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CHAPTER I INTRODUCTION

CARGO MOTORS PVT LIMITED


Cargo Motors Pvt Limited, (CMPL) was established by late Shri Y.P. Nanda, founder Chairman & Managing Director. He started his career in the Automobile Industry around 1948 and in 1959 seeing his enterprising abilities Telco awarded a Dealership to the Company for Sales and Service of Tata Vehicles, for the remote area of Kutch at Gandhidham in Gujarat and presently enjoys the honour of one of the prestigious and leading Telco commercial vehicles and passenger car dealer. Cargo Motors Pvt Limited, (CMPL) has been associated with Tata Motors for the last fifty years. We commenced operations selling commercial vehicles in the Kutch region of Gujarat after our Founding Chairman was awarded the dealership in 1959. Since then we have expanded our territories into Punjab and Rajasthan and have a state-wide presence in Gujarat. We are the largest selling dealer for Tata commercial vehicles and have also diversified into passenger cars and construction equipment. To support our existing main business of car dealership, Cargo Logistics was set up as a venture into the car transportation business to maintain our leadership in selling maximum numbers of Telco cars with focus on enhanced customer service with uninterrupted supply chain. To leverage on the growing Indian economy and development of infrastructure, Cargo Motors has added a new wing to its services Integrated Transportation & Logistics Solution: to focus on the demands and needs of the customer. The company is also involved with Chassis Transportation Ex. Pune & Ex. Tata Nagar. We are authorized transporters for TATA Motors, Honda , The Vardhman Group, etc. The New Wing is currently engaged in transportation of automobiles & also providing complete logistics solutions across India for its prestigious customers. It has always moved ahead with the paramount objective to organize and streamline cargo transportation industry in India. We value our clientele and always aim to provide world-class service and customer satisfaction.

Cargo Construction Pvt. Ltd. was set up in 2005 and is the division dealing in TELCON Construction equipment and spares. We are authorized dealers for TELCONs full range of products based in Delhi and The NCR.

The Cargo Group has also recently entered into the Hospitality sector in consortium with our sister concern, Bharat Hotels Pvt. Ltd. We plan on opening a string of Business Hotels in the major cities of Gujarat and Punjab in the next five years. Our collective vision at The Cargo Group is to achieve the highest customer satisfaction & delight.

VISION MISSION
To be a customer-oriented, multi-technology, multi-specialist transport system in Indian and International markets, with a proven commitment to excellence in every facet of activity, and the pursuit of value-based policies to satisfy the aspirations of society, customers, vendors, employees and the entire Automobile and Transport Industry.

QUALITY POLICY
To achieve customer satisfaction by providing reliable cargo transportation services through human resource development, technological up gradation, adherence to professional ethics and quality operational systems.

OUR VALUE SYSTEM


To be a learning and growing company. To be positive for attaining global standard in the quality of services we offer. To have mutual trust, respect, open communication and transparency of action in all spheres of activity. To be a responsible, environment-friendly company and adopt latest technologies available to reduce our Carbon Footprint. To be a truly World-Class company.

BOARDS OF DIRECTORS
We are a professionally managed Company, where all the Directors take active part in Day to Day Business / Operations leading a team of Professional Managers & Personnel, with a view to achieve the goals and targets set by Principals. For Cargo Motors Private Limited, future is always not only challanging but also promising and exciting too. The Company is set to achieve new Horizons in its mission once the strategic growth plans are put into operation. The following are the Directors of the Company. Mrs.Raj KumariNanda,Chairperson & Managing Director. Mr.Vimal Gujral, Executive Director. Mrs.Anita Nanda, Director. Ms.Devki Nanda, Director. Mr.Pravesh Nanda, Director. Mr. Aditya Nanda, Executive Director. Mr.Jayant Nanda, Director.

WHY US
Incorporated in 1959, CARGO MOTORS PRIVATE LIMITED is one of the leading Dealers for all range of TATA vehicles in the Country with an impressive consistent performance record for the past several decades. Under the able guidance of Founder-Chairman Late Shri Y.P.Nanda, Cargo Motors Private Limited has achieved phenomenal growth in all areas of its operations. This spirit and dedication is still carried with perseverance. Our presence in Kutch is more than four dacades old and name of our Company is known in each and every City, Town and Village of the District. Cargo Motors is also having the main Dealership of Tata Vehicles at Ahmedabad, Gandhidham,Baroda and Jamnagar covering the Districts of Ahmedabad, Kutch, Gandhinagar, Baroda, Panchmahal, Dahod, Sabarkantha, Mehsana, Patan,

Banaskantha, and Jamnagar in the State of Gujarat as well as Sales out-lets at Bhuj,

