our business

To improve our contribution margins and achieve better cost efficiencies

To reduce our breakeven sales and increase volumes

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ORG. HIERARCHY / LEVELS

Chairman / Vice Chairman


Top Management

Director President Vice President General Manager Deputy General Manager Manager Deputy Manager Assistant manager Senior Executive Executive Senior Technical Assistant (Staff) Junior Technical Assistant (Staff) Operators (Workmen)
Unionize d Middle Management Senior Management

Junior Management

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PRODUCTS MANUFACTURED

Manual Steering Gear Range Manual Recirculating ball & nut type Steering Gear Gear Steering Gear Parts Box Rocker Shaft Worm Nut Drop arm Manual Rack & Pinion Steering

Application: M&HCV, LCV, UV, Tractor and Passenger cars

UV Utility Vehicle

LCV Light Commercial Vehicle

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Steering & Suspension Linkage products (SSLP)


Inner & Outer ball joints Tie-rod assembly Drag link /Center link assembly Suspension - Axle ball joint - Control arms

a1
Steering Linkage Parts Ball pin Socket Tube

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Application:
M&HCV, LCV, UV, Tractor, and Passengers Cars

Control arms:
Upper control arms Lower control arms
Application: Passenger Cars

UV Utility Vehicle

LCV Light Commercial VehicleM&HCV Medium & Heavy Commercial

Vehicle
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RANE CUSTOMERS
(All Four Wheeler Manufacturers in India) Ford India Ltd.( Ikon, Escorts ) Fiat India Ltd.( Uno, Palio, Sienna )

Maruthi Udyog Ltd.( 800cc, Zen, Versa ) Telco Ltd.(Indica) Ashok Leyland Ltd.( Iveco, Bison, Stallion) Eicher Motors Ltd. ( Canter) Mahindra & Mahindra Ltd.(Tractors) New Hollond Tractors Ltd.(Tractors) Escorts Ltd. (Tractors) TAFE (Tractors) Punjab Tractors Ltd.(Tractors)

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Vehicle Factory, Dept. of Defence ( Shaktiman, Nissan)

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TECHNICAL ASSOCIATIONS

COMPANIES Quintal Hazel Limited , UK Ehrenreich & CIE,

YEAR OF ASSOCIATION 1960-1970 1962-1972

PRODUCTS Steering Joints & Linkages Steering Joints Steering Gears Manual Rack & Pinion RCB Manual Gears Worm & Roller

Germany Burman & Sons Ltd., UK TRW SSL, UK NSK JAPAN TRW, USA

1973-1985 From 1995 From 1997 From 1998

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RML Attendance System:


Purpose: Country. 1. The total number of working days is 5 days a week.
2. The normal weekly holiday for all employees under regular shift work is

The object of established general employment conditions is to

ensure basic rules / norms & discipline are maintained uniformly across the

on Sunday. The Saturday is treated as additional holiday.


3. Compensatory Leave: If a person doesnt come for 1day in a week, he can

be allowed to work on Saturday / Sunday. Applicable only for workers. Hours of Work: The normal Working hour shall be 9 hours a day excluding half-an-hour break \ recess time. Shift Time: A Shift (Day) B Shift (Afternoon) General Shift Lunch Time: Morning Shift: Second Shift: The shift timings are as follows7.30 am 5.00 pm 5.00 pm 2.30 pm 11.30 pm 7.30 am 7.30 am 5.00 pm

Staggered Shift (Night) -

Lunch timings for the above shifts are as follows: Lunch: 12.00 13.00 Dinner: 21.00 22.00

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Attendance Recording System: Card Punching: To ensure that every employees has punched his

card 3 times in a shift, one at the start of the shift at 7.30 am (Shift-A) or at 5.00 pm (For Shift-B). Second punching after Lunch/Dinner, and then at the closing hour of the shift. Card punching after lunch break is not applicable for Non-Unionized employees. Attendance Downloading & Report generation:

When the employee punch his card, the data recorded in the punching

clock is transferred to the file in the computer through downloading & posting.

After downloading the attendance data of the previous day is posted as a

separate file. The data is checked trice a day


o

1st check 8.30 am (check the attendance of the Night shift) 2nd check after 9.30am (check for late coming in the Morning

Shift) 3rd check 5.00 pm.

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The strength (actual) of each shift is generated and submitted to HEAD

HR. A muster or attendance register for each employee is open in the system every month with all the particulars like Employment No., Name, Month and Holidays pertaining to that employee.