Mehsana, Palanpur, Himatnagar and Godhra. and are also Dealers for M/s.Tata Motors Limited in the State of Punjab for the Districts of Jalandhar, Kapurthala, Amritsar, Nawanshahr and Gurdaspur. The Company is also having Dealership of Honda Motorcycle & Scooters (India) Pvt. Ltd., (HMSI) in Gandhidham (Gujarat). Today with a 1765 people strong family, Cargo Motors has become one of the most sought after Transportation & Logistics companies in India. The fact is well endorsed by the customers nationally. With a fleet of more than 270 vehicles including trucks, trailers, 32ft containers & LCVs and with a network of warehouses in major cities in India, Cargo Motors offers a truly integrated bouquet of total Logistics Services to its customers. We have our Construction equipment division dealing in the TELCON construction equipments & spares. We are also into hospitality industries with our own hotels & resorts. Cargo Motors has a quality policy in place which ensures that each member of the Cargo Motor family complies with the set quality norms. All the processes that we undertake have an internal quality standard. Even our drivers are ensured to be compliant with the norms set forth for safety, security and quality. The processes are thoroughly monitored and regularly audited.

NETWORKS

CLIENTS
Cargo Motors Markets & Customers Cargo Motors has been servicing more than 550 districts out of the total 602 districts in India.The network is ever growing. Industry segments that Cargo Motors caters to right now are: Automobile Textile & Fashion Engineering & Manufacturing Pharmaceuticals & Chemicals IT Projects Audio, Video & telecom Public

INTRODUCTION TO ABSENTEEISM
The regularity and stability of the labour force plays an important role in the prosperity and development of an industrial unit. The co-operation of workers is essential for the good health of any organization become a major problem for the management. The exist of workers or their absence from work disturbs production schedule. Any make shift arrangement for absent workers will be a costly affair for the enterprise. Statistical data have proved that the loss on account of absenteeism is more than of industrial disputes or any other problem. Thus the problem of absenteeism is more serious threat than any other industrial problem.

Absenteeism is not the problem of underdeveloped countries only but it is a universal phenomenon. It varies from 7% to 30% but in extreme cases it goes upto even 40%. The degree of absenteeism may differ from place to place, occupations and industries as compared to other. Even in a particular industry, the degree of absenteeism may vary in different departments.

MEANING AND DEFINITIONS


Absenteeism means a condition where a worker keeps himself away from the work without any notice. Absenteeism has been vigorously defined by different authorities: 1. According to Labour Bureau Simia Absenteeism is the total manshift lost because of absence as a percentage as of the total number of manshift schedule to work. 2. According to Websters Dictionary Absenteeism is the practice or habit of being an absence and an absenter is one who habitually stay away.

In other it signifies the absence of employees from work when he schedule to be at work. It is un-authorised, un-emplained avoidable and evilful absence from week. An employee is considered schedule to work when the employer has kept the work ready for him and the worker is aware of it but still does of report for duty. An employee may stay away from work if he has taken leave to which he is entitled or on the ground of stickiness or some accident. Thus absence may be authorized or unauthorized evilfull or caused by circumstances beyond ones control.

Seligman says that absenteeism is the time lost in industrial establishment by avoidable or unavoidable absence of employees. Absence of a worker on account of strike or lockout or lay off, that is involuntary absence, is not considered as absence for the purpose of absenteeism.

It may be noted here that no uniform definition of absenteeism prevails. The labour Investigation Committee has, therefore, suggested that a statistical agency whether sponsored by the Govt. or a Private body should ensure that employee maintain figures on the basis of precise and uniform definition.

ABSENTEEISM RATE
Absenteeism is measured in the form of rate absenteeism. For calculating to rate of absenteeism two factors are taken into consideration: 1. The number of persons scheduled to work. 2. The number of workers actually present.

Thus rate of absenteeism during a particular to the total of corresponding Mondays. The rate can be calculated through an noted formula as under: Rate of Absenteeism = Mondays lost during a certain period x 100 Total Mondays during the period

PECULLIAR FEATURES OF ABSENTEEISM


The rate of absenteeism is lower on per day. The absenteeism is high among workers of less than 25 years and above 40 years. The reasons of absenteeism amongst youngsters is due careless attitude whereas old people may not be able to continue with strenuous work. The absenteeism is more in night shifts than in day shifts. In India, absenteeism is highest in April-May and September-October months due to harvesting and sowing seasons. Industrial workers temporarily shift to agriculture work during these months. In coal an mica mines industry the absenteeism rate is high because of rising and ordeal nature of job.