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Leave Limits:
Casual Leave: An employee is eligible for 10 days casual leave per calendar year. No employee is allowed to avail Leave of more than three (3) days continuously at a time. Privilege Leave: An employee is eligible for 30 days privilege leave in calendar year. National and Festival Holiday: Four National and Seven Festivals holidays are award each year. If Aavani Avittam falls on a weekly holiday, another festival holiday is selected. Maternity Leave: All female employees are entitled to Maternity leave. All female employees going on maternity leave are entitled for 84 days leave and benefits are available to them as per the Maternity Benefit Act. Leave on Loss of Pay: If an employee remains absent on LLP grounds from Monday to Friday, the succeeding weekly holiday Viz., Saturday and Sunday shall also be treated as leave on Loss of Pay. An employee who is on loss of pay for 24 days and above in a calendar year shall not be eligible for an increment. However loss of pay arising out sickness and accidents for continuous 10 days and above shall not be taken

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into account for arriving the 24 days.

Review of Literature
Meaning: Absenteeism has been variously defined authorities from time to time. Thus the term absenteeism refers to the workers absence from his regular task when he/she is scheduled to work. Any employee may stay away from work if he/she has taken leave to which he/she is entitled (or) some accident with out previous sanction leave. Definitions by Experts: Absenteeism is the total man shifts lost because as percentage of the total number of man shifts scheduled to work. Labor Bureau Simla. Absenteeism is the practice (or) habit of being as Absence and absentee is won who habitually stay away. Webster Dictionary.

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Types of Absenteeism: Authorized Absenteeism. If an employee absents himself/ herself from work by taking permission from his/her superior and applying for leave, such absenteeism is called as Authorized Absenteeism. Un-Authorized Absenteeism If an employee absents himself/ herself from work without informing or taking permission and without applying for leave, such absenteeism is called as Un-Authorized Absenteeism. Willful Absenteeism If an employee absents himself/ herself from duty willfully, such absenteeism is called as Willful Absenteeism. Caused by Circumstances beyond Ones control. If an employee absents himself/ herself from duty going to the circumstances being his/ her control like involvement in accidents or sudden sickness, such absenteeism is called as absenteeism caused by circumstances beyond ones control.

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Features of Absenteeism: Research studies undertaken by different authors reveals the following features of absenteeism. The rate of absenteeism is the lowest in pay day it increases Absenteeism is generally high among the workers between 45 to 58 The rate of absenteeism varies from department to department within Absenteeism in tradition industries is seasonal characters.

considerably on the following payments of wages and bonus. years of age. organization. Generally it is high in assembling section.

Effects of Absenteeism: Increasing rate of absenteeism adds considerable crash to the cost of

industry. Besides the loss of capital, absenteeism also adversely affects the process and the business profit. The effects of unauthorized absenteeism are more than other types of absenteeism.

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Causes of Absenteeism: Sickness: Sickness is one of the main reasons for the employees absenteeism in the company. Unhealthy Working Conditions: Excess heat, noise, low lighting, poor ventilation, dust, smoke, etc., causes the absenteeism of workers. Social and Religious Ceremonies: Social and Religious functions divert the workers to remain outside the worksite. Alcoholism: Workers mostly prefer to spend money and the consumption of liquor and enjoyment after getting the wages. Therefore the rate of absenteeism is more during the first week of every month. Unsound Personal Policies: The improper and unrealistic personal policies result in employees dissatisfaction. The dissatisfied employee intern prefers to be away from the work.

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Inadequate Leave Facilities: Negligence on the part of the employer to provide adequate leave facilities compels the workers to fall back on E.S.I. scheme, they are entitled to 56 days leave in a year on half pay instead of going without pay, the workers available themselves of third E.S.I. facility. Supervisors with oriented rather than man oriented approach are also a factors, which compels workers to absent themselves on an E.S.I certificate rather then avail of leave on benefited groups. Personal Factors: Such as martial, health, education, hobbies and extra curricular activities. When age and experience of the worker with longer experience had a better reward of presence less experienced worker to be make absent. Home Conditions: Such as distance from residences, mode of conveyance, family size, problems and responsibilities. Job Satisfaction: There is relationship between job satisfaction and absenteeism. i.e., job satisfaction is negatively calculated with absenteeism.