CAUSES OF ABSENTEEISM
Absenteeism is a serious problem of an industry. In order to achieve the organizational objectives, it becomes necessary that the problem of absenteeism should be minimized. In order to minimize this problem, it becomes necessary to determine its causes following are the important causes:-

1.

Unhealthy working conditions : If working conditions are not good then workers frequently absent themselves from work, heat, moisture, noise, bad lighting, dust, over crowding affect workers health causing them to remain absent for longer periods.

2.

Mal adjustment at work place : Workers, sometimes, do not adjust to the situation prevailing at work place. Workers coming from rural to urban areas do not adjust at those places. The congestion, insanitation, fast life at urban areas is not to the liking of village work. They frequently go back to village after absenting from work.

3.

Industrial fatigue : Fatigue is also an important cause of absenteeism. To earn more wages, workers may do overtimes or may work at a higher speed. They may not be able to face additional burden and fell ill leading to long absenteeism.

4.

Personal Reasons : A worker may be absent due to personal reasons also. These reasons may be illness, family problems, education, lack of interest in the work etc.

5.

Social and Religious Ceremonies : Social and religious ceremonies are a major cause for absenteeism. These functions divert the attention for workers and they spend too much times on there activities. Some studies have shown that rate of absenteeism has been higher awing festival periods as compared to other periods.

6.

Lack of Satisfaction : If the worked are not satisfied with their job. They will not be regular and punctual. Dissatisfaction reasons such as work below his status and work above his status.

7.

Alcoholism : The habit of alcoholism is very common among workers. They want to forget their domestic worries by drinking alcohol. Drinking becomes their habit and it hangover on the next day compels them to absent from work.

8.

Economic Causes : Another important reason of absenteeism may be economic. The workers may not satisfied with the remuneration they are getting or they may not be satisfied with the opportunities of growth and development.

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9.

Absence or Inadequate welfare facilities : There may be inadequate facilities for drinking water, sanitation, canteen, rest rooms, crches etc. Workers feel inconvenience at work. They go back to their homes for having some rest.

10.

Inadequate leave facilities : The workers do not get proper leave facilities for attending to family work. Since they are entitled for limited number of leaves. They do not go to work whenever they have to attend to family needs.

11.

Age : Absenteeism is higher among teenagers and old person. Teachers are casual in their work and old people exhausted after continuos work.

12.

Additional source of Income : This is also another reasons of absenteeism. Worked may absent from their job because they may have additional source of income like agriculture.

13.

Effect of Night Shifts : This is also another reasons for absenteeism of the workers.

CONSEQUENCES OF ABSENTEEISM
Absenteeism is a serious problem of the industrial world of today. It affect both the employees and the employers adversely. Important consequences of absenteeism may be as follows :-

1.

absenteeism stop the entire process of production. It stops the machine and hampers smooth flow of work.

2.

The rate of production and the productivity remains low. The production targets are upset.

3.

As a result of loss production, the cost of production increases, it results in the reduced margin of the profit of the industry.

4.

As a result of selling price of the commodity is to do increased. If the customer have to pay more for the commodity.

5.

Frequent absenteeism of the workers decreases their working efficiency also. It also reduces their interest in the work.

6.

Due to absenteeism of regular workers, the industry has too depend upon casual or sun-standard employees, it causes many problems in itself such as breakdown of efficiency, low quality of production, wastages of raw material etc.

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7.

Frequent absenteeism of workers effects the economy of the workers. It reduces their incomes.

8.

High rate of absenteeism is also a reason of absenteeism is also a reason of indiscipline among the workers enterprise gets itself enable to meet the

demand of market in full and it causes delay in the supply of the valuable customers.

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The adverse effect of absenteeism may be summarized and illustrated with the help of the diagram given as follows :-

CIRCLE OF THE CONSEQUENCES OF ABSENTEEISM

Company (Low Production Low Profit)

Workers (Low Income)

Government (Less Revenue)

Shareholders (Less Dividend)

ABSENTEEISM

Raw Material Suppliers (Less Order)

Society (Less Verities of Goods & Services)

Competitions (Unhealthy Practices)

Consumer (High Price Low Satisfaction)

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MEASURES FOR CONTROL OF ABSENTEEISM