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Measures for Control of Absenteeism: Absenteeism is a serious problem for a management because it involves heavy additional expenses. Reserves and understudies are kept in readiness to take the place of the absentee, failing which the overhead cost of idly equipment has be faced. Industrial employees do not usually ask for leave of absence in advance as to how long they would be way. The Encyclopedia of social science suggests the following measures to reduce the absenteeism. Rate of Absenteeism:

The personnel management should encourage notification, especially in

cause of sickness. When the duration of absences is likely to be long.

In cause of personal and family circumstances. Eg., Illness of children.

Leave should be granted.

To reduce unavoidable absence due to sickness an industrial accidents,

programmers of industrial hygiene and safety should be strengthened.

Regularity in attendance can be encouraged to some extend and other

pecuniary Inducements. Absenteeism is probably natural human reaction to the routine of modern factory Life.

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RANE (MADRAS) LTD.,

Research Methodology
The systematic gathering recording and analyzing of the data about problems, formulating hypothesis and suggested collecting, organizing and evaluating data, making deductions and reaching conclusion and carefully testing the conclusions to determine whether they fit the formulating hypothesis. Aim of the study: Having assigned the task of conducting a survey for the esteemed and prestigious Rane (Madras) Ltd the aim of the research is Study of the reason that way for the increased rate of Absenteeism among workers in Rane (Madras) Ltd. Research Design: The process starts after selection of the topic research design denotes the planning of the resource study by which the research followed the below methods and techniques. The type of research design framed for the study is Descriptive Research. Sample Size: The survey is conducted with 110 employees of Rane (Madras) Ltd. This is determined by the considering the time factors and restrictions in the company.
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Sampling Techniques: The sampling technique is taken for the study is Convenience Sampling. Data Collection Method: After identifying and defining the research problem and determining specific information required is solve the problem, the task is to look for the type and source of data which may yield the desired results. Two types of data are being collected but the primary data form a major part of the study. The Two Types of Data Collection: Primary data & Secondary data Primary Data: These are the date that are freshly collected form the employees so as to find the increased rate of irregular attendance questionnaires are being, prepared and circulated among the employees so as to collect accurate data and results. Secondary Data: The process of secondary data collection and analysis is called research. It includes those data, which are collected for that earlier research work. Thus efficacious use of secondary data can save both money and time of the research. Company was the main source for secondary data, which provided the material for the research study.
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Collection of data through Questionnaires: This method of data collection is quite popular, particularly in case of big enquires. It is being adopted by private individuals, research workers, private and public organizations and even by governments. In this method a questionnaires is consists of a number of questions printed or typed in a definite order on a form or set of forms. The method of collection data by mailing the questionnaires to respondents is most extensively employed in various economic and business surveys. Respondents, who are not easily approachable, can also be reached conveniently. Large samples can be made use of and thus the results can be made more dependable and reliable. Statistical Tools Used: The statistical tools which will be used to analysis the data are: Chi-square analysis Sample percentage method
Chi-square analysis:

If the research is interested in determining whether the number of observations in or responses that fall into various categories differ from chance. If the data is normally scaled, a chi-square test is applied. The formula for computing chi-square is Chi-square = (Oi-Ei)/Ei Where Oi = Observed frequency Ei = Expected frequency
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The calculated value of chi-square is compared to the table value of chisquare for the given degree of freedom at specified level of significant. If the calculated value of chi-square is less than the table value the difference between theories and observation is considered to be significant that is it could not have raised due to fluctuations of simple sampling on the other hand. Sample percentage method: This method is used in making comparison between two or more series of data. Percentages are used to describe relationship percentages can also be used to compare the relative terms.

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Table No 1

Workers Gender

Factors Male Female Total

No. of Respondents 110 0 110

% of Respondents 100 0 100

From the above table, 100% of employees belong to male workers.

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Chart No 1

W o rk e rs G e n d e r
120 100 % of Respondances 80 60 40 20 0 M a le G e n d e rs 0% F e m a le 100%

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Table No - 2

Age of workers:

Age 18 25 Yrs 25 35 Yrs 35 45 Yrs 45 & Above Yrs Total

No. of Respondents 10 20 20 60 110

% of Respondents 9 19 19 55 100

From the above table, 55% of employees are in 45 years and above, 19% of employees are in between 25 to 45 years of age.

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Chart No - 2

A g e o f w o rk e rs
60 50 % of Respondances 40 30 20 10 0 1 8 - 25 2 5 - 35 Age 3 5 - 45 4 5 & A bo ve 9% 1 8% 18 % 55 %

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Table No - 3

Qualification of Employees:

Qualifications S.S.L.C I.T.I Diploma Engineering Total

No. of Respondents 45 35 25 5 110

% of Respondents 41 32 23 4 100

From the above table, 41% of employees have SSLC qualification, 32% of employees have I.T.I qualification, 23% of employees have Diploma & 4% of employees have Engineering qualification.

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Chart No - 3

Qualification of Employees
45 40 35 30 % of 25 Respondents 20 15 10 5 0 41% 32% 23%

4%

S.S.L.C

I.T.I

Diploma

Engineering

Qualification

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Table No 4

Work Experience:

Experience 0 5 Yrs 5 10 Yrs 10 15 Yrs 15 20 yrs 20 & Above Total

No. of Respondents 3 10 14 19 64 110

% of Respondents 3 9 13 17 58 100

From the above table, 58% of employees have 20 years and above work experience.

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Chart No 4

Work Experience
60 50 % of 40 30 20 10 0 3% 0 - 5 Yrs 9% 13% 17% 58%

Respondents

5 - 10 Yrs

10 - 15 Yrs

15 - 20 Yrs

20 & Above Yrs

Year of Experiences

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Table No 5 Distance from the Residence:

Distances 0 5 Kms 5 10 Kms 10 15 Kms 15 20 Kms 20 & Above Kms Total

No. of Respondents 15 35 35 20 5 110

% of Respondents 14 32 32 18 5 100

From the above table, 64% of employees are traveling between 5 15 kms daily from their residence to the office.

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Chart No - 5

D is ta n c e fro m th e R e s id e n c e
32% 35 30 25 % of 20 R e sp o n d e n te 5 1s 10 5 0 32% 18 % 14% 5%

0 - 5 5 - 10 10 - 1 51 5 - 20 2 0 & K m s K m s K m s K m s A b ove Kms D ista n ce in K il o m e te r

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Table No - 6 Mode of Transport:

Factors By Train & Walk By Govt. Bus By Own Vehicle By Walk Total

No. of Respondents 10 55 35 10 110

% of Respondents 9 50 32 9 5

From the above table, 50% of employees are coming to office by Government Bus, 32% of employees are coming to office by their own vehicle.

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Chart No 6

M o d e o f T ra n s p o rt

9%

9% B y Tra in & W a lk

32% 50%

B y G o vt . B u s B y O w n V e h ic le B y W a lk

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Table No - 7 Difficult to reach factory on time:

Factors Strongly Agree Agree Disagree Strongly Disagree Neither agree nor Disagree Total

No. of Respondents 0 35 40 15

% of Respondents 0 32 36 14 18

20 110 100

From the above table, 36% of employees Disagrees to reach the factory on time.

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Chart No 7

% o f R e sp o n d e n te s

D iff ic u lt t o r e a c h fa c to r y o n tim e

32% 40 30 20 10 0 S t r o n g ly A g r e e A g re e 0%

36% 14% 18%

S1 D is a g re e S t r o n g ly e it h e r a g r e e N D is a g r e n o r D is a g r e e e

D i ff i c u l t t o r e a c h

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Table No - 8 Job Satisfaction:

Factors Strongly Agree Agree Disagree Strongly Disagree Neither agree nor Disagree Total

No. of Respondents 45 55 10 0

% of Respondents 41 50 9 0 0

0 110 100

From the above table, 50% of employees Agrees about their job satisfaction & 41% of employees Strongly Agrees.

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Chart No - 8

J o b S a tis fa c tio n
60 50 % of Respondentes 40 30 20 10 0 S t ro n g ly A g re e A g re e 9 0 0 41 50

D is a g re e S t ro n g ly D is aNg e ite e r a g re e n o r re h D is a g re e F a c to r s

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Table No - 9 Salary Satisfaction:

Factors Strongly Agree Agree Disagree Strongly Disagree Neither agree nor Disagree Total

No. of Respondents 10 70 20 0

% of Respondents 41 50 9 0 0

10 110 100

From the above table, 50% of employees Agree that they are satisfied with the salary, 41% of employees Strongly Agrees that they are satisfied with the salary.