Absenteeism is a serious problem because it involves additional expenses. No single measure can help in controlling this problem. There should be a combination of measures to control this problem. Some of the measures are as follows: 1. Provisional of healthful and hygenic working conditions : Bad working conditions is the main cause of absenteeism. The worker should be provided with proper and healthy working conditions. There should be a provision of drinking water, canteen, rest places etc. So that workers do not fell tired at work place. 2. Proper selection Procedure : Absenteeism may also result if there is no proper recruitment and selection. When the workers are not well suited for the jobs then they will try to absent themselves. These should be aptitude, training, and intelligence test for finding out the suitability of persons for the jobs they are being selected. When the jobs are suitable for the worker then he will enjoy work on it and will not think of absenting himself. 3. Prevention of Accidents : There should be proper safety measures in the factory. The workers should be educated for properly using machines and precautions to be taken on the occurrences of some accident. 4. Provision of reasonable wages and allowances and job security for workers : The wage rates should be fixed by taking into account the requirement of workers. The wages should be sufficient to enable workers in maintaining a reasonable standard of living. Therefore the management should pay reasonable wages and allowances, taking into account the level of wages prevailing in different units of the same industry in same area. The allowances should include old age allowance, length of service allowance special job allowance, housing allowance etc. So that worker may have and know security of employment. 5. Proper grievance settlement : There should be a proper grievance settlement machinery for the worked. Sometimes there is a feeling among workers that their problems are not properly looked into and out frustration they start absenting from duty. When there is a grievance setting machinery then the causes of discontentment can be removed at the earliest.

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6.

Cordial Relations between supervisors and workers : The strained relations between supervisors and workers may also prompt absenteeism. The supervisors should have co-operative attitude towards workers. They should motivate workers for improving their performance and should not indulges in frequent criticism.

7.

Maintaining Discipline : There should be well defined rules and regulations for work. The employees should not be allowed to violate regulations. There should be properly followed. If some workers are in the habit of coming late or frequently absent from duty then strict action should be taken against then.

8.

Liberal grant of leave : The strict attitude of management in granting leaves and holidays may also bad to absenteeism. Then there is pressing needs for leave and management is not responsive. Then workers may try to get E.S.I. leaves or half pay, where they are entitled upto 56 days leave in a year. So management should be liberal in granting leave when workers have genuine problems.

9.

Motivation of workers : The management should recognize the needs of workers offer them adequate and cheap housing facilities, free or subsidized food, free medical aid and transportation facilities. Free education facilities for their childrens and other monetary and non-monetary benefits.

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REVIEW OF LITERATURE

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REVIEW OF LITERATURE
After conducting study on Absenteeism in Cargo Motors, following are the literature reviews:

Garrison & Muchinsky (2008) Absenteeism was measured by employing the frequency definition. This measure was selected because of its popularity in published research and its psychometric efficacy in comparison to other operational definitiotis of absenteeism especially in terms of reliability and normal distribution (Nicholson et ai. \911; Steers & Rhodes, 1978; Cheloha & Farr, 1980; Breaugh, 1981). Absenteeism was therefore defined in terms ofthe total number of periods an employee was absent in a given year, regardless ofthe length of each absence. The absenteeism measure has a range of 0 (no absence) to 75 (upper limit); the observed mean was 8 with a standard deviation of 7. All absenteeism data were collected for the year 1979. The zero-order correlation between absenteeism and qualitative performance was -017 . Sharma (2008) according to him It is proposed that the hot cats' ' absenteeism relates to active avoidance whereas the cool dogs'' absenteeism relates to passive avoidance. Such explanation considers simultaneously the presence ofa competitive hard-driving trait along with an internal locus of control (' hot cat') which leads, when confronted with job context stress, to a double threat: the threat of losing control and the threat of inhibition of action thereby leading to a sort of aggressive getaway. By contrast, a " cool dog' is characterized by the simultaneous absence of competitiveness and a relatively highly external locus of control, which leads, when confronted with job context stress, to some sort of helpless passive flight strategy.

Arsenault & Dolan (2009) according to him, In contrast with the personality level of aggregation, the occupational categories reveal that only technicians and blue-collar employees show a significant decrease in absenteeism when confronted with job content stress. This could perhaps be explained by some beneficial effects of increased intrinsic rewards in occupational roles that would appear to lack them. However, this would not apply to executives and nurses. In terms of job context stress, the impact on qualitative performance is distributed homogeneously across occupations (parallel slopes). This is not true for absence behaviour, which is

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significantly increased by job context stress for executives and blue-collar workers only. It is tempting to account for this structural effect by hypothesizing active avoidance for executives and passive avoidance for hlue-collar workers. This is especially striking in the light of findings reported elsewhere, which find a systematic relationship between the types of personality and the occupational distributions in the hospitals studied

Geeta (2009) concluded that the authors report a significant tendency for executives to be ' hot cat' personality types and for blue-collar workers to be 'cool dog' types, it is for this reason that similar explanations are withheld in supporting the 'stressoccupation-absencebehaviour' link. The findings may bear practical implications for the development of remedial intervention strategies aimed at reducing absence behaviour and increasing qualitative performance. It appears that an indiscriminate application of job enrichment programmes, such as advocated by many students of organizations, would yield limited results to those occupations in which rewards ofthis nature already exist; whereas enriching the job content rewards for technicians and blue-collar workers may prove to be more effective in reducing absenteeism. By contrast, an improvement of job context factors may be beneficial to increase percentage.

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Need scope & objectives of the study

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NEED, SCOPE AND OBJECTIVES OF THE STUDY


3.1 NEED As we know that higher the percentage of absenteeism more it is harmful for the organization and there is need for immediate action to reduce the percentage of absenteeism. Because in an organization human kings are the main factor of production. If they are absent from duty, it hinders the smooth running of the organization and also effects the reputation of an organization. So, in cargo motors need to take steps in order to solve the problems. For this purpose they arranged training classes for different ranks of respondents like the ones having bad habits and also suggested measures to solve the location problems.

3.2 SCOPE The scope of the study was limited to Cargo Motos Ltd., Jalandhar, Punjab.

3.3 OBJECTIVES The objectives of the project are: To understand and analyze: 1. What are the main causes of absenteeism in Cargo Motors? 2. What are the effects of the unauthorized absenteeism by the employees in the company? 3. What are the current disciplinary actions taken by the HR dept. for reducing absenteeism? 4. What is the attitude of employees towards these disciplinary actions? 5. What factors are to be considered in order to reduce absenteeism? 6. What suggestions can be given to the management to improve the regular attendance of the employees in the company?

Thus, the above objectives have been observed and analyzed in a detailed manner in this project report. I have made an attempt to go into root causes of the subject by using the various techniques of Research Methodology.

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CHAPTER IIi RESEARCH METHODOLOGY & OBJECTIVES OF STUDY

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RESEARCH METHODOLOGY

The main and most important object of this study is to find out the reasons and factors responsible for the absenteeism of the employees in Cargo Motors, Jalandhar, I have collected the data from personnel department for this purpose. I studied the functioning of the personnel department. I had distributed a well-structured and designed questionnaire and also took interviews of many workers and tried to find out the reasons of this problem.

4.1

Research

Research is a procedure of logical and systematic application of the fundamentals of science to the general and overall questions of a study and scientific technique, which provide precise tools, specific procedures, and technical rather philosophical means for getting and ordering the data prior to their logical analysis and manipulation different type of research designs is available depending upon the nature of research project, availability of manpower and circumstances. According to D. Slesinger and M. Stephenson research may be defined as the manipulation of things, concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in the construction of theory or in the practice of an art. Thus it is original contribution to the existing stock of knowledge of making for its advancement.

4.2

Research Design

Research Design is an arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy on procedure. The research problem having been formulated in clear-cut term helps the researcher to prepare a research design. The preparation of such a design facilitates in conducting it in an efficient manner as possible. It is a blue print for the fulfillment of objectives and answering questions .this research is:

4.2.1 Descriptive Research: Present research is descriptive research because in this research it has been described the reason of absenteeism in the company and various factors considered for the same.

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4.3 Sampling Design The following factors have to decide within the scope of sample design: i) Sample Frame-Sample frame refers from where the questionnaires are to be filled. Our sample frame consists of employees of the company. ii) Sample Size: A sample of minimum respondents was selected from various divisions of company. An effort has been made to select respondents evenly. The survey was carried out on 100 respondents. iii) Sample Unit: It indicates who is to be surveyed. The researcher must define the target population that will be sampled. In this project sampling unit is the employees working in Cargo Motors Ltd. iv) Sampling Technique: For the purpose of research convenient sampling is used. Technical associates working in different divisions of company have been approached to get the questionnaire filled.

4.4 Data Collection There are two types of data sources : (i) Secondary data: It includes information which had already been collected by someone else and which had already been passed through the statistical process. In this case one is not confronted with the problems that are usually associated with the collection of original data. Secondary data either is published data or unpublished data. Secondary data was collected through internet and by using companys manuals.

ii) Primary data: It includes information collected afresh and for the first time, and thus happen to be original in character. It is the backbone of any study. It was obtained from

respondents that are executives of each department with the help of widely used and well-known method of survey, through a well-structured questionnaire.

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COLLECTION OF DATA

Secondary Data Attendance Register & Cards At Middle Level

Primary Data

Intervenes

Discussion

Supervisor & Trainers

Personal Manager Questionnaire

Workers

Management
4.5 LIMITATIONS OF THE STUDY

Workers

1. Shortage of Time : Inspite of the good effort by me to utilize the limited period of study shortage of time provided to be limitation. 2. Non-availability of sufficient date : It hindered in the detailed study. 3. Vast Area : Third limiting factor was the wide and vast area of the company. 4. Language Problem : Because of different languages of the employees it was difficult to communicate with them properly.