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Chart No - 9

S a la r y S a tifa c tio n
64% 70 60 50 % of 40 R e s p o n d e 3 0te s n 18% 9% 9% 20 0% 10 0 S t ro n g ly g r e eD is a g re et ro n g ly e it h e r A S N A g re e D is a g ra g re e n o r ee D is a g re e F a c to r s

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Table No - 10

Team workers are regular to work:

Factors Strongly Agree Agree Disagree Strongly Disagree Neither agree nor Disagree Total

No. of Respondents 10 95 0 0

% of Respondents 9 86 0 0 5

5 110 100

From the above table, 86% of employees Agrees that they team workers are regular to work.

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Chart No 10

Team workers are regular to work


5% 0% 9%

86% Strongly Agree Disagree Neither agree nor Disagree Agree Strongly Disagree

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Table No 11 Good co-operation with colleagues:

Factors Strongly Agree Agree Disagree Strongly Disagree Neither agree nor Disagree Total

No. of Respondents 20 90 0 0

% of Respondents 18 82 0 0 0

0 110 100

From the above table, 82% of employees Agrees that they are having a Good cooperation with their colleagues.

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Chart No - 11

G o o d c o -o p e r a tio n w ith c o lle a g u e s


82% 90 80 70 60 50 % o f R e s p o n d e n te s 40 18% 30 20 0% 0% 0% 10 0 S t ro n g ly A g re e D is a g re eS t ro n g ly N e it h e r A g re e D is a g re a g re e n o r e D is a g re e F a c to r s

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Table No 12 Cordial relationship with higher authorities:

Factors Strongly Agree Agree Disagree Strongly Disagree Neither agree nor Disagree Total

No. of Respondents 5 100 5 0

% of Respondents 5 90 5 0 0

0 110 100

From the above table, 90% of employees Agrees that they are having cordial relationship with their higher authorities.

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Chart No - 12

C o r d ia l r e la tio n s h ip w ith h ig h e r a u th o r itie s


100 80 60 % of R e sp o n d e n te0s 4 20 0 5% 5% 0% 0% 91%

S t ro n g ly A g re e D is a g re e t ro n g lyN e it h e r S A g re e D is a g rea g re e n o r e D is a g re e F a c to r s

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Table No 13 Ranking the factors of Absenteeism:

Factors Work Stress Family Stress Personal Problem Unexpected Work Inadequacy leave facility Total

No. of Respondents 10 30 45 25

% of Respondents 9 27 41 23 0

0 110 100

From the above table, 41% of employees are taking leave due to their Personal problem, 27% are due to Family Stress, 23% are due to Unexpected works & 9% of employees are taking leave due to Work stress.

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Chart No 13

R a n k in g th e fa c to rs o f A b s e n te e is m

23 %

0% 9 %

2 7%

41%

W ork S tres s U ne xpec te d W ork

F am ily S tre s s

P e rs o nal P ro blem

In ade qu ac y le ave fa c ility

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Table No 14

Type of Leave Taking frequently:

Types of Leave Casual Leave Privilege Leave Total

No. of Respondents 100 10 110

% of Respondents 91 9 100

From the above table, 91% of employees prefer to use their Casual leaves.

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Chart No 14

T y p e o f L e a v e T a k in g fre q u e n tly

9%

91%

C a s u a l L e a ve rivile g e L e a ve P

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Table No 15 Receiving the Leave Grievances

Factors Yes No Total

No. of Respondents 95 15 110

% of Respondents 86 14 100

From the above table, 86% of employees are receiving the Leave grievances from the company.

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Chart No 15

R e c e iv in g th e L e a v e G rie v a n c e s

100 80 60 % of R e sp o n d e n te 40 s 20 0

86%

14%

Y es F a cto rs

No

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Table No 16

Compensating the leave taken days

compensating the days No. of Respondents Yes No Total 100 10 110

% of Respondents 91 9 100

From the above table, 91% of employees are compensating their leave taken days by working on any weekends.

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Chart No 16

C o m p e n s a tin g th e le a v e ta k e n d a y s
91% 100 80 60 % of Re sp o n d e n te 40 s 20 0 Y es F a cto rs No

9%

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Table No 17

Other source of Income:

Other Income Yes No Total

No. of Respondents 10 100 110

% of Respondents 9 91 100

From the above table, 9% of employees have other sources of income.

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Chart No 17

Other sources of Income

Ye s 9%

No 91%

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Table No 18 I feel boredom in doing the assigned duty:

Factors Strongly Agree Agree Disagree Strongly Disagree Neither agree nor Disagree Total

No. of Respondents 0 40 50 5

% of Respondents 0 36 45 5

15 110

14 100

From the above table, 45% of employees Strongly Disagrees the work boredom.

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Chart No - 18

I fe e l b o re d o m in d o in g th e a s s ig n e d d u ty
50 40 30 % of R e sp o n d e n te 0 2s 10 0 0% 45% 36%

14% 5%

S tro n g ly A g re e D is a g re e tron g lyN e ith er S A g re e D is a g rea g re e n or e D is a g re e F a c to rs

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Table No 19 Satisfied with the company policy:

company policy Strongly Agree Agree Disagree Strongly Disagree Neither agree nor Disagree Total

No. of Respondents 15 90 5 0

% of Respondents 14 82 5 0

0 110

0 100

From the above table, 82% of employees Agrees with their company policies.

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Chart No 19

S a tis fie d w ith th e c o m p a n y p o lic y


82% 90 80 70 60 % o f 50 4 te R e sp o n d e n 0 s 30 14% 20 5% 0% 0% 10 0 S t ro n g ly g re eD is a g re et ro n g ly e it h e r A S N A g re e D is a g reg re e n o r ae D is a g re e F a c to r s

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Table No - 20 I feel safety in my work place:

Factors Strongly Agree Agree Disagree Strongly Disagree Neither agree nor Disagree Total

No. of Respondents 10 95 5 0

% of Respondents 10 86 4 0

0 110

0 100

From the above table, 86% of employees Agrees that they feel safety in their work place.

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Chart No 20

I fe e l s a fe ty in m y w o rk p la c e
100 80 % of Respondentes 60 40 20 0 S t ro n g ly A g re eA g re e D is a g re e F r a c to rs 10% 4% 0% 0% 86%

S t ro n g ly N e it h e r a g re e D is a g re e n o r D is a g re e

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Table No 21 The shift that I feel convenient for me:

Other Income I Shift II Shift III Shift Total

No. of Respondents 90 15 5 110

% of Respondents 82 14 5 100

From the above table, 82% of employees feel comfortable to work in I Shift.

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Chart No 21

The shift that I feel convenient for me


5%

14%

81%

I - Shift II - Shift III - Shift

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Table No 22

Minimum no. of leave taken days for one year:

Leave taken days 0 - 2 Days 2 - 4 Days 4 - 6 Days 6 - 8 Days Total

No. of Respondents 0 20 30 60 110

% of Respondents 0 18 27 55 100

From the above table, 55% of employees are taking minimum no. of leaves, number of leave is 6 8 days for a year.

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Chart No 22

M in im u m n o o f d a y s le a v e ta k e n fo r o n e y e a r
60 50 % of Respondentes 40 30 20 10 0 0% 0 - 2 D ays 2 - 4 D a ys D a ys 4 -6 D a y s 6 - 8 D ays 18% 27% 55%

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Table No 23

Maximum no. of leave taken days for one year:

Leave taken days 10 Days 15 Days 20 Days 25 Days Total

No. of Respondents 70 15 20 5 110

% of Respondents 64 14 18 5 100

From the above table, 64% of employees are taking maximum number of leaves, leave is 10 days for a year.

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Chart No 23

M a x im u m n o . o f d a y s le a v e ta k e n F o r o n e y e a r
70 60 50 % of 40 R e sp o n d e n te s 30 20 10 0 64%

14%

13%

5%

10 D ays 15 Days 20 Days 25 Days D a ys

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Table No 24

Getting Leave Approvals:

Leave Approvals Prior Permission After Permission Without Permission Total

No. of Respondents 95 15 0 110

% of Respondents 86 14 0 100

From the above table, 86% of employees are getting Prior approvals for their leaves.

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Chart No 24

L e a v e A p p ro v a ls

14% 0%

86%

P rio r P e rm is s io A fte r P e rm is s io W ith o u t P e rm is s io n n n

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Table No 25

Suggestions from employees:

Suggestions Bus Facilities Leave Grievance increases Every thing is Ok Total

No. of Respondents 30

% of Respondents 27

15 65 110

14 59 100

From the above table, 59% of employees are accepting that Every thing is Ok, 27% of employees expecting Bus Facilities & 14% of employees wants to increase Leave Grievances.