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5. Complexity of concept : Absenteeism is a complex concept and it is difficult to find out the reasons for such a thing by asking the workers. 6. Busy schedule of workers : It made difficult to take interviews of the workers. 7. Hesitation : Some workers felt hesitated to disclose the reasons of their being absent. 8. Biasness : As all the results and conclusions have been drown on the basis of information collected from a large number of people thus incidence of people bias may have crept in. 9. Misplacement of questionnaire : Some people lost the questionnaire, which are well structured and designed is also one of the limitation of the study. Thus, the workers or people could not answer the queries properly.

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CHAPTER V ANALYSIS OF DATA

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DATA ANALYSIS AND ITS INTERPRETATION

1. Age Group : Age is an important factor in the life of every person because efficiency of any person is totally dependent on his age. There is a very close relationship between age and absenteeism. Tubular representation of age group and percentage (%) of absenteeism is as follows: Table 5.1: Age group in relation to asenteeism Sr. No. 1. 2. 3. Age Group Less than 30 30-40 Above 40 Percentage of Absenteeism 65% 15% 20%

Figure 5.1: Age group in relation to absenteeism

70 60 50 40 30 20 10 0 % of Absenteeism
Analysis and Interpretation The study reveals that 65% of absenteeism is found in the respondents whose age is less than 30 years, 15% in 30-40 age group and 20% in the respondents who are above 40. Thus, absenteeism is more between the young people because of their irresponsibility towards duty as compared to the mature group of above 40 years.

Less Than 30 30-40 Above 40

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2. Length of Service : Length of service is also closely related with the absenteeism because larger the length of service more will be the experience and involvement in work and involvement reduces the % of absenteeism. Table 5.2 Length of service in Relation to Absenteeism Sr. No. 1. 2. 3. Length of Service 1-5 years 5-10 years 10 and above Percentage of Absenteeism 60% 10% 30%

Figure 5.2 Length of service in Relation to Absenteeism

60 50 40

30
20 10 0 % of Absenteeism

1-5 years 5-10 years 10 and above

Analysis and Interpretation In cargo motors 60% absenteeism is found between the respondents who are having length of service 1-5 years, 10% in 5-10 group and 30% in 10 and above 10 age group. Employees feel more comfortable after giving so many years of service.

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3.

Working conditions : Working conditions are one of the factor in every organization. It can increase or decrease the % of absenteeism. Table 5.3 Working conditions in Relation to Absenteeism Sr. No. 1. 2. Working Conditions Dissatisfied Satisfied Percentage of Absenteeism 10% 90%

Figure 5.3 Working conditions in Relation to Absenteeism

90 80 70 60 50 40 30 20 10 0 % of Absenteeism

Dissatisfied Satisfied

Analysis and Interpretation The study reveals that 10% of respondents are absent because of dissatisfied working conditions. But remaining 90% are satisfied with the working conditions in cargo motors.

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4.

Salary : Salary is the first and most important factor which comes into while studying % of absenteeism because need of money effects the efficiency and involvement in work. Tabular representation of salary to absenteeism is a follows: Table 5.4 Salary Relation to Absenteeism Sr. No. 1. 2. 3. 4. Salary Upto 2000 2000-5000 5000-8000 Above 8000 Percentage of Absenteeism 40% 30% 20% 10%

Figure 5.4 Salary Relation to Absenteeism

40 35 30 25 20 15 10 5 0 % of Absenteeism
Analysis and Interpretation

Upto 2000 2000-5000 5000-8000 Above 8000

The study reveals that 40% absenteeism is between respondents having salary upto 2000, 30% in respondents having salary between 2000-5000, 20% in 5000-8000 and 10% respondents having salary above 8000. Thus, as the salary of an employee increases, the % of absenteeism decreases.

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5.

Marital Status : Marriage plays an important role in the life of every person because married person have more responsibilities as compared to an unmarried person. Tabular representation of marital status to absenteeism is as follows: Table 5.5 Marital Status in Relation to Absenteeism Sr. No. 1. 2. Marital Status Married Unmarried Percentage of Absenteeism 70% 30%

Figure 5.5 Marital Status in Relation to Absenteeism

70 60 50 40 30 20
Married Unmarried

10
0 % of Absenteeism
Analysis and Interpretation The study reveals that 70% absenteeism is found in married people and only 30% in unmarried respondents.

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6.

Family : Number of dependents in relation to absenteeism is very considerable factor for the determination of % of absenteeism. Because sometimes family responsibilities compiles the respondent to be absent from duty. Table 5.6 Family in Relation to Absenteeism Sr. No. 1. 2. 3. Size of Family Extra Large Family Joint Family Small Family Percentage of Absenteeism 50% 30% 20%

Figure 5.6 Family in Relation to Absenteeism

50 40 30
Extra Large

20 10 0 % of Absenteeism
Analysis and Interpretation

Joint Family Small Family

The study reveals that in CARGO MOTORS respondents belong to Extra large family having 50% of absenteeism, Joint family 30% of absenteeism and 20% belong to small family.

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7.

Responsibility : Responsibility is also one of the considerable factor in determination of %age of absenteeism because those may be the chance of over responsibility and under responsibility in an organization. Table 5.7 Responsibility in Relation to Absenteeism Sr. No. 1. 2. 3. 4. Responsibility Workers Foreman Supervisor Manager Percentage of Absenteeism 45% 25% 20% 10%

Figure 5.7 Responsibility in Relation to Absenteeism

50 40 30 20
Workers

Foreman
Supervisor Manager

10
0 % of Absenteeism
Analysis and Interpretation

The study reveals that 45% of absenteeism is found in workers, 25% in foreman, 20% in supervisors and 10% in managers. So higher is the post lesser is the %age of absenteeism.

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8.

Rural and Urban Respondents : Rural and Urban residency is also important for determining the absenteeism. The relation of rural and urban residency is as follows :-

Table 5.8 Rural and Urban People in Relation to the % of Absenteeism Sr. No. 1. 2. Residency Rural Urban Percentage of Absenteeism 70% 30%

Figure 5.8 Rural and Urban People in Relation to the % of Absenteeism

70 60 50 40 30 20 10 0 % of Absenteeism
Analysis and Interpretation The study reveals that 70% of the absenteeism is found in rural residents as compared to urban residents because of the harvesting business in fields.

Rural

Urban

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9.

Social Evils : Usually in every organisation social evils are responsible for increasing the % of absenteeism that can be habits location problems and family problems. Table 5.9 Social Evils in Relation to Absenteeism Sr. No. 1. 2. 3. Social Evils Family Problems Bad Habits Location Problems Percentage of Absenteeism 40% 35% 25%

Figure 5.9 Social Evils in Relation to Absenteeism

40 35 30 25 20 15 10 5 0 % of Absenteeism
Analysis and Interpretation

Family Problems Bad Habits Location Problem

The study reveals that 40% absenteeism is because of family problems, 35% because of bad habits and 25% because of location problems. Bad habits like drinking and gambling.

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10.

Leave Rule : After considering the leave pattern of CARGO MOTORS, we came to the conclusion that 80% of respondents are satisfied with the leave rules of CARGO MOTORS but 20% are dissatisfied. These 20% are dissatisfied.

These 20% said that: (a) Earned leave must be increased from 13 to 21 (b) Medical leave must be increased from 10 to 15 (c) Casual leave from 6 to 8 (d) In total from 19 to 44

Leave Rule in Relation to % of Absenteeism

80 70 60 50 40 30 20 10 0

Satisfied Dissatisfied

% of Absenteeism

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CHAPTER VI FINDINGS

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FINDINGS

During the period of research on Absenteeism in CARGO MOTORS. The following emerged: 1. Age Group : Age is an important factor in the life of every person because efficiency of any person is totally dependent on his age and the study reveals that more absenteeism i.e. 659 is found in the respondents whose age is less than 30 years it is all because of their irresponsibility towards their duty. 2. Length of Service : It is generally said that the larger the length of service the more will be the experience and involvement in the work. And also in CARGO MOTORS 50% absenteeism is found between the respondents who are having length of service between 1-5 years. 3. Working Conditions : The working conditions in CARGO MOTORS are very good and satisfactory because only 10% respondents/workers are dis-satisfied with the working conditions of CARGO MOTORS. 4. Salary : As the salary of an employee increases, the percentage of absenteeism decreases. Because money is the foremost requirement of every person. The study reveals that 40% absenteeism is found in the respondents whose salary is upto Rs. 2000. 5. Marital Status : The study reveals that 70% absenteeism is found in married people because of more responsibilities as compared to an unmarried person. 6. Family : In CARGO MOTORS, the respondents that are belong to extra large family having more %age of absenteeism i.e. 50% as compared to joint and small families. 7. Respondents : In CARGO MOTORS, the persons who are appointed as workers are over burdened with the work as compared to other higher posts like supervisors, foreman, managers etc. which may directly lead to higher %age of absenteeism. 8. Rural & Urban : The rural residents are absent from their work in the season of harvesting. The study reveals that 70% people are absent from their jobs in the season of harvesting in fields. 9. Social Evils : Usually in most of organisations social evils are responsible for increasing the %age of absenteeism that can be habits, location problems and family problems.