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Chart No 25

S u g g e s tio n s fro m e m p lo y e e s

27%

59% 14%

B u s F a c ilit ieL e a ve G rie va n c e in c reE s ery t h in g is O k s a ve s

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CHI SQUARE TEST Relationship between Leave Grievances & Compensating Days.
Ho- There is no significant difference between Leave Grievances & Compensating Days. H1 - There will be significant difference between Leave Grievances & Compensating Days. Observed Frequency: Assuming Sample Size is 110

Factors Yes No Total

Receiving Compensating leave leave taken grievances days 95 100 15 10 110 110

Total 195 25 220

Expected Frequency Variables Leave Compensatio n Yes 98 98 No 13 13

CHI SQUARE TABLE O 95 15 100 10 Total E 98 13 98 13 O-E -3 2 2 -3 (O-E)2 9 4 4 9 (O-E)2/E 0.0918 0.3076 0.0408 0.6923 1.1325
95

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Proceed further as per CHI Square formula. Calculation for Degree of Freedom = (C-1) (R-1) = (2-1) (2-1) =1 From Table 5% level of Significance at Degree of Freedom 1=3.84 Calculated Value = 1.1325; Table Value = 3.84 The Calculated value is less than Table Value then Null Hypothesis (H0) is accepted. Hence, there is no significant difference between Leave Grievances & Compensating Days.

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Findings

1. 55% of employees are in 45 years and above, 19% of employees are in between 25 to 45 years of age. 2. 58% of employees have 20 years and above work experience. 3. 41% of employees have SSLC qualification, 32% of employees have I.T.I qualification, 23% of employees have Diploma & 4% of employees have Engineering qualification. 4. 58% of employees have 20 years and above work experience. 5. 64% of employees are traveling between 5 15 kms daily from their residence to the office. 6. 50% of employees are coming to office by Government Bus, 32% of employees are coming to office by their own vehicle. 7. 36% of employees Disagrees to reach the factory on time. 8. 50% of employees Agrees about their job satisfaction & 41% of employees Strongly Agrees.

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9. 50% of employees Agree that they are satisfied with the salary, 41% of employees Strongly Agrees that they are satisfied with the salary.
10. 86% of employees Agrees that they team workers are regular to

work. 11.82% of employees Agrees that they are having a Good co-operation with their colleagues.
12. 90% of employees Agrees that they are having cordial relationship

with their higher authorities.


13. 41% of employees are taking leave due to their Personal problem,

27% are due to Family Stress, 23% are due to Unexpected works & 9% of employees are taking leave due to Work stress.
14. 91% of employees prefer to use their Casual leaves. 15. 86% of employees are receiving the Leave grievances from the

company.
16. 91% of employees are compensating their leave taken days by

working on any weekends.


17. 9% of employees have other sources of income. 18. 82% of employees Agrees with their company policies.

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A STUDY ON ABSENTEEISM

RANE (MADRAS) LTD.,

19. 86% of employees Agrees that they feel safety in their work place. 20. 82% of employees feel comfortable to work in I Shift. 21. 86% of employees are getting Prior approvals for their leaves. 22. 59% of employees are accepting that Every thing is Ok, 27% of

employees expecting Bus Facilities & 14% of employees wants to increase Leave Grievances.

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A STUDY ON ABSENTEEISM

RANE (MADRAS) LTD.,

Suggestions
Absenteeism is in control as per the survey in the organization, so the following feasible suggestions are proposed to the management of the organization to sustain with the current rate of absenteeism. 1. To allow employees to compensate their leaves by working on any weekends as the employees prefer too. 2. The management should continue encouraging the employees, who are not taking any leaves 3. To continue the good relationship between the employees and their higher authorities. 4. To conduct stress management trainings as applicable to employees. 5. To make them to feel good working atmosphere within the organization.

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A STUDY ON ABSENTEEISM

RANE (MADRAS) LTD.,

Conclusion
Thus, the project studies on Absenteeism in Rane (Madras) Limited gives me a good exposure to learn about the employees attitude related to leaves. The company is recording un-authorized absenteeism as nil and authorized absenteeism in between 2-3 % in their organization, so the management provided this project for us to understand the pulse of the employees and to know how they are feeling about the management related to leave policies. Its a pleasure to know that the management satisfying all their employees by providing good leave policies to their employees. At the end of the study, we proposed the suggestion to the management to maintain the absenteeism rate by collecting the feedbacks from their employees.

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