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10.

Leave Rule : The companys strict attitude in granting leave and holidays even when the needs for them is genuine also lead to higher %age of absenteeism. But in CARGO MOTORS, only 20% respondents are dissatisfied with the leave rules of the company.

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CHAPTER VII CONCLUSION

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7.1 CONCLUSION

Cargo Motors Ltd., is a well defined company, with internationally designed standards. The company carrys out its activities in order to satisfy the customers needs. Organisation is complete in all aspects but there are few discrepancies in it. So in order to make improvement in the unit, the company must regularly revise its systems, processes and procedures.

Cargo Motors Ltd. concentrates towards the marketing activities. Marketing department is the backbone of the Cargo Motors Ltd. but due to the factor of absenteeism its operations are effected badly. So, it must concentrate on the reasons for absenteeism in the unit and must take corrective and timely actions to avoid it in future.

In the end, I will say the human beings are one of the bigger resources of any manufacturing unit, so they must give proper attention to it.

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7.2 RECOMMENDATIONS

Lot of improvement is required in every sphere of life and there is no exception to an industrial organisation which I have found during my visit and having close contact with the workers. I have found that Cargo Motors Ltd. is a well organised organisation and is using all effective measures to deal with absenteeism. However, I would like to recomend the following measures.

1.

Provison for healthy and hygenic working conditions : The working conditions of the company is not satisfactory. It causes bad effect on the health of the employees due to which they remain absent from the work. It is suggested that management should take steps to provide neat and clean working conditions. So that it do not cause any bad effect on the health of the employees.

2.

Motivation of workers : The management should know about the needs of the workers and provide them adequate and cheap housing facilities, free or subsided, free medical aids and free transport facilities to reduce the rate of absenteeism.

3.

Safety and Accident prevention : Safety at work should be maintained and accident can be prevented if the management tries to reduce such personal factors like negligence, overconfidence, carelessness for cleanliness, vanity etc and such material factors as unguarded machinery and explosive defective equipment and hand tools. Adequate leave facilities : The companys strict attitude in granting leave and holidays, even when the need for them is genuine. They should be allowed to go on half day leave, it is effective way of dealing.

4.

5.

Reduce the Critical attitude : The employee should be inducted in such a way that their critical attitude towards new work and new place is reduced as early as possible to avoid absenteeism from work.

6.

Provision for rest rooms : Rest rooms are needed for the workers. There were no separate rest rooms for the workers in the factory. The management should provide separate rooms for the workers working in the factory.

7.

Avoid Overstays : Worker has to work long hours in factory. It is suggested that their long overstays should be avoided. Because long overstays cause bad

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effects on the health of employees. The workers should himself also work for 8 to 10 hours. So that they can remain fit and fine. 8. First Aid Facilities : First aid facilities are needed in each department of the company. It is generally seen that for all types of problems only one type of medicine is given. Each type of problem should be given different medicines. It is suggested that the first aid box should contain sufficient medicines. 9. Periodical medical checkup : Sickness is the main cause of absenteeism. In order to reduce absenteeism, periodical medical checkup should be done for the workers. The organisation should appoint a personal doctor for this purpose.

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CHAPTER IX BIBILOGRAPHY

44

REFERENCES
AHUJA, K.K. DAVER, R.S. Personal Management and Industrial Relations. Personnel Management and Industrial Relations.

GUPTA, O.P., YODER DATE Personnel Management Prof. Dr. M.V. Pylee and A. Simon George, Pages 75 76 Industrial Relations and Personnel Management Magazine March 2005 issue, Volume 8, Pages 32 36 Human Capital www.cargomotors.com www.google.com www.answers.com www.sajejournals.com www.employer-employee.com

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CHAPTER VIII QUESTIONNAIRE

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QUESTIONNAIRE
Name Age Income: Department Education : : : :

Q1.

What is length of your services?

10 years 20 years
Q2. Are you married?

15 years Above 20 years

Yes
Q3. Are your family dependent upon you?

No

Yes

No

Q4.

Do you come from rural area or urban area?

Rural

Urban

Q5.

Do you have any other source of Income?

Yes

No

Q6.

Are you satisfied with your companies working conditions?

Yes
Q7.

No

Is the transportation facilities are provided by your company?

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Yes
Q8.

No

Are you satisfied with the companies rules regarding leave?

Yes

No

Q9.

Are you satisfied with your Income scale?

Yes

No

Q10. Suggestions (if any) ... .. . .

Thanks.

